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Executive Business Administration EMBA
The Executive Business Administration EMBA
Program
Our Executive
Business Administration EMBA Program introduces advanced level management
techniques, including:
How the Executive EMBA is different with a regular
MBA?
The Executive EMBA
participants are about six years more experienced, on average, than the
traditional MBA. They are therefore about that much farther along in their
careers. In addition, the Executive EMBA Program has been designed to offer the
skills required for those about to enter the senior management ranks of their
organizations, rather than in-depth study in a specific functional area as in
the traditional MBA.
I do not have a Bachelor Degree,
can I still
apply?
Yes. Applicants are
with at least three years' managerial working experience. We would recommend that you should enroll in our course, to enter the
senior management ranks of your organization.
tiws
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These are some brief notes on Executive Business Administration EMBA
- 1
Dr. S. Maurer,
MBA Professor
Generally, project Managëment involves managing cross-functional teams, rather than people who all work in the same business discipline. For instance, a project Director/manager who’s overseeing the development of a new product or service may manage folks from departments as disparate as marketing, it, and human resources.
The larger the information technology [it] investments, the greater the risks associated with operations-information technology [it] execution, and the greater the need for regular discussion between CIOs and the executives managing the business operations.
The purpose of a [crm] strategy is to optimize the company’s profitability through enhanced customer satisfaction.
Formal methods of project management offer a framework to manage this process, providing a series of elements – templates and procedures – to manage the project management through its life cycle. Balancing limited labor, materials, and other resources is a difficult task that earns a good project management top dollar.
As businesses collaborate more, the volume of data increases—as do variations in data characteristics. cio's role is to facilitate the collection and exchange of data across the enterprise and with outside entities.
When integrating a [crm] system, a enterprise must first review the business processes, applications and technologies it uses to deal with customers. it should also consider its schedule, its budget and what it hopes to gain from a [crm] implementation.
The key to a successful project management is in the planning: 1 - being clear on the objectives, deciding how to work together as a team, 2 - thinking through how to approach the scope, 3 - setting up a schedule and budget, 4 - understanding clearly what will make the deliverable acceptable to the client of the project.
As project-based organisations have started to emerge, project management is becoming established as both a professional career path and a way of controlling business.
Projects generally involve working in teams with colleagues from disciplines, departments, and even other enterprises. Most teams find that the technical portion of the projects is easy. it is the coordination that's difficult: 1 - getting people to communicate with one another, 2 - making sure that individuals are on schedule with their own tasks to avoid delaying teammates who depend on their output, 3 - getting decisions quickly from the client and management, 4 - keeping the client and management informed.
Providing customer service is vital to maintaining successful business relationships. Accurate and timely information provided in a professional manner as using a customer relationship management [crm] is the key to any business and service operation.
When you get down to it, auto insurance is auto insurance, we said. The question is what we do to differentiate ourselves and, in our case, it is technology. We pride ourselves on making our site easy to use.
But there is a great difference between carrying out a very easy project management involving one or two people and one involving a complex mix of people, organisations and tasks.
The Govern recommended that agencies address chief information officer [cio] turnover by implementing human capital flexibilities, such as recruiting bonuses, retention allowances and skill-based pay.
customer relationship management [crm] is a business strategy to select and manage customers to optimize long-term value. [crm] requires a customer-centric business philosophy and culture to support effective marketing, sales, and service processes.
it is concerning that “poor project management” is often given as the “excuse” for project failure. Similarly, Poor Resource and Cost management are a direct result of mismanagement of our organization’s assets, often resulting in poor project performance, cost and schedule overruns, and even catastrophic project failures.
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These are some brief notes on Executive Business Administration EMBA
- 2
Dr. S. Maurer,
MBA Professor
In too many organizations, there is no project Managëment [pm] initiation process and sponsors, particularly high-ranking ones, launch project management with no concern about defining the scope, identifying where the resources will come from and no consideration of whether other project management will suffer as a result.
A project management Rule: Collaborate. Really collaborate. Make it your rule to plan with those people who will be the performers of the plan. Don’t wait ’til the project has gone south to get their help. Start out that way. Continue collaborating as the usual way you work through the project.
