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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
Enterprises neëd to stop trying to combat customer service issues with technology. For example, a Call Center Director/manager approaches an it Director/manager and says, We need a database because the organization does not have a central location to keep all of a customer's information.
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.
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.
Almost any human activity that involves carrying out a non-repetitive task can be a project management. So we are all project managers! We all practise project management pm.
A project management Rule: Embrace uncertainty. Expect the unexpected. There is far more that we don’t know and can’t know than what we can anticipate. Be resilient to what life throws at you. Anticipate that your team will learn something along the way that can and should change what you have promised and how you can deliver on your promises.
project management tasks are usually dependent on prerequisite tasks. Variability in the performance of the prerequisites can have significant impact on the downstream activity.
Thousands of information technology [it] publications have debated the difference between the information technology [it] director and the chief information officer cio. The latter is generally seen as the more prestigious role, implying a seat on the board, or at least easy access to it.
If you have an analytical mind, good people skills, and the willingness to rise or fall on the demonstrated success of your work, project management may be for you.
it seems like only yesterday that the information technology [it] community was arguing the case for the board-level information technology [it] director. Since then, the chief information officer [cio] has come a long way and he probably now feels that he is carrying the weight of the enterprise on his shoulders.
So how has the CIOs role changed over the years? Firstly, a typical chief information officer [cio] no longer is just concerned with the old information technology [it] domain. He is now responsible for a growing number of areas, and is expected to be accountable to all levels of the organisation.
The really good it leaders are forcing their staffs to go out into the business – to become business buddies or Subject Matter Experts who live with the business units to get to know their pain.
project management includes implementing the project plan, along with careful controls to stay on the critical path, that is, to ensure the plan is being managed according to plan.
You as a small enterprise may be willing to implement an customer relationship management [crm] application and willing to use the package to drive the processes, as opposed to larger enterprises, which try to make the application fit into their processes.
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.
A [cio] chief information officer spends less than two years in the job on average, according to a new federal study, and experienced CIOs say that’s too short a period to effectively manage information services and technology investments.
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These are some brief notes on Executive Business Administration EMBA
- 2
Dr. S. Maurer,
MBA Professor
The term customer Rëlationship management [crm] is used to describe either the software or the whole business strategy [or lack of one] oriented on customer needs. The second one is the description which is correct. The main misconception of [crm] is that it is only software, instead of whole business strategy.
The rising proportion of information technology [it] expenses that's pure investment is driving collaboration. Traditionally, 80% of information technology [it] budgets were for 'running the railroad' and only 20% were focused on projects to move the business forward.
Satisfying customers while lowering costs and increasing revenues is essential to your success. Yet, given the exacting nature of customer requirements, it can be a challenging goal to reach.
Much work is yet to be done in terms of implementing [crm] strategies and technologies, integrating front-office processes with the back-office, and enabling e-channel interaction and collaboration to augment existing channels.
The Futurologist: The chief information officer [cio] has to be up on all new technology trends, understanding the credibility of emerging technologies for their information technology [it] landscape.
customer relationship management [crm] technologies allow you to understand your customers across all channels and not only react to problems but proactively uncover hidden solutions to your most pressing customer challenges.
The generally accepted purpose of customer relationship management [crm] is to enable organizations to better serve their customers through the introduction of reliable processes and procedures for interacting with those customers.
Time: Given today's business demands, CIOs and CFOs can point to the scarcity of time as a crucial obstacle. The time required to think through such a significant relationship shift doesn't fit in easily with meeting the pressing needs of business and staff.
Dynamic provisioning: resources are dynamically and precisely allocated to meet changing business requirements.
As a chief information officer [cio] you need to hone your leadership skills with a particular emphasis on relationship management and communications skills with executive peers, at the same time they continue to gather expertise in how technology and process innovation can improve their enterprise and manufacturer.
Then there's the benefit many MBAs don't talk about. MBAs make more money - at least, they make more money in the beginning. The more important, though less tangible, benefits include figuring out who you are and what you want to do with your life. An UMBA puts you in the position to get what you need.
With a [crm] customer service organizations can increase service-agent productivity and customer retention while decreasing service costs, response times, and request-resolution times.
In too many organizations, there is no project management [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.
According to Optimize's third annual Defining the cio report, nearly 60% of CIOs report to their chief executives, just as most CFOs do. But there has been a rise in the number of CIOs reporting to CFOs—from 8% in 2003 to 15% last year and 22% in 2004 -
All project managers are familiar with at least one CPM scheduling software application, such as Microsoft project, Primavera, Scitor project Scheduler, AEC FastTrack, CA-SuperProject, or Kidasa Milestones. Many scheduling applications are tailored to specific industries or project types, but all use CPM precedence methodology.
