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111ContactiIET+1(818)294-3634Email:[email protected]
CertifiedInternationalExecutiveManager(CIEM)“PathwaytoMBA”
Thisbrandnew,uniqueandone-of-a-kindInternationalExecutiveManagementprogramiscomposedofcoreknowledgeareasforafocusedanddefinedcurriculumthathelpscurrentmanagersobtainskillsthatcanbetterthemasleadersintheirfield.Thisprogramemphasizesappliedlearningwithclassesstructuredforgroupproblem-solvingaroundacurriculumthatputstheoryintoaction.Yourpresenterswillhavewiderangingexpertiseinallaspectsofbusinessandprovideyouwiththetoolsrequiredtosucceed.DesignedbytheiIETspecificallyforworkingexecutiveswhostrivetocompleteanMBAinmoreefficienttimeframeandcost.ThepathwaycreatedbythisprogramwillallowthedelegatetocompletetheirMBAinaperiodof3-5months.AtthecompletionofthisInternationalExecutiveMBAprogramyouwillearnanMBAfromadistinguisheduniversityinEngland.TheiIETcoursewillprovideyouthepathwaytocompletion.
ContactiIET+1(818)294-3634Email:[email protected]
ProgramRequirements
The5-StepPathwaytoYourMBA
RegistrationandPre-CourseAssessment• ThiswilltestyourexistingknowledgeinBusinessAdministration.
• TimetoCompletion:1Week
Intensive5-DayInstructor-LedTrainingProgram• Comprehensive,focused,andinteractivetrainingwithextensivepracticalcase-studiesandgroupactivities.
• Includesexamination• TimetoCompletion:1Week
Post- CourseProject• Thisprojectwillbeacomprehensiveanalysisofthekeyknowledgeareascoveredinthe5-dayinstructor-ledtraining.
• TimetoCompletion:1Week
Awardingof120CreditsforCompletionofQualifiLevel7DiplomainExecutiveManagement• Thisstepisacollectionofpaperworkandorganization.• TimetoCompletion:1Week
RegistrationtoUniversitytoCompleteDissertationforMBAonline• Youwillbeassignedadisserationadvisertowillguideyouthroughthewritingandsubmissionprocessonline.
• WhenyourdisserationisacceptedbytheUniversitycommiteeyouwillbeawardedyourMBAdegree.
• TimetoCompletion:3Months
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333ContactiIET+1(818)294-3634Email:[email protected]
DelegatesmustmeetthefollowingcriteriatobeeligibletoparticipateintheMBApathwayprogram:1. HoldaBachelor’sdegreefromarecognizeduniversityandbeabletoprovide
proofuponrequest.
2. RecognitionofPriorLearning(RPL)istherecognitionofnon-certificatedlearningtowardsafull(notpartial)unitorqualification.Submitaportfolioofevidencebasedonpreviousrelevantknowledge,skillsandcompetenceswhichmustbeassessedagainsttheassessmentcriteriaoftheunit(s)forwhichRPLisbeingsoughttoensurethatalllearningoutcomeshavebeenachieved.
3. Delegateswillbeassignedpre-courseassessmentthatmustbecompletedand
submittedtoiIETpriortocommencementoftheinstructor-ledtrainingcourse.4. Attendtheintensive5-daytrainingcourse.Delegatesmustcompleteevery
assessmentduringthetrainingperiod.Attheendthetrainingcoursedelegateswilltakeawrittenexamthattheywillberequiredtopasswithatleast80%correct.
5. Afterthe5-daycourseyouwillberequiredtocompleteapost-training
assessment.ThiswillbeaMBAlevelbusinessanalysiscasestudythatwillallowyoutoexhibitallthetopicareasyoulearnedduringthetraining.
6. Uponsuccessfulcompletionofallassessmentstudentsreceivetranscriptfrom
Qualififor120creditsandaLevel7DiplomainExecutiveManagement.7. Withcompletionofthe120creditsyouwillbeguidedtoregisteratatop
UniversityinEnglandandassignedamentorforthecompletionofadissertation.8. ReceiveyourInternationalMBA.
ContactiIET+1(818)294-3634Email:[email protected]
TopicAreasEvaluatestrategyintheglobalcorporatecontext• Applicationofdifferentcorporatestrategiesintheglobalmarketplace.
• Howtosustaincompetitiveadvantage.
• Howtogeneratesuperiorvalueforcustomersbydesigningtheoptimumconfigurationoftheproductmixandfunctionalactivities.
• Howtobalancetheopportunitiesandrisksassociatedwithdynamicanduncertainchangesinindustryattractivenessandcompetitiveposition.
• Developamasteryofabodyofanalyticaltoolsandtheabilitytotakeanintegrativepointofview.
• Usethesetoolstoperformin-depthanalysesofindustriesandcompetitors,predictcompetitivebehavior,andanalyzehowfirmsdevelopandsustaincompetitiveadvantageovertime
TheStrategicPosition• Analyzeanorganization’spositionintheexternalenvironment.
