English Course List

EM145M41 - Management of innovation
Mandatory Specialization Course : Entrepreneuriat (ENT),
Year univ 2013
Level Master 2
Semester 1
Ects 3
Teaching hours CM=24, TD=0
language en
Discipline MAN
number of spots 40
Course Director julien Penin
Finalit principale du cours : Students will be able to: - Recognize the importance of innovation management - Use methods and instruments through arketip of innovation perspective - Developp an innovative strategy
Innovations are generally regarded as prerequisites for the long-term survival of companies. This assumption, however, is not a new phenomenon but has been present since the dawn of economic activity. In the framework of innovation research, the past decades have offered a number of insights regarding successful innovation management. Nevertheless, many companies fail in practice. The main problem lies in the unpredictability of the future. The main goal of this lecture is to present methods and instruments through a strategic innovation perspective, which would enable a company to prepare better for and face the unknown and ambiguous future. First of all, the interplay of innovation (in the sense of new products or new services) and an appropriate strategy increases the probability of future success. Thus, innovations can be compatible with the existing strategy and, at the same time, bring about a new strategy. If strategy is considered a starting point for innovations, employing strategic innovation (in other words, an innovative strategy) makes it also possible to reach new markets with already existing products and services.
Organisation pdagogique
Learning goals (knowledge and know-how expected after completion of the class) ---Students will be able to:
- Recognize the importance of innovation management - Use methods and instruments through arketip of innovation perspective - Developp an innovative strategy
Innovations are generally regarded as prerequisites for the long-term survival of companies. This assumption, however, is not a new phenomenon but has been present since the dawn of economic activity. In the framework of innovation research, the past decades have offered a number of insights regarding successful innovation management. Nevertheless, many companies fail in practice. The main problem lies in the unpredictability of the future. The main goal of this lecture is to present methods and instruments through a strategic innovation perspective, which would enable a company to prepare better for and face the unknown and ambiguous future. First of all, the interplay of innovation (in the sense of new products or new services) and an appropriate strategy increases the probability of future success. Thus, innovations can be compatible with the existing strategy and, at the same time, bring about a new strategy. If strategy is considered a starting point for innovations, employing strategic innovation (in other words, an innovative strategy) makes it also possible to reach new markets with already existing products and services.
Detailed course syllabi Introduction Managing innovation in a knowledge-based economy
Chapter 1
Modeling the innovation process: From the linear model to open innovation
Chapter 2 Innovation cycles and the diffusion of technology
Chapter 3 Innovation strategies and their determinants
Chapter 4 Economic intelligence and technology watch
Chapter 5 Innovation within the firm: Structures, incentives and financing
Chapter 6 The valorization of innovation: Appropriation vs. diffusion strategies
Chapter 7 Strategic management of patents
Chapter 8 The shapes of open innovation: Market for inventions technologies, R&D alliances, crowdsourcing and open source innovation
Chapter 9 The management of technology transfer: Transaction costs and tacit knowledge
Chapter 10 Cases of start-up creation in biotech
Prerequisites None
Teaching aid
Ouvrages principaux
Height of this row is greater than page height!
Littrature complmentaire
Travaux de recherche de l'EM
Grading Policy Num Evaluation Forme .. Prcisions Langue Dure Pondration Date
EM145M42 - Advance Seminar of Cases in Finance
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline ENT
number of spots 31
Course Director Roberto Santillan
Finalit principale du cours : General Objective - Students will be able to apply the models and the theory - Students will be able to review ans discuss business cases
The general objective of this Seminar is to offer the participant an opportunity to put in practice the models and theory covered in previous courses of the Master in Finance program in ?real life? business situations. To that end, the seminar will consist on the review and exhaustive discussion of a set of business cases whose common thread is the need to develop adequate solution proposals to a problem situation.
Learning goals (knowledge and know-how expected after completion of the class) ---- General Objective - Students will be able to apply the models and the theory - Students will be able to review ans discuss business cases
The general objective of this Seminar is to offer the participant an opportunity to put in practice the models and theory covered in previous courses of the Master in Finance program in ?real life? business situations. To that end, the seminar will consist on the review and exhaustive discussion of a set of business cases whose common thread is the need to develop adequate solution proposals to a problem situation.
Detailed course syllabi Introduction. The relationship between theory and practice in Finance. The Case Method, what the objectives of the course are, formation of work teams, overview of the topics that are covered in the course. Contents of the Course
1. Financial Analysis, Financial Planning and Project Evaluation 2. Funding Growth and Seasonal Needs 3. Valuation and Investment 4. Cost of Capital 5. Investment Projects, Cash Flow, Techniques used for Project Evaluation 6. Debt Policy and Long-Term Financing
Prerequisites Students must have passed one introductory and one intermediate courses in Finance (Financial Management, Corporate Finance)
Teaching aid
Ouvrages principaux Textbook: Kester, Tufano, et al. Case Problems in Finance, 12th edition, McGraw Hill. Higgins, R. "Analysis for Financial Management", 8th edition, McGraw Hill. Littrature complmentaire
EM225M11 - Organizational Behavior
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline HRM
number of spots 40
Course Director Roland Kidwell
Finalit principale du cours : The course provides graduate students with a broad overview of the OB field. Fundamental aspects of human behavior (personal aspects within organizations such as communication, conflict solving, relations of power, leadership,are discussed in a global perspective. As managers to be, students must be acquainted with human issues within organizations. This course is meant to provide a broad view of human issues all managers in all fields will be confronted to during their professional life at any organizational level
at the end of this course, students will be able to: 1) be and feel more sensitive about human issues within organizations 2) Better understand their feelings and better deal with those of their future colleagues, bosses and subordinates 3) Better conciliate their personal and professional projects in order to have a balanced sucessful career 4) Better know how to work in / with an international team
Learning goals (knowledge and know-how expected after completion of the class) ---- The course provides graduate students with a broad overview of the OB field. Fundamental aspects of human behavior (personal aspects within organizations such as communication, conflict solving, relations of power, leadership,are discussed in a global perspective. As managers to be, students must be acquainted with human issues within organizations. This course is meant to provide a broad view of human issues all managers in all fields will be confronted to during their professional life at any organizational level
at the end of this course, students will be able to: 1) be and feel more sensitive about human issues within organizations 2) Better understand their feelings and better deal with those of their future colleagues, bosses and subordinates 3) Better conciliate their personal and professional projects in order to have a balanced sucessful career 4) Better know how to work in / with an international team
Detailed course syllabi 1. Introduction to OB 2. Foundations of OB 3. Foundations to group behaviors 4. Personality and emotional intelligence 5. Values, attitude, and job satisfaction 6. Perception and individual decision making 7. Motivation: concept and application 8. Work teams 9. Communication 10. Leadership
11. Power and politics 12. Negociation and conflict resolution 13. Organization structure 14. HR policies and practices 15. Organizational culture 16. Organizational change 17. International dimensions of OB
Prerequisites
Teaching aid
Ouvrages principaux Management (Robbins & Coulter) International Dimensions of OB (Adler) HBR articles Littrature complmentaire
EM054U66 - Financial markets and interest rates
Mandatory Specialization Course : MGA,
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline FIN
number of spots 50
Course Director Marie-Hlne Broihanne
Finalit principale du cours : The objectives of this course are to understand the role of financial markets in the economy and the effects of interest rate changes on financial market instruments and participants.
Students must attend all sessions of this course.
Learning goals (knowledge and know-how expected after completion of the class) ---The objectives of this course are to understand the role of financial markets in the economy and the effects of interest rate
changes on financial market instruments and participants.
Students must attend all sessions of this course.
Detailed course syllabi I.Introduction to corporate finance
A.Role of Financial Markets Cash flows to and from financial markets and firms Primary vs. secondary markets Money and Capital markets Debt vs. equity B.Financial statements, stocks vs. flows, taxes, and cash flows Balance Sheets Liquidity Debt vs. equity Market value vs. book value Income Statements Accounting income vs. cash flow ? depreciation Tax Effects Corporate taxes Average vs. Marginal rates Cash flows From assets ? operating cash flow, capital spending, change in net working capital Sometimes called ?free? cash flow To creditors and stockholders Cash Flow Statements
II.Valuation
Future Value, compounding Present Value, discounting Valuing Cash Flows ? annuities, perpetuities, and increasing annuities Net Present Value, Ross, 261-264 Internal Rate of Return, Ross, 273-276, and real rate of interest, Kidwell, 117
III.Bonds and Interest Rates
A.Debt Securities Features Corporate Bonds ? coupons, face or par value, coupon rates, issuers, zero coupon Treasury Bonds and Bills ? T-bill auctions B.Bond values and Yields, Kidwell Discounted cash flow Bond prices Yield to maturity, current yield C.Bonds and Interest Rates Real vs. Nominal rates, Fisher effect Interest rate risk, Kidwell Maturity, Coupon Measuring interest rate risk Duration Convexity D.Bond Markets Issuers Default Risk, Ratings Tax treatment, Municipal bonds Bond price reporting ? clean/dirty price E.Term structure of interest rates, Yield curves
Prerequisites
Teaching aid
Ouvrages principaux Handouts will be provided by the instructor. Kidwell, Blackwell, Whidbee, and Peterson (2008): Financial Institutions, Markets, and Money, tenth edition Littrature complmentaire
EM375M51 - International Corporate Governance
Mandatory Specialization Course : Comptabilit Contrle (FCC), Finance (FBQ),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline STR
number of spots 40
Course Director Enrico Prinz
Finalit principale du cours : The lecture aims to offer students an overview about the growing importance of corporate governance in a globalized world and to familiarize them with its numerous principles and mechanisms. In order to reach this objective, different explanatory approaches of corporate governance, especially the dominating shareholder value perspective, will be presented and discussed with respect to their individual advantages and weaknesses. To bridge the gap between theory and practice, students will deal with numerous examples and case studies. Furthermore, students are supposed to present at the end of the lecture a team work analysis aiming to expose the particularities of a self-selected national governance system and to evaluate them with respect to other countries presented.
Organisation pdagogique Face face - Cours magistral - 14h En groupes - Exercices - 4h En groupes - Etudes de texte - 2h Interactivit - Discussions / dbats - 2h Livrables - Dossiers - 2h
Learning goals (knowledge and know-how expected after completion of the class) Analyze the most commonly used performance indicators by realizing a comparative performance analysis of a selected group of firms.Compare national codes of corporate governance by exposing the points they have in common as well as their major differences.Demonstrate the crucial role played by the board of directors within that perspective. Discuss the major theoretical frameworks on which the existing explanatory perspectives of corporate governance are based.Explain the nature of the mechanisms of control proposed by the shareholder value perspective of corporate governance. Identify the determinants of its performance and to analyze measures allowing to increase monitoring efficiency.Point out the compensation elements of both executive and board directors.Prepare a comparative analysis of the managerial compensation perceived by corporate executives of selected firms and create a performance-based fair pay-ranking.Present the basic idea of corporate governance and the principal reasons and factors explaining its growing international importance.
Detailed course syllabi Chapter 1:General introduction (2 hours)
Chapter 2:Shareholder value approach: Major instruments 1.Underlying theoretical framework 2.Mechanisms of control 2.1.Board of directors 2.2.Incentives and compensation systems 2.3.Managerial labor market 2.4.Labor market of board directors 2.5.Market for corporate takeovers 3.Principles of corporate governance 4.Value creation measurement 5.Pay for or without Performance
Chapter 3:Stakeholder value approach: The attractive alternative (2 hours) 1.Underlying theoretical framework 2.Changing role of mechanisms of control 3.Models and difficulties
Chapter 4:Synthetic approach: The modern view of the firm (2 hours) 1.Underlying ideas 2.Critical evaluation and measurement difficulties
Chapter 5:Comparative corporate governance: Case study presentations (2 hours)
Chapter 6:General conclusion (1 hour)
Prerequisites - Return on equity - Cost of equity
Teaching aid Transparents sous format papierMoodleProjection de Diaporamas
Ouvrages principaux - MALLIN, Christine A. (2010): Corporate Governance, Oxford University Press, Oxford, 3rd edition. - KIM, Kenneth / NOFSINGER, John R. / MOHR, Derek J. (2010): Corporate Governance, Pearson, 3rd edition. Littrature complmentaire - BERK, Jonathan / DE MARZO, Peter (2011): Corporate Finance, Pearson, 2nd edition. - GOERGEN, Marc (2012): International Corporate Governance, Pearson. - LARCKER, David / TAYAN, Brian (2011): Corporate Governance Matters : A closer look at organizational choices and their consequences, FT Press. Travaux de recherche de l'EM - PRINZ, Enrico (2012): Myth or reality: Boardroom diversity in German blue chip companies, working paper.
Grading Policy Num 1 Evaluation intermdiaire Forme Ecrite et Orale Ecrite .. en groupe Prcisions Preparation and presentation of a case study Langue english Dure 20 Pondration 30 % Date 12
finale
individuelle
english
120
70 %
EM375M52 - Financial Case Studies I
Mandatory Specialization Course : Comptabilit Contrle (FCC), Finance (FBQ),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline FIN
number of spots 35
Course Director Christine Servey
Finalit principale du cours : LEARN TO APPLY FINANCIAL CONCEPTS TO REAL LIFE BUSINESS SITUATIONS Learn how to carry out a financial analysis and a stock market analysis Figure out which criteria to use to decide between two mutually exclusive projects (NPV IRR). Apply different approaches to value the stock of an entity which is ?IPOed?. Question the organizational structure of a group with the idea of improving the total Enterprise Value. Point out inconsistencies in the financial data and communication published by a publicly traded company
Learning goals (knowledge and know-how expected after completion of the class) ---- LEARN TO APPLY FINANCIAL CONCEPTS TO REAL LIFE BUSINESS SITUATIONS Learn how to carry out a financial analysis and a stock market analysis Figure out which criteria to use to decide between two mutually exclusive projects (NPV IRR). Apply different approaches to value the stock of an entity which is ?IPOed?. Question the organizational structure of a group with the idea of improving the total Enterprise Value. Point out inconsistencies in the financial data and communication published by a publicly traded company
Detailed course syllabi 1. Case study GREMLIN - INFOGRAMES Conduct a financial analysis. Analyze the cash flow statement 2. Case study WARNER THEATERS - KINEPOLIS Project selection with resource constraints: which criteria should prevail to decide between two mutually exclusive investments? NPV or IRR? 3. Case study CFAO Consequence of an IPO on the seller's WACC and KPIs 4. Case study ACCOR / EDENRED Organizational spin-off to increase the enterprise value 5. Case study PARMALAT Inconstancies in the financial communication of a publicly traded company
Prerequisites Knowledge of key financial concepts such as: Where to find information in the financial statements Investments criterias (NPV IRR Payback period, Discount rate) Tools necessary to conduct a financial analysis A basic understanding of International Financial Reporting Standards
Teaching aid
Ouvrages principaux CORPORATE FINANCE: THEORY AND PRACTICE (Paperback)by Pascal Quiry (Author), Maurizio Dallocchio (Author), Yann le Fur (Author), Antonio Salvi (Author) Publisher: John Wiley & Sons; 2nd Edition edition (third edition 2012) Littrature complmentaire
EM375M53A - International Finance (sem.A)
Mandatory Specialization Course : Comptabilit Contrle (FCC), European Management (EMA), Finance (FBQ), MIB2,
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline FIN
number of spots 86
Course Director Christophe J. Godlewski
Finalit principale du cours : Apply Asset and Liability Management concepts(short and long term) in multinational corporations
Learning goals (knowledge and know-how expected after completion of the class) ---- Apply Asset and Liability Management concepts(short and long term) in multinational corporations
Detailed course syllabi 1. Direct Foreign Investment & Case - Blues Corporation 2. International Capital Budgeting & Case ? North Star Company 3. Multinational Restructuring & Case ? Redwing Technology Company 4. Country Risk & Case ? King, Inc. 5. Long-term Financing & Case ? Devil VCR Corporation 6. Trade Finance & Case ? Ryco Chemical Co., 7. Short-term Financing & Case ? Flyer Company 8. International Cash Management & Case ? Islander Corporation
Prerequisites Investissement et financement
Teaching aid
Ouvrages principaux MADURA J., International financial management, Thomson, South Western. Littrature complmentaire
EM054U21A1 - Essential concepts in financial analysis (semA. Gr1 2A)
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline FIN
number of spots 55
Finalit principale du cours :
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi PART 1 INTRODUCTION TO THE FINANCIAL STATEMENTS (6 hours) 1.1. Basics of the financial statements 1.2. The P&L statement 1.3. The balance sheet 1.4. The cash flow statement 1.5. The statement of changes in equity 1.6. Relationships between financial statements
PART 2 INTRODUCTION TO FINANCIAL ANALYSIS: (8 hours) 2.1. Does it always make sense to compare businesses based on financial ratios? 2.2. PROFITABILITY: Profit margin 2.3. EFFICIENCY: Asset turnover / WC ratios 2.4. Return on capital employed and Economic Value Added / RISK ANALYSIS 2.5. Return on Equity / the leverage effect 2.6. How to conduct a financial analysis
PART 3 STOCK MARKET ANALYSIS (6 hours) 3.1. Return required by investors: the capital asset pricing model 3.2. Key financial concepts for shares (EPS, PBR etc.) 3.3. Market Multiples 3.4. Major steps of a stock market analysis
Prerequisites Basic knowledge in management, accounting and corporate finance
Teaching aid
Ouvrages principaux
CORPORATE FINANCE THEORY AND PRACTISE Pierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY) CORPORATE FINANCE second edition, Berck, DeMarzo (PEARSON) ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition. BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition. HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? International Financial Reporting Standards, Pearson, 8th edition. KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall. REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition. STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13th edition. WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition. WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis for Business Decisions, McGraw Hill, 15th edition. Littrature complmentaire
EM054U21A2 - Essential concepts in financial analysis (semA. Gr2 )
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline FIN
number of spots 40
PART 3 STOCK MARKET ANALYSIS (6 hours) 3.1. Return required by investors: the capital asset pricing model 3.2. Key financial concepts for shares (EPS, PBR etc.) 3.3. Market Multiples 3.4. Major steps of a stock market analysis
Teaching aid
Ouvrages principaux
CORPORATE FINANCE THEORY AND PRACTISE Pierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY) CORPORATE FINANCE second edition, Berck, DeMarzo (PEARSON) ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition. BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition. HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? International Financial Reporting Standards, Pearson, 8th edition. KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall. REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition. STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13th edition. WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition. WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis for Business Decisions, McGraw Hill, 15th edition. Littrature complmentaire
EM054U21B1 - Essential concepts in financial analysis (semB. Gr1 2A)
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline FIN
number of spots 55
Finalit principale du cours : After attending this course the students will: -Identify the main financial statements and understand how to read them -follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial situation (profitability, efficiency, liquidity, solvency, returns) -follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
Learning goals (knowledge and know-how expected after completion of the class) ---- After attending this course the students will: -Identify the main financial statements and understand how to read them -follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial situation (profitability, efficiency, liquidity, solvency, returns) -follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
PART 3 STOCK MARKET ANALYSIS (6 hours) 3.1. Return required by investors: the capital asset pricing model 3.2. Key financial concepts for shares (EPS, PBR etc.) 3.3. Market Multiples
3.4. Major steps of a stock market analysis
Teaching aid
Ouvrages principaux CORPORATE FINANCE THEORY AND PRACTISE Pierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY) CORPORATE FINANCE second edition, Berck, DeMarzo (PEARSON) ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition. BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition. HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? International Financial Reporting Standards, Pearson, 8th edition. KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall. REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition. STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13th edition. WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition. WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis for Business Decisions, McGraw Hill, 15th edition. Littrature complmentaire
EM054U21B2 - Essential concepts in financial analysis (semB. Gr2 MIB1)
Mandatory Specialization Course : MIB1, MGA,
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline FIN
number of spots 40
Finalit principale du cours : After attending this course the students will: -Identify the main financial statements and understand how to read them -follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial situation (profitability, efficiency, liquidity, solvency, returns) -follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
Learning goals (knowledge and know-how expected after completion of the class) ---- After attending this course the students will: -Identify the main financial statements and understand how to read them -follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial situation (profitability, efficiency, liquidity, solvency, returns) -follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
PART 3 STOCK MARKET ANALYSIS (6 hours) 3.1. Return required by investors: the capital asset pricing model 3.2. Key financial concepts for shares (EPS, PBR etc.) 3.3. Market Multiples
3.4. Major steps of a stock market analysis
Teaching aid
Ouvrages principaux CORPORATE FINANCE THEORY AND PRACTISE Pierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY) CORPORATE FINANCE second edition, Berck, DeMarzo (PEARSON) ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition. BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition. HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? International Financial Reporting Standards, Pearson, 8th edition. KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall. REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition. STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13th edition. WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition. WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis for Business Decisions, McGraw Hill, 15th edition. Littrature complmentaire
