Master 1

Master 1 Business Management Lille campus Academic Year 2013/2014

Fall semester 2013 (Sept.-Dec.) COURSES

TEACHING HOURS

ECTS

Strategic Management : Principles & Prac!ce

36

4

Finance

36

4

Cost Accoun!ng & Management control

36

4

Marke!ng

36

4

Human Resources Management

36

4

Business Game : Capstone global business simula!on

36

4

Elec!ve 1 *

18

2.5

36

5

30

7

CORE COURSES

LANGUAGE French COURSE for exchange students Topics in French Business

RECOMMENDATION FOR COURSES Exchange students can choose any course on this list. Informa!on: - all core courses are taught in English - A few elec!ve course are taught in French (informa!on in the course descrip!on) - the French class is not mandatory, students will be divided into 3 groups depending on their level (beginner/ intermediate/advanced). A test will be organized at the beginning of the semester. - the course Topics in French business is offered to exchange students exclusively.

* the list of elec!ves will be sent in due !me

Full year 2013/2014 (Sept.-May) COURSES

TEACHING HOURS

ECTS

Strategic Management : Principles & Prac!ce

36

4

Finance

36

4

Cost Accoun!ng & Management control

36

4

Marke!ng

36

4

Human Resources Management

36

4

Business Game : Capstone global business simula!on

36

4

Elec!ve 1 *

18

2.5

Corporate Governance & Corporate Social Responsibility

36

5

Informa!on system & Opera!on Management

36

5

Legal Environment & Business Decision Making

36

5

Business Development & Innova!on

18

2.5

Project Management

18

2.5

Elec!ve 2 *

18

2.5

Elec!ve 3 *

18

2.5

36

5

Topics in French Business - semester 1

30

7

European Family Business - semester 2

15

3.5

CORE COURSES - Semester 1


ELECTIVE COURSES

LANGUAGE French COURSE for exchange students

RECOMMENDATION FOR COURSES Exchange students can choose any course on this list. Informa!on: - all core courses are taught in English - A few elec!ve course are taught in French (informa!on available on the syllabus) - the French class is not mandatory, students will be divided into 3 groups depending on their level (beginner/ intermediate/advanced).

A test will be organized at the beginning of the semester. - the course Topics in French business & European Family Business are offered to exchange students exclusively. * the list of elec!ves will be sent in due !me

Spring 2014 (Jan. - May) COURSES

TEACHING HOURS

ECTS

Corporate Governance & Corporate Social Responsibility

36

5

Informa!on system & Opera!on Management

36

5

Legal Environment & Business Decision Making

36

5

Business Development & Innova!on

18

2.5

Project Management

18

2.5

Elec!ve 2 *

18

2.5

Elec!ve 3 *

18

2.5

36

5

Topics in French Business - semester 1

30

7

European Family Business - semester 2

15

3.5


ELECTIVE COURSES

LANGUAGE French COURSE for exchange students

RECOMMENDATION FOR COURSES Exchange students can choose any course on this list. Informa!on: - all core courses are taught in English - A few elec!ve course are taught in French (informa!on available on the syllabus) - the French class is not mandatory, students will be divided into 3 groups depending on their level (beginner/ intermediate/advanced). A test will be organized at the beginning of the semester.

- the course European Family Business is offered to exchange students exclusively. * the list of elec!ves will be sent in due !me

BUSINESS MANAGEMENT MASTER 1 2013/2014

ED-M1BM-S1-STRAT-CC: STRATEGIC MANAGEMENT : PRINCIPLES AND PRACTICE (643) NUMBER OF HOURS: 36 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: Mohamed Hédi Charki, Valérie Duplat and Alexandre Perrin

COURSE OBJECTIVES

Welcome to your course on Strategic Management! Designed to be a rich academic and business experience, this course aims at endowing students with both classical analytical tools used in strategy and recent academic and business insights from the strategy field. Relying on current business issues and challenges, the course mainly addresses the following questions: How to craft a strategic thinking? What are the important tools to master for achieving a strategic analysis? What are the ‘appropriate’ strategic choices to make to reach expected business outcomes? How to manage strategic changes successfully? LEARNING OUTCOMES

After having attended this course, students will be able to: ●

●

●

●

reach a comprehensive understanding of the stakes, stakeholders, and nature of strategic decisions in a complex and evolving business environment; acquire the knowledge required to develop a strategic/competitive analysis; understand the various strategic choices and their business implications; and develop the ability to apply strategies enabling to deal with uncertainty and unforeseeable contingencies.

PREREQUISITES

The course is built on concepts covered in the following courses delivered in EDHEC B3 program: Organizations and Markets (522), Industrial Economics (539) and Organizational Behavior (534). Students with a bachelor-level degree should have completed the online remedial course Financial Analysis Fundamentals. COURSE CONTENT

A) The Foundational Elements of Strategic Thinking (7,5 hours) - M.H. Charki Session 1 (1, 5 hours): Strategic Schools of Thought and Strategic Discourse Session 2 (1, 5 hours): Strategic Analysis – The External Side Session 3 (1, 5 hours): Strategic Analysis – The Internal Side

Session 4 (1,5 hours): New Lenses for Competitiveness Session 5 (1, 5 hours): New Lenses for Value – Toward Creating Shared Value in Business Case study A (3 hours): Google Inc Case study B (3 hours): Responding to the Wii? B) The Strategic Options (7,5 hours) - V Duplat Session 1 (1, 5 hours): Corporate Strategy Session 2 (1, 5 hours): Business Strategy Session 3 (1, 5 hours): International Business Session 4 (1, 5 hours): Internal Growth vs. External Growth Session 5 (1, 5 hours): Strategic Alliances Case study C (3 hours): TNK-BP: Is the Joint Venture on the verge of derailment? C) Strategic Assessment and Emergent Strategies (7,5 hours) - H. Malloch Session 1 (1, 5 hours): Strategic Evaluation Session 2 (1, 5 hours): Emergent Strategies Session 3 (1, 5 hours): Managing Strategic Change. Session 4 (1,5 hours): The Practice of Strategy Session 5 (1,5 hours): (Online Session) Wrap-up online session on Principles and Practices of Strategic Management Case study E (3 hours): Arte D) Closing session - M.H. Charki & V. Duplat (1,5 hours) During this closing session a strategist from a major international company will be invited to discuss the day-to-day issues related to strategic management. Students will be invited to submit questions before this testimonial. TEACHING & LEARNING METHODS

The course includes various pedagogical tools: lectures, business reports and articles, book, videos, business case studies and teamwork. A regular use of the BlackBoard platform is imperative to get up-to-date information about the course. • Theoretical course: Before starting the course, professors systematically check the presence of 20 students picked randomly. Each absence will negatively affect the final grade. The course starts sharp on time and doors will be closed right before starting. Students are encouraged to read each article linked to theoretical classes prior to coming to class. Questions about these articles will be included in the final exam. You can access the mandatory readings via the academic online library EBSCO. This requires first to visit the website of the Vauban Library (www. portail.bu-vauban.fr), then to ask for a login and a password, and finally to click on the EBSCO logo and search for the specific article. • Case study sessions: The case study sessions start sharp on time and doors will be closed right before starting. Attendance to case study sessions is mandatory. Each session leads to a participation grade and a grade of ZERO is automatically given in case of absence. If students accumulate more

than two absences, they will automatically get a grade of ZERO for the entire continuous assessment of this course (which accounts for 25% of the final grade). In case you have a valid justification for this absence, please transfer justification documents to the Academic Affairs Department. Professors are not in charge of validating justification documents. Before each case study session, students will have to prepare a paper with answers to questions posted on BlackBoard several days prior to the session. This preparation of each answer has to be made by the entire team. Allocation of questions among students is not allowed and will likely be detected when grading; then penalized. Moreover, it is up to the students to make sure that everybody committed to the collective effort. As soon as names are shown on the case study paper, professors consider that everybody equally participated. Case study papers have to be submitted on time; no delay is tolerated and leads to the absence of grade (see the deadlines below). Case study papers must use the following format: 3 pages maximum, 12 points, Times New Roman, justified and single spaced. Papers that do not respect the format won’t be considered for grading. In order to form teams of five members, students are asked to use Blackboard, and exclusively Blackboard. For obvious logistic and administrative reasons, once formed, these teams cannot be changed. Students will receive specific information about how to set up teams at the beginning of the first class. Please contact Catherine BARTHEL ([email protected]) for any issue you might face when forming teams. Deadlines for case study papers’ submission via Blackboard are: ❍

❍

❍

❍

Google : xxx Responding to the Wii : xxx TNK-BP: xxx Arte: xxx

ASSESSMENT METHODS

The grading structure is as follows: ●

●

Exam: 50%. The final exam will include questions on theoretical classes and the academic articles. It will also include questions on mini-case studies (different from those studied in class and case study sessions). Mid-term exam: 25%. The mid-term exam will include questions on theoretical classes and academic articles. It will take place on Thursday 24 of October. Continuous assessment: 25%. This grade includes grades obtained for case study papers (two out of the four papers submitted by the team will be randomly picked and graded) and the participation in class during case study sessions. It is crucial to note that presence is not synonymous with active participation. Students need to proactively participate in the class discussions. th

●

RECOMMENDED READING

G., Johnson, R. Whittington and K., Scholes (2011). “Exploring Strategy”, 9 Edition, Prentice Hall, Financial Times. th


ED-M1BM-S1-FIN-CC: CORPORATE FINANCE (644) NUMBER OF HOURS: 36 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: Frédéric PALOMINO

COURSE OBJECTIVES

The objective of this course is to provide a solid grounding in the principles and practice of financial markets and corporate finance. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the fundamentals of Finance and carry out a knowledgeable discussion regarding these when needed; Proceed to additional on the job training to build the human capital needed for working in the finance industry or as a financial manager within the firm.

PREREQUISITES

This is a first course in Finance and no specialized prior knowledge in Finance is required. However, the student is assumed to have basic familiarity with secondary school mathematics. COURSE CONTENT

Financial Markets and Management; Present Value; Project Appraisal and Capital Budgeting; Introduction to Risk and Return; Portfolio Selection; The Capital Asset Pricing Model; Interest Rates and the Valuation of Bonds; Options and Real Options; Introduction to Financing and Capital Structure. TEACHING & LEARNING METHODS

The course will consist of lectures, individual reading, and individual work. There are 4 problem sets provided with detailed solutions. The purpose of this optional material is only to help you consolidate your understanding and handling of the technicalities of the course and you will not hand them in. There are 6 assignments that you will hand in. Assignments consist of 3 problem sets and 3 case studies. These assignments enable you to apply the material covered in class to analyze real life situations.

ASSESSMENT METHODS

50% Final Exam 25% Continuous Assesment 25% Mid-Term Exam RECOMMENDED READING

The textbook for the course is Corporate Finance by Richard Brealey, Stewart Myers and, Franklin Allen. You will obtain a hard copy of all (a) lecture slides, (b) assignments and (c) attached articles. Solutions to the assignments will be handed out in class.


ED-M1BM-S1-ACC-CC: COST ACCOUNTING & MANAGEMENT CONTROL (648) NUMBER OF HOURS: 36 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: Claire GREVET

COURSE OBJECTIVES

Management accounting provides managers with the information they need for decision making and for effective and efficient execution of their business strategies. The course is designed for future managers who need to understand what cost or revenue information is most relevant for making specific decisions and how that information should be used. The course is also aiming to explain how financial and non–financial information can be used in order to support the three main managerial functions: planning actions, directing individuals and teams, and evaluating performances. LEARNING OUTCOMES

After having taken this course, participants will be able to: Understand reports prepared by professional management accountants; Understand how costs are computed and classify them into categories; Compute break-even point and make decisions on that base; Select and use appropriate cost information for decision making; Understand the principles of revenue management and price optimization Cope with budgets and budget variances and to initiate corrective actions; Evaluate performances by using relevant financial indicators; Select appropriate methods for setting transfer prices and understand their consequences; Design a dashboard in order to translate strategy into action. PREREQUISITES

Basic knowledge in financial accounting is required before attending this course. That encompasses an understanding of the financial statements and of the accounting methods. Basic knowledge in economics and organization theories will also be helpful. COURSE CONTENT

Session 1: Introduction to Performance management - the building blocks Session 2: From the Accounting perspective to the Financial perspective Session 3: Cost-volume-profit analysis Session 4: Relevant information for decision making Session 5: The full costing method: part 1- the traditional approach Session 6: The full costing method: part 2- the activity-based costing approach Session 7: Divisional financial performance measures Session 8: Revenue management and Price optimization Session 9: Budgetary planning: part 1 – operating budgets Session 10: Budgetary planning: part 2 – financial budgets Session 11: Accounting for control: variance analysis

Session 12: Strategic management accounting TEACHING & LEARNING METHODS

The pedagogical approach relies primarily on problem solving as the main pedagogical tool. A typical class will cover: One chapter : key concepts and theory, analysis of examples and answer to students’ questions. Students are required to read a book chapter/text in advance, in order to prepare for the class discussions and review questions; Practical session involved in solving critical analysis, case studies or exercises, where the teacher will expect students to go over the solutions to problems, ask questions and get their doubt clarified on an on-going basis. Class attendance and participation are crucial to the learning experience, as is being prepared for class (having read the chapter or done the recommended exercises). The textbook is supported by an online tutorial and assessment solution whose regular use is highly recommended. ASSESSMENT METHODS

The grading system is as follows: Individual Multiple-Choice Quiz (25 marks); Work in Tutorials (25 marks) Final examination (50 marks). Moreover, instructors will be allowed to grant up to 10 extra marks to individual students actively participating in most of the classroom discussions RECOMMENDED READING

P. Atrill &E. McLaney – Management Accounting for Decision Makers – 7th edition - FT Pearson 2012


ED-M1BM-S1-MKG-CC: MARKETING (649) NUMBER OF HOURS: 36 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: Michael Antioco

COURSE OBJECTIVES

The purpose of this course is to provide students with fundamental knowledge in marketing, necessary to successfully occupy any management position in a company. More specifically, the goals are: Providing a deep understanding of the marketing concept and of its key components; Developing the skills to analyze a successful marketing strategy and to create customer value; Establishing guidelines for implementation of operational marketing actions; Develop awareness of how marketing changes over time and with regard to the context of implementation. LEARNING OUTCOMES

After having taken this course participants will be able to analyze market date and to implement marketing techniques. PREREQUISITES

None. COURSE CONTENT

Session 1: Marketing and its evolution: from the “marketing management” to the “servicedominant” logic; The role of marketing; Structure and organization of the marketing department; Marketing in a global world Session 2: Attractiveness and Competitiveness Analysis Session 3: Market segmentation analysis Session 4: Targeting and Positioning Session 5: Value Proposal and Brand Equity Session 6: Designing the value proposal: innovation, design, and packaging Session 7: Making money from the value proposal: price and special offers Session 8: Promoting the value proposal: advertising, public relations and integrated marketing communications Session 9: Distributing the value proposal: roads to market and channel relationship management Session 10: Marketing Plan; New challenges for marketing: digital marketing, marketing in a tech world and customer relationship management; Guidelines for an ethic and socially responsible marketing TEACHING & LEARNING METHODS

This course aims at stimulating thinking and practical skills. It will include conceptual insights, readings, real-life international and inter-industry examples and case studies. Students are

responsible for all required readings and preparatory work. ASSESSMENT METHODS

25 % Continuous team work 25 % Mid-Term Exam 50 % Final individual exam RECOMMENDED READING

Marketing: Real People, Real Decisions First European Edition, by Michael R. Solomon / Greg W. Marshall / Elnora w. Stuart / Bradley Barnes / Vincent-Wayne Mitchell, FT Prentice Hall, 2009 A complete list of required readings will be provided at the beginning of the course.


ED-M1BM-S1-MGMT-CC: BUSINESS GAME CAPSTONE GLOBAL BUSINESS SIMULATION (641) NUMBER OF HOURS: 36 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: Christine Coisne

COURSE OBJECTIVES

To incorporate the challenges of business development into cross-functional decisions ; To assess the relative importance of finance, marketing, R&Dand management capabilities ; To monitor team dynamics and reflect on one’s learning process and contribution. LEARNING OUTCOMES

After having taken this course participants will be able to: Devise a competitive strategy and implement it ; Identify drivers of managerial success ; Optimize financial, marketing, R&Dand management tools ; Report on team building and analytical capabilities. ●

●

●

●

PREREQUISITES

Accounting, corporate finance, marketing and strategy fundamentals. COURSE CONTENT

Analyzing consumer and industry data: following up and studying various developments at the industry and consumer level (demand, growth, market share) ; Making strategic moves: defining a strategy and setting operational objectives for each segment ; Making operational decisions in marketing, production, research &development, finance: positioning products, revising old products and investing in new ones; setting prices, managing promotion and sales budgets; defining capacity and automation; managing stock issues, debt, bonds, dividends and working capital ; Interdepartmental coordination: managing team dynamics and ensuring smooth communication and collaboration between team members. TEACHING & LEARNING METHODS

Computer-based simulation game. ASSESSMENT METHODS

Performance: 50 % - Team assessment: 20 % - Learning report: 30 % Due to the format of the course, successful performance requires participants to continuously demonstrate excellent teamwork, analytical skills and managerial capabilities. In assessing their team dynamics and reflecting upon their progress, participants must be able to make a relevant and consistent analysis of their learning process and outcomes.

RECOMMENDED READING

User’s manual.


ED-M1 BM-S1-CCS-CC: TOPICS IN FRENCH BUSINESS (1332) NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 7 ECTS COURSE COORDINATOR: Christine COISNE

COURSE OBJECTIVES

To introduce international students to the socio-cultural complexity of the environments in which French business takes place; To gain historical perspective on French values, consumer movements, managerial trends and style; To discover links between educational and political ideals and the orientation of French consumer and strategic behaviours. LEARNING OUTCOMES

After having taken this course participants will be able to: Recognize and speak knowledgeably about contemporary France - its famous politicians, its social structure and its business dynamics; Speak, write and conduct research on the corporate sector in France; Name, describe and analyze the top companies and firms of French contemporary business; Understand the link between the French educational systems and labour market trends; Understand the historical events that explain contemporary French business law, niche markets, and sectors of excellence including luxury, military equipment, retail and food. PREREQUISITES

Three years of general business courses or Bac + 3 Business Administration. COURSE CONTENT

Part I: A general introduction to France – stereotypes, language, educational system and contemporary social trends; Part 2: An overview of recent French history and geopolitical affairs; Part 3: French intellectual movements with special emphasis on sociology and post-modernist social philosophy (Excerpts from art, literature, philosophy and music –esthetic trends and values – based on Bourdieu, de Beauvoir, Foucault); Part 4: French organizational, legal and management styles (Based on Hofstede, Trompenaars); Part 5: Themes related to the French legal environment (Napoleanic code, Loi Toubon etc.) and consumer protection. TEACHING & LEARNING METHODS

Lectures, student study cohorts, Socratic dialogue, reading. ASSESSMENT METHODS

Participation and continuous assessment: 50 %

Final Exam 50 % RECOMMENDED READING

BARSOUX, J.L. and P. Lawrence (1990) Management in France, Cassell Academic, New York. BEAUVOIR, Simone De. (1949) Le deuxième sexe I et II. Folio Essais BOURDIEU, P. (1986b) Distinction. Cambridge: Polity Press. DURKHEIM, Emile 1893, The Division of Labor in Society, trans. George Simpson, New York: Macmillan FOUCAULT, M. (1970) The Order of Things, London: Tavistock FUKUYAMA, F. (1995) Trust: the Social Virtues and the Creation of Prosperity, New York, Free Press. See particularly chapter 11 on French companies, trust in the private sector and the history behind large state owned corporatios in France. HANCKE, B. (2001) “Revisiting the French Model: Coordination and Restructuring in French Industry,” in P.A. HALL E. &D. SOSKICE (eds.) Varieties of Capitalism, Oxford, Oxford University Press. HOFSTEDE, G. (1980). Culture's Consequences: International Differences in Work-related Values. Beverly Hills, CA: Sage. HOFSTEDE, G. (1989). Organising for Cultural Diversity. European Management Journal, 7 (4), 390-97. HOFSTEDE, G. (1991). Cultures and Organizations: Software of the Mind: Intercultural Cooperation and its Importance for Survival. London: McGraw-Hill. LANDES, David « French Entrepreneurship and Industrial Growth in The Nineteeth Century » Journal of Economic History 9 (1949) : 45-61. LYOTARD, Jean-François (1984) The Post-Modern Condition: A Report on Knowledge, trans.G. Bennington and B. Massumi, Minneapolis: University of Minnesota Press. MERMET, Gérard, (2009) Francoscopie, Paris: Larousse. TROMPENAARS F. (1993). Riding the Waves of Culture. London: Economist Books. TROMPENAARS F. &HAMPDEN-TURNER, C. (2000). Building Cross-Cultural Competence: Hot to Create Wealth from Conflicting Values. New Haven: Yale University Press.


ED-M1 BM-S1-BC-CC: FLE (FRENCH AS A SECOND LANGUAGE) (1337) NB HEURES : 36 SEMESTRE 1 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : Agnès DEBACKER

OBJECTIFS DU COURS

Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle. OBJECTIFS D'APPRENTISSAGE

After having taken this course participants will be able to: Maîtriser les actes de communication quotidienne dans un contexte professionnel. Présenter l’entreprise, son organisation, son activité, son marché, sa politique commerciale ainsi que sa situation financière, ses résultats ; exprimer des quantités, indiquer l’évolution, faire des comparaisons, interpréter et commenter des tableaux, des graphiques. Parler du cadre et des conditions de travail : le poste de travail, les horaires, les salaires, les congés, les relations avec les collègues, etc. PRE-REQUIS

Niveau A2 du CECRL. CONTENU DU COURS

Notions d’interculturalité dans les pratiques professionnelles. Le monde de l'entreprise : organigramme, forme juridique, chiffres clés… Organigramme, fonctions et tâches Décrire un parcours professionnel La réunion de travail. Présenter un projet, un produit, un programme et présenter des faits hypothétiques METHODES PEDAGOGIQUES

Pédagogie de la tâche, telle que définie par le CECRL. Documents authentiques extraits de publications grand public ou spécialisées, sites web Documents multimédias disponibles sur la plateforme Blackboard. Activités issues de la méthode Objectif Express (Hachette FLE). Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. Alternance de travail individuel et travail en groupe. METHODES D'EVALUATION

40% : contrôle continu (écrit et oral)

40% : examen final (écrit et oral) 20% : Participation et assiduité. LECTURES RECOMMANDEES

Articles de la presse régionale et économique ou publiés sur les sites de la presse économique (lesechos.fr…).


2 ALLEMAND LV2 S1 (600) NB HEURES : 18 SEMESTRE 1 RESPONSABLE DU COURS : Monika Bourbigot (Lille)

OBJECTIFS DU COURS

Vertiefung der allgemeinen Deutschkenntnisse ; Verbesserung der praktischen Kommunikationsfähigkeiten ; Erweiterung wirtschaftsbezogenen Wortschatzes und wirtschaftsbezogener Themen. OBJECTIFS D'APPRENTISSAGE

After having taken this course participants will be able to: Die Aspekte einer Unternehmensgründung kompetent zu erörtern ; Geschäftsverhandlungen strukturiert und zielgerichtet zu führen ; Produkte und Leistungen wirkungsvoll präsentieren zu können ; In Besprechungen und Diskussionen überzeugend zu argumentieren ; Effizient und professionell zu kommunizieren (persönlich, telefonisch und schriftlich). PRE-REQUIS

Die Studenten sollten die Grammatik und die Syntax der deutschen Sprache, sowie das im Bachelor-Kurs erlernte Vokabular beherrschen und mündlich in der Lage sein, 10 Minuten frei über ein vorgegebenes Thema zu sprechen (Mittelstufe : Niveau B2 GER). CONTENU DU COURS

Firmengründung & Businessplan ; Produktpräsentation ; Telefonieren ; Fragebogen ; Telefonmarketing ; Handelskorrespondenz ; AGB & Zahlungsbedingungen. METHODES PEDAGOGIQUES

Praktische Übungen, Internetrecherchen, Hörverständnisübungen, Spiele, Simulationen, Ergänzende Lernmaterialien auf der Lernplattform Blackboard. METHODES D'EVALUATION

5 Noten pro Semester (5 x 20 %): 2 schriftliche Noten (schriftliche Hausarbeit + Abschlusstest) ; 2 mündliche Noten (Gruppenpräsentation + runder Tisch mit verteilten Rollen) ; 1 Mitarbeitsnote.

