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Scholarships
Now You Can Choose
Scholarship
With CEO Business School
CEO Business School (CEO) is committed to providing financial assistance to students who demonstrate academic excellence and financial need. Through its various scholarship programs, CEO helps students from all backgrounds achieve their educational goals and make a difference in the world.
In addition to these scholarships, CEO also offers a variety of other financial aid options, such as work-study programs and student loans.
CEO believes that scholarships are essential to creating a more equitable and just society. By providing financial assistance to students from all backgrounds, CEO is helping to ensure that everyone has the opportunity to reach their full potential.
We Provide Scholarships in Business Administration Programs
DBA Degree
DBA Modules
| 1- Managing Operations |
| 2- Managerial Accounting |
| 3- Human Capital Management |
| 4- Leading Organization |
DBA Module AITU
| 1- Research Methodology |
| 2- Project Quality Management |
| 3- Financial Institutions and Bank Management |
| 4-Business Finance Management |
MBA Degree
MBA Modules
| 1- FINANCIAL MANAGEMENT |
| 2- MANAGING STRATEGY |
| 3- MARKETING MANAGEMENT |
| 4- LEADING ORGANIZATION |
| 5- HUMAN CAPITAL MANAGEMENT |
| 6- MANAGING OPERATIONS |
| 7- MANAGERIAL ACCOUNTING |
| 8- PROJECT MANAGEMENT |
MBA Module AITU
| 1- Research Methodology |
| 2- Project Quality Management |
| 3- Supply Chain Management |
| 4- Business Finance Management |
| 5- Financial Institutions and Bank Management |
| 6- Advanced Marketing Management |
| 7- Business Ethics Management |
| 8- Strategic Management |
| 9- Accounting Management |
| 10- Advanced Human Resource Management |
Postgraduate Diploma
Postgraduate Diploma Modules
| 1- Education |
| 2- Business Programs ( Marketing-HR-Leadership) |
| 3- Accounting & Finance |
| 4- Project Management |
| 5- Supply Chain |
| 6- Health Care Management |
Business Programs
Contemporary Strategic Program
UP TO 60 HOURS
1- Strategic management
2- HR
3- Finance
4- Leadership
5- Marketing
Leadership Development
UP TO 50 HOURS
1- Leadership
2- HR
3- Finance
4- Marketing
Entreprenureship Program
UP TO 60 HOURS
1- Entrepreneurship Program
2- HR
3- Finaance
4- Leadership
5- Marketing
Finance for Managers
UP TO 60 HOURS
1-Financial management.
2- Accounting management.
3- Economic.
4- Strategic management.
Regional Directors
UP TO 60 HOURS
1- International bussnies
2- HR
3- Finance
4- Leadership
5- Marketing
Project Management for the 21century and busniess owners start up
UP TO 60 HOURS
1- Project Management
2- HR
3- Finance
4- Leadership
5- Marketing
CEO Program for TOP Managers
UP TO 105 HOURS
1- Strategic management
2- Project Management
3- International Business
4- HR
5- Finance
6- Marketing
7- Leadership
Health Care Management Diploma
UP TO 125 HOURS
1- Patient Safety
2- Healthcare, Supply-Cain Management, Facility Management
3- Infection Control
4- Healthcare System, Policy & Governance
5- Monitoring & Evalouation Of Hospital Services(Quality Management)
6- Information-System Driven Healthcare
Business English
20 Unit( every unit 3-4 lectures)every lecture take from 25 to 35 Minute
Business Courses
Research Methodology
15-20 CREDIT HOURS
| 1-Introduction & Defining the Research Problem |
| 2-Research Design |
| 3-Measurement and Scaling Techniques |
| 4-Methods of Data Collection & Processing and Analysis of Data |
| 5-Sampling Fundamentals & Testing of Hypotheses |
| 6-Thesis Proposal & How to prepare your Thesis |
| 7-Open discussion about Thesis |
Advanced Marketing Management
15-20 CREDIT HOURS
| 1. Marketing and sales principles |
| 2. Making decisions and gaining the capacity for critical and analytical thinking |
