Summarizing our
Executive Business Administration EMBA Program
| Total
Cost |
The total cost of
any course are US$ 490.00 in one only payment, or US$ 590.00 in
four payments of US$ 147.50. |
|
Scholarship
|
Our Board
will examine all requests for a partial fully justified
scholarship. We do not issue total scholarship. Any
partial scholarship must be paid in full. |
| Begin |
Any course will
begin five working days after your payment. |
| Duration |
Four and half
months (in Fast Track) or One year. We recommend the Fast Track model. |
| Languages |
All courses are in
English, plus the same lessons in one of the following
translations: Arabic, Bulgarian, Catalan, Chinese, Croatian,
Czech, Danish, Dutch, Filipino, Finnish, French, German, Greek,
Hebrew, Hindi, Indonesian, Italian, Japanese, Korean, Latvian,
Lithuanian, Norwegian, Polish, Portuguese, Romanian, Russian,
Serbian, Slovak, Slovenian, Espanol, Swedish, Ukrainian,
Vietnamese.
|
| Diploma |
After
the final exam, you will receive (through a Priority
Airmail Registered letter) a Diploma and a Transcript, both with
an official Public Notary signature and seal.
|
| Exam |
You
have two options for the final exam, at your choice: Or a
multiple choice test through the Web, or to write a 10-pages
white paper about the studied subject.
|
Brief Notes on Executive Business Administration - executive economics
Dr. S. Koner,
MBA Professor
Who are your best customers? What can you do to rëtain them? How can you attract others like them? How can you improve the profitability of all your customers? With tight budgets and demanding revenue targets, questions like these are increasingly urgent. To obtain reliable answers, you need the ability to create Customer intelligence from the mountains of disconnected Customer data you collect on a daily basis.
What is a project Director/Manager to do? Simply, talk to your team as a whole to learn what people are capable of doing, what they have time to do, and what work most inspires them. Then do your project planning.
Defining Needs and Wants is an excellent way to define the scope of a Project Management and to set the parameters for Project Management planning. It can be a catalyst for discussion about what is really needed from the Project Management. And, it can force realistic decisions about what can and can't be done.
Information Technology [IT] has learned from finance that this has to be a money-making venture, and finance has learned from Information Technology [IT] that we need to address our processes across functions. Our world is cross-functional, and it takes a number of people at the table to make sure the right decision is made.
You need to have everything [on the Web] that the great enterprises do. For a small enterprise in the cornfields of Ohio, that can be a hard thing to do.
For quite some time, Project Management [PM] software tools have helped schedule and manage the time, materials, equipment, and labor to complete a project—efficiently, on time, and within budget.
While the basic idea behind [CRM] is easy, implementations are often bollixed because CEOs are suffering from techno lust, in love with shortcuts, and are operating with a sense of urgency. As soon as anyone in any manufacturer does this right, everyone else wants to jump on the bandwagon and have an instant solution. When a CEO sees the technology her competitor's using to bash her brains out, she simply orders the same stuff for her enterprise. There ís so much pressure on CEOs to do it now that they usually manage to avoid doing it right.
Learning to respect MBA classmates' views is central to virtually every MBA experience.
The Project Management oversees the planning, implementing, quality control, and reporting of status on a given project. He or she manages the Project Management team, which typically consists of people from all the areas of the PM’s organization. The project Director/Manager is responsible for defining the scope of the project precisely; preparing the schedule for getting the project done, and updating that schedule as it evolves; proposing the budget for the project, and then managing the project so that it doesn’t cause cost overruns; making sure the project team has the supplies and the human resources necessary to get the project done on time and on budget; identifying and minimizing potential risks to the project timeline and budget; making sure that all project team members understand what their responsibilities are; communicating the project's progression to Management; and ensuring the quality of the team’s work and any supplies or materials used by the team.
In simpler terms, [CRM] is the technique of establishing and maintaining long-term business relationships with your customers. [CRM] involves utilizing the data collected during your Customer interactions to determine the demographics and future needs of each Customer.
CRM is a complete, fully integrated set of solutions designed to help you manage the Customer-facing processes of your business efficiently and cost-effectively.
Project Management planning is preparation for those who will be in action. We waste our time when we plan by ourselves. Have planning conversations. Engage your team — the project performers — in those conversations. Review the overall plan on a regular basis. Add details to later phases of your project as you go taking into consideration what really happened, what you’ve learned, changing client conditions of satisfaction, and the innovations that you’ve put in place.
The benefits of Customer Relationship Management [CRM] are clear: by streamlining processes and providing sales, marketing, and service personnel with better, more complete Customer information, [CRM] allows organizations to build more profitable Customer relationships and decrease operating costs.
Chief Information Officer [CIO] spend most of his time on the Information Technology [IT] vision: the priorities, objectives and targets, and how Information Technology [IT] contributes to deliver value to business. We have difficulty with the term 'IT strategy' because it separates Information Technology [IT] strategy from business strategy.
This is a far cry from the disparate silos of under utilised server, storage, network and application resource that plague organisations today, creating hideous complexity and draining already strained budgets. Surely it represents the pill that will cure the CIO's headache?
Dr. S Koner is a MBA Professor of the education organization http://administration-exe.mba-low-cost.com, with almost 60 years of experience in the areas of information technology and business management. |