LECTURES RECOMMANDEES

Wirtschaftswoche (http://www.wiwo.de). Deutsche Welle (http://www.dw-world.de). Focus (http://www.focus.de). Tatsachen über Deutschland (http://www.tatsachen-ueber-deutschland.de).


2 ESPAGNOL LV2 S1 (603) SEMESTRE 1 RESPONSABLE DU COURS : Alexandre CARON

OBJECTIFS DU COURS

Confrontar al estudiante al lenguaje del mundo de la empresa y la interacción entre ésta y sus consumidores. Adquirir el vocabulario y las capacidades lingüísticas necesarias para controlar el vocabulario de las empresas. Aprender a utilizar los recursos de la lengua para una situación determinada. Dar los conocimientos necesarios sobre la selección, la captación y la contratación en el contexto empresarial, así como las relaciones posteriores con compañeros y superiores. Trabajar sobre la actualidad y tener una reflexión enriquecida. OBJECTIFS D'APPRENTISSAGE

Al final del curso, el estudiante será capaz de: Tener una reflexión sobre temas empresariales utilizando todas las herramientas lingüísticas disponibles ; Confrontarse con el mundo laboral español y latinoamericano ; Expatriarse conociendo los requisitos necesarios para este proyecto ; Negociar, organizar reuniones de trabajo en un entorno intercultural (España) ; Debatir sobre temas diversos y expresar sus opiniones de manera muy rigurosa. PRE-REQUIS

Nivel B2-C1 (CEFR). CONTENU DU COURS

Organización de una sesión de negociación, tácticas y argumentos ; Realidad económica en España y en América latina ; Debates, traducción ; Casos prácticos. METHODES PEDAGOGIQUES

Se planteará un curso estructurado en sesiones interrelacionadas, tanto en el plano de los conocimientos económicos como en el lingüístico. Se tratará en las clases con la misma intensidad la lengua oral y escrita, la comprensión y la expresión, la creación y la comunicación. El planteamiento del curso deberá ser interactivo, mezclando el trabajo sobre documentos escritos y audiovisuales, individual y en grupos, los debates, las exposiciones orales... METHODES D'EVALUATION

Control continuo: un escrito (40 %) compuesto por dos notas (20 % cada una) y un oral (40 %) compuesto por dos notas (20 % cada una). Participación: 20 %.


Los estudiantes recibirán al principio del semestre un manual creado especialmente para ellos. También recibirán un acompañamiento elearning especial en Blackboard®.


2 ITALIEN LV2 S1 (604) SEMESTRE 1 RESPONSABLE DU COURS : Luisiana Naso

OBJECTIFS DU COURS

Conoscere la storia recente dell’Italia dall’unificazione ad oggi ; Approfondire le conoscenze sul cinema italiano ; Capire il panorama economico, sociale e politico italiano ; Essere al corrente dell’attualità italiana.

OBJECTIFS D'APPRENTISSAGE

Al termine dei corsi, gli studenti saranno capaci di. Alla fine dei corsi, gli studenti conosceranno in modo approfondito l’Italia e gli aspetti salienti della sua storia, della sua cultura ed economia attraverso il cinema. PRE-REQUIS

Livello B2. CONTENU DU COURS

L'unificazione italiana (sequenze storiche di “Il Gattopardo”) ; La situazione economica e sociale in Italia all'inizio del Novecento ; Il fascismo. Documenti storici su Mussolini e sequenze di film realizzati nel ventennio (propaganda e telefoni bianchi) ; ll Neorealismo al cinema e accenni in letteratura ; Gli anni '60: il miracolo economico ; Gli anni '70: anni di piombo. Le Brigate Rosse. Il caso Moro ; L'Italia oggi. Il governo Berlusconi. METHODES PEDAGOGIQUES

Relazioni di film e di cassette video, analisi di sequenze, esposti, ricerche personali, redazioni di critiche, traduzioni. Autoapprendimento. METHODES D'EVALUATION

Valutazione scritta : 40 % (2 compiti scritti a 20 % ciascuno) Valutazione orale : 40 % (2 orali a 20 % ciascuno) Partecipazione orale : 20 % LECTURES RECOMMANDEES

« Histoire de l’Italie », collection Que sais-je ? n°286. « L’unité italienne » collection Que sais-je ? n°942. « Storia d’Italia » volume 6 « L’Italia Contemporanea » a cura di Giovanni Sabbatucci e Vittorio Vidotto Editori Laterza 1999. « Storia del fascismo » di Giampiero Carocci Enciclopedia tascabile. “L’Italia del Novecento” di Indro Montanelli e Mario Cervi – Super Pocket. Film da vedere : Il Gattopardo; Roma città aperta di Rossellini; La dolce vita di Fellini; Fellini Roma; Buongiorno, notte di Marco Bellocchio; I mostri di Dini Risi, La vita è bella di Benigni, Caro diario di Nanni


2 ARABE LV2 S1 (606) SEMESTRE 1 RESPONSABLE DU COURS : Bachir Dahmani

OBJECTIFS DU COURS

Consolider et accroitre les compétences en langue arabe, aussi bien en lecture qu’à l’écriture. OBJECTIFS D'APPRENTISSAGE

L’accent est mis essentiellement sur le langage comme système de communication et d’acquisition du savoir. L’acquisition d un vocabulaire moderne et la maîtrise de certaines difficultés notamment les temps verbaux. PRE-REQUIS

Un bon niveau en langue arabe. CONTENU DU COURS

Le cours porte sur des textes modernes en prose dont le vocabulaire est relativement accessible à ce niveau. L’objectif est de faire découvrir à l’étudiant la langue arabe moderne et les écrivains les plus connus dans des domaines différents : économique, social et politique. METHODES PEDAGOGIQUES

Analyse de texte ; Table ronde. METHODES D'EVALUATION

Participation : 20 % Evaluation écrite : 40 % (2 évaluations comptant chacune pour 20 %) Evaluation orale : 40 % (2 évaluations comptant chacune pour 20 %) LECTURES RECOMMANDEES

Al Jazzera ; Al Arabiyya. Journal quotidien Al Hayat. L’arabe langue vivante de Hussein Attoui (Livres bleu et vert)


2 HÉBREU LV2 (607) SEMESTER 1 COURSE COORDINATOR: Brigitte Donnet-Guez

COURSE OBJECTIVES

Deepening of the verbal structure, especially the 'weak verbs' ; Deepening of the grammatical forms : nouns with a following genitive prepositions and nouns with pronominal suffixes ; Special syntaxic forms ; Readings on texts from the press. LEARNING OUTCOMES

After having taken this course participants will be able to: Good view of the syntax allowing the comprehension of texts of a good level ; Increasing capacities for oral productions ; Good knowledge of political and cultural aspects of Israël. PREREQUISITES

Good practice in oral and written expression. COURSE CONTENT

The course will be made of the following activities : Deepening of the verbal structure, especially the 'weak verbs' ; Deepening of the grammatical forms : nouns with a following genitive prepositions and nouns with pronominal suffixes ; Special syntaxic forms ; Work on texts from the press. TEACHING & LEARNING METHODS

From different texts : Systematical approach of the vocabulary learnt in the texts ; Learning of the foundamental language structure ; Written and oral expression. ASSESSMENT METHODS

Obligatory continuous assessment (2 written and 2 oral assessments): 80 % Participation: 20 % RECOMMENDED READING

Textbook (to be determinated). Le verbe hébreu en action – B. DONNET-GUEZ, Ed VéraPax. Grammaire de l’ hébreu – B. DONNET-GUEZ, Ed VéraPax.


2 CHINOIS LV2 S1 (610) SEMESTRE 1


Perfectionner les compétences écrites et orales dans une situation d'entreprise. Développer la compréhension orale et l'expression écrite des structures de vie quotidienne. PRE-REQUIS

Avoir suivi au minimum 200h de cours de chinois CONTENU DU COURS

Troisième partie du livre La situation du marché chinois, son évolution et son développement. Les nouveaux besoins des consommateurs. Aspects économiques, sociologiques, politiques chinois. Revues de presse sur thèmes importants de l'actualité. Débats. Rédaction des CV et lettres de motivation de stage. Communication et motivation au sein d'une équipe. Entretiens téléphoniques. Expo METHODES PEDAGOGIQUES

Travaux dirigés METHODES D'EVALUATION

Participation :20% Evaluation orale : 40% Evaluation écrite : 40% LECTURES RECOMMANDEES

Business Chinese. HSK. Revue de presse. Lectures obligatoires :Business Chines. Lectures complémentaires :Business Chines 500 phrases.


2 RUSSE LV2 S1 (601) SEMESTRE 1 RESPONSABLE DU COURS : Tamara Joliot

OBJECTIFS DU COURS

Approfondir les connaissances du russe ; Développer les aptitudes à la communication ; Compréhension de la Russie contemporaine économique et sociétale. OBJECTIFS D'APPRENTISSAGE

After having taken this course participants will be able to: Savoir faire un exposé écrit en Russe /2 pages/ ; Etre capable de présenter un exposé oral de 15 minutes à partir des sujets étudiés. PRE-REQUIS

Il convient pour suivre avec profit le cours de Master de connaître le lexique commercial du niveau Bachelor et maîtriser les principaux codes de la géopolitique et du monde industriel russe contemporain. CONTENU DU COURS

Vie économique ; Services bancaires ; Actualités ; Tables rondes. METHODES PEDAGOGIQUES

Analyse de texte, table ronde, Internet, Analyse de presse en russe. METHODES D'EVALUATION

Participation : 20 % Evaluation Orale : 40 % (2 évaluations à 20 % chacune) ; Evaluation Ecrite : 40 % (2 évaluations à 20 % chacune).


2 JAPONAIS (608) SEMESTER 1 COURSE COORDINATOR: Fumiko Sugie

COURSE OBJECTIVES

To be able to imply a better understanding of the texts and give opinions with richer vocabularies. LEARNING OUTCOMES

After having taken this course participants will be able to: To study the pronunciation of KANJI using le PC and master how to use this tool (internet) ; To find dictionaries and master how to use the tool (internet or dictionary classic) ; To be able to understand complex texts ; To acquire specific lexis and vocabulary ; To describe or relate events/opinions. PREREQUISITES

Students must be able to correctly make a sentence with simple words (ex, already master the Japanese alphabets Hiragana, Katakana). COURSE CONTENT

Current issues in the newspaper ; Business Vocabulary (negotiation; bank services; etc) ; Writing letters or emails in Japanese. TEACHING & LEARNING METHODS

Direct method (no French) with information tool. ASSESSMENT METHODS

Participation: 20 % Evaluation Orale: 40 % Evaluation Ecrite: 40 % RECOMMENDED READING

Will be provided in class.


ED-M1BM-S1-LAW-E1: DROIT PÉNAL DES AFFAIRES (620) NB HEURES : 18 SEMESTRE 1 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : Xavier Denis

OBJECTIFS DU COURS

L’objectif de ce cours est d’apporter aux étudiants les bases fondamentales des règles de droit pénal applicables aux relations d’affaires et à la vie des entreprises. OBJECTIFS D'APPRENTISSAGE

A l’issue de ce cours, les étudiants seront capables de : comprendre les infractions applicables dans la vie des affaires ; analyser des situations pratiques au regard de ces infractions ; participer à l’établissement d’un diagnostic par rapport au risque de constitution d’une infraction pénale. PRE-REQUIS

Aucun. CONTENU DU COURS

INTRODUCTION Définition du droit pénal. La délinquance des affaires. NOTIONS DE DROIT PENAL ET DE PROCEDURE PENALE. L'infraction. La peine. Les juridictions pénales - Le procès. INFRACTIONS CLASSIQUES AYANT UN RAPPORT OCCASIONNEL AVEC LA VIE DES AFFAIRES. Le vol - le recel. L'escroquerie. L'abus de confiance. Le faux et usage de faux. INFRACTIONS SPECIFIQUES DE LA VIE DES AFFAIRES. Réception de l'innovation technologique, Droit pénal des sociétés, Droit pénal social, Droit pénal et relations contractuelles METHODES PEDAGOGIQUES

Revue de presse. Etude de dossiers, cas. METHODES D'EVALUATION

Devoir sur table sous forme de cas pratiques (100 %). LECTURES RECOMMANDEES

Ouvrages de référence: Lamy droit de l'entreprise, Partie 8, éditions Lamy, dernière édition. Droit pénal des affaires, GUIDICELLI (G.) – Dernière Edition.


ED-M1BM-S1-LAW-E1: COMPETITION LAW (619) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Christophe Collard

COURSE OBJECTIVES

The course examines the fundamental provisions of both European Union (EU) and French competition law and policy. It covers the main aspects of modern competition law and its practice, such as vertical and horizontal anti-competitive agreements, abuses of a dominant position, merger control, per se prohibitions and unfair competition rules, as well as the jurisdictional aspects of EU and French competition law. It also refers to the role of economic analysis in this field. Note that taking into account the specificity of legal language the course will be taught both in English and in French: French competition law matters will be taught in French and EU competition law issues will be taught in English. The course is recommended for all those who wish to participate in the M.Sc. Law and Tax Management programme, but is open to all interested students.

LEARNING OUTCOMES

After having taken this course participants will be able to: ●

●

●

Understand the rules regulating the conduct of firms in a free market economy context; Develop a legal reasoning in order to comply with competition law; Deal with the main strategic issues arising from the enforcement of the EU and French competition rules.

PREREQUISITES

Basic knowledge in Business Law and in Microeconomics. COURSE CONTENT ●

●

●

●

What is competition (and competition law)? Introduction to competition law and policy. Basics of antitrust law (EU and French law); Anti-competitive agreements - Abuse of a dominant position (EU and French law); The merger control rules (EU and French law); Les pratiques restrictives de concurrence en droit français (per se prohibitions under French law) ;

●

●

La concurrence déloyale en droit français (unfair competition rules under French law) ; Distribution networks and vertical restraints (EU and French law).

TEACHING & LEARNING METHODS

Course lectures - Case studies - Reading assignments. In as much as possible, the teaching method involves an interactive dialogue with the professor. Active participation of students is required. ASSESSMENT METHODS

Written examination based on (real) case studies. RECOMMENDED READING ●

●

C. Collard and Ch. Roquilly, « Droit de l’entreprise », Partie 4 – Droit de la concurrence et de la consommation, Lamy, one annual update ; D. Goyder, "EC Competition Law", Oxford University Press, 2009.


ED-M1BM-S1-CCS-E1: CHINESE BUSINESS MANAGEMENT (618) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: I.Sequeira : Sandrine Girin

COURSE OBJECTIVES

To understand the Chinese Business Environment and Practices with a cultural approach and sensibility. LEARNING OUTCOMES

After having taken this course participants will be able to: Have a good understanding of Chinese insights: The cultural context, social and historical background; The role of the state, the infrastructures, the internal market ("the 3 china") and export stakes; The Chinese managerial practices and behaviours. Develop tools and skills to adapt successfully. PREREQUISITES

Students should have an interest for international business topics and Chinese world. COURSE CONTENT

Presentation of Cultural Background and Chinese idiosyncrasies (Confucius, Taoism, Yin Yang, Chinese language..) The role of the state, the infrastructures / The internal market ("the 3 China") and export stakes; Managerial practices and business philosophy Focus on managing Chinese employees and working with business partners Examples of French firms in China / Analyses and discussions Qualities and skills of a successful international manager in China /Living in China (experience of expatriates). TEACHING & LEARNING METHODS

Class sessions and Business Case discussions. ASSESSMENT METHODS

Continuous assessment (Class Participation and Individual Paper): 100 % Students will be expected to complete all of the reading assigned for each session and come prepared to discuss actively. RECOMMENDED READING

Given at each session for the following one.


ED-M1BM-S2-CCS-E3: LA CREATIVIDAD EN ESPAÑA (544) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Alexandre CARON

COURSE OBJECTIVES

Sensibilizar a la creatividad y a la innovación en general, y en particular la creatividad española ; Introducir movimientos artísticos diversos; Dar acceso al mundo de la Vanguardia española. LEARNING OUTCOMES

Al final del electivo, el estudiante será capaz de: Tener una reflexión sobre los movimientos vanguardistas; Argumentar sobre la diversidad cultural de España ; Pensar “España” de manera diferente; Tener una apertura de espíritu hacia las Artes en general. PREREQUISITES

Nivel B1-B2 CECRL en español. Curiosidad por todo lo que rodea al mundo de la Creación. COURSE CONTENT

Organizaremos el electivo según tres ejes: 1. La Movida : - La Movida, ¿Qué es? - La Movida madrileña / La Movida española - La Música / Las películas / La fotografía / La pintura / La Literatura… - El periodo post-Movida - Ejercicio creativo “Imagina tu Movida” 2. La Moda en España - Cristóbal Balenciaga - Los diseñadores españoles contemporáneos - Ejercicio creativo “Diálogo Moda/Literatura” 3. Barcelona - Barcelona, cuidad de contrastes - Ver la ciudad diferente: La Barcelona inédita - Los artistas / La Arquitectura - La Gastronomía: Ferràn Adriá y los demás. - Ejercicio creativo “Reinventar Barcelona”.


Pasaremos por una parte introductiva (teórica), pero la mayor parte del electivo constará de una interactividad entre el profesor y los estudiantes. Mezclaremos exposiciones y ejercicios creativos, debates, visionados de documentos audiovisuales y lecturas de textos. ASSESSMENT METHODS

Control continuo 100%


ED-M1BM-S1-CCS-E1: ECONOMIE DES ARTS ET DE LA CULTURE (622) NB HEURES : 18 SEMESTRE 1 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : I.Sequeira

OBJECTIFS DU COURS

Faire comprendre ce qu’est l'économie de la culture : définition de "culture", économie aux enjeux politiques ; Présenter les acteurs de l'économie culturelle en France : L’emploi dans la culture et les arts, La tutelle protéiforme de l'état et ses différents rôles, Des acteurs locaux très présents à l'avenir incertain, La timide entrée en matière de l'Union Européenne. Présenter les chiffres de l’économie de la culture : dépenses et profils (Etat, Collectivités territoriales, Ménages, Entreprises et Mécénat). OBJECTIFS D'APPRENTISSAGE

A l’issue de ce cours, l’étudiant sera capable de: comprendre le poids économique que représente la culture en France ; percevoir les enjeux politiques de son économie ; définir les différents acteurs et leurs rôles. PRE-REQUIS

Curiosité pour les arts et la culture. CONTENU DU COURS

Peut-on parler d'une économie de la culture ? Les enjeux de l'économie de la culture : acteurs publics, acteurs privés. Le poids économique de la culture : dépenses par poste et par acteurs. METHODES PEDAGOGIQUES

Cours + fiches de synthèse : "Quelques chiffres clés de la culture" - E Danesi. METHODES D'EVALUATION

100 % Examen final (épreuve sur table d’1h30) + bonus de participation en classe. LECTURES RECOMMANDEES

Lectures obligatoires : Les chiffres clé de la culture 2009, Doc. Fr., 2009 Benhamou F., L’économie de la culture, La découverte, 2004 Moulinier P., Les politiques publiques de la culture en France, PUF, 2001

Urfalino Ph., L’invention de la politique culturelle, Doc. Fr., 1995 Une bibliographie plus détaillée vous sera communiquée au début du cours sur Blackboard.


ED-M1BM-S1-CCS-E1: PUBLIC SPEAKING & DEBATING (566) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Christine Coisne

COURSE OBJECTIVES

To exercise public speaking and debating skills through analysis and assessment of contentrelated activities: a selection of presentations, speeches and debates will provide background material for in-class skills enhancement; To acquire language techniques for effective public speaking and debating; To gain proficiency in nonverbal communication. This course will serve as a training class for the UNM competition. LEARNING OUTCOMES

After having taken this course participants will be able to: Master public speaking and debating techniques; Use nonverbal communication techniques effectively. PREREQUISITES

TOEIC: 815 COURSE CONTENT

Session 1 : Introduction to public speaking, rhetorical strategies, verbal and nonverbal communication Session 2: Knowing your audience, structuring a speech, building content, the power of 3 Session 3: Delivering a speech Session 4 : Introduction to debating, rhetorical analysis, nonverbal and verbal communication Session 5: Affirmative and negative stances, structuring a debate, building content, time management Session 6: This House believes in.... TEACHING & LEARNING METHODS

Case studies and role play situations, feedback on individual performance through filming, video, audio material, collaborative assessment ASSESSMENT METHODS

50 % continuous assessment 50 % final oral exam RECOMMENDED READING

Textbook: course package. Required readings: a selection of web pages and references will be included in the course package.


ED-M1BM-S1-STRAT-E1: DECISION SCIENCES (296) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Vincent Van Peteghem

COURSE OBJECTIVES

Day by day, business managers are confronted with a wide range of problems, within a multinational and competitive market. Each business problem needs a decision and in many cases, these decisions are taken intuitively. However, in order to make sound decisions in business, managers should be able to understand and interpret (large amounts of) data and to base their decisions on the results of data analysis and model building. In this course, students will learn quantitative techniques and methods that will help them to make decisions in an organized fashion, fully capable of providing alternative paths and taking into account the risk of each alternative. LEARNING OUTCOMES

Upon successful completion of the course, students should be able to: Understand a variety of quantitative methods; Draw a decision tree and find the optimal decision; Use linear programming for modelling business applications; Apply the concept of sensitivity analysis; Use spreadsheets for business analysis. COURSE CONTENT

Session 1: Decision theory Introduction Decision making under uncertainty and risk Modelling business problems Session 2: Linear programming Graphical representation Linear programming models Integer programming Session 3: Sensitivity and risk analysis Changes in objective function Sensitivity report Shadow pricing Session 4: Simulation Monte Carlo simulation Queuing theory Output analysis Session 5: Forecasting Moving average and exponential smoothing Forecasting errors Seasonality and decomposition

Session 6: Network and transportation modelling Representation Transport, transshipment and shortest route model Minimal spanning tree and maximal flow model TEACHING & LEARNING METHODS

Lecturers, exercises and assignments combined with problem based case discussions. Most techniques and methods will be presented using Excel spreadsheets. ASSESSMENT METHODS

The grading structure is as follows: Final examination: 60 % Individual assignment: 40 % Participation in class: BONUS Individual assignment The individual assignments provide the students with the opportunity to practice the skills of modelling and analysis introduced in the course. These assignments emphasize the quantitative aspects of the course. At the end of each class, an assignment will be given which should be prepared by the next session. The assignments should be submitted before the start of the course (will be specified in the first course). Each course, it is possible that a student is selected to present his/her solution in front of the class. Participation in class Students are expected to come to class prepared. Though a separate class participation grade will not be given, bonus points will be given to students who contribute significantly and meaningfully to class discussion. To be eligible for bonus points, students are asked to place a placard with their first and last name clearly printed.

RECOMMENDED READING

Textbook Helbaek, M. and McLellan, B., Essentials of Management Science, Pearson Education; Taylor, B.W., Introduction to Management Science, Pearson Eduction; Powell, S.G. and Baker, K.R., Management Science: The Art of Modelling with Spreadsheets, John Wiley and Sons.