EM054U34 - IFRS principles: the keys to understand financial statements
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline FIN
number of spots 50
Finalit principale du cours : -After attending this course the students will: -Know and interpret the 5 IFRS financial statements published by publicly traded companies (= knowledge and comprehension) -Know and apply the 3 consolidation methods (= knowledge and application) -Understand and apply the major concepts of the IASB accounting standards (comprehension and application) -Identify the major discrepancies between IFRS and French accounting (Knowledge and comprehension)
Learning goals (knowledge and know-how expected after completion of the class) ---- -After attending this course the students will: -Know and interpret the 5 IFRS financial statements published by publicly traded companies (= knowledge and comprehension) -Know and apply the 3 consolidation methods (= knowledge and application) -Understand and apply the major concepts of the IASB accounting standards (comprehension and application) -Identify the major discrepancies between IFRS and French accounting (Knowledge and comprehension)
Detailed course syllabi 1. INTRODUCTION TO THE IFRS STANDARDS AND CONVERGENCE PROCESS WITH US GAAP - Worldwide adoption of IFRS - Remaining exceptions 2. PRESENTATION OF FINANCIAL STATEMENTS AND ADDITIONAL DISCLOSURES - Income Statement, Balance Sheet, Statement of Changes in Equity, Notes to the Accounts, CF - Segment reporting 3. REPORTING SCOPE/CONSOLIDATION PRINCIPLES 4. NON FINANCIAL ASSETS AND LIABILITIES - Intangible assets - Property plant and equipment - Impairment of assets - Investment property - Provisions, contingent liabilities and contingent assets
Prerequisites basic knowledge of accounting
Teaching aid
Ouvrages principaux
Wiley IFRS: Practical Implementation Guide and Workbook (Wiley Regulatory Reporting) [Paperback] Abbas A. Mirza (Author), Graham Holt (Author), Liesel Knorr (Author) 3rd Edition edition (15 April 2011)
EM665M81B1 - Purchasing Strategy
(semB. Gr1 : IP)
Mandatory Specialization Course : International Purchasing (IP),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Course Director Pierre BRUCHER
Finalit principale du cours : COMPRENDRE LES NOTIONS IMPORTANTES ACQUERIR LES REFLEXES UTILES UTILISER LES METHODES APPROPRIEES
Learning goals (knowledge and know-how expected after completion of the class) ---- COMPRENDRE LES NOTIONS IMPORTANTES ACQUERIR LES REFLEXES UTILES UTILISER LES METHODES APPROPRIEES
Detailed course syllabi COMPRENDRE L'ENVIRONNEMENT LES LEVIERS ACHATS DEFINIR ET METTRE EN OEUVRE UNE STRATEGIE ACHATS LIVRABLES
Prerequisites AUCUN
Teaching aid
Ouvrages principaux Management des achats et de la Supply Chain (Vuibert) (D Doriol et T Sauvage) Littrature complmentaire
EM665M81B2 - Purchasing Strategy
(semB. Gr2 : IP2)
Mandatory Specialization Course : Logistique et achat international en apprentissage (SCM2),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Finalit principale du cours : COMPRENDRE LES NOTIONS IMPORTANTES ACQUERIR LES REFLEXES UTILES UTILISER LES METHODES APPROPRIEES
Learning goals (knowledge and know-how expected after completion of the class) ---- COMPRENDRE LES NOTIONS IMPORTANTES ACQUERIR LES REFLEXES UTILES UTILISER LES METHODES APPROPRIEES
Detailed course syllabi COMPRENDRE L'ENVIRONNEMENT LES LEVIERS ACHATS DEFINIR ET METTRE EN OEUVRE UNE STRATEGIE ACHATS LIVRABLES
Prerequisites AUCUN
Teaching aid
Ouvrages principaux Management des achats et de la Supply Chain (Vuibert) (D Doriol et T Sauvage) Littrature complmentaire
EM665M82B1 - Reverse Marketing : Proactive purchasing
(gr1: IP,EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), International Purchasing (IP), MIB2,
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Course Director Laurence Viale
Finalit principale du cours : To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic situation. To transform from reactive to a proactive buyer Improve your communication to suppliers and other stakeholders in and outside the organisation
Learning goals (knowledge and know-how expected after completion of the class) ---- To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic situation. To transform from reactive to a proactive buyer Improve your communication to suppliers and other stakeholders in and outside the organisation
Detailed course syllabi 1. Context ? New trends in purchasing function 2. Category segmentation 3. Internal client management, proactive purchasing 4. Benchmark, and market overview, business intelligence 5. Supplier Categorisation and supplier management 6. Medium Term Action Plan by category 7. Communication, purchasing internal "marketing"
Prerequisites Basics knowledge of purchasing. Cycle, levers...
Teaching aid
Ouvrages principaux
Ouvrages consulter Stratgie d?achat Perrotin, Loubre Management des achats, Olivier Bruel Toute la fonction Achats, Philippe Petit Le marketing des achats, Roger PERROTIN Marketing Achat, Andr Marchal Le marketing des achats, Roger PERROTIN Assertiveness Max Eggert Pocketbook ?The 7 habits of highly effective people? by Stephen R. Covey Sites internet Dcision achats, Lettre des achats Achats industriels, Achats faciles Le rseau des achats, Achats industriels, Achatec.com ISPERA CDAF Littrature complmentaire
EM665M82B2 - Reverse Marketing : Proactive purchasing
(gr2: IP2)
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Course Director Laurence Viale
Finalit principale du cours : To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic situation. To transform from reactive to a proactive buyer Improve your communication to suppliers and other stakeholders in and outside the organisation
Learning goals (knowledge and know-how expected after completion of the class) ---- To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic situation. To transform from reactive to a proactive buyer Improve your communication to suppliers and other stakeholders in and outside the organisation
Detailed course syllabi 1. Context ? New trends in purchasing function 2. Category segmentation 3. Internal client management, proactive purchasing 4. Benchmark, and market overview, business intelligence 5. Supplier Categorisation and supplier management 6. Medium Term Action Plan by category 7. Communication, purchasing internal "marketing"
Prerequisites Basics knowledge of purchasing. Cycle, levers...
Teaching aid
Ouvrages principaux
Ouvrages consulter Stratgie d?achat Perrotin, Loubre Management des achats, Olivier Bruel Toute la fonction Achats, Philippe Petit Le marketing des achats, Roger PERROTIN Marketing Achat, Andr Marchal Le marketing des achats, Roger PERROTIN Assertiveness Max Eggert Pocketbook ?The 7 habits of highly effective people? by Stephen R. Covey Sites internet Dcision achats, Lettre des achats Achats industriels, Achats faciles Le rseau des achats, Achats industriels, Achatec.com ISPERA CDAF Littrature complmentaire
EM665M83A - International Purchasing and Negotiation
(semA. IP)
Mandatory Specialization Course : International Purchasing (IP),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Course Director Joel Rauch
Finalit principale du cours : Matriser les techniques de ngociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratgie adapte aux besoins.
Learning goals (knowledge and know-how expected after completion of the class) ---- Matriser les techniques de ngociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratgie adapte aux besoins.
Detailed course syllabi Rappels d?achats de base d?approches comportementales La base de la ngociation I- Les diffrentes tapes de la ngociation II- La communication de ngociation III- La stratgie/tactique de ngociation Check-list Jeux de rles Retour d?exprience
Rappel : Pourquoi ngocier ? Rappel : Quand ngocier ? 7 tapes de l?achat: Nous allons nous intresser plus particulirement la ngociation : Acheteur /Vendeur Rappel : Approche comportementale ??l?envie de travailler?? de M. Thevenet Le travail utile Le travail plaisir La date court terme engage Approche Albert MERHABIAN Rappel : En terme de communication Approche 5-20 Les mots piges viter Rappel : Cheminement d?un problme La thorie du ??timbre??
Pour voir le ??timbre?? Faire attention aux changements des attitudes Rappel : Le triangle d?adhsion Faire adhrer lors de la phase de communication : Chronologie d?un changement :
I- Les diffrentes tapes de la ngociation I-1Marchandage I-2Ngociation I-35 ides chasser I-4Rappel: I-5Une ngociation se prpare I-6Les facteurs influents I-7Les risques l?achat I-8le pouvoir de l?acheteur I-9la dure souhaite de la relation I-101. Les risques l?achat: I-11la matrice risques - profit I-122. Le pouvoir de l?acheteur I-133. La dure souhaite I-144. Le niveaux de prparation I-15technico-commerciale I-16objectifs de l?acheteur conomique objectifs de l?entreprise vendeuse psychologique objectifs du vendeur I-17 La prparation technico-commerciale
I-18Dterminer ses objectifs en matire de: prix dlai conditions de rglement conditions de transport garantie ... Le dlai est dtermin par le demandeur les conditions de paiement et de transport sont fixs le plus souvent par la direction les autres conditions sont galement dtermins par le vendeur Fixer l?objectif PRIX: L?objectif prix Le prix de revient les formules de rvision
La matrice stratgique
I-19- La prparation conomique
de l?offre de la demande de produit de march de distribution de prix
Connais tes adversaires et connais toi toi-mme
I-20- La prparation psychologique
Le vendeur son objectif: vendre Ses motivations quotas ou CA minimum concours de vente Sa typologie
II ? La communication de ngociation
II-1La stratgie de communication Communiquer mthodes obstacles II-2Les faits qui influencent la communication La personne qui dclenche une relation doit chercher le feed-back ds que possible chercher le feed-back Avantages de la reformulation L?metteur Le rcepteur II-3Les principes de base de la ngociation II-4Les obstacles de la ngociation
III ? La stratgie/tactique de ngociation III-1Se fixer des objectifs pour chaque entretien Gain de temps Conflits vits Accs rapide aux rsultats III-2PREPARER Objectif rel Droulement d?une ngociation Droulement d?une ngociation Crer la rceptivit Droulement d?une ngociation Vrifier sa stratgie Droulement d?une ngociation Ngocier point par point ?. pensez aux 3 C Droulement d?une ngociation Faire parler Savoir couter III-3Observer Droulement d?une ngociation Questionner tre en rapport Droulement d?une ngociation Les techniques de persuasion: les doser : Droulement d?une ngociation Attention aux ? Parler au prsent = positif Droulement d?une ngociation Reformulation synthse analyser les rsultats obtenus par rapport aux objectifs analyser le comportement des 2 parties en cours de ngociation: attitudes et arguments ayant emport la dcision, les ractions,... aux personnes concernes la hirarchie si ncessaire laboration du dossier technique Quels sont mes objectifs Qui demande la relation Temps ncessaire la ngociation
Le centre d?achat Les enjeux Les contraintes
Prerequisites Aucun
Teaching aid
Ouvrages principaux l?envie de travailler (M. Thevenet) La Ngociation (Lionel Bellenger) La ngociation achat-vente (Patrick Caverivire, Hassan Souni) L'entretien d'achat : tactiques de ngociation (Roger Perrotin) Ngociation, vente et comportements au quotidien (Charles Winter).
EM665M83B - International Purchasing and Negotiation
(semB. IP2)
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Course Director Joel Rauch
Finalit principale du cours : Matriser les techniques de ngociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratgie adapte aux besoins.
Learning goals (knowledge and know-how expected after completion of the class) ---- Matriser les techniques de ngociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratgie adapte aux besoins.
Detailed course syllabi Rappels d?achats de base d?approches comportementales La base de la ngociation I- Les diffrentes tapes de la ngociation II- La communication de ngociation III- La stratgie/tactique de ngociation Check-list Jeux de rles Retour d?exprience
Rappel : Pourquoi ngocier ? Rappel : Quand ngocier ? 7 tapes de l?achat: Nous allons nous intresser plus particulirement la ngociation : Acheteur /Vendeur Rappel : Approche comportementale ??l?envie de travailler?? de M. Thevenet Le travail utile Le travail plaisir La date court terme engage Approche Albert MERHABIAN Rappel : En terme de communication Approche 5-20 Les mots piges viter Rappel : Cheminement d?un problme La thorie du ??timbre??
Pour voir le ??timbre?? Faire attention aux changements des attitudes Rappel : Le triangle d?adhsion Faire adhrer lors de la phase de communication : Chronologie d?un changement :
I- Les diffrentes tapes de la ngociation I-1Marchandage I-2Ngociation I-35 ides chasser I-4Rappel: I-5Une ngociation se prpare I-6Les facteurs influents I-7Les risques l?achat I-8le pouvoir de l?acheteur I-9la dure souhaite de la relation I-101. Les risques l?achat: I-11la matrice risques - profit I-122. Le pouvoir de l?acheteur I-133. La dure souhaite I-144. Le niveaux de prparation I-15technico-commerciale I-16objectifs de l?acheteur conomique objectifs de l?entreprise vendeuse psychologique objectifs du vendeur I-17 La prparation technico-commerciale
I-18Dterminer ses objectifs en matire de: prix dlai conditions de rglement conditions de transport garantie ... Le dlai est dtermin par le demandeur les conditions de paiement et de transport sont fixs le plus souvent par la direction les autres conditions sont galement dtermins par le vendeur Fixer l?objectif PRIX: L?objectif prix Le prix de revient les formules de rvision
La matrice stratgique
I-19- La prparation conomique
de l?offre de la demande de produit de march de distribution de prix
Connais tes adversaires et connais toi toi-mme
I-20- La prparation psychologique
Le vendeur son objectif: vendre Ses motivations quotas ou CA minimum concours de vente Sa typologie
II ? La communication de ngociation
II-1La stratgie de communication Communiquer mthodes obstacles II-2Les faits qui influencent la communication La personne qui dclenche une relation doit chercher le feed-back ds que possible chercher le feed-back Avantages de la reformulation L?metteur Le rcepteur II-3Les principes de base de la ngociation II-4Les obstacles de la ngociation
III ? La stratgie/tactique de ngociation III-1Se fixer des objectifs pour chaque entretien Gain de temps Conflits vits Accs rapide aux rsultats III-2PREPARER Objectif rel Droulement d?une ngociation Droulement d?une ngociation Crer la rceptivit Droulement d?une ngociation Vrifier sa stratgie Droulement d?une ngociation Ngocier point par point ?. pensez aux 3 C Droulement d?une ngociation Faire parler Savoir couter III-3Observer Droulement d?une ngociation Questionner tre en rapport Droulement d?une ngociation Les techniques de persuasion: les doser : Droulement d?une ngociation Attention aux ? Parler au prsent = positif Droulement d?une ngociation Reformulation synthse analyser les rsultats obtenus par rapport aux objectifs analyser le comportement des 2 parties en cours de ngociation: attitudes et arguments ayant emport la dcision, les ractions,... aux personnes concernes la hirarchie si ncessaire laboration du dossier technique Quels sont mes objectifs Qui demande la relation Temps ncessaire la ngociation
Le centre d?achat Les enjeux Les contraintes
Prerequisites Aucun
Teaching aid
Ouvrages principaux l?envie de travailler (M. Thevenet) La Ngociation (Lionel Bellenger) La ngociation achat-vente (Patrick Caverivire, Hassan Souni) L'entretien d'achat : tactiques de ngociation (Roger Perrotin) Ngociation, vente et comportements au quotidien (Charles Winter).
EM054U94 - Economy of hapiness
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline ECO
number of spots 40
Course Director Francis Munier
Finalit principale du cours : ?We live in a favored age and yet we do not feel favored.? The Progress Paradox sets out to explain ?why capitalism and liberal democracy, both of which justify themselves on the grounds that they produce the greatest happiness for the greatest number, leave so much dissatisfaction in their wake.? Just how important to happiness is wealth? How important is marriage? Parenthood? Job satisfaction? Leisure time? Health? The rate of unemployment? The rate of economic growth? Democratic institutions? Social safety nets, etc.? In other words, how do various factors such as economic growth, unemployment and inflation, as well as institutional variables, affect individual well-being? Are people with a higher income happier than those who earn less? Can we find a correlation between happiness and GDP, both at the individual and national levels? It may appear obvious to ask these kinds of questions, but until recently economists, for the most part, ignored them. Therefore, today?s interest in this area constitutes a real revolution in the field of economics. Then, as an alternative approach, we will use the tools provided by the theory of the ?economics of happiness?. Finally, we will examine the concept of ?Capability,? which provides a framework for understanding to what extent an individual is truly free. The objective of this course is twofold. First, it is to give a solid base enabling students to better understand economic matters and their evolution. Second, an opening will be provided on recent work in economics of happiness which relates to critical issues such as quality of life, sustainable development, and measures of economic performance.
Learning goals (knowledge and know-how expected after completion of the class) ---- ?We live in a favored age and yet we do not feel favored.? The Progress Paradox sets out to explain ?why capitalism and liberal democracy, both of which justify themselves on the grounds that they produce the greatest happiness for the greatest number, leave so much dissatisfaction in their wake.? Just how important to happiness is wealth? How important is marriage? Parenthood? Job satisfaction? Leisure time? Health? The rate of unemployment? The rate of economic growth? Democratic institutions? Social safety nets, etc.? In other words, how do various factors such as economic growth, unemployment and inflation, as well as institutional variables, affect individual well-being? Are people with a higher income happier than those who earn less? Can we find a correlation between happiness and GDP, both at the individual and national levels? It may appear obvious to ask these kinds of questions, but until recently economists, for the most part, ignored them. Therefore, today?s interest in this area constitutes a real revolution in the field of economics. Then, as an alternative approach, we will use the tools provided by the theory of the ?economics of happiness?. Finally, we will examine the concept of ?Capability,? which provides a framework for understanding to what extent an individual is truly free. The objective of this course is twofold. First, it is to give a solid base enabling students to better understand economic matters and their evolution. Second, an opening will be provided on recent work in economics of happiness which relates to critical issues such as quality of life, sustainable development, and measures of economic performance.
Detailed course syllabi IHappiness & Economics a.Salient facts on happiness b.How does income affect happiness? c.How does unemployment affect Happiness?
d.How does inflation and inequality affect happiness? e.Political effects on happiness
IIAmartya Sen?s Capability : Impact of political, social and economic liberty for the nation?s happiness a.The concept of Capability b.Some applications
Prerequisites No
Teaching aid
Ouvrages principaux Bruno FREY [2008], Happiness, A Revolution in Economics, CES, Munich Lectures in Economics, The MIT Press. Cambridge, Massachusetts, London, England. Gregg EARSTERBROOK [2004], The Progress Paradox, Random House Trade Paperbacks Edition, Toronto, Canada Joseph E. STIGLITZ, Amartya SEN & Jean-Paul FITOUSSI [2010], Report by the Commission on the Measurement of Economic Performance and Social Progress, www.stiglitz-sen-fitoussi.fr Amartya SEN [2002], Rationality and Freedom, Harvard, Harvard Belknap Press Martha C. NUSSBAUM [2011], Creating Capabilities: The Human Development Approach, The Belknap Press Littrature complmentaire
EM054U95 - Storytelling and Self-Management
Year univ 2013
Level Master 1
Semester 1,2
Ects 3
language en
Discipline MAN
number of spots 30
Course Director Patricia Tehami
Finalit principale du cours : LE COURS EST DELIVRE ENTIEREMENT EN ANGLAIS
Le cours se propose d'utiliser la technique anglo-saxonne du "Storytelling" afin de dcliner diffrentes formes de rcits personnels orients vers la recherche d'emploi et le dveloppement de carrire.
Les comptences vises se regroupent de la faon suivante:
- Identifier, slectionner et reproduire des mcanismes narratifs - Identifier et mettre en valeur ses comptences ("soft skills, hard skills") - Apprhender la dimension interculturelle du "storytelling" - Dvelopper son "Personal Branding" - Construire sa gestion de carrire
- S'auto-valuer - Se mettre en rcit - Dcliner son rcit suivant les diffrents modes d'usage - Communiquer en anglais selon les codes d'usage appropris
- Reconnatre et exprimer son identit personnelle - S'adapter l'auditoire - Cultiver l'authenticit
Learning goals (knowledge and know-how expected after completion of the class) ---- LE COURS EST DELIVRE ENTIEREMENT EN ANGLAIS
Le cours se propose d'utiliser la technique anglo-saxonne du "Storytelling" afin de dcliner diffrentes formes de rcits personnels orients vers la recherche d'emploi et le dveloppement de carrire.
Les comptences vises se regroupent de la faon suivante:
- Identifier, slectionner et reproduire des mcanismes narratifs - Identifier et mettre en valeur ses comptences ("soft skills, hard skills") - Apprhender la dimension interculturelle du "storytelling" - Dvelopper son "Personal Branding" - Construire sa gestion de carrire
- S'auto-valuer - Se mettre en rcit - Dcliner son rcit suivant les diffrents modes d'usage - Communiquer en anglais selon les codes d'usage appropris
- Reconnatre et exprimer son identit personnelle - S'adapter l'auditoire - Cultiver l'authenticit
Detailed course syllabi YOU ARE REQUIRED TO BRING YOUR LAPTOP TO THE FIRST SESSION
Session 1 - Intercultual underpinnings - Theory and usages - Self-evaluation - Analysis (present / future)- General feedback Session 2 - Storytelling, Personal Branding, Career Development Session 3 - Eliciting your personal narrative material (clusters and patterns): your "backstory",your "gifts" and expertise, your learning experience, your values Session 4 - Above work continued Session 5 - Identifying a storyline Session 6 - Your audience as the real hero Session 7 - Compacting a story: Elevator pitches - Body language, intonation Session 8 - Expanding a story: your full-length story (1page)- Structures and usages - Values - Verb tenses in storytelling Session 9 - How good is your story? Believability, humanising, empathy Session 10 - Ready for dispatch: CVs, cover letters, job interviews, job appraisals, project descriptions, etc. - Conclusion: tips on how to tell a story
Prerequisites - Ouverture d'esprit - Volont d'laborer son projet professionnel - Niveau d'anglais minimum requis: B2 (http://www.coe.int/t/DG4/Portfolio/?L=F&M=/main_pages/levelsf.html)
Teaching aid
Ouvrages principaux Une bibliographie/webographie plus complte sera distribue en cours ainsi que des fiches de vocabulaire pour l'expression en anglais. - Steve Denning - http://www.stevedenning.com/site/Default.aspx - Terence Gargiulo, "Stories at Work: Using Stories to Improve Communication And Build Relationships" (2006) - Annette Simmons, "The Story Factor" (2006)- http://www.annettesimmons.com/books/the-story-factor/ - http://astoriedcareer.com/terrence_gargiulo_qa.html - http://www.getstoried.com/ - http://www.storybranding.com/site/ Littrature complmentaire
Grading Policy
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EM1F4U26 - Introduction to European Economy I
Mandatory Specialization Course : MIB1,
Year univ 2013
Level Master 1
Semester 1,2
Ects 3
language en
Discipline ECO
number of spots 47
Course Director Sabine Menu
Finalit principale du cours : Students will be able to acquire the indispensable knowledge on the European Union: why was it created nearly 60 years ago, and what are the main goals pursued today? Who rules the EU? Has the EU become a worldpower? etc. The course will review the main economic issues of the EU in an historical perspective and identify the most topical issues (euro crisis...). By the end of the course, students are expected to develop a critical analysis on these issues.
Learning goals (knowledge and know-how expected after completion of the class) ---- Students will be able to acquire the indispensable knowledge on the European Union: why was it created nearly 60 years ago, and what are the main goals pursued today? Who rules the EU? Has the EU become a worldpower? etc. The course will review the main economic issues of the EU in an historical perspective and identify the most topical issues (euro crisis...). By the end of the course, students are expected to develop a critical analysis on these issues.
Detailed course syllabi Session 1: Why the EU? Institutions and governance Session 2: The Single Market Session 3: EU economic policies Session 4: The Economic and Monetary Union Session 5: The EU and the world (1) Session 6: The EU and the world (2) Session 7:Current opportunities and challenges in the EU Session 8: final exam and synthesis
Prerequisites none. The course will be taught in English.
Teaching aid
Ouvrages principaux Chang M, Monetary integration in the European Union, Palgrave, 2009 Dinan D, Ever closer Union. An introduction to European integration, 3rd edition, Palgrave, 2003 Leonard D, Guide to the European Union. The definitive guide to all aspects of the EU, 10th edition, The Economist/Profile Books, 2010 Littrature complmentaire
EM054U1BB1 - Sustainable development /Developpement durable - semB - Gr1
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline STR
number of spots 40
Course Director Pia Imbs
Finalit principale du cours : Develop critical thinking in terms of sustainable development issues. Identify any opportunities, arbitration and constraints involved in deploying sustainable development tools. Understand the theories and the practices of corporate social responsibility Learn appraisal methods and techniques for social, economic and environmental audits. Analyse, build and apply concrete, cross-border solutions through the appraisal and development of projects.
