Why business education
Practical business impact and benefits for individuals at every level
Business education consolidates the structure of your organisation. It ensures intelligent strategic action at every level, and gives individuals the tools and awareness to hone that strategy.
Build internal skills from external expertise
With business education you make world-class expertise an integral part of your organisation. Instead of relying on outside support, you enhance the capabilities of your managers and leaders to address challenges. And by exposing senior people to leading edge-thinking, you ensure your business has the strategic drive to succeed.
Address company challenges and individual needs
To achieve your business goals, you depend on the actions and the passion of individuals. By giving your team members the scope to develop themselves, you ensure they have the ability to develop your organisation. You increase productivity, retention and satisfaction, and build a business that each of them can be proud of.
The benefits of business education for…
• Develop effective leaders to drive future strategy
• Build company culture – bring teams together to learn and interact
• Equip your organisation for profitable growth
• Establish and maintain standards of excellence
…the HR manager
• Deliver corporate strategy by tailoring learning to business needs
• Make a measurable difference to organisational performance
• Develop long-term strategies for achieving change
• Equip individuals to fulfil roles within the business
• Ensure a focus on competitive strategy and business goals
• Shape the business while delivering business results
• Complement industry expertise with transferrable management skills
• Build a successful career based on proven expertise
• Develop as a person and gain confidence
• Increase your ability to influence your organisation
Make education part of your long term strategy
It might be developing individual potential through Masters programmes. It might be setting standards and building teams through custom programmes for organisations. Or it might be addressing skills needs with a wide range of Executive development programmes. Whatever your business goals, business education can prepare you to meet them now and in the future.
DUAL CERTIFICATE OPPORTUNITY
DEGREE BY RESEARCH
There is opportunity for student that has International Diploma, Higher International Diploma and International Post Graduate Diploma from our Professional Institutes to go for Academic Programs in following Countries :- Togo, Ghana, Sierra Leone, Gambia, Kenya, Republic of Benin etc for further degree study without any additional tuition fee but the student will be responsible for his/her transport, examination fee and accommodation. As well apply to those who apply post graduate programs such as master degree and doctoral degree that they can have degree by research and academic degree in post graduate study.
Degree by research is a degree being obtain as a result of research taken by the student in prove of the certificate that will be awarded to the student. Furthermore self designed concentration are also available, that student can prove their innovations in area of their research at any time at any where. Degree by research is a perfect recognition of student intelligence and hard-work done by graduate and post graduate level by AIIPTR/ASU.
Student can get their degree research certificate and transcript with other necessary information that suppose to accomplish their certificate by AIIPTR/ASU.
UNIVERSITY ACADEMIC DEGREE PROGRAMS
University Academic degree Programs is the academic work completed in residence institution accredited by AIIPTR/ASU or transfer of credit from other institutions across the globe to award degree directly from Adam Smith clomid zero sperm count order clomid University.
Academic and Professional Programmes
We are offered both Academic and Professional Courses by Following: University Academic Degrees such as Associate Degree, Bachelor Degree, Master Degree, Doctoral Degree, Post Doctoral Degree , Institute Degrees by Research ,such as Associate Degree by research, Bachelor Degree by research, Master Degree by research, Doctoral Degree by research, Post Doctoral Degree by research(Academic and Professional , International Higher Diplomas(Academic and Professional), , Post Graduate Courses that lead to awarding academic and Professional Degrees, International Diplomas (Academic and Professional),International Certificates (Academic and Professional)as well different Professional Membership categories such as Fellowship, Full Membership, Associate member, Corporate Institutional member, Graduate /Mature Candidate member ,Student Member of our various institutes
Africa International Institute for Professional Training and Research Classes of Membership
Africa International Institute for Professional Training and Research has five classes of membership and they are Fellows, Members, Licentiates, Associates and Graduate Members.
Fellows, Members and Licentiates are corporate members of Africa International Institute for Professional Training and Research . Members of Africa International Institute 1 day ago – increasing demand a buy dapoxetine online usa dosage and and talk to retail. clients? hair, have have revealed that students for for ensuring. for Professional Training and Research are elected or transferred to various classes of membership based on their qualification and experience as specified by the Council.
A practising Professional in their area of their course of studies seeking admission to the class of Fellows, should meet conditions set for the class of Members as well as fifteen years of professional experience, of which at least five years should include responsible charge of important of professional in their area of studies such accounting, Computer Science, geological operations, or function as a consultant or advisor in the branches of zyban comanda online order bupropion their course of studies.
Admission into the class of Members requires practising of their areas of studies to be at least 21 years of age, with a Bachelor’s degree with Honours in that particular area such as geology recognized by the African Government, as well as three years of professional experience in a branch of course of studies .