ED-M1BM-S1-MKG-E1: CATEGORY MANAGEMENT (617) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Mélanie Lemmonier

COURSE OBJECTIVES

The mission of a category manager is to analyze a category of products according consumption habits and to optimize it on different shops. The course shows how Category Management has progressively become a global strategic project. This elective course represents an interesting opportunity for students to prepare their training in category management. This course will be taught in FRENCH. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand category management challenges; Analyze retailer merchandising. PREREQUISITES

Marketing Management COURSE CONTENT

Session 1: Introduction to ECR (Efficient Consumer Response) Sessions 2 & 3: Category Management by the Producers (Unilever testimony) Sessions 4 & 5: Category Management by Retailers Session 6: Students' Project Presentations and Debrief. TEACHING & LEARNING METHODS

Lectures, Testimonies of Professionals Team Work and Case Studies. ASSESSMENT METHODS

50 %: Student project 50 %: final exam RECOMMENDED READING

"The Category Management in Purchasing: A Strategic Approach to Maximize Business Profitability" by Jonathan O'Brien, Kogan Page Ltd, 2009.


ED-M1BM-S1-MKG-E1: ART & AESTHETICS : MKG APPLICATION (614) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Catherine CHAMPEYROL

COURSE OBJECTIVES

In today’s changing world, innovation and creativity are crucial to develop business opportunities from new routes in our ways of living. In a sagging economy new business models are at stakes to seduce the consumers while maintaining/increasing margins. So it is time to improve our understanding of the creative process and how it fits into tomorrow’s entrepreneurial challenges. The course prepares students to express their creative skills in the workplace. It gives highlights on how artists find solutions to boost their career on a highly competitive art market and how these solutions may inspire managers. Going beyond traditional approaches on branding , Arts and Aesthetics inspire marketers so they can build memorable customer experiences and competitive advantages. LEARNING OUTCOMES

After having taken this course participants will be able to define his/hers creative profile and how it fits within a teamwork process. PREREQUISITES

An open mind, ready to think out of the traditional marketing toolbox. COURSE CONTENT

●

●

●

●

●

●

●

An interactive insight to better understand individual and collective creativity. Each student will be able to define his/hers creative profile and how it fits within a teamwork process. It helps them be a better project manager and gives them tools and tricks of the trade to assess creative proposals. In five steps, learn more about creativity and how it feeds the strategic vision of the manager. Step 1: What is creativity? Get rid of stereotypes, learn the basics. How creative professionals and artists define creativity. Understand your creative profile and how it fits within a project. Step 2: A basic concepts of aesthetics and picture theory. Step 3: Art after the end of art: A crash-course. How brands use art to position themselves. Step 4: Visit of an art exhibition. Discover famous “branded” artists and a famous gallerist/entrepreneur. Step 5: Art beyond intention : how leaders use the artistic process to innovate. Step 6: Understanding how artists can help brands deciphering new trends to build new customer experiences: art and economy, art and fashion, art and sciences…


Class lectures The visit of an art exhibition Interactive learning ASSESSMENT METHODS

Group work: 50 % Personal project: 50 % RECOMMENDED READING

●

●

●

●

●

●

●

●

Sarah Thornton “Seven days in the art world” - 2008 Granta Richard Osborne Dan Sturgis “Art theory for beginners.” - Zidane Press 2006 Charles Saatchi “My name is Charles Saatchi and I'm a Artoholic”- Phaidon 2009 Twyla Tharp “ The Creative Habit.” - 2003 Simon & Schuster R. Austin L. Devin “Artful Making: what managers need to know about how artists work.”2003 Pearson Austin Kleon. “Steal like an artist: 10 things nobody told you about being creative”. 2012 Workman. Nelson Goodman, « Ways of Worldmaking », Hackett Pub Co, 1978 Arthur Danto « The Transfiguration of Commonplace » Harvard University Press, 1983


ED-M1BM-S1-MKG-E1: MARKETING CONSULTANCY (1068) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Delphine Vercoutre

COURSE OBJECTIVES

Understand what constitutes good marketing research and how marketing decision support systems help marketing managers make better decisions. Design problem definition to decision making LEARNING OUTCOMES

After having taken this course participants will be able to: understand the marketing research system develop a research plan distinguish between qualitative and quantitative research methods extract findings from collected data and present them PREREQUISITES

Students attending this course should have basic knowledge on consumer behavior and marketing. COURSE CONTENT

class 1: research methodology Design class 2: data analysis class 3: from data to marketing decisions class 4: Job in market research consultancy TEACHING & LEARNING METHODS

The module is taught by a variety of techniques including lectures, case studies and tutorials. ASSESSMENT METHODS

100 % Final exam RECOMMENDED READING

“Basic Marketing Research, A decision-Making Approach”, N. K. Malhotra and M. Peterson, Pearson, 2006.


ED-M1BM-S1-MKG-E1: SALES TECHNICS (1069) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS

COURSE OBJECTIVES

This course aims at formalizing, sharing and organizing the first experience of each participant and their future sales responsibilities. LEARNING OUTCOMES

The Sales cycles practice give a universal tool box that each sales representative uses directly or indirectly in its daily interaction with prospects and clients; Participants will acquire an academic method to prepare & drive a sales meeting successfully up to the closing; This module is a bridge between the negotiation elective (Bachelor S2 Serie 3) and the Negotiation elective ( M1 S2 Serie 2) taking place in next Feb. COURSE CONTENT

1. Business Case "Encounters of the Third Kind” Establishing relationship & discovery phase Theme Managing the relation 2. Business Case “The COOP logo” Presenting a price Theme Arguing, handling objections 3. Business Case "The last Invoices" A zero sum game negotiation Theme Handling objections and closing the deal 4. Business Case "The Secret Study" Complexe sales Theme Cooperative internal negotiations 5. Business Case "The Magnificent Seven" Complexe sales Theme Managing a large team in sales meeting TEACHING & LEARNING METHODS

Lectures, training workshops, video debriefing; For the video debriefing, we are using a new generation of digital studio, including double digital camera and a stress sensor device. ASSESSMENT METHODS

Part 1 – 40 % on results obtained during workshops Part 2 – 60 % on a personal report prepared by pair of students on the analysis of a business negotiation, either chosen from personal business experience or from publicly known business negotiations. Exclusively related to sales and purchasing agreements RECOMMENDED READING

Sales Techniques – William Brooks - 2004 How to win friends & influence people – Dale Carnegie


ED-M1BM-S1-BC-CC: PREPARING GMAT (2608) SEMESTER 1

COURSE OBJECTIVES

To familiarize the students with the different sections of the GMAT examination (Integrated Reasoning and the Analytical Writing Assessment, Quantitative section: problem solving and data sufficiency and Verbal Section: reading comprehension; sentence correction; critical reasoning). To practice key test taking strategies to ensure the requisite GMAT score attainment To work through typical GMAT questions in the various sections LEARNING OUTCOMES

To be familiar with all sections of the GMAT and be able to answer typical GMAT questions in each section To have acquired key test taking strategies To understand math and English language terminology of the GMAT To have taken a full practice Kaplan test online in preparation for the GMAT examination PREREQUISITES

Bachelor’s degree COURSE CONTENT

September – Introduction to the GMAT examination (1 hour lecture) Semester 1 – 6 hours of test practice focusing mainly on the Quantitative Section (Data Sufficiency and Problem Solving). The Quantitative section will be tested in a 1-hour examination at the end of the semester. Semester 2 – 6 hours of test practice focusing on the Verbal Section (Reading Comprehension; Critical Reasoning and Sentence Correction) as well as the Analytical Writing Assessment and the Integrated Reasoning sections. All sections of the GMAT will be tested in a Kaplan Preparation Test at the end of semester 2. TEACHING & LEARNING METHODS

Lectures, workshops, exercises, Online support via Blackboard course – GMAT Preparation All students are required to buy the following book: Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile [June 2013 edition] (available from online retailers and in all good bookstores) ASSESSMENT METHODS

Assessment(s) during the course: Participation in course obligatory and 1-hour written exam in December 2013 – 50% Final exam: 50%

RECOMMENDED READING

Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile (June 2013 edition) GMAT Website: http://www.gmac.com/ http://www.mba.com/ IR section explained: http://www.veritasprep.com/gmat/integrated-reasoning/


2 CHINOIS LV3 NIVEAU 2 S1 (2008) SEMESTRE 1

OBJECTIFS DU COURS

Maîtriser les bases de la communication orale dans des situations courantes : Demander son chemin. Aller à la poste. Demander des renseignements. Maîtriser essentiellement les fonctions de communication et les structures les plus élémentaires et les plus usuelles de la langue chinoise moderne. Compréhension et expression de chinois courant (oral et écrit). Acquérir le vocabulaire de base, lire et écrire. Savoir tenir une conversation sur un sujet donné ; Examen HSK Culture OBJECTIFS D'APPRENTISSAGE

A la fin du semestre, être capable de : Comprendre des mots familiers et expressions courantes, des phrases simples au sujet de soimême et de sa famille. Comprendre la situation immédiate environnante si les gens parlent lentement ; Communiquer de façon simple ; Poser des questions simples ; Demander de l’information de voyage, de renseignements simples. CONTENU DU COURS

Révision des principaux points de grammaire (évaluation continue) étude de textes Rédaction de CV Exposés et débats Savoir tenir une conversation sur un sujet donné Ecoute des enregistrements audio et vidéo et CD Conversation en groupes Communication simple Traduction orale et écrite Structures grammaticales concernées Exercices de grammaire Exercices de HSK Jeux de rôle Films en DVD Lire des textes

METHODES PEDAGOGIQUES

Travail personnel des étudiants en dehors des cours : Lire et écrire des caractères Exercices de grammaire Exercices de HSK Traduction de thème Exposé d’un sujet choisi et présenté par les étudiants Travail personnel en dehors des cours : absolument indispensable pour la réussite de la formation, au moins équivalent au travail de chaque séance. Une séances par Semaine, chaque séance dure 1h30. METHODES D'EVALUATION

Contrôle continu Examen écrit

50% 50%


Le Chinois dans tous ses états. Méthode de Chinois. Ni shuo ne ?


ED-M1BM-S1-LAW-E1: EUROPEAN TAX LAW (623) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Emmanuelle DEGLAIRE

COURSE OBJECTIVES

The course will first deal with the general provisions of the EC Treaty and the harmonization process regarding indirect and direct taxes. A principal part of the course will deal with the specific EC secondary legislation on company taxation (taxation of parent-subsidiary companies, mergers, transfer pricing) and tax competition. The EU value-added tax system will also be emphasized. Specific attention will be given to the case-law of the European Court of Justice. LEARNING OUTCOMES

After having taken this course participants will: Understand what is the European Union from a tax point of view ; Understand why taxation is a real issue for Member States ; Make the difference between the concepts of positive harmonisation and negative harmonisation, between indirect and direct taxes ; Feel comfortable with the principle of tax sovereignty. PREREQUISITES


EU Treaties ; Customs Duties regulation ; VAT directives ; Others directives ; ECJ case law. TEACHING & LEARNING METHODS

Teaching input is based on treaties and regulation analysis, exercises, student research and case studies. ASSESSMENT METHODS

Mid-session group assignment: 40 % Final exam: 60 % RECOMMENDED READING

BEN J.M. TERRA &P.J. WATTEL, European Tax Law, Kluwer-Law International. KEES VAN RAAD, Materials on International and EC Tax Law, yearly, vol. 2, International Tax

Center, Leiden.


ED-M1BM-S1-MGMT-E1: EMOTIONAL AND RELATIONSHIP INTELLIGENCE (3545) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Nathalie Ducray

COURSE OBJECTIVES

Understand how self and others act and react Develop emotional and relationship intelligences, key skills for communicating more assertively and efficiently that respects both parties. Context: No matter what kind of work you will do, you will always be in a relationship. Companies work with a bewildering array of top-up and top-down reports, cross-departmental communication, client contacts, team interactions, interaction with colleagues, etc. All these contacts hinge on both selfawareness and good relationship skills that ensue to be successful. The private sphere, through sense of identity and self-awareness and management is deeply connected to the professional one. Research has conclusively shown that while IQ is the best indicator for educational status, Emotional Social Intelligence seems to be the best determinant of one’s level of personal achievement and success in most professions (Goleman 2006, Shoda, Mishel, &Peake 1990, Durlak &Weissberg 2007, Gottman 2002, Méténier, 2010). As you may have already noticed, many organizations and individuals struggle with some of the following: Poor or toxic communication patterns, Ineffective or confusing communication, Low morale and positivity, Conflict avoidance or poor conflict resolution. LEARNING OUTCOMES

After having taken this course participants will be able to: Become a communication facilitator in a personal and professional context, by being able to use their Emotional and Social Intelligence efficiently, having developed the ability to access, express and use emotions and strong points in a productive and assertive way. Develop their Relationships Intelligence to set clearer personal and professional goals, by being able to see things from another person's perspective, to achieve and personal common goals, and to maximize one's relationship. PREREQUISITES

None COURSE CONTENT

Self awareness and exploration (values, beliefs, drivers, identity, ) Emotions: the importance played by the emotions in any kind of interaction and relationship; spot

them, recognize them in oneself and in others; learn to manage them Relationship Intelligence and communication skills - perception, richness of diversity- Basic skills about Emotional Intelligence through your communication and leadership skills: From Self to Others : grow relationship intelligence and gain efficient communication skills through the exploration of different perceptions, perspectives and representations; Communication skills : the importance of both verbal and nonverbal communication - expressing efficiently and assertively - listening - feedback mastery (give and take) in interaction – constructive conversations Dealing with conflicts ( rather than avoid it or make it worst) Stress on positivity Making decisions, solve inner conflict by reintegrating parts ... Dealing with change (change theory, change representations,…) TEACHING & LEARNING METHODS

Active method with experiential exercises, debriefings along with some lectures ASSESSMENT METHODS

Continuous assessment (quiz/ final report) RECOMMENDED READING

Daniel Goleman’s books: “Emotional intelligence”;” Social intelligence” – “Primal leadership” cowritten with Richard Boyatzis and Annie McKee. En français “L’intelligence émotionnelle 1 &2” ; « Emotional Intelligence 2.0 » Travis Bradberry &Jean Greaves « Génération Q.E ». Christopher Haag et Jacques Séguéla (Français) “Feel the fear and do it anyway” Dr Susan Jeffers, Vermilion London Edition, 2011. “Confidence: the power to take control and live the life you want” Rob Yeung, Prentice Hall Edition, 2011. “Histoire personnelle, destinée professionnelle” Isabelle Méténier, Demos éditions , 2006. “Etre soi dans ses relations: développer son assertivité en entreprise » Eyrolles, 2009.


ED-M1BM-S1-IT-E1: VBA FOR EXCEL LEVEL 1 (3550) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Philippe DUJARDIN

COURSE OBJECTIVES

The aim of the course is to enable students to learn how to use VBA for Excel to develop modern applications. The course is also suitable for students with prior programming experience who wish to deepen their knowledge in the area of object-oriented design and programming with Windows. LEARNING OUTCOMES

By the end of the course, students will be expected to be able to understand the basic concepts of programming with VBA and develop a wide range of applications using this programming environment.

PREREQUISITES

Good knowledge of Excel is required. COURSE CONTENT

Introducing VBA and its environment. Creating and editing VBA code: VB Editor, Project Explorer. Entering and editing code. Modules and UserForms. VBA Programming concepts: Classes, objects, methods, properties, parameters. With statements, procedures, functions. Using variables and constants: Declaring variables and constants, naming convention. Variable types and scope. Loops and conditional statements: If statements. Conditional operators. Boolean variables and operators. For loops, while loops, until loops, nested loops.


The sessions will be carried out in a computer room and will alternate between lectures and short hands-on exercises. ASSESSMENT METHODS

40%: exercises and participation in class. 60%: final exam. RECOMMENDED READING

Chapra, S. C. (2010), Introduction to VBA for Excel, 2d Edition, Pearson.


ED-M1BM-S1-MGMT-CC: HUMAN RESOURCES MANAGEMENT (684) NUMBER OF HOURS: 36 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: Pamela LIRIO

COURSE OBJECTIVES

This course aims to: Present key theoretical concepts and examples of HRM issues in practice today; Explore the field of HRM (origins &future), including international/global perspectives; Discuss HRM policy and practice concerning recruitment and selection, organizational exit, performance management, careers, training and development, job design and rewards; Examine employee relations and equal opportunities in relation to HRM. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand HRM from a systemic and strategic perspective; Explain the practice of HRM as it relates to managers and employees in organizations; Appreciate fundamental employment practices and policies in a global context; Conduct a basic job analysis and apply this understanding of job requirements to other HRM systems such as recruitment, talent management, and compensation; Analyze business challenges involving HR systems; Critically assess and evaluate HR policies and practices PREREQUISITES

Basic understanding of employee-employer relationship. Interest in developing managerial competencies necessary for managing others successfully. Interest in improving self-awareness for managing your own career and personal goals. COURSE CONTENT

The following topics will be covered in the course: Strategic HRM; Analyzing work and crafting jobs; Attracting, selecting and retaining talent; Training, developing and mentoring the workforce; Appraising performance and career development; Compensation and remuneration management; Global HRM; Managing work and personal life.


A combination of the following teaching methods and tools will be used in this course:

Lectures and tutorials; Reading material: Textbook, case studies, business articles; Multimedia: Videos, work-life assessment tool; Guest speaker: industry leader or expert (as available) Blackboard: to communicate course content (e.g. articles, study guides) or class announcements. ASSESSMENT METHODS

Course grades will be based on: 25% Mid-Term Exam 25 % Continuous assessment: consisting of case work in groups, overall class discussion (students are individually marked after each tutorial; attendance is mandatory to receive a grade) ; 50 % Final exam: consisting of multiple choice and short answer essay questions (closed book, 3 hours). RECOMMENDED READING

Students are required to read textbook chapters before lectures and prepare cases before tutorials: Required textbook: Dessler, G. (2013), Human Resource Management, 13th Ed. Prentice Hall, New Jersey (available hard copy or electronic version).


2 PORTUGAIS LV2 S1 (605) SEMESTRE 1 RESPONSABLE DU COURS : Eduardo Gargioni

OBJECTIFS DU COURS

Approfondir ses connaissances en langue et culture lusophones ; Se préparer à entreprendre des études universitaires, stages et/ou travail dans un pays lusophone. OBJECTIFS D'APPRENTISSAGE

Suivre une intervention sur des sujets abstraits ou complexes, même hors de son domaine ; Comprendre avec aisance une émission radiodiffusée, télévisée, un film et reconnaître l’implicite ; Faire une présentation sur un sujet complexe et parvenir à une conclusion appropriée, s’exprimer avec aisance, suivre et participer avec aisance à une discussion ; Comprendre sans difficultés des textes longs et complexes dans le domaine de la vie sociale, du travail ou universitaire avec l’utilisation éventuelle d’un dictionnaire ; Ecrire des textes bien structurés, prendre des notes détailles, résumer des textes longs ; maintenir un très bon degré de correction grammaticale. PRE-REQUIS

NiveauB1/ B2. CONTENU DU COURS

Le cours est axé sur l’étude de grands thèmes tels que l’histoire et de la société brésilienne actuelle : les enjeux sociopolitiques et économiques et les tendances. Le monde des affaires est traité par des sujets qui font partie de la réalité brésilienne et de son quotidien comme le tourisme, l’art et la culture, la santé l’environnement, les énergies renouvelables, l’agriculture, l’industrie, les services, la technologie…. Les méthodes utilisées : Bem-Vindo - a língua portuguesa no mundo da comunicação ed. SBS ; Terra Brasil - curso de língua e cultura, ed. UFMG ; Panorama Brasil ensino do português do mundo dos négócios, ed.Galpão. METHODES PEDAGOGIQUES

Activités de compréhension de différents types de discours oraux à partir de documents authentiques vidéo et audio, Activités d’expression orale en différents contextes : exposés, débats, entretiens d’embauche… Lecture et réflexion sur des thèmes variés : société, affaires, marketing, politique, environnement… Production de documents, résumés, analyse et synthèse de textes. METHODES D'EVALUATION

Participation : 20 % Evaluation Orale : 40 % (2 évaluations à 20 % chacune) Evaluation Ecrite : 40 % (2 évaluations à 20 % chacune)


Journaux, magazines généralistes et spécialisés, litérature lusophone. Une liste bibliographique est fournie en début de session.


ED-M1BM-S1-CCS-E1: CREATIVE ECONOMY (3519) NUMBER OF HOURS: 18 SEMESTER 1 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Florent Machabert

COURSE OBJECTIVES

Understand the impacts of globalisation on cultural diversity and gauge to which extent culture (or cultural dimension) can constitute a powerful growth lever for territories, people and companies. LEARNING OUTCOMES

After having taken this course, participants will be able to: understand the basic concept associated with the course title make a distinction between “Purple Economy” &culture economy articulate the “Purple Economy” with the sustainable development, the green economy, the orange economy, the blue economy… identify the key Purple Economy issues in terms of economic growth and development

PREREQUISITES

Basic knowledge in economic theory Intellectual curiosity in the new business models Recommended reading (below) helpful COURSE CONTENT

Why and how has the modern economy forgotten the cultural reality ? (2 hours) Crisis, globalisation and culture : geopolitical stakes of cultural diversity (3 hours) Emerging Purple Economy &development: true added value or ethical outlook ? (4 hours) Focus on a few key-concepts: cultural footprint, cultural value &well-being, social ROI… (4 hours) The Purple Economy on the move : testimonies from the field (5 hours) TEACHING & LEARNING METHODS

Multimedia lectures, class discussion, simulation, reading (a press review will be handed at the beginning of the course) &case studies ASSESSMENT METHODS

Attendance and individual oral participation: 25% Group continuous assessment: 25% Final exam: 50% RECOMMENDED READING

Gouadain Jérôme : « Economie mauve, réussir le tournant culturel » (Ed. Lignes de Repères, 2012) Pflieger Sylvie : « La culture : À quel prix ? », (Ed. Ellipses, Paris, 2011 – Coll. La France de demain) O’Brien David: « Measuring the value of culture: a report to the Department for Culture Media &Sport » (2010) Arts Council England: « Measuring the economic benefits of arts and culture. Practical guidance on research methodologies for arts and cultural organisations » (May 2012) Throsby David « The Production and Consumption of the Art. A View of Cultural Economics », Journal of Economic Literature, Vol. XXXII, No 1 (March 1994): 1-29.


ED-M1 BM-S2-CCS-CC: EUROPEAN FAMILY BUSINESS (1333) NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME - 3 ECTS COURSE COORDINATOR: Anne WITTE

COURSE OBJECTIVES

To familiarize students with the notion of a family business, as well as provide more specific exposure to family firms in France and in each student’s native country. LEARNING OUTCOMES

After having taken this course participants will be able to: Have the notion of family business and how such businesses contribute to national economies in the European Union; Become more familiar with a select group of multigenerational family firms in France and other countries in Europe with (both publicly traded and privately owned), which span a range of key industries in retailing, manufacturing and service sectors; Become familiar with family and corporate governance practices which distinguish well-run from poorly run family firms, and more importantly increase their chances of survival and growth; Understand some other aspects of family firms, including the unique challenges facing such firms in contrast to firms more generally. PREREQUISITES

Three years of general business courses or Bac + 3 Business Administration. COURSE CONTENT

Family businesses play an essential role in all of Europe’s economies. The first part of this course will introduce students first to the concept and types of family businesses and their contribution to national economies in the European Union; The second part of the course will review the histories of firms (both publicly and privately held) where family owners still play a key role. In France alone, sectors as diverse as food retailing (Auchan, Ahold), clothing (Hermes, Lacoste), automobile manufacturing (Peugeot), banking (Rothschild), cosmetics (L’Oreal) and the media (Lagardère) continue to owned and influenced by the descendents of the company founder(s). Students will learn more about these key players, and more importantly, some of the practices that have assured intergenerational transfer; The third part of the course will distill some of the lessons learned from companies which continue to succeed as family-owned firms, including a review of the family governance practices which are often introduced; The fourth part of the course will examine some of the other aspects of owning and managing a family firm which distinguish them from firms more generally. (culture, business succession, life cycles of the family firm, building strategy around family competitive advantages); In the final part of the course, students will be asked to explore their own countries of nationality for examples of established family firms, with development of a case study to share with the remainder of the group.