| 3. Product building in marketing and marketing campaign work |
| 4. Understanding the difference between end consumers and regulatory consumers |
| 5. Factors affecting consumers, including the environment, competitive advantage, and consumer behavior |
| 6. Figure out how to promote the product and the difference between direct and indirect sales. |
Advanced Human Resource Management
15-20 CREDIT HOURS
| 1. Study of human resources at the strategic level |
| 2. Improving functional performance without a deep understanding of human resources |
| 3. Leadership theories and personnel management policy |
| 4. Employment, development, development, motivation and development of rules of functional discipline. |
Project Management
15-20 CREDIT HOURS
| 1. Project planning machines |
| 2. Project control methods in terms of time |
| 3. Methods of formation, motivation, and management of the Action Team |
| 4. How to manage the risks expected in the project |
| 5. The ways to raise quality in the project. |
| 6. The way to shut down or finish the project. |
| 7. Corporate connection. |
| 8. Effective communication and identification of the risks in the area of communications |
| 9. Use verbal and non-verbal skills and identify negative and aggressive behavior and treat it. |
| 10. Effective communication and student confidence-building : formal presentation and improved skills in the planning of professional speeches, official orientations, and review of the report |
Human Capital Management
15-20 CREDIT HOURS
| 1. Overview of the HR Environment and the Challenges Faced by Organization |
| 2. Understanding the Role of HR and Its Importance |
| 3. HR Strategies to Improve Firm’s Performance |
| 4. Managing Work Flows and Job Analysis |
| 5. Structuring and Designing Organization |
| 6. Designing Jobs and Conducting Job Analysis |
| 7. KRIS |
| 8. Legal Aspects of Human Resource |
| 9. Understanding the Legal Environment |
| 10. EEOQ and Fair Employment Practices |
| 11. Human Resource Planning Recruitment and Selection |
| 12. Techniques of HR Planning |
| 13. Forecasting Demand and Supply |
| 14. Recruiting Job Candidates |
| 15. Training and Development of Employees |
| 16. Why Training & Education is important? |
| 17. Training Process & Techniques |
| 18. Evaluating Training Investment |
| 19. Training and Development of Employees |
| 20. Why Training & Education is important? |
| 21. Training Process & Techniques |
| 22. Evaluating Training Investment |
| 23. Appraising and Improving Performance |
| 24. Process and Methods of Appraising |
| 25. Problems in Appraising |
| 26. Managing Compensation and Incentives |
| 27. Basic Factors in Determining Pay Rates |
| 28. Types of Compensation & Benefits |
| 29. Managing Safety and Health at the Workplace |
| 30. Establishing OSHA Programs |
| 31. Creating a Healthy Work Environment |
| 32. Employee Rights and Discipline |
| 33. Developing Employee Communications |
| 34. Administering and Managing Discipline |
Financial Institutions and Bank Management
15-20 CREDIT HOURS
| 1-Introductions of Money, Banking, and Financial institutions |
| 2-The Role of the financial system |
| 3-Definition of money and its money |
| 4-Money and Legal tender |
| 5-The money and its functions |
| 6-The Evolution of the payment system |
| 7-The importance of the commercial banks |
| 8-The functions of the commercial banks |
| 9-The commercial bank’s financial statements |
| 10-The Management of a commercial bank |
| 11-The commercial bank’s financial statements |
| 12-The Management of a commercial bank |
| A-The Liquidity Management |
| B-The Assets Management |
| C-The liability management |
| D-The capital management |
| 13-The capital management |
| A-The trade-off in the capital size |
