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The Complete Online MBA (2025) - Panter - 12.10.2024 The Complete Online Mba (2025) Published 10/2024 MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz Language: English | Size: 22.37 GB | Duration: 37h 35m What you'll learn Master Core Management Principles Analyze Business Problems Using Case Studies Design and Execute Marketing Strategies Make Informed Economic and Financial Decision Optimize Operations and Supply Chains Lead Organizational Change Understand and Influence Organizational Behavior Formulate and Execute Winning Business Strategies The Most Comprehensive Online MBA Course Available Based On The Latest Top-Quality Research Covers All The Same Concepts & Frameworks As The Top Business Schools Requirements No Prior Business Experience Needed - Suitable For Both Novices & Business Professionals Description The MBA program at Nexus Business Academy provides a comprehensive foundation in essential business and management principles, designed for aspiring leaders and business professionals. This course covers key functional areas such as management, finance, marketing, and operations, while emphasizing ethical leadership and social responsibility. You will explore both theoretical frameworks and practical case studies, gaining hands-on experience in solving real-world business problems. The course begins with the foundations of management and gradually moves into more advanced topics like economics, accounting, and strategic management. With an emphasis on developing critical thinking and leadership skills, the course also addresses emerging business trends such as corporate social responsibility (CSR), digital marketing, and the challenges of managing change in a dynamic global environment. Upon completion, you will have the analytical tools and strategic insight needed to excel in any business context.The course features the latest top-level research and business trends, and covers both theoretical concepts and frameworks, as well as a wide variety of examples to illustrate the theory in practice - including case studies from the most succesfull businesses.This course is perfect for anyone seeking a well-rounded understanding of modern business practices, with the flexibility of learning at their own pace. Start your journey to become a top 1% business leader today! Overview Section 1: Introduction Lecture 1 Introduction Lecture 2 1.1.2 Functions of Management Lecture 3 1.1.3 Key tasks and responsibilities of managers Lecture 4 1.1.4 Key tasks and responsibilities of managers - Example Lecture 5 1.2.1 Planning as a management function Lecture 6 1.2.2 Strategic Planning Lecture 7 1.2.3 Strategic Planning - Example Lecture 8 1.2.4 The process of Strategic Planning Lecture 9 1.2.5 Types of Plans Lecture 10 1.2.6 Types of Plans - Example (Google) Lecture 11 1.3.1 Organizational Structure - Key Concepts Lecture 12 1.3.2 Organizational Structure - Types of Organizations Lecture 13 1.3.3 Organizational Structure - Strategies for Organizational Design Lecture 14 1.4.1 Leadership as a Management Function Lecture 15 1.4.2 Leadership Styles Lecture 16 1.4.3 Theories of Motivation Lecture 17 1.4.4 Leadership - Case study: Apple Lecture 18 1.5.1 Controlling as a management function Lecture 19 1.5.2 Financial and Managerial Controls Section 2: Module 2 - Ethics, CSR (Corporate Social Responsibility) & Sustainability Lecture 20 2 - Introduction Lecture 21 2.1.1 The relevance of business ethics Lecture 22 2.1.2 Case study: Enron Lecture 23 2.2.1 Main Ethical Theories Lecture 24 2.2.2 Ethical Theories: Example I Lecture 25 2.2.3 Ethical Theories: Example II Lecture 26 2.2.4 Case study: Patagonia Lecture 27 2.3.1 Corporate Social Responsibility (CSR) Lecture 28 2.3.2 Caroll's Pyramid Lecture 29 2.3.3 The Shared Value Model Lecture 30 2.4.1 Stakeholder