This course will use a combination of lecture, group discussion including case analysis and student presentation formats. ASSESSMENT METHODS

35% continuous assessment including, class participation, group work and speed talks (mandatory make up work if absent). 30% Final oral presentation 35% Final written project RECOMMENDED READING

Selected readings will be taken from the following books, as well as recent articles from Family Business Review. Aronoff, C.E., Astrachan, J.H. &WardJ.L., (1998), Developing Family Business Policies: Your Guide to the Future, Marietta, GA: Family Enterprise Publishers. Carlock, R.S. &WardJ.L. (2001), Strategic Planning for the Family business: Parallel Plannign to Unify the Family and Business, New York, NY: Palgrave. Casper, C., Dlas, A.K. &HElstrodt (2010) “The Five Attributes of Enduring Family Businesses, McKinsey Quarterly, 1: 1-10. Dorgan, S.J., J.J. Dowdy, J.J. &T.M. RIPPIN (2006) “Who Should-and Shouldn’t Run the Family Business, McKinsey Quarterly, 3: 13-15. ELSTRODT, H. (2003) (2003) “Keeping the Family in Business”, McKinsey Quarterly, 4: 94-103. Gersick, K.E., Davis, J.A., Hampton, M.M., &Lansberg, I., (1997) Generation to Generation: Life Cycles of the Family Business, Boston, MA: Harvard Business School Press. Ibrahim, A. Bakr, (2004), Family Business Management: Concepts and Practice, 2nd edition, Dubucque, IA: Kendall/Hunt Publishing Co. Landes, D. (2006). Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance, Tenacity and Continuity (pp. 37-74) and Ch. 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). Miller, D. &Le Breton-Miller, I., (2005) Managing the Long Run: Lessons in Competitive Advantage from Great Family Businesses, Boston, MA : Harvard Business School Press. Neubauer, F. &LankA.G., (1998) The Family Business: Its Governance for Sustainability, London, UK: Macmillan Press.


ED-M1 BM-S2-BC-CC: ERASMUS - FLE (1338) NB HEURES : 36 SEMESTRE 2 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : Peter DALY

OBJECTIFS DU COURS

Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle. OBJECTIFS D'APPRENTISSAGE

After having taken this course participants will be able to: Rechercher un emploi, un stage : lire/rédiger une petite annonce, un CV, une lettre de candidature, mener/passer un entretien d’embauche. Connaître les principaux acteurs socio-économiques du monde du travail en France. Découvrir les principales institutions et personnages-clés de la vie politique française et comprendre les relations entre ces institutions. Acquérir les notions de base pour comprendre la vie sociale en France, les nouvelles tendances et les défis qui attendent le monde du travail en France et dans le monde. PRE-REQUIS

Niveau A2 du CECRL. CONTENU DU COURS

La recherche d'un emploi : le CV, la lettre de motivation et l'entretien d'embauche. Les conditions de travail : horaires, salaires, contrats, formations, congés… Faire un compte-rendu, faire des propositions, convaincre L'environnement économique : partenaires, réseaux, institutions La communication interne et externe. METHODES PEDAGOGIQUES

Pédagogie de la tâche, telle que définie par le CECRL. Documents authentiques extraits de publications grand public ou spécialisées, sites web Documents multimédias disponibles sur la plateforme Blackboard. Activités issues de la méthode Objectif Express (Hachette FLE). Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. Alternance de travail individuel et travail en groupe. METHODES D'EVALUATION

40% : contrôle continu (écrit et oral)

40% : examen final (écrit et oral) 20% : Participation et assiduité LECTURES RECOMMANDEES

Articles de la presse régionale et économique ou publiés sur les sites de la presse économique (lesechos.fr…).


ED-M1BM-S2-STRAT-CC: INFORMATION SYSTEMS (651) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: Antoine HARFOUCHE

COURSE OBJECTIVES

The Management Information Systems course aims to explain the strategic role of information systems and information technology as a business enabler. It identifies and explains the impact of information systems applications and emerging technologies on business models and managerial decision making in an exciting and interactive manner. The course also evaluates the fit between the organization’s strategy and structure, and the information systems applications and architecture. It interprets the interaction between technology, employees, managers, customers, processes, data, infrastructure, suppliers, business partners, and environment in a specific organization. Finally, this course seeks to understand the ethical and the globalization challenges of information systems. LEARNING OUTCOMES

The Management Information Systems course prepares students to be effective exploiters and managers of information technology. At the end of this course students should be able to face contemporary issues such as: rise of e-services, time compression (time to market), digitalization, ubiquity, big brother, coopetition, technology integration in a globalized world... Strategic and managerial approaches for dealing with these issues are explored. Case studies are used to pull together operational and practical concepts with theoretical courses as they apply to the management of information systems. PREREQUISITES

None COURSE CONTENT

Session 1 (1,5 hours): Introductory plenary session - Information System Does Matter Lecturer: Antoine Harfouche Session 2 (1,5 hours): 1st Theoretical Session - Foundations of Business Intelligence Lecturer: Antoine Harfouche Session 3 (1,5 hours): 2nd Theoretical Session -– IT infrastructure and emergent Technologies Lecturer: Antoine Harfouche Session 4 (1,5 hours): 3d Theoretical Session - E-Commerce: Digital Markets, Digital Goods Lecturer: Antoine Harfouche

1st Case Studies Session (3 hours) Case study 1.1 (1,5 hours): How FedEx Works: Enterprise Systems VS UPS competes globally with Information Technology. Case study 1.2 (1,5 hours): Maruti Suzuki Business Intelligence and Enterprise Databases Session 5 (1,5 hours): 4th Theoretical Session - IS Challenges: Ethical, Social, & security Issues Lecturer: Nancy Pouloudi 2nd Case Studies Session (3 hours) Case study 2.1 (30’): Sinosteel Strengthens Business Management with Oracle Apps Case study 2.2 (30’): NASA Project Management Challenge 2008 Case study 2.3 (30’): Customer Relationship Management for San Francisco’s City Government Case study 2.4 (30’): FreshDirect uses Business Intelligence to manage its Online grocery Case study 2.5 (30’): Google Data Center Efficiency Best Practices Case study 2.6 (30’): Ford Manufacturing Supply Chain (AutoXchange B2B Marketplace) Session 6 (1,5 hours): 5th Theoretical Session - Managing Global Systems Lecturer: Nancy Pouloudi 3d Case Studies Session (3 hours) Case study 3.1 (30’): Mobile Commerce: The past, present, and the future Case study 3.2 (30’): IT and Geo-Mapping help a Small Business Succeed - Tea Case study 3.3 (30’): Data Mining for Terrorist and Innocents Case study 3.4 (30’): Mastering the Hype Cycle Case study 3.5 (30’): Web Neutrality Case study 3.6 (30’): NBA competing on global delivery


The course includes various pedagogical tools: lectures, videos, business reports and articles, books, business case studies and teamwork. A regular use of the MyMISlab online platform is imperative to get access to the course material and regular access to Blackboard is imperative to get access to up-to-date information about the course. ASSESSMENT METHODS

The grading structure is as follows: Final exam: 50% of the final grade; One Full case study preparation by team and 30 minutes class presentation and discussion: 25% of the final grade (choose 1 from 12 cases: case 2.1, case 2.2, case 2.3, case 2.4, case 2.5, case 2.6, case 3.1, case 3.2, case 3.3, case 3.4, case 3.5, or case 3.6) Three homework case studies and class participation: 25% of the final grade: Individual preparation of cases 1.1 and 1.2 and class participation during the 1st case studies session (5%); Team preparation of one case for the 2nd case studies session chosen from these 6 cases (case 2.1, case 2.2, case 2.3, case 2.4, case 2.5, case 2.6) (10%) Team preparation of one case for the 3d case studies session chosen from these 6 cases (case 3.1, case 3.2, case 3.3, case 3.4, case 3.5, or case 3.6) and posted on BlackBoard (10%) The final exam will be composed of a small case study with will include questions on: theoretical classes (of course not only the slides but also the oral speeches), case studies (14 cases/ the text won’t be provided at the exam), mandatory articles and referential book’s chapters. Attendance at case study sessions is mandatory. Students are asked to form groups of four or five

by the end of the second theoretical session. It is up to the students to decide about their groups’ composition. For obvious logistic and administrative reasons, once formed, these groups cannot be changed under whatever circumstances. The one full case study preparation and class presentation is the most important project (25% of the final grade). Each team has to choose one case study from the 12 posted on BlackBoard. According to the case study chosen, each team has to present in front of the class in 15 minutes their solutions and this during case studies sessions two or three. Then, they have to manage a class discussion (15 minutes for questions and discussions). All members of the team must participate. The document (with extended answers), submitted on Blackboard before the deadline, must respect the following format: 8-10 pages (recto), 12 points, Times New Roman, justified and single spaced. Students are expected to bring a printed copy for the professor and to distribute to the whole class an abstract (max 2 pages) in a hard copy during the case study session as it will be useful for the final exam. Three other case studies will be considered as homework. Students must complete this homework (short questions) for case study sessions 1, 2, and 3 (25% of the final grade). For the 1st case studies session, students have to prepare individually of cases 1.1 and 1.2 and class participation during the (5% of the final grade). They have to prepare two other cases: one per week, chosen from the 6 cases related to each week (10% each). These cases must be posted on BlackBoard before deadlines. The two homework case studies must be different from the Full case study. Therefore, before case study sessions 2 and 3, students will have to prepare a document with answers to questions posted on BlackBoard. This preparation has to be made by the entire team. The document has to be submitted on BlackBoard before the date specified in the syllabus. Obviously, late submissions cannot be accepted. The document with the answers must respect the following format: 2-4 pages, 12 points, Times New Roman, justified and single spaced. Students are expected to keep a hard copy of this document during the case study session as it will be collected by the professor. Any unjustified absence will automatically lead to a penalty of 20% of the final grade. RECOMMENDED READING

Textbook The referential book is included in the “Academic Suitcase” students are expected to buy: Laudon, K. &Laudon, J. (2014). Management Information Systems: The Global Edition, 14th ed., Pearson Education.


ED-M1BM-S2-LAW-CC: LEGAL ENVIRONMENT & BUSINESS DECISION MAKING (647) NUMBER OF HOURS: 36 SEMESTER 2 INTERNATIONAL PROGRAMME - 5 ECTS COURSE COORDINATOR: Christophe Roquilly

COURSE OBJECTIVES

The students will learn how the legal environment impacts managerial decision-making. This course is not based on a technical approach of legal issues, but favours both institutional and organisational visions of how law matters for business strategy and operations. LEARNING OUTCOMES

After having taken this course participants will be able to understand and integrate into managerial practice The influence of legal environments on various key-issues for companies ; The reasons why companies might choose a specific national legal environment in a multi-national and competitive globalised environment ; The limits of this “legal shopping” ; The way companies can create different kind of value through an enhanced “legal intelligence” ; The way companies can destroy value because of illegal decisions or poor legal management ; Managerial duties, liability (criminal and civil), leadership ethics. PREREQUISITES

Ability to read French language ; Fundamental notions in law ; Good understanding of the global economy issues ; Basic notions in organisational studies. COURSE CONTENT

Multi-national legal environments and business opportunities From competition between national legal environments to legal shopping Limits of legal shopping Value creation and value destruction because of (lack of) legal intelligence How to create value through legal intelligence How to destroy value through illegal decisions Compliance management as value creation Managerial responsibility: duties and responsibilities Managerial duty and liability (civil and criminal) From legal liabilities to ethical responsibilities of managers Conclusion: round-table with General Counsels.


The course is based on two types of sessions: lectures and workshops. Numerous case studies will be used; students will have to prepare these cases, through information research and analysis. ASSESSMENT METHODS

Oral participation (50 %) and final exam (case study) (50 %) RECOMMENDED READING

Christophe Collard et Christophe Roquilly, La performance juridique : pour une vision stratégique du droit dans l’entreprise, Paris, LGDJ, collection Droit des affaires, 2010. Constance Bagley, Winning legally, Harvard Business Press, 2005. Numerous references of articles will be given during the course.


ED-M1BM-S2-STRAT-CC: BUSINESS DEVELOPMENT & INNOVATION (639) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Sébastien ORIFICI

COURSE OBJECTIVES

The course mainly addresses the following questions: what is the importance and what are the barriers to innovation and business development? How to generate an idea and implement it in order to capture the value created? As a manager -whatever the context, from a new business venture to a small department or a large corporation- how to manage innovation in the long run? How can we take an active role and benefit from the amazing current opportunities (new technologies from the digital and the real world, mass collaboration...)? Successful innovation is not about inventing products … it is about bringing new solutions, services, processes, business models to customers who will value and pay for it ! In this course, we will use many real business situations from various industries and settings in order to develop your innovative senses and capabilities! LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the value of innovation at society, company and personal levels ; Be familiar with the main steps of a business development initiative (and the most common mistakes to avoid…) ; Develop the capabilities to innovate and the ability to manage innovation ; Appreciate the opportunities ahead and get ready to grasp them. PREREQUISITES

Course on “Strategic Management”. COURSE CONTENT

Session 1: Business Development? Innovation? What is it? What is it for? And why is it challenging? Session 2: How to innovate and develop your business? What are the main steps? What are the do’s and dont’s? Session 3: How to manage innovation successfully at a company level? Case 1: Corning incorporated: Reinventing new business development Case 2: My major company Open Innovation Seminar (3rd edition): managers from 12 companies will come on campus to challenge the students on real innovation cases. TEACHING & LEARNING METHODS

The course includes various pedagogical tools: lectures, videos, business reports and articles, books, business case studies, business games, …

ASSESSMENT METHODS

The grading structure is as follows: Individual Final Exam : 50 % 2 Case studies in group : 50 % (2 documents to be submitted) Open Innovation seminar (from -2 up to +2 bonus on the final course grade) RECOMMENDED READING

“Developing new business Ideas – A step-by-step guide to creating new business ideas worth backing”, Andrew and Mary Bragg, Financial Times Press, 2005.


ED-M1BM-S2-MGMT-CC: PROJECT MANAGEMENT (652) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Patrice Gobert

COURSE OBJECTIVES

Know the basis of project management; Be capable of working in project teams. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand key stakes of project management; Get familiar with the main concepts related to project management; Apply the main techniques and tools of project management; Develop appropriate attitudes and behaviors as project leader and/or team members. PREREQUISITES

None COURSE CONTENT

Course 1: lecture (2h). Practical example (1h) Course 2: Practical case-the Dos and Don'ts (3h) Course 3: Project Team definition (3h) Course 4: Project planning - simulation (3h) Course 5: Project Auditing (3h) Course 6: Project control and evaluation (3h) TEACHING & LEARNING METHODS

Lecture, case studies, simulation. ASSESSMENT METHODS

Continuous assessment 50 % Final exam 50 % RECOMMENDED READING

“The Project Workout, by Robert Buttrick, 4th Edition, Prentice Hall”.


ED-M1BM-S2-CCS-E2: MEDIA & DEMOCRACY (291) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: I.Sequeira/R.Brite

COURSE OBJECTIVES

To introduce and gain a better understanding of the history and current state of: The media (print, broadcast, electronic), with a focus on news media but mentions of advertising and entertainment; Democracy, both governmental and more generally, looking in particular at how the two areas are interacting and affecting one another in a period during which both freedom of expression and the prevalence of democracy seem to be declining worldwide. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand and analyze the democracy-media interface; Distinguish among the effects of different forms of media and appreciate the ways in which they are used in democratic and non-democratic societies. PREREQUISITES

Good level of English, interest in media and civilization. COURSE CONTENT

Introduction: What’s democracy? What’s media? The founding documents. Freedom of expression. The goal of objectivity; Investigative reporting and the preservation of democracy: The muckrakers, Watergate, today's investigative forums (Der Spiegel, Private Eye, Le Canard Enchainé, etc.), the threat from downsizing of traditional news outlets; Deliberate efforts to control or silence the media: Censorship in US, France, elsewhere (e.g. BRICs), killings of journalists. Cases when not publishing may be justified. Internet censorship (e.g. in China). Legal framework: "gag" laws (e.g. Official Secrets Act), Freedom of information laws, laws letting reporters protect sources; Other sources of control of media. Cozy relations between media and those in power. Consolidation of ownership in the mainstream media and its effects on democracy. Other ways to control public opinion: Chomsky &Herman's Propaganda Model. Advertising. Entertainment – panem et circenses for the 21st century?; Rise of new media and decline of old: Mobile telephony &convergence. Internet, blogs, news consolidators.etc. Mainstream news websites (e.g. NYT, Guardian, BBC, RFI. Migration of advertising to electronic media and subsequent decline of MSM. Other negative effects of electronic media; Case study based around film "Good Night, and Good Luck": The role of CBS in stopping the antiCommunist witch hunts led by Senator Joseph R. McCarthy.


Combination of lecture, discussion and student papers or presentations. ASSESSMENT METHODS

Midterm exam 30 %, student paper/presentation 20 %, final exam 50 % Homework or lack thereof can add to or subtract from final number of points awarded. RECOMMENDED READING

A List of articles from mainstream and alternative media will be given at each session for the following one.


ED-M1BM-S2-CCS-E2: POLITICA Y MEDIOS DE COMMUNICACION EN AMERICA LATINA (616) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: I.sequeira/A.Masso & F.Quintero

COURSE OBJECTIVES

Presentar la política latinoamericana actual desde múltiples puntos de vista; Análisis de los medios de comunicación latinoamericanos y su relación con la política; Seguir la actualidad y debatir sobre temas polémicos. LEARNING OUTCOMES

After having taken this course participants will be able to: Dominar las cuestiones políticas, económicas, sociales y culturales generales en el ámbito de los países latinoamericanos; Conocer las relaciones entre el poder de la prensa y el poder político; Mantener un rico debate sobre la actualidad en el contexto latinoamericano. PREREQUISITES

Nivel B1-B2 CECRL en español, buenas competencias orales en español e interés por conocer la realidad del mundo latinoamericano. COURSE CONTENT

El contenido se divide en dos ejes principales: Política ¿ Presentación y debate sobre las cuestiones más interesantes de la zona geopolítica latinoamericana. El programa se desarrollará en función de los deseos de conocimiento de los estudiantes. Los temas que se podrán tratar son: Transición y consolidación democrática ; Derecha e izquierda en América Latina, dos vías, diferentes ambiciones (Chávez, Kirchner, Calderón, Santos...); Los Estados Unidos y España: ¿neo-imperialismo o ayuda al crecimiento?; Movimientos sociales: las Madres de la Plaza de Mayo, los Tupamaros, Opus Dei, Legionarios de Cristo, los Cartoneros, los Zapatistas, los Indígenas…; El problema de la seguridad y el control del Estado: las FARC, los paramilitares, las favelas, el narcotráfico, las maras, la guerrilla…; Las políticas públicas: salud, medioambiente y armamento. Medios de comunicación ¿ Seguimiento de temas polémicos de la actualidad latinoamericana, debates, tratamiento de casos reales por los medios de comunicación (Florence Casez, Arturo Cubillas…) y juegos de rol basados en la relación entre la política y los medios de comunicación.


CM, exposiciones, juegos de rol, debates, trabajos en grupo, interacción oral… ASSESSMENT METHODS

Habrá tres notas: Prueba oral, Trabajo en grupo, Participación durante los cursos. La evaluación se hará durante los cursos. Por ello, la asistencia es necesaria para superar con éxito la asignatura. RECOMMENDED READING

Revista CEPAL. http://www.eclac.org/revista/ Real Instituto Elcano (sección América Latina) Prensa latinoamericana (Clarin, El Universal, Excelsior, La Nación, La República…)


ED-M1BM-S2-CCS-E2: MANAGEMENT AND SUSTAINABLE DEVELOPMENT (276) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: I.sequeira/O.Classiot

COURSE OBJECTIVES

Studying 2 main questions: How can we reconcile sustainable development and profitable business-management practices? What kinds of managers are needed to fulfil the latter obligation? To examine the value of concepts like SD, CSR, stakeholders, triple bottom line, green GDP, CSV; To understand how Sustainability challenges claim for an engagement of the private sector into Corporate Responsibility (CR). To witness the evolution of monitoring and decision making processes and the emergence of new business models (Fair Trade, Social entrepreneurs, BOP initiatives…); To acknowledge the key role of human beings in this transition, the obvious barriers to change and the need to activate change management levers in order to reach effective mobilization; To figure out the qualities and competences required from a manager to face this context. LEARNING OUTCOMES

After having taken this course participants will be able to: Assess key SD issues for main industry sectors; Evaluate companies involvement in CR related initiatives; Critically examine the difference between serious commitment toward sustainability and misleading greenwashing practices; Assess the effectiveness of a deployment plan regarding change management. ●

●

●

●

PREREQUISITES

None COURSE CONTENT

(1) Opening lecture: evaluating global problems for sustainable development. Screening: 5 main industries; (2) Being sustainable and profitable: some solutions; (3) Employees mobilization and change management; (4) Delivering a speech to engage a target (EXCOM, managers, employees, partners,…) into CR practices + feedback; (5) final group projects and feedback. TEACHING & LEARNING METHODS

The course is a mixture of lecture and interactive discussions (cases, in-class exercises). To respond to the increasing demand by companies, virtual team learning collaboration will be implemented through blackboard.

ASSESSMENT METHODS

100 % Continuous assessment based on individual + collective contribution. RECOMMENDED READING

Bibliography and articles will be posted on blackboard. Make sure to read the articles to get a general perspective on the topic.


ED-M1BM-S2-CCS-E2: MANAGEMENT DES ENTREPRISES CULTURELLES ET SOLIDAIRES (277) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : I.Sequeira

OBJECTIFS DU COURS

Présenter les secteurs professionnels de la culture et de l’économie solidaire. Repérer les métiers de ces secteurs. Rencontrer des acteurs majeurs. OBJECTIFS D'APPRENTISSAGE

A l’issue de ce cours, l’étudiant sera capable de comprendre les spécificités de gestion des entreprises culturelles et solidaires. PRE-REQUIS

Présenter un intérêt pour les métiers des arts et de la culture ainsi que pour ceux liés aux Fondations d'entreprises et aux ONG. CONTENU DU COURS

Focus sur des organisations de ces deux secteurs : Art et culture : musées, maisons d’éditions, théâtres Solidarité et économie sociale : ONG, Fondations, associations. METHODES PEDAGOGIQUES

Apports théoriques et pratiques METHODES D'EVALUATION

Dossier individuel : 100% LECTURES RECOMMANDEES

"Le management des entreprises culturelles et artistiques" Yves Evrard. Ed. Economica / "Les Organisations non-gouvernementales (ONG) et le management". Jacques Igalens et Erwan Queinnec. Ed. Vuibert Des articles de presse seront mis sur Blackboard et une bibliographie complémentaire sera communiquée aux étudiants en début de cours.


ED-M1BM-S2-STRAT-E2: OUTSOURCING (293) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Hedley Malloch

COURSE OBJECTIVES

This is a very exciting and challenging course: in theory outsourcing allows companies to focus on other business issues while having the details taken care of by outside experts. This means that a large amount of resources and attention, which might fall on the shoulders of management professionals, can be used for more important, broader issues within the company. The specialized company that handles the outsourced work is often streamlined, and often has worldclass capabilities and access to new technology that a company couldn't afford to buy on their own. Plus, if a company is looking to expand, outsourcing is a cost-effective way to start building foundations in other countries. In theory … . Allocating business activities to an outside organization in order to derive cost and quality benefits is not a new concept. Outsourcing has been widely used since the mid-twentieth century. Initially outsourcing was used primarily for the manufacturing of industrial components, as well as for some non-core services such as facilities management. The rapid globalization of business and the increased focus on core competencies in the late 1980s and the 1990s also led organizations to extend the concept of outsourcing to IT-intensive business processes. These business processes included customer care, finance and accounting, human resources, information services, and logistics. The actions of the client organization and those of the service provider in these sourcing relationships are both critical for success. Managing and meeting client expectations is a major challenge for service providers in these business relationships, and examples of failure abound. LEARNING OUTCOMES

At the end of the course participants should be able to: • Appreciate the strategic complexities involved in choosing and implementing the make or buy decision; • Apply different strategic perspectives (value chain, the flexible firm, transaction cost economics and resource based competences) to outsourcing decisions; • Understand the requirements for both client and provider in successful outsourcing strategies; • Identify and manage the main problems in implementing outsourcing strategies. PREREQUISITES

Students should have successfully completed a Master’s level course in strategic management, corporate strategy or equivalent.

