Course Catalogue Master Programmes Incoming ... - skema.edu · Welcome to SKEMA Business School !...

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Course Catalogue

Master Programmes

Incoming Exchange Students

Paris Campus

Spring 2020

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Dear Exchange Students,

Welcome to SKEMA Business School !

Here are a few key instructions on how to consult properly the Paris Course Catalogue Spring 2020.

Please read these instructions carefully:

1) Students are required to choose one program and follow the courses within that one program. It is not possible

to mix and match courses from different programs due to frequent scheduling clashes.

2) Pay attention to the pre-requisites! We have highlighted the pre-requisites for courses in red. It is the student’s

responsibility to ensure he/she has the required academic background to successfully follow the courses.

3) Special Note for Project and Program Management & Business Development Program: Certain courses within

this program have extra fees. Fees apply because students are able to obtain various professional certifications

once passing the course. The fees are directly linked with the enrollment of the student in the professional

certificate examination. Fee details are clearly indicated in the course catalogue. Students choosing this program

will be required to pay the required fees before receiving their acceptance letter. The SKEMA International

Office will contact students on the payment procedure once the nomination period is complete (mid-May).

4) Courses within the catalogue are subject to slight changes.

5) There is a maximum number of seats available per specialization program.

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Table of Contents

SPRING ........................................................................................................................................................... 5

PGE - Master 1 - Paris

EMPLOYABILITE & CAREER ..................................................................................................................................................................

INTRODUCTORY FINANCE REFRESHER SPRING ...................................................................................................................................

MANAGEMENT 2 - ETHICS & GOVERNANCE .......................................................................................................................................

CHANGE & CRISIS MANAGEMENT ......................................................................................................................................................

EXCEL SPRING ......................................................................................................................................................................................

DIGITAL LITERACY : ETHICS OF DATA ANALYTICS & MARKETING DECISION SPRING ..........................................................................

INTERNATIONAL NEGOCIATION ..........................................................................................................................................................

MARKETING REFRESHER SPRING ........................................................................................................................................................

STRATEGY ............................................................................................................................................................................................

DIGITAL TRANSFORMATION & STRATEGY ...........................................................................................................................................

LANGUAGES .......................................................................................................................................................................................

MANAGEMENT PRINCIPLES AND PRACTICES WELL BEING AND QUALITY OF LIFE INFORMATION DESIGN FOR PRESENTATIONS DESIGN THINKING INTERNATIONAL FINANCE INTERNATIONAL MARKETING MANAGEMENT OF INFORMATION SYSTEMS

MSc - International Business .................................................................................................................................... 5

ADVANCED STRATEGY ..................................................................................................................................................................... 57

EMPLOYABILITY AND CAREER 2 ...................................................................................................................................................... 57

EUROPEAN LEGAL ISSUES FOR BUSINESS ....................................................................................................................................... 58

GLOBAL PRODUCT DEVELOPMENT AND MANAGEMENT ............................................................................................................... 59

INTERNATIONAL BUSINESS GAME: SKEMASIM ............................................................................................................................... 59

INTERNATIONAL CORPORATE GOVERNANCE ................................................................................................................................. 60

INTERNATIONAL FINANCE ............................................................................................................................................................... 61

INTERNATIONAL HUMAN RESOURCE MANAGEMENT .................................................................................................................... 61

NEGOCIATION PRACTICE ................................................................................................................................................................. 62

RISK AND CRISIS MANAGEMENT FOR GLOBAL BUSINESSES ........................................................................................................... 63

DOING BUSINESS IN AFRICA

MSc - International Human Resources & Performance Management ...................................................................... 66

Benefits and Compensation in International Organisations ........................................................................................................... 66

Designing Innovative Learning ........................................................................................................................................................ 67


HR and The Legal Environment - Comparative Labour Law ............................................................................................................ 68

HR Metrics and the Balanced Scorecard ......................................................................................................................................... 69

Information Systems for HRM ......................................................................................................................................................... 69

International Labour Relations ........................................................................................................................................................ 70

Organisational Development and Change Management ................................................................................................................ 71

Quality of Life at Work .................................................................................................................................................................... 72

Risk & Crisis Management ............................................................................................................................................................... 72

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Workforce Management & Employee and Talent Development .................................................................................................... 73

Stakeholder Theory and HRM Digitalization of the HR Function Droit de la formation professionnelle

MSc - Project and Programme Management and Business Development ................................................................ 81

Business Plans and Business Models ............................................................................................................................................... 82


GROWTH STRATEGY ........................................................................................................................................................................ 83

Managing Risk, Uncertainty and Complexity .................................................................................................................................. 84

Organisational Performance Improvement (EXTRA FEES) .............................................................................................................. 85

Portfolio Management, PMO and Financing (EXTRA FEES) ............................................................................................................. 85

Project Planning and Control (EXTRA FEES) .................................................................................................................................... 86

Project Practice Portfolio 2

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SPRING

PGE - M1

EMPLOYABILITY & CAREER

Code du cours Course Code

PGE.FINM1.CRCOR.1004

Titre du cours Course title

EMPLOYABILITE & CARRIERE (spring)

Crédits Credits

1

Période d'enseignement Teaching period

spring

Année Académique Academic Year

2019/2020

Charge de travail Student workload

Face à Face Contact hours

Distanciel Distance learning

Travail en équipe

Team work

Travail personnel Personal work

Evaluation Charge totale de

travail Total workload

6 0 0 0 0 6

Pré-Requis Prerequisite

no

Descriptif du cours /

Course description

3 worshops of 1h30 each : 1. Storytelling & Pitch 2. Preparation for recruitment interviews 3. The ALUMNI network: how to approach the network? + evaluation + Career Tuesdays + Career fairs/ recruitment days

Résultats d’apprentissage

/ Intended Learning

Outcomes and Skills

A l’issue de la formation, vous serez capable de / As a result of this module, you will be able to: Connaissances / Knowledge and Understanding (subject specific) Aptitudes cognitives / Cognitive skills Attitudes / Key transferable skills Ethical and social understanding

Contribution aux objectifs

pédagogiques du programme /

Contribution to learning objectives

Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) / Indicate which learning objectives the course contributes to (based on the program curriculum mapping)

Cours soumis à évaluation dans le cadre de l’Assurance of Learning pour l’année en cours ?

Non / No

Evaluation des étudiants

Student Assessment

Evaluation finale (DS) Final examination

100 %

(Précisez la nature pour l'évaluation finale / Explain type for final examination)

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INTRODUCTORY FINANCE REFRESHER SPRING


PGE.FINM1.FICOR.0515


INTRODUCTORY FINANCE REFRESHER SPRING

Crédits Credits

1


spring


2019/2020




Travail en équipe

Team work




0 12 0 0 0 12

Type de cours Course type

core


/ Intended Learning

Outcomes and Skills







Non / No


Student Assessment


50 %


Autre, précisez / Other, precise:

Contrôle continu Continuous Assessment

50 %

préciser nature / Explain type

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MANAGEMENT 2 - ETHICS & GOVERNANCE


PGE.FINM1.HRCOR.0328


MANAGEMENT 2 - ETHICS & GOVERNANCE

Crédits Credits

3


spring


2019/2020




Travail en équipe

Team work




24 0 12 24 0 60


core


Principles of Corporate Finance and Corporate Management.


Course description

The course explains what corporate governance is about, that is how the shareholding structure, the board of directors and the top managers interact. It emphasizes ethical issues inherent to strategic choices and management practices. It offers a perspective on a variety of governance models from the US shareholder oriented model to the German and Japanese stakeholder oriented models. SUZHOU AND BELO SHOULD ADD SPECIFI TOPICS RELEVANT TO THE REGIONAL CONTEXT

Thémes /

Topics

Public, private and state corporations Institutional investors Typology of Investment funds in public corporations The role and duties of the Board of Directors: financial, ethical and environmental obligations. Management performance and executive compensation: performance and ethical issues. Stakeholder management SUZHOU AND BELO SHOULD ADD SPECIFI TOPICS RELEVANT TO THE REGIONAL CONTEXT


/ Intended Learning

Outcomes and Skills






LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should

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behave as responsible managers in order to deliver sustainable performance in complex environments


Non / No


Student Assessment


40 %


QCM - Quizz Autre, précisez / Other, precise:


60 %


QCM - Quizz: 0 % Etude de cas - Case study: 0 % Présentation orale - Presentation: 100 % Rapport écrit / Dissertation - Report / Dissertation: 0 % Participation - Class participation: 0 % Examen intermédiaires - Mid-term examination: 0 % Autre - Others: 0 %

Nb midterms : 1

Méthodes d’enseignement

Teaching Methods

Format de cours / Course format

Cours magistral / Lecture - TD / Tutorials

Activités d’apprentissage / Learning activities

Cours interactifs / Interactive lectures - Etudes de cas / Case studies - Devoirs / Assignments

Plan de cours Course Plan

1. General introduction and ownership: fundamentals of corporate law, property rights, private and public corporations, state owned companies. Ownership and control. 2. What is governance ? History, emergence of financial markets. From the entrepreneurial corporation to the managerial corporation (Berle and Means 1932). Separation of ownership and control, agency theory, agency effect. 3. Institutional investors : different investment funds, similarities and differences 4. Board of directors. Importance of efficiency, expertise and independence of boards to prevent governance failures. 5. Management performance and executive compensation issues.fraud and deception (Volkswagen, Nissan/Ghosn ). Insiders trading, overpriced acquisitions, etc. 6. The 2008 financial crisis 7&8. Stakeholder management SUZHOU AND BELO SHOULD ADD SPECIFI TOPICS RELEVANT TO THE REGIONAL CONTEXT

Bibliographie References

Monks and Minow (2011) Corporate Governance. Fifth edition. Wiley publishers.

Site(s) web / Web sites

investopedia.com

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CHANGE & CRISIS MANAGEMENT


PGE.FINM1.HRCOR.0331


CHANGE & CRISIS MANAGEMENT

Crédits Credits

3


spring


2019/2020




Travail en équipe

Team work




18 0 18 36 6 78


core


Management 1


Course description

This course introduces two related topics, managing change and managing crisis, with one overall aim: to discuss change and crisis in relation to the complexities of organisational life. Failure to change may lead to crises, as change and transformation initiatives are far from being easy tasks, they are rather difficult, complex and challenging. Crises may also lead to changes and transformations, as one of the aims of crisis management is not only to manage a crisis successfully, but most importantly to keep it from reoccurring, and that is through organisational learning. The most successful organisations are those who commit to change and who learn from their mistakes when facing crises.

Thémes /

Topics

Change Management Crisis Management


/ Intended Learning

Outcomes and Skills

A l’issue de la formation, vous serez capable de / As a result of this module, you will be able to: Connaissances / Knowledge and Understanding (subject specific)

- To understand the complexities of organisational life - To understand the challenges of changes and transformations on organisations and individuals - To use a change management framework - To implement a crisis management methodology Aptitudes cognitives / Cognitive skills

- To analyse and assess a change situation (realise a diagnosis and formulate solutions) - To analyse and assess a crisis situation ((realise a diagnosis and formulate solutions) - To adopt a critical and proactive reasoning to change and crisis management Attitudes / Key transferable skills

-Be more cautious when analysing change and crisis situations -Adopt proactive decisions while considering organizational, economic and social constraints Ethical and social understanding

-Implement change frameworks, methodologies and tools with regards to their ethical and social impacts -Implement crisis frameworks, methodologies and tools with regards to their ethical and social impacts

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Non / No


Student Assessment


0 %




100 %



Nb midterms : 0


Teaching Methods




Jeu d'entreprise / Business game - Projet / Project-based learning - Etudes de cas / Case studies - Devoirs / Assignments


Introduction to the complexity of business environments Change Management - Fundamentals and frameworks, case studies Crisis Management - Fundamentals and frameworks, case studies Conclusion


Burnes (2017), Managing Change, Pearson Education Limited. Senior and Swailes (2016), Organisational Change, Pearson Education Limited. Crandall, Parnell and Spillan (2014), Crisis Management Leading in the New Strategy Landscape, Sage Publication.