| B-The importance of the capital size on the ROE |
| C-The importance of the capital size on the Solvency risk |
| 14-The Kinds of risks faced by the commercial banks |
| 15-How to solve the problem of Asymmetric information |
| 16The income statement for the commercial banks |
| 17-The CAMELS Approaches |
| A-The Capital Adequate |
| B-The Assets Quality |
| C-Management Skills |
| D-The Earnings ratios |
| E-Liquidity Ability |
| F-Sensitivity Analysis |
| 18-Cases on Measuring the performance of the commercial Bank |
| 19-Introduction to the Central bank |
| 20-Multiplier Deposit Creation – With Case |
| A-The Original bank effect |
| B-The banking system effect |
| 21-The determinate of the Money Supply |
| A-The money supply model and the money multiplier |
| B-The formula of the money multiplier |
| 22-The Central Bank Balance Sheet |
| A-The Central Bank Assets |
| B-The Central Bank Liabilities |
| 23-Conducting the Monetary Policy |
| 24-Multiplier Deposit Creation – Introduction |
Supply Chain
15-20 CREDIT HOURS
| 1- Introduction |
| 2- Operations and Supply Chain Management |
| 3- Elements of OSCM |
| 4- Why it is important to study OSCM |
| 5- Efficiency: Impact of reducing the Inventory cost |
| 6- Measures for Efficiency |
| 7- A comparison of Automobile Companies’ efficiency |
Leading Organizations
15-20 CREDIT HOURS
| 1. -Definition and Significance of Leadership |
| 1. Definition of Leadership |
| 2. Key Elements of Leadership |
| 3. Why Do We Need Leaders? |
| 4. Obstacles to Effective Leadership |
| 5. Leadership and Management |
| -The Global and Cultural Contexts |
| 6. Learning Objectives |
| 7. Defining Elements of Culture |
| 8. Hall’s Cultural Context |
| 9. Individualism—Collectivism |
| 10. GLOBE Country Clusters |
| 11. GLOBE Cultural Leadership Profiles |
| 12. Suggested Causes for Gender Inequality in Organizations |
| -The Foundations of Modern Leadership |
| 13. Eras of Modern Leadership |
| 14. The Trait Era—Assumptions and Findings |
| 15. The Behavior Era—Assumptions and Findings |
| 16. Fiedler’s Contingency Model |
| 17. Task and Relationship—Motivated Leaders |
| 18. Fiedler’s Contingency Mode |
| 19. Practical Implications of Fiedler’s Contingency Model |
| 20. Contingency Factors in the Normative Decision Model |
| 21. Path-Goal Theory |
| -Individual Differences and Traits |
| 22. Individual Differences Framework |
| 23. Demographic Characteristics |
| 24. Abilities and Skills |
| 25. Skills and Career Progression |
| 26. How Traits Play a Role in Leadership |
| 27. Proactive Personality |
| 28. The Dark Triad |
| -Power |
| 29. DefinitionsImpact of Power on Power Holder |
| 30. Culture and Power |
| 31. Potential Reactions to Individual Sources of Power |
| 32. Career Stages and Power |
| -Current Era in Leadership: Inspiration and Connection to Followers |
| 33. Benefits of the New Era Approaches |
| 34. Requirements of Charismatic Leadership |
| 35. Elements of the Charismatic Situations: External Factors |
| -Leading Teams |
| 36. Continuum of Participation |
| 37. Benefits of Participation |
| 38. Benefits of Delegation |
| 39. Elements of Self-Leadership |
| 40. Structural Factors in Building Effective Teams |
| 41. Role of Team Leaders |
| -Developing Leaders |
| 42. Definitions |
| 43. Types of Development |
| 44. Factors in Learning |
Marketing Management
15-20 CREDIT HOURS
| 1. Marketing Concepts and Creating Value |
| 2. Strategic Marketing |
| 3. The Marketing Environment |
| 4. Marketing Research |
| 5. Consumer Behaviour |
| 6. Brand Branding, Brand Equity, and Brand Positioning |
| 7. Dealing with Competition |
| 8. Product and Services Strategy |
| 9. Pricing Strategy |
| 10. Distribution Strategy |
Managerial Accounting
15-20 CREDIT HOURS