COURSE CONTENT

• Introduction: definitions and a strategic overview of outsourcing; the origins of outsourcing; different types of outsourcing – business process operations, knowledge process outsourcing and manufacturing management. The extent and coverage of outsourcing. • Outsourcing and competitive strategy; value chains and the drivers of cost and differentiation; the search for flexibility; contracting and transaction cost economics; the search for core competences. • Outsourcing and risk management; The Quinn and Hilmer model of risk management and outsourcing decisions; risk and potential contract types; sharing financial risk. What to outsource? RBV and TVE approaches. Strategies for controlling risk; uncertainty reduction. • Outsourcing and offshoring. Understanding and managing the additional complexity associated with internationalising the supply chain. TEACHING & LEARNING METHODS

Learning will be facilitated by means of some tutor-led lectures, but mainly by case study presentation by participants. Cases studied will include Lego, G4S and the Olympic Games security management problems; Apple, Toyota, the Findus beef/horsemeat scandal, and the establishment of call-centres in India ASSESSMENT METHODS

Group presentation (70%) and individual participation (30%). RECOMMENDED READING

Aron, R., and Singh, J.V., ‘Getting Offshoring Right’, Harvard Business Review, December 2005, pp.135-143. Dibbern, J. et al. ‘Explaining Variations in Client Extra Costs Between Software Projects Outsourced to India’, MIS Quarterly, Vol.32, No.2, Summer 2008, pp.-344-366 Ghemawat, P., ‘Distance Still Really Matters: the Hard Reality of Global Expansion’, Harvard Business Review, September 2001, pp.137-147. Quinn, J.B. and Hilmer, F.G., ‘Strategic Outsourcing’, The McKinsey Quarterly, 1995, No.1, pp.4870. Williamson, ‘Comparative Economic Organization: The Analysis of Discrete Structural Alternatives’, Administrative Science Quarterly, Vol. 36, 1991, pp.269-296.


ED-M1BM-S2-FIN-E2: INTRODUCTION AU MANAGEMENT DE LA BANQUE (1071) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS

OBJECTIFS DU COURS

Faciliter la compréhension de modèles économiques bancaires ; Présenter les enjeux majeurs auxquels sont confrontées les banques ; Susciter la réflexion sur le caractère stratégique de choix de gestion des risques, de relation client et d'organisation. OBJECTIFS D'APPRENTISSAGE

A l’issue de ce cours, l’étudiant : Aura compris la diversité des risques encourus par la banque ; Percevra le profil risque/revenu des activités de la banque (détail, investissement, gestion d’actifs,...) ; Identifiera les enjeux des dispositifs majeurs de la réglementaire bancaire ; Sera en mesure d’appréhender le champ des stratégies bancaires. PRE-REQUIS Les fondamentaux de gestion financière et commerciale développés en années Bachelor CONTENU DU COURS

1ère partie : introduction au système bancaire et financier: intermédiation et transformation, risques majeurs, compartiments de marché, taux d’intérêt, métiers ; 2ème partie : introduction à la réglementation prudentielle bancaire et impact de la réglementation sur la stratégie, illustrations tirées de l’actualité ; 3ème partie : des indicateurs fondamentaux de résultat ; 4ème partie : introduction au business model : les stratégies bancaires. METHODES PEDAGOGIQUES

La construction de l’électif permet à l’étudiant de s'approprier progressivement l'essentiel des concepts sur base de repères thématiques. La cohérence globale est assurée par la relation entre les thèmes abordés au fil des séances. L'électif alterne cours magistraux et interactivité (exercices, quiz et petit cas). C'est pourquoi la présence au cours est indispensable à une bonne assimilation de l'électif. METHODES D'EVALUATION

Un contrôle continu (deux quiz rapides comptant globalement pour 25 %) et un dossier en équipe : 75 %.


Eric Lamarque (2005) "Management de la banque : risques, relation client, organisation" Pearson Education ; Frédéric Mishkin (2007) "Monnaie, banque et Marchés financiers" Pearson Education ; Sylvie de Coussergues (2007) "Gestion de la banque : du diagnostic à la stratégie" Dunod.


ED-M1BM-S2-MKG-E2: NEGOTIATION (312) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Philppe Bianchi

COURSE OBJECTIVES

●

●

●

A negotiation is an attempt to reach an agreement, and to negotiate is an act of conversion. It is a question indeed of trying to agree by converting the other to its sights, completely or partially, as it is a question of converting its own position as long as this modification is preferable than to not agree. Negotiation is also an act, as old as the world. An empirical act, if any. It would be one of the field of art, of dexterity, even of alchemy: in all the cases it’s an act of experiment. The act of negotiation is often challenging to teach and can hardly be reproduced by others. Nevertheless, through research, negotiation gradually appears as an applied science, and in fact, the use of the concept of Power made it progress dramatically recently. Indeed, any science is characterized by the good measure of the facts and the events. The concept of Power in negotiation allows such a measurement, and defines the pressure that one party exerts in fact on the other, voluntarily or not, consciously or not. In The Cube Method©, the power is thus defined easily and is the subject of a quasi instantaneous measurement. So is the power ratio and its evolution between the protagonists during negotiation.

LEARNING OUTCOMES

●

●

●

●

This course aims at formalizing, sharing and organizing the first experience of each participant and their future endeavours in negotiation. Thus, the Cube Method ©, founded on the dynamics of a power ratio makes it possible to carry the negotiation’s preparation swiftly, to clearly define a strategy, and finally compose the tactical plays. Participants will acquire an academic method to analyze the negotiation power ratio, prepare their negotiation more efficiently and drive discussion to conclusion, faster, and more often coming to agreement. Participant will be able to use techniques and counter techniques to defend their interest and

drive negotiation to make deals. PREREQUISITES

None

COURSE CONTENT

1. Business Case "The neighbour’s land" A typical business negotiation Method Power ratio in negotiation 2. Business Case "The cushy job" A win-win negotiation Theme Concessions and counterparts 3. Business Case "A cooperative study" Internal negotiation Theme Negotiating in a cooperative context 4. Business Case “American night" Theme

A deadlocked negotiation Get out of a dead-end negotiation

5. Business Case "The treasure of Busuanga" A blind negotiation Theme The six qualities of a negotiator ●

TEACHING & LEARNING METHODS ●

●

●

36h00 negotiation game spread across a 2 days and 1 night. Lectures, training workshops, video debriefing For the video debriefing, we are using a new generation of digital studio, including double digital camera and a stress sensor device.

ASSESSMENT METHODS ●

●

Part 1 – 40 % on results obtained during workshops Part 2 – 60% on a personal report prepared by pair of students on the analysis of a business negotiation, either chosen from personal business experience or from publicly known business negotiations.

RECOMMENDED READING

Getting to Yes: Negotiating an Agreement Without Giving In

by Roger Fisher and William Ury – 1981 How to win friends & influence people By Dale Carnegie


ED-M1BM-S2-MKG-E2: RETAILING MANAGEMENT (661) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Céline Melchior

COURSE OBJECTIVES

Understand what are the different forms of retailing, from physical store retailing (intensive, selective or exclusive distribution of goods and services) to non store retailing (on-line, mail order, TV shopping or phoning) Understand ultimate evolutions on the three following aspects: Hyper and Supermarkets (merchandising and customer service for consumer goods); Franchising and vertical integration (location and interior design); Internet on line sales. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the role and the issues of retailing in the success of brands Know the basic rules for implementing, managing and monitoring retail physical outlets and non store system. PREREQUISITES

Students attending this course should have basic knowledge on marketing mix. COURSE CONTENT

Session1: The different forms of retailing. Store retailing and non store retailing. The ultimate trends. Complementarity and conflicts between channels. The marketing of the retailer. Producers and retailers relationship. Session 2: Merchandising, private brands, geomarketing, category management, supply chain and customer service within hyper and supermarkets for consumer goods. Session 3: Franchising vs vertical integration. Exclusive networks management. Location, interior design and atmosphere. Session 4: On line sales: e-retailing vs direct sales. Desintermediation and re-intermediation. Vertical integration. On line market places.



Final exam RECOMMENDED READING

Retail Management: A Strategic Approach: International Edition de Barry Berman et Joel R Evans (Broché - 1 août 2009


ED-M1BM-S2-MKG-E2: LUXURY MARKETS (275) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Marie-Catherine MARS

COURSE OBJECTIVES

Know the luxury markets, through a topical study of the luxury world, including perfume, cosmetics, accessories, tableware and fashion products. Know luxury world specificities and the basic skills for a successfull career in the luxury sector and in a international context LEARNING OUTCOMES

After having taken this course participants will be able to: Understand luxury markets and consumers Analyze the current economical, managerial and cultural shifts in the luxury industry PREREQUISITES

Students attending this course should have basic knowledge on consumer behavior and marketing. COURSE CONTENT

Session 1 Introduction to Luxury & Economical Overview of the Luxury Markets Session 2 The History of Luxury and the specificities of Consumer Behavior in Luxury Markets Session 3 Introduction to Luxury Brand Management Session 4& 5: Testimony of a Luxury Company (name of the company to be specified) Session 6 Students' Project presentations and Debrief TEACHING & LEARNING METHODS


50% Final exam 50% Student Project RECOMMENDED READING

Luxury Brand Management: A World of Privilege de Michel Chevalier et Gerald Mazzalovo (2012). The Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands de Jean Noel Kapferer et Vincent Bastien (2008)


ED-M1BM-S2-LAW-E2: LES PRATIQUES MANAGÉRIALES DANS LE SECTEUR AÉRONAUTIQUE (261) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : Dominique Serio

OBJECTIFS DU COURS

Présentation du secteur industriel aéronautique : de la conception à la construction des avions ; Présentation des activités de services liées au transport aérien ; Les pratiques managériales et les particularités du secteur. OBJECTIFS D'APPRENTISSAGE

A l’issu de ce cours, l’étudiant sera capable de: Comprendre les enjeux économiques et sociaux du secteur aéronautique ; Identifier les acteurs majeurs de l’industrie aéronautique et des entreprises du transport aérien ; Appréhender les pratiques managériales spécifiques liées aux activités aéronautiques. PRE-REQUIS

Aucun. CONTENU DU COURS

Introduction ; Thème 1 Présentation du secteur ; L’ingénierie des systèmes de conception ; Les constructeurs et les activités de maintenance ; Les activités du transport aérien ; Thème 2 Les pratiques managériales ; L’environnement normatif international ; L’environnement social ; Les perspectives sectorielles. METHODES PEDAGOGIQUES

Etudes de cas ; Apports théoriques ; METHODES D'EVALUATION

Cas de synthèse : 100 % note finale ; LECTURES RECOMMANDEES

Aspects et problèmes du droit pénal de l’aviation internationale – R.H. Mankiewicz. Lectures obligatoires : Analyse sectorielle (Factivia).

Lectures complémentaires : Air et Cosmos (Revue).


ED-M1BM-S2-MGMT-E2: HOSPITALITY MANAGEMENT (262) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Nicolas Kalpokdjian

COURSE OBJECTIVES

Implement a relevant market study and business plan for a hotel Understand hotels and airlines sales strategy through the introduction of Revenue Management Learn how a hotel is managing its different distribution channels Know the basics of Search Engine Optimization (SEO) Understand the specificities of this industry regarding daily operations management Determine what the crisis has changed in this industry and what are the new customers' behavior Explain the different career paths available in the hospitality industry Make a relevant presentation to a hotel manager about his current issues LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the different career opportunities within the industry Have a better understanding of the pricing strategy both for airlines and hotels Know the different organisation scheme within a hotel Understand the importance of delivering an outstanding service PREREQUISITES

Accounting, Marketing and Finance Basics Internet vocabulary Basic knowledge of major hotel chains and their brands COURSE CONTENT

Introduction to basic metrics in hospitality industry Presentation of the different hotel chains, their brands and their position within the market Writing a business plan and a market study Hotels market segmentation The right sales strategy for the right customers Introduction to the Revenue Management Selling through Internet SEO strategy and technics The use of social networks for hotel Delivering a top quality service The implication of the hospitality industry in the sustainable development How to set up a relevant loyalty program Examples of successful managers in the hospitality industry


Power Point presentations, Videos, Newspapers articles, Hotels' Newsletters, Facebook, FlickR, Google and Role play, Team work. ASSESSMENT METHODS

25% Class participation 25% Professionalism during the class, team work and communication skills 50% Final project (presentation in a hotel with the management team, last year at the 4* Hotel Crowne Plaza Lille)


ED-M1BM-S2-LAW-E3: DROIT DU MARKETING (282) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : Christophe Collard

OBJECTIFS DU COURS

Ce cours adopte une approche dynamique (en termes de gestion des risques juridiques tout comme de gestion juridique des risques) des règles de droit français applicables aux décisions relevant du mix-marketing. D'un autre point de vue, ce cours peut aussi être décrit comme abordant certaines règles fondamentales visant à protéger le consommateur dans ses rapports avec le professionnel commerçant. Dans les deux cas, c’est le droit français, replacé dans son contexte européen, qui est abordé. Cet électif réponds aussi bien aux attentes des futurs praticiens du marketing qui souhaitent intégrer une juridique de leur pratique, que ceux qui visent le métier d'avocat d'affaires ou de juriste d'entreprise et qui pourront par ce biais enrichir leurs connaissances et savoir-faire dans un domaine présentant une importance capitale pour l'entreprise. ATTENTION : pour tenir compte de la spécificité du langage juridique, ce cours est entièrement enseigné en français.


A l’issue de ce cours, l’étudiant sera capable de : ●

●

●

comprendre les mécanismes juridiques et gérer les risques juridiques majeurs auxquels l'entreprise est confrontée dans le cadre de sa politique marketing ; développer un raisonnement juridique et aider à la prise de décision sur les pratiques considérées ; maitriser les mécanismes essentiels de protection juridique du consommateur en France.

PRE-REQUIS

Connaissances élémentaires en droit et en marketing. CONTENU DU COURS ●

●

Introduction : Les rapports entre marketing et droit - Droit du marketing et droit de la consommation - L'avènement du consumérisme et des mouvements des consommateurs Les domaines du droit du marketing. La protection du consommateur : qui est protégé ? - La protection par une information claire et complète - La protection contre les dangers du produit ; La marque : aspects juridiques (notions). Dépôt (noms, logos, emblèmes), gestion (licence, cession) – protection ;

●

●

●

La promotion des ventes : aspects juridiques. Promotion par l’objet (cadeaux, primes), ventes subordonnées, loteries - jeux/concours. Le cadre national français face aux derniers développements de la jurisprudence européenne ; La publicité : aspects juridiques. La publicité fausse ou de nature à induire en erreur, la publicité comparative ; Le droit du marketing en action : illustrations pratiques.


Approches théorique et pratique des questions, avec de nombreuses illustrations concrètes, mises en situation de réflexion et de résolution de problèmes, dans un esprit d’interdisciplinarité (interaction entre le droit et le marketing). METHODES D'EVALUATION

Examen écrit sur base de cas pratiques. Sur un cas réel ou un ensemble de cas réels et variés, diagnostic des risques juridiques sur une ou des actions ayant trait à l'un des aspects abordés en cours (produit, marque, publicité, promotion). LECTURES RECOMMANDEES ●

●

Droit de l'entreprise, éditions Lamy (Partie 4 : Droit de la Concurrence et Droit de la Consommation), C. COLLARD et C. ROQUILLY, une édition annuelle mise à jour ; Droit du marketing, C. MANARA, Ed. Ellipses, 2003.


ED-M1BM-S2-LAW-E3: LAW & THE INTERNET (288) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Cédric Manara

COURSE OBJECTIVES

Understand the challenges of: Internet regulations, Electronic business regulations. Address and anticipate the risks related to: Future developments of internet law, Internet-related business models LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the stakes of electronic business regulations. Address the risks related to the development of internet business models. PREREQUISITES

Students must have a strong interest in internet uses and new business models. They must have notions of coding. Being a tech-savvy is a plus. COURSE CONTENT

[Subject to changes] Access [to the internet for users / to networks for businesses / to private platforms &resources / to formats] Identity &visibility [domain names / keywords / relationship to search tools] Reputation [rankings, profiles on C2C platforms or social medias] Money [form (digital money, credits…), monetization, online sales, commercial partnerships] Enforcement [cease &desist, notifications, arbitrations] TEACHING & LEARNING METHODS

Lectures; Studies of cariety of materials: terms of use, ads, arbitral rulings, press releases, judicial decisions, texts... ASSESSMENT METHODS

Final exam (60 %) Oral participation (40 %) Professor expects the class to be as possible, and encourages oral participation by granting bonuses to students. Nevertheless, he does not wish to penalize shy students. Students will start the class with an oral grade of 10/20, which will raise depending the value of oral participation.

RECOMMENDED READING

See full bibliography on Blackboard.


ED-M1BM-S2-LAW-E3: INTERNATIONAL COMMERCIAL LAW (1073) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Bjorn FASTERLING

COURSE OBJECTIVES

The course provides an introduction to the functions of law in international commercial relationships and also gives an introduction to legal management. The course is recommended for those who wish to participate in the M.Sc. Legal and Tax Management Programme but is open to all interested students. LEARNING OUTCOMES


●

●

identify legal problems and opportunities in commercial relationships within an international context; analyse international commercial law cases; have the opportunity to argue a case in form of a pleading.

PREREQUISITES

Introduction to business law or equivalent course in French language. COURSE CONTENT ●

●

●

The functions of law in international commercial relationships; Case analyses (prior reading required); Case discussions in adversary style (group pleadings).


Course Lectures, case studies and group competition. ASSESSMENT METHODS ●

●

●

Final exam, Group Work, Oral participation.

RECOMMENDED READING

Jan Ramberg, International Commercial Transactions, 3rd Edition 2004.


ED-M1BM-S2-LAW-E3: FISCALITÉ PATRIMONIALE (285) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : Marie-andrée Dewally

OBJECTIFS DU COURS

Comprendre et appliquer les dispositions qui régissent l'imposition du patrimoine. OBJECTIFS D'APPRENTISSAGE

A l’issu de ce cours, l’étudiant sera capable de prendre des décisions essentielles au regard de la fiscalité du patrimoine des personnes physiques sous les aspects : Constitution ; Détention ; Cession ; Transmission de ce patrimoine. PRE-REQUIS

Maitrise des notions étudiées lors des cours Principes fondamentaux du droit et du droit des affaires, et Fiscalité appliquée. CONTENU DU COURS

Rappel rapide des règles de détermination de l'impôt sur le revenu ; Etude des revenus patrimoniaux immobiliers et mobiliers ; L’ISF ; La fiscalité directe locale ; La cession de certains biens: étude des plus-values mobilières et immobilières ; La transmission du patrimoine: mutations à titre onéreux et mutations à titre gratuit. METHODES PEDAGOGIQUES

Cours magistraux et travaux dirigés – cas pratiques. METHODES D'EVALUATION

Cas pratiques 100 % note Finale. LECTURES RECOMMANDEES

Mémento PATRIMOINE, Editions Francis Lefebvre, dernière édition.


ED-M1BM-S2-CCS-E3: INDIAN BUSINESS MANAGEMENT (654) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: I.Sequeira/S.Girin

COURSE OBJECTIVES

To understand the Indian Business Environment and its managerial Practices by studying cultural patterns and tendencies. LEARNING OUTCOMES

After having taken this course participants will be able to: Have a good understanding of Indian cultural and business insights: The cultural context, social, religious and historical background ; Its key business specificities: an abundant technology-friendly labour force, the typology of firms and areas of specialization, the promise of a burgeoning middle class, the necessary improvement of infrastructures..; The Indian managerial practices and behaviours; Therefore develop tools and skills to adapt successfully. PREREQUISITES

Course taught in English. Students should have an interest for international business topics and the Indian civilization. COURSE CONTENT

1. Presentation of the Indian Cultural Background and specific features 2. The role of the free market economy model, the infrastructures, the typology of firms, the legal framework and socio-cultural set-up 3. Managerial practices and business philosophy 4. Focus on managing Indian employees and working with business partners 5. Examples of French firms in India / Analyses and discussions 6. Qualities and skills of a successful international manager in India / Comparison of China versus India (expatriation, nature of business, type of firms, business model...) TEACHING & LEARNING METHODS

Class session and Business Case discussions

ASSESSMENT METHODS

Continuous assessment (Class Participation and Individual Paper): 100 % RECOMMENDED READING

Given at each session for the following one.


ED-M1BM-S2-CCS-E3: CROSS CULTURAL MANAGEMENT (281) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: C.Coisne

COURSE OBJECTIVES

To gain a better understanding of culture and how it applies to international business issues; To use one’s own culture as a starting-point for learning about other cultures; To acquire tools and frameworks to decipher culture; To identify national and organizational culture levels; To exercise cross-cultural competence in managing cultural issues. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the impact of cultural differences on management; Use various tools and frameworks to identify cultural differences in management; Deal with national culture and organizational culture issues; Build cross-cultural competence. PREREQUISITES

None COURSE CONTENT

Session 1: Why study culture in a business curriculum Session 2: Definitions, tools and frameworks for apprehending cultural differences (part 1) Session 3: Definitions, tools and frameworks for apprehending cultural differences (part 2) Session 4: The impact of national and organizational culture differences on management Session 5: The double-edged sword of cultural differences Session 6: Managing culture in the global organization TEACHING & LEARNING METHODS

Lectures, case studies, presentations, mirroring exercise. ASSESSMENT METHODS

50 % coursework 50 % final exam RECOMMENDED READING

Adler, N.J. (2002) International Dimensions of Organizational Behaviour Fourth Edition, South Western- Thomson Learning. Hall, Edward T. (1997) Beyond Culture, New York: Anchor Books.

Hofstede, G. &Hofstede, G.J. (2004) Cultures and Organizations: software of the mind (Third Millenium Edition), New York: Mc Graw-Hill. House et al (2001) Project GLOBE: an introduction Applied psychology 50(4) 489-505. Kluckhohn, F.R. &Strodtbeck, F.L. (1961) Variations in value orientations Westport, CT: Greenwood Press. Mitchell, C. (2000) A short course in International Business Culture Novato, CA, USA: World Trade Press. Trompenaars, F. and Hampden-Turner, C. (1998) Riding the waves of culture, Understanding cultural diversity in business, second edition, Nicholas Brealey Publishing Ltd.


ED-M1BM-S2-STRAT-E3: TECHNOLOGICAL DISRUPTION (742) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Cormac Ryan

COURSE OBJECTIVES

“Never has incumbency been worth less…In a nonlinear world only nonlinear ideas will create new wealth.” Gary Hamel Even the most solid businesses have to continuously evolve to maintain leadership positions. Sometimes, however, evolution alone will not suffice. Disruptive technologies can change the ground rules fundamentally. Consider the example of the telegraph which was superseded by the telex machine. It is highly unlikely that you have ever used the telex, which was in turn replaced by the fax. And the fax has been more or less superseded by email. Each generation of new technology has opened the market to new competitors and exposed the entrenched position of incumbents. This course looks at examples of industries that have experienced disruptive technological transformation. We consider whether the disruption was forecast, what it changed, how companies reacted, and how their industries evolved. This analysis should allow us to identify themes that can help managers future-proof their businesses. We will also reflect on industries that are currently vulnerable to disruptive transformation and consider how we would manage the challenges this poses. One example that will be explored in this course is 3D printing, a technology with potential to radically disrupt manufacturing in the next 5-10 years. What can we predict, and how should business adapt?