Learning goals (knowledge and know-how expected after completion of the class) ---- Develop critical thinking in terms of sustainable development issues. Identify any opportunities, arbitration and constraints involved in deploying sustainable development tools. Understand the theories and the practices of corporate social responsibility Learn appraisal methods and techniques for social, economic and environmental audits. Analyse, build and apply concrete, cross-border solutions through the appraisal and development of projects.
Detailed course syllabi ?Definition and finalities of sustainable development ?Concept and history ?Environmental and social prospects ?Geopolitical and international issues ?Indicators of sustainable development ?Elements of controversy: decrease ?Corporate social responsibility practices ?Diagnostic tools and dialogue with corporate stakeholders ?Key process management ?Deploying sustainable development in organizations ?Project management ?Change management
Prerequisites nb: ce cours sera en partie en franais, en partie en anglais; les tudiants prparent des interventions et des dossiers en anglais
Teaching aid
Ouvrages principaux
CAPRON M., QUAIREL F., La responsabilit sociale d?entreprise, La dcouverte, 2007 IMBS P., L?entreprise expose des responsabilits largies, Ed. EMS, 2005 GOND JP., IGALENS J., La responsabilit sociale de l?entreprise, PUF, 2008 CRANE, WILLIAMS, MATTEN, MOON,SIEGEL, Corporate Social Responsbnility, The Oxford Handbook, 2008 Littrature complmentaire
EM054U28 - Management of international teams
Year univ 2013
Level Master 1
Semester 1,2
Ects 3
language en
Discipline HRM
number of spots 70
Course Director Jos-Luis Vallejo-Garcia
Finalit principale du cours : This course provides a starting point to future team managers dealing with culturally diverse teams in domestic and international business settings. After this course students will develop skills to:
- Identify and embrace intercultural awareness in team management and distinguish organizational culture and individual identities - Identify obstacles to communication within the workplace due to cultural differences - Differentiate the pillars and keys of intercultural communication - Identify the major concepts in human resource policies in international businesses - Apply the concepts to develop the recruitment process and establishing working contracts in global firms - Analyze and adapt different mechanisms in staff mobility and the management of distant staff - Identify and decide on management mechanisms of performance through evaluation and feedback in foreign contexts
Learning goals (knowledge and know-how expected after completion of the class) ---- This course provides a starting point to future team managers dealing with culturally diverse teams in domestic and international business settings. After this course students will develop skills to:
- Identify and embrace intercultural awareness in team management and distinguish organizational culture and individual identities - Identify obstacles to communication within the workplace due to cultural differences - Differentiate the pillars and keys of intercultural communication - Identify the major concepts in human resource policies in international businesses - Apply the concepts to develop the recruitment process and establishing working contracts in global firms - Analyze and adapt different mechanisms in staff mobility and the management of distant staff - Identify and decide on management mechanisms of performance through evaluation and feedback in foreign contexts
Detailed course syllabi SESSION 1 -Presentation of the course -Introduction to culture and organizations -Introduction to Human resources policies in international businesses
Reading: ?Earley, C., Mosakowski, E. (2004): Cultural intelligence. Best practice. Harvard Business Review
SESSION 2 -Organizational culture and individual identities -Intercultural communication: pillars and keys
-Staff mobility : preparing for assignments, expatriation and re-entry
Reading: ?Hofsteede, G. (1994): The Business of International Business is Culture. International Business Review Vol. 3, No. 1, pp. 1 14,1994
SESSION 3 -Managing international working contracts and expatriation in global firms -Performance management: evaluation and feedback in foreign environments
Reading: ?Seak, N., Enderwick, P. (2008): The management of New Zealand expatriates in China. The International Journal of Human Resource Management. Vol. 19, No. 7.
SESSION 4 -Managing distant staff * Presentation and debate on the case studies
Reading:
?Case-study: to be communicated
SESSION 5 -Managing multiple project teams -Global managers
Reading:
?Lena Zandera,*, Christina L. Butler (2010): Leadership modes: Success strategies for multicultural teams. Scandinavian Journal of Management (2010) 26, 258?267
Prerequisites No prerequisite A strong interest for intercultural communication and diversity
Teaching aid
Ouvrages principaux See course details Littrature complmentaire
EM1F4M02 - Corporate Governance
Mandatory Specialization Course :
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MAN
number of spots 50
Course Director Odile Paulus
Finalit principale du cours : - To identify the sources and limits of power in a company - To understand why it is necessary to limit the power of the CEO - To classify the stakeholders according to their salience - To check whether the stakeholders are properly related to the CEO according to their salience - To appreciate the balance between independence and competence in governance mechanisms - To justify that several combinations of governance mechanisms are possible and should be adapted to the cultural and economic situation of the company - To analyze how governance mechanisms impact the strategic choices - To discuss the main governance mechanisms: the board, the internal control, executives incentives, auditors, banks, the SEC, the takeovers - To use the notion of entrepreneur of governance
Detailed course syllabi Introduction: Typology of corporate governance mechanisms
Partie I : Governance mechanisms
Partie II : Different views of corporate governance
Partie III : International comparison of corporate governance
Prerequisites
Teaching aid
Ouvrages principaux
EM1F4M03 - Marketing Basics
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MKT
number of spots 60
Course Director Andreas Munzel
Finalit principale du cours : Upon completion of the course, students will have developed and acquired skills to: ?Understand marketing as function within the company and as customer-focused concept beyond departmental boundaries; ?Understand the basic concepts in consumer behavior as well as in strategic marketing; ?Understand the language and vocabulary of marketing and use the main marketing-related terms; ?Recognize that a good marketer is a responsible marketer; ?Assess the major internal and external factors influencing strategic marketing decisions; ?Design a marketing plan based on the relevant marketing parameters.
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will have developed and acquired skills to: ?Understand marketing as function within the company and as customer-focused concept beyond departmental boundaries; ?Understand the basic concepts in consumer behavior as well as in strategic marketing; ?Understand the language and vocabulary of marketing and use the main marketing-related terms; ?Recognize that a good marketer is a responsible marketer; ?Assess the major internal and external factors influencing strategic marketing decisions; ?Design a marketing plan based on the relevant marketing parameters.
Detailed course syllabi 1. Introduction: Roles and definition of marketing
2. Groundwork: Market research and analysis 2.1 Markets as focal points in marketing 2.2 Market analysis: Assessing the marketing environment 2.3 Marketing research: Importance and process
3. Customers: Segmentation and target-group specific positioning 3.1 Basics in consumer behavior 3.2 Segmentation 3.3 Target-group specific positioning
4. Strategies and Mix: Designing the strategic marketing program 4.1 Company and marketing strategy: An overview 4.2 Products, services and brands 4.3 Pricing and pricing strategies 4.4 Marketing channels and distribution 4.5 Integrated marketing communications
5. Implementation: Role of marketing, sales, information systems and human resources
Prerequisites This is an introductory course to marketing. However, a basic understanding of business administration is helpful.
Teaching aid
Ouvrages principaux Recommended texts: Homburg, C./ Kuester, S./ Krohmer, H. (2009): Marketing Management - A Contemporary Perspective, McGraw-Hill, London. Kotler, P./ Keller, K.L. (2011): Marketing Management, 14th ed., Prentice Hall, Harlow. Kotler, P./Armstrong, G. (2012): Principles of Marketing, Fourteenth Edition, Pearson, Harlow. Kotler, P./ Armstrong, G./ Wong, V./ Saunders, J. (2008): Principles of Marketing, Fifth European ed., Pearson, Harlow. Schiffman, L./ Kanuk, L. (2010): Consumer Behavior, Tenth Edition, Pearson, Harlow. Additional books: Sheth, J.N./ Sisodia, R.S. (2006): Does Marketing Need Reform? Fresh Perspectives on the Future, Sharpe. Post, J.E./ Preston, L./ Sachs, S. (2002): Redefining the Corporation, Stakeholder Management and Organizational Wealth, Stanford University Press, Stanford. Littrature complmentaire
EM1F4M05 - European Project Management
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MAN
number of spots 35
Course Director Sabine Cullmann
Finalit principale du cours : The objective of this course is twofold: Knowing the bases of classical project planning and management and of new concepts in project management by information and knowledge transfer, especially in open projects between research and industry, Being able to conceive, plan, and manage a project.
Learning goals (knowledge and know-how expected after completion of the class) ---- The objective of this course is twofold: Knowing the bases of classical project planning and management and of new concepts in project management by information and knowledge transfer, especially in open projects between research and industry, Being able to conceive, plan, and manage a project.
Detailed course syllabi Conceptual introduction (classical views and concepts of project management vs. project management by knowledge and information, case studies) Work groups and projects
Presentations of work groups
Project planning by knowledge and information (objectives, deliverables, competences and resources, information transfer, roles and responsibilities of project members, tools for controlling and monitoring, simulations) Application in work groups and concrete projects
Project management by knowledge and information (project launch, control, crisis, scenario analysis, meetings, simulations) Application in work groups and concrete projects
Presentations
Prerequisites None
Teaching aid
Ouvrages principaux
Buttrick, R. (2010), Gestion de projets, 4me dition, Pearson Cullmann, S. (2010), Le rle de la communication pour le dveloppement de produits nouveaux, Peter Lang Garel, G. (2003), Le management de projet, Editions La Dcouverte, Paris Garel, G. (2003), Pour une histoire de la gestion de projet , Grer et Comprendre, dcembre, n 74, 77-89 Maylor, H. (2010), Project Management, fourth edition, Prentice Hall Pinto, J. K. (2010), Project Management, second edition, Pearson Littrature complmentaire
EM1F4M09 - European Integration - I
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline HRM
number of spots 160
Finalit principale du cours : Upon completion of the course, students will have developed and acquired skills to: - Identify and embrace the strong foundation of the European idea and the history of the European movement leading to the European Union of today - Examine the different treaties shaping the Union and the underlying ideologies and political goals of the member states, - Critically evaluate the draft constitution and the Lisbon Treaty.
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will have developed and acquired skills to: - Identify and embrace the strong foundation of the European idea and the history of the European movement leading to the European Union of today - Examine the different treaties shaping the Union and the underlying ideologies and political goals of the member states, - Critically evaluate the draft constitution and the Lisbon Treaty.
Detailed course syllabi 1. The European Idea 2. Europe?s Decline in the 20th Century 3. The Results of WW II and the starting Cooperation in Post war Europe 4. The Founding Treaties of Paris and Rome 5. The Treaties of Maastricht and Amsterdam 6. The Nice Treaty and its Consequence: the Constitution 7. Problems and Chances of the Latest Enlargement 8. Perspectives for Further Development
Prerequisites
Teaching aid
Ouvrages principaux
Textbooks John McCormick, Understanding the European Union, (Palgrave) 2OO2 Desmond Dinan, Ever Closer Union, (Palgrave) 2OO2 Further Readings Neill Nugent, The Government and Politics of the European Union (Palgrave) 2OO3 Marie-Therese Bitsch, Histoire de la Construction Europene, Paris 1996 John Newhouse, Europe Adrift, (Pantheon) 1997 Desmond Dinan, Encyclopaedia of the European Union, (Lynne Riener) 1998 Clifford Hackett, The European Community arrives (Greenwood) 1995 Hagen Schulze, Staat und Nation in der Geschichte Europas; Muenchen 1999 Littrature complmentaire
EM1F4M10 - European Integration - II
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline HRM
number of spots 138
Finalit principale du cours : The goal of this course is to enable the student to understand the institutional set up of the European Union and its decision-making procedures and dynamics. In the second part we will analyse the different policies, especially the Single Market, the Common Agricultural Policy and examples of policies which are in the second and third pillar of the Maastricht Treaty.
Learning goals (knowledge and know-how expected after completion of the class) ---- The goal of this course is to enable the student to understand the institutional set up of the European Union and its decision-making procedures and dynamics. In the second part we will analyse the different policies, especially the Single Market, the Common Agricultural Policy and examples of policies which are in the second and third pillar of the Maastricht Treaty.
Detailed course syllabi ?The Infrastructure of the European Union and its Policies?
1. The institutions of the European Union: - The Commission - The European Parliament - The Council of Ministers - The European Council - The Court of Justice
2. The Decision-making Procedures and Dynamics
3. The European Union Policies:
- The Single Market - The Common Agricultural Policy - The Immigration Policy - The Common Foreign and Security Policy
Prerequisites
Teaching aid
Ouvrages principaux
Textbooks John McCormick, Understanding the European Union, (Palgrave) 2OO2 Desmond Dinan, Ever Closer Union, (Palgrave) 2OO2 Further Readings Neill Nugent, The Government and Politics of the European Union (Palgrave) 2OO3 Marie-Therese Bitsch, Histoire de la Construction Europene, Paris 1996 John Newhouse, Europe Adrift, (Pantheon) 1997 Desmond Dinan, Encyclopaedia of the European Union, (Lynne Riener) 1998 Clifford Hackett, The European Community arrives (Greenwood) 1995 Hagen Schulze, Staat und Nation in der Geschichte Europas; Muenchen 1999 (cf. class on ?History of the European Integration?, semester A) Littrature complmentaire
EM1F4M20 - Basics in Supply Chain Management
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Finalit principale du cours : UNDERSTAND SCM STAKES AND PRACTICES (PURCHASING - PROCUREMENT - MANFUFACTURING - DISTRIBUTION AND TRANSPORT)
Learning goals (knowledge and know-how expected after completion of the class) ---- UNDERSTAND SCM STAKES AND PRACTICES (PURCHASING - PROCUREMENT - MANFUFACTURING - DISTRIBUTION AND TRANSPORT)
Detailed course syllabi INTRODUCTION : MANAGEMENT STAKES IN PURCHASING AND SCM PURCHASING IN SC PROCUREMENT IN SC INVENTORY MANAGEMENT MANUFACTURING IN SC DISTRIBUTION AND TRANSPORT OPTIMIZATION
Prerequisites ENGLISH SPOKEN AND WRITTEN
Teaching aid
Ouvrages principaux "SCM - FROM VISION TO IMPLEMENTATION" (FAWCETT, ELLRAM & OGDEN) - PEARSON PRENTICE HALL "SCM - STRATEGY, PLANNING & OPERATION" (CHOPRA & MEINDL) - PEARSON PRENTICE HALL "BUT, UN PROCESSUS DE PROGRES PERMANENT" (GOLDRATT) "EXPORTER, PRATIQUE DU COMMERCE INTERNATIONAL" (FOUCHER) "LA LOGISTIQUE" (P. VALLIN) Management des achats et de la supply chain (David Doriol et Thierry Sauvage)- Vuibert Littrature complmentaire
EM1F4M21 - Basics in Innovation Management
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MAN
number of spots 35
Course Director Anastasios Stilianidis
Finalit principale du cours : Content:
Companies have already realized that innovations are a critical necessity. Therefore, they invest significant portions of their resources in R&D, but still a lot of firms fail to select the best ideas and commercialize innovation effectively. Today only 12% of the introduced innovations can be labelled as a success. The rest 88% create spectacular failures, cyclical company performance, stagnation, and even erosion. The aim of the course is to present how innovation management can be organized successfully.
Upon completion of the course, students will be able to:
- Identify and embrace the critical necessity of innovations for companies - Use and understand the fundamental concepts, methods and theories in managing innovations - Analyze and define the innovation process from selecting the best ideas to the commercialization of innovations - Apply the discussed concepts to critically evaluate the success factors of innovations based on case studies (successes and failures) - Adapt the knowledge discussed in class to successfully configurate and coordinate the innovation management process.
Learning goals (knowledge and know-how expected after completion of the class) ---- Content:
Companies have already realized that innovations are a critical necessity. Therefore, they invest significant portions of their resources in R&D, but still a lot of firms fail to select the best ideas and commercialize innovation effectively. Today only 12% of the introduced innovations can be labelled as a success. The rest 88% create spectacular failures, cyclical company performance, stagnation, and even erosion. The aim of the course is to present how innovation management can be organized successfully.
Upon completion of the course, students will be able to:
- Identify and embrace the critical necessity of innovations for companies - Use and understand the fundamental concepts, methods and theories in managing innovations - Analyze and define the innovation process from selecting the best ideas to the commercialization of innovations - Apply the discussed concepts to critically evaluate the success factors of innovations based on case studies (successes and failures) - Adapt the knowledge discussed in class to successfully configurate and coordinate the innovation management process.
Detailed course syllabi Different aspects of the innovation process will be discussed in depth:
1) Developing aspects for product and services 2) Idea generation and selection
3) Strategies concerning technologies, and intellectual property rights to appropriate the value of the innovation.
Furthermore, a number of methods and theories are going to be presented for a better understanding of managing innovations.
Prerequisites Basics in general business administration.
Teaching aid
Ouvrages principaux Literature Burr, W. (2004), Innovationen in Organisationen, Stuttgart D?Aveni, R.A. (1994), Hypercompetition, New York Hippel, E. von (1986), Lead Users: A Source of Novel Product Concepts, in: Management Science, Vol 32, Nr. 7, p. 791-805 Grant (2008), Comtemporary Strategy, 6th edition, Oxford Porter, M.E (1985), Competitive Advantage, New York Teece, D.J. (1986), Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy, in: Research Policy, Vol. 15, p. 285-305 Tidd, J.; Bessant, J. (2009), Managing Innovation, 4th edition, West Sussex Utterback, J.M. (1996), Mastering the dynamics of innovation, Boston, Massachusetts
Case studies Stilianidis, A. (2011), IKEA, in: Cases on Innovation, Services and Technology, Vol.3, Issue 1 Stilianidis, A. (2011), Starbucks, in: Cases on Innovation, Services and Technology, Vol.3, Issue 2 Stilianidis, A., Stefanova, E. (2011), The new fitness world, in: Cases on Innovation, Services and Technology, Vol.3, Issue 3 Stilianidis, A., Stefanova, E. (2011), The tourist industry, in: Cases on Innovation, Services and Technology, Vol.3, Issue 4 Littrature complmentaire
Grading Policy Num 1 1 Evaluation finale finale Forme Ecrite Ecrite .. en groupe en groupe Prcisions QCM QCM Langue english english Dure 20 30 Pondration 1% 1% Date voir 1 voir 2
EM1F4M22 - Basics in Human Resource Management
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline HRM
number of spots 30
Course Director Jean-Jacques Hincker
Finalit principale du cours : As futur managers, understand and be able to summarize basics of the HR function as well as have an overview of the strategic dimensions of HRM. Explain a professional Human Resource Management in a global level Be able to explain how the HRM function contributes to optimize human capital and to create added value Be able to explain the importance and the output of a valuable HR model Understand the challenges of HRM and the transformation the function is facing out
Learning goals (knowledge and know-how expected after completion of the class) ---- As futur managers, understand and be able to summarize basics of the HR function as well as have an overview of the strategic dimensions of HRM. Explain a professional Human Resource Management in a global level Be able to explain how the HRM function contributes to optimize human capital and to create added value Be able to explain the importance and the output of a valuable HR model Understand the challenges of HRM and the transformation the function is facing out
Detailed course syllabi Course introduction ?Cross presentation ?Program presentation ?Course objectives
Chapter 1 Human Resources Management Definitions ?What is HRM? ?Overview of the Human Resources different definitions ?Group activity
Chapter 2 Human Resources Management Functions ?Overview of the main HR functions: oHR planning, recruiting and selection, oHR development, oCompensation & benefits, oSafety & health, oEmployee and labor relations, oHR research oHR Marketing oInternational HRM
oHR Controlling & Reporting oe-HRM oHR Organization oLabor Law
Chapter 3 Human Resources Management Actors & Roles ?Who is involved in HRM ? ?HRM and company management ?The HR Department ?Evolving role of HR source ?HR evolving role ? new capabilities ?Review questions ? definition ?functions- actors & roles Chapter 4 Human Resources Management Organization models, developing a Value Driven HR Delivery Model ?HR Organization Structure and HR Organizational Chart ?Why is efficient HR Organizational Structure so important? ?The resulting HR Organizational Structure ?HR Roles and Responsibilities of the main HR Organizational units: oMain HR Front Office Tasks oMain HR Back Office Tasks oThe center of excellence oThe Organizational Design Theory ?Developing a Value Driven HR Delivery Model oWhy Develop a Value Driven HR Delivery Model? oWhat are the Roles of a Value Driven HR Delivery Model? oBecoming a Strategic Partner oBecoming a Change Agent oBecoming an Administrative Expert oBecoming an Employee Champion ?Review questions ? HR models
Chapter 5 Human Resources Management main Processes (Recruiting, Compensation &Benefits, Performance Management, Leadership Development)
?Recruiting oDefining recruitment strategy oWhat is the Corporate Recruitment Strategy? oRecruitment and Selection oOpening job position oWhat is social recruiting? oInternal Recruitment Benefits oInternal Recruitment Process Weaknesses oExternal Recruitment oJob Resume: components to observe oRecruitment Process Design and Development oDesigning Recruitment Process: Recruitment Measures oReview questions ? Recruiting ?Compensation & benefits oCompensation and Benefits HR Processes oGlossary oTotal Cash basic components oWhat is a competitive salary? oCorrect Base Salary Setting oThe bonuses oCompensation Strategy oWhy retention and turnover
matter? oCompensation Position on the Pay Market oHigh performance culture and compensation strategy oBase Salary Management oReview questions ? C&B ?Performance management oPerformance management: definition oPerformance management: conditions to success oSetting up objectives oDevelopment Planning Process ?Leadership development oStrategic Issue: Leadership Competence ?Developing Human Capital oDefinition of Human Capital and Firm Performance oHuman Capital Theory oHuman Capital Management
Chapter 6 Training & Development with external intervention (on T&D experience)
Chapter 7 Human Resources Management Planning ?HRP relates to Organizational Planning ?HRP process: the steps ?Determining organizational objectives: cascade approach
Chapter 8 Human Resources Management challenges ?HRM ? it?s about results ?Challenges for HR managers ?Diversity in the workforce ?Diversity and contributions of diversity ?Regulatory changes ?Structural changes to organizations ?Technological and managerial changes within organizations ?Human resource in the future
Chapter 9 Human Resources Management Transformation ?The factors which drive change in HRM? ?What does the HR need to focus on?
Prerequisites The students are supposed to have a good knowledge of the business in theire respective countries
Teaching aid
Ouvrages principaux Mustafa zbilgin ? International Human Resource Management (2004, Palgrave) James Vardaman course ? on youtube HRM advice - HR Management guide - http://hrmadvice.com/ Dr. John Sullivan - www.drjohnsulivan.com The Relationship Between HR Practices and Firm Performance: Examining Causal Order - Patrick M. Wright Timothy M. Gardner Lisa M. Moynihan Mathew R. Allen - Working Paper 04-06 - CAHRS / Cornell University? feb 2005) HRM and Performance: What?s Next? Jaap Paauwe, Paul Boselie, Cornell University ILR School DigitalCommons@ILR - Working Paper 05 ? 09) HR Transformation: http://www.slideshare.net/robscottinsyd/10-things-hr-transformation Lloyd L. Byars, Leslie W. Rue in Human Resource Management, McGraw-Hill Companies,Incorporated, 9 sept. 2010 Uluslararası Sosyal Aratırmalar Dergisi, The Journal of International Social Research Volume 2 / 8 Summer 2009 Applying the Ulrich Model of HR. Developing a Value Driven HR Delivery Model. - 2007 Capgemini ? NCOAUG presentation