EXCEL SPRING


PGE.FINM1.ISELE.0722


EXCEL SPRING

Crédits Credits

2


spring


2019/2020


elective


Course description

Excel is asomething you can't do without ! This course will introduce all the things the students must know in order to honestly pretend to be

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mastering Excel. The course will be splitted in two parts a first one online (12 hours) and applications done in the classroom with a teacher who's an expert of Excel.

Thémes /

Topics

EXCEL1: Fundamentals Excel 2: Formulas Excel 3: Conditionality Excel 4: Advanced functions Excel 5: Analysing data Excel 5: Sharing the document


/ Intended Learning

Outcomes and Skills







Non / No


Student Assessment


50 %




50 %


Nb midterms : 0


Teaching Methods


eLearning - TD / Tutorials


Etudes de cas / Case studies - Personal guided study - Devoirs / Assignments


EXCEL1: Fundamentals Presentation of a spreadsheet application Structure of the workbook, structure of the worksheet managing Columns and rows o Adding o Deleting o Cut-Copy/Paste o Changing the properties) Controlling the way, the content of the cell is displayed by using the cell's formatting tools Worksheet formatting o Dealing with the borders and grids

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o Changing the page layout and print options o Hiding / Showing columns and rows o Advanced Page layout options Customized footer and header Repeating header rows Building charts and charts customization Excel 2: Formulas Creating formulas to perform calculations o Arithmetic operators o Comparison operators o Using cells references within this formula Difference between absolute and relative cell references Copy a formula from one cell to another or to a range of cells (by using the fill command or the copy handle) How to use cells from another worksheet or workbook (create a link between cells) Naming cells and ranges o Basics predefined functions Sum Average Min Max o Counting the cells Count CountA CountBlank Date and Time in Excel o The way Excel stores date and time information o Date and time functions Excel 3: Conditionality Making the formula conditional by using the IF Function Building complex condition o logical Functions OR, AND, NOT o Information functions Additional conditional functions (countif / Countifs, sumif/sumifs) Conditional formatting o Predefined conditional formating Highligth cells rules Top / Bottom rules Data Bars Color scales Icon Sets o Customizing the conditional formats o Conditional formats based on formulas Excel 4: Advanced functions Lookup functions o Vlookup / HLookup o Lookup o Match / Index Offset function Database functions Excel 5: Analysing data Notion of Table within the worksheet (focusing on the impact on the formulas)

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o Filtering o Sorting o Totalization row Building Pivot Tables and Pivot Charts What if Analysis: o Goal seek o Data table o Scenario Manager Excel 5: Sharing the document Cell protection Document protection Protecting the Worksheets Protecting the workbook Formula auditing

DIGITAL LITERACY : ETHICS OF DATA ANALYTICS & MARKETING DECISION SPRING


PGE.FINM1.ISELE.0723


DIGITAL LITERACY : ETHICS OF DATA ANALYTICS & MARKETING DECISION SPRING

Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




0 12 12 12 0 36


elective


/ Intended Learning

Outcomes and Skills



Student Assessment


100 %


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INTERNATIONAL NEGOCIATION


PGE.FINM1.MKCOR.0407


INTERNATIONAL NEGOCIATION

Crédits Credits

3


spring


2019/2020




Travail en équipe

Team work




18 0 0 0 3 21


core


None


Course description

'Par ma foi ! il y a plus de quarante ans que je dis de la prose sans que j'en susse rien' (My faith!I have been speaking prose for forty years without knowing it), observes Molière's 'Bourgeois gentilhomme'. The same could be said of negotiation. We all do it, whether we realize it or not, and a great deal can be gained from learning to do it better. This skill will be paramount for careers in sales, key account management, purchasing, business development.. but it is also key in teamwork, conflict management, relationship building and a myriad other situations involving interaction between two or more parties. The list of different negotiation situations we might encounter is endless and varied: buying a souvenir, a car, an appartment; deciding on a holiday destination or a new sofa with your partner; asking your neighbour to turn down the stereo or look after your cat; negotiating a new deal with a supplier or a client; setting up an agreement with a new distributor or agent... As a means of reaching agreement and navigating differences, it is an essential tool for living and working abroad, or working with international partners or clients. Good negotiation skills presuppose an ability to interact constructively with others; cultural differences add one more dimension to this, and it is useful to reflect on how these differences impact the negotiation process. This course will take up and build on frameworks and concepts encountered in the multicultural management course and explore how they play out in a negotiation situation. To do so, we must first develop our knowledge and understanding of the nature and dynamics of negotiation itself. The course will involve a balanced approach, with some theory, practical negotiation exercises and case studies. On international campuses, there will naturally be some degree of emphasis on learning to negotiate within the local culture.

Thémes /

Topics

Negotiation; frameworks and structured approaches. Types of negotiation situations and styles. Mutual benefits approach. Understanding stakeholders and interests. Conflict management. Impact of culture on negotiation.


/ Intended Learning

Outcomes and Skills


Grasp and apply a range of frameworks for understanding negotiation and the impact of cultural differences on the negotiation process Aptitudes cognitives / Cognitive skills

Students will be better prepared to manage interactions with others and better navigate cultural differences in the negotiation process Attitudes / Key transferable skills

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Ability to manage strategic and interpersonal exchanges, balancing personal interests with those of others and respecting cultural differences Ethical and social understanding

Students will develop a greater sensitivity to the dynamics of social and intercultural exchange






Non / No


Student Assessment


80 %


QCM - Quizz, Autre - Others

Autre, précisez / Other, precise: short answer questions


20 %



Nb midterms : 0


Teaching Methods


Cours magistral / Lecture


Cours interactifs / Interactive lectures - Etudes de cas / Case studies


Course outline: Introduction to negotiation Situations, approaches, issues Distributive and integrative negotiation situations From hard bargaining to problem solving Understanding points of view Stakeholder mapping Conflict: perceptions and resolution The cultural dimension: Hofstede and others Techniques for getting better deals Throughout the course students will be expected to take part in exercises and simulations and to analyze case studies

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Below are some suggestions of books to read on the subject of negotiation. The list is not exclusive and you should feel free to consider other titles. You will also see suggested titles on the PPT slides used during the course Roger Fisher, William Ury, Bruce Patton, Getting to yes: negotiating agreement without giving in, ISBN: 0-14-015735-2. This is an absolute classic, published in an edition that shouldnt break the bank. Less thorough, perhaps, than the Essentials (see below) in its coverage of the topic, and more inclined to argue in favour of an integrative approach to negotiation than to present itself as an academic text, it is certainly an influential work. Roy Lewicki et al., Essentials of negotiation (3rd edition, McGraw Hill 2003), ISBN 0071232540. A standard text for negotiation courses that covers the theoretical topics thoroughly and in a very readable fashion. There are two other books by the same authors: Negotiation (ISBN 0 07 112315 6) which is the full version from which the Essentials is taken, and Negotiation: readings, exercises and cases (ISBN 0 07 112316 4) which contains what the titles suggests. This whole series is very good indeed and will provide one of the fullest introductions to the subject. Maude, B. (2014). International business negotiation: principles and practice. Palgrave Macmillan. Shell, R. (1999). Bargaining for advantage. New York: Viking Books. An excellent, comprehensive and readable book. Thompson, L. (1998). The mind and heart of the negotiator. Upper Saddle River, NJ: Prentice Hall. Another very good book. Unfortunately a little bit expensive. Lax, D., & Sebenius, J (1986). The manager as negotiator: bargaining for cooperation and competitive gain. New York: Free Press. A solid, level-headed and readable book. Ury, W. (1991). Getting past no: negotiating with difficult people. New York: Bantam Books. A book from the Getting to yes team that will prove useful when the going gets tough. Camp, J. (2002). Start with NO. The negotiating tools that pros dont want you to know. New York: Crown Business. As the title suggests, the author takes a different stance to that of most integrative approaches and has a hardball tactics approach that is interesting. A good companion work to the Getting to yes books.


Useful links will be provided on the Knowledge learning platform

MARKETING REFRESHER SPRING




MARKETING REFRESHER SPRING

Crédits Credits

1


spring


2019/2020




Travail en équipe

Team work




0 12 0 0 0 12


core


-None

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Course description

-This course provides an introduction to the core concepts in marketing. It will provide basic knowledge that students will need in more advanced marketing courses. In this course students will learn the tools and resources marketing managers and though leaders have available to use.

Thémes /

Topics

General marketing -The purpose of marketing and a brief history -The 4Ps (Product, Price, Place, Promotion) -The value proposition -Building and creating value -Segmentation, targeting, positioning Consumer Behavior -Understanding consumers -Types of decisions and decision processes -Consumers in their culture Critical thinking about marketing


/ Intended Learning

Outcomes and Skills


At the end of the course you will -be able to converse about basic marketing topics -be able to identify key elements of a marketing campaign -have the building blocks to create marketing strategy Aptitudes cognitives / Cognitive skills

Learn to identify and use key marketing concepts Attitudes / Key transferable skills

Gain an appreciation for the importance of empathy and understanding stakeholder needs. Initial exposure to the connection between knowledge and strategy development. Ethical and social understanding

Understand some ethical issues associated with marketing. Gain an understanding of key challenges that marketing activities must be aware of, including social, environmental and ethical challenges






Non / No


Student Assessment


50 %




50 %


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Nb midterms : 0


Teaching Methods


Cours magistral / Lecture - eLearning


Personal guided study - Devoirs / Assignments


This course consists of several short Powerpoint lectures -- these are slides with accompanying recorded audio. There are two written assignments and one MCQ exam. The structure of the course: Students will be given guiding questions at the beginning and end of each lecture. As they watch/listen to each lecture, they should consider the information they are learning in terms of the guiding questions. There are two assignments and one exam; these are based on the material in the lectures.

STRATEGY


PGE.FINM1.STCOR.0801


STRATEGY

Crédits Credits

4


spring


2019/2020




Travail en équipe

Team work




30 0 38 30 2 100


core


Course description

This strategy course introduces the fundamental concepts, analytical tools, and strategic options at the basis of strategic analysis and action. We will use a combination of lectures, case studies and a team project to explore and apply theoretical frameworks and methodologies in different industry and company situations. For instance, we will explore methods for assessing the strength of competition and the relative bargaining power, for anticipating competitors actions, for analyzing cost and value structures and their relevance to competition, and for assessing potential changes in the scope of the firm (diversification and vertical integration).

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/ Intended Learning

Outcomes and Skills


Understand the key concepts and tools of external and internal strategic analysis Aptitudes cognitives / Cognitive skills

Properly use methods and tools of strategic analysis. Acquire the basic jargon necessary to discuss, in a consistent and precise manner, strategic issues. Attitudes / Key transferable skills

Develop analytical skills and critical reasoning. Ethical and social understanding

Recognize individual, sectoral-level specificities and their consequences.