LEARNING OUTCOMES

After having taken this course participants will be able to: Recognise how technological disruption, and vulnerability to it, arises; Have a toolbox of reference cases; Understand the management issues involved; Apply theoretical concepts to real life situations. PREREQUISITES

General knowledge of evolving business environment and new technologies (notably ICT innovations such as cloud computing, social media etc) is useful though not obligatory. COURSE CONTENT

Session 1: Introduction. Student discussions on topic of disruptive transformation.

Session2: Historic examples of industry transformation. Winners &losers, mistakes, lessons learned. Examples: Polaroid instant film and the rise of the digital camera. AT&Tand TCP/IP. Session 3: Theoretical tools – disruptive innovation, black swans, long tail etc. Session 4: Recent industry transformations – act I: Recent evolution of the music industry. Winners &losers, mistakes, lessons learned. Session 5: Recent industry transformations – act II: Recent evolution of the heating industry. Winners &losers, mistakes, lessons learned. Session 6: Industries likely to face transformation – act I: Cloud computing and the threat to hardware and shrink-wrapped software sales. Signals, risks, strategies, management challenges. Session 7: Industries likely to face transformation – act II: maturation of “social commerce”. Signals, risks, strategies, management challenges. Session 8: Industries likely to face transformation – act III: 3D printing &conventional manufacturing. Signals, risks, strategies, management challenges. Session 9: Industries likely to face transformation – act IV: B2B wholesale channel. Signals, risks, strategies, management challenges. Course review &digest – future-proofing lessons. Sessions 10, 11, 12: Group presentations. TEACHING & LEARNING METHODS

Lectures, case studies, group discussions and student presentations. ASSESSMENT METHODS

Students' final grades will include a group (G) and an individual (I) mark following the next repartition: Class attendance and participation (10 %) - I For the learning process to be effective, it is necessary that students carefully prepare the cases and readings before class and actively participate in the discussions during class. Preparation involves not just thorough analysis, but also developing a personal position on the issues raised. Group project (90 %) - G The group project will involve preparation and presentation of a project by groups of exactly 3 students. More specific instructions will be given in class during the first session. RECOMMENDED READING

Required reading and/or case studies will be uploaded in due time onto course webpage. Suggested reading: Clayton M. Christensen, The Innovator's Dilemma: The revolutionary book that will change the way you do business (1997). Clayton M. Christensen, Scott D. Anthony, Erik A. Roth, Seeing what’s next: Using the theories of innovation to predict industry change (2004). Johnny Ryan, A history of the Internet and the digital future (2010). Gary Hemel, Leading the revolution (2000). Michael Porter, Competitive advantage (1985).


ED-M1BM-S2--E3: ENTREPRENEURSHIP: INTERNATIONAL AND TOPIC ASPECTS (283) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Frank JANSSEN

COURSE OBJECTIVES

The purpose of this course is to introduce students to the specificities of entrepreneurial ventures in all their functions and to help them understand how these firms are created and managed. Topics will include: The concept of entrepreneurship: economic, managerial, psychological approaches; The importance of entrepreneurship for the European and the international economy: SMEs and entrepreneurial ventures in the world; the European Commission’s green paper on entrepreneurship in Europe; the Global Entrepreneurship Monitor; Entrepreneurial process and strategies: human, financial, organizational aspects. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the importance of entrepreneurship for the European and international economy today; Understand the main specificities of entrepreneurial ventures (economic, human, financial, organizational…); Understand the different forms of entrepreneurship. PREREQUISITES


Importance of SMEs and entrepreneurship; economic, managerial and psychological aspects of entrepreneurship; Financial aspects of entrepreneurship; Entrepreneurship in the EU; International aspects of entrepreneurship; Topical aspects of entrepreneurship; Case studies and group presentation on a theme.


The pedagogy will be interactive and based on problem learning. All students will, among other assignments, be required to analyze and discuss a theoretical problem on the basis of an actual entrepreneurial example. All students will be expected to actively participate to the course.

ASSESSMENT METHODS

Students will be evaluated on basis of their class participation (10 %), in-class case studies and essays (40 %), and a final group presentation and written report (60 %). For the final group work, students are required to choose a theoretical problem in a list, to analyze it on the basis of scientific literature (partial list of readings will be provided to each group) and illustrate it with real-world ventures/entrepreneurs cases. Groups should not be larger than 3 persons. All groups will have to present their work in class and write a 20 pages max. report.

RECOMMENDED READING

Required readings will be available on blackboard. Additional readings: Jeffry Timmons and Stephen Spinelli, New Venture Creation, Irvin McGraw-Hill, Bruce R. Barringer et R. Duane Ireland, Entrepreneurship: sucessfully launching new ventures, Pearson.


ED-M1BM-S2-MGMT-E3: ADVANCED PROJECT MANAGEMENT NON CONFIRMÉ (279) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Patrice Birot

COURSE OBJECTIVES

Advanced Project Management deals with the implementation of project management. It is through implementation that excellence in project management is achieved; This course looks at what makes a project successful, the driving force for project maturity, the strategic planning aspects for excellence in project management, the integrated project management process, the project management methodologies, and some other aspects linked to the implementation of a successful project; Personal practical examples issued of 25 year experience in management of international projects are used in support of the teaching. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand what are the key factors which make a project successful; Develop some clear guidelines regarding efficient project management methodologies; Understand the advantages of an horizontal work flow versus a vertical approach; Develop a clear understanding of what is behavioral excellence and how it does impact the management of a project. PREREQUISITES

Having attended "Project Management V0" COURSE CONTENT

Course 1 (3.5 hours) : What makes a Project Successful -- This module will introduce the following topics: a) Short review of the basics in Project Management; b) Modern Definition of Success; c) Critical Success factor of Project Management; d) Project Management Maturity; e) Definition of Excellence; f) Best Practices in Project Management; g) A Structural Approach; Course 2 (3.5 hours): The Driving Force for Maturity -- This module will introduce the following topics: a) Customer Expectations; b) Competitiveness; c) Executive Management Buy-In; d) Efficiency & Effectiveness; e) Other Driving Forces; Course 3 (3.5 hours): Project Management Methodologies & Project Office -- This module will introduce the following topics: a) Overcoming development and implementation barriers; b) Critical Components; c) Benefit of using a Standard Methodology; d) Project Management Tools; e) Type of project Office; f) Project Management Information System; g) Development of Standard & Template; h) Risks of using a Project Office; Course 4 (3.5 hours): Behavioral Excellence in Project Management -- This module will introduce the following topics: a) Situational Leadership; b) Conflict Resolution; c) Staffing for Excellence; d) Integrated Product/Project Teams; e) Virtual Project Team; f) Keys to Behavioral Excellence;

Course 5 (4 hours): Integrated Process -- This module will introduce the following topics: a) Understanding Integrated Management Process; b) Evolution of Complementary Project Management Processes; c) Total Quality Management; d) Risk Management; e) Change Management; f) Other Management Process. TEACHING & LEARNING METHODS

Lecture, case studies, simulation. ASSESSMENT METHODS

Continuous assessment, quiz (multi-choice questions), open exam (test case) RECOMMENDED READING

Advanced Project Management, Best Practices on Implementation, by Harold Kerzner, PhD, 2004, Publisher: John Wiley & Sons


ED-M1BM-S2-MGMT-E3: LEARNING TEAM (289) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Sylvie DEFFAYET

COURSE OBJECTIVES

A Learning Team is a special place where collective knowledge is developed from the sharing of personal experiences and which will be individually meaningful to each member in different ways. LEARNING OUTCOMES

After having taken this course participants will be able to: Question themselves about their representations of society in order to become more open to others; Construct a clearer picture of what is personally important to themselves in terms of their academic orientation, personal understanding and development of their inner resources with a view to building a professional career project, to appreciating what management will require of them…; Use techniques of group dynamics for personal development and for learning about leadership. PREREQUISITES

The EDHEC Learning Team is based on the expertise of the Chair of Leadership and Managerial Competencies and has been developed with success in conjunction with the Chair's corporate partners. This elective is for small groups of up to eight students each who wish to try out an innovative approach to learning. Team members are required to respect a certain number of rules to ensure that each team functions satisfactorily (confidentiality, sharing of experience, respect of different points of view, personal participation, etc.). COURSE CONTENT

Content is drawn from participants' own experiences. TEACHING & LEARNING METHODS

A Learning Team employs inductive pedagogical methods which are based on the most recent theories of management learning (the learning cycle) developed by D. Kolb. ASSESSMENT METHODS

Submission of a written, personal, learning report.


ED-M1BM-S2-LAW-E1: NEGOCIATION ET GESTION DE CONFLITS (292) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS

OBJECTIFS DU COURS

La négociation est au cœur de l’activité de tout manager pour conjuguer efficacité et bien-être de son équipe. L’objectif consiste à aborder le conflit et la négociation comme une opportunité de compréhension mutuelle, d’adaptation aux changements et de création de valeur. Cet électif sera donc utile aussi bien pour ceux qui envisagent une carrière de juriste (règlement amiable des litiges), de commercial (conclure une affaire) et plus généralement tout gestionnaire de projet (servir d'interface entre plusieurs entités). OBJECTIFS D'APPRENTISSAGE


●

●

●

●

Réaliser l’autodiagnostic de son style de négociateur (points forts / d’effort), Mobiliser une boîte à outils pour préparer, conduire et suivre tout type de négociation, Surmonter les barrières à une communication efficace, Réguler et exprimer les émotions chez soi et les autres, Incorporer les principaux réflexes pour sortir d’une escalade conflictuelle.

PRE-REQUIS

Considérant la nécessaire interaction liée à la compétence développée dans le cadre de cet électif, il ne pourra pas accueillir plus de 20 personnes. Cet électif se déroule en 5 séances de 3h40. Les séances sont extrêmement denses et la progressivité en terme de difficultés des exercices nécessite une assiduité sans failles. CONTENU DU COURS ●

●

●

●

●

Séance 1 : Séance 2 : Séance 3 : multipartite) Séance 4 : d’escalade) Séance 5 :

Les pièges traditionnels de la négociation (Identifier les tactiques à risque) La gestion du problème (Sortir des guerres de position) La gestion du processus (Optimiser sa stratégie dans une négociation La gestion de la personne (L’expression des émotions et les phénomènes L’intervention d’un tiers médiateur – facilitateur (Bâtir un terrain d’entente)


1. Des outils conceptuels et techniques au travers des apports des sciences humaines qui ont établi un corpus pluridisciplinaire de théories de la négociation et de la gestion de conflits. 2. Des simulations et exercices qui visent une appropriation personnelle et ciblée des théories. Cette méthode dite inductive fait émerger les concepts directement des situations

vécues. METHODES D'EVALUATION

Une note individuelle sera attribuée au travers d’un « journal de bord » tenu à l’issu de chacune des séances. Il s’agit de synthétiser les apports de cet atelier, tant dans le champ de la négociation et de la gestion de conflits que sur un plan plus personnel (4 pages dactylographiées environ). Ce journal permet d’apprécier la capacité des participants à « interroger » leurs pratiques et à les améliorer. Il se rapporte aux échanges vécus durant les simulations et durant les discussions en groupe qui s’ensuivent LECTURES RECOMMANDEES

FISHER R. & URY W., Comment réussir une négociation, Paris, Le Seuil, 1982. GRESY J. E., Gérer les ingérables, Paris, ESF, 2009.


ED-M1BM-S2-STRAT-E2: ADVANCED TOPICS IN STRATEGY: CAPABILITY DEVELOPMENT & GROWTH STRATEGIES (609) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Louis Mulotte

COURSE OBJECTIVES

The course explores the various modes available to managers to develop new resources and capabilities, including internal growth, interfirm alliances and corporate acquisitions. The course aims to provide students with a deep understanding of the concepts of knowledge transfer, organizational learning, and organizational experience and of the various modes used by firms to develop new resources and capabilities. Students interested in how firms develop and/or obtain the resources and capabilities they require to develop a competitive advantage will find the course very useful. LEARNING OUTCOMES

After having taken this course participants will be able to: Distinguish learning within a firm (i.e., intra-organizational learning) and learning from other firms such as competitors and alliance partners (i.e., inter-organizational learning); Examine how firms may benefit from accumulated experience in internally-performed corporate development activities such as innovation development, diversification moves, and international expansions; Examine how firms may learn new resources and capabilities through inter-firm arrangements, including strategic alliances and corporate acquisitions; Explores the boundaries conditions to organizational learning and examine the factors that makes experience accumulated by firms detrimental to subsequent organizational performance. PREREQUISITES

This course is a natural follow on to the Strategic Management course. COURSE CONTENT

Organizational learning &competitive advantage; Capability development through internal growth; Capability development through corporate acquisitions and inter-firm alliances; Boundaries conditions to intra- and inter-organizational learning; Case studies. TEACHING & LEARNING METHODS

This course is taught through a combination of readings, case discussions, and lectures. The readings are a mix of theoretical, conceptual, and empirical articles. The intent is to provide

multiple perspectives on the phenomena we address in the course. ASSESSMENT METHODS

The grading will be based on individual class participation and group case write-ups. RECOMMENDED READING

The required readings will be uploaded on Blackboard Additional readings (will be available on Blackboard): 1. Mulotte, L., Dussauge, P., Mitchell, W. 2013. Does pre-entry licensing enhance or undermine the performance of subsequent independent activities? Strategic Management Journal, 34: 358372 (2013) 2. X. Castaner, X., Mulotte, L., Dussauge, P., and Garrette, B. 2013. Governance mode vs. governance fit? Performance implications of make-or-ally choices for product innovation in the worldwide aircraft industry, 1942-2000, Strategic Management Journal, (forthcoming) 3. Mulotte, L., 2013. Do experience effects vary across governance modes? Organization Science (forthcoming). 4. Mulotte, L., 2010. The contingent value of initial collaborations for the establishment of later autonomous operations. In Leslie A. Toombs (Ed.), Proceedings of the 17th Annual Meeting of the Academy of Management (CD), ISSN 1543-8643, 2010.


ED-M1BM-S2-IT-E2: IMPLEMENTATION, ACHIEVEMENT & ARTISTIC GRAPHIC FROM CREATIVITY TO PUBLICATION NON CONFIRMÉ (264) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS

COURSE OBJECTIVES

To provide operational answers to students. To provide bases for combining or running value chains related to digital creation LEARNING OUTCOMES

After having taken this course participants will be able to: Take an active part to the digital evolution by involving their bright capabilities in the engaging professional businesses PREREQUISITES

Good knowledge of Photoshop is required COURSE CONTENT

Digital Toolkits : Practical learning on software technics Design principles (Space, Grid, Perspective, Typography, Colors, coherence) Basic notions (bitmap vs. Vectorial, graphic elements) Photoshop, Illustrator environments. Cutting Edge : process and stages, Workflows, Functional Design and Interactive Screens Writing Creativity Markets: digital Business and markets. Design Watch: Digital design culture and news: contents, on-line campaigns, samples of interactive digital design frameworks. ASSESSMENT METHODS

Through exercises and knowledge evaluation (Digital Toolkits) Through project milestone Class participation RECOMMENDED READING

Bérut O., Grossman S, 2007, Les animaux créatifs, INSEP Consulting Cholle F., 2008, L'intelligence intuitive, Eyrolles Maymann J., 2008, The Social Metropolis, Goviral Maffessoli M., 1996, The Times of the Tribes, Sage Cova B., Cova V. 2001, Tribal marketing, the tribalisation of society and its impact on the conduct of marketing, Visionary Marketing Solis B., 2007, Le guide essentiel des médias sociaux, PR2.0 Anderson C., 2007, The long tail, Random House Business Books Attali J., 2007, Brève histoire de l’avenir, Fayard

Anderson C., 2009, Free, the future of radical price, Hyperion Books Eskilson S.J., 2007, Graphic Design, a new history, Yale University Press Meggs P. B., 2005, Megg's History of Graphic Design, Wiley Oldach M., 2000, Creativity for graphic designers, North Light Book Bartle R. A., 2003, Designing virtual world, New Riders Games Koster R., 2004, Theory of Fun, Paraglyph Press Cullen K., 2007, Layout Workbook, a real world guide to building pages in Graphic Design, Rockport publishers Wood A., 2009, The Graphic Designer's Digital Toolkit (Adobe Creative Suite), Dellmar Cengage learning Carter R., 2006, Typographic Design: Form and Communication, Wiley


ED-M1BM-S2-STRAT-E2: CLOUD COMPUTING (1070) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Martin PALMGREN

COURSE OBJECTIVES

Cloud computing (cloud sourcing) is now a part of the IT strategy landscape and an understanding of how to leverage the "cloud" will become prerequisite for decision makers both on the IT and the business side. The course will provide the students the necessary tools to draw an IT strategy leveraged by the cloud and is key for any student that would like to work within the IT and / or Strategy consulting domain. LEARNING OUTCOMES

After having taken this course participants will be able to: ¿ Establish an appropriate Cloud sourcing strategy; ¿ Identify capabilities that could be cloud sourced; ¿ Develop appropriate approaches for cloud sourcing activities; ¿ Manage risks throughout their cloud sourcing activities; ¿ Identify, select and negotiate with service providers; ¿ Conduct service provider governance and performance management; ¿ And Manage relationships with service providers. PREREQUISITES

The Information Systems and Operations Management Course. COURSE CONTENT

What is Cloud Computing?; Types of Cloud Computing; Cloud Computing Critical Success Factors; Business Cases: To cloud Source; Business Case : How to leverage the IT service Strategy with the clou; Build a roadmap for demand and / or cost driven cloud implementation; Build a roadmap for Make or Buy driven cloud implementation. TEACHING & LEARNING METHODS

Presentation, workshop as well as business cases in order to anchor the logics. ASSESSMENT METHODS

Final project in teams. RECOMMENDED READING

Deliver Business Value with IT https://www.smashwords.com/books/view/290604 /


ED-M1BM-S2-STRAT-E2: E-BUSINESS: GETTING THE MOST FROM THE INTERMEDIATION STRATEGY (621) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS

COURSE OBJECTIVES

Nowadays, business over the Internet is becoming always more important and represents a large part of the worldwide economy. Every day, new types of business models appear thanks to the recent evolution of information and communication technologies (ICTs). One specific mode of value creation –intermediation– tends to dominate the virtual business landscape and provides new opportunities for innovative ventures. By definition, intermediaries or mediating organizations facilitate the match between interdependent economic agents. On the Internet, for instance, bank portals (Boursorama, Keytrade, Fortuneo, etc.) are online financial intermediaries while ecommerce portals (Amazon, eBay, etc.) are online market intermediaries. Besides, social networking platforms (Facebook, Meetic, LinkedIn, etc.) represent another growing form of intermediaries. This course aims at investigating the working of market intermediation in e-business, namely the mediation of commercial transactions that are conducted online (thus excluding financial and social oriented transactions). Market intermediation over the Internet comprises activities related to (i) the centralization of trade and the need of a third party, and (ii) the support of ICTs. The course focuses on the strategic view of market intermediation (analyzing the decisions and plans of actors involved in market intermediation). More generally, we also look at the way ICTs affect the centralization of transactions. LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the working of market intermediation in the e-business sector; Perceive the nature of managerial issues proper to intermediaries and their performance; Apply theoretical concepts to analyze online personal experiences and real-life situations. PREREQUISITES

A course in Business Strategy (fundamentals of Strategic Management). COURSE CONTENT

1. What is market intermediation?; 2. Network value configuration and the role of intermediaries; 3. Boundaries of electronic intermediaries; 4. Intermediaries and two-sided markets; 5. Tracking eBay's strategy (business game); 6. Information and search intermediation; 7. Coopetition in market info-mediation; 8. Intermediation and e-tourism; 9. Web2.0 and the future of online market intermediation;

10. Group project presentations and discussions; Readings and cases studies.


Beyond classic lectures, the course combines various pedagogical methods like case studies, business games, group works and student oral presentations. ASSESSMENT METHODS

Students' final grades will include a group (G) and an individual (I) mark following the next repartition: - Class attendance and participation (10 %) - I For the learning process to be effective, it is necessary that students carefully prepare the cases and readings before class and actively participate in the discussions during class. Preparation involves not just thorough analysis, but also developing a personal position on the issues raised. Group project (40 %) - G The group project (exactly 3 students per group) consists in a description of the business model of one particular online intermediary. Therefore, the different members of a group will collect information on a current market intermediary (free choice, excluding cases seen in class) that is active on the Internet and/or relies on the information and communication technologies for the most part of its business. More specific instructions will be given in class during the first session. The delivery of this project is two-fold. Firstly, each group will present a summary of the work to the class at the end of the course. Presenters will provide a 10 minute overview of their work (PPT slideshow), followed immediately by a 5 to 7 minute discussion with the rest of the class. Both presentation and discussion will be conducted in English. Presentations will be evaluated on their content, delivery, and overall professionalism. Note that the aim of the discussion is to help the presenting group to enhance the overall quality of its work, so to deliver an excellent final report. Secondly, as just noted, students will be expected to write a final report (hard paper copy and electronic document). Students are invited to take into account the comments made during the discussions to write their final group report. Final individual examination (50 %) - I The examination will be based on the course content (slides, notes and readings). RECOMMENDED READING

Required readings: readings and case studies will be uploaded in due time on the course webpage (www.netedhec.com). Additional readings: Press releases and other newspaper articles on the topics covered by the course (desirable, yet non mandatory).


ED-M1BM-S2-BC-CC: PREPARING GMAT (2609) SEMESTER 2

COURSE OBJECTIVES

To familiarize the students with the different sections of the GMAT examination (Integrated Reasoning and the Analytical Writing Assessment, Quantitative section: problem solving and data sufficiency and Verbal Section: reading comprehension; sentence correction; critical reasoning). To practice key test taking strategies to ensure the requisite GMAT score attainmentTo work through typical GMAT questions in the various sections LEARNING OUTCOMES

To be familiar with all sections of the GMAT and be able to answer typical GMAT questions in each section To have acquired key test taking strategies To understand math and English language terminology of the GMAT To have taken a full practice Kaplan test online in preparation for the GMAT examination PREREQUISITES

Bachelor’s degree COURSE CONTENT

September – Introduction to the GMAT examination (1 hour lecture) Semester 1 – 6 hours of test practice focusing mainly on the Quantitative Section (Data Sufficiency and Problem Solving). The Quantitative section will be tested in a 1-hour examination at the end of the semester. Semester 2 – 6 hours of test practice focusing on the Verbal Section (Reading Comprehension; Critical Reasoning and Sentence Correction) as well as the Analytical Writing Assessment and the Integrated Reasoning sections. All sections of the GMAT will be tested in a Kaplan Preparation Test at the end of semester 2. TEACHING & LEARNING METHODS

Lectures, workshops, exercises, Online support via Blackboard course – GMAT Preparation All students are required to buy the following book: Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile [June 2013 edition] (available from online retailers and in all good bookstores) ASSESSMENT METHODS

Assessment(s) during the course: Participation in course obligatory and 1-hour written exam in December 2013 – 50% Final exam: 50%

RECOMMENDED READING

Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile (June 2013 edition) GMAT Website: http://www.gmac.com/ http://www.mba.com/ IR section explained: http://www.veritasprep.com/gmat/integrated-reasoning/


ED-M1BM-S2-ACC -E3: AUDIT (1771) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Laurent PICON

COURSE OBJECTIVES

Introduce students to external audit approach and methodology. LEARNING OUTCOMES

After having taken this course participants will be able to : Understand principles for external audit (legal framework, missions, ...) ; Understand the audit approach by KPMG and the main principles to implement to establish a method audit by risk. COURSE CONTENT

Principles of external audit Principles of audit methodology Processing an audit for ETI Audit approach for consolidation ASSESSMENT METHODS

Final examination (100 marks) RECOMMENDED READING

A bibliography will be provided by the teacher before the beginning of the course.