EM1F4M23 - Basics in Management of Information Systems
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MSI
number of spots 50
Course Director Jessie Pallud
Finalit principale du cours : The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and organizations. As a future (top) manager, you need to know how IS can create a competitive advantage for your company. Issues such as the strategic alignment, strategies on the Internet, outsourcing decisions represent other important knowledge for managers.
The objectives are the following : 1) Evaluate the role played by the major types of systems in a business 2) Analyze and discuss the impacts of IS on management and strategy 3) Understand the challenges posed by implementing IS in organizations 4) Identify new business opportunities and strategies on Internet
Learning goals (knowledge and know-how expected after completion of the class) ---- The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and organizations. As a future (top) manager, you need to know how IS can create a competitive advantage for your company. Issues such as the strategic alignment, strategies on the Internet, outsourcing decisions represent other important knowledge for managers.
The objectives are the following : 1) Evaluate the role played by the major types of systems in a business 2) Analyze and discuss the impacts of IS on management and strategy 3) Understand the challenges posed by implementing IS in organizations 4) Identify new business opportunities and strategies on Internet
Detailed course syllabi The following topics will be addressed in class : IS in the enterprise IS, organizations, and strategy (competitive advantage) Outsourcing, offshoring, cloud computing E-business models (web 2.0 strategies) Emerging technologies (disruptive technologies)
Prerequisites Knowledge in management
Teaching aid
Ouvrages principaux
The following books are not mandatory, but they represent useful resources if you want to investigate a topic closer during the semester. Kenneth C. Laudon, Jane P. Laudon (2010). Management Information Systems: Managing the Digital Firm, 11th edition, Editor: Pearson Education. Paul Bocij, Andrew Greasley, Simon Hickie (2008). Business Information Systems: Technology, Development and Management, 4th edition, Prentice Hall. Carl Shapiro and Hal R. Varian (1999). Information Rules, Boston MA: Harvard Business School Press. Littrature complmentaire
EM1F4M24A - Ethics and Management
(sem.A visi)
Mandatory Specialization Course :
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline HRM
number of spots 50
Course Director Anne Carrol Moise
Finalit principale du cours : When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two environments, namely the internal and the external. In viewing their internal environment, managers need to evaluate the markets and economic structure of the markets in which their businesses compete. How businesspeople deal with this is the subject matter for what has traditionally been called by economists, Industrial Policy. There is also an external environment, i.e., those political and social forces that play in formulating the strategy of the firm. These political and social forces shape a firm's relationships with its various stakeholders that include all those individuals and institutions which have a vested interest in the performance of the firm both financially and socially. Usually, the stakeholders include the local community, regional community, Government (at all levels and branches) unions, stockholders, employees, etc.. The purpose of this course is to examine how the business (internal environment) and public policy (external environment) processes interact. The first part of the course will examine the ?economics? of these ?Sin? industries: Cigarettes, Alcohol and Gambling. We will analyze how these firms in these industries compete as well the structure of these industries. The second part of the course will analyze how public policy makers view these industries.
Detailed course syllabi Readings/Case: Packet of Readings and Cases that is available at the bookstore. Every session I will have an assignment sheet for you along with questions for the case or reading.
DatesTopicsReadings/Cases
January 7Introduction to the Ethics and Reading: ?A Model to Evaluate Ethical Public PolicyValues and Public Policy?
?A Tale of Two Sins?
January 8The Alcohol IndustryReading: ?A Brief History of the American Alcohol Industry
Case: Brazilian Beer Merger
January 9The Tobacco IndustryReading: The Smoke Wars
Case: Philip Morris USA: The 2003 Wholesale Price Promotion
January 10The Gambling IndustryReading: Casinos or No Casinos: What are the relevant considerations
Case: Legalizing Internet and Sports Gambling
January 11Future Issues: Legalization of The Role of Government in the Sin Industries Marijuana
Prerequisites An interest in how business deals with Ethical issues and the public policy process.
Teaching aid
Ouvrages principaux
EM1F4M24B - Ethics and Management
(sem.B MIB1,Visi)
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline HRM
number of spots 50
Course Director Richard McGOWAN
Finalit principale du cours : When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two environments, namely the internal and the external. In viewing their internal environment, managers need to evaluate the markets and economic structure of the markets in which their businesses compete. How businesspeople deal with this is the subject matter for what has traditionally been called by economists, Industrial Policy. There is also an external environment, i.e., those political and social forces that play in formulating the strategy of the firm. These political and social forces shape a firm's relationships with its various stakeholders that include all those individuals and institutions which have a vested interest in the performance of the firm both financially and socially. Usually, the stakeholders include the local community, regional community, Government (at all levels and branches) unions, stockholders, employees, etc.. The purpose of this course is to examine how the business (internal environment) and public policy (external environment) processes interact. The first part of the course will examine the ?economics? of these ?Sin? industries: Cigarettes, Alcohol and Gambling. We will analyze how these firms in these industries compete as well the structure of these industries. The second part of the course will analyze how public policy makers view these industries.
Learning goals (knowledge and know-how expected after completion of the class) ---- When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two environments, namely the internal and the external. In viewing their internal environment, managers need to evaluate the markets and economic structure of the markets in which their businesses compete. How businesspeople deal with this is the subject matter for what has traditionally been called by economists, Industrial Policy. There is also an external environment, i.e., those political and social forces that play in formulating the strategy of the firm. These political and social forces shape a firm's relationships with its various stakeholders that include all those individuals and institutions which have a vested interest in the performance of the firm both financially and socially. Usually, the stakeholders include the local community, regional community, Government (at all levels and branches) unions, stockholders, employees, etc.. The purpose of this course is to examine how the business (internal environment) and public policy (external environment) processes interact. The first part of the course will examine the ?economics? of these ?Sin? industries: Cigarettes, Alcohol and Gambling. We will analyze how these firms in these industries compete as well the structure of these industries. The second part of the course will analyze how public policy makers view these industries.
Detailed course syllabi Readings/Case: Packet of Readings and Cases that is available at the bookstore. Every session I will have an assignment sheet for you along with questions for the case or reading.
DatesTopicsReadings/Cases
January 7Introduction to the Ethics and Reading: ?A Model to Evaluate Ethical
Public PolicyValues and Public Policy?
?A Tale of Two Sins?
January 8The Alcohol IndustryReading: ?A Brief History of the American Alcohol Industry
Case: Brazilian Beer Merger
January 9The Tobacco IndustryReading: The Smoke Wars
Case: Philip Morris USA: The 2003 Wholesale Price Promotion
January 10The Gambling IndustryReading: Casinos or No Casinos: What are the relevant considerations
Case: Legalizing Internet and Sports Gambling
January 11Future Issues: Legalization of The Role of Government in the Sin Industries Marijuana
Prerequisites An interest in how business deals with Ethical issues and the public policy process.
Teaching aid
Ouvrages principaux Included in the detailed course outline. Littrature complmentaire
EM1F4M25B1 - Diversity Management
(sem.B
gr1 : MIB1)
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MAN
number of spots 50
Course Director Sabrina Perugien
Finalit principale du cours : There shall be 5 classes of 4 hours each.
This course will provide students a good understanding of Diversity management (conceptual approach and main principles).
The course will explore the mechanism of discrimination (stereotypes and prejudices) so as to train and sensitize students to the respect of individual differences in the workplace.
At the end of the course, students will be aware of the main challenges raised by the implementation of a Diversity policy and/or anti-discrimination policy mostly in an European context and will acquire the fundamental managerial skills to be able to manage diversity effectively.
Learning goals (knowledge and know-how expected after completion of the class) ---- There shall be 5 classes of 4 hours each.
This course will provide students a good understanding of Diversity management (conceptual approach and main principles).
The course will explore the mechanism of discrimination (stereotypes and prejudices) so as to train and sensitize students to the respect of individual differences in the workplace.
At the end of the course, students will be aware of the main challenges raised by the implementation of a Diversity policy and/or anti-discrimination policy mostly in an European context and will acquire the fundamental managerial skills to be able to manage diversity effectively.
Detailed course syllabi SESSION 1 ? Diversity, workforce representation and juridical framework
?Definition and concept ?Evolution and history of diversity management or how contextualising diversity management ?The EU legal framework on anti-discrimination and the European diversity context
Discussion with students on the main issue at stake here: what do we mean by diversity or managing diversity ? That?s more complicated than we think?
SESSION 2 ? Diversity and workforce relationships: a thematic approach
Equality and diversity issues related to: ?Race and ethno-cultural background, nationality Gender, pay gap and sexual harrasment ?Physical appearance ?Age ?Religion ?Sexual orientation ?Social status and origins ?Disabilities
Basically, we will come accross the main diversity issues (those are the main strands).
SESSION 3 ? Policy and Practice. Part 1.
- The dynamics of strategies and paradigms - Organizationnal policies (and tools to implement diversity in the workplace). - Human Resource management and diversity - Business case for diversity
Discussion on : What does managing diversity bring to a company? How well can we manage diversity?
Homework will be assigned to students for the next lesson.
SESSION 4 ? Policy and Practice. Part 2.
- Managing diverse talent : the role of leaders and managers - Diversity and success : when is diversity management effective? - Case study in classroom
SESSION 5 - Final examination
- Oral presentations (with Powerpoint) - Discussion on the implementation of a diversity policy in a Business School
Prerequisites An open mindset
Teaching aid
Ouvrages principaux Books in English: - Benn Michaels W. (2007). The Trouble with Diversity: How We Learned to Love Identity and Ignore Inequality. (This book is also available in French: Benn Michaels W. (2009), La diversit contre l'galit, Editions Raison d?agir) - Bucher Richard D. (2009). Diversity Consciousness : opening our mind to people, cultures, and opportunities. (3rd Edition). Pearson - Kirton G. and Greene A.-M. (2010) ; The Dynamics of Managing Diversity: A Critical Approach (3rd edition). Oxford: Elsevier. - Ozbilgin Mustafa F. (2009) Equality, Diversity and Inclusion at Work: A Research Companion, Edward Elgar Publishing. - R. Roosevelt Thomas, Jr. (2010). World Class Diversity Management : A Strategic Approach. Berrett-Koehler Publishers. Books in French : - Barth I., Falcoz C. (2007), Le management de la diversit : enjeux, fondements et pratiques, L?Harmattan, Paris - Barth I., Falcoz C. (2010) Nouvelles perspectives en management de la diversit : Egalit, discrimination et diversit dans l?emploi, EMS. − Gavand A. (2006) Prvenir la discrimination l'embauche : Pourquoi et comment agir ? ditions d'Organisation − Plisson E. (2007) Les discriminations. Ed. Ellipses − Wieviorka M. (2008) La Diversit Rapport la Ministre de l'Enseignement suprieur et de la Recherche Robert Laffont Littrature complmentaire
Grading Policy
Num
Evaluation
Forme
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Prcisions
Langue
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EM1F5M05B1 - Jeu de simulation - global business (semB) Gr1 (MIB2,MKT3 ..)
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline STR
number of spots 50
Course Director Pierre-Franois Lelaurain
Finalit principale du cours : Grer une entreprise pour atteindre les objectifs fixs pas ses actionnaires Manage a company in order to meet objectives established by the shareholders
Learning goals (knowledge and know-how expected after completion of the class) ---- Grer une entreprise pour atteindre les objectifs fixs pas ses actionnaires Manage a company in order to meet objectives established by the shareholders
Detailed course syllabi Un plan dtaill sera remis au dbut du cours. A detailed course plan will be provided at the begining of the course
Indications relatives du droulement de la session : - Prise de connaissance du manuel du participant et des objectifs de la simulation - laboration du diagnostic de l'entreprise - Prise de dcision (dcision saisie sur feuille Excel et dpos sur l'intranet) - Remise des rsultats
Prerequisites Notions de base de gestion (marketing-mix et plan marketing, calcul d'un cot, stratgie de croissance et lancement de produit, construction d'un outil d'aide la gestion...) Basic notions of Management (marketing-mix and marketing plan, cost calculation, growth strategy and lauching of new products, decision making tools)
Teaching aid
Ouvrages principaux Manuel de gestion dj utilis en cours au pralable Guideline provided in advance during the class Littrature complmentaire
EM1F5M08 - International Strategy
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline STR
number of spots 70
Course Director Vasilis ZERVOS
Finalit principale du cours : This course provides the following knowledge and skills: - Get familiar with value-creating activities - Understand globalization drivers and dual pressures - Master concepts such as global efficiency; local responsiveness; standardization. - Compare business activities in different settings and assess the need for tailored/standard responses - Understand the contemporary issues in global strategic management - Anticipate the challenges of internationalization processes - Identify sources of risk in managing international companies
Learning goals (knowledge and know-how expected after completion of the class) ---- This course provides the following knowledge and skills: - Get familiar with value-creating activities - Understand globalization drivers and dual pressures - Master concepts such as global efficiency; local responsiveness; standardization. - Compare business activities in different settings and assess the need for tailored/standard responses - Understand the contemporary issues in global strategic management - Anticipate the challenges of internationalization processes - Identify sources of risk in managing international companies
Detailed course syllabi Session 1 Understanding competition in a global context:
Aim of the session This session introduces some key notions for understanding global management in a strategic context. In particular, the lecture will explore how value is constructed by an organisation and its stakeholders; how strategic management processes emerge and unfold; and how performance is measured and controlled. Moreover, traditional approaches are re-evaluated and re-assessed in light of the ever-changing dynamics of international business.
Topics Emerging business models for global challenges Evaluation process Strategy and business competition: building a sustainable competitive advantage Strategic choices and business opportunities
Preparatory Reading: Ghemawat, P., Hout, T. (2008): Tomorrow?s Global Giants. Harvard Business Review; Nov.2008, Vol. 86. Issue 11, p80-88, 9p.
Eyring, M., Johnson, M., Nair, H. (2011): New Business Models in Emerging Markets. Harvard Business Review
Session 2 Understanding global markets:
Aim of the session This session explores the what, when and how of the internationalization process. This session looks at the theories of internationalization and focuses on related issues, debates and critiques highlighting principal foreign market entry modes and the resource commitments attaching to each. The session also addresses aspects of organizational co-ordination and configuration in a global age. Multi-domestic, global, international, regional and trans-national corporate models are investigated and evaluated, with examination of the relationship between international business markets & strategic choice. Finally, the session will examine how companies respond to and manage risks, with particular attention to turbulent markets and transition/emergent economies. Defensive and Integrative strategies will be presented and students will be invited to evaluate the different approaches to political risk management.
Topics Entry strategies and the internationalization process(es) Balancing global integration and local responsiveness International Risk Assessment and Management
Preparatory Reading: Couturier, J., Sola, D. (2010) : International market entry decisions : the role of local market factors. Journal of General Management. VoL. 35. N4. pp. 45-53
Session 3 Understanding relationships 1: Aim of the session The session will cover principles of knowledge and innovation management and will discuss the challenges of implementing knowledge-based approaches to international business operations. In particular, cooperative strategies and the design of different alternative solutions (e.g. centers of excellence; organizational sub-units; multi-nature teams) will be addressed. The session will also explore the nature of network approaches and cooperative projects and how these can contribute to develop sustainable competitive advantages. Finally, examples of successes and failures in international knowledge management and innovation transfer will be discussed.
Topics Knowledge & Innovation Management Managing networks and virtual organizations Managing Strategic Alliances; Joint Ventures Managing Mergers and Acquisitions
Preparatory Reading: Greve, J., Baum, J. Mitsuhashi, H., Rowley, T. (2010): Built to last but falling apart: cohesion, friction, and withdrawal from interfirm alliances. Academy of Management Journal. Vol. 53, No. 2, 302?322.
Session 4 Understanding relationships 2: Aim of the session
This session aims at exploring the importance of building global organizations that are human-centered. The relevance of culture to the workings of the global knowledge-based economy will be introduced. In particular, students will be invited to discuss the extent to which specific corporate cultures can be maintained in global contexts. The lecture also touches on theories of diversity, suggesting that culturally influenced differences in the approach to the task of management must be seen to be a major aspect of diversity.
What are the fundamental responsibilities of MNEs in the conduct of their multinational business activities? What relevance do concepts like ?corporate social responsibility? and ?business ethics? have to international business firms and what are some of the ethical and social dilemmas faced in international business today?
Topics
Managing the challenges of culture(s) Solving Ethical dilemmas in international management Corporate Sustainability in a global context
Session 5
? Part 1: Presentation of case-studies ? Part 2: FINAL EXAM (2h)
Prerequisites No specific requirements
Teaching aid
Ouvrages principaux Included in course details Littrature complmentaire
EM1F5M12 - Sales Management
Mandatory Specialization Course : European Management (EMA), Ngociation et Management Commercial (MKT3), MIB2,
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline LKT
number of spots 47
Course Director Christine Morlet
Finalit principale du cours : Upon completion of the course, students will be able to: - Identify the main concepts in sales management - Understand and master the major components of sales management - Assess the sales environment and sales strategies - Master and evaluate challenges in international selling - Identify the role of motivation in selling - Develop and elaborate one's own personal selling skills
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will be able to: - Identify the main concepts in sales management - Understand and master the major components of sales management - Assess the sales environment and sales strategies - Master and evaluate challenges in international selling - Identify the role of motivation in selling - Develop and elaborate one's own personal selling skills
Detailed course syllabi 1. Role of selling in marketing 2. Sales strategies 3. Consumer and organisational buyer behaviour 4. International selling 5. Sales Responsabilities and Preparation 6. PERSONAL SELLING SKILLS 7. Key account management
Prerequisites Attend each of the course and be precisely on time
Teaching aid
Ouvrages principaux
BOSWORTH M. (1995), Solution sellin, Mac Graw hill HEIMAN SANCHEZ, New strategic selling, Marriott, 2004 JOBBER D. et LANCASTER G.(2003), Selling ans Sales Management, sixth Edition, Harlow, Pearson JOBBER AND LANCASTER (2006), Selling and sales management, 7th edition Pearson PAGE R.(2002), Hope is not a strategy The 6 keys to winning the complex selling, Mac Graw hill KOTLER KELLER (2009), Marketing Management, Pearson International Edition, 13th edition Littrature complmentaire
EM1F4M08 - International and European Business Law
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline LAW
number of spots 40
Course Director Alexandrina Soldatenko
Finalit principale du cours : The economic globalization has led to an emergence of an increasingly complex and sophisticated framework of trade-related rights and duties. International and European business environment constantly evolves as the economic landscape changes in response to the increased integration of markets.
The ambition of the course is to address from a dynamic perspective a range of complex issues around which international and European economic relations revolve and to acquaint students with the institutional framework that regulates and shapes these relations. This course will provide an overview of the international economic order governed by the three major economic pillars: the World Trade Organization, the World Bank and the International Monetary Fund. Students will be introduced to the essential principles, norms and policies of the World Trade Organization, aspects of international monetary relations within the International Monetary Fund and international development assistance applied by the World Bank. Students will also receive a brief overview of other international organizations.
This global approach will be completed by the regional approach with a presentation of the European Union and its role in the world market. Students will be introduced to the EU institutional architecture and unique characteristics of the EU legal order. They will be introduced to core principles of the single market with free movement of goods, capital, services and people. This part will further explore the EU?s role in international organizations such as the WTO, features of EU trade policy and how its place in the international trade league has evolved.
This course is designed for students who plan to work for enterprises, government agencies, business lobbies, the European Union institutions and international organizations, and who need a comprehensive and practice-oriented understanding of economic and business aspects of international economic law and European Union law. Graduates will get acquainted with appropriate terminology, acquire basic tools for legal reasoning, writing and research, and develop the ability for analysis. By the end of the course students are expected to develop a critical insight into the achievements and challenges of the established economic order.
Learning goals (knowledge and know-how expected after completion of the class) ---- The economic globalization has led to an emergence of an increasingly complex and sophisticated framework of trade-related rights and duties. International and European business environment constantly evolves as the economic landscape changes in response to the increased integration of markets.