LO6.1 : To analyze and apply advanced concepts in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO6.2 : To assess a business issue and formulate solutions in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline


Oui / Yes


Student Assessment


50 %


QCM - Quizz, Autre - Others

Autre, précisez / Other, precise: Open questions


50 %



Nb midterms : 0


Teaching Methods




Cours interactifs / Interactive lectures - Projet / Project-based learning - Etudes de cas / Case studies - Devoirs / Assignments


1. Introduction to strategy (Lecture - 3 hours) 2. Environmental analysis (Lecture - 3 hours) 3. Case study on environment and industry analysis (Tutorial - 3 hours) 4. Internal company analysis (Lecture - 3 hours) 5. Case study on internal company analysis (Tutorial - 3 hours) 6. Students' project: Part I finalization and submission (Tutorial - 3 hours) 7. Business strategy (Lecture - 3 hours)

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8. Corporate strategy (Lecture - 3 hours) 9. Case study on strategic choices at business and corporate levels (Tutorial - 3 hours) 10. Students' project: Part II finalization and submission (Tutorial - 3 hours)


Grant, R. M. (2016). Contemporary strategy analysis and cases: text and cases, 9th Edition. John Wiley & Sons.

DIGITAL TRANSFORMATION & STRATEGY




DIGITAL TRANSFORMATION & STRATEGY

Crédits Credits

0


fall


2019/2020




Travail en équipe

Team work




0 0 0 30 5 74


core


Students need to have basic knowledge about Information systems. This course is built on the knowledge students acquired from the information systems course.


Course description

This course aims to endow students with practical knowledge in order to better understand and analyze the opportunities and challenges companies face when they go through a digital transformation. During this course, students will work on case studies and practical examples of companies in order to solve digital related problems and bring creative solutions.


/ Intended Learning

Outcomes and Skills


Handle the different steps companies should go through for a digital transformation Be able to analyse the challenges and impacts of the digital transformation in organizations in terms of: strategy organization management culture Aptitudes cognitives / Cognitive skills

Analyse critically the opportunities and the challenges related to digital transformation. Understand strategic implications of digital transformation. Understand organizational challenges of digital transformation Understand management implication of digital transformation Be aware of the cultural challenges related to digital transformation.

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Attitudes / Key transferable skills

- Project management Ethical and social understanding

-Understand the implications of digital transformation.





LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To apply theories and major concepts of marketing, finance, human resource management, information systems, organization studies, law : LG5 : Graduates should be knowledgeable of the functional areas of business management and their integration


Non / No


Student Assessment


0 %




100 %



Nb midterms : 0


Teaching Methods



Cours interactifs / Interactive lectures - Projet / Project-based learning - Etudes de cas / Case studies

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-Technology enabled transformation and Digital transformation -Formulating a digital transformation strategy -Implementing a digital transformation strategy -Digital transformation and innovative BM -Digital transformation and change management -Assessing success. Why many initiatives fail

MANAGEMENT OF INFORMATION SYSTEMS IN THE DIGITAL AGE


PGE.FINM1.ISCOR.0703


MANAGEMENT OF INFORMATION SYSTEMS IN THE DIGITAL AGE

Crédits Credits

3


spring


2019/2020




Travail en équipe

Team work




21 0 0 45 2 68

Programme Program

M1 ABM France

Départements Department

Dept. Management of projects, Information Systems and Supply Chains

Module -


core

Campus Belo Horizonte, Paris, Raleigh, Sophia, Suzhou

Course open to students in exchange

Langue d'enseignement

Teaching language Anglais / English

Responsable du cours Course leader

OKOLI Chitu


You need to have basic knowledge about management and economics, including understanding the general structure and functioning of organizations.

Nom des intervenants par campus

Instructor(s) names by campus

Belo Horizonte LEAL JAMIL (FDC) George - BARONI Rodrigo

Lille

Paris BOUKEF Nabila - OKOLI John Chituanya

Sophia Lapo MOLA

Suzhou DUFOUR David

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Raleigh

Other


Course description

Advances in information technology (IT) have transformed business models, organizational structures and processes, and the methods for sustaining innovation and firm performance. IT has impacted business activities such as product design, production, purchasing, marketing, customer and supplier relationships, and human resource management, and has contributed significantly to productivity growth. Most firms have realized that IT-based innovation is a strategic imperative. The Internet and associated technological innovations have helped in restructuring the global economy into a networked economy characterized by unprecedented levels of electronically-mediated communication, collaboration, and commerce. With information technologies becoming an important force that shapes entire industries and creates value in firms, it is important that you as future business leaders understand the potential role of IT in creating value and competitive advantage. The objective of this course is to help you develop the critical thinking to assess how IT and systems shape business strategy, innovation, and operations in firms, with the key goal of helping you be better prepared to analyse and evaluate business challenges for maximizing the impact of IT on products, processes and services in different settings. This course will help you develop sophisticated understanding of the links between IT, business strategy and business process. You will also gain an appreciation of the organizational and management practices that complement IT investments and that are needed to extracting the appropriate return on IT investments.

Thémes /

Topics

The importance of information systems for business managers Management of organizational information systems Managing Internet-based information systems


/ Intended Learning

Outcomes and Skills


This course will help you develop a sophisticated understanding of the links between IT, business strategy and business processes. You will gain an appreciation of the organizational and management practices that complement IT investments and are needed for extracting the appropriate return on the IT investments. Aptitudes cognitives / Cognitive skills

Analyze the impact of the use of an information system in an organization in terms of strategy, management, organizational structure and practices. Attitudes / Key transferable skills

Know how to situate information systems (IS) with the corporate management system Understand strategic, tactical and operational dimensions of information systems Understand the major challenges of digitalization in the business environment Ethical and social understanding

Understand the interaction between IT, organizational strategy and the economic or social environment Understand various ethical issues raised by information systems and learn guidelines for making socially responsible managerial decisions




LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should

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behave as responsible managers in order to deliver sustainable performance in complex environments LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO3.3 : To understand in detail extended speech and complex texts in English : LG3 : Graduates should be able to communicate in an international environment LO4.1 : To analyze globalization and evaluate its effects on business : LG4 : Graduates should be able to manage in the global knowledge economy LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To apply theories and major concepts of marketing, finance, human resource management, information systems, organization studies, law : LG5 : Graduates should be knowledgeable of the functional areas of business management and their integration LO5.2 : To analyze how integration of input from various functional areas of business act to influence the formulation of strategy at the organizational level : LG5 : Graduates should be knowledgeable of the functional areas of business management and their integration LO6.1 : To analyze and apply advanced concepts in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO6.2 : To assess a business issue and formulate solutions in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline


Oui / Yes


Student Assessment


40 %




60 %


QCM - Quizz: 0 % Etude de cas - Case study: 0 % Présentation orale - Presentation: 0 % Rapport écrit / Dissertation - Report / Dissertation: 0 %

Nb midterms : 0

25 / 89

Participation - Class participation: 0 % Examen intermédiaires - Mid-term examination: 0 % Autre - Others: 100 %


Teaching Methods


Cours magistral / Lecture - eLearning - TD / Tutorials


Cours interactifs / Interactive lectures - Projet / Project-based learning - Etudes de cas / Case studies - Personal guided study - Devoirs / Assignments


There are three lecture sessions (which might be face-to-face or online, depending on your campus) and four tutorial sessions that complement the lectures and give you the opportunity to apply the principles learnt. The lectures cover three main themes: The importance of information systems for business managers Management of organizational information systems Managing Internet-based information systems We will give you a more detailed course plan at the beginning of the semester.


Required readings will be provided to you.


We will use K2 as the course website.

INTERNATIONAL MARKETING




INTERNATIONAL MARKETING

Crédits Credits

3


spring


2019/2020




Travail en équipe

Team work




24 0 0 0 0 24

Programme Program

M1 ABM France


Dept. Marketing

Module -


core

Campus Belo Horizonte, Paris, Sophia, Suzhou


----


Anglais / English

26 / 89

Teaching language


CASTILHOS Rodrigo


Marketing (refresher); Marketing Active Learning Game



Belo Horizonte

Lille

Paris

Sophia

Suzhou

Raleigh

Other


Course description

Todays highly globalized economy imposes several challenges for firms. Cultural, economic, competitive, regulatory, and infrastructural particularities of regions and countries fundamentally affect the ways in which companies conceive and implement their international presence worldwide. This course provides state-of-art foundations and tools to (1) critically analyze the globalized marketplace and international consumers, (2) identify country-specific opportunities for doing business, and (3) devise marketing strategies for successfully competing in international markets.

Thémes /

Topics

Globalization and development. Globalization and consumer culture. International opportunity analysis. Market perspectives in developed and emerging countries. Cultural patterns of consumption. Brand authenticity. Country of origin effect. Status consumption. Foreign market entry modes. Segmentation, branding, and positioning across countries. Tactical market decisions across countries.


/ Intended Learning

Outcomes and Skills


Critical perspectives on globalization Critical market variables determining country attractivity Contextual particularities of selected emerging and developed countries Frameworks for comparative analysis of consumer behaviour across countries Managerial tools for international marketing development Aptitudes cognitives / Cognitive skills

Understand distinct development patterns between countries and regions Assess the attractiveness of specific international markets Understand the different characteristics of specific national consumer cultures Understand how consumers assess the value of international offerings Understand the characteristics of each foreign country entry mode Understand the characteristics of different strategic and tactic decisions to compete internationally Attitudes / Key transferable skills

Critical thinking Analytical thinking and comparative analysis

27 / 89

Application of theoretical frameworks to real-life marketing situations Research skills Communication skills Ethical and social understanding

Realize the sources of inequality in a globalized economy Understand the socio-cultural-economic (un)intended consequences of marketing decisions (for good or bad)






Non / No


Student Assessment


40 %




60 %



Nb midterms : 0


Teaching Methods




Cours interactifs / Interactive lectures - Projet / Project-based learning - Etudes de cas / Case studies


1. The Globalized Marketplace Globalization and development around the world Globalization and consumer culture: globalization versus glocalization perspectives. Critical variables in international opportunity analysis Market perspectives in developed and emerging countries: Americas, Africa, Asia and Oceania, Europe 2. Consumer Analytical Frameworks for International Marketing Cultural patterns of consumption Brand authenticity perception in globalization Country of origin effect Status consumption in developed versus developing countries 4. International Marketing Development Foreign market entry modes Segmenting and targeting across countries

28 / 89

Branding and positioning across countries Tactical marketing decisions across countries



INTERNATIONAL FINANCE


PGE.FINM1.FICOR.0514



Crédits Credits

4


spring


2019/2020




Travail en équipe

Team work




24 0 0 30 0 54

Programme Program

M1 ABM France


Dept. Accounting and Finance

Module -


core



----




GROSLAMBERT Bertrand


-



Belo Horizonte EDUARDO DA MOTTA Victor

Lille

Paris HAJJ CHEHADE Hiba

Sophia MASQUEFA Guillaume

29 / 89

Suzhou WILD Joerg

Raleigh

Other


Course description

-This course provides an overview of the nature and operation of global capital markets and traded financial instruments. Students are exposed to the organisation of the international financial system and the markets for stocks, bonds, commodities and foreign exchange

Thémes /

Topics

-Stock market, bond market, commodity market, derivative market, foreign exchange market


/ Intended Learning

Outcomes and Skills


Comprehend basic grounding in the theory and practice of international finance and understand the analytical frameworks of risk management. Aptitudes cognitives / Cognitive skills

The student is expected to develop a critical appreciation of the interaction between corporate decision-making and capital market behaviour. Attitudes / Key transferable skills

Understand the organization of the international economic and financial system; Identify the sources of opportunity and risk arising from the international context; Recognize and master the methodological tools and financial techniques necessary to exploit the opportunities and manage the risks associated with international economic and financial transactions; Ethical and social understanding






Non / No


Student Assessment


60 %




40 %



Nb midterms : 1

30 / 89


Teaching Methods




Etudes de cas / Case studies - Devoirs / Assignments


Topic 1 The foreign exchange market Topic 2 The international debt markets Topic 3 World equity markets Topic 4 International commodity markets Topic 5 Derivative markets, instruments and techniques


Principles of Corporate Finance, 12/e.Brealey, Myers and Allen. McGraw-Hill ed.


