Mba without degree : Degree in communication studies : Online interior design degree

Mba Without Degree

mba without degree


  • The amount, level, or extent to which something happens or is present
  • a specific identifiable position in a continuum or series or especially in a process; “a remarkable degree of frankness”; “at what stage are the social sciences?”
  • A unit of measurement of angles, one three-hundred-and-sixtieth of the circumference of a circle
  • academic degree: an award conferred by a college or university signifying that the recipient has satisfactorily completed a course of study; “he earned his degree at Princeton summa cum laude”
  • A stage in a scale or series, in particular
  • a position on a scale of intensity or amount or quality; “a moderate grade of intelligence”; “a high level of care is required”; “it is all a matter of degree”


  • (MBAS) Abbreviation for “Methylene Blue active Substance”.
  • Master of Business Administration
  • Master in Business: a master’s degree in business
  • A Master’s in Business Administration (MBA) is a key education credential if you’re hoping to get promoted to a management or leadership position.

mba without degree – Crash-Course MBA

Crash-Course MBA (Streetwise)
Crash-Course MBA (Streetwise)
Any business person knows they need solid business skills to get on the fast track to success. However, when faced with a competitive job climate and business school costing as much as tens of thousands per year for an advanced degree, more people are opting for low-cost, quick ways to learn business fundamentals. Streetwise[registered] Crash Course MBA is a comprehensive but easy-to-read guide to the business administration curriculum. Coverage includes: Managerial finance; Strategical planning; Marketing; Product development; Ethics; This book will give readers the skills they need to success in business.

Controlling IT Costs; Enterprise Architecture (EA) strategy, a shared lexicon, and enforced change

Controlling IT Costs; Enterprise Architecture (EA) strategy, a shared lexicon, and enforced change
To control Information Technology (IT) costs we think about and act within the enterprise as a whole, in part because we sell enterprise and mid-level solutions. We apply an Enterprise Architecture (EA) strategy which at the top level is comprised of infrastructure and communication considerations. This is not just about technical infrastructure, defined or designed by IT, because it is highly likely that such individual solutions (one offs) will not align to core business strategies (vertical needs verses horizontal needs spanning the whole company).

It is not really possible to do this, that is consider the entire company’s needs, without significant participation by the business for which we use terms such as Solution Delivery or Product Management. Product and program managers from a solution delivery framework gather information, report back to the business, and return to apply the business strategies to align with short, medium, and especially long term business goals.

This business and implementation strategy focus is a change agent, to reduce siloed thinking, and achieve more horizontal capability across units. We reduce multiple applications, which take time to manage and maintain, and where it makes sense, fold them into one. Because we take security and privacy of our customers very seriously, any applications which may be at risk have been identified and are brought up into our standards. The process of combining risk management goals, application and data reduction streams saves money, although the process of so much change at once can be stressful at the unit, project, and personal levels.

We seek to empower self-service among our partners, customers and employees, for access to all kinds of information they need, and internally reduce redundant data stores, for example referring to customers by one identifier if possible. This is especially challenging in our partner relationships with multiple data stores that contain similar information about customers which are identified in completely different ways. This is the reason for serious data modeling and tight or loose coupling where needed – to retrieve and move information back to the partner systems. We leverage Microsoft software, and then buy, build, minimize or reuse existing systems.

In order to be more successful in our efforts to control IT costs we strive to increase flexibility among existing staff and provide rewards for strategic thinking – this strategic thinking aligns along company-wide goals. We need people with the right skills who work in efficient methods, only including the people who need to be included to make decisions or act. In fact we need to change confrontational and passive aggressive behaviors internally to collaborative personality styles – changing the organizations culture is doable but difficult. For more information I recommend reading "The Heart of Change" by Kotter and Cohen.

The technologies we invest in to help control IT costs are our own. We custom write stuff served up on Microsoft servers and plan to use SharePoint as the UI for our new change request tool. We are substantially reducing and eliminating the number of different applications (SQL stored procedures or XML Blobs mostly) we use and maintain on a daily basis. We are moving from C++ to C#/.NET (C Sharp and .Net technologies).

We use Microsoft software as our strategy to control IT costs – it is easy to manage, and has great support. Some team members keep an eye on relevant Open Source software as competitive analysis.

Our company is getting the maximum value from its data center investment because we have not invested to the level we need for our infrastructure. We expect to remediate this lack of investment after deploying skilled, thoughtful product managers with the right combination of education and practical experience to assist in this effort through the next couple of years.

What is our organization doing to maximize the value from its data center investment? In addition to the other things mentioned we outsource development and support to India, Israel, and developing countries, etc. We also are making use of tax advantaged locations for large savings in transactions.

We are adding metrics and measurements by which we evaluate not just personal progress but internal and external customer satisfaction with our IT initiatives on a project by project basis to self-improve.

The practices which enable us to maximize value from our IT investment are varied and multifaceted. To maximize ongoing investment we are adding solution delivery strategies, planning ahead, and aligning IT with company-wide goals. Of course in our space we have some unique issues, and as a public company even more so. One thing that may surprise you is some of our projects we do end to end locally because of how critical success is. We leverage our best, most successful local managers to produce projects and design larger scale solutions if we det

Numbers, the 'beautiful' spreadsheet app

Numbers, the 'beautiful' spreadsheet app
Love it!