Identification and Engagement Lecture 31 2.4.2 Stakeholder Mapping Lecture 32 2.4.3 Stakeholder Mapping: Exercise Lecture 33 2.4.4 Stakeholder Engagement Plan Lecture 34 2.4.5 Case study: Starbucks Lecture 35 2.5.1 CSR and Environmental Responsibility Lecture 36 2.5.2 Business Strategies for Sustainability Lecture 37 2.5.3 Case study: Interface Inc. Lecture 38 2.6.1 Social Responsibility Lecture 39 2.6.2 Global Ethics and CSR Lecture 40 2.6.3 Case study: Apple and Foxconn Lecture 41 2.7.1 Integrating Ethics and CSR Lecture 42 2.7.2 Case study: IKEA Section 3: Module 3 - Economics for Managers Lecture 43 3.1.1 Basic Economic Concepts for Managers Lecture 44 3.1.2 Marginal Analysis Lecture 45 3.1.3 The Role of Economic Thinking for Managers Lecture 46 3.1.4 Overview of the Decision-Making Process in Business Lecture 47 3.1.5 Overview of the Decision-Making Process in Business - An Example Lecture 48 3.1.6 Demand & Supply and Price Elasticity Lecture 49 3.1.7 Case study: Uber's Dynamic Pricing Lecture 50 3.2.1 Consumer Choice and Utility Maximization Lecture 51 3.2.2 Consumer Choice Theory - Budget Constraints Lecture 52 3.3.3 Consumer Choice Theory - Indifference Curves Lecture 53 3.3.4 Consumer Choice Theory - Case study: Starbucks Lecture 54 3.3.5 Production Functions and the Law of Diminishing Returns Lecture 55 3.3.6 Short and long-run costs Lecture 56 3.3.7 Short and long-run costs - Example Lecture 57 3.3.8 Pricing - Case study: Southwest Airlines Lecture 58 3.4.1 Market Structures Lecture 59 3.5.1 Demand and Supply in the Labour Markets Lecture 60 3.5.2 Labour Markets - Wage Differentials Lecture 61 3.6.1 Government Intervention in Business Lecture 62 3.6.2 Monetary Policy Tools Lecture 63 3.6.3 Monetary Policy - Case study: Quantitative Easing Lecture 64 3.7.1 Macro-economic Indicators Lecture 65 3.7.2 Business Cycles and Economic Indicators Lecture 66 3.7.3 Business Cycles and Economic Indicators - Example Lecture 67 3.7.4 Business Cycles and Economic Indicators - Case study: Automobile Manufactu Lecture 68 3.8.1 Comparative and Absolute Advantage Lecture 69 3.8.2 Exchange Raters, Balance of Payments, Trade Policies Lecture 70 3.8.3 Exchange Rates - Example Lecture 71 3.8.4 Balance of Payments - Example Lecture 72 3.8.5 Trade Policies - Example Lecture 73 3.9.1 Current Economic Developments Lecture 74 3.9.2 Future Economic Trends Section 4: Module 4 - Financial Management Lecture 75 4.1.1 Accounting Basics Lecture 76 4.1.2 The Accounting Equation Lecture 77 4.1.3 The Accounting Equation - Example Lecture 78 4.1.4 Types of Assets Lecture 79 4.1.5 The Double-Entry Bookkeeping System Lecture 80 4.1.6 Types of Financial Statements Lecture 81 4.1.7 The Balance Sheet Lecture 82 4.1.8 The Income Statement Lecture 83 4.1.9 The Cash Flow Statement Lecture 84 4.2.1 The Balance Sheet - Example (Apple) Lecture 85 4.2.2 The Income Statement - Example (Apple) Lecture 86 4.2.3 The Cash Flow Statement - Example (Apple) Lecture 87 4.2.4 The Balance Sheet - Exercise Lecture 88 4.2.5 The Income Statement - Exercise Lecture 89 4.2.6 The Cash Flow Statement - Exercise Lecture 90 4.3.1 Financial vs Managerial Accounting Lecture 91 4.3.2 Overview of Managerial Accounting Methods Lecture 92 4.3.3 Cost Types (Fixed, Variable and Semi-Variable Costs) Lecture 93 4.3.4 Managerial Accounting - Cost Analysis Lecture 94 4.3.5 Managerial Accounting - Cost Variance Analysis Lecture 95 4.3.6 Managerial Accounting - Activity-based Costing Lecture 96 4.3.7 Performance Metrics Lecture 97 4.3.8 The Balanced Scorecard Lecture 98 4.3.9 The Balanced Scorecard - Example Lecture 99 4.3.10 Case study: Cost Management at Coca Cola Lecture 100 4.4.1 Cost-volume Profit Analysis (Break-even and Margin of Safety) Lecture 101 4.4.2 Break-even Point and Margin of Safety - Example Lecture 102 4.4.3 Budgeting Techniques Lecture 103 4.4.4 Budgeting