DESIGN THINKING




DESIGN THINKING

Crédits Credits

3


spring


2019/2020




Travail en équipe

Team work




18 0 18 23 1 42

Programme Program

M1 ABM France



Module -


core

Campus Belo Horizonte, Lille, Paris, Sophia, Suzhou





POULINGUE Genevieve


-

31 / 89



Belo Horizonte

Lille

Paris

Sophia

Suzhou

Raleigh

Other


Course description

A multi campus workshop based course to highlight why Design Thinking is so relevant for business today. The Design thinking process is an iterative process which means you constantly revise you thinking, changing your vision and ideas according to feedback received. A powerful creative tool that can drive a brand, business or an individual forward positively with innovative solutions

Thémes /

Topics

The Design Thinking process within business management as follow : Empathise, Define, Ideate, Prototype, Test


/ Intended Learning

Outcomes and Skills


Identify the different methodology used in design thinking process Cognitive Aptitudes cognitives / Cognitive skills

Applying the design thinking process to a given problem Attitudes / Key transferable skills

Using creative thinking within a management context think outside the box Ethical and social understanding

Using this process to solve societal problems






Oui / Yes


Student Assessment


50 %


Présentation orale - Presentation, Rapport écrit / Dissertation - Report / Dissertation

Autre, précisez / Other, precise: Interview Guide, Ethnographic Research Report , Prototype and tests for final solution


50 %


32 / 89


Nb midterms : 4


Teaching Methods


eLearning - TD / Tutorials


Cours interactifs / Interactive lectures - Projet / Project-based learning


How must you prepare to enter in this new way of seeing and analyse in order to act : Design (Action Plan) + Thinking (Mindsets) : Design Thinking is really about having a design action plan with a set of thinking mindsets in order to solve a problem. 1. Empathize for users (design a persona) 2. Ethnography phase :Interviews, analyze in order to define the context and key issues & needs (tools for asking the right questions and design brief and customers journey) 3. Ideate phase : priorities, convergences and opportunities : make an optional choice o Divergent phase (5 common ideation techniques) Brain writing, Nyaka Method, Scamper, what if o Convergent phase (3 simple ways to converge) : prioritization map, Affinity map, Idea evaluation 4. Prototype phase :physical or storyboard template (believe you can draw) 5. Test : users feedback and prototype evaluation



The deep dive (IDEO) (22min) https://www.youtube.com/watch?v=2Dtrkrz0yoU Lucky Iron Fish (3min43) https://www.youtube.com/watch?v=iY0D-PIcgB4 d.school Paris and the aging simulator (1min25) https://www.youtube.com/watch?v=jD5XwdgAq_s How it works : Design Thinking (5min51) https://www.youtube.com/watch?v=pXtN4y3O35M Design Thinking - Tim Brown, CEO and President of IDEO (26min42) https://www.youtube.com/watch?v=U-hzefHdAMk

INFORMATION DESIGN FOR PRESENTATION


PGE.FINM1.MKELE.0422


INFORMATION DESIGN FOR PRESENTATION

Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




33 / 89

12 0 0 30 0 42

Programme Program

M1 ABM France


Dept. Marketing

Module -


elective

Campus Paris, Sophia





FERRANTE Guillaume


The lecture requires the basic knowledge on PPT or Keynote software. Own laptops must be brought.



Belo Horizonte

Lille

Paris

Sophia

Suzhou

Raleigh

Other


Course description

The PPT presentation is one of the few cross-disciplinary and almost inevitable activities in business. Making a presentation to convince an audience to fund your project or start a new activity cannot be improvised. There are distinctive technical elements to a successful presentation, and this seminar aims to introduce these elements.

Thémes /

Topics

During these 12 hours, we will work on three key points: the visual structure of the PPT presentation, the choice of shapes / colours / animations, the choice of the models of representation

34 / 89


/ Intended Learning

Outcomes and Skills


As a result of this module, students will be able to design a PPT presentation with less text and more visuals. This work will lead to a better impact and better memorisation of the key elements of the presentation by the audience. Aptitudes cognitives / Cognitive skills

Being opened to other ways of representing information Attitudes / Key transferable skills

Reflection on the way we speak and present. Ethical and social understanding





LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment


Non / No


Student Assessment


70 %


Autre - Others

Autre, précisez / Other, precise: Réalisation d'un PPT (non présenté) - Non presented PPT


30 %



Nb midterms : 3


Teaching Methods


TD / Tutorials


Devoirs / Assignments


1) Introduction: what is a presentation 2) the visual structure of the PPT presentation 3) the visual structure of the PPT presentation 4) the choice of the models of representation


Garr Reynolds, 2010. Presentation Zen Design: Simple Design Principles and Techniques to Enhance Your Presentations Nancy Duarte, 2008. Slide:Ology

35 / 89


http://www.garrreynolds.com/preso-tips/

ELECTIF : WELLBEING AND QUALITY OF LIKE AT WORK


PGE.FINM1.HRELE.0326


ELECTIF : WELLBEING AND QUALITY OF LIKE AT WORK

Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




0 12 0 0 0 12

Programme Program

M1 ABM France


Dept. Management, Law and Organization

Module -


elective

Campus Belo Horizonte, Lille, Paris, Raleigh, Sophia, Suzhou





CHASSERIO Stéphanie




Belo Horizonte

Lille

Paris

Sophia

Suzhou

Raleigh

Other


This online course aims to present how and why wellbeing and quality of life at work are intrinsic elements of the managerial work.

36 / 89

Course description In the current context, the workers' expectations towards organizations are growing in terms of working conditions, organizational culture and managerial practices. Wellbeing at work is a differentiation factor to attract talents for companies. The managers are central in the implementation of this topic in the organization.

Thémes /

Topics

wellbeing at work quality of life at work managerial practices: recognition, autonomy, respect dark sides of work organization of work prevention roles and responsibilities of managers


/ Intended Learning

Outcomes and Skills


to understand what is the quality of life at work to know the main notions as: autonomy at work, stress, recognition, meaning at work to understand the interplay between work, satisfaction and wellbeing at work Aptitudes cognitives / Cognitive skills Attitudes / Key transferable skills

to analyze a situation of work and its consequences on individuals to identify the relevant managerial practices according the situation Ethical and social understanding

to become a better manager with ethical behaviors in management to take into account human dimensions of management to develop awareness to wellbeing at work






Non / No


Student Assessment


0 %




100 %



Nb midterms : 0



eLearning

37 / 89

Teaching Methods Activités d’apprentissage / Learning activities

Etudes de cas / Case studies - Personal guided study - Devoirs / Assignments


This course is structured around 4 modules: Introduction Facts and issues of wellbeing and quality of life at work The dark sides of work and organizations Managerial issues of quality of life at work Methods and actions in QLW Conclusion Structure of each module Each module is composed with a short lecture, videos and articles. A short quiz is at the end of each module. The questions are on the content of the lecture and the recommended articles.


Ahmad, S. (2013) Paradigms of Quality of Work Life. Journal of Human Values. [Online] 19 (1), 7382. Available at: doi:10.1177/0971685812470345. ANACT (2016) 10 questions sur... La qualité de vie au travail. Une voie pour innover [Online]. Available at: https://www.anact.fr/10-questions-sur-la-qualite-de-vie-au-travail. ANACT (2015) 10questions sur les espaces de discussion [Online]. Available at: file:///C:/Users/s.chasserio/Downloads/anact_10qs_espaces_de_discussion_bd.pdf. Bakker, A.B., Boyd, C.M., Dollard, M., Gillespie, N., et al. (2010) The role of personality in the job demandsresources model: A study of Australian academic staff. Career Development International. [Online] 15 (7), 622636. Available at: doi:10.1108/13620431011094050. Bakker, A.B. and Demerouti, E. (2007) The Job DemandsResources model: State of the art. Journal of Managerial Psychology. [Online] 22 (3), 309328. Available at: doi:10.1108/02683940710733115. Bakker, A.B., Demerouti, E. and Verbeke, W. (2004) Using the job demands-resources model to perdict burnout and performance. Human Resource Management. 43 (1), 83104. Baudelot, C. and Gollac, M. (1997) Faut-il travailler pour être heureux? INSEE Premières. [Online] (560). Available at: http://www.insee.fr/FR/FFC/DOCS_FFC/ip560.pdf. Bevan, S. (2010) The business case for employees health and wellbeing. A report prepared for Investors in People. [Online] Available at: http://www.mbsportal.bl.uk/secure/subjareas/hrmemplyrelat/twf/114598businesscaseeehealth10.pdf (Accessed: 3 October 2014). Boehm, J.K. and Lyubomirsky, S. (2008) Does happiness promote career success? Journal of Career Assessment. [Online] 16 (1), 101116. Available at: doi:10.1177/1069072707308140. Bourdu, É., Péretié, M.-M., Richer, M. and Senard, J.-D. (2016) La qualité de vie au travail: un levier de compétitivité: refonder les organisations du travail. Paris, Transvalor - Presses des Mines. Brockner, J., Grover, S., OMalley, M., Reed, T.F., et al. (1993) Threat of future layoffs, self-esteem, and survivorsreactions:evidence from the laboratory and the field. Strategic Management Journal. 14153166. Brun, J.-P., Université Laval and Chaire en gestion de la santé et de la sécurité du travail dans les organisations (2005) La reconnaissance au travail = Employee recognition. [Québec], Chaire en gestion de la santé et de la sécurité du travail dans les organisations. Buffet, A., Gervais, R.L., Liddle, M., Eeckelaert, L., et al. (2013) Well-being at work creating a positive work environment. [Online]. Luxembourg, Publications Office. Available at: http://dx.publications.europa.eu/10.2802/52064 (Accessed: 23 October 2016). Burton, J. and World Health Organization (2010) WHO Healthy workplace framework and model: Background and supporting literature and practices. Cañibano, A. (2013) Implementing innovative HRM: trade-off effects on employee well-being. Management Decision. [Online] 51 (3), 643660. Available at: doi:10.1108/00251741311309706. Chenoweth, D. (2011) Promoting employee well-being: Wellness strategies to improve health, performance and the bottom line. CIPD (2016) Growing the health and well-being agenda: From first steps to full potential [Online].