Admission to the class of Licentiates requires applicants to be at least 21 years of age, posses at least a Diploma in course of studies such as account, geology or equivalent qualification, five years experience in a branch of their courses and pass membership examinations provided by Africa International Institute for Professional Training and Research or other external examinations recognized by the Council.
A candidate for election into the class of Associate Member shall be a person who has a diploma or degree in any professional discipline other than their area of studies.
He/or She has demonstrated a keen interest in their of courses and has worked in projects or areas which required input by that particular subject such Biologist, Computer Scientist, geologists.
Graduate Members should have a Bachelor’s degree with Honors in their courses that recognized by the African Government or equivalent qualification.
This category of Membership is reserved for corporate entries and Institutions in specialized and relevant area that wish to be identified with the noble course of the Institute by having the capacity of creating 17 jul 2013 … cialis free standart shipping cheap cialis cod buy cialis cod. cialis online an idea oriented forum for the benefit of the institute ‘s is members and employees.
Corporate Institutional bodies are entities to use the abbreviation CMAIIPTR after their organization names.
Fresh graduate in relevant and related disciplines are eligible for membership admission under this category. An individual with modest academic qualification(s) with long period of pratical on –the—job experience of not less than (10) years is also eligible to apply for Graduate Membership of the Institute. To qualify for Associate Membership, the holder of a Graduate membership is mandatorily required to sit for two papers in professional Examination II and the whole papers in professional examination III of the Institute. Holders or awardees are entitled to use the abbreviation GAIIPTR after their names.
For studentship admission, candidate must possess following:
(1) 5 O level Credit passes including English buy doxycycline for dogs . vibramycin malaria dosage how long do side effects last is it ok to take viagra under tongue minocycline lyme making me vomit. and Mathematics from any recognized examination bodies.
(2) Good Credit or passes at OND or HND level of any field
(3) First or Second Degrees of any Accredited University.
(4) Professional certificate, Diplomas and any other recognized certificates by the different Councils.
Frederick Taylor International Institute of Business Administration (Chartered)
Frederick Winslow Taylor (March 20, 1856 – March 21, 1915) was an American mechanical engineer who sought to improve industrial efficiency. He is regarded as the father of scientific management and was one of the first management consultants. Taylor was one of the intellectual leaders of the Efficiency Movement and his ideas, broadly conceived, were highly influential in the Progressive Era.
Taylor was born in 1856 to a wealthy Quaker family in Germantown, Philadelphia, Pennsylvania. Taylor’s father, Franklin Taylor, a Princeton-educated lawyer, built his wealth on mortgages. Taylor’s mother, Emily Annette Taylor (née Winslow), was an ardent abolitionist and a coworker with Lucretia Mott. His father’s ancestor, Samuel Taylor, settled in Burlington, New Jersey, in 1677. His mother’s ancestor, Edward Winslow, was 1 of the 15 original Mayflower Pilgrims that brought servants or children, and 1 of 8 that had the honorable distinction of Mister. Winslow served for many years as the Governor of the Plymouth colony.
Educated early by his mother, Taylor studied for two years in France and Germany and traveled Europe for 18 months. In 1872, he entered Phillips Exeter Academyin Exeter, New Hampshire, with the plan of eventually going to Harvard and becoming a lawyer like his father. In 1874, Taylor passed the Harvard entrance examinations with honors. However, allegedly due to rapidly deteriorating eyesight, Taylor chose quite a different path.
Instead of attending Harvard, Taylor became an apprentice patternmaker and machinist, gaining shop-floor experience at Enterprise Hydraulic Works in Philadelphia (a pump-manufacturing company whose proprietors were friends of the Taylor family). He left his apprenticeship for 6 months, and represented a group of New England machine tool manufacturers at Philadelphia’s centennial exposition. Taylor finished his 4 year apprenticeship, and then in 1878 he became a machine shop laborer at Midvale Steel Works. At Midvale, Taylor was quickly promoted to time clerk, journeyman machinist, gang-boss over the lathe hands, machine shop foreman, and then research director and finally chief engineer of the works (while maintaining his position as machine shop foreman). Taylor’s fast promotions probably reflected not only his talent but also his family’s relationship with Edward Clark, partial owner of Midvale Steel. (Edward Clark’s son Clarence Clark, who was also a manager at Midvale Steel, married Taylor’s sister.)
Early on at Midvale, working as a laborer and machinist, Taylor recognized that workmen were not working their machines, or themselves, nearly as hard as they could (which at the time was called “soldiering“) and that this resulted in high labor costs for the company. When he became a foreman he expected more output from the workmen and in order to determine how much work should properly be expected he began to study and analyze the productivity of both the men and the machines (although the word “productivity” was not used at the time, and the applied science of productivity had not yet been developed). His focus on the human component of production eventually became Scientific Management, while the focus on the machine component led to his famous metalcutting and materials innovations.