Techniques - Example Lecture 104 4.4.5 Forecasting Techniques Lecture 105 4.4.6 Budget Preparation Lecture 106 4.4.7 Budget Preparation - Example Lecture 107 4.5.1 Capital Budgeting - Overview Lecture 108 4.5.2 Capital Budgeting - Key Concepts Lecture 109 4.5.3 Capital Budgeting - Example Lecture 110 4.5.4 Case study: Tesla's Gigafactories Lecture 111 4.6.1 Types of Funding Lecture 112 4.6.2 Short vs Long-term Financing Lecture 113 4.6.3 Financing Strategies - Case study: Starbucks Lecture 114 4.7.1 Business Valuation - Introduction Lecture 115 4.7.2 Overview of Business Valuation Methods Lecture 116 4.7.3 Discounted Cash Flow (DCF) Method - Example Lecture 117 4.7.4 Capitalization of Earning Method - Example Lecture 118 4.7.5 Comparable Company Analysis (CCA) Method - Example Lecture 119 4.7.6 Precedent Transaction Analysis (PTA) Method - Example Lecture 120 4.7.7 Adjusted Book Value Method - Example Lecture 121 4.7.8 Liquidation Value Method - Example Lecture 122 4.7.9 Factors and Challenges in Business Valuation Section 5: Module 5 - Marketing Management Lecture 123 5.1.1 Foundations of Marketing Management Lecture 124 5.1.2 The Marketing Mix (4P's) Lecture 125 5.1.3 Marketing Basics - Definition and Scope Lecture 126 5.1.4 The Purchase Funnel Lecture 127 5.1.5 The Customer Journey - Overview Lecture 128 5.1.6 The Customer Journey - Awareness Stage - Key Strategies Lecture 129 5.1.7 The Customer Journey - Interest Stage - Key Strategies Lecture 130 5.1.8 The Customer Journey - Consideration Stage - Key Strategies Lecture 131 5.1.9 The Customer Journey - Purchase Stage - Key Strategies Lecture 132 5.1.10 The Customer Journey - Post-Purchase Stage - Key Strategies Lecture 133 5.1.11 The Customer Journey - Advocacy Stage - Key Strategies Lecture 134 5.1.12 Developing a Customer Journey Map Lecture 135 5.1.13 The Customer Journey - Examples (Amazon and Spotify) Lecture 136 5.1.14 Case Study - Nike's Marketing Success Lecture 137 5.2.1 Developing Marketing Strategies Lecture 138 5.2.2 Case study: Tesla's Market Segmentation Lecture 139 5.3.1 What Drives Consumer Decisions? Lecture 140 5.3.2 The Consumer's Buying Process Lecture 141 5.3.2 Case study: Apple's Marketing Strategies Lecture 142 5.4.1 Market Research Lecture 143 5.4.2 Primary Research Tools - Advantages & Disadvantages Lecture 144 5.4.3 Primary Research Tools - Key considerations Lecture 145 5.4.4 Market Research - Example & Exercise Lecture 146 5.5.1 Digital Marketing - Key Elements Lecture 147 5.5.2 Developing a Digital Marketing Plan - Exercise Lecture 148 5.5.3 Analyzing and Leveraging Consumer Data Lecture 149 5.6.1 Product Lifecycle Management Lecture 150 5.6.2 Product Lifecycle Management - Example I: Blackberry Lecture 151 5.6.3 Product Lifecycle Management - Example II: Apple Lecture 152 5.6.4 Brand Management Lecture 153 5.6.5 Brand Management - Case study: Coca Cola Lecture 154 5.7.1 Pricing Models Lecture 155 5.8.1 Additional Topics in Marketing Lecture 156 5.8.2 Integrated Marketing Communications Lecture 157 5.8.3 International Marketing Lecture 158 5.8.4 Ethical Marketing Practices Section 6: Module 6 - Operational & Supply Chain Management Lecture 159 6.1.1 Operational Management - Basic Elements Lecture 160 6.1.2 Operational Management - Scope Lecture 161 6.1.3 Operational Excellence Lecture 162 6.1.4 Operational Excellence - Case study: Walmart Lecture 163 6.2.1 Production Planning & Control Lecture 164 6.2.2 Production Methods - Job Production Lecture 165 6.2.3 Production Methods - Batch Production Lecture 166 6.2.4 Production Methods - Flow Production Lecture 167 6.2.5 Production Methods - Project Production Lecture 168 6.2.6 Capacity Planning Lecture 169 6.2.7 Capacity Planning - Example (and Relevant Software) Lecture 170 6.2.8 Facility Layout & Design Lecture 171 6.2.9 Case study: Toyota's Production Process Lecture 172 6.3.1 