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Available at: https://www.cipd.co.uk/Images/health-well-being-agenda_2016-first-steps-full-potential_tcm18-10453.pdf. Connerley, M.L. and Wu, J. eds. (2016) Handbook on Well-Being of Working Women. [Online]. Dordrecht, Springer Netherlands. Available at: doi:10.1007/978-94-017-9897-6 (Accessed: 20 February 2017). Cropanzano, R. and Wright, T.A. (2001) When a happy worker is really a productive worker: A review and further refinement of the happy-productive worker thesis. Consulting Psychology Journal: Practice and Research. [Online] 53 (3), 182199. Available at: doi:10.1037/1061-4087.53.3.182. De Neve, J.-E. and Ward, G. (2017) Does Work Make You Happy? Evidence from the World Happiness Report Harvard Business Review. DIribarne, P. (1989) La logique de lhonneur. Gestion des entreprises et traditions nationales. Points Essais 268. Editions du Seuil. Paris. Eckert, R.A. (2013) The Two Most Important Words Harvard Business Review. Eurofound (2012) Health and well-being at work . A report based on the fifth European working conditions survey [Online]. Available at: http://www.eurofound.europa.eu/sites/default/files/ef_files/pubdocs/2013/02/en/1/EF1302EN.pdf. Findlay, P., Kalleberg, A.L. and Warhurst, C. (2013) The challenge of job quality. Human Relations. 66 (4), 441451. Fondation européenne pour lamélioration des conditions de vie et de travail (2016) Sixth European working conditions survey: Overview report. Luxembourg, Publications Office of the European Union. Ganster, D.C. and Rosen, C.C. (2013) Work stress and employee health: A multidisciplinary review. Journal of Management. 0149206313475815. Grant, A. (2013) Give and take. Why helping others drives our success. London, Phoenix. Grant, A.M., Christianson, M.K. and Price, R.H. (2007) Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives. 21 (3), 5163. Hackman, J.R. and Oldham, G.R. (1974) The job diagnostic survey: An instrument for the diagnosis of jobs and the evaluation of job redesign projects. Helliwell, J., Layard, R. and Sachs, J. (2016) The World Happiness Report Update. volume 1. [Online]. New York, Sustainable Development Solutions Network. Available at: http://worldhappiness.report/ #happiness2016. Helliwell, J., Layard, R. and Sachs, J. (2015) World happiness Report 2015 [Online]. Available at: http://worldhappiness.report/wp-content/uploads/sites/2/2015/04/WHR15.pdf. Hewlett, S.A. and Luce, C.B. (2006) Extreme jobs: The dangerous allure of the 70-hour workweek. Harvard Business Review. 84 (12), 4959. Hochschild, A.R. (1997) The times bind: When work becomes home and home becomes work. New York, Metropolitan book. Holman, D. (2013) Job types and job quality in Europe. Human Relations. 66 (4), 475502. Hosie, P.J. and Sevastos, P. (2009) Does the happyproductive worker thesis apply to managers? International Journal of Workplace Health Management. [Online] 2 (2), 131160. Available at: doi:10.1108/17538350910970219. International Institute for Labour Studies, Greve, R.M. and International Labour Office eds. (1977) Bibliography on major aspects of the humanisation of work and the quality of working life. Geneva, International Labour Office. International Labour Office and Labour Administration, L.I. and O.S. and H.B. (2016) Workplace stress: a collective challenge. [Online]. Geneva, ILO. Available at: http://www.ilo.org/public/libdoc/ilo/2016/490656.pdf (Accessed: 14 June 2016). International Labour Organization (2015) The changing nature of jobs de Jonge, J., Bosma, H., Peter, R. and Siegriest, J. (2000) Job strain, e€ort-reward imbalance and

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employee well-being: a large-scale cross-sectional study. Social Science & Medicine. 5013171327. Jönsson, B. (1982) The quality of work lifethe volvo experience. Journal of Business Ethics. 1 (2), 119126. Karasek, R.A. (1979) Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly. [Online] 24 (2), 285. Available at: doi:10.2307/2392498. Kowalski, T.H.P. and Loretto, W. (2017) Well-being and HRM in the changing workplace. The International Journal of Human Resource Management. [Online] 28 (16), 22292255. Available at: doi:10.1080/09585192.2017.1345205. Laloux, F. (2014) Reinventing organizations. A guide to creating organizations inspired by the next stage of human Consciousness. Nelson Parker. Brussels. Larouche, V. and Trudel, J. (1983) La qualité de vie au travail et lhoraire variable. Relations industrielles. [Online] 38 (3), 568. Available at: doi:10.7202/029379ar. Linhart, D. (2015a) La comédie humaine du travail. De la deshumanisation taylorienne à la sur-humanisation managériale. Sociologie clinique. Toulouse, Erès. Mauroux, A. (2016) Chiffres clés sur les conditions de travail et la santé au travail. McMahan, E.A. and Estes, D. (2011) Hedonic Versus Eudaimonic Conceptions of Well-being: Evidence of Differential Associations With Self-reported Well-being. Social Indicators Research. [Online] 103 (1), 93108. Available at: doi:10.1007/s11205-010-9698-0. Méda, D. (2016) The future of work: The meaning and the value of work in Europe [Online]. p.43. Available at: https://hal.archives-ouvertes.fr/hal-01616579/document. Meneton, P., Kesse-Guyot, E., Méjean, C., Fezeu, L., et al. (2014) Unemployment is associated with high cardiovascular event rate and increased allcause mortality in middleaged socially privileged individuals. International archives of occupational and environmental health. 88707716. Messenger, J., Llave Vargas, O., Gschwind, L., Böhmer, S., et al. (2017) Working anytime, anywhere: the effects on the world of work. EF 16/58/EN. Luxembourg, Publications Office of the European Union. Morgeson, F.P. and Humphrey, S.E. (2006) The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of Applied Psychology. [Online] 91 (6), 13211339. Available at: doi:10.1037/0021-9010.91.6.1321. Morgeson, F.P., Medsker, G.J. and Campion, M.A. (2006) Job and team design. In: Handbook of human factors and ergonomics. 3rd edition. [Online]. Hoboken, NJ, John Wiley & Sons, Inc. pp. 428457. Available at: https://pdfs.semanticscholar.org/41b9/5b14fab2513191a75d7848cb6707bc186b0a.pdf (Accessed: 30 August 2017). Naumann, S.E., Bies, R.J. and Martin, C.L. (1995) The roles of organizational support and justice during a layoff. Academy of Management Journal. Nelson, K., Boudrias, J.-S., Brunet, L., Morin, D., et al. (2014) Authentic leadership and psychological well-being at work of nurses: The mediating role of work climate at the individual level of analysis. Burnout Research. [Online] 1 (2), 90101. Available at: doi:10.1016/j.burn.2014.08.001. Nielsen, K. (2013) Review article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions. Human Relations. 66 (8), 10291050. Nielsen, K., Nielsen, M.B., Ogbonnaya, C., Känsälä, M., et al. (2017) Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis. Work & Stress. [Online] 31 (2), 101120. Available at: doi:10.1080/02678373.2017.1304463. Parent-Thirion, A., Biletta, I., Cabrita, J., Vargas, O., et al. (2016) Sixth European Working Conditions Survey Overview report. EF1634. Publications Office of the European Union, Luxembourg., Eurofound. Pelletier, J. (2015) La QVT: une voie pour innover. La revue des conditions de travail. 31624. Puranam, P., Alexy, O. and Reitzig, M. (2014) Whats New About New Forms of Organizing? Academy of Management Review. [Online] 39 (2), 162180. Available at:

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doi:10.5465/amr.2011.0436. Reid, E. and Ramarajan, L. (2016) Managing the High-Intensity Workplace. Harvard Business Review. 948490. Richer, M. (2013) Bien-être et efficacité - pour une politique de qualité de vie au travail [Online]. Available at: http://www.tnova.fr/sites/default/files/130318%20-%20Bien-%C3%AAtre%20et%20efficacit%C3%A9%20-%20pour%20une%20politique%20de%20qualit%C3%A9%20de%20vie%20au%20travail%20-%20Martin%20Richer.pdf. Ryan, R.M. and Deci, E.L. (2001) On happiness and human potentials: A review of research on hedonic and eudaimonic well-being. Annual Review of Psychology. 52 (1), 141166. Sachs, J., Becchetti, L. and Annett, A. (2016) World Happiness Report , Special Rome Edition (Vol. II). New York, Sustainable Development Solutions Network. Schulte, P. and Vainio, H. (2010) Well-being at work: Overview and perspective. Scandinavian Journal of Work, Environment & Health. [Online] 36 (5), 422429. Available at: doi:10.5271/sjweh.3076. Seppala, E. and Moeller, J. (2018) 1 in 5 Highly EngagedEmployees Is at Risk of Burnout. Harvard Business Review. Siegrist, J. (1996) Adverse health effects of high-effort/low-reward conditions. Journal of Occupational Health Psychology. 1 (1), 27. Smets, M. and Jarzabkowski, P. (2013) Reconstructing institutional complexity in practice: A relational model of institutional work and complexity. Human Relations. 66 (10), 12791309. Snell, L., Sok, P. and Danaher, T.S. (2015) Achieving growth-quality of work life ambidexterity in small firms Dr Laszlo Sajtos (ed.). Journal of Service Theory and Practice. [Online] 25 (5), 529550. Available at: doi:10.1108/JSTP-04-2014-0064. Spicer, A. and Cederström, C. (2015) The Research Weve Ignored About Happiness at Work Thebaud-Mony, A., Daubas-Letourneux, V., Frigul, N. and Jobin, P. (2012) Santé au travail. Approches critiques. La découverte Recherches. Paris. Thebaud-Mony, A., Davezies, P., Vogel, L. and Volkoff, S. (2015) Les risques du travail. Pour ne pas perdre sa vie à la gagner. La Découverte. Paris. Valcour, M. (2016) Beating Burnout. Harvard Business Review. Weinberg, A. and Cooper, C. (2007) Surviving the workplace. A guide to emotional well-being. Psychology at work. Thomson. London. Wright, T. and Cropanzano, R. (2007) The happy/productive worker thesis revisited. Research in Personnel and Human Resources Management. [Online] 26269307. Available at: doi:10.1016/S0742-7301(07)26006-2.


ELECTIF : MANAGEMENT, PRINCIPLES & PRACTICIES


PGE.FINM1.HRELE.0324


ELECTIF : MANAGEMENT, PRINCIPLES & PRACTICIES

Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




41 / 89

0 12 0 28 0 40

Programme Program

M1 ABM France



Module -


elective






EZZEROUALI Amine


None



Belo Horizonte

Lille

Paris

Sophia

Suzhou

Raleigh

Other


Course description

« Management » is probably one the most used words in business & organisations, and yet, its understanding may differ from one person to another. Is management a science? A process? A job? An activity? An art? « Management Principles and Practices » is an online elective that introduces the four main managerial functions: Planning, Organising, Leading and Controlling. The main objective of this elective is to help students develop their managerial skills. Key concepts and applications of "what managers really do" will be addressed in 4 modules, each connecting theory to practice through texts, case studies and videos. Regarding the assessment, there are two individual assignments. First, each student will submit a short video of 2-3 minutes in which they illustrate one of the four managerial functions. Second, each student will complete a Multiple Choice Questionnaire (MCQ) that tackles the course content (course content and papers). The short video assignment will count for 50% of the grade, and the MCQ will count for 50% of the grade.

Thémes /

Topics

Planning - Organising - Leading - Controlling

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/ Intended Learning

Outcomes and Skills


Know the main managerial functions Understand the main managerial challenges Aptitudes cognitives / Cognitive skills

Link theoretical concepts to managerial practices Connect thinking and doing in management Attitudes / Key transferable skills

Identify priorities in managerial activities Structure and organize managerial activities Ethical and social understanding

Understand the main responsibilities of managers towards their stakeholders






Non / No


Student Assessment


0 %




100 %



Nb midterms : 0


Teaching Methods


eLearning


Cours interactifs / Interactive lectures - Etudes de cas / Case studies - Devoirs / Assignments


Introduction Module 1 - Planning Module 2 - Organising Module 3 - Leading Module 4 - Controlling


Fundamentals of Management: Essential concepts and applications. 9th Edition. Robbins S., DeCenzo D. and Coulter M. (2015). Pearson. Management, Global Edition. 11th Edition. Robbins S. and Coulter M. (2016). Pearson.

