Online Mba - Too Much Beneficial For Managers
As we know organizational and planning skills are closely related and probably the
most important skills, after communications skills, a project manager can possess. Organization takes on many forms. As a manager, you will have project documentation, requirements information, memos, project reports, personnel, records, vendor quotes, contracts, and much more to track and be able to locate at a moment's notice; all these we learn in the online MBA programs. Online MBA tells us that time management skills are closely related to organization skills. It's difficult to say organization without an understanding of how you're managing your time. I recommend you attend a distance learning MBA course if you have never been. They have some great tips and techniques to help you prioritize problems and interruptions, prioritize your day, and manage your work.As we know there is not any aspect of project management that doesn't first involve planning. Planning skills go in hand with organizational skills that we learn in MBA programs. Combining these two with excellent communication skills is almost a sure guarantee of your success in the project management field. In online MBA program we also learn about budgeting skills. Managers establish and manage budgets and therefore need some knowledge of finance and accounting principles. Especially important in this skills area is the ability to perform the cost estimates for project budgeting. Different methods are available to determine the project costs. After budget is determined, you can start spending. This sounds more exciting than it actually is. Reading and understanding vendor's quotes, preparing or overseeing purchase orders, and reconciling invoices are budgeting skills that the project manager will use on most projects. These costs will be linked back to project activities and expense item in the project's budget.
In Executive MBA we also learn about conflict management, it involves solving problems. Problem solving is really a twofold process. First you must define the problem by separating the causes from the symptoms. Often when defining the problem, you end up just describing the symptoms instead of really getting to the heart of what's causing the problem. To avoid that, ask yourself question like "Is it internal or external problem? Is it a technical problem? What are the potential impacts or consequences?" These kinds of questions will help you get to the cause of the problem. Next after you have defined the problem, you have some decisions to make. IT will take a little time to examine and analyze the problem, the situations causing it, and the alternative available. After this analysis, the manager will determine the best course of action to take and implement the decision. The timing of the decision is often as important as the decision itself.
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