Inventory Management - Types of Inventory Lecture 173 6.3.2 Inventory Management - Functions Lecture 174 6.3.3 Inventory Control Techniques Lecture 175 6.3.4 Inventory Control Techniques - Economic Order Quantity Lecture 176 6.3.5 Inventory Control Techniques - Just-in-time (JIT) management Lecture 177 6.3.6 Inventory Control Techniques - Safety Stock Lecture 178 6.3.7 Inventory Management - Example Case Lecture 179 6.4.1 Quality Management Lecture 180 6.4.2 Performing Quality Management Lecture 181 6.4.3 ISO Standards Lecture 182 6.4.4 ISO Standards - Example: Internal ISO 90001 Audit Lecture 183 6.4.5 Six Sigma - Core Principles Lecture 184 6.4.6 Six Sigma - DMAIC Process Lecture 185 6.4.7 Six Sigma in Practice Lecture 186 6.4.8 TQM (Total Quality Management) - Core Principles Lecture 187 6.4.9 TQM In Practice Lecture 188 6.4.10 Six Sigma vs TQM - A Comparison Lecture 189 6.5.1 Supply Chain Management - Foundations Lecture 190 6.5.2 Suppy Chain Management - Key Components Lecture 191 6.5.3 Supply Chain Management - Key Strategies Lecture 192 6.5.4 Supply Chain Management - Case study: Li & Fung Lecture 193 6.5.5 Supply Chain Management - Technological Developments Lecture 194 6.5.6 Supply Chain Management - Case study: Walmart's Blockchain Technology Lecture 195 6.6.1 Risk Identification in Supply Chain Management Lecture 196 6.6.2 Risk Assessment Lecture 197 6.6.3 Rumsfeld Risk Matrix Lecture 198 6.6.4 Risk Management in Supply Chains - The Kraljic Matrix Lecture 199 6.6.5 Risk Mitigation Strategies in Supply Chain Management Lecture 200 6.6.6 Dealing with Uncertainty in the Supply Chain Lecture 201 6.6.7 Case study: COVID-19 the Global Supply Chain Lecture 202 6.7.8 Developing a Risk Mitigation Strategy for Supply Chains - Exercise (Pt 1) Lecture 203 6.6.8 Developing a Risk Mitigation Strategy for Supply Chains - Exercise (Pt 2) Lecture 204 6.7.1 Developing Supply Chain Management Plan - Exercise (Part 1) Lecture 205 6.7.2 Developing Supply Chain Management Plan - Exercise (Part 2) Section 7: Module 7 - Leadership, Teamwork & Change Management Lecture 206 7.1.1 Leadership Foundations Lecture 207 7.1.2 Reflections on Leadership Lecture 208 7.1.3 Core Theories on Leadership Lecture 209 7.1.4 The Leader as a Coach Lecture 210 7.1.6 The Leader as a Coach - The GROW Model Lecture 211 7.1.7 The Leader as a Coach - The GROW Model (Example) Lecture 212 7.1.8 Leadership Case Study: Ernest Shackleton's Survival on Antartica Lecture 213 7.1.9 Leadership - Example Scenario I Lecture 214 7.1.10 Leadership - Example Scenario II Lecture 215 7.1.11 Leadership - Example Scenario III Lecture 216 7.2.1 Understanding Diversity Lecture 217 7.2.2 Leading Diverse Teams - Best Practices Lecture 218 7.2.3 Leading Diverse Teams - Common Pitfalls Lecture 219 7.2.4 Geert Hofstede's Cultural Dimensions Theory Lecture 220 7.3.1 Conflict Resolution Techniques Lecture 221 7.3.2 Thomas Killman Model for Conflict Resolution Lecture 222 7.3.3 Conflict Resolution - Scenario I Lecture 223 7.3.4 Conflict Resolution - Scenario II Lecture 224 7.4.1 Teamwork - Basics Lecture 225 7.4.2 High Performance Teams - Key Ingredients Lecture 226 7.4.3 Tuckman's Stages of Group Development Lecture 227 7.4.4 Belbin's Team Roles Lecture 228 7.4.5 Social Identity Theory and Team Identities Lecture 229 7.5.1 Change Management - Basics Lecture 230 7.5.2 Kubler-Ross Change Curve Lecture 231 7.5.3 Lewin's 3-stage Change Model Lecture 232 7.5.4 McKinsey's 7-S Change Framework Lecture 233 7.5.5 McKinsey's 7-S Change Framework - Application Lecture 234 7.5.6 Kotter's 8-stage Change Model Lecture 235 7.5.7 Kotter's 8-stage Change Model - Application Lecture 236 7.5.8 Comparison of Change Models Lecture 237 7.5.9 Case study: Change at Microsoft Lecture 238 7.5.10 Case study: Change at Tata Motors Lecture 239 7.5.11 Change Management Scenario I (Lewin's 3-stage