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These are some brief notes on Executive Business Administration EMBA
- 3
Dr. S. Maurer,
MBA Professor
You must think about how to deliver shareholdër 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.
customer relationship management [crm] includes a broad set of approaches to improve customer- and channel-facing processes, foster collaboration, and provide unassited or self-service access to critical data and transactions.
Then there's the benefit many MBAs don't talk about. MBAs make more money - at least, they make more money in the beginning. The more important, though less tangible, benefits include figuring out who you are and what you want to do with your life. An UMBA puts you in the position to get what you need.
customer relationship management [crm] is a business strategy targeted at understanding and anticipating the needs of a company’s current and potential customers.
The purpose of a [crm] strategy is to optimize the company’s profitability through enhanced customer satisfaction.
CIOs can play a much larger role than in the past. But if they don't step up to that role, if the chief information officer [cio] isn't willing or able - and it can be both - then we believe it is still important for some entity to fill that role, either internally or externally.
A project management Rule: Listen generously. People are able to say what they can in the moment. For the most part, people are well-intended. Give them the benefit of the doubt. Take the time to listen. Ask questions. Seek others’ opinions. And while you’re at it, don’t be so harsh on yourself.
A frequent mistake made in project management is setting objectives without understanding scheduling and resource requirements. Worse is changing the objectives as the project proceeds.
The chief information officer [cio] must see the tightening grip of regulatory controls. The Sarbanes-Oxley governance mandates and manufacturer-specific rulings, such as banking's emerging Basel II laws, are only the most prominent of a battery of corporate controls in which compliance calls for significant collaboration between finance and information technology it.
customer relationship management [crm] ensures that customers will have a personalized, consistent, and satisfying experience in every contact they have with the enterprise-regardless of where they touch the enterprise or what means of communication they use.
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.
Return on Investment calculates the financial impact of the project management, including its development costs, operating and maintenance costs, and financial savings. The resulting calculation is then normalized to allow it to be compared with other project’s ROI calculations.
it is axiomatic that the goal of project management is to be successful, otherwise the incurring of this management overhead is a valueless exercise. First and foremost, project success needs to be defined in terms of the acceptability of the project's deliverables, e.g. scope, quality, relevance to client needs, effectiveness, etc.
Effective [crm] initiatives utilize enterprise software as an integral part of a successful strategy.
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.
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These are some brief notes on Executive Business Administration EMBA
- 4
Dr. S. Maurer,
MBA Professor
A project management Rulë: Foster an environment for healthy conflict. Encourage project management team members to express alternate views. Even in the face of agreement have someone create a different perspective.
With a [crm] marketing organizations can increase campaign response rates and marketing-driven revenue while simultaneously decreasing lead-generation and customer-acquisition costs.
Language: This can be a barrier when finance speaks finance and information technology [it] speaks technology. To forge stronger working relationships, both parties have to learn more about the operations and demands of the areas they're not actively leading.
Private and governmental organizations conduct a variety of project management every year, some with excellent results, but far too many of them do not achieve the intended results, cost more or take longer than intended, or are simply abandoned.
With chief information officer [cio] and finance working together, we see tighter collaboration between information technology [it] and finance on operations improvement, business-process and controls design, risk management, and business-performance management.
project management is fundamentally 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.
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.
The Importance of crm? Competition, driven by globalization and the internet has turned things around. Customers have a variety of choices and most importantly, they have become more knowledgeable and demanding. it is no myth that they are King. With this scenario, enterprises have realized that it is not just enough to satisfy and delight them but also build genuine relationships in a way that would benefit them.
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.
We must remember that utility computing is a true business vision, and selling it as a quick-fix technology solution does not do it justice.
In the realm of quality and the management of expectations it is essential to create right balance. Life would be easy for project management managers and performers if measurable, objective quality criteria were fully articulated, from the very beginning of a project management.
With so many demands on a cio's time, coupled with the relatively new nature of the job, how is performance measured?
In today’s changing marketplace, organizations that use effective project management techniques find that they have the competitive advantage. According to James P. Lewis, author of several books on project management, these enterprises “have the competitive advantage over those who fly by the seat of the pants.”
customer demands for customization are increasing with every passing day. This has made enterprises shift their focus from mass production to mass customization.
Companies that stay prevail beyond [crm] integration challenges to create customer-centric systems are rewarded with better support for existing customers and the ability to establish long-lasting, financially rewarding business relationships.
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