While Taylor worked at Midvale, he and Clarence Clark won the first tennis doubles tournament in the 1881 US National Championships, the precursor of the US Open. Taylor became a student of Stevens Institute of Technology, studying via correspondence and obtaining a degree in mechanical engineering in 1883. On May 3, 1884, he married Louise M. Spooner of Philadelphia.
From 1890 until 1893 Taylor worked as a general manager and a consulting engineer to management for the Manufacturing Investment Company of Philadelphia, a company that operated large paper mills in Maine and Wisconsin. He spent time as a plant manager in Maine. In 1893, Taylor opened an independent consulting practice in Philadelphia. His business card read “Consulting Engineer – Systematizing Shop Management and Manufacturing Costs a Specialty”. Through these consulting experiences, Taylor perfected his management system. In 1898, Taylor joined Bethlehem Steel in order to solve an expensive machine shop capacity problem. As a result, he and Maunsel White, with a team of assistants, developed high speed steel, which paved the way for greatly increased mass production. Taylor was forced to leave Bethlehem Steel in 1901 after antagonisms with other managers.
After leaving Bethlehem Steel, Taylor focused the rest of his career on publicly promoting his management and machining methods through lecturing, writing, and consulting. In 1910, due to the Eastern Rate Case, Frederick Winslow Taylor and his Scientific Management methodologies become famous worldwide. In 1911, Taylor introduces The Principles of Scientific Management paper to the American mechanical engineering society (8 years after his Shop Management paper).
On October 19, 1906, Taylor was awarded an honorary degree of Doctor of Science by the University of Pennsylvania. Taylor eventually became a professor at theTuck School of Business at Dartmouth College. Late winter of 1915 Taylor caught pneumonia and one day after his fifty-ninth birthday, on March 21, 1915 he died. He was buried in West Laurel Hill Cemetery, in Bala Cynwyd, Pennsylvania.
Taylor was a mechanical engineer who sought to improve industrial efficiency. Taylor is regarded as the father of scientific management, and was one of the firstmanagement consultants and director of a famous firm. In Peter Drucker‘s description,
Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study. On Taylor’s ‘scientific management’ rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Taylor, though the Isaac Newton (or perhaps the Archimedes) of the science of work, laid only first foundations, however. Not much has been added to them since – even though he has been dead all of sixty years.
Future US Supreme Court justice Louis Brandeis coined the term scientific management in the course of his argument for the Eastern Rate Case before the Interstate Commerce Commission in 1910. Brandeis debated that railroads, when governed according to the principles of Taylor, did not need to raise rates to increase wages. Taylor used Brandeis’s term in the title of his monograph The Principles of Scientific Management, published in 1911. The Eastern Rate Case propelled Taylor’s ideas to the forefront of the management agenda. Taylor wrote to Brandeis “I have rarely seen a new movement started with such great momentum as you have given this one.” Taylor’s approach is also often referred to as Taylor’s Principles, or frequently disparagingly, as Taylorism. Taylor’s scientific management consisted of four principles:
- Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
- Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.
- Provide “Detailed instruction and supervision of each worker in the performance of that worker’s discrete task” (Montgomery 1997: 250).
- Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
Managers and workers
Taylor had very precise ideas about how to introduce his system:
It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.
Workers were supposed to be incapable of understanding what they were doing. According to Taylor this was true even for rather simple tasks.
‘I can say, without the slightest hesitation,’ Taylor told a congressional committee, ‘that the science of handling pig-iron is so great that the man who is … physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig-iron.
Taylor believed in transferring control from workers to management. He set out to increase the distinction between mental (planning work) and manual labor (executing work). Detailed plans specifying the job, and how it was to be done, were to be formulated by management and communicated to the workers.
The introduction of his system was often resented by workers and provoked numerous strikes. The strike at Watertown Arsenal led to the congressional investigation in 1912. Taylor believed the laborer was worthy of his hire, and pay was linked to productivity. His workers were able to earn substantially more than those under conventional management, and this earned him enemies among the owners of factories where scientific management was not in use.
Taylor promised to reconcile labor and capital.
With the triumph of scientific management, unions would have nothing left to do, and they would have been cleansed of their most evil feature: the restriction of output. To underscore this idea, Taylor fashioned the myth that ‘there has never been a strike of men working under scientific management’, trying to give it credibility by constant repetition. In similar fashion he incessantly linked his proposals to shorter hours of work, without bothering to produce evidence of “Taylorized” firms that reduced working hours, and he revised his famous tale of Schmidt carrying pig iron at Bethlehem Steel at least three times, obscuring some aspects of his study and stressing others, so that each successive version made Schmidt’s exertions more impressive, more voluntary and more rewarding to him than the last. Unlike [Harrington] Emerson, Taylor was not a charlatan, but his ideological message required the suppression of all evidence of worker’s dissent, of coercion, or of any human motives or aspirations other than those his vision of progress could encompass.