| 1. Introduction To Management Cost And Accounting |
| 2. Development of Cost and Management Accounting |
| 3. Difference Between Management and Financial Accounting |
| 4. Management Accounting Role in Performance Evaluation and Rewards |
| 5. Cost Concepts And Cost Classification |
| 6. Manufacturing Costs |
| 7. Material Costs, Labour Costs, and Overhead |
| 8. Opportunity Costs and Sunk Cost |
| 11. Job Order Costing |
| 12. Process Costing 13. Activity-based Costing |
| 14. Cost-Volume-Profit Analysis |
| 15. Cost-Volume Relationship |
| 16. Cost Behavior and Operating Income |
| 17. Contribution Margin, Margin of Safety |
| 18. Special Decisions |
| 19. Concept of Relevant Cost Information |
| 20. Opportunity Costs, Sunk Cost |
| 21. Incremental Analysis in Common Business Analysis |
| 22. Special Order Decision, Production |
| 23. Constraint Decisions |
| 24. Operational Budgeting |
| 25. Budgeting; Basis for Planning and Control 26. Establishing Budgeted Amounts |
| 27. Budget Period |
| 28. Master Budget |
| 29. Standard Costing and Budgetary control |
| 30. Concepts – standard costs and standard setting |
| 31. Variance Analysis 32. Capital Budgeting |
| 33. Significance of Decision Rule |
| 34. NPV and IRR Methods |
| 35. Capital Rationing and Risk |
| 36. Frontiers of Management Accounting |
| 37. TQM and Cost of Quality |
| 38. Benchmarking |
| 39. Advanced Manufacturing Technology |
Managing Operations
15-20 CREDIT HOURS
| 1. Time Series methods |
| 2. Forecast accuracy |
| 3. Regression methods |
| 4. Design of Goods and Services |
| 5. Goods and services selection |
| 6. Product development |
| 7. Issues with product design |
| 8. Time-Based competition |
| 9. Defining product |
| 10. Application of decision trees to product design |
| 11. Aggregate Planning |
| 12. Capacity planning |
| 13. Aggregate planning |
| 14. Adjusting capacity to meet demand |
| 15. Demand management |
| 16. Inventory Management |
| 17. Elements of inventory management |
| 18. Inventory control system |
| 19. Economic order quantity models |
| 20. Just In Time (JIT) |
| 21. Basic elements of JIT |
| 22. Benefits of JIT |
| 23. JIT implementation |
| 24. Material Requirements Planning (MRP) |
| 25. Introduction to MRP |
| 26. MRP structure and management |
| 27. Lot size techniques |
| 28. Quality Management |
| 29. The meaning of quality |
| 30. Total Quality Management (TQM) |
| 31. Strategic implications of TQM |
| 32. The cost of quality |
| 33. Process Strategy |
| 34. Four process strategies |
| 35. Process analysis and design |
| 36. Service process design |
| 37. Production technology |
| 38. Technology in services |
| 39. Location Strategy |
| 40. The strategic importance of location |
| 41. Factors affecting location decisions |
| 42. Methods of evaluating location alternatives |
| 43. Service location strategy |
Managing Strategy
15-20 CREDIT HOURS
| The Nature of Strategic Management |
| • The Strategy-Management Model |
| • Business Ethics and Strategic Management |
| • Comparing Business and Military Strategy |
| • The Nature of Global Competition |
| The Business Vision and Mission |
| • The Importance of Vision and Mission Statements |
| • Characteristics of a Mission Statement |
| • Mission Statement Components |
| • Writing and Evaluating Mission Statements |
| The External Assessment |
| • The Nature of an External Audit |
| • The Industrial Organization View |
| • Economic Forces |
| • Social, Cultural, Demographic, and |
| Environmental forces |
| • The Global Challenge |
| The Internal Assessment |
| • The Nature of Internal Audit |
| • Auditing of Management, Marketing, |
| Finance/Accounting, Production/Operations, Research and Development functions |
| • Management Information Systems |
| • Value Chain Analysis |