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FRENCH ADVANCED (for non Native Speakers)

Course Code PGE.FINM1.LGCOR.4311 (FALL) / PGE.FINM1.LGCOR.4331 (SPRING)

ECTS Credits 2

Course Leader

POMMIER Jean-Paul

Contact Hours

24

Department Dept. Languages and Personal Development

Programme PGE - M1 ABM France

Prerequisites There are no pre-requisites for this course.

Course Description

This course is designed for students who have an advanced knowledge of French (students who have

successfully passed the Intermediate (B1) course or who have 300+ hours of prior study). Students

will enhance their ability to use French in the four skills (speaking, listening, reading and writing) in

diverse and complex work and social contexts. Students will further enhance their understanding and

writing of French in complex texts. By the end of this course, students will be able to communicate in

a range of social and professional situations at an advanced level. The course aims to prepare

students for a period of study or work abroad by further consolidating cultural awareness of France

and other francophone countries and by focusing on contemporary business-related issues.

Overall, students will attain a level comparable to B2/C1 CEFR.

Course Open to Exchange Students

Lille /Fall;Paris /Fall;Sophia /Fall;Lille /Spring;Paris /Spring;Sophia /Spring

Semester fall;spring

Campus Lille;Paris;Sophia

Evaluation

Final Examination

(%)

30

Nature of final exam

Epreuve sur table - Supervised exam;Others

Continuous Assessment

(%)

70

Recommended Reading

Websites Apprendre le français avec RFi :

https://savoirs.rfi.fr/fr/recherche/rubrique/apprendre/objectif/apprendre-et-perfectionner-le-francais-

2707 Apprendre le français avec TV5 Monde :

http://apprendre.tv5monde.com/?utm_source=tv5monde&utm_medium=metanav&utm_campaign=l

angue-francaise_apprendre-le-francais Dictionnaire en ligne Reverso :

http://dictionnaire.reverso.net/

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FRENCH BEGINNER I (for non native speakers)


ECTS Credits 2

Course Leader

POMMIER Jean-Paul

Contact Hours

24



Prerequisites There are no-prerequisites for this course.

Course Description

This course is designed for students with no prior knowledge of the language and offers an

introduction to French language and francophone culture. Students will study French pronunciation

and develop knowledge of the language in all four skills at a basic level. By the end of this course,

students will be able to communicate in a range of daily life situations at a basic level. The course

aims to prepare students for a period of study abroad by increasing cultural awareness of France and

other francophone countries and to enable students to acquire language skills and attitudes for

further study of French.

Overall, this course prepares students to reach a level comparable to A1 CEFR.





Evaluation

Final Examination

(%)

30


Others


(%)

70

Recommended Reading





angue-francaise_apprendre-le-francais Français Intéractif : http://www.laits.utexas.edu/fi/home

Dictionnaire en ligne Reverso : http://dictionnaire.reverso.net/

FRENCH INTERMEDIATE (for non Native Speakers)


ECTS Credits 2

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Course Leader

POMMIER Jean-Paul

Contact Hours

24




Course Description

This course is designed for students who have an intermediate knowledge of French (students who

have successfully passed the Elementary (A2) course or who have approximately 200-250 hours of

prior study). Students will further develop their ability to use French in the four skills (speaking,

listening, reading and writing) in familiar work and social contexts. By the end of this course, students

will be able to communicate in a range of social and professional situations at intermediate level. The

course aims to prepare students for a period of study abroad by further consolidating cultural

awareness of France and other francophone countries and to enable students to acquire language

skills and attitudes for further study of French.

Overall, students will attain a level comparable to B1 CEFR.





Evaluation

Final Examination

(%)

30




(%)

70

Recommended Reading





angue-francaise_apprendre-le-francais Dictionnaire en ligne Reverso :

http://dictionnaire.reverso.net/

FRENCH POST-BEGINNER (for non Native Speakers)


ECTS Credits 2

Course Leader

POMMIER Jean-Paul

Contact Hours

24

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Course Description

This course is designed for students who have a basic knowledge of French (students will have

successfully passed the Beginner I and II course or have approximately 50 hours of prior study).

Students will consolidate their pronunciation and their knowledge of the language in all four skills at

a basic level. By the end of this course, students will be able to communicate in a range of simple

daily life situations. The course aims to prepare students for a period of study abroad by increasing

cultural awareness of France and other francophone countries and to enable students to acquire

language skills and attitudes for further study of French.

Overall, students will attain a level comparable to A1 CEFR.





Evaluation

Final Examination

(%)

30




(%)

70

Recommended Reading





angue-francaise_apprendre-le-francais Français Intéractif : http://www.laits.utexas.edu/fi/home

Dictionnaire en ligne Reverso : http://dictionnaire.reverso.net/

GERMAN ADVANCED


ECTS Credits 2

Course Leader LAMBRECHT, Anne-EXT

Contact Hours 24




Course Description This course is designed for students who have an advanced knowledge of German (students

who have successfully passed the Intermediate (B1) course in L3 or who have 300+ hours of

prior study). Students will enhance their ability to use German in the four skills (speaking,

47 / 89

listening, reading and writing) in diverse and complex work and social contexts. Students will

further enhance their understanding and writing of German in complex texts. By the end of

this course, students will be able to communicate in a range of social and professional

situations at an advanced level. The course aims to prepare students for a period of study or

work abroad by further consolidating cultural awareness of Germany and other countries

where the language is spoken and by focusing on contemporary business-related issues.






Evaluation

Final Examination (%)

30

Nature of final exam Epreuve sur table - Supervised exam;Others

Continuous Assessment (%)

70

Recommended Reading

Websites Grammatik: http://www.grammatikdeutsch.de/index.html Deutsch für Dich:

https://www.goethe.de/prj/dfd/de/home.cfm (mit Anmeldung/inscription gratuite)

Grammatik, Wortschatz und Leseverstehen: https://allemand.org Hörverstehen mit Video:

http://www.dw.com/de/deutsch-lernen/video-thema/s-12165

GERMAN ELEMENTARY


ECTS Credits 2


Contact Hours 24




Course Description This course is designed for students who have an elementary knowledge of German and who

have approximately 100-150 hours of prior study. Students will further develop their ability to

use German in the four skills (speaking, listening, reading and writing), improve their

pronunciation and increase their confidence in the language. By the end of this course,

students will be able to deal with a diverse range of daily life situations and communicate on a

range of familiar topics. The course aims to prepare students for a period of study abroad by

increasing cultural awareness of Germany and other countries where the language is spoken

and to enable students to acquire language skills and attitudes for further study of German.






48 / 89

Evaluation


30



70

Recommended Reading





GERMAN INTERMEDIATE


ECTS Credits 2


Contact Hours 24




Course Description This course is designed for students who have an intermediate knowledge of German

(students who have successfully passed the Elementary (A2) course in L3 or who have

approximately 200-250 hours of prior study). Students will further develop their ability to use

German in the four skills (speaking, listening, reading and writing) in familiar work and social

contexts. By the end of this course, students will be able to communicate in a range of social

and professional situations at intermediate level. The course aims to prepare students for a

period of study abroad by further consolidating cultural awareness of Germany and other

countries where the language is spoken and to enable students to acquire language skills and

attitudes for further study of German.






Evaluation


30



70

Recommended Reading



49 / 89



ITALIAN ADVANCED


ECTS Credits 2

Course Leader DEL GAUDIO, Roberto-EXT

Contact Hours 24




Course Description This course is designed for students who have an advanced knowledge of Italian (students


prior study). Students will enhance their ability to use Italian in the four skills (speaking,


further enhance their understanding and writing of Italian in complex texts. By the end of this

course, students will be able to communicate in a range of social and professional situations at

an advanced level. The course aims to prepare students for a period of study or work abroad

by further consolidating cultural awareness of Italy and by focusing on contemporary

business-related issues.






Evaluation


30



70

Recommended Reading

Marina Falcinelli, Alberto Mazzetti QUI ITALIA.IT. Corso di lingua italiana per stranieri. Livello

avanzato.Con DVD Mondadori Education, 2014

Websites http://www.italiano.rai.it/ (Cours de langue italienne avec documents vidéo et audio, textes et

exercices) http://italianoperstranieri.loescher.it/materiale-didattico (Site de documents audio

et vidéos avec sous-titres) http://parliamoitaliano.altervista.org/ (site d’explications et

d’exercices de grammaire) http://www.bbc.co.uk/languages/italian/ (site de la BBC sur la

langue italienne) http://rai.it/ (site de la télé et de la radio publique italienne, programmes

d’actualités, de culture, de société avec des vidéos souvent sous-titrées en italien)

ITALIAN ELEMENTARY


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ECTS Credits 2


Contact Hours 24




Course Description This course is designed for students who have an elementary knowledge of Italian and who


use Italian in the four skills (speaking, listening, reading and writing), improve their




increasing cultural awareness of Italy and to enable students to acquire language skills and

attitudes for further study of Italian.






Evaluation


30

Nature of final exam Epreuve sur table - Supervised exam


70

Recommended Reading

G. V. Beliaeva, E. I. Gorskaia, N. M. Lutskaia L’italiano all'universita: Libro + CD Audio 1 (Level

A1-A2) Edizioni Edilingua, 2012 G. V. Beliaeva, E. I. Gorskaia, N. M. Lutskaia L’italiano

all'universita: Libro + CD Audio 2 (Level A1-A2) Edizioni Edilin







ITALIAN INTERMEDIATE


ECTS Credits 2


Contact Hours 24




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Course Description This course is designed for students who have an intermediate knowledge of Italian (students

who have successfully passed the Elementary (A2) course in L3 or who have approximately

200-250 hours of prior study). Students will further develop their ability to use Italian in the

four skills (speaking, listening, reading and writing) in familiar work and social contexts. By the

end of this course, students will be able to communicate in a range of social and professional

situations at intermediate level. The course aims to prepare students for a period of study

abroad by further consolidating cultural awareness of Italy and to enable students to acquire

language skills and attitudes for further study of Italian.






Evaluation


30



70

Recommended Reading

Marina Falcinelli, Alberto Mazzetti QUI ITALIA.IT. Corso di lingua italiana per stranieri. Livello

intermedio.Con DVD Mondadori Education, 2012







PORTUGUESE ADVANCED


ECTS Credits 2

Course Leader DA SILVA, Isabel-EXT

Contact Hours 24




Course Description This course is designed for students who have an advanced knowledge of Portuguese

(students who have successfully passed the Intermediate (B1) course in L3 or who have 300+

hours of prior study). Students will enhance their ability to use Portuguese in the four skills

(speaking, listening, reading and writing) in diverse and complex work and social contexts.

Students will further enhance their understanding and writing of Portuguese in complex texts.

By the end of this course, students will be able to communicate in a range of social and

professional situations at an advanced level. The course aims to prepare students for a period

of study or work abroad by further consolidating cultural awareness of Brazil, Portugal and

other lusophone countries and by focusing on contemporary business-related issues.


52 / 89





Evaluation


30



70

Recommended Reading

Websites Português, O seu sítio da Língua Portuguesa : http://portugues.uol.com.br/ Só Português :

https://www.soportugues.com.br/ Norma Culta, Língua Portuguesa em bom Português:

https://www.normaculta.com.br/ Dicio, Dicionário Online de Português :

https://www.dicio.com.br/

PORTUGUESE BEGINNER


ECTS Credits 2


Contact Hours 24



Prerequisites There are no-prerequisites for this course.