ED-M1BM-S2-STRAT-E3: DOING BUSINESS WITH EMERGING ECONOMIES (2389) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Samir Hamek

COURSE OBJECTIVES

The Middle East and North Africa is a central region for international business and international relations. It is an area of political and religious conflicts; it’s the largest oil and gas reserve in the world. It is also a land of old civilizations and the place of birth of the three monotheistic religions.... although its importance, the Middle East and North Africa is still an unknown region. Since the beginning of 2011, the Arab world is living the most important political and social changes since the end of the Second World War. The Arab revolutions against authoritarian regimes concerned almost all the countries in the region. They give a new image of the Arab world: an image of people asking for more political rights, fighting against corruption, old dictators and archaic political systems. This course aims to show the influence of culture on business, especially in the Middle East, by focusing on the new business environment in the area after the Arab Spring and developing case studies of Western companies investment projects. LEARNING OUTCOMES

After having taken this course, participants will be able to: Understand the basic knowledge of leading business in the Middle East and North Africa, a traditional, very dynamic and attractive region Understand the “Arab spring” and the new challenges of the Arab revolutions Identify the main stream in the sub-regional dynamic in terms of emerging economies and opportunities for Western firms Identify the specificity of this region in the globalization of the world economy, especially in the financial service sectors, and new energies See why and how some the Gulf countries may soon become a regional power and engine for the economies of the Middle East Realize that Middle Eastern economies are definitively becoming emerging and very attractive economies PREREQUISITES

None COURSE CONTENT

Session Type Duration Topics Details

1 Course 1h Introductive lesson New challenges of MENA after the Arab Spring

2 Course 3h The Gulf States and security issues in the region 1. Dubai: How to prepare after oil? 2. Qatar: Why Investing in soft power (education, culture, diplomacy, and media) 3. Saudi Arabia Versus Iran: Security in the Gulf

3 Course 3h Business Diplomacy in the Middle East 4. Success and fail of the French economic diplomacy (nuclear market in the UAE) 5. The Weapon market in the MENA 6. Business and international law: Veolia problems with the Tram of Jerusalem

4 Course 3h “Arabicand Islamic culture” and Business 7. What is Arab culture and how does it affect business? 8. Corruption in MENA 9. Islamic finance: new opportunities in a global market

5 Course 3h Challenges of the Maghreb States 10. Challenges of the Moroccan monarchy 11. Algeria: The State and the Army 12. Tunisia: The sparkle of the revolution

6 Course 3h The Arab revolutions: comparative study between Tunisia, Syria and Egypt 13. Egypt: The fall of the Pharaoh 14. Syria: The rule of repression 15. Libya: How to build a State? 16. Risk management in MENA and the performance of the actual ranking agencies system


Each class will begin with a brief discussion on the module to be tackled, in which all students will be encouraged to participate. A pre-assigned group of students will present their research/conclusion/understanding on the module topic followed by a synopsis and conclusion of the module topic provided by the instructor. This will be followed by a lecture on the module topic given by the teacher. Students can expect a wide variety of pedagogical resources such as videos, maps, interactive discussions between the professor and students, and open debates encouraging students to develop a critical thinking attitude towards the issues raised in class. ASSESSMENT METHODS

Methods Duration Weight Personal research and class presentation 20 min 40% Final project 60%

RECOMMENDED READING

1. MOORE Pete, Doing business in the Middle East: politics and economic crisis in Jordan und Kuwait, Cambridge, UK, Cambridge University Press, 2004 2. KAVOOSSI Masoud, The globalization of business and the Middle East: opportunities and constraints, Westport, Quorum Books, 2000 3. WAHIDI Latif, Military expenditure and economic growth in the Middle East, Basingstoke, New York, Palgrave Macmillan, 2009 4. SAYAN Serdar ; ACEMOGLU Daron, Economic performance in the Middle East and North Africa : institutions, corruption and reform, Routledge, London Middle East Institute, SOAS, 2009 5. KAYED Rasem; HASSAN Kabir, Islamic entrepreneurship, London, New York, Routledge, 2011 6. MARCEL Valerie, Oil Titans: national oil companies in the Middle East, London, Washington, D.C. Brookings Institution Press, 2006 7. WORLD BANK, Globalization and Firm Competitiveness in the Middle East and North Africa Region. Washington, D.C. World Bank, 2002 8. SEKKAT Khalid, Competition and efficiency in the Arab world, New York,Palgrave Macmillan, 2008

9. HIRUT WOLDE, Constraints on Trade in the MENA region, Washington, D.C.,International Monetary Fund, 2010 10. ALAN Richards, WATERBURY John, A political economy of the Middle East, New York, Westview Press, 2008 11. FILLIEU Jean-Pierre, La Révolution arabe: Dix leçons sur le soulèvement démocratique, Paris, 2011, Fayard. 12. EL ASWANY Ala, Chroniques de la révolution égyptienne, Paris, 2011, Actes-Sud. 13. YEZBAK Samar, A Woman in the Crossfire: Diaries of the Syrian Revolution, London, 2012, Haus Publishing Limited. 14. BEN MHENI Lina, Tunisian girl, la bloggeuse de la révolution, Paris, 2011, 15. GUIDERE Mathieu, FRANJIE Lynne, LEVASSEUR Claire, Atlas des pays arabes : Des révolutions à la démocratie ? Editions Autrement, Paris, 2012 16. BEN JELLLOUN Tahar, L'étincelle: Révoltes dans les pays arabes, Paris, Gallimard, 2012 17. KEPEL Gilles, Jihad : Expansion et déclin de l’islamisme, Paris, Gallimard, 2000 18. ROY Olivier, Généalogie de l’islamisme, Paris, Hachette, 2002 19. FILALI-ANSARY Abdou, Réformer l’islam ? : Une introduction aux débats contemporains, Paris, La Découverte. 2006 20. ABRAHAMIAN Ervand, Khomeinism: Essays on the Islamic Republic, London, Tauris, 1993 21. NAKASH Yitzhak, Reaching for Power: The Shi‘a in the Modern Arab World, Princeton, Princeton University Press, 2006 22. ROY Olivier, L’échec de l’islam politique, Paris, Seuil, 1992 23. ROY Olivier, L’Islam mondialisé, Paris, Seuil, 2002 24. MARTINEZ Luis, La guerre civile en Algérie: 1990-1998, Paris, Karthala, 2000


ED-M1BM-S2-STRAT-E2: INTEGRATING THE EXTENDED ENTERPRISE (1629) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS

COURSE OBJECTIVES

“No man is an island entire of itself; every man is a piece of the continent, a part of the main;” John Donne The concept that no organisation exists on its own, but is part of one or more networks, or “extended enterprises” is not a new one. These networks compete with each other and any organisation is part of a number of these competing networks. One of the key strategic choices made by a business is the design of the networks of which it is part. The choice maybe a deliberate one or the result of a series of seemingly unrelated decisions. The differing choices of Apple and Google in relationship to their Smartphone/Tablet businesses are a clear example of how these networks end up competing with each other. Managing the networks of which the organisation is part is a key role not only for Operations Management but for leadership as a whole. Without the appropriate linkages with other players and stakeholders in the network the organisation will fail to be successful over the long term. It is also necessary for leadership to understand the extent to which these relationships and linkages change and adapt over time. This course is intended to give students exposure to the various networks in which organisations operate and give them access to tools and techniques which both Operations Management and wider business leadership can use to manage their involvement within it.

LEARNING OUTCOMES

After having taken this course participants will be able to: ¿ Identify the extended operating network for an organisation; ¿ Understand how these networks evolve over time in response to internal and external pressures; ¿ Have a toolkit to help integrate with the whole network; ¿ Identify how to assess and improve the results for the extended enterprise. PREREQUISITES

An understanding of the basic concepts of Strategy, Organisation and Operations Management are required. Knowledge of methods of Integrated Business Planning and/or Sales and Operation Planning are useful but not obligatory. COURSE CONTENT

Using Integrated Business Planning/Sales and Operations Planning (S&OP) as the internal business planning process. Simulation of an S&OP process; Supply Network and Supply Chain Design and the broader business network – in manufacturing

and services; Network examples and their evolution – Automotive, Personal Computer, Finance; Extending the Business Planning process outside the company - Existing models; Extending the Business Planning process outside the company - Evolving models; Networks in non-business environments – Government and NGO; How improvement concepts (eg Lean approaches) foster internal integration; How improvement concepts (eg Lean approaches) foster external integration, benefits and risks; Analysis of an extended enterprise and how integrated it is with opportunities for improvement. TEACHING & LEARNING METHODS

Lectures – Theory and practice; Simulations; Case Studies in small groups with presentations and group discussions; Student project. ASSESSMENT METHODS

Group project in teams. RECOMMENDED READING

The Extended Enterprise: Gaining Competitive Advantage Through Collaborative Supply Chains Davis and Spekman - FT Press, 2004. Collaborative Advantage: Winning Through Extended Enterprise Supplier Networks – Dyer – OUP 2000. Supply Chain Management: Issues in the New Era of Collaboration And Competition - Wang, Heng, Chau – Idea Group 2007. The Lean Extended Enterprise: Moving Beyond the Four Walls to Value Stream Excellence – Burton, Boeder - J Ross Publishing 2003. Directing the Flow of Product: A Guide to Improving Supply Chain Planning – Schutt – J Ross Publishing 2004 Supply Chain Saves the World – AMR Research 2006.


ED-M1BM-S2-MGMT-E2: HOW TO BUILD A DREAM TEAM (1631) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS

COURSE OBJECTIVES

The course aims at showing students how human dynamics work, and how individual and collective energy affect team performance, in a fast changing business world with tension and demanding results. LEARNING OUTCOMES

At the end of the course, students will understand how to be more efficient through a better life/work balance. They will know how to set up a « dream team » and reinforce their leadership ability. They will learn the tools on how to prepare people to success. PREREQUISITES


Few Power Point, mostly paper board! Extensive examples taken out of sport situations will emphasize the core of this highly interactive course, based on a coaching facilitation method. Work in sub-groups will also be asked. TEACHING & LEARNING METHODS

30 % class participation 70 % final exam, based on open type questions (2 hours) ASSESSMENT METHODS

Theory and practice in sub groups.


ED-M1BM-S1-IT-E2: VBA FOR EXCEL LEVEL 2 (3551) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Philippe DUJARDIN

COURSE OBJECTIVES

This course builds on basic knowledge and experience of VBA for Excel, equivalent to the introductory Excel VBA course (B3) or Advanced Excel - Level 1 - VBA Fundamentals (M1). The course introduces a range of advanced VBA language features, and also covers the design of applications, and approaches to the testing of code. Students will learn how to use advanced VBA features, functions and concepts (Programming techniques - recursion, optional arguments -, advanced language constructions - by reference, by value, enumeration, types, conversions - , import and consolidate data from other sources (Excel files, Office, databases), automate chart production. LEARNING OUTCOMES

By the end of the course, students will be able to develop substantial Excel/VBA applications, for analysis, modelling or data management. PREREQUISITES

Students must have a good knowledge of VBA programming. COURSE CONTENT

Arrays. Parameters and variables: optional parameters, parameter arrays, ByRef and ByVal. Using variables and constants: declaring variables and constants, Variable types and scope. User Defined Types: enumerations, class modules. Using Classes. Userform and custom dialog box: designing a Userform, linking a Userform to a procedure. Controlling code execution. Writing and debugging code. Customising Excel Ribbon. TEACHING & LEARNING METHODS

The sessions will be carried out in a computer room and will alternate between lectures and short hands-on exercises. ASSESSMENT METHODS

40%: exercises and participation in class. 60%: final exam.

RECOMMENDED READING

Walkenbach, J. (2007), Excel 2007 Power Programming With VBA, John Wiley & Sons, 1 104 p.


ED-M1BM-S2-LAW-CC: CORPORATE GOVERNANCE & CORPORATE SOCIAL RESPONSIBILITY (642) NUMBER OF HOURS: 36 SEMESTER 2 INTERNATIONAL PROGRAMME - 5 ECTS COURSE COORDINATOR: Bjorn Fasterling

COURSE OBJECTIVES

This course provides a solid introduction to corporate governance and corporate social responsibility from a management perspective taking an international and comparative approach. LEARNING OUTCOMES

After having taken this course participants will be able to: Make a well-founded and critical appraisal of company practices with regard to corporate governance and CSR; Understand the relevance of CSR and corporate governance issues in a management context. PREREQUISITES

None COURSE CONTENT

Introduction, Theoretical and academic bases of corporate governance and CSR Part 1 Comparative corporate governance in practice: company forms and board models, management powers and duties, shareholder rights, corporate governance codes and comply or explain; stakeholder approaches to managing corporate governance; Leadership and Corporate Governance - Leadership, Hubris and Integrity at the top: the quest for moral Top Executives; Corporate governance and employee relations; Case Studies: Famous corporate govern failures; Case studies on corporate governance; Case Studies on CEOs personalities and their impact on firm performance and governance. Part 2 Origins of CSR; Questioning "Corporate democracy" and "Corporate citizenship"; Corporate Philanthropy, Methods and Forms, Criticism; Case Studies in CSR. Part 3 Transparency, reporting and assessment of corporate governance / CSR; “Social Responsible” Investment; Exercises.


Course lectures; Adversary style debates; Case Studies. ASSESSMENT METHODS

written examination at the end of the course (50 %) oral participation in case study exercises and adversary style debates (50 %) RECOMMENDED READING

Crane et al. (2009), "The Oxford Handbook of Corporate Social Responsibility", OUP Mallin, C. (2009), "Corporate Governance", 3 ed 2009, OUP De Vries, MFR and Balazs, K. (2004). Greed, vanity, and the grandiosity of the CEO character, in: R. Gandossy &J. Sonnenfeld, Leadership and governance from the inside out, Wiley. Daily, C.M., Dalton, D.R. &Cannella, A.A. (2003), Corporate Governance: Decades of Dialogue and Data. Academy of Management Review. 28 (3): 371-382. Donaldson and Preston (1995), "The stakeholder theory of the corporation: concepts, evidence, and implications", Academy of Management Review 20, 65-91 Edlin, A.S. and Stiglitz, J.(1995), “Discouraging Rivals: Managerial Rent-Seeking and Economic Inefficiencies”, American Economic Review 1995, pp. 1301-1312 Fama, E.F. and Jensen, M. (1983), "Separation of Ownership and Control", Journal of Law and Economics 26 Friedman, M. (1970), "The Social Responsibilty of Business is to Increase Its Profits", The New York Times Magazine, September 13, 1970 Freeman, R. Edward, and William Evan, (1990), "Corporate Governance: A Stakeholder Interpretation." The Journal of Behavioral Economics 19 (4): 337-359 Ghoshal, S. (2005), "Bad Management Theories Are Destroying Good Management Practices", Academy of Management Learning &Education, 2005, Vol. 4, No. 1, 75–91 Hambrick, D.C. (2007) Upper echelons theory: an update. Academy of Management Review, 32(2), 334-343. Jensen, M. and Meckling, W. (1976), “Theory of the Firm: Managerial Behaviour, Agency Costs and Ownership Structure”, 3 Journal of Financial Economics 305 Matten, D. and J. Moon (2008), “Implicit and explicit CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility", Academy of Management Review 2008, Vol. 33, No. 2, 404–424


ED-M1BM-S2-FIN-E2: INVESTISSEMENT ET GESTION DE L'IMMOBILIER (384) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : Jacques Chrissos

OBJECTIFS DU COURS

Maîtriser la logique des métiers de l’immobilier ; Comprendre la logique d’investissement dans l’immobilier. OBJECTIFS D'APPRENTISSAGE

A l’issue de ce cours, l’étudiant sera capable : d'investir dans le marché de l'immobilier, de participer au financement des projets immobiliers, de participer à la gestion des projets de l'immobilier locatif. PRE-REQUIS

Connaissance de la fiscalité française et du droit des contrats, Connaissance de la comptabilité, Connaissance des principes de base de la finance. CONTENU DU COURS

Session 1 : Le secteur et ses acteurs Le marché de l’immobilier d’entreprise Les autres marchés de l’immobilier Session 2 : L’investissement dans l’immobilier physique Le cas de la promotion immobilière Le cas de l’immobilier commercial Le cas de l’immobilier de bureau Le cas de l’immobilier aide Session 3 : L’investissement dans l’immobilier papier Les foncières, la défaisance et le monde de l’immobilier. METHODES PEDAGOGIQUES

Exposés et applications. METHODES D'EVALUATION

Contrôle continu et examen final. Les étudiants seront évalués sur leurs capacités à mettre en œuvre les connaissances acquises au cours de l'enseignement.


CHRISSOS (J.) et GILLET (R.), Décision d’investissement, Pearson-Education et enode, coll. Gestion Appliquée, Paris, 2012. Hervé JARRIGE-LEMAS ; Investir dans l'immobilier : Guide pratique, juridique et fiscal ; édition du puits fleuri. Bernard CHARLUET Christian CUINET ; Les Métiers de l'immobilier ; édition du puits fleuri. Jean SCHMIDT, Emmanuel KOMPROBST ; Fiscalité immobilière ; LITEC FISCAL ; Lexis Nexis.


ED-M1BM-S2-LAW-E2: L'EXERCICE D'UNE ACTIVITÉ PROFESSIONNELLE EN INDÉPENDANT (274) NB HEURES : 18 SEMESTRE 2 PROGRAMME INTERNATIONAL - 2.5 ECTS RESPONSABLE DU COURS : Dominique Serio

OBJECTIFS DU COURS

Ce cours a pour objectif la découverte et l’étude de trois thèmes : ●

●

●

Les enjeux du choix de la structure de l’entreprise ; L’exercice de l’activité par une personne physique: l’entreprise individuelle ; L’exercice de l’activité par une personne morale: les sociétés unipersonnelles.


A l’issue de ce cours, l’étudiant sera capable de: ●

●

●

Connaître les différents régimes juridiques permettant l'exercice d'une activité professionnelle à titre indépendant ; Maîtriser les règles principales de chaque statut juridique ; Comprendre les enjeux du choix de la structure juridique selon la nature de l'activité.

PRE-REQUIS

Acquisition des notions étudiées dans le cadre du cours Principes fondamentaux du droit et du droit des affaires. CONTENU DU COURS

• • • • • • •

Introduction ; Les enjeux du choix de la structure juridique ; L'exercice de l'activité professionnelle en indépendant sans s'installer ; Le régime de l'auto entrepreneur ; Le statut de travailleur indépendant ; Les personnes morales unipersonnelles ; Le régime de l’EIRL.


Apports théoriques

Cas pratiques et étude de la jurisprudence Rencontre avec praticiens

METHODES D'EVALUATION

Cas de synthèse 50 % en groupe Participation 50 %


Ouvrage de référence : Droit de l'entreprise, LAMY, dernière édition. Lecture complémentaire : Indépendant auto entrepreneur Dominique SERIO, éditions ESF, 2012.


ED-M1BM-S2-CCS-E3: SOLIDARITY & NON PROFIT ORGANISATIONS (295) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: I.Sequeira/F.Ullmann

COURSE OBJECTIVES

Understand Solidarity and Non-Profit Organisations in terms of structures, management, communication, governance, to keep on following the complexity of global evolution (history, professionalism, operational set up, new counterparts...). LEARNING OUTCOMES

After having taken this course participants will be able to: Understand the basic concepts associated with the course title; Have completed a sequence of learning activities that familiarize with field realities and applications; Have read recent articles and publications on the subject; Be able to identify the key organizations, people and or sources that allow for further research; Demonstrate the ability to combine theoretical and practical concepts in the service of organizations requiring operational skills in the field. PREREQUISITES

Introductory level Economics and Sociology helpful. COURSE CONTENT

4h - Ethic economy / Beyond cool images and easy ideas about ethic and social-economy, understand what is an economy that insures a real development. History, concept evolution, links between politic-economy and techniques, current issues &limits. Key points to discriminate and ethic vs non-ethic economy. Questions for Non-Profit Organisation and moreover regarding the concept of intervention, loans, gifts...; 2h - Social economy / difference with ethic economy; social economy history in France and elsewhere, interests and limits through examples, Applicability for Non profit organisation; 3h - Actors of Solidarity / to become familiar with the evolution, functions and approaches of the main actors involved within the "Solidarity’s area"; 6h - Conception, management and evaluation of projects / to be able to understand a project management cycle related to solidarity and non-profit organisations specificities; 3h - Evolution and problematic of humanitarian assistance / to understand why NGO should always remain flexible &innovative. TEACHING & LEARNING METHODS

Multimedia lectures, class discussion, simulation, reading, case studies. ASSESSMENT METHODS

Individual and group continuous assessment: 100 %. Continuous assessment includes participation, group presentations, field trips and other types of

evaluation taking place during the class. The type of assessment is defined by the professor. RECOMMENDED READING

Edwards, Michael and John Gaventa, eds. (2001) Global Citizen Action, boulder, CO: Lynne Rienner. Josselin, Daphne and William Wallace, eds (2002) Non-State Actors in World Politics, New York, Palgrave Macmillan. Taylor, B. R. Chait and T. Holland “The New Work of the Non-Profit Board” Harvard Business Review, Sept-Oct 1996, pp. 36-43. Robertson, R. and White, K.E. (Eds.) (2003) Globalization: Critical Concepts in Sociology, 7 vols, London: Routledge. Sawhill, J. and D. Williamson, “Mission impossible? Measuring Success in Non-profit Organizations, Non-profit Management &Leadership, Spring 2001, pp. 371-386. L’Action Humanitaire, Que Sais-Je? P.U.F., Paris, juin 2009.


ED-M1BM-S2-STRAT-CC: OPERATIONS MANAGEMENT (2693) NUMBER OF HOURS: 36 SEMESTER 2 INTERNATIONAL PROGRAMME - 3 ECTS COURSE COORDINATOR: Vincent Van Peteghem

COURSE OBJECTIVES

This course covers operations management as the activity of managing the resources, which are devoted to the production and delivery of products and services. All organizations really do have an operations function, therefore operations management is relevant to every organization. All managers are operations managers because all managers manage processes to produce outputs. In this course, the different aspects of operations management will be covered, from the design over the planning and control till the improvement and quality management. Operations management provides both a strategic perspective, striving to improve quality, customer service and competitive success, and a practical perspective, examining the practical issues which organizations face on a day-to-day basis. The focus of this course is on the production processes in manufacturing as well as service organizations. Their alignment with strategy, the analysis of existing processes, the development of new processes and the planning and control of these processes are the core elements of this course. The necessary methods, tools and techniques to carry out a profound analysis of the operational practices and to develop and implement total-quality and supply chain programmes are discussed. LEARNING OUTCOMES

After having taken this course participants will be able to: Position operations management within the general (strategic) management of an organization ; Understand the dynamics of operations strategy; Be aware of the various manufacturing technologies and their purposes ; Know the difference between push and pull systems ; Plan and control processes and know which approach is appropriate in what situation; Apply quantitative and qualitative problem-solving techniques in operations management. PREREQUISITES


The main topics covered in this course are 1. Introduction to operations management 2. Operations strategy 3. Process and product design 4. Managing the operation (1)

a. Supply chain management b. Capacity management 5. Managing the operation (2) a. Inventory management b. Planning and control 6. Improving the operation a. Total quality management b. Lean management 7. Operations management at the core


The course includes various pedagogical tools: lectures, videos, business reports and articles, books, business case studies and teamwork. ASSESSMENT METHODS

The grading structure is as follows: Final examination: 50% Case study preparation and class debate/presentations: 50% Class participation: BONUS Final examinatio The exam will measure everything covered in class and the readings. It will focus on analytical tools, not memorization. You must have a full understanding of the concepts covered and be able to apply these concepts in order to perform well. Case study preparation During each course, students will have to prepare a presentation with answers to questions of the case. This presentation has to be made by the entire team. The same teams as for the MIS section of the course are used. To avoid any potential intra-group conflict, it is up to the students to make sure that everybody is really involved in the collective effort. When putting the names of the students on the document, the team formally acknowledges that all members did take part to the preparation. The document has to be submitted on the date specified. Each course, several groups have to present their solution in front of the class. All members of the team must be present. Attendance at each session is mandatory. Participation in class Students are expected to come to class prepared, having read course materials assigned for that day. Though a separate class participation grade will not be given, points will be given to students who contribute significantly and meaningfully to class discussion. RECOMMENDED READING

Textbook Essentials of Operations Management Authors: Nigel Slack, Warwick Business School, Warwick Uiversity, Alistair Brandon-Jones, University of Bath and Robert Johnston, Warwick Business School, Warwick University Publisher: Prentice Hall Copyright: 2011


ED-M1BM-S1-CCS-E3: UNDERSTANDING BRICS THROUGH CURRENT EVENTS (3535) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Pierre Savary

COURSE OBJECTIVES ●

●

●

Develop a tracking methodology of French and International news focusing on the emerging countries known as BRICS. Develop your knowledge in International Relations between France, Europe and emerging countries. Analyze and understand the journalistic approaches of current developments in this sector.