The key elements of a good project management consist of: 1 - Defining the project accurately, systematically clarifying objectives, 2 - Dividing the project up into manageable tasks and stages, 3 - Controlling the project through its stages using the project management definition as a baseline, 4 - Highlighting risks and developing specific procedures to deal with them, 5 - Providing mechanisms to deal with quality issues, 6 - Clarifying roles to provide the basis for effective teamwork.
As any enterprise that has implemented a [crm] system knows, it is not an easy task to integrate multiple technologies and business practices into a single process. system integration - regardless of the components - is complex, challenging and extremely costly.
A project management managed by a team of people who don’t get along will probably face many more challenges and have great difficulty overcoming obstacles than the project with a team that works well together and blends in a little fun.
Simply put, successful [crm] is a fundamental, often painful change in how a enterprise is organized - the sort of changes that need the CEO ís backing. Bluntly successful [crm] always starts with top management. If they don't lead the charge, it won't happen. Change in an organization that ís established is difficult. That ís where the real heavy work comes in.
A project management Rule: Make it your habit to acknowledge and appreciate team members. Become a mutual admiration society. High performing teams are characterized as environments where people are acknowledged at least once every seven days for the talents, efforts, and contributions each team member brings.
CIOs are uniquely positioned to have a pan-business view. Unfortunately, the rest of the enterprise often seems stuck in the idea that the chief information officer [cio] is still the acronym-spouting geek. That's unfortunate because most CIOs realize their job today is not about technology; it is about solving business problems.
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?
Forty-two percent of all customer relationship management [crm] software purchased last year is sitting unused on a enterprise shelf.
project management [pm] is used by large corporations, governments, and smaller organizations to standardize and reduce the tasks necessary to complete a project in the most effective and efficient manner and covering any field.
Are you a chief information officer or an information technology [it] director? The terms themselves are academic, but the roles are fundamentally different. A chief information officer [cio] is not just an information technology [it] director with a bigger budget. They spend their time completely differently.
Properly understood, [crm] is ìa philosophy that puts the customer at the design point, it ís getting intimate with the customer. We view [crm] more as a strategy than a process. it ís designed to understand and anticipate the needs of the current and potential customer. Once you nail that, there ís a plethora of technology out there that helps capture customer data and external sources, and consolidate it in a central warehouse to add intelligence to the overall [crm] strategy.
Exercising good manners isn't just polite. it is good business, too. When we listen and treat each other with respect, we get a better decision. A UMBA experience will help to understand the psychology of people and organizations. If you can understand what is happening, you can change it.
Monitoring the technical aspects of a project management is usually where the energy is focused. Most project management leaders, particularly inside organizations, are first and foremost, technical experts. In many cases, their technical expertise not their project management skills - is why they were given the project in the first place.
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These are some brief notes on Executive Business Administration EMBA
- 3
Dr. S. Maurer,
MBA Professor
Most scheduling programs also help allocate rësources, another great part of a project Director/manager's job. If you are running a software development project management, for example, you have to know how many engineers will be available and how many hours they'll need to work. Likewise, if you're running a construction project management involving cranes and excavators that must be leased on an hourly basis, you'll need to know when to have those machines on site to get the most work done for the least money.
As businesses look for more efficient and effective ways to manage work, they have discovered that project management is the answer for increasing white-collar productivity.
customer relationship management [crm] is a new way of doing something as old as business itself. But it ís not easy to keep customers happy, and it ís getting harder all the time.
The faster project management team members become friends the sooner the project management will be on track for success.
resources are anything used to meet the stated goals of the project management: 1 - People, 2 - Machinery, 3 - Money.
Major areas of customer relationship management [crm] focus on service automated processes, personal information gathering and processing, and self-service. it attempts to integrate and automate the various customer serving processes within a enterprise.
Simply put, successful [crm] is a fundamental, often painful change in how a enterprise is organized - the sort of changes that need the CEO ís backing. Bluntly successful [crm] always starts with top management. If they don't lead the charge, it won't happen. Change in an organization that ís established is difficult. That ís where the real heavy work comes in.