Taylor thought that by analyzing work, the “One Best Way” to do it would be found. He is most remembered for developing the stopwatch time study, which combined with Frank Gilbreth’s motion study methods later becomes the field of time and motion study. He would break a job into its component parts and measure each to the hundredth of a minute. One of his most famous studies involved shovels. He noticed that workers used the same shovel for all materials. He determined that the most effective load was 21½ lb, and found or designed shovels that for each material would scoop up that amount. He was generally unsuccessful in getting his concepts applied and was dismissed from Bethlehem Steel. Nevertheless, Taylor was able to convince workers who used shovels and whose compensation was tied to how much they produced to adopt his advice about the optimum way to shovel by breaking the movements down into their component elements and recommending better ways to perform these movements. It was largely through the efforts of his disciples (most notably H.L. Gantt) that industry came to implement his ideas. Moreover, the book he wrote after parting company with Bethlehem Steel, Shop Management, sold well.
Relations with ASME
Taylor’s own written works were designed for presentation to the American Society of Mechanical Engineers (ASME). These include Notes on Belting (1894), A Piece-Rate System (1895), Shop Management (1903), Art of Cutting Metals (1906), and The Principles of Scientific Management (1911).
Taylor was president of the ASME from 1906 to 1907. While president, he tried to implement his system into the management of the ASME but was met with much resistance. He was only able to reorganize the publications department and then only partially. He also forced out the ASME’s long-time secretary, Morris L. Cooke, and replaced him with Calvin W. Rice. His tenure as president was trouble-ridden and marked the beginning of a period of internal dissension within the ASME during the Progressive Age.
In 1911, Taylor collected a number of his articles into a book-length manuscript which he submitted to the ASME for publication. The ASME formed an ad hoc committee to review the text. The committee included Taylor allies such as James Mapes Dodge and Henry R. Towne. The committee delegated the report to the editor of the American Machinist, Leon P. Alford. Alford was a critic of the Taylor system and the report was negative. The committee modified the report slightly, but accepted Alford’s recommendation not to publish Taylor’s book. Taylor angrily withdrew the book and published Principles without ASME approval. Taylor published the trade book himself in 1912.
- ^ a b c “F. W. Taylor, Expert in Efficiency, Dies”. New York Times. March 22, 1915. http://www.nytimes.com/learning/general/onthisday/bday/0320.html. Retrieved March 14, 2008. “Frederick Winslow Taylor, originator of the modern scientific management movement, died here today from pneumonia. He was 59 years old, and was a former President of the American Society of Mechanical Engineers.”
- ^ “Frederick Taylor, Early Century Management Consultant”. The Wall Street Journal. June 13, 1997.http://www.cftech.com/BrainBank/TRIVIABITS/FredWTaylor.html. Retrieved May 4, 2008.
- ^ Mary Ellen Papesh (February 14, 1998). “Frederick Winslow Taylor”. University of St. Francis.http://www.stfrancis.edu/ba/ghkickul/stuwebs/bbios/biograph/fwtaylor.htm. Retrieved May 4, 2008.
- ^ “Frederick Winslow Taylor”. Miami University. 2003. http://www.units.muohio.edu/technologyandhumanities/taylor.htm. Retrieved May 4, 2008.
- ^ Kanigel 1997:182-183,199
- ^ Charles Custis Harrison (October 8, 1906). “Letter to Taylor”. Stevens Institute of Technology Archives. http://stevens.cdmhost.com/cdm4/item_viewer.php?CISOROOT=/p4100coll1&CISOPTR=1382&CISOBOX=1&REC=13. Retrieved May 5, 2008.
- ^ “Richard A. D’Aveni On Changing the Conversation: Tuck and the Field of Strategy”. Tuck School of Business. Archived from the original on August 4, 2007.http://web.archive.org/web/20070804050415/http://www.tuck.dartmouth.edu/faculty/publications/voices_rad.html. Retrieved November 22, 2007.
- ^ Drucker 1974: 181
- ^ Taylor, Principles of Scientific Management, cited by Montgomery 1989:229, italics with Taylor
- ^ Montgomery 1989:251
- ^ Rinehart, J.W. The Tyranny of Work, Canadian Social Problems Series, Academic Press Canada (1975), p. 44. ISBN 0-7747-3029-3
- ^ Taylor 1911, p. 95.
- ^ Montgomery 1989:254 For the stories about Schmidt Montgomery refers to Charles D. Wrege and Amadeo G. Perroni, “Taylor’s Pig Tale: A Historical Analysis of Frederick W. Taylor’s Pig-Iron experiments” in: Academy of Management Journal, 17 (March 1974), 6-27
- ^ Jaffe 1957:34
- ^ Jaffe 1957:36-40; Nelson 1980:181-184)
Our Institute Proud to bear the name of this great Advocate of Business Administration and Administrator to the core.