The ambition of the course is to address from a dynamic perspective a range of complex issues around which international and European economic relations revolve and to acquaint students with the institutional framework that regulates and shapes these relations. This course will provide an overview of the international economic order governed by the three major economic pillars: the World Trade Organization, the World Bank and the International Monetary Fund. Students will be introduced to the essential principles, norms and policies of the World Trade Organization, aspects of international monetary relations within the International Monetary Fund and international development assistance applied by the World Bank. Students will also receive a brief overview of other international organizations.
This global approach will be completed by the regional approach with a presentation of the European Union and its role in the world market. Students will be introduced to the EU institutional architecture and unique characteristics of the EU legal order. They will be introduced to core principles of the single market with free movement of goods, capital, services and people. This part will further explore the EU?s role in international organizations such as the WTO, features of EU trade policy and how its place in the international trade league has evolved.
This course is designed for students who plan to work for enterprises, government agencies, business lobbies, the European Union institutions and international organizations, and who need a comprehensive and practice-oriented understanding of economic and business aspects of international economic law and European Union law. Graduates will get acquainted with appropriate terminology, acquire basic tools for legal reasoning, writing and research, and develop the ability for analysis. By the end of the course students are expected to develop a critical insight into the achievements and challenges of the established economic order.
Detailed course syllabi CHAPTER 1: INTERNATIONAL ECONOMIC INSTITUTIONS AND THEIR RELATIONSHIP WITHIN THE CONTEXT OF GLOBALIZATION
I. Introduction
1. Economic, legal and societal implications of globalization, scope and limitations 2. Regional integration within the context of globalization
II. The three pillars: World Trade Organization, International Monetary Fund, World Bank
1. The World Trade Organization 1.1. WTO background and structure 1.2. WTO principles, agreements and dispute settlement 1.3. Reconciling trade, environment and development policies
2. The International Monetary System and the International Monetary Fund 2.1. History, structure and evolution of the International Monetary System 2.2. The IMF?s policies and its instruments 2.3. The IMF?s role in the international economy
3. The World Bank 3.1. Background and general overview of the World Bank Group 3.2. The World Bank?s mission, loan and grant policy 3.3. World Bank and Millennium Development Goals
CHAPTER 2: THE EUROPEAN UNION AND INTERNATIONAL TRADE
1. Institutional aspects of the European Union regulatory system
1.1. Institutional architecture and legal structure of the European Union 1.2. Decision-making process 1.3. Legal nature of the European Union law and its unique characteristics
2. Functioning and regulatory policy of the European Union single market
2.1. The four economic freedoms 2.2. The single market : internal and external dimensions 2.3. The effect of the World Trade Organization 2.4. International trade and European competitiveness
3. Concluding remarks
Prerequisites None
Teaching aid
Ouvrages principaux ? WTO ?Understanding the WTO? 2011 ? Bethlehem. (et al.) ?The Oxford Handbook of International Trade Law? Oxford UP, 2009 ? Van Den Bossche. ?The Law and Policy of the World Trade Organization: Text, Cases and Materials? 2nd edition, Cambridge UP, 2008 ? Kiss, Shelton, Ishibashi. ?Economic Globalization and Compliance with International Environmental Agreements? Kluwer, 2003 ? Peet. ?Unholy Trinity: The IMF, World Bank and WTO? Zed Books, 2003 ? Borchardt. ?The ABC of European Union Law? Luxembourg 2010 ? Barnard. ?The Substantive Law of the EU: The Four Freedoms? 3rd ed., Oxford UP, 2010. ? Chalmers, Davies, Monti. ?European Union Law? 2nd ed., Cambridge UP, 2010 ? Jones, Sufrin. ?EU Competition Law? 4th ed., OUP, Oxford, 2010 ? The official EU website for cases, legislation, press releases ? The official website of the World Trade Organization (WTO) ? The official website of the International Monetary Fund (IMF) ? The official website of the World Bank Group Littrature complmentaire
EM1F5M02 - International Marketing
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MKT
number of spots 80
Finalit principale du cours : The course is designed to provide an understanding of what international marketing is about, with a balance between academic thinking and practical experience.
During the course students will develop and acquire abilities to: ?Understand and assess the major challenges of enlarging the company?s activities internationally; ?Master the basic concepts of internationalization strategies and the management of a company?s international marketing activities; ?Define and develop a company?s internationalization process and its management over several country markets; ?Apply the concepts by discussing real-life case studies.
Learning goals (knowledge and know-how expected after completion of the class) ---- The course is designed to provide an understanding of what international marketing is about, with a balance between academic thinking and practical experience.
During the course students will develop and acquire abilities to: ?Understand and assess the major challenges of enlarging the company?s activities internationally; ?Master the basic concepts of internationalization strategies and the management of a company?s international marketing activities; ?Define and develop a company?s internationalization process and its management over several country markets; ?Apply the concepts by discussing real-life case studies.
Detailed course syllabi 1)Introduction a.Why do we need a course on international marketing? b.Introductory case study c.Terminology and course outline
2) ?Going international, going for gold!? Key questions in the internationalization process a.Why? Motives for internationalization b.Where? Analysis and evaluation of potential markets c.When? Time as important factor in the internationalization process d.How? Entry and operation modes to develop the company?s activity e.Who? New markets, different customers?
3)Standardization versus adaptation: the international marketing mix a.The standardization/adaptation debate b.Standardization versus adaptation of the 4 Ps c.Some remarks on the marketing mix concept
4)From ?going? to ?being? international: challenges in managing the company?s activities over several country markets a.Coordination mechanisms in international marketing and management b.Aspects in International Human Resource Management
5)Outlook: Marketing Activities in Emerging Economies
Prerequisites Basic knowledge of business administration and marketing is needed.
Teaching aid
Ouvrages principaux Czinkota, M.R. & Ronkainen, I.A. (2006): International Marketing, 8th edition, Thomson: Mason. (or current edition) Keegan, W.J. & Green, M.C. (2013) : Global Marketing, Seventh dition, Pearson : Harlow. Mayrhofer, U. & Urban, S. (2011): Management international: Des pratiques en mutation, Pearson : Paris. Morschett, D., Schramm-Klein, H., & Zentes, J. (2010): Strategic International Management - Text and Cases, 2nd edition, Gabler: Wiesbaden. A complete list of recommended readings will be provided at the beginning of the lecture. Littrature complmentaire
EM1F5M04 - European Economy
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline ECO
number of spots 50
Finalit principale du cours : The objective of the course is to address a range of complex issues on the European economy, such as: the EU government and governance, the Single Market, the Euro, Europe and growth, etc. There will also be the opportunity to meet EU experts during one plenary session of the European Parliament in Strasburg. Students will be able to acquire the indispensable knowledge on the EU in a dynamic perspective, that is, combining topical economic issues and a more structural approach to the integration process. By the end of the course, students are expected to develop a critical analysis on these issues.
Learning goals (knowledge and know-how expected after completion of the class) ---- The objective of the course is to address a range of complex issues on the European economy, such as: the EU government and governance, the Single Market, the Euro, Europe and growth, etc. There will also be the opportunity to meet EU experts during one plenary session of the European Parliament in Strasburg. Students will be able to acquire the indispensable knowledge on the EU in a dynamic perspective, that is, combining topical economic issues and a more structural approach to the integration process. By the end of the course, students are expected to develop a critical analysis on these issues.
Detailed course syllabi Session 1: Introduction: Why the European Union (EU)? Session 2: The decisional triangle of the EU Session 3: The European Policy Process (Part 1): regulation of the Single Market Session 4: The European Policy Process (Part 2): other EU policies Session 5: The Economic and Monetary Union Session 6: The Eurozone Session 7: The Lisbon Growth Strategy Session 8: Europe and growth: what's the problem? Session 9: The Golden rule: what is at stake at the EU level? Session 10: Meeting EU experts at the EP's plenary session
Prerequisites none. The course will be taught in English.
Teaching aid
Ouvrages principaux
CHANG M, Monetary integration in the European Union, Palgrave, 2009 DINAN D., Ever closer Union. An Introduction to European Integration, 3rd edition, 1999 (latest edition: 4th edition (Basingstoke: Palgrave MacMillan, 2010) LEONARD D., Guide to the European Union, The definitive guide to all aspects of the EU, 10th edition (London: The Economist/Profile Books, 2010) NUGENT N, The Government and politics of the European Union, Palgrave, 2003 PETERSON J, BOMBERG E, Decision-making in the European Union, Palgrave, 1999
EM1F5M11 - Financial markets and financial institutions
(EMA,MIB2)
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline FIN
number of spots 65
Course Director Bernhard Schipp
Finalit principale du cours : This class provides an overview about quantitative methods for the anlysis of investments.
Upon completion of the course, students will be able to: - Understand and master descriptive and inferential concepts to capture the random behaviour of financial assets - Apply these methods to Market Risk analysis, Capital Asset Pricing, and Options. - Understand and evaluate Financial Forecasting within the framework of ARIMA-analysis and stochastic volatility models.
Learning goals (knowledge and know-how expected after completion of the class) ---- This class provides an overview about quantitative methods for the anlysis of investments.
Upon completion of the course, students will be able to: - Understand and master descriptive and inferential concepts to capture the random behaviour of financial assets - Apply these methods to Market Risk analysis, Capital Asset Pricing, and Options. - Understand and evaluate Financial Forecasting within the framework of ARIMA-analysis and stochastic volatility models.
Detailed course syllabi 1. The Time Value of Money 2. Discounted cash flow applications 3. Financial Markets and the No Arbitrage Principle 4. Derivatives 5. Elements from Statistics 6. Probability and Probability Distributions 7. Statistical Inference 8. Market Risk: Value at Risk (VaR) 9. Credit Risk 10. Regression and Correlation Analysis 11. Capital Asset Pricing Model 12. Forecasting the Markets 13. Applied Time Series Analysis 14. Basics from Continuous Time Finance 15. Elements from stochastic calculus 16. Option Pricing: The Binomial Model 17. The Black-Scholes Model 18. Fixed income models 19. Monte Carlo Simulation
Prerequisites Aucun
Teaching aid
Ouvrages principaux Will be given on the first day of class Littrature complmentaire
EM1F5M3A - Introduction to Hospitality and Tourism Management
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MAN
number of spots 0
Course Director Herv GHANNAD
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux biblio Littrature complmentaire
EM1F5M3B - Strategic Management for Hospitality and Tourism
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MAN
number of spots 0
Course Director Isabel BABOU
Prerequisites
Teaching aid
EM1F5M3C - Destination Marketing
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MKT
number of spots 0
Course Director NN
Prerequisites
Teaching aid
EM1F5M50 - International Supply Chain Management
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Finalit principale du cours : - Understand how SCM,Purchasing and Logistics contribute to value creation in an international environment
Learning goals (knowledge and know-how expected after completion of the class) ---- - Understand how SCM,Purchasing and Logistics contribute to value creation in an international environment
Prerequisites English spoken and written
Teaching aid
Ouvrages principaux
EM1F5M51 - International Human Resource Management
Year univ 2013
Level Master 1
Semester 1,2
Ects 3
language en
Discipline HRM
number of spots 50
Course Director Sebastien Point
Finalit principale du cours : Upon completion of the course, students will be able to: - understand the (global) nature of International HRM - assess the impact the HRM process when working across cultures - develop a global mindset by experiencing, verbalizing, and writing thoughtfully about HR challenges across cultures
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will be able to: - understand the (global) nature of International HRM - assess the impact the HRM process when working across cultures - develop a global mindset by experiencing, verbalizing, and writing thoughtfully about HR challenges across cultures
Detailed course syllabi PART I ? SETTING UP THE SCENE Definitions From HRM to IHRM PART II ? GLOBAL INTEGRATION VS. LOCAL RESPONSIVENESS Global efficiency or local responsiveness? Subsidiary roles PART III ? COMPOSING THE INTERNATIONAL STAFF Types of international employees Staffing policies PART IV ? MANAGING INTERNATIONAL ASSIGNMENTS Reasons for international assignments From the old model to the new model PART V ? SELECTION CRITERIA FOR INTERNATIONAL ASSIGNMENTS Career capital The selection process PART VI ? TRAINING & APPRAISAL FOR INTERNATIONAL ASSIGNEMENTS Cross cultural training programs Performance appraisal for international managers PART VII ? INTERNATIONAL FEMALE MANAGERS Glass ceiling Characteristics of women expatriate PART VIII ? REPATRIATION, THE MISSING PART OF EXPATRIATION Four phases in the repatriation process Problems with repatriation
Prerequisites An Introduction to Human Resource Management
Teaching aid
Ouvrages principaux 1. International Human Resorce Management, K Aswathappa, Sadhna Das, Mc Graw Hill Companies 2. International Human Resource Management, Tony Edwards, Chris Rees, Person Education 3. International Human Resource Management - Monir H Tayeb ? Oxford University Press 4. The Global Challenge- framework for international human resource management, Evans, Pucik, Barsoux, Tata McGraw-Hill Irwin 5. International Human Resource Management-Peter J Dowling, Denice E Welch, Cengage Learning
EM1F5M52 - Introductory Grape and Wine Knowledge
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MKT
number of spots 40
Course Director Etienne Sipp
Finalit principale du cours : The objectives are : - to know what is wine, how is wine elaborated - to get an idea of the main producing regions in France - to be able to serve a wine, to taste it and to comment it with a couple of words
Learning goals (knowledge and know-how expected after completion of the class) ---- The objectives are : - to know what is wine, how is wine elaborated - to get an idea of the main producing regions in France - to be able to serve a wine, to taste it and to comment it with a couple of words
Detailed course syllabi 1.What is a wine ? a.Definition of the various types of wines b.Elements on the vinification of the main wines
2.The wine in the French economy Presentation of the main regions together with the wines produced in these regions
3.How to taste a wine? a.The importance of the choice of the glass b.The temperature c.The eye d.The nose e.The palate
4.Food and wine pairing General indications, some examples of food wine matches
5.What does ?terroir? mean? What is a "terroir wine"?
6.The wine in Alsace
a.General presentation of the Alsace vineyard Geography, geology, climate b.The Alsace appellations
i. ii.
AOP Alsace AOP Alsace Grands Crus
iii.AOP Crmant d?Alsace
7.Visit of a terroir and winery in Alsace a.Visit of the vineyard b.Visit of the cellars c.Tasting
9.Evaluation
Prerequisites No special knowledge is necessary. However it would be better to have a minimum of interest for wine and to be ready to taste some wines.
Teaching aid
Ouvrages principaux
EM1F5M53 - Global Wine Marketing and Business Environment
Year univ 2013
Level
Semester 1
Ects 3
language en
Discipline MKT
number of spots 50
Course Director Thierry LOREY
Learning goals (knowledge and know-how expected after completion of the class) ----
Detailed course syllabi 1.Introduction 1.1 New World vs Old World 1.2 Wine : between politics and culture
2.The 19th century : emergence of new factors. 2.1 The diseases of wine : ?odium, phylloxera, mildiou? 2.2 The case of Europe 2.3 Big technical and social changes
3.The 20th century : time of wars and crisis. 3.1 Consequences of World War 1 3.2 Consequences of World War 2 3.3 1970?s : Europe and PDO (AOC/AOP) 3.4 OCM 2007: preservation of the PDO (AOC/AOP) 3.5 The representation of the ?vigneron?: from peasan to manager
4.Key challenges of the 21st century 4.1 Wine : a new competition Wordwide. 4.2 Stagnation of the ?Old Word? ? The case of France, Spain, Italy and Germany. 4.3 Dynamism of the ?New World? and Anglo-Saxon countries : - the USA, UK, Australia, South Africa - South America 4.4 Emergence of Asia : - the case of China - the case of India 4.5 The conflict between brands and PDO
5. Conclusion and future of the wine industry 5.1 A new need for diversity 5.2 Wine patrimony vs globalization
Prerequisites
Teaching aid
Ouvrages principaux
EM1F5M54 - Wine Marketing
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MKT
number of spots 51
Course Director Thierry LOREY
Learning goals (knowledge and know-how expected after completion of the class) ----
Prerequisites
Teaching aid
Ouvrages principaux
EM1F5M56 - Advanced Strategic Human Resource Management
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline HRM
number of spots 60
Course Director Volker Stein
Finalit principale du cours : This course contributes to the program by providing the basics of an Advanced Strategic Human Resource Management, strictly demarcating it from operative HRM. It is based on a systems theory approach, displaying the overall HRM system in terms of professionalization aspects, governance aspects, and multiple embeddedness aspects.
In this course students will: -Learn the fundamentals of Strategic HRM -Understand the strategic dimensions of HRM -Show how the HRM function contributes to optimize human capital and to create added value
Upon completion of the course students will acquire the skills to: -Argue within Strategic HRM. This means knowing the facts as well as transferring them to practical problems -Explain a professional Human Capital Management -Contribute to the solution of practical problems in corporate Strategic Human Resource Management
Learning goals (knowledge and know-how expected after completion of the class) ---- This course contributes to the program by providing the basics of an Advanced Strategic Human Resource Management, strictly demarcating it from operative HRM. It is based on a systems theory approach, displaying the overall HRM system in terms of professionalization aspects, governance aspects, and multiple embeddedness aspects.
In this course students will: -Learn the fundamentals of Strategic HRM -Understand the strategic dimensions of HRM -Show how the HRM function contributes to optimize human capital and to create added value
Upon completion of the course students will acquire the skills to: -Argue within Strategic HRM. This means knowing the facts as well as transferring them to practical problems -Explain a professional Human Capital Management -Contribute to the solution of practical problems in corporate Strategic Human Resource Management
Detailed course syllabi Session 1: 1.Starting Situation and Challenges of Strategic HRM 2.The Professionalization Framework for HRM
Session 2: 3.The Organization of HRM 4.Leadership, Darwiportunism and the Ethics of HRM Lectures: Scholz, C.: Darwiportunism. Understanding Modern Work without Job Guarantees. (pdf)
Session 3: 5.Organizational Culture as a Strategic HRM Instrument in Global Competition Lectures: Scholz, C./Stein, V. : From Cultural Chameleons to Competitive Acceptance: Teaching Cross-Cultural Management in the Real World. Paper Presented at the Academy of Management 2012 Conference in Boston, MA, USA. (pdf)
Session 4: 6.Human Capital Management Lectures: Scholz, C./Stein, V./Mller, S.: Monetary Human Capital Measurement: Empirical Evidence From the German DAX 30 Companies. Paper Presented at the Academy of Management 2007 Conference in Philadelphia, PA, USA. (pdf) Stein, V.: Human Capital Management: The German Way, in: Zeitschrift fr Personalforschung 21 (3/2007), 295-321. (pdf)
Session 5: 7.HR Development & Training Final exam
The course chapters will be accompanied by appropriate cases from : Welch, J./Welch, S. : Winning : The Anwers, London, Harper, 2006.
Prerequisites
Teaching aid
Ouvrages principaux Barmeyer, C./Magakian, J.-L.: 50 fiches pour aborder la Gestion stratgique des Ressources humaines, Paris, Bral, 2003. Pigeyre, F./Dietrich, A.: La gestion des ressources humaines, Eds. La Dcouverte 2006. Scholz, C.: Personalmanagement. 5. ed., Mnchen, Vahlen, 2000. Scholz, C.: Grundzge des Personalmanagements, Mnchen, Vahlen, 2011. Schuler, R./Jackson, S.: Human Resource Management. International Perspectives, London, Thomson 2006. Stein, V.: Human Capital Management: The German Way, in: Zeitschrift fr Personalforschung 21 (3/2007), 295-321. Littrature complmentaire
EM1F5M57 - Organizational Behavior in International Contexts
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline HRM
number of spots 50
Course Director Sebastien Point
Finalit principale du cours : The course provides graduate students with a broad overview of the OB field in an international context. At the end of this course, students will be able to: -Understand the basic OB concepts suchas as motivation, social influence, leadership. -Understand the direct and indirect influences within a group.
Learning goals (knowledge and know-how expected after completion of the class) ---- The course provides graduate students with a broad overview of the OB field in an international context. At the end of this course, students will be able to: -Understand the basic OB concepts suchas as motivation, social influence, leadership. -Understand the direct and indirect influences within a group.
Detailed course syllabi IntroductionWhat is organizational behavior? Part IGroups and teams in international organizations Part IISocial Influence: Conformity, Social Roles, & Obedience to Authority Part IIIInternational management & leadership ConclusionThe impact of national culture on organizational behavior
Prerequisites
Teaching aid
Ouvrages principaux
EM1F5M58A - Cross-Cultural Issues in Human Resource Management (sem.A)
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline HRM
number of spots 50
Course Director Wolfgang Glebe
Finalit principale du cours : -This course addresses the challenges managers face when working in organisations and international environments. It approaches the study and understanding of Human Resources and Cross-Cultural management from a global organizational context.
-Course objectives To understand the human resources and cross cultural management challenges in an international organisation context. To realise the importance of the ?human resource factor? in the global strategy of international organisations To develop cross-cultural awareness concerning management and human resources issues in an international organisation context To understand the impact of culture on the international management of human resources and how this links to strategy. To value and leverage the benefits of cultural diversity in human resource management practices in international organisations To develop intercultural skills for participating and performing in intercultural project teams and international environments -This course is designed to highlight how culture affects the international human resource management function. This course is designed to develop awareness, knowledge and competencies concerning management and human resources. Such skills are required in collaborative processes to deal with human systems in global organisations Work Method : -Lectures, case studies, video presentation, culturally diverse project groups, team presentations, discussions and analysis. Students will be required to work in groups to present in a business like manner a case/report. In addition each team will provide a follow up written project report. Teams will also be required to provide written summaries for selected in class cases or summaries of guest lecturer presentations. -The student body is predominantly international hence the class will be interactive and students participation is emphasized in order to maximise the cross-cultural learning among the international students body. Readings and cases will act as the overall text for the class. The expectation is that before each class you will have read the required readings and cases for that day, and prepared yourself to discuss the content in class. Your overall class participation in terms of preparedness and contribution will be graded.
Learning goals (knowledge and know-how expected after completion of the class) ---- -This course addresses the challenges managers face when working in organisations and international environments. It approaches the study and understanding of Human Resources and Cross-Cultural management from a global organizational context.
