|
|
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
|
|
These are some brief notes on Executive Business Administration EMBA
- 1
Dr. S. Maurer,
MBA Professor
The Futurologist: The chief information Officër [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 is designed to give you the knowledge you need to develop and implement smarter customer strategies and maximize customer profitability.
Are we using project management as a data repository for tasks or are we using it as our monitoring and control tool? Hopefully, project managers are using their project management for both.
Automated: The utility monitors and manages itself and takes action based on user-defined policies.
With chief information officer [cio] and finance working together, we see CFOs and CIOs working closely as part of executive- and operations-management teams and decision-making committees.
People on project management often come together as strangers. We can’t be learning, collaborating, optimizing the project, or making commitments without a relationship built on trust, respect, appreciation, care for each other, and practices of commitment-making.
What is the aspect of the role where CIOs can make the biggest impact? What can we do to make that impact? In Change management 101, you have to identify a compelling need to change. Do you have an organization that will support you? Do you have the skills? Do you have the relationships? What's your mission?
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.
The project Director/manager has to have decision-making authority to keep the objectives, schedule, and resources in balance. In reality, this may be difficult to achieve, but a project Director/manager should at least have a written statement defining his authority and which Director/manager they should go to for decisions beyond the scope of this authority.
The implementation of a great customer relationship management [crm] system can help you grow your business much faster than your competitors. But with all the new technologies and data-mining capabilities out there, taking advantage of [crm] can be pretty complicated.
Students who master project management [pm] learn to lead improvement initiatives that result in measurable growth in Return-on-Investment ROI, economic value added, sales growth, customer satisfaction and retention, market share, time to market, employee satisfaction, and employee motivation.
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?
The Negotiator: Once considered an anti-social department, the information technology [it] team now have to deal with a plethora of people, meet customer service level agreements and manage information technology [it] supplier relationships.
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.
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.
|
These are some brief notes on Executive Business Administration EMBA
- 2
Dr. S. Maurer,
MBA Professor
Part of the chief information officer [cio] rësponsibility is on the information technology [it] side, but it also was to change an organization.
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.
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.
Today, the chief information officer [cio] is tasked with delivering more with so much less - working with reduced budgets whilst under orders to improve overall information technology [it] performance and capability.
Because the whole idea is to customize each system to a specific enterprise needs, there is no universal definition of customer relationship management [crm], which has both business-to-business and business-to-consumer applications.
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.
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.
The implementation of a great customer relationship management [crm] system can help you grow your business much faster than your competitors. But with all the new technologies and data-mining capabilities out there, taking advantage of [crm] can be pretty complicated.
Everyone in business and manufacturer will soon be expected to be project completion experts.
A project management Rule: Coordinate meticulously. A project is an ever-evolving network of commitment. Keep that network activated by tending to the critical conversations. See that people are making clear requests, promises that have completion dates, and share opinions that advance the purposes of the project. Without attention to those critical conversations the project will drift.
The focused project management principle: No one has to play detective to discover the goals nor play lawyer to defend them.
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.
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.
finance and information technology [it] can lead the way in setting standards and developing platforms to support collaboration inside the enterprise and in the extended enterprise—for instance, customers, distribution channels, and suppliers.
Forty-two percent of all customer relationship management [crm] software purchased last year is sitting unused on a enterprise shelf.
|
These are some brief notes on Executive Business Administration EMBA
- 3
Dr. S. Maurer,
MBA Professor
If you have an analytical mind, good people skills, and thë willingness to rise or fall on the demonstrated success of your work, project management may be for you.
If you want to keep your executives in the dark, send them a thick stack of paper on your project management. If you want to raise a smoke screen for your clients on the true status of your project, have them tape many 8.5*11 sheets to a giant printout of a Gantt chart. These practices are all not acceptable of course.
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.
Where does technology fit? it ís a tool, nothing more. it ís the means, not the end. Properly focused and implemented, [crm] software applications support more effective marketing, sales, and customer care processes, enabling a customer experience that builds loyalty and long-term profitability.
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 -
Everybody who profits from [crm] has their own definition of what it is, but they agreed as to what it is not: [crm] is not about technology any more than hospitality is about throwing a welcome mat on your front porch.
All roads lead to the chief information officer cio. it is a combination of breadth and depth, and part of that is enterprise visibility. The CEO and CFO have that from their own purviews, but they don't understand how work really gets done, how the business truly operates, the way CIOs do.
customer relationship management [crm] can be defined as the strategies, processes, people and technologies used by enterprises to successfully attract and retain customers for maximum corporate growth and profit.
The next great thing is already here. But don't look for it inside the enterprise, look outside, to your customers. customer relationships are a enterprise's most valuable asset's worth more than products, stores, factories, or even employees. Especially now in the internet economy, getting and keeping the most profitable customer relationships is job #1 for CEOs. customer relationship management [crm] is the strategy to do just that.
By using good tools to set service levels, and by identifying problems before they undermine quality or efficiency, call center managers can significantly improve system performance while enhancing the accountability of internal and external service providers. Strong, well-designed service standards offer the best way to control the expensive performance termites in today's increasingly complex contact center systems.
finance and information technology [it] can lead the way in setting standards and developing platforms to support collaboration inside the enterprise and in the extended enterprise—for instance, customers, distribution channels, and suppliers.
There are certain skills to have when conducting project management. it is best to have a team of planners when doing project planning. Therefore, it is important to have skills in forming, leading and facilitating groups.
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.
Students who master project management [pm] learn to lead improvement initiatives that result in measurable growth in Return-on-Investment ROI, economic value added, sales growth, customer satisfaction and retention, market share, time to market, employee satisfaction, and employee motivation.
A project management Rule: Build relationships intentionally. project teams come together as strangers. To do great work…innovation, learning, and collaboration…all take people who like and care for each other. Don’t leave that to chance. Start your projects by building relationships among team members.
|
These are some brief notes on Executive Business Administration EMBA
- 4
Dr. S. Maurer,
MBA Professor
With chief information officer [cio] and finance working togëther, we identify the tough questions that have to be answered up front and assemble better business cases to be sure that initiatives being considered will produce returns for the business as a whole.
The chief information officer [cio] is responsible for setting his enterprise's technology direction and making sure it aligns with the enterprise's business goals.
The project Director/manager has to have decision-making authority to keep the objectives, schedule, and resources in balance. In reality, this may be difficult to achieve, but a project Director/manager should at least have a written statement defining his authority and which Director/manager they should go to for decisions beyond the scope of this authority.
CIOs can either move up the value chain from their traditional role to transformational agent or that role can be filled somewhere else. And in that case, the it organization runs the risk of becoming more marginalized and more of a commodity.
The essence of the information technology revolution and, in particular, the World Wide web is the opportunity to build better relationships with customers than has been previously possible in the offline world.
A project management Rule: Make the project management setting a place where people can be their authentic selves without fear of judgement or mockery. Granting each other their legitimacy is the basis for the healthiest of relationships.
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.
Former and current CIOs had more drastic suggestions, ranging from creating a clear plan of deputy succession to having the chief information officer [cio] be a presidential appointee serving a fixed term.
More than any other factor, an UMBA is about moving up - in your original field or on to another. You aren't going to dump me back in accounting, are you? Happily, the answer was no.
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.
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.
First and foremost, the chief information officer [cio] have to put their own house in order. The it organization has to do the fundamentals well. That means operational excellence, stability, and delivering projects on time and on budget.
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.
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.
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.
|
|