Course Description Note: this beginner Portuguese course is not suitable if you are not a French speaker or do not

have an advanced level of French as most explanations are given in French.

This course is designed for students with no prior knowledge of the language and offers an

introduction to Portuguese language and lusophone culture. Students will study Portuguese

pronunciation and develop knowledge of the language in all four skills at a basic level. By the

end of this course, students will be able to communicate in a range of daily life situations at a

basic level. The course aims to prepare students for a period of study abroad by increasing

cultural awareness of Brazil, Portugal and other lusophone countries and to enable students to

acquire language skills and attitudes for further study of Portuguese.

Overall, this course prepares students to reach a level comparable to A1 CEFR.





Evaluation


30



70

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Recommended Reading





PORTUGUESE ELEMENTARY


ECTS Credits 2


Contact Hours 24




Course Description This course is designed for students who have an elementary knowledge of Portuguese and

who have approximately 100-150 hours of prior study. Students will further develop their

ability to use Portuguese in the four skills (speaking, listening, reading and writing), improve

their pronunciation and increase their confidence in the language. By the end of this course,



increasing cultural awareness of Brazil, Portugal and other lusophone countries and to enable

students to acquire language skills and attitudes for further study of Portuguese.






Evaluation


30



70

Recommended Reading





PORTUGUESE POST-BEGINNER


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ECTS Credits 2


Contact Hours 24




Course Description Note: this post-beginner Portuguese course is not suitable if you are not a French speaker or

do not have an advanced level of French as most explanations are given in French.

This course is designed for students who have a basic knowledge of Portuguese (students will

have successfully passed the L3 Real Beginner (A0) course or have approximately 24 hours of

prior study). Students will consolidate their pronunciation and their knowledge of the

language in all four skills at a basic level. By the end of this course, students will be able to

communicate in a range of simple daily life situations. The course aims to prepare students for

a period of study abroad by increasing cultural awareness of Brazil, Portugal and other

lusophone countries and to enable students to acquire language skills and attitudes for further

study of Portuguese.





Campus

Evaluation


30



70

Recommended Reading





SPANISH ADVANCED


ECTS Credits 2

Course Leader ROJO, Pablo-EXT

Contact Hours 24




Course Description This course is designed for students who have an advanced knowledge of Spanish (students


prior study). Students will enhance their ability to use Spanish in the four skills (speaking,

55 / 89


further enhance their understanding and writing of Spanish in complex texts. By the end of

this course, students will be able to communicate in a range of social and professional

situations at an advanced level. The course aims to prepare students for a period of study or

work abroad by further consolidating cultural awareness of Spanish and other countries where

the language is spoken and by focusing on contemporary business-related issues.






Evaluation


30



70

Recommended Reading

Websites Institut Cervantes : http://www.cervantes.es/default.htm Habla cultura :

https://hablacultura.com/ Aprender Espagnõl : https://aprenderespanol.org/ Todo claro :

http://www.todo-claro.com/c_index.php Practica Espagnõl: http://www.practicaespanol.com/

SPANISH ELEMENTARY


ECTS Credits 2

Course Leader GARCIA, Judit-EXT

Contact Hours 24




Course Description This course is designed for students who have an elementary knowledge of Spanish and who


use Spanish in the four skills (speaking, listening, reading and writing), improve their




increasing cultural awareness of Spanish and other countries where the language is spoken

and to enable students to acquire language skills and attitudes for further study of Spanish.






Evaluation

56 / 89


30



70

Recommended Reading




SPANISH POST-BEGINNER


ECTS Credits 2

Course Leader GARCIA, Judit-EXT

Contact Hours 24




Course Description This course is designed for students who have a basic knowledge of Spanish (students will

have successfully passed the L3 Real Beginner (A0) course or have approximately 24 hours of

prior study). Students will consolidate their pronunciation and their knowledge of the

language in all four skills at a basic level. By the end of this course, students will be able to

communicate in a range of simple daily life situations. The course aims to prepare students for

a period of study abroad by increasing cultural awareness of Spain as well as Central and

Soutth Amercian countries where Spanish is spoken and to enable students to acquire

language skills and attitudes for further study of Spanish.






Evaluation


30



70

Recommended Reading




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MSc - International Business

ADVANCED STRATEGY

Course Code PGE.APPM2.STCOR.3311

ECTS Credits 3

Course Leader WEISBERG, Mitchell-EXT

Contact Hours 18

Department Dept. Stratégy, Entrepreneurship and Economics

Programme MSc - International Business

Prerequisites Strategy 1 (M1)

Course Description The objective of the course is to understand how companies elaborate strategic decisions to

support corporate growth. Profitable growth remains a top-priority for most companies. It is a

condition to survive for startup companies. It often is a means to guarantee sustainable

profitability for larger corporations. However, it is difficult to achieve in the long run and may

put the company at risk if not successful.

By using a combination of lectures, teaching, case studies, team projects, this course will

provide an overview of growth options in different contexts.


Belo /Spring;Paris /Spring;Raleigh /Spring;Suzhou /Spring

Semester spring

Campus Belo Horizonte;Paris;Raleigh

Evaluation


50

Nature of final exam Quizz


50

Recommended Reading

Websites

EMPLOYABILITY AND CAREER 2

Course Code MSC.TRCM2.DREOR.0002

ECTS Credits 1

Course Leader BEAUGRAND Audrey

Contact Hours 6

Department Career Center - Employability


Prerequisites No prerequisites.

Course Description This course is managed by the Career Center. In order to validate this course, students have to:

1 MANDATORY : Attend two workshops (1h30 each) on specific themes (1st workshop : Wage

Negotiation & 2nd workshop : How to succeed in the first position

(Risks/Leadership/Corporate Codes) ?) + EVALUATION

2 NOT MANDATORY : Attend Career Events during the semester (date to be determined)

organized by the career center of your campus

MAIN CONTACTS FOR YOUR PROGRAM:

LILLE: Audrey BEAUGRAND & Feryel HOUSSEIN

PARIS: Laura SINDONINO, Sophie Ripoche & Janice M'BENGO (for International students)

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SOPHIA: Sylvie MARTINAUD, Anne DUFLOS (for International students)

SUZHOU : April YANG

RALEIGH : Laura SCLAFANI

BELO HORIZONTE : Geneviève POULINGUE


Belo /Spring;Lille /Spring;Paris /Spring;Raleigh /Spring;Sophia /Spring;Suzhou /Spring

Semester spring

Campus Belo Horizonte;Lille;Paris;Raleigh;Sophia;Suzhou

Evaluation


100

Nature of final exam Report / Dissertation;Class participation


0

Recommended Reading

Lectures obligatoires / Required readings: Lectures Recommandées / Recommanded

readings:

Websites None.

EUROPEAN LEGAL ISSUES FOR BUSINESS

Course Code MSC.IBNM2.LTCOR.0003

ECTS Credits 3

Course Leader STAPLETON, Arthur-EXT

Contact Hours 18

Department Dept. Management, Law and Organization


Prerequisites n/a

Course Description This course provides an understanding of the essential elements of International contracts.

Thus, students will become familiar with an International contract in particular real

international contracts, templates and contract forms. They will develop skills to identify the

main clauses and the unavoidable elements of an international agreement. Students will

become familiar and comfortable with the contract terms, so that they could be aware of

contract traps.


Paris /Spring

Semester spring

Campus Paris

Evaluation


100



0

Recommended Reading

A powerpoint file is available on K2.

Websites

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GLOBAL PRODUCT DEVELOPMENT AND MANAGEMENT

Course Code MSC.IBNM2.MKCOR.0019

ECTS Credits 5

Course Leader REICHERT, Roger-EXT

Contact Hours 30

Department Dept. Marketing


Prerequisites -

Course Description The world is becoming increasingly connected, raising many challenges in terms of

organisational management, product development and cross-border collaboration. Global

product development is a new way of thinking that aims to utilise and manage the power of

the global market to design and manufacture intelligent, sustainable and internationally

competitive products.This course develops highly employable leaders able to respond to the

challenges and demands of modern globalised markets. Students are introduced to cutting-

edge technologies for worldwide product development and management, including concept

creation and creativity for practical product engineering. We will use the approach of "design

thinking" as the front end method for this course.


Paris /Spring

Semester spring

Campus Paris

Evaluation


100

Nature of final exam Presentation;Report / Dissertation


0

Recommended Reading

Don Norman (2013), The Design of everyday things. Basic books Peter G. Rowe(1987) Design

Thinking, The MIT Press Roger Martin (2009) The Design of business, Harward Business Press

Marc Stickdorn and Jakob Schneider (2011), This is service design thinking,

Websites

INTERNATIONAL BUSINESS GAME: SKEMASIM

Course Code MSC.IBNM2.STCOR.0032

ECTS Credits 3

Course Leader MESCHI Pierre Xavier

Contact Hours 18



Prerequisites Strategy

Course Description The « SKEMA Multicampus Business Simulation » (otherwise known as SKEMASIM) course is a

6-day seminar organized simultaneously in the different SKEMA campuses across the world

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(France, China and USA). It is made up of the business simulation itself, some tutorial

conferences, and the writing of an annual activity report.



Semester spring

Campus Belo Horizonte;Paris;Raleigh;Suzhou

Evaluation


25

Nature of final exam Report / Dissertation


75

Recommended Reading

Lectures obligatoires / Required readings : Lectures Recommandées / Recommanded

readings : (1) BRULHART F., GUIEU, G. & MESCHI P.-X., La Croissance de l’Entreprise avec la

Méthode des Cas, Eyrolles et Centrale des Cas et des Médias Pédagogiques, 2011.

Websites www.webtolearn,com/skemasim

INTERNATIONAL CORPORATE GOVERNANCE

Course Code MSC.IBUM2.STELE.0063

ECTS Credits 2

Course Leader GIROD, Patricia-EXT

Contact Hours 18



Prerequisites Good knowledge of Fundamentals of corporate governance

Course Description The course will emphasize governance practices and development across continents.

Globalization has emphasized différences in the control of corporations. Unlike the anglo-

saxon model, other governance models may emphasize the importance of other stakeholders

such as employees (german model), the state (China and other emerging economies), or bank

(Japan). The course will focus on a few examples across the world and discuss implications for

management performance, corporate conduct and at the macro-level how it affects the

economy.


Paris /Spring

Semester spring

Campus Paris

Evaluation


40

Nature of final exam Others


60

Recommended Reading

Provided on K2 prior to starting the course (research articles)

Websites

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Course Code MSC.IBNM2.FICOR.0061

ECTS Credits 6

Course Leader DESOKY Mohamed

Contact Hours 30

Department Dept. Accounting and Finance


Prerequisites None

Course Description This course provides an overview of the nature and operation of global capital markets and

traded financial instruments. Students are exposed to the organisation of the international

financial system and the markets for stocks, bonds, commodities and foreign exchange.



Semester spring

Campus Belo Horizonte;Paris;Raleigh;Suzhou

Evaluation


40



60

Recommended Reading

Lectures obligatoires / Required readings : Available on Cyberlibris at www.scholarvox.com: 1)

Economics for Investment Decision Makers Workbook : Micro, Macro, and International

Economics, Piros and Pinto, John Wiley & Sons, 2013, Chapters 5, 8, 9 and 1

Websites http://databank.worldbank.org/data/home.aspx http://stats.oecd.org/

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Code MSC.IBNM2.HRCOR.0003

ECTS Credits 4

Course Leader JARRETT, Vanessa-EXT

Contact Hours 24



Prerequisites N/A

Course Description This programme introduces Human Resources Management and Strategic HR Practices in

today’s global economy. The role and responsibilities of the International HR Manager is

explored and essential key qualities, competencies to operate within a global context and the

challenges faced both on a macro and micro level.