-Course objectives To understand the human resources and cross cultural management challenges in an international organisation context. To realise the importance of the ?human resource factor? in the global strategy of international organisations To develop cross-cultural awareness concerning management and human resources issues in an international organisation context To understand the impact of culture on the international management of human resources and how this links to strategy. To value and leverage the benefits of cultural diversity in human resource management practices in international organisations To develop intercultural skills for participating and performing in intercultural project teams and international environments
-This course is designed to highlight how culture affects the international human resource management function. This course is designed to develop awareness, knowledge and competencies concerning management and human resources. Such skills are required in collaborative processes to deal with human systems in global organisations Work Method : -Lectures, case studies, video presentation, culturally diverse project groups, team presentations, discussions and analysis. Students will be required to work in groups to present in a business like manner a case/report. In addition each team will provide a follow up written project report. Teams will also be required to provide written summaries for selected in class cases or summaries of guest lecturer presentations. -The student body is predominantly international hence the class will be interactive and students participation is emphasized in order to maximise the cross-cultural learning among the international students body. Readings and cases will act as the overall text for the class. The expectation is that before each class you will have read the required readings and cases for that day, and prepared yourself to discuss the content in class. Your overall class participation in terms of preparedness and contribution will be graded.
Detailed course syllabi 1) Session 1 Course presentation, General Introduction of teacher and students Lecture: The impact of culture on organisations and human resources Cross-cultural management a FrameworkMulticultural teams selections and assignments & readings and team objectives Team mini case on cultural differnces Team assignment students receive writen instruction sheet Individual & team objectives & expectations of class handed IN by end of class & Readings assignments
2) Session 2 Review class 1 Lecture: Organisational culture & national culture ( Possible guest Lecturer Jose Vallejo Universidad Panamericana, Guadalajara) Discussion & analysis Team Presentation 1 Every organisation has its own culture and members of the organisation should accept it. Examine corporate values of different companies. In which ways do they reflect the national culture Team presentation 2 Examine the corporate values of 5 important companies of different countries. Show the similarities! Readings discussion
3) Session 3 Review class 2 Lecture: Multicultural teams International teams are increasingly the mechanism used to face necessary international collaboration. Unfortunately the potential for difficult communication and misunderstandings is very high. (Virtual teams) Discussion & analysis Team presentation 3 Examine the impact of culture and individual differences in multi-cultural teams by choosing a team-example (Your team!!) Disussion & analysis
Lecture Leaders & Motivation part 1 What role does culture play? An examination of Global Leadership Team Presentation 4 Present some typical leaders of your country. What are their values, behaviours, characteristics. What is the reason for their success ? Disussion & analysis
4) Session 4 Review class 3 Lecture: Leaders, managers & Motivation part 2 Discussion & analysis
Team Presentation 5 Professional education and careers of managers. International managers are strongly influenced by their education. Present some characteristics of ?national? education models, such as Germany, France and the UK by giving examples.
Team Presentation 6 Every country has its own management traditions and particularities. Your task is to examine and to compare three systems eg Spain, Italy, USA. Disussion & analysis
5) Session 5 Review class 4 Lecture:Cross-Cultural competencies. Skills to work on for being successful in the international workplace Discussion & analysis
Team Presentation 7 What are the important competencies for a global manager ? Lecture: Cross-cultural training The whys, when, and how of CCT Discussion & analysis
Team Presentation 8 A lot of tools exist to develop cross-cultural competencies. Present some of the most important training methods. Propose an in class exercise.!
Lecture: Expatriation & Repatriation Discussion & analysis Team Presentation 9 The keys to success Review of key learning themes. Conclusions & personal statements.
Prerequisites Adequate English level and interest in Intercultural issues
Teaching aid
Ouvrages principaux Bibliography ( Full bibliography will be distributed in class) 1. Schneider, Susan/Barsoux, Jean-Louis : Managing across borders. ?Culture and human resource management? London, Prentice Hall, 1997. p.128-153 2. Hall, Edward.: The Power of Hidden differences. In Bennet, Milton: basic Concepts of Intercultural Communication. Yarmouth, Maine. Intercultural Press,1999, p.53-67 3. Hofstede, Geert : Cultural Constraints in Management Theory. In: Academy of Management Executive, Vol 7, no1, p.81-94 4. Barmeyer,C/Davoine,E.: International Corporate Cultures? From helpless global convergence to constructive European divergence. In: Scholz, C./Zentes, J (Ed.): Strategic Management.-New rules for Old Europe. Wiesbaden, Gabler, 2006, p.227-254. 5. Adler, Nancy J: International Dimensions of Organizational Behavior. Cincinnati, South-Western, 2002: p133-164, p 164-207 6. Segella, Michael et al;: Culture and Career Advancement in Europe: Promoting Team players Vs Fast trackers. In: European Management Journal of Intercultural Relations, Nr.19, No 1, p.44-57. 7. Bennett, Milton J; A development Approach to training for Intercultural Sensitivity. In: Intercultural Journal of Intercultural Relations, Nr.1986, p.179-198 8. Laurent, Andr: Learning at the Cross-Road of Cultures. In : reineke, Dieter/Fussinger, Christine (ed) : Interkulturelles Management. Wiesbaden, 2001, p.297-30
EM1F5M59 - Advanced International Finance
(EMA,MIB2)
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline FIN
number of spots 50
Finalit principale du cours : This lecture aims to expose students to the principal elements of international finance and cross-border financial management. After an introduction into the effects of the ongoing globalization on corporate financial decision making, the lecture offers an overview of the international financial markets and their usefulness for firm working in a global environment. In a second step, the course presents and analyzes the major types of risks (foreign exchange risk, interest rate risk) companies have to face in the context of cross-border transactions. The lecture finishes with a comprehensive presentation of the most commonly used derivatives and the basic techniques enabling firms to protect themselves against foreign exchange risks and interest rate risks through hedging strategies.
Organisation pdagogique Face face - Travaux dirigs - 30h
Learning goals (knowledge and know-how expected after completion of the class) ---- This lecture aims to expose students to the principal elements of international finance and cross-border financial management. After an introduction into the effects of the ongoing globalization on corporate financial decision making, the lecture offers an overview of the international financial markets and their usefulness for firm working in a global environment. In a second step, the course presents and analyzes the major types of risks (foreign exchange risk, interest rate risk) companies have to face in the context of cross-border transactions. The lecture finishes with a comprehensive presentation of the most commonly used derivatives and the basic techniques enabling firms to protect themselves against foreign exchange risks and interest rate risks through hedging strategies.
At the end of this lecture, students should be able to? - explain the impact of an ongoing globalization on corporate decisions aiming to raise new funds, to conquer new markets and to launch new investment projects; - describe the characteristics of the major forms of financial markets and to present their respective usefulness for companies working in a globalized business environment; - identify the most important risk categories affecting financial decision making processes of firms and describe the nature and the scope of foreign exchange and interest rate risks; - explain through precise examples the nature and the effectiveness of the most frequently used derivative instruments and to discuss their principal advantages and disadvantages; - conceive a hedging strategy allowing to protect multinational corporations against latent foreign exchange exposures, and; - conceive a financial strategy based on swaps and to analyze its effectiveness for the contractual partners through mutual profit making on using interest rate differences. Analyze the effectiveness of a financial strategy based on swaps for the contractual partners through mutual profit making on using interest rate differences.Demonstrate a hedging strategy allowing to protect multinational corporations against latent foreign exchange exposures.Describe the characteristics of the major forms of financial markets and to present their respective usefulness for companies working in a globalized business environment.Explain the impact of an ongoing globalization on corporate decisions aiming to raise new funds, to conquer new markets and to launch new investment projects.Explain explain through examples the nature and the effectiveness of the most frequently used derivative instruments and to discuss their principal advantages and disadvantages.Identify the most important risk categories affecting financial decision making processes of firms and describe the nature and the scope of foreign exchange and interest rate risks.Present the main ideas of the concepts...
Detailed course syllabi Chapter 1:Business in a globalized environment (3 hours) 1.Ongoing globalization: Some interesting stats 2.International financial markets
Chapter 2:Cross-border transactions and related risks (6 hours) 1.Foreign exchange risk 2.Interest rate risk 3.Other risks
Chapter 3:International financial risk management (10 hours) 1.Major types of derivatives 2.Currency hedging 3.Interest rate hedging 4.Combined hedging
Chapter 4:General conclusion (1 hour)
Prerequisites - Interest rate - Exchange rate
Teaching aid Transparents sous format papierMoodleProjection de Diaporamas
Ouvrages principaux - BEKAERT, Geert / HODRICK, Robert J. (2009): International Financial Management, Pearson Prentice Hall. - EITEMAN, David K. / STONEHILL, Arthur I. / MOFFETT, Michael H. (2010): Multinational Business Finance, Pearson Prentice Hall, 12th edition. - MOFFETT, Michael H. / STONEHILL, Arthur I. / EITEMAN, David K. (2009): Fundamentals of Multinational Finance, Pearson Prentice Hall, 3rd edition. Littrature complmentaire
Grading Policy Num 1 Evaluation finale Forme Ecrite .. individuelle Prcisions Langue english Dure 120 Pondration 100 % Date
EM45KM31 - Marketing international
Mandatory Specialization Course : Marketing Strategique et Oprationnel (MKT2),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MKT
number of spots 50
Course Director Antonio Majocchi
Finalit principale du cours : This course aims at giving cutting-edge international marketing concepts and practices and a guide that is both accessible and practical in nature. MBA students will find advice on how to market products and services internationally, and demonstrations in the form of case studies to show how these devices can work in the real world. On successful completion of the course students should:
- be able to interpret the changing nature of the international trading environment; - be able to valid information sources for international marketing; - be able to design and implement market research abroad, - be fully aware of the problems and opportunities of adapting/standardizing international marketing programmes, - identify when and why to think and act either ?local? or ?global? - be able to assist an organization in its international marketing projects; - develop suitable approaches for entering international markets; - develop tactical plans for overseas markets using the elements of the marketing mix.
Learning goals (knowledge and know-how expected after completion of the class) ---- This course aims at giving cutting-edge international marketing concepts and practices and a guide that is both accessible and practical in nature. MBA students will find advice on how to market products and services internationally, and demonstrations in the form of case studies to show how these devices can work in the real world. On successful completion of the course students should:
- be able to interpret the changing nature of the international trading environment; - be able to valid information sources for international marketing; - be able to design and implement market research abroad, - be fully aware of the problems and opportunities of adapting/standardizing international marketing programmes, - identify when and why to think and act either ?local? or ?global? - be able to assist an organization in its international marketing projects; - develop suitable approaches for entering international markets; - develop tactical plans for overseas markets using the elements of the marketing mix.
Detailed course syllabi Introduction to international marketing: Why all businesses today have to think international ? PART I: Getting the information: International market research Chapter 1: The route to the market: Select the countries Chapter 2: The international marketing environment Chapter 3: Culture and marketing: Cultural influences on consumer behaviour Chapter 4: International market research: Cross-cultural data equivalence
PART II: Global marketing strategies: Global versus local marketing -A decision model of adaptation or standardisation
Chapter 5: Product & communication policy in international marketing Chapter 6: Price policy in international marketing Chapter 7: International distribution & Market Entry Strategies Chapter 8: The Future of international marketing
Conclusion
Prerequisites It is assumed that students have a good prior knowledge of basic marketing concepts coming from the ?Principles of Marketing? course (such as: segmentation, targeting, positioning, methods and procedures of market research).
Teaching aid
Ouvrages principaux - Ghauri P. and Cateora P. (2010), International Marketing, European Edition, London, McGraw Hill Education, 3rd edition (Readings before course: Chapters 1, 4, 6, 8, 10, 11, 15, 17, 18, 19) - Doole, I. and Lowe R. (2008), International Marketing Strategy 5e, Cengage Learning EMEA (Readings before course: Chapters 1, 3, 4, 6, 7, 8, 9, 10, 11) Useful additional references: - Usunier, J.C. and Lee J. (2005), Marketing Across Cultures, 4th ed., London: Prentice Hall International. - Kotler P., Swee-Hoon A., Siew M., and Chin T. (2003), Marketing Management: an Asian perspective, Pearson Australia 3/e eds.. Littrature complmentaire
EM46KM21 - Sales and the digital and social environment
Mandatory Specialization Course : Ngociation et Management Commercial (MKT3),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MKT
number of spots 50
Course Director NN
Prerequisites
Teaching aid
EM46KM22 - Marketing and Sales Integration Management
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MKT
number of spots 40
Course Director NN
Prerequisites
Teaching aid
EM46LM1A - Sales Force Management and Leadership
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MKT
number of spots 30
Course Director Richard Robinson
Finalit principale du cours : 1. Acquire leadership principles in contemporary selling.
2. Anticipate and manage key steps in the selling process.
3. Benefit personally from a course experience that prepares you to add value through leading and managing salespeople and their selling process.
Learning goals (knowledge and know-how expected after completion of the class) ---- 1. Acquire leadership principles in contemporary selling.
2. Anticipate and manage key steps in the selling process.
3. Benefit personally from a course experience that prepares you to add value through leading and managing salespeople and their selling process.
Detailed course syllabi TOPICS INCLUDE: Relationship marketing Salespeople and career paths Mastering the psychology of selling Facial signals and body language Improving prospecting Value-added selling Partnering for mutual benefits Sales presentation strategy Negotiating and overcoming objections Capability building
Prerequisites None
Teaching aid
Ouvrages principaux NA
EM46LM1C - Negotiation and Conflict Resolution
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MKT
number of spots 40
Course Director NN
Prerequisites
Teaching aid
EM46LM1D - Influence and Power in Negotiations
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MKT
number of spots 40
Course Director Christine Morlet
Prerequisites
Teaching aid
EM054U20 - Decision making and business intelligence
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MKT
number of spots 55
Course Director Frank Elias
Finalit principale du cours : Business Motivation: From the Process of Decision Making to Decision Support Systems. 2. All-around understanding of Business Intelligence in the enterprise. This includes: a) Main concepts of Data Warehousing b) Core features of a Data Warehouse c) Project Management Methods & Operation Models for BI solutions d) Case Studies & Experiences 3) New Trends in BI: Big Data & In-Memory, Mobile Reporting and BI-in-the-Cloud / SaaS & PaaS 4) Hands-on experience with a BI system & Frontend visualizations (dashboards, analytical tables) Language: Lecture and documents in English.
Learning goals (knowledge and know-how expected after completion of the class) ---- Business Motivation: From the Process of Decision Making to Decision Support Systems. 2. All-around understanding of Business Intelligence in the enterprise. This includes: a) Main concepts of Data Warehousing b) Core features of a Data Warehouse c) Project Management Methods & Operation Models for BI solutions d) Case Studies & Experiences 3) New Trends in BI: Big Data & In-Memory, Mobile Reporting and BI-in-the-Cloud / SaaS & PaaS 4) Hands-on experience with a BI system & Frontend visualizations (dashboards, analytical tables) Language: Lecture and documents in English.
Detailed course syllabi Motivation & Benefits =================================================== Business Case Study Decision Making & Computerized Support Models Decision Support Systems
The main concepts =================================================== Data Warehousing: Defintions & Concepts: Enterprise Data Warehouse, Data Marts. High-level principles, architecture models and data flows. Core features & functions: ETL, dimensional modelling, OLAP and OLAP operations, Data Mining, Query (MDX), Performance impacts. Frontend considerations. Modeling examples & exercise for Business Intelligence Solutions
Project Management Methods for BI projects Long term organisational models for BI solutions Key Success Factors in selected Case Studies.
New trends changing model & delivery of Business Intellgience solutions =================================================== - The revolution of Real Time analytics & In-Memory solutions - Information at your fingertips - Mobile reporting - BI in-the-box: On demand & Cloud solutions (SaaS, PaaS)
Prerequisites General knowledge of relational databases (e.g. MS Access) and MS Excel.
Teaching aid
Ouvrages principaux Business Intelligence Roadmap: The Complete Project Lifecycle for Decision-Support Applications, Larissa T. Moss, Shaku Atre, 2003, Addison-Wesley Professional. Business Intelligence, Efraim Turban, Ramesh Sharda, Dursun Delen, David King, July 2010, Prentice Hall. The Data Warehouse Toolkit: The Complete Guide to Dimensional Modeling, April 2002, Ralph Kimball, Margy Ross. Building the Data Warehouse, October 2005, W. H. Inmon. The Data Warehouse Lifecycle Toolkit, January 2008, Ralph Kimball, Margy Ross, Warren Thornthwaite, Joy Mundy, Bob Becker. Littrature complmentaire
EM054U36 - International Human Resource Management and IT implementation issues
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MSI
number of spots 50
Course Director Jessie Pallud
Finalit principale du cours : The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and organizations. More particularly, IS have transformed the Human Resources (HR) department and the way employees are managed. This course provides an in-depth review of HRIS issues by exploring various topics such as virtualization of the workplace, managing HR competencies with IS, and ethical and social issues concerning IT use and implementation. We will read book chapters and articles from different disciplines in order to gain a broader perspective on managerial aspects of IS. Tracing the theoretical and empirical literature in both the IS and HR fields should help students develop reflective and critical thinking.
The course objectives are the following: ?Define the main theories/frameworks from IS and HR disciplines ?Evaluate the role of IS in HR challenges in a worldwide environment ?Understand and analyze the main influences of IS implementation (at the individual and organizational levels) ?Identify unanswered questions that may provide fruitful venues for research ?Conduct a qualitative research
Learning goals (knowledge and know-how expected after completion of the class) ---- The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and organizations. More particularly, IS have transformed the Human Resources (HR) department and the way employees are managed. This course provides an in-depth review of HRIS issues by exploring various topics such as virtualization of the workplace, managing HR competencies with IS, and ethical and social issues concerning IT use and implementation. We will read book chapters and articles from different disciplines in order to gain a broader perspective on managerial aspects of IS. Tracing the theoretical and empirical literature in both the IS and HR fields should help students develop reflective and critical thinking.
The course objectives are the following: ?Define the main theories/frameworks from IS and HR disciplines ?Evaluate the role of IS in HR challenges in a worldwide environment ?Understand and analyze the main influences of IS implementation (at the individual and organizational levels) ?Identify unanswered questions that may provide fruitful venues for research ?Conduct a qualitative research
Detailed course syllabi 1. Definition of IS and HRIS - The role of IS for the key HR functions 2. Internet site potential for HR practices implementation - E-recruitment 3. IS for communication - Tools used by managers (emails, Intranet, videoconference, etc.)
- Media Richness Theory 4. Managing HR competencies with IS - E-learning - Knowledge management 5. Ethical and Social issues concerning IT use and implementation - Electronic surveillance - Privacy
Prerequisites
Teaching aid
Ouvrages principaux SHORT READING LIST Hendrickson, A.R. "Human Resource Information Systems: Backbone Technology of Contemporary Human Resources," Journal of Labor Research (24) 2003, pp 381-394. Pauleen, D.J., and Yoong, P. "Facilitating Virtual Team Relationships via Internet and Conventional Communication Channels," Internet Research: Electronic Networking Applications and Policy (11:3) 2001, pp 190-202. Thompson, L.F., Braddy, P.W., and Wuensch, K.L. "E-recruitment and the Benefits of Organizational Web Appeal," Computers in Human Behavior (24) 2008, pp 2384V2398. Hansen, M.T., Nohria, N., and Tierney, T. "What's your Strategy for Managing Knowledge?," Harvard Business Review (March-April) 1999, pp 106-116 Marx, G.T. "Ethics for the New Surveillance," The Information Society (14) 1998, pp 171-185. Littrature complmentaire
EM054U71 - ITIL: Methodology for good practices in IS projects
Year univ 2013
Level Master 1
Semester 1
Ects 3
language en
Discipline MSI
number of spots 50
Course Director Serge Bolidum
Finalit principale du cours : Is IT only for IT Engineers ? Information Technologie or Information Systems Departments have to be "customer" oriented. Yes, IT Managers have to act like Communication and Marketing people! That's why Business Schools will provide more and more IT department Managers.
Describe Processes, Roles and Responsibilities driving IT Services/IT Departments. Understand the enterprise governance State the goal and scope of each discipline in an IT Departement. Use standard ITIL vocabulary. Identify and explain the basic principles guiding use of ITIL in real-life situations. Prepare the ITIL V3 Certification
Learning goals (knowledge and know-how expected after completion of the class) ---- Is IT only for IT Engineers ? Information Technologie or Information Systems Departments have to be "customer" oriented. Yes, IT Managers have to act like Communication and Marketing people! That's why Business Schools will provide more and more IT department Managers.
Describe Processes, Roles and Responsibilities driving IT Services/IT Departments. Understand the enterprise governance State the goal and scope of each discipline in an IT Departement. Use standard ITIL vocabulary. Identify and explain the basic principles guiding use of ITIL in real-life situations. Prepare the ITIL V3 Certification
Detailed course syllabi Introduction Corporate Governance IT Service Management Service Lifecycle Service Strategy Service Design Service Transition Service Operation (1/2 hour) (1 and 1/2) (1/2 hour) (1/2 hour) (4 hours) (3 hours) (3 hours) (4 hours)
Continual Service Improvement (3 hours)
Prerequisites none
Teaching aid
Ouvrages principaux - VAN BON J. ITIL V3 Foundation Exam: The Study Guide (2008), Van Haren Publishing Littrature complmentaire
EM4M5U4B - Online Consumer Behavior
Mandatory Specialization Course : E-marketing et Management des TIC
(E-MKT),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline MSI
number of spots 35