Macworld review

Slowly, but surely, Apple’s iWork is turning into a full-fledged office suite, as iWork ’08 gains Numbers, Apple’s latest foray into the world of spreadsheet programs. So what is Numbers? Is it at long last a replacement for the spreadsheet component of AppleWorks? Is it a direct competitor to Excel? Will it enable users looking for alternatives to finally move from either AppleWorks or Microsoft Office to iWork?
The answer to these questions is any of yes, no, and maybe, depending on your specific spreadsheet needs. Those with basic needs will be impressed with Numbers’ ability to make short work of their projects. People with more complex requirements, and those hoping to migrate from Excel or AppleWorks, will find the transition more difficult. And some people—scientific users, students, and advanced Excel users in particular—may find that certain details in Numbers make it impossible to use the product in its current form.

All in the family
Numbers is part of iWork ’08 (Best Current Price: $67.41), which means you have access to a lot of common features—the Inspector pane; the new Format Bar for making quick changes to common formatting settings; the Media Browser for placing artwork; powerful image-editing features such as transparency and shadows; the ability to easily place shapes; colorful and well-designed charts; and a customizable toolbar.

A new approach to spreadsheets
Traditionally, spreadsheet programs have presented users with a full-screen grid of rows and columns. Numbers, however, is more like a page layout program—you start with a blank canvas, into which you can drag as many tables as you need onto the work area. Each table is a miniature spreadsheet of its own, complete with its own grid of rows and columns, cell formatting options, and row and column heights and widths. There are even handy styles, shown in the left-hand of the document window, that can be applied to any of your inserted tables. These tables are treated like separate objects, and they can be positioned anywhere on the page.
This free-form layout feature overcomes one of the big problems with traditional spreadsheet programs: it’s difficult to make all of the rows and columns look attractive when printed (wide cells in one column will throw off rows above and below, for example). Since each table in Numbers is an independent object, setting differing heights and widths for rows and columns has no impact on other tables, and you can easily align tables wherever you want them on the page.
If you’re an experienced spreadsheet user, you may find that this new approach takes some getting used to—it’s visually very different from an Excel or AppleWorks spreadsheet module. It’s worth the effort, though, because it provides real flexibility and aesthetic value.

Time saving templates ease workload
Templates for spreadsheet programs aren’t new; Excel has had them for years. What is new with Numbers is the quality of the provided templates, thanks in part to the flexibility of the spreadsheet anywhere design of the program, and in part to the skill of Apple’s designers. When starting a project, you can choose from 18 templates spread across four categories, covering typical projects from Budget to Travel Planner to Science Lab. Within each template, you’ll find well-designed worksheets, with comments that help explain how they work. Plug in your numbers, customize the graphics, and you’re ready to print without any further work. You can even save your own customized templates (with the Save As Template command), and from then on they’ll be available in the Template Chooser.

Useful new data features
In addition to rethinking the basics of spreadsheet layout, Numbers also provides some new ways of working with the numbers on the spreadsheet itself. Drag-and-drop formulas, for instance, make it simple to place a sum, average, minimum, maximum, or count formula on your worksheet. Highlight a column of numbers, and you’ll see the current value for each of those formulas in the left-hand sidebar. Just drag-and-drop the one you’d like to use into an empty cell on your worksheet, and you’re done.
There are also four special formats you can apply to cells via the Inspector: Pop-up Menu, Checkbox, Stepper, and Slider. The first two are self-explanatory; Stepper and Slider are methods of quickly changing a value within a cell. When you apply a Stepper or a Slider to a cell, you specify a minimum value, maximum value, and step size. When you click on a cell with a Stepper format, an up/down arrow pair appears next to the cell; click and hold the arrows to increase or decrease the value in the cell. Click on a Slider-formatted cell, and you can then pull a sliding dot on a bar to the left and right to change the cell’s values. Both are great ways to see what effect a range of values will have on your model’s results.
Drop-down menus on row and column headers make it easy to sort, add, delete, and hide rows and co

mba without degree

mba without degree

The Portable MBA (The Portable MBA Series)
A totally revised new edition of the bestselling guide to business school basics
The bestselling book that invented the “MBA in a book” category, The Portable MBA Fifth Edition is a reliable and information-packed guide to the business school curriculum and experience. For years, professionals who need MBA-level information and insight-but don’t need the hassle of business school-have turned to the Portable MBA series for the very best, most up-to-date coverage of the business basics.
This new revised and expanded edition continues that long tradition with practical, real-world business insight from faculty members from the prestigious Darden School at the University of Virginia. With 50 percent new material, including new chapters on such topics as emerging economies, enterprise risk management, consumer behavior, managing teams, and up-to-date career advice, this is the best Portable MBA ever.
Covers all the core topics you’d learn in business school, including finance, accounting, marketing, economics, ethics, operations management, management and leadership, and strategy.
Every chapter is totally updated and seven new chapters have been added on vital business topics
Includes case studies and interactive web-based examples
Whether you own your own small business or work in a major corporate office, The Portable MBA gives you the comprehensive information and rich understanding of the business world that you need.