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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
The faster project Managëment team members become friends the sooner the project management will be on track for success.
Shunning the technology dimension of the chief information officer [cio] role is to miss a trick. information technology [it] is a specialist source of knowledge that CIOs bring to the corporate picnic. No one else in the organisation is as well placed to see how technology can contribute to shareholder value.
A project management Rule: Adopt practices for exploring a variety of perspectives. We think we see what we see, but we don’t. We really see what we think. Remember the blind men and the elephant. Make it your habit to inquire what others see. You’ll see more together.
The focused project management principle: No one has to play detective to discover the goals nor play lawyer to defend them.
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.
Nor does we focus on the hands-on running of information technology it, either in day-to-day or larger operations. The reason is a practical one: with a enterprise the size of AstraZeneca, monitoring all information technology [it] operations would be virtually impossible.
Now chief information officer [cio] it is a question of how they use technology to change the business. That's a radical shift that you have to be ready for. For cio's wanting to truly make a difference it is important not to constrain thinking not to stare at the future through the prison bars of their traditional roles.
In traditional customer relationship management [crm] deployments, information is entered by sales, support, or customer care personnel and uploaded to centralized [crm] databases to be made available enterprise-wide. In theory, the information is always available - when connected to the network. For users who are not connected to the network, access to these corporate resources is basically unavailable.
CIOs must have a broad perspective across each line of business, and how the organization is integrated with partners, because most of that is information-enabled. They have the close-to-real-work knowledge and strategic knowledge.
Small and midsize enterprises have been able to implement more complete customer relationship management [crm] systems because they may not operate globally and may be newer organizations that have fewer business processes to contend with.
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.
To do that, we oversees a staff of 15, meaning that, in his enterprise, almost 10 percent of the workforce is involved in information technology it. But Shoenfelt said that investment in technology is essential to keeping the business profitable.
Putting all customer relationship management [crm] facets into one coherent, organized presentation to the customer could require the services of a systems integrator. it would most certainly require training everyone from webmasters to call center workers to field sales technicians.
Employees with project management skills are more valuable to their employers, creating a “win-win” situation for both employee and employer.
Truly customer-centric organizations - using customer relationship management [crm] - attempt to ensure that customers have a consistent, satisfying, and personalized experience when interacting with the organization. Regardless of whether they are dealing with representatives from sales, customer care, support, or how they choose to interact with you- face-to-face, by phone, or online through the web or email.
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These are some brief notes on Executive Business Administration EMBA
- 2
Dr. S. Maurer,
MBA Professor
A project management Rulë: Adopt practices for exploring a variety of perspectives. We think we see what we see, but we don’t. We really see what we think. Remember the blind men and the elephant. Make it your habit to inquire what others see. You’ll see more together.
As the volume and availability of customer data increases, enterprises are turning to customer analytic applications to help them identify the tastes and preferences of particular target markets to create more relevant offerings and improve the efficiency of marketing dollars.
business and information technology [it] priorities change every year and you have to be brave enough to say no, if a priority changes.
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.
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.
project management has become an essential tool for forward thinking manufacturer leaders. project management today requires a level of collaboration and accountability that yesterdays tools don't provide. project management outsourcing, multiple locations and home offices have made older single computer and network project management systems antiquated and virtually useless.
Access to information, anywhere, anytime - through wireless networks - seems like the next logical step in continued [crm] system improvements, making the field sales and support teams more productive, efficient, and effective.
crm is a buzzword that ís really not so new. What ís new is the technology is allowing us to do what we could do at the turn of the century with the neighborhood grocer. He had few enough customers and enough brainpower to keep track of everyone's preferences. technology has allowed us to go back to the future to this model.
Enterprises need 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.
According to manufacturer research, it is 10 times more expensive to pursue new customers than to sell to existing ones. [crm] can help gain a greater share of a loyal customer's business.
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.
Pacing project management tasks is one way to eliminate one source of variability. This has similar effect as pacing a production line. Performers always know what is coming at them next and when they have to deliver.
Now, agents can look up the status of specific customers online, make payments, change policies, get a quote on a new policy and turn that quote into an application. They also can order supplies and get copies of a variety of documents.