Finalit principale du cours : During the course students will develop and acquire abilities to: - Identify the basic concepts in consumer behavior; - Explain how the Internet influences consumer behavior on different levels: the self, in a social context, and during decision making processes; - Compare consumer behavior offline and online and; - Assess the major challenges coming with online consumer behavior and to turn them into opportunities for marketing and the management of the relationship with the online consumer; - Apply the concepts by discussing company case studies.
Learning goals (knowledge and know-how expected after completion of the class) ---- During the course students will develop and acquire abilities to: - Identify the basic concepts in consumer behavior; - Explain how the Internet influences consumer behavior on different levels: the self, in a social context, and during decision making processes; - Compare consumer behavior offline and online and; - Assess the major challenges coming with online consumer behavior and to turn them into opportunities for marketing and the management of the relationship with the online consumer; - Apply the concepts by discussing company case studies.
Detailed course syllabi 1)Introduction (2h) a.Net generation students and consumers b.Terminology and course outline
2)The consumer, the self, and the Internet (6h) a.Consumer motivation and the Internet b.Perception, learning, and memory of the online consumer c.The virtual self of the consumer d.Communication and online consumer behavior
3)The consumer in the social context online (8h) a.Social influence and consumer behavior b.The social context online: interactivity, connectedness, networks
4)Decision-making of the consumer online and the online consumer (4h) a.Problem recognition and information search
b.Judgment and decision making
5)Consequences and outlook: marketing and (customer) relationship marketing online (4h)
Prerequisites Basic knowledge in marketing.
Teaching aid
Ouvrages principaux Books on Consumer Behavior: SCHIFFMAN, L. G., & KANUK, L. L. (2010). Consumer Behavior, 10th edition, Prentice Hall, Upper Saddle River. SOLOMON, M. R. (2012): Consumer Behavior - Buying, Having, and Being, Tenth edition, Prentice Hall, Upper Saddle River. Books on E-Marketing and E-Commerce: STRAUSS, J., & FROST, R. (2012): E-Marketing, Sixth edition, Pearson, Upper Saddle River. TURBAN, E., KING, D., & LANG, J. (2011): Introduction to Electronic Commerce, Third edition, Pearson, Upper Saddle River. VIOT, C. (2011): Le e-marketing l?heure du web 2.0, 3me dition, Gualino, Paris. Additional books: FALQUE, E. & WILLIAMS, S.-J. (2011): Les paradoxes de la relation client dans un monde digital, Pearson, Paris. KIMMEL, A. J. (2010): Connecting with consumers - Marketing for new marketplace realities, Oxford University Press, New York. TAPSCOTT, D. (2009): Grown up digital - How the net generation is changing your world, McGraw Hill, New York. WUYTS, S. et al. (2010): The connected customer - The changing nature of consumer and business markets, Routledge, New York. Articles: COVA, B. & COVA, V. (2009). Faces of the New Consumer: A Genesis of Consumer Governmentality, Recherche et Applications en Marketing, 24(3), pp. 81-100. HENNIG-THURAU, T., MALTHOUSE, E. C., FRIEGE, C., GENSLER, S., LOBSCHAT, L., RANGASWAMY, A., et al. (2010). The Impact of New Media on Customer Relationships. Journal of Service Research, 13(3), pp. 311-330. PIRES, G. D., STANTON, J., & RITA, P. (2006). The internet, consumer empowerment and marketing strategies. European Journal of Marketing, 40(9/10), pp. 936-949. A complete list of the literature will be provided at the beginning of the course. Littrature complmentaire
EM1F4U13 - Logistics and Marketing
Year univ 2013
Level Master 1
Semester 1,2
Ects 3
language en
Discipline SCM
number of spots 70
Course Director Pierre-Yves Brehier
Finalit principale du cours : Course objectives: -Is to unlock the mystery of logistics and promote its values to the future business leaders. -Is to introduce the basic concepts of logistics to students enrolled in principles of marketing courses. Students should be able to describe, analyze and propose different logistics organizations.
Learning goals (knowledge and know-how expected after completion of the class) ---- Course objectives: -Is to unlock the mystery of logistics and promote its values to the future business leaders. -Is to introduce the basic concepts of logistics to students enrolled in principles of marketing courses. Students should be able to describe, analyze and propose different logistics organizations.
Detailed course syllabi Course breakdown: -introduction to logistics -logistics principles ?logistics plays a key role in SCM ?Logistics benefits society in different ways? ?logistics is pervasive, it affects every aspect of business ?logistics contributes to a greater extend to a company?s revenues and growth, it has a positive effect on a company?s ROI
?logistics plays a key role in marketing strategy, it can be the focal point of a marketing strategy ?Logistics affect all functions of a company, it is not a single activity but a combination of integrated activities that? ?Logistics fulfils the promises made by other facets of marketing such as performance, availability, price?
Prerequisites Other upstream course:basics in marketing
Teaching aid
Ouvrages principaux
- Marketing international by C. Pasco-Berho at Dunod (French) 2006 - Supply Chain Management by S.Chopra & P.Meindl at Pearson 2010 - Contemporary Logistics by Murphy & Wood at Pearson int'l ed. 2008 Littrature complmentaire
EM1F5U01 - Expertise in International Commerce
Year univ 2013
Level Master 1
Semester 1,2
Ects 3
language en
Discipline SCM
number of spots 70
Finalit principale du cours : Upon completion of the course, students will be able to: - Embrace a general view of international commerce in the context of globalization - Master and get trained how to stabilize business environment for efficient import / export - Identify, explain and evaluate the complexities of the 21st century trade - Use appropriate methods and tools to stabilize international commerce - Conceptualize and use the techniques of commercial transactions
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will be able to: - Embrace a general view of international commerce in the context of globalization - Master and get trained how to stabilize business environment for efficient import / export - Identify, explain and evaluate the complexities of the 21st century trade - Use appropriate methods and tools to stabilize international commerce - Conceptualize and use the techniques of commercial transactions
Detailed course syllabi International law of contracts (6h): (Marie Leprtre) Globalization and environment in global business Definition of an international contract, negotiation and conclusion Law applicable: Complexity of laws, rule of the contract Conflict of laws - Rome regulation - Hague convention... Substantive law and "lex mercatoria" - Vienna convention - Unidroit Settlement of disputes Jurisdiction - Brussels I regulation and recognition and enforcement of judgments - at French law... Arbitration - French rules/ private rules (UNCITRAL), agreements... Alternative dispute resolution methods
The different contracts in a contract of sale (18h): (J.P.Gaertner) -Use of appropriate commercial terms (INCOTERMS) -Particulars in construction and installations abroad ; tender and bidding process -the sale of goods and services ; general sale conditions The contract of carriage: Europe and overseas: -duties and liabilities of seller/ shipper/ consignor/ carrier -land, air, sea carriage contracts ; liner terms, AWB, B/L -carriage risks and insurance
Payment mechanisms and financing international contracts -financial risks and their classification ; risk management -payment mechanisms ; bill of exchange, CAD, L/C, SBLC -export financing by banks, factors, discounting, countertrade Export documentation: within and outside the EU -commercial, customs, transport, bank and credit, insurance documentation
Prerequisites none
Teaching aid
Ouvrages principaux Antoni, E. (2000), International Commerce, Paris, Ellipses. International Chamber of Commerce (2010), Incoterms 3000. Padgett, J. (1994), Start Your Own Import/Export Business, Prentice Hall. EXPORTER : pratiques du CI, Foucher The handbook of int?l trade, the institute of export Droit du CI par Jacquet/Delebecque, Dalloz Littrature complmentaire
EM615M54A - NTICs, SRM, WMS, Transport tracability, CRM, VMI (semA. IP2,SCM2)
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Course Director Eric REINHARD
Finalit principale du cours : Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain Excellence.
Course description: New Technologies of Information and Communication (NTIC) necessary for optimizing the SC Intended learning objectives: - Learn how Supply Chain processes can be improved by NTIC?s - Make the link between Supply Chain frameworks and the use of NTIC?s - See concrete examples of NTIC?s - Explain how a Warehouse Management System (WMS) can dramatically improve the material flow and the information flow - Understand the benefits of Vendor Managed Inventory (VMI) for a better downstream and upstream collaboration - Be able to build a VMI tool, and lead a VMI project
Learning goals (knowledge and know-how expected after completion of the class) ---- Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain Excellence.
Detailed course syllabi 1. New Technologies of Information and Communication (NTIC) to support Supply Chain Excellence - Supply Chain framework - NTIC?s applied to supply chain processes
2. APS and Data Warehouse: Event Management - Demand Planning and Forecasting (mid- and long-term) - Advanced Planning and Scheduling (short-term) - What Event Management is - Data Warehouse: Business Warehouse
3. Workflow and PLM (Product LifeCycle Management) - What a Workflow is - A concrete example of the launch process
4. SRM: Supplier Relationship Management - What SRM is - Example of an SRM web based application: Supplier portal
5. Transport security and traceability - Track and trace - E-Logistics: Transwide ?
6. CRM: Customer Relationship Management - What CRM is - CRM web based applications: Backorder information, Medisales, Hartmann Pro, Claims management
7. WMS: Warehouse Management System - Definition - Functions in warehouse systems: a virtual warehouse visit - Warehouse design and realization of WMS
8. VMI : Vendor Managed Inventory - What VMI, and CMI are - Benefits of introducing VMI in a customer-supplier relationship - Different kinds of VMI?s : upstream, downstream - Concrete examples : with Hospitals, Distributors, Wholesalers - EWR Plus - Build your VMI tool in Excel - How to manage a VMI project
Prerequisites Basic SC knowledege
Teaching aid
Ouvrages principaux Logistics Management and Strategy ; A.Harrison and R.Van Hoek : ed. FT Prentice Hall, 2008 Total Supply Chain Management ; R.Basu, J.Newan Wright, ed. BH, 2008 Supply Chain Excellence ; P.Bolstorff, R.Rosenbaum, ed. AMACOM, 2007 Warehouse Management ; M.ten Hompel, T.Schmidt, ed. Springer, 2007 Littrature complmentaire
EM615M54B - NTICs, SRM, WMS, Transport tracability, CRM, VMI
(semB. IP,SCM)
Mandatory Specialization Course : Supply Chain Management (SCM), International Purchasing (IP),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Finalit principale du cours : Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain Excellence.
Learning goals (knowledge and know-how expected after completion of the class) ---- Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain Excellence.
Detailed course syllabi 1. New Technologies of Information and Communication (NTIC) to support Supply Chain Excellence - Supply Chain framework - NTIC?s applied to supply chain processes
2. APS and Data Warehouse: Event Management - Demand Planning and Forecasting (mid- and long-term) - Advanced Planning and Scheduling (short-term) - What Event Management is - Data Warehouse: Business Warehouse
3. Workflow and PLM (Product LifeCycle Management) - What a Workflow is - A concrete example of the launch process
4. SRM: Supplier Relationship Management - What SRM is - Example of an SRM web based application: Supplier portal
5. Transport security and traceability - Track and trace - E-Logistics: Transwide ?
6. CRM: Customer Relationship Management - What CRM is - CRM web based applications: Backorder information, Medisales, Hartmann Pro, Claims management
7. WMS: Warehouse Management System - Definition - Functions in warehouse systems: a virtual warehouse visit - Warehouse design and realization of WMS
8. VMI : Vendor Managed Inventory - What VMI, and CMI are - Benefits of introducing VMI in a customer-supplier relationship - Different kinds of VMI?s : upstream, downstream - Concrete examples : with Hospitals, Distributors, Wholesalers - EWR Plus - Build your VMI tool in Excel - How to manage a VMI project
Prerequisites Basic SC knowledege
Teaching aid
Ouvrages principaux Logistics Management and Strategy ; A.Harrison and R.Van Hoek : ed. FT Prentice Hall, 2008 Total Supply Chain Management ; R.Basu, J.Newan Wright, ed. BH, 2008 Supply Chain Excellence ; P.Bolstorff, R.Rosenbaum, ed. AMACOM, 2007 Warehouse Management ; M.ten Hompel, T.Schmidt, ed. Springer, 2007 Littrature complmentaire
EM615M61 - Lean Supply Chain
Mandatory Specialization Course : Supply Chain Management (SCM), Logistique et achat international en apprentissage (SCM2),
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Course Director NICOLAS DILLINGER
Finalit principale du cours : Cette formation doit permettre aux participants de: 1. Expliquer les fondements d'une organisation industrielle et des diffrents systmes de production, 2. Dvelopper des connaissances dtailles de la "philosophie" du lean manufacturing et de l'ensemble des principes et outils qui la composent, 3. Etre capable de mettre en oeuvre certains de ces principes concrtement dans une organisation.
Learning goals (knowledge and know-how expected after completion of the class) ---Cette formation doit permettre aux participants de:
1. Expliquer les fondements d'une organisation industrielle et des diffrents systmes de production, 2. Dvelopper des connaissances dtailles de la "philosophie" du lean manufacturing et de l'ensemble des principes et outils qui la composent, 3. Etre capable de mettre en oeuvre certains de ces principes concrtement dans une organisation.
Detailed course syllabi 1. Introduction
2. Industrie et oprations industrielles
3. Histoire de l'industrie
4. Le lean manufacturing
Prerequisites Aucun
Teaching aid
Ouvrages principaux Le Modle Toyota - Jeffrey K.LIKER - Ed. Pearson Systme Lean : penser l'entreprise au plus juste - James P.WOMACK & Daniel T.JONES - Ed. Pearson The Machine that changed the world - James P.WOMACK, Daniel T.JONES & Daniel ROOS - Ed. Dunod Littrature complmentaire
EM615M63 - Supply chain strategy and Challenges, Lever of success
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 10
Finalit principale du cours : Course aim: Get familiar with the Supply Chain Strategy, its Challenges, and its operational applications. Course description: Supply chain management continues to transform the competitive landscape and has become a key business issue for companies. A concrete and operational approach. Intended learning objectives: -Identify how supply chains are structured -make the link between the company?s core strategy and the supply chain -Apply the supply chain English vocabulary -understand the benefits of collaboration within supply chains -Improve the supply chain performance, by understanding the challenges
Learning goals (knowledge and know-how expected after completion of the class) ---Course aim: Get familiar with the Supply Chain Strategy, its Challenges, and its operational applications.
Course description: Supply chain management continues to transform the competitive landscape and has become a key business issue for companies. A concrete and operational approach. Intended learning objectives: -Identify how supply chains are structured -make the link between the company?s core strategy and the supply chain -Apply the supply chain English vocabulary -understand the benefits of collaboration within supply chains -Improve the supply chain performance, by understanding the challenges
Detailed course syllabi Day 1: Strategy and Supply Chain -SCM history and definitions -Core strategy -Supply chain strategy as a competitive advantage -Concrete examples : material flow and information flow (Hartmann Intranet Based Backorder management system, Demand Planning, PLM, etc) -To read for the next day : Eli Lilly example Day 2: The SCOR Model: how to model a Supply-Chain with SCOR -SCOR process : Plan, Source, Make, Deliver, Return -Modeling with SCOR -Business case in small groups : the grill party Day 3: Improve SC performance with metrics and best practices -KPI?s (concrete example : Hartmann Intranet SC KPI?s) -Benchmarking
-Best practices -Business case in small groups : build a scoreboard (select the KPI?s, present them with graphics, analyze them and make proposals to improve them) Day 4: The Beer Game with a difference -On line game : the goal is that each student plays and experiences acting through a supply chain -Debriefing : analysis of the results (total cost) and the bullwhip effect Day 5: Working together -Efficient Consumer Response (ECR) -Collaborative Planning, Forecasting and Replenishment (CPFR) -Vendor-Managed Inventory (VMI) => the Hartmann VMI experience (Auchan, Carrefour, ? and new : pharmacies? wholesailer) -Claims management Day 6: Working capital challenge: Inventory management, and SC future levers of success and challenges -Inventory management: how to reduce the stock (quick wins, mid-and long-term improvement) -SC future opportunities and challenges : The Supply Chain Manager of the future, the ?Nano Logistics?
Prerequisites Basic knowledge of SC
Teaching aid
Ouvrages principaux Logistics Management and Strategy ; A.Harrison and R.Van Hoek : ed. FT Prenctice Hall, 2008 Strategic supply management ; P.Cousins, R.Lamming, B.Lawson, B.Squire, ed. FT Prentice Hall, 2008 Strategic Supply Chain Management ; S.Cohen, J.Roussel, ed. McGraw-Hill, 2008 Logistics concepts for the future ; Different authors, ed. Leif Enarsson, 2002 The ten Day MBA ; S.Silbiger, ed.Quill William Morrow, 1999 Web : www.supply-chain.org Littrature complmentaire
EM615M81B1 - International Distribution (semB. gr1: IP,SCM,EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), Supply Chain Management (SCM), International Purchasing (IP), MIB2,
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Finalit principale du cours : Upon completion of the course, students will be able to: - Embrace a general view of international commerce in the context of distribution worldwide - Master and get trained how to stabilize business environment for efficient import / export - Use appropriate methods and tools to stabilize international distribution - Conceptualize and use the techniques of commercial transactions
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will be able to: - Embrace a general view of international commerce in the context of distribution worldwide - Master and get trained how to stabilize business environment for efficient import / export - Use appropriate methods and tools to stabilize international distribution - Conceptualize and use the techniques of commercial transactions
Detailed course syllabi The context of distribution: - logistic chain - transportation worldwide - transport options The contract of carriage: Europe and overseas: -duties and liabilities of seller/ shipper/ consignor/ carrier -land, air, sea carriage contracts ; liner terms, AWB, B/L -carriage risks and insurance Payment mechanisms and financing international contracts -financial risks and their classification ; risk management -payment mechanisms ; bill of exchange, CAD, L/C, SBLC -export financing by banks, factors, discounting, countertrade Export documentation: within and outside the EU -commercial, customs, transport, bank and credit, insurance documentation
Prerequisites no
Teaching aid
Ouvrages principaux Antoni, E. (2000), International Commerce, Paris, Ellipses. International Chamber of Commerce (2010), Incoterms 3000. Padgett, J. (1994), Start Your Own Import/Export Business, Prentice Hall. EXPORTER : pratiques du CI, Foucher The handbook of int?l trade, the institute of export Droit du CI par Jacquet/Delebecque, Dalloz Littrature complmentaire
EM615M81B2 - International Distribution (semB. Gr2 : SCM2,IP2)
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Finalit principale du cours : Upon completion of the course, students will be able to: - Embrace a general view of international commerce in the context of distribution worldwide - Master and get trained how to stabilize business environment for efficient import / export - Use appropriate methods and tools to stabilize international distribution - Conceptualize and use the techniques of commercial transactions
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will be able to: - Embrace a general view of international commerce in the context of distribution worldwide - Master and get trained how to stabilize business environment for efficient import / export - Use appropriate methods and tools to stabilize international distribution - Conceptualize and use the techniques of commercial transactions
Detailed course syllabi The context of distribution: - logistic chain - transportation worldwide - transport options The contract of carriage: Europe and overseas: -duties and liabilities of seller/ shipper/ consignor/ carrier -land, air, sea carriage contracts ; liner terms, AWB, B/L -carriage risks and insurance Payment mechanisms and financing international contracts -financial risks and their classification ; risk management -payment mechanisms ; bill of exchange, CAD, L/C, SBLC -export financing by banks, factors, discounting, countertrade Export documentation: within and outside the EU -commercial, customs, transport, bank and credit, insurance documentation
Prerequisites no
Teaching aid
Ouvrages principaux
Antoni, E. (2000), International Commerce, Paris, Ellipses. International Chamber of Commerce (2010), Incoterms 3000. Padgett, J. (1994), Start Your Own Import/Export Business, Prentice Hall. EXPORTER : pratiques du CI, Foucher The handbook of int?l trade, the institute of export Droit du CI par Jacquet/Delebecque, Dalloz Littrature complmentaire
EM615M82B1 - Multimodal transport
(semB. IP,SCM,EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), Supply Chain Management (SCM), International Purchasing (IP), MIB2,
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 50
Finalit principale du cours : Upon completion of the course, students will be able to: - Embrace a general view of transportation worldwide - Master and get trained how to make decisions depending on the transport mode - Use appropriate methods and tools to optimize your "transport mix"
Learning goals (knowledge and know-how expected after completion of the class) ---- Upon completion of the course, students will be able to: - Embrace a general view of transportation worldwide - Master and get trained how to make decisions depending on the transport mode - Use appropriate methods and tools to optimize your "transport mix"
Detailed course syllabi The context of transport within the logistics & SCM - logistic chain - SCM - transportation worldwide
The context of carriage (continental and overseas) - transport options - transport optimizations - green logistics - reverse logistics
Prerequisites no
Teaching aid
Ouvrages principaux Antoni, E. (2000), International Commerce, Paris, Ellipses. International Chamber of Commerce (2010), Incoterms 3000. EXPORTER : pratiques du CI, Foucher The handbook of int?l trade, the institute of export Littrature complmentaire
EM665M54 - Total Cost of Ownership, Lean Office, Traabilit, Six-Sigma, Activity Based Costing
Year univ 2013
Level Master 2
Semester 1
Ects 3
language en
Discipline SCM
number of spots 30
Course Director Emmanuel Betzinger
Finalit principale du cours : Identifier et expliquer l'impact des nouvelles mthodes de management sur les performances de la Supply Chain. Identify and explain the impact of new management methods on the SC performance tre capable de participer la mise en place de ces mthodes dans les entreprises be able to participate at the implementation of these methods in the organization
Learning goals (knowledge and know-how expected after completion of the class) ---Identifier et expliquer l'impact des nouvelles mthodes de management sur les performances de la Supply Chain.
Identify and explain the impact of new management methods on the SC performance tre capable de participer la mise en place de ces mthodes dans les entreprises be able to participate at the implementation of these methods in the organization
Detailed course syllabi Cours Tracabilit ( J.P. Maton: francais/ french language) Dcouvrir la traabilit et le RFID Dfinitions et formes de traabilits Enjeux et objectifs de la traabilit et Les principales applications Rsultats de l?enqute 2009 Obligations lgales et avantages concurrentiels Les acteurs de la traabilit Les solutions techniques et Les Standards EAN UCC Contrle Drives et risques de la la traabilit
Cours TCO -Total Cost of Ownership- Cot Total de Possession- ( JP Maton: francais/ french language) Dcouverte du concept Etude de cas: Peugeot Kaduna Diverses applications pratiques
Cours Lean in the Office ( Julien Munier: E Betzinger: english language) Discover the lean management Discover the lean in the office How to analyse processes in the office Practical case studies
Cours Lean Banking ( Alex Gibb: E Betzinger: english language) Lean in the industry : Toyota
Discover the lean banking methods and tools practical cases and applications
Cours de Lean "6 Sigma" ( Violette Walter: E Betzinger: english language) Discover the lean "6 sigma": tools and methods Applications to the pharmaceutical industry 5S, Kaizen and related methods in the pharmaceutical industry
Prerequisites connatre le fonctionnement d'une entreprise know the functioning of an organization
Teaching aid
Ouvrages principaux Murphy & Wood - Contemporary Logistics chez Pearson int'l edition Tony Arnold & Stephen Chapman - introduction to materials management chez Pearson F. Mocellin ? pratique de la gestion de stocks chez Dunod Goldratt - la chaine critique chez Afnor Littrature complmentaire