LEARNING OUTCOMES

After having taken this course, participants will be able to: ●

●

Better understand the issues in the BRICS, to make connections between current issues which concern France, Europe and emerging countries. Understand the treatment of BRICS news through different media.

PREREQUISITES

Basic knowledge in political science, history and international relations. Interest in international news. COURSE CONTENT ●

●

The course will start with a press review and a panoramic overview of the current events of the past week. These current events will be broken down, explained and clarified through contributions of a historical, political and international nature. Discussion and study of the treatment of these currents events by the press.


Press review, class presentations, question and answer sessions. ASSESSMENT METHODS

Questionnaire on current events and/or oral presentation by small group on one of the current events. RECOMMENDED READING

The treatment of international news of the emerging countries in the daily press and French dailies.

Newspapers, audiovisual and internet press. The treatment of the news by the media of the BRICS. The books and TV programs treating the currents events that will be mentioned in class.


2 ALLEMAND LV2 S2 (3606) NB HEURES : 18 SEMESTRE 2 RESPONSABLE DU COURS : Monika Bourbigot (Lille)

OBJECTIFS DU COURS

Vertiefung der allgemeinen Deutschkenntnisse ; Verbesserung der praktischen Kommunikationsfähigkeiten ; Erweiterung marketingbezogenen Wortschatzes und wirtschaftsbezogener Themen. OBJECTIFS D'APPRENTISSAGE

After having taken this course participants will be able to: Werbungen und Werbestrategien verschiedenster Art zu analysieren und zu interpretieren ; Eine Werbekampagne auszuarbeiten ; Vor- und Nachteile des Sponsoring beschreiben zu können ; Die deutsche Messewirtschaft und deren gesamtwirtschaftliche Bedeutung zu verstehen ; Die vielfältigen Zielsetzungen für eine Messebeteiligung von Ausstellern und Besuchern zu verstehen. PRE-REQUIS

Die Studenten sollten die Grammatik und die Syntax der deutschen Sprache, sowie das im Bachelor-Kurs erlernte Vokabular beherrschen und mündlich in der Lage sein, 10 Minuten frei über ein vorgegebenes Thema zu sprechen (Mittelstufe : Niveau B2 GER). CONTENU DU COURS

Marketing ; Werbung & Werbestrategien deutscher Unternehmen ; Sponsoring ; Messen in Deutschland. METHODES PEDAGOGIQUES

Praktische Übungen, Internetrecherchen, Hörverständnisübungen, Spiele, Simulationen, Ergänzende Lernmaterialien auf der Lernplattform Blackboard. METHODES D'EVALUATION

5 Noten pro Semester (5 x 20 %) : 2 schriftliche Noten (schriftliche Hausarbeit + Abschlusstest) ; 2 mündliche Noten (Gruppenpräsentation + runder Tisch mit verteilten Rollen) ; 1 Mitarbeitsnote. LECTURES RECOMMANDEES

Wirtschaftswoche (http://www.wiwo.de).

Deutsche Welle (http://www.dw-world.de). Focus (http://www.focus.de). Tatsachen über Deutschland (http://www.tatsachen-ueber-deutschland.de).


2 RUSSE LV2 S2 (3607) SEMESTRE 2 RESPONSABLE DU COURS : Tamara Joliot

OBJECTIFS DU COURS

Approfondir les connaissances du russe ; Développer les aptitudes à la communication ; Compréhension de la Russie contemporaine économique et sociétale. OBJECTIFS D'APPRENTISSAGE

After having taken this course participants will be able to: Savoir faire un exposé écrit en Russe /2 pages/ ; Etre capable de présenter un exposé oral de 15 minutes à partir des sujets étudiés. PRE-REQUIS

Il convient pour suivre avec profit le cours de Master de connaître le lexique commercial du niveau Bachelor et maîtriser les principaux codes de la géopolitique et du monde industriel russe contemporain. CONTENU DU COURS

Vie économique ; Services bancaires ; Actualités ; Tables rondes. METHODES PEDAGOGIQUES

Analyse de texte, table ronde, Internet, Analyse de presse en russe. METHODES D'EVALUATION

Participation : 20 % Evaluation Orale : 40 % (2 évaluations à 20 % chacune) Evaluation Ecrite : 40 % (2 évaluations à 20 % chacune)


2 ESPAGNOL LV2 S2 (3608) SEMESTRE 2 RESPONSABLE DU COURS : Alexandre CARON

OBJECTIFS DU COURS

Confrontar al estudiante al lenguaje del mundo de la empresa y la interacción entre ésta y sus consumidores. Adquirir el vocabulario y las capacidades lingüísticas necesarias para controlar el vocabulario de las empresas. Aprender a utilizar los recursos de la lengua para una situación determinada. Dar los conocimientos necesarios sobre la selección, la captación y la contratación en el contexto empresarial, así como las relaciones posteriores con compañeros y superiores. Trabajar sobre la actualidad y tener una reflexión enriquecida. OBJECTIFS D'APPRENTISSAGE

Al final del curso, el estudiante será capaz de: Crear una ONG conociendo todos los requisitos necesarios ; Confrontarse al mundo laboral español y latinoamericano ; Negociar, organizar reuniones de trabajo en un entorno intercultural (América latina) ; Debatir sobre temas diversos y expresar sus opiniones de manera muy rigurosa (nuevos métodos para debatir: speednetworking…). PRE-REQUIS

Nivel B2-C1 (CEFR). CONTENU DU COURS

Negociar con América latina, tácticas y argumentos ; Ibex 35 (juego de Bolsa) ; Creación de una ONG ; Nuevos modos de consumo de las sociedades ; Casos prácticos. METHODES PEDAGOGIQUES

Se planteará un curso estructurado en sesiones interrelacionadas, tanto en el plano de los conocimientos económicos como en el lingüístico. Se tratará en las clases con la misma intensidad la lengua oral y escrita, la comprensión y la expresión, la creación y la comunicación. El planteamiento del curso deberá ser interactivo, mezclando el trabajo sobre documentos escritos y audiovisuales, individual y en grupos, los debates, las exposiciones orales... METHODES D'EVALUATION

Control continuo: un escrito (40 %) compuesto por dos notas (20 % cada una) y un oral (40 %) compuesto por dos notas (20 % cada una). Participación: 20 %.


2 ITALIEN LV2 S2 (3609) SEMESTRE 2 RESPONSABLE DU COURS : Luisiana Naso

OBJECTIFS DU COURS

Sapere qual è il ruolo dell’Italia nel contesto internazionale ; L’approccio culturale ai mercati italiani ; Negoziare con gli italiani ; Sviluppare le competenze di comunicazione: riunioni, negoziazioni ; Essere al corrente dell’attualità italiana. OBJECTIFS D'APPRENTISSAGE

Al termine dei corsi gli studenti saranno capaci di: Al termine dei corsi, gli studenti avranno consolidato le loro conoscenze dell’economia italiana e perfezionato l’espressione orale (presentazioni, esposti, lavori di gruppo). PRE-REQUIS

Livello B2. CONTENU DU COURS

I principali settori italiani : l'agricoltura ieri e oggi ; L'industria agroalimentare e l'esportazione ; Il settore tessile: posizionammento dell'Italia nel contesto internazionale. La contraffazione ; Le calzature e i distretti ; Che cos'è il made in Italy ? Nuove procedure per proteggere il marchio ; Caratteristiche del management italiano. Differenze tra il nord ed il sud Italia. Esempi di manager ; Come negoziare con gli italiani ? Alcune tecniche per riuscire una negoziazione ; Giochi di ruolo. METHODES PEDAGOGIQUES

Articoli di stampa, documenti audio e video. Minicasi, simulazioni. METHODES D'EVALUATION

Valutazione scritta : 40 % (2 compiti scritti a 20 % ciascuno) Valutazione orale : 40 % (2 orali a 20 % ciascuno) Partecipazione orale : 20 % LECTURES RECOMMANDEES

Lo Stato dell’Italia », Il Saggiatore, Ed. Mondadori.

« L’Italia geoeconomica », Utet Libreria. « Le management à l’italienne », F. Vidal. « L’Italie », collection Guide d’affaire du CFCE.


2 PORTUGAIS LV2 S2 (3610) SEMESTRE 2 RESPONSABLE DU COURS : Eduardo Gargioni

OBJECTIFS DU COURS

Approfondir ses connaissances en langue et culture lusophones ; Se préparer à entreprendre des études universitaires, stages et/ou travail dans un pays lusophone. OBJECTIFS D'APPRENTISSAGE

After having taken this course participants will be able to: Suivre une intervention longue sur des sujets abstraits ou complexes, même hors de son domaine ; Comprendre avec aisance et finesse une émission radiodiffusée, télévisée, un film et reconnaître l’implicite ; Faire une présentation sur un sujet complexe et parvenir à une conclusion appropriée ; s’exprimer avec aisance et sans effort ; suivre et participer avec aisance à une discussion ; Comprendre dans le détail des textes longs et complexes dans le domaine de la vie sociale, du travail ou universitaire avec l’utilisation éventuelle d’un dictionnaire ; Ecrire des textes bien structurés, prendre des notes détailles, résumer des textes longs et difficiles ; maintenir un excellent degré de correction grammaticale. PRE-REQUIS

Niveau B2/C1. CONTENU DU COURS

Le cours est axé sur l’étude de grands thèmes tels que l’histoire et de la société brésilienne actuelle : les enjeux sociopolitiques et économiques et les tendances. Le monde des affaires est traité par des sujets qui font partie de la réalité brésilienne et de son quotidien comme le tourisme, l’art et la culture, la santé l’environnement, les énergies renouvelables, l’agriculture, l’industrie, les services, la technologie… Les méthodes utilisées : Bem-Vindo - a língua portuguesa no mundo da comunicação ed. SBS ; Terra Brasil - curso de língua e cultura, ed. UFMG ; Panorama Brasil ensino do português do mundo dos négócios, ed.Galpão. METHODES PEDAGOGIQUES

Activités de compréhension de différents types de discours oraux à partir de documents authentiques vidéo et audio, Activités d’expression orale en différents contextes : exposés, débats, entretiens d’embauche… Lecture et réflexion sur des thèmes variés : société, affaires, marketing, politique, environnement… Production de documents, résumés, analyse et synthèse de textes. METHODES D'EVALUATION

Participation : 20 % Evaluation Orale : 40 % (2 évaluations à 20 % chacune)

Evaluation Ecrite : 40 % (2 évaluations à 20 % chacune) LECTURES RECOMMANDEES

Journaux, magazines généralistes et spécialisés, littérature lusophone. Une liste bibliographique est fournie en début de session.


2 ARABE LV2 S2 (3611) SEMESTRE 2 RESPONSABLE DU COURS : Bachir Dahmani

OBJECTIFS DU COURS

Consolider et accroitre les compétences en langue arabe, aussi bien en lecture qu’à l’écriture. OBJECTIFS D'APPRENTISSAGE

L’accent est mis essentiellement sur le langage comme système de communication et d’acquisition du savoir. L’acquisition d un vocabulaire moderne et la maîtrise de certaines difficultés notamment les temps verbaux. PRE-REQUIS

Un bon niveau en langue arabe. CONTENU DU COURS

Le cours porte sur des textes modernes en prose dont le vocabulaire est relativement accessible à ce niveau. L’objectif est de faire découvrir à l’étudiant la langue arabe moderne et les écrivains les plus connus dans des domaines différents : économique, social et politique. METHODES PEDAGOGIQUES

Analyse de texte ; Table ronde. METHODES D'EVALUATION

Participation : 20 % Evaluation écrite : 40 % (2 évaluations comptant chacune pour 20 %) Evaluation orale : 40 % (2 évaluations comptant chacune pour 20 %) LECTURES RECOMMANDEES

Al Jazzera ; Al Arabiyya. Jourmal quotidien Al Hayat. Livre de grammaire Arabe grammaticalement correct de Mathieu Guidère.


2 HÉBREU LV2 (3612) SEMESTER 2 COURSE COORDINATOR: Brigitte Donnet-Guez

COURSE OBJECTIVES

Deepening of the verbal structure, especially the 'weak verbs' ; Deepening of the grammatical forms : nouns with a following genitive prepositions and nouns with pronominal suffixes ; Special syntaxic forms ; Readings on texts from the press. LEARNING OUTCOMES

After having taken this course participants will be able to: Good view of the syntax allowing the comprehension of texts of a good level ; Increasing capacities for oral productions ; Good knowledge of political and cultural aspects of Israël. PREREQUISITES

Good practice in oral and written expression. COURSE CONTENT

The course will be made of the following activities : Deepening of the verbal structure, especially the 'weak verbs' ; Deepening of the grammatical forms : nouns with a following genitive prepositions and nouns with pronominal suffixes ; Special syntaxic forms ; Work on texts from the press. TEACHING & LEARNING METHODS

From different texts : Systematical approach of the vocabulary learnt in the texts ; Learning of the foundamental language structure ; Written and oral expression. ASSESSMENT METHODS

Obligatory continuous assessment (2 written and 2 oral assessments): 80 % Participation: 20 % RECOMMENDED READING

Textbook (to be determinated). Le verbe hébreu en action – B. DONNET-GUEZ, Ed VéraPax. Grammaire de l’ hébreu – B. DONNET-GUEZ, Ed VéraPax.


2 JAPONAIS (3613) SEMESTER 2 COURSE COORDINATOR: Fumiko Sugie

COURSE OBJECTIVES

To be able to imply a better understanding of the texts and give opinions with richer vocabularies. LEARNING OUTCOMES

After having taken this course participants will be able to: To study the pronunciation of KANJI using le PC and master how to use this tool (internet) ; To find dictionaries and master how to use the tool (internet or dictionary classic) ; To be able to understand complex texts ; To acquire specific lexis and vocabulary ; To describe or relate events/opinions. PREREQUISITES

Students must be able to correctly make a sentence with simple words (ex, already master the Japanese alphabets Hiragana, Katakana). COURSE CONTENT

Current issues in the newspaper ; Business Vocabulary (negotiation; bank services; etc) ; Writing letters or emails in Japanese. TEACHING & LEARNING METHODS

Direct method (no French) with information tool. ASSESSMENT METHODS

Participation: 20 % Evaluation Orale: 40 % Evaluation Ecrite: 40 % RECOMMENDED READING

Will be provided in class.


2 CHINOIS LV2 S2 (3614) SEMESTRE 2


Perfectionner les compétences écrites et orales dans une situation d'entreprise. Développer la compréhension orale et l'expression écrite des structures de vie quotidienne. PRE-REQUIS

Cours du semestre 1. CONTENU DU COURS

Troisième partie du livre La situation du marché chinois, son évolution et son développement. Les nouveaux besoins des consommateurs. Aspects économiques, sociologiques, politiques chinois. Revues de presse sur thèmes importants de l'actualité. Débats. Rédaction des CV et lettres de motivation de stage. Communication et motivation au sein d'une équipe. Entretiens téléphoniques. Expo METHODES PEDAGOGIQUES

Travaux dirigés METHODES D'EVALUATION

Participation :20% Evaluation orale : 40% Evaluation écrite : 40% La procédure d’évaluation a pour objet de constater que les élèves ont acquis les capacités requises par les objectifs pédagogiques. Les modalités de contrôle font appel aux moyens suivants : Interrogations écrites ou orales Exposé d’un sujet choisi et présenté par les étudiants. Examens LECTURES RECOMMANDEES

Ouvrage de référence : Business Chinese. HSK. Revue de presse. Lectures obligatoires :Business Chines. Lectures complémentaires :Business Chines 500 phrases.


2 CHINOIS LV3 NIVEAU 2 S2 (3615) SEMESTRE 2

OBJECTIFS DU COURS

Maîtriser les bases de la communication orale dans des situations courantes : Demander son chemin. Aller à la poste. Demander des renseignements. Maîtriser essentiellement les fonctions de communication et les structures les plus élémentaires et les plus usuelles de la langue chinoise moderne. Compréhension et expression de chinois courant (oral et écrit). Acquérir le vocabulaire de base, lire et écrire. Savoir tenir une conversation sur un sujet donné ; Examen HSK Culture OBJECTIFS D'APPRENTISSAGE

A la fin du semestre, être capable de : Comprendre des mots familiers et expressions courantes, des phrases simples au sujet de soimême et de sa famille. Comprendre la situation immédiate environnante si les gens parlent lentement ; Communiquer de façon simple ; Poser des questions simples ; Demander de l’information de voyage, de renseignements simples. CONTENU DU COURS

Révision des principaux points de grammaire (évaluation continue) étude de textes Rédaction de CV Exposés et débats Savoir tenir une conversation sur un sujet donné Ecoute des enregistrements audio et vidéo et CD Conversation en groupes Communication simple Traduction orale et écrite Structures grammaticales concernées Exercices de grammaire Exercices de HSK Jeux de rôle Films en DVD Lire des textes


Travail personnel des étudiants en dehors des cours : Lire et écrire des caractères Exercices de grammaire Exercices de HSK Traduction de thème Exposé d’un sujet choisi et présenté par les étudiants Travail personnel en dehors des cours : absolument indispensable pour la réussite de la formation, au moins équivalent au travail de chaque séance. Une séance par Semaine, chaque séance dure 1h30. METHODES D'EVALUATION

Contrôle continu Examen écrit

50% 50%


Le Chinois dans tous ses états. Méthode de Chinois. Ni shuo ne ?


ED-M1BM-S1-CCS-E3: GEOPOLITICS AND CONFLICTS (3520) NUMBER OF HOURS: 18 SEMESTER 2 INTERNATIONAL PROGRAMME - 2.5 ECTS COURSE COORDINATOR: Justin Cook

COURSE OBJECTIVES

What is to be known about the causes of conflicts? What factors and elements allow us to closely analyze them and can provide us with insight as to the understanding of political decision makers’ motivations and interests in times of crisis? The objective of this course is to establish a theoretical grid of analysis to prepare us for the study of the origins of conflict. By analyzing actors’ interests through the application of international relations theory, we will be able to decipher the motivations and intentions of the parties to the conflict. We will then attempt to ‘test’ theories within the framework of case studies and answer our problematic with methodological research. LEARNING OUTCOMES

After having taken this course, participants will be able to: Understand the usefulness of applying theory within case studies. To properly prepare students methodologically speaking to conduct analysis and to differentiate it from a purely historical study. Personal investment will allow students to: learn essential notions characterising the study of International Relations, ask the ‘right’ questions, formulate a relevant research question, acquire the tools and techniques to analyse, come to conclusions based on facts and debate objectively. PREREQUISITES

N/A COURSE CONTENT

Possible Case Studies The IPI and American Interests Russian-Georgian Conflict (2008) Israeli-Hezbollah Conflict (2006) Russian-Ukrainian Gas Dispute (2005-2006) Resolution of the American-Libyan Crisis (1986-2006) War in Iraq (2003) Moldovan-Transnistrian Conflict (1992) TEACHING & LEARNING METHODS

Each class will begin with a general review of the material from the previous class. We will then discuss the required reading for the week, which will be followed by a group presentation on the

day’s case study. A class discussion and debate will then proceed. The course is based on interaction between the students and the instructor. Students, however, are asked to do the personal work in order to participate and follow in class. The instructor will be available before and after class or by e-mail to answer any questions. Students will receive a detailed syllabus at the first lesson. The methodological tools for the case studies are the following: 1) Process tracing – Chronologically listing events and identifying possible key moments leading to a crisis or the outbreak of a conflict; 2) Conducting a study on political discourses to understand decision makers’ (mis)perceptions, motivations or ‘needs’ before and during a crisis or a conflict; 3) Precisely targeting triggering factors through a comparative study between actions taken, motivations and (mis)perceptions; 4) Identification of (in)direct causes of the crisis or conflict; 5) Theoretical application (liberal, realist and constructivist) to decipher and better understand the true causes. ASSESSMENT METHODS

Grades will be determined as follows: Oral Participation = 20% This will be based on students’ class participation, preparation and class attendance. Exposé = 30% Students are to prepare an exposé on one of the assigned topics. The presentation should not be a summary of the reading material for the week. Students are expected to conduct research on the assigned topic and must find sources other than those provided in class. The presentation must be no longer than 40 minutes. Exposé Report = 50% *** To hand in the last day of class. Each group is to prepare a written report in English of their oral presentation. Students must include: a cover sheet, a problèmatique, citations/footnotes and a bibliography. You may work independently or remain in your group for this report. I do, however, recommend that you remain in your group. The report must be a minimum of 7 pages per person (without counting the cover sheet, bibliography and annexes). *** All exposé reports must be submitted in written and electronic form (email). RECOMMENDED READING

These sources should be able to assist you in your research. Cashman, Greg and Robinson, Leonard, An introduction to the causes of war, Rowmand &br/>Littlefield Publishers, Inc., 2007. Copeland, Dale, The origins of Major war, Cornell University Press, 2000. George, Alexander and Bennett, Andrew, Case studies and theory development in the social sciences, MIT Press, 2005. Jervis, Robert, Perception and Misperception in International Politics, Princeton University Press, 1976. Lebow, Richard, Why Nations Fight: The Past and Future of War, Cambridge University Press, 2010. Lindemann, Thomas, Causes of War: The Struggle for Recognition, ECPR Press, 2010. Lindemann, Thomas, La Guerre: Théories, Causes, Règlements, Armand Colin, 2010.

Lindemann, Thomas, Sauver la face, sauver la paix : Sociologie constructiviste des crises internationales, L’Harmattan, 2010. Mearsheimer, John, The Tragedy of Great Power Politics, W.W. Norton &Company, 2003. Wendt, Alexander, Social Theory of International Politics, Princeton University Press, 1999.

Master 1

Master 1

Suggest Documents

JMPP 13(1) Master

JMPP 13(1) Master

IJBA Master 1(2)

BJGP Editorials-Master[1]

MASTER 1 of 13

RAMANUJAN'S MASTER THEOREM 1. Introduction

BJGP Back pages-Master[1]

BJGP Editorials-Master[1]

0 Master 08 copy 1

BJGP Editorials-Master[1]

Barron's GRE Master Words 1

Lesson Master 1-6B - mrdixonmath

Examen master 2012-2013(1)

BJGP Editorials-Master[1]

Subarea 1: Park Master Plan

BJGP Editorials-Master[1] - Semantic Scholar

Page 1 JOINT MASTER DEGREE PROGRAMME [N ...

81410_English Master book 1-4 - CT.gov

MASTER 1 MENTION PSYCHOLOGIE ANNEE UNIVERSITAIRE ...

BJGP Editorials-Master[1] - Semantic Scholar

1 ADKNOWLEDGE ASIA ADVERTISER MASTER TERMS AND ...

BJGP Back pages-Master[1]

0 Master 08 copy 1 - CiteSeerX

BJGP Back pages-Master[1]