Customers have to understand that [crm] is a business strategy, and these business strategies don't happen overnight.
A good project management is the most important tool for successfully delivering a complex project, but even the most knowledgeable Director/manager needs more than experience and gut feelings to close intricate implementation of a project management successfully.
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These are some brief notes on Executive Business Administration EMBA
- 3
Dr. S. Maurer,
MBA Professor
These days, a company’s telëphony system is already integrated into the responsibility of its it information technology Dept, not only because it’s often digital, but mainly because it’s more and more integrated into the data network. And in the not too very distant future, the data process and telephony process will have converged into one.
For those it staff still with a U.S. job, a word to the wise: get your business skills in place or you're not looking at a career future in it.
Nor does we focus on the hands-on running of information technology it, either in day-to-day or larger operations. The reason is a practical one: with a enterprise the size of AstraZeneca, monitoring all information technology [it] operations would be virtually impossible.
project management can provide the infrastructure that supports true transformation. it can enable previously disadvantaged individuals to create strategies for the successful undertaking of many of the required tasks of daily living.
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.
customer relationship management is designed to give you the knowledge you need to develop and implement smarter customer strategies and maximize customer profitability.
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.
project management tasks are usually dependent on prerequisite tasks. Variability in the performance of the prerequisites can have significant impact on the downstream activity.
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.
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.
Who are your best customers? What can you do to retain 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.
The faster project management team members become friends the sooner the project management will be on track for success.
Low variability in the project management setting is harder to get our heads around. The desired outcome — always getting the intended result — is less a function of the materiel process than human processes. There are two keys to high project capability. First, what we ask people to do is already in a condition for completing it. Second, people manage the promises they make.
Monitoring a project management is like herding cats; as soon as you get one piece pointed in the right direction, the others will find some new mischief to get in to. Still, you do have to monitor your project management in order to manage them. Tracking progress on a project management should be a regular part of you daily routine, even if you have other duties that require your attention.
You need a managerially useful, end-to-end view of the [crm] process from a marketing perspective. The basic perspective taken is that of the customer, not the enterprise. In other words, what do managers need to know about their customers and how is that information used to develop a complete [crm] perspective?
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These are some brief notes on Executive Business Administration EMBA
- 4
Dr. S. Maurer,
MBA Professor
customer relationship Managemënt [crm] is a business strategy targeted at understanding and anticipating the needs of a company’s current and potential customers.
A project management Rule: Explore each others’ personal intentions and ambitions. project management offer sufficient opportunities to take care of individual needs and desires. We just need to find out what they are. Then bring those intentions into alignment with the promise of the project.
customer relationship management [crm] is an enterprise-wide strategy that focuses on the needs and wants of customers.
The focused project management principle: No one has to play detective to discover the goals nor play lawyer to defend them.
A good project management definition is defense against scope creep that gradual [or not-so-gradual] expansion of the project management as it unfolds.
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.
In most cases, a project management is planned down to the daily or even hourly level, and a formal schedule is developed using the Critical Path Method [CPM], a precedence-based technique that determines the sequence in which things must happen. Milestones punctuate most project management schedules, indicating the required completion of various steps.
Companies are increasingly handing CIOs the role of change agent. They're getting that responsibility because of their unique position at the nexus of multiple trends.
CIOs must have a broad perspective across each line of business, and how the organization is integrated with partners, because most of that is information-enabled. They have the close-to-real-work knowledge and strategic knowledge.
The complexity of outsourcing drives closer collaboration between information technology [it] and finance. If you're trying to do a complex outsourcing deal, getting the financial aspects right and the governance aspects right is crucial.
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.
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.
Leading enterprises are looking to tie it all together with an integrated performance-management dashboard—pioneering approaches that link enterprise strategies, goals, competencies, and critical success factors through business-unit operating plans and performance targets and actuals.
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.
While on the one hand 2007 or 2008 might seem like a long way off, it is not. We are so used to the fast-moving pace of technological hypes, often disguised as developments or solutions, that a well-developed business concept creates some eyebrow raising.
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