Perhaps the most influential driver of collaboration is that finance departments want one version of the truth—that is, a cohesive approach to gathering, collating, analyzing, and reporting data, with the emphasis on accuracy, availability, quality, and usefulness.
customer relationship management [crm] is designed to give you the knowledge you need to develop and implement smarter customer strategies and maximize customer profitability.
The UMBA will gave you a broad perspective of the business world. How the economy works and how your manufacturer works.
Over the past few years, many enterprises have implemented operational customer relationship management [crm] systems, and these enterprises are now analyzing customer behavior to plan and optimize marketing tactics and improve customer service programs.
Companies have to deal with change. technology is a critical component of that change. The chief information officer [cio] must have to be part of the process or it will pass you by.
crm applications can enable effective customer relationship management, provided that an enterprise has the right leadership, strategy, and culture.
We've talked to some visionary leaders who see their role as it professionals as fundamentally being in the change business. That's a radical statement. In the old days, CIOs were responsible just for making everything run - for keeping the lights and computers running.
The larger the information technology [it] investments, the greater the risks associated with operations-information technology [it] execution, and the greater the need for regular discussion between CIOs and the executives managing the business operations.
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These are some brief notes on Executive Business Administration EMBA
- 4
Dr. S. Maurer,
MBA Professor
project management is fundamëntally about scheduling tasks. Contrast this with two other manufacturing domains. Maintenance management focuses on managing assets and optimizing the availability of those assets. Finite scheduling on the plant floor focuses on equipment capacity, labor availability, material flow, moving work and materials from one equipment or labor resource to another, and controlling the use of those resources.
With chief information officer [cio] and finance working together, we see closer links in the business and information technology [it] strategy processes. A financial-services enterprise has revamped its corporate-strategy process to focus functional areas, including information technology it, on specific goals set by the corporate strategy.
With a general view of every angle, the customer relationship management [crm] computer system interacting directly with the clients through voice by phone [and voice recognition if necessary] without human actions, for marketing, sales, support, accounts, etc.
Most scheduling programs also help allocate resources, another great part of a project Director/manager's job. If you are running a software development project management, for example, you have to know how many engineers will be available and how many hours they'll need to work. Likewise, if you're running a construction project management involving cranes and excavators that must be leased on an hourly basis, you'll need to know when to have those machines on site to get the most work done for the least money.
it would be impractical to a chief information officer [cio] to have direct control over information technology [it] in every country where the enterprise operates. The chief information officer [cio] role is to see the overall framework of information technology [it] policies, standards and strategies, and to empower people to deliver and contribute locally within that.
Automated: The utility monitors and manages itself and takes action based on user-defined policies.
customer relationship management [crm] is a new way of doing something as old as business itself. But it ís not easy to keep customers happy, and it ís getting harder all the time.
For time you originally start with an estimate [also know as a guess] on how long it may take to reach the stated goal of the project management. As the project management progresses, the time estimate becomes more solid as each piece of the project management is examined and a more firm estimate as to how long it'll take to produce the individual pieces.
What's needed is a fresh view by senior executives of what's possible with greater collaboration between information technology [it] and finance. We're under no illusions about the obstacles that executives must clear, and we can't predict how far or fast the collaboration trend will go.
With a [crm] sales organizations can shorten the sales cycle and increase key sales-performance metrics such as revenue per sales representative, average order size, and revenue per customer.
You must think about how to deliver shareholder value. chief information officer [cio] don't just have a seat on the board – they belong to the board, the executive team. They must talk to City analysts and spend little or no time with suppliers talking product. They must talk to customers.
In the 20 to 99 employee group, you see loose information technology [it] departments where the information technology [it] staffers wear multiple hats. That hasn't changed much. enterprises in the 500 to 999 employee group operate more like larger enterprises where the chief information officer [cio] plays a significant role in the decision-making.
project management is a carefully planned and organized effort to accomplish a specific [and usually] one-time effort, for example, construct a building or implement a new computer system.
resources are anything used to meet the stated goals of the project management: 1 - People, 2 - Machinery, 3 - Money.
crm tools make it easy for you to maintain a close relationship with your customers. Your sales reps will have important information on screen to help them assess, manage and strengthen their relationships with advertisers
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