| • The Internal Factor Evaluation Matrix |
| Strategies in Action |
| • Long-Term Objectives |
| • The Balanced Scorecard |
| • Types of Strategies – Integration Strategies, Intensive Strategies, Diversification Strategies, |
| • Strategic Management in Non-Profit and Governmental Organizations |
| Strategy Analysis and Choice |
| • The Nature of Strategy Analysis and Choice |
| • A Comprehensive Strategy-Formulation Framework |
| • Cultural Aspects of Strategy Choice |
| Implementing Strategies: Management and Operation Issues |
| • The Nature Strategy Implementation |
| • Matching Structure with Strategy |
| • Restructuring, Reengineering, and E- Engineering |
| • Human Resource Concerns When |
| Implementing Strategy |
| Implementing Strategies: Marketing,Finance/Accounting, R&D, and MIS Issues |
| • The Nature of Strategy Implementation |
| • Finance/Accounting Issues |
| • Research & Development Issues |
| • MIS Issues |
| Strategy Review, Evaluation, and Control |
| • The Nature of Strategy Evaluation |
| • A Strategy-Evaluation Framework |
| • The Balanced Scorecard |
| • Published Sources of Strategy-Evaluation |
| Information |
| • Characteristics of an Effective Evaluation |
| System |
| • Contingency Planning |
| • Auditing |
| • Twenty-First Century Challenges in Strategic |
| Management |
| Strategic Management Case Analysis |
Business Finance Management
15-20 CREDIT HOURS
| 1- explain the objectives, concepts and relationships that underpin both internal and external financial reports |
| 2-research the financial performance and position of reporting entities |
| 3-apply analytical tools, techniques and frameworks to evaluate and critically examine the contents of both internal and external financial reports |
| 4-communicate financial information to interested stakeholders in an ethical and professional manner |
Project Quality Management
15-20 CREDIT HOURS
| 1. Quality’s Foundations |
| A. Defining Quality |
| B. Project Quality and Project Scope |
| C. Quality Management’s Evolution |
| D. Characteristics, Concepts, and Founders of the Modern Quality Movement |
| 2. Quality Planning for Customer Satisfaction |
| A. Customer Expectations, Standards, and Requirements |
| B. Writing Quality-Supportive Requirements |
| C. Building a Standards-Requirements Matrix |
| 3. Quality Assurance Tools |
| A. Quality Assurance versus Quality Control |
| B. Designing a Quality Audit |
| 4. Quality Control Concepts and Tools |
| A. Quality Statistics 101 |
| B. The Seven Basic Tools of Quality |
| C. Selecting the Right Quality Control Tool for the Right Project |
| D. Defining Metrics |
| 5. Putting it All Together: Building a Quality Management Plan |
| A. Tracing Scope, Quality, and Customer Expectations Together |
| 4- Why it is important to study OSCM |
| 5- Efficiency |
Papers required for evaluation
- The last degree or certificate of a degree from the university
- ID or Passport
- Updated curriculum vitae
- Personal image
Admission requirements for the scholarship:
- 1. Provide a CV with solid scientific experience, if possible.
- 2. Providing experience certificates, if available
- 3. Provision of training certificates, if available
- 4. Having an English language level of B2
CEO Business School-مركز إعداد رواد الأعمالAddress
51 Mohi Elden Abo Elezz,
Eldokki,
Giza,
Egypt
Eldokki,
Giza,
Egypt
OUR LOCATIONSWhere to find us?
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CEO Business SchoolHeadquarters
Enrich your career and grow your business innovation via increase your knowledge with the latest technologies in business administration.
OUR LOCATIONSWhere to find us?
51 Mohi Eldin Abo Elezz
Dokki
Giza,Egypt
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All Right Reserved © By CEO 2022. Made By BRANDSHIFT