• Usefiveforcesanalysistoidentifytheirpotentialforchange.
• Identifystrategicgroups,marketsegmentsandcriticalsuccessfactors,andusetheminordertorecognizestrategicgapsandopportunitiesinthemarket.
StrategicCapaibility• Thedeterminantsofstrategiccapability–resources,competencesandthelinkagesbetweenthem.
• Diagnosestrategiccapabilitybymeansofvaluechainanalysis,activitymapping,benchmarkingandSWOTanalysis.
• Understandanorganization’spurposes,takingintoaccountcorporategovernance,stakeholderexpectationsandbusinessethics.
• Theroleofhistoryandcultureindetermininganorganization’sposition.
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555ContactiIET+1(818)294-3634Email:[email protected]
TopicAreasStrategicFinanceandInvestmentTools• Theoriesandapplicationsinglobalcorporatefinancethatcanserveastoolsinafinancialmanager’sdecisionmakingprocess
• Financialstrategiesofarangeofdifferentorganizationsacrossdifferentbusinesssectors
• Theconceptoftimevalueofmoney• Understandtherelationshipbetweenriskandreturns
• Applypresentvaluetheorytomakecapitalbudgetingandinvestmentdecisions
• Understandafirm’scapitalstructureandfinancingdecisions
AnalysisofGlobalExchangeRateMarkets• Foreignexchangemarketfundamentalsandexchangerateregimes
• Financialmarketriskassessment:qualitativeandquantitative
• SpecificsofFXmarkets&riskmanagement
• ManagementofExchangeRateRisk• HedgingTools&Techniques
HumanResourceManagement,andLeadership
• Recognizethestrategicandcompetitiveadvantageassociatedwitheffectivehumanresourcemanagementpractices
• Explicitlylinkafirm’sstrategyandkeysuccessfactorstoitsHRpoliciesandpractices
• Howtodefineanorganization’scultureandhireforit
• Apracticaloverviewofthemaintheoriesonmotivation,commitmentandemployeeengagement.
• Majorfactorsaffectingemployeeengagement
StrategicHumanResources• The4stepsofthestrategicHRplanningprocess
• The6stepsofHRstrategydevelopment:MissionStatements,SWOT,andCOPS
• UsetheMckinsey7Sframeworkforstrategyevaluation
• HRinGlobalOrganizations• GlobalTalentManagement:The6KeyPrinciples
• ProactivemethodsHRprofessionalscaninfluenceandwinoverkeystakeholders
ContactiIET+1(818)294-3634Email:[email protected]
TopicAreasManagingStrategicChange
• Identifythescopeofarequiredstrategicchange.
• Analyzehoworganizationalcontextmightaffectthedesignofstrategicchangeprograms.
• Undertakeaforce-fieldanalysistoidentifyforcesblockingandfacilitatingchange.
• Assesstheimpactoftheroleandmanagementstylesofchangeagents.
• Assessthevalueofdifferentleversforstrategicchange,includingthemanagementoforganizationalroutines,politicalandsymbolicprocessesandotherchangetactics.
• Identifythepitfallsandproblemsofmanagingchangeprograms.
Assesstheroleplayedbyglobalsupplychainsinorganizations
• Thethreemajorbuildingblocksoflogisticsnetworks:transportation,warehousing,andinventory
• Applyessentialprocessimprovementtoolsofleansixsigmatoachieveperfectioninoperationsandservicedelivery.
• Principlesofsupplychainstrategyandhowtolinkthemtobusinessstrategy
• Aligningresourcesandorganizationsforeffectivemanagementofthesupplychain
• Howtobetterstructureacompany’ssupply-chainstrategytoachievecompetitiveadvantage
Thescopeofaglobalcompany’ssupplychainnetwork• Discussglobaltransportationoptionsandstrategicintermediaries.
• Theimpactoflogisticsontheeconomyandhoweffectivelogisticsmanagementcontributestothevitalityoftheeconomy.
• Thestrategicprofitmodel• Demandforecastingmethods• Bridgingthegapbetweenprocurementandsupplychain
• Sourcing/purchasingmatrixdesign
777ContactiIET+1(818)294-3634Email:[email protected]
TopicAreasSupplyChainRisk• UncertaintyandRiskfactors• Demandandsupplyuncertainty• Maincomponentsofsupplychainriskmanagement
• TheBullwhipEffect• RiskAnalysisMethods• RiskMitigationandRiskTreatment
ProjectManagement• WhatisProjectManagement?• Evaluateprojectmanagementmethods,modelsandunderpinningtheories.
• Projectmanagementkeyknowledgeareas
• TheSevenStepsofEstimatingandScheduling
• WorkBreakdownStructures(WBS)• Planning,SchedulingandControltoolsincludingGantt,Pertandcriticalpath
• Thevalueofprojectplanningmethods,individualplansandprojectmanagementprocessesfordifferentorganizations.
• Identifyhowriskismanagedinprojectsandillustratehowriskcanbemitigatedinglobal,complexorsensitiveprojects.
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