Model) Lecture 240 7.5.12 Change Management - Scenario II (McKinsey's 7-S Model) Lecture 241 7.5.13 Change Management - Scenario III (Kotter's 8-stage Model) Section 8: Module 8 - Organizational Behavior Lecture 242 8.1.1 Organizational Behavior - Definition and Scope Lecture 243 8.1.2 The IPO (Input - Process - Output) Model for Organizational Behavior Lecture 244 8.1.3 Models of Organizational Behavior Lecture 245 8.2.1 Personality Traits and the Workplace Lecture 246 8.2.2 Personality and Its Broader Impact on the Workplace Lecture 247 8.2.3 Attitudes and Job Performance Lecture 248 8.2.4 Understanding Individual Perception Lecture 249 8.2.5 Perception and Its Impact on the Workplace Lecture 250 8.3 Workshop - Performance Management Lecture 251 8.4 Workshop - Employee Engagement Lecture 252 8.5 Workshop - Burnout in the Workplace (and How to Manage & Prevent It) Lecture 253 8.6.1 Sources and Types of Power in Organizations Lecture 254 8.6.2 Understanding Organizational Politics Lecture 255 8.6.3 Navigating Organizational Politics - Best Practices Lecture 256 8.6.4 Ethical Dilemmas in Business Lecture 257 8.6.5 Main Ethical Theories (Recap) Lecture 258 8.6.6 Developing Moral Leadership Lecture 259 8.6.7 Establishing and Implementing a Code of Conduct Lecture 260 8.7.1 Understanding Organizational Culture Lecture 261 8.7.2 Organizational Socialization Lecture 262 8.7.3 The Stages of Organizational Socialization Lecture 263 8.7.4 The Role of Leaders in Shaping Organizational Culture Lecture 264 8.7.5 Types of Organizational Culture Lecture 265 8.7.6 Building a Positive Work Environment Lecture 266 8.7.7 Changing an Organizational Culture Lecture 267 8.7.8 Case study: Google's Organizational Culture Section 9: Module 9 - Strategic Management Lecture 268 9.1.1 What is strategy? Lecture 269 9.1.2 Strategy as a Dynamic Process Lecture 270 9.1.3 The Strategic Management Process Lecture 271 9.2.1 Analyzing the External Environment - The Value Stick Lecture 272 9.2.2 Analyzing the External Environment - PESTEL analysis Lecture 273 9.2.3 Analyzing the External Environment - Porter's Five Forces Lecture 274 9.2.4 Porter's Five Forces - Strategic Implications Lecture 275 9.2.5 Assessing Competition - The Four Corners Model Lecture 276 9.2.6 Blue Ocean Strategy Lecture 277 9.2.7 Blue Ocean Strategy - Value Innovation Lecture 278 9.2.8 Blue Ocean Strategy - Strategy Canvas Lecture 279 9.3.1 Analyzing the Internal Environment Lecture 280 9.3.2 The VRIO framework Lecture 281 9.3.3 The Value Chain Lecture 282 9.3.3 The Value Chain - Using the Value Chain Lecture 283 9.3.4 Product Portfolio Analysis Lecture 284 9.2.5 Product Portfolio Analysis - the BCG Matrix Lecture 285 9.3.6 Product Portfolio Analysis - The ADL Matrix Lecture 286 9.3.7 Product Portfolio Analysis - The GE-McKinsey Matrix Lecture 287 9.3.8 Product Portfolio Analysis - Ansoff Matrix Lecture 288 9.3.9 Comparison of Product Portfolio Analysis Tools Lecture 289 9.3.10 Core Competencies Lecture 290 9.3.11 Core Competencies - Leveraging Competitive Advantage Lecture 291 9.3.12 Core Competencies - (Un)related Diversification Lecture 292 9.3.13 The SWOT framework Lecture 293 9.3.14 The SWOT framework - Example (Netflix) Lecture 294 9.4.1 Strategic Planning Lecture 295 9.4.2 Forecasting & Backcasting Lecture 296 9.4.3 Forecasting & Backcasting - Example Lecture 297 9.4.4 Scenario Planning Lecture 298 9.4.5 Establshing a Vision and Mission Lecture 299 9.4.6 Strategic Planning - The OGSM framework Lecture 300 9.5.1 Strategy Formulation Lecture 301 9.5.2 Corporate-level Strategy Lecture 302 9.5.3 Business-level Strategies Lecture 303 9.5.4 Functional-level Strategies Lecture 304 9.5.5 International Strategies Everyone with an interest in business: from aspiring Business Leaders to Business Professionals Download from RapidGator Premium Links Download from Keep2Share |