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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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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.


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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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


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


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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