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EM145M41 - Management of innovation

Mandatory Specialization Course : Entrepreneuriat (ENT),

Year univ 2013

Teaching hours CM=24, TD=0

Course Director julien Penin

Detailed course syllabi Introduction Managing innovation in a knowledge-based economy

Chapter 2 Innovation cycles and the diffusion of technology

Chapter 3 Innovation strategies and their determinants

Chapter 4 Economic intelligence and technology watch

Chapter 5 Innovation within the firm: Structures, incentives and financing

Chapter 6 The valorization of innovation: Appropriation vs. diffusion strategies

Chapter 7 Strategic management of patents

Chapter 10 Cases of start-up creation in biotech

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EM145M42 - Advance Seminar of Cases in Finance

Mandatory Specialization Course : Entrepreneuriat (ENT),

Year univ 2013

Teaching hours CM=24, TD=0

Course Director Roberto Santillan

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EM225M11 - Organizational Behavior

Mandatory Specialization Course : Entrepreneuriat (ENT),

Year univ 2013

Teaching hours CM=24, TD=0

Course Director Roland Kidwell

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EM054U66 - Financial markets and interest rates

Mandatory Specialization Course : MGA,

Year univ 2013

Teaching hours CM=20, TD=0

Course Director Marie-Hlne Broihanne

Students must attend all sessions of this course.

changes on financial market instruments and participants.

Students must attend all sessions of this course.

Detailed course syllabi I.Introduction to corporate finance

III.Bonds and Interest Rates

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EM375M51 - International Corporate Governance

Mandatory Specialization Course : Comptabilit Contrle (FCC), Finance (FBQ),

Year univ 2013

Teaching hours CM=24, TD=0

Course Director Enrico Prinz

Detailed course syllabi Chapter 1:General introduction (2 hours)

Chapter 5:Comparative corporate governance: Case study presentations (2 hours)

Chapter 6:General conclusion (1 hour)

Prerequisites - Return on equity - Cost of equity

Teaching aid Transparents sous format papierMoodleProjection de Diaporamas

EM375M52 - Financial Case Studies I

Mandatory Specialization Course : Comptabilit Contrle (FCC), Finance (FBQ),

Year univ 2013

Teaching hours CM=24, TD=0

Course Director Christine Servey

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EM375M53A - International Finance (sem.A)

Year univ 2013

Teaching hours CM=24, TD=0

Course Director Christophe J. Godlewski

Prerequisites Investissement et financement

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EM054U21A1 - Essential concepts in financial analysis (semA. Gr1 2A)

Mandatory Specialization Course : MGA,

Year univ 2013