Paris /Spring

Semester spring

Campus Paris

Evaluation

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40

Nature of final exam Presentation;Class participation


60

Recommended Reading

Lectures obligatoires / Required readings : Specified in the course syllabus and specific to

each campus. Lectures Recommandées / Recommended readings : Dowling, Festing & Engle.

2007. International Human Resources Management. Thompson Learning.Evans,

Websites

NEGOCIATION PRACTICE

Course Code MSC.IBNM2.STELE.0047

ECTS Credits 3

Course Leader AMMAR Oussama

Contact Hours 18

Department Dept. Marketing


Prerequisites None

Course Description This course is designed to provide students with both a conceptual and practical

understanding of interpersonal relationship: communication techniques serving as successful

negotiation. Class sessions are highly interactive and require the active engagement of each

student in order to learn the multiple facets of negotiation. Course content includes the

fundamentals of negotiation, based upon a highly effective methodology (from preparation to

closing the deal) used by professionals all over the world. It encompasses the whole process of

developing a fruitful discussion that eventually leads to an agreement. Practise is the key word,

and filmed role plays are used as the most effective tool to understand and learn these

techniques. Students will participate in one-to-one, one-to-several, with the complexity of

negotiations increasing as the course progresses. This course is designed in an executive

education format; as such, there are no formal presentations.


Paris /Spring;Raleigh /Spring;Suzhou /Spring

Semester spring

Campus Paris;Raleigh;Suzhou

Evaluation


50

Nature of final exam Class participation


50

Recommended Reading

The MInd and Heart of the Negotiator, Leigh L. Thompson (reference; not required)

Websites http://davidhenard.com

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RISK AND CRISIS MANAGEMENT FOR GLOBAL BUSINESSES

Course Code MSC.IBRM2.STELE.0054

ECTS Credits 3

Course Leader EZZEROUALI Amine

Contact Hours 18



Prerequisites N/A

Course Description This course addresses risk and crisis management frameworks for MNCs, focusing on strategic,

operational and technological risks through extant theory and case study examples of

successful and failed risk and crisis management strategies. At the end of this course, students

are expected to know what are the main foundations, frameworks and practices of risk and

crisis management; to identify the key challenges in managing risk and crisis within Global

businesses; and to be able to implement effective risk and crisis management strategies and

practices.


Paris /Spring;Raleigh /Spring

Semester spring

Campus Paris;Raleigh

Evaluation


50



50

Recommended Reading

Crandall, W. R., Parnell, J. A., Spillan, J. E. 2009. Crisis Management in the New Strategy

Landscape, Sage publications. Regester, M., Larkin, J. 2005. Risk Issues and Crisis Management

: A Casebook of Best Practice (3rd Edition), Kogan Page.

Websites

Doing Business in Africa


MSC.IBUM2.STELE.0065



Crédits Credits

3


spring


2019/2020




Travail en équipe

Team work




24 0 0 36 0 60

Programme Program

International Business

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Dept. Stratégy, Entrepreneurship and Economics

Module ELECTIVE COURSE


elective

Campus Autre / Other





DESBORDES Rodolphe


None



Belo Horizonte

Lille

Paris

Sophia

Suzhou

Raleigh

Other


Course description

This course introduces students to the reality of conducting business in Africa. The course will focus on identifying investment opportunities and potential markets, as well as the relevant components of effectively operating a business in Africa.

Thémes /

Topics



/ Intended Learning

Outcomes and Skills


Students will acquire the tools and skills necessary to navigate the business landscape in Africa. Aptitudes cognitives / Cognitive skills

Understand the context: socio-economic, political, and business. Discuss new opportunities related to key successful industries: agribusiness, tourism and financial services, Discuss success models with some local entrepreneur and managers of both indigenous and foreign companies (if possible). Understand the management challenges of working in Africa, such as political risks, human resources and financial issues. Attitudes / Key transferable skills

Increased knowledge of the African context. Critical thinking with regard to a new business environment.

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Multi-cultural awareness and abilities with numerous exercises. Robust decision-making in highly uncertain and rapidly changing environments. Ethical and social understanding

Understanding of the African context.





LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO2.2 : To recognize and use positively the various dimensions of diversity : LG2 : Graduates should be able to work effectively in a multicultural team LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO4.1 : To analyze globalization and evaluate its effects on business : LG4 : Graduates should be able to manage in the global knowledge economy LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO4.3 : To benchmark existing knowledge and apply it to finding new solutions to problems : LG4 : Graduates should be able to manage in the global knowledge economy


Non / No


Student Assessment


50 %


66 / 89

Rapport écrit / Dissertation - Report / Dissertation, Participation - Class participation Autre, précisez / Other, precise:


50 %


Nb midterms : 0


Teaching Methods





The course is organized around (5) themes that transcend all business sectors in Africa in ways that are different than in other emerging markets: 1) Access to growth capital; 2) Market segmentation and selection including country, region, sector, and supply chain; 3) Technology adoption; 4) Leadership and management; 5) Logistics. The course will focus on case studies that will touch on financing opportunities, structuring, insurance and credit markets; risk weighted assets and structuring of debt.


The course will take place on the campus of our partner institution, African School of Economics, in Benin. The lecturer will be determined later


MSc - International Human Resources & Performance Management

Benefits and Compensation in International Organisations

Course Code MSC.IHRM2.MLCOR.0008

ECTS Credits 2

Course Leader MIDDELMANN Anke

Contact Hours 12


Programme MSc - International Human Resources & Performance Management

Prerequisites No formal academic pre-requisite. Students may be required to do pre-course work.

Course Description This course looks at the various aspects of Benefits and Compensation within organisations

and their place within human resources. It will introduce students to salary models and

policies; the issues and challenges accompanying the internationalisation of businesses will

also be examined.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50


67 / 89


50

Recommended Reading

Berger, Lance A. and Dorothy R. Berger. The compensation handbook. Sixth Edition. New York:

McGraw-Hill, 2015.

Websites https://www.shrm.org

Designing Innovative Learning


ECTS Credits 2

Course Leader HAAS Aurore

Contact Hours 12



Prerequisites None

Course Description The learning organization is not a myth. Increasingly, companies need to recreate innovative

learning environments, not only to boost employees' skills but also to create a culture of

sharing, trust and creativity (essential skills for 21st century leaders). Digital technologies will

also be examined as one of the components of new ways of learning nowadays.


Paris /Spring

Semester spring

Campus Paris

Evaluation


60

Nature of final exam Quizz;Others


40

Recommended Reading

Websites



ECTS Credits 1


Contact Hours 6








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SUZHOU : April YANG





Semester spring


Evaluation


100



0

Recommended Reading


readings:

Websites None.

HR and The Legal Environment - Comparative Labour Law


ECTS Credits 3


Contact Hours 18



Prerequisites While there may not be a specific pre-requisite for this course, students will be encouraged to

do pre-reading to ensure a basic understanding prior to the start of the course.

Course Description The aim of the course is to give students comprehensive and coherent knowledge of the key

concepts of Comparative Labor Law, and to provide tools to solve or to avoid legal problems

arising in the practice of international business.

This course focuses on the main issues relating to Comparative Labor Law. Students will

become familiar with the different employee hiring methods. Then, they will understand the

measures adopted to protect employees against discrimination (eg: wages; minority groups,

etc). The new technologies as a threat to privacy will be also analysed. Students will become

familiar with labor law clauses; they will be able to write labor law contract. Last, students will

manage the different ways to end a labor law contract.


Paris /Spring

Semester spring

Campus Paris

69 / 89

Evaluation


60



40

Recommended Reading

Recommended Readings: M.W. FINKIN and G. MUNDLAK, Comparative Labor Law (Research

Handbooks in Comparative Law series) (Elgar Original Reference), Elgar Pub, 2015, 512 p.

Websites Http://www.ilo.org/global/about-the-ilo/who-we-are/international-labour-office/lang--

en/index.htm

HR Metrics and the Balanced Scorecard


ECTS Credits 3

Course Leader SANDU Raluca

Contact Hours 18



Prerequisites None

Course Description In this course, students will learn about the theoretical foundations of performance

measurement and management;, study the difference approaches of performance

measurement and study the main issues in performance management from an HR perspective,

with a focus on integrated reporting, human capital navigators, and the balanced scorecard.


Paris /Spring

Semester spring

Campus Paris

Evaluation


70

Nature of final exam Presentation


30

Recommended Reading

Norton & Kaplan (2003) : Le tableau de bord prospectif Norton & Kaplan (1992) : The

Balanced Scorecard - Measures That drives Performance - HBR Becker, Huselid, Ulrich (2001) :

The HR Scorecard, Linking People, Strategy, and Performance Collectif HBR (199

Websites

Information Systems for HRM


ECTS Credits 2

70 / 89

Course Leader

EZZEROUALI Amine

Contact Hours

12



Prerequisites

Advanced knowledge of HR, basic skills in computer

Course Description

-Studies of all kind of ISHR (Information Systems of HumanResources), methods of selection and

choice, project building and following, methods of writing a book of technical specifications


Paris /Spring

Semester spring

Campus Paris

Evaluation

Final Examination

(%)

100


Quizz


(%)

0

Recommended Reading

http://www.vuibert.fr/ouvrage-9782311010503-le-sirh.html

http://www.eyrolles.com/Entreprise/Livre/les-fiches-outils-du-sirh-9782212562606

http://librairie.studyrama.com/produit/2004/9782759020669/Le%20SIRH%20de%20demain%20en%20

100%20questions http://www.d

Websites http://www.le-cercle-sirh.com/ http://www.observatoiresirh.com/

International Labour Relations


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description This course looks at some of the main aspects of industrial relations in international contexts.

As such, it will examine the different types of employer-employee relationship, the roles of

trade unions, and the central role of the HR function in representing the interests of both

sides, and juggling different expectations, demands and cultural parameter. The course will

focus on industrial relations models as practiced in northern and southern Europe, as well as

the UK.


Paris /Spring

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Semester spring

Campus Paris

Evaluation


50



50

Recommended Reading

TBD

Websites TBD

Organisational Development and Change Management

Course Code MSC.IHRM2.MLELE.0007

ECTS Credits 3

Course Leader CHASSERIO Stéphanie

Contact Hours 18



Prerequisites None

Course Description This course enables students to understand the different levels of organisational change and

development with thich they will be confronted as HR professionals. From the premise that

transformation is systemic, it is thus important to understand that even when bringing about

change in one area, this inevitably leads to evoluation and reactions in the whole

organisational construct.

this course will therefore examine the impact of transformation on individual and more

general workplace levels. At the same time, it looks at how the individuals effecting this

change also form part of this transformation equation, how they may also experience their

own change.


Paris /Spring

Semester spring

Campus Paris

Evaluation


100

Nature of final exam Report / Dissertation


0

Recommended Reading

Senior B and S Swailes (2010) Organizational Change, Fourth edition, London: Financial

Times/Prentice-Hall. Kotter, J. P. (1995). Leading change: why transformation efforts fail.

Harvard Business Review, 73(2), 59-67.

Websites https://sloanreview.mit.edu/tag/digital-transformation/ https://www.mckinsey.com on Agile

Transformation

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Quality of Life at Work


ECTS Credits 3

Course Leader CHASSERIO Stéphanie

Contact Hours 18



Prerequisites None

Course Description This course aims to offer a first approach on the topic of quality of life at work. