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The programs are highly flexible and can be completed at your own pace. The traditional, full- time programs are ideal for students looking to build a professional network with peers and faculty members. The highly structured programs can be completed on time. Recent surveys have indicated that employers value both traditional and Executive MBA programs equally. The enrollment criteria for an Executive MBA will depend on the university. Common prerequisites include: A Bachelor’s degree. GMAT scores. Letters of recommendation from former employers of faculty members. A statement of intent indicating your interest and passion for the program. Work experience. Some colleges are flexible about their enrollment process while others are highly rigid. You should contact the university’s Admissions Office to learn more about the process. Top ranking business and management schools receive thousands of applications each year. They are highly competitive and have strict enrollment and graduation criteria. However, professional degrees from reputed colleges may have a greater value. Most Executive MBA programs take less than two years to complete. Common topics within the coursework may include: Global economic environment. Managerial economics. Leadership and organizational change. Managerial statistics. Decision models. Financial planning and analysis. Strategic management. Corporate finance. Capital markets and investments. Economics of healthcare. Mergers and acquisitions. Advertising and branding. You may be required to complete a project at the end of the program for graduation. Popular Careers and Future Outlook. An Executive MBA program can open new avenues of work for you within your own field. You will gain the knowledge and expertise to take up leadership positions. 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WSU’s online Executive MBA program is developed by leaders, for leaders. You can accelerate your success in as little as 1. WSU difference for a lifetime. WSU is ranked Top 1. Best Online Graduate Business Programs 2. U. S. News & World Report. Rutgers University – This is an exclusive EMBA program, and you need to have at least 1. You should already be an experienced mid level or upper level business executive when you enter this highly competitive program. You will be in a group of no more than 6. The GMAT can be waived for certain professionals with a high amount of experience. New York University – Stern – This is a top ranked executive master’s of business administration program that will provide you with a truly transformative business education. This program will provide you with a strong general management curriculum, and very rigorous courses that are taught by some of the best business professors in the world. You will not need to take the GMAT for admission, and you will be able to complete your online degree in about 3 years. University of Dallas - The Experienced Professionals MBA consists of 3. This program is self paced, so you may be able to finish it in as few as five terms. You will need to take classes in leadership, managerial finance, accounting for managers, value- based marketing, business informatics and, management of operations. St. Joseph’s College – The executive MBA program will hone your managerial skills across all facets of business. This no GMAT program will allow you to fully apply theoretical and quantitative knowledge that you learn in the classroom to your regular daily job. You can earn your degree in about 2. University of Maryland – The one year MBA program for experienced executives will prepare you for higher ranking management and executive level positions, by developing your core managerial competencies, including critical thinking, team building, systems thinking, decision making and ethical leadership. This is a 4. 2 credit program that you can complete in as little as one year. The GMAT can be waived for students with many years of business experience. University of Florida – This is a mostly online executive MBA program that requires you to meet once per month on the Gainesville, FL campus. This is a 2. 0 month accredited graduate program that is divided into five terms that are four months in length. Experienced executives from many industries participate in this program, including many Fortune 5. The GMAT can be waived in some circumstances, based upon your years of experience in your field. Rollins College - This is a very intense online EMBA program with no GMAT requirement. It can greatly accelerate your career into executive management in about 1. In this accredited MBA program, you will work with real companies and deal with real business problems. You will talk about programs in the classes and will be able to use the knowledge the next day at work. There is a major focus on operations management, marketing strategy, and global supply chain management. Cal State Monterey Bay - This online MBA Executive Track is designed for the experienced business executive. It has a curriculum that is based upon technology, corporate leadership, global business and entrepreneurship. You can be considered for this no GMAT program if you have at least seven years of business experience with three in a managerial role. Pace University - This is online Executive MBA for the highly experienced manager who cannot come to weekly classes in the regular MBA program. The regular online MBA program for executives will require you to attend a weekend residency every nine weeks. 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Strategic Plan for Employee Compensation and Benefits by Jonathan Lister. Economic Factors of Compensation & Benefits. A strategic plan for employee compensation determines how much you want to pay employees and what. Set an objective for the program. Designate an individual to oversee designing the compensation program. Decide the extent to which employee benefits should replace or supplement cash compensation. How do we want to pay for it? What is our competitive posture? How will we split up the pie?“I recommend developing a total compensation mission statement,” advises Meek, “One that clearly specifies the results you want to accomplish, the behaviors necessary to achieve them, what you will pay people for, and how you intend to position your company in the marketplace.“This lays the foundation for your entire compensation program. It serves as a compass and a beacon to guide you through the difficult task of creating and implementing the program.”Who creates the total compensation mission statement? Depending on the size of the company and the management structure, any or all of the following: the board of directors, board of advisors, CEO, top management team, and/or representatives from other leaders in the organization. The Basics of a Compensation Program. OBJECTIVES OF AN EFFECTIVE COMPENSATION PROGRAM. Compensation benefits specialist free sample resume, resume example. Objective: Seek the Position. Compensation & Benefits Specialist. Creating a compensation plan is part of your compensation strategy. Benefits programs should also be part of an employer’s. Is Your Incentive Program. Compensation planning fosters effective workforce. Compensation planning follows a set of objectives. Goals and Objectives of the Vassar Benefits Program We have identified these goals as a framework for reviewing employee benefit programs and responding to calls for. According to Jorgensen, your pay philosophy should: Reflect the values and beliefs of the owner / CEO / management team. Reflect the economic realities of your pricing structure and market share. Take into account “softer” issues such as corporate culture, industry standards, and your growth strategy. Provide a foundation from which to make consistent hiring and promotion decisions. Link Compensation to Your Overall Business Strategy. Most CEOs know where they want their company to go, and how they want to get there. Think of compensation, then, as a tool to get employees to move in the same direction. For example, suppose a young, growing company wants to ramp up its market share. Its compensation plan should then reward people who bring in new customers and clients. In contrast, a more mature company might need a better balance between growth and profit. Accordingly, its compensation plan should equally reward activities that generate growth and profit. Another company might identify world- class customer service as one of its top strategic objectives. That company would need to reward the activities (in all areas of the organization, not just the customer service department) that lead to outstanding customer service.“If compensation doesn’t have a direct connection to corporate goals and objectives, employees will take any direction, because they don’t know which one to take,” says Meek.“Compensation strategy starts with identifying your top strategic objectives, defining what they mean in terms of organizational behavior and designing your compensation plan in a way that rewards and recognizes those behaviors. The rewards don’t have to be cash — they can be non- cash awards, too. Many employees today place a high value on work- life balance, so awards such as paid time off can be more motivational than cash.”3. Change the Culture — and Reinforce it With Compensation. According to Fleisher, compensation alone won’t generate the results you want. To get permanent behavior change, you must first change the culture and the environment. Then, use compensation to reinforce those changes.“If all you do is dangle money in front of people, you get short- term blips in behavior and then people go right back to the old ways of doing things,” Fleisher explains. That involves identifying the results you want to achieve as an organization, identifying the behaviors that lead to those results, and then designing a compensation program to reinforce and reward those behaviors so they become permanently instilled in the organization.”Meek agrees. Too often, CEOs talk about values but then don’t walk their talk. For example, many companies say they value teamwork but continue to reward individual performance. Or they talk about customer service but reward only financial performance. Compensation sends powerful messages to your employees about who you are as an organization, what you value and what skills and results you reward. If you want to instill certain values in the organizational culture, reward them through your compensation program.”4. Reward the Behaviors That Drive Results. You want to reward the kind of behavior that drives results, right? Well, to do that, you need to know what creates value in your company in the first place. According to Fleisher, value gets created in two ways. First, as an organization you must do the things your customers want, need and desire. This represents the qualitative side of the business. Second, everyone in the company has to help the company do those things in a profitable manner. This represents the quantitative side of the business. Without both, a company won’t survive very long. To get the customer’s perspective on value, suggests Fleisher, call your top 2. What are we doing now that is creating value for you and makes you feel good about doing business with us? What can we do to earn more of your business?“Asking these questions will generate some amazing feedback,” states Fleisher. Every employee must do one of two things (or both): create or support sales (revenue side) or keep expenses to a minimum (expense side). If you find that people aren’t doing either one, you have to question whether or not their function should continue to exist.“Between the quantitative and qualitative pieces, you can start to figure out where value really gets created in your company,” explains Fleisher. Think Total Compensation. In today’s fiercely competitive labor markets, compensation provides a powerful tool for attracting and retaining quality people. Yet, most employees think of compensation as base pay plus the occasional bonus. They forget — or never get told — that anywhere from 3. Retirement and pension plans. Benefits. Stock or equity. Incentives and bonuses. Recognition and rewards. Vacation and personal time off. Opportunity income (tuition reimbursement, professional development programs, etc.)Our compensation experts agree that if you don’t think, talk, market and sell total compensation, you’re leaving a lot of money on the table.“Talk about compensation frequently,” advises Jorgensen. When comparing compensation for potential employees, always use total compensation because base pay never tells the whole story.”Meek recommends providing employees with an annual “total compensation statement” that lists the complete package of rewards and recognition they receive for working in your organization.“A total compensation statement surprises employees because the bottom line number always exceeds what they normally think of as their compensation,” notes Meek. Make sure all your people understand and appreciate the full range of compensation and benefits they enjoy in your company.”Fleisher concurs. Instead, sit down with each employee and say, . The real value comes when competitors try to steal your people. They may offer more dollars above the line but not as much below the line. Once your employees become aware of all that you pay them, they start to ask the right questions when other employers come courting.”6. Measure Your Return on Invested Payroll Dollars. How do you know whether you’re getting a good return on your invested compensation dollars? The answer is simple — measure it. Yet, far too many companies either ignore or overlook this critical practice.“Most companies don’t even measure their return on compensation dollars, much less determine whether it’s a good one or not,” says Meek. Identify the measures that come from your overall business strategy, then define and track them to see whether the return on your compensation dollars matches up to your expectations.”Originally published: Aug 2. Global Sports Development. Workforce Recruitment Program (WRP) Youth; Publications. Youth Programs Provides news about. Offer both youth development. Sports Visitors to China Focus on Underserved Populations, Youth with Disabilities; Sports Visitors to China Focus on Underserved Populations. Youth participation in development is often a. 5 Research undertaken by Henrick Urdal at the Uppsala Con 2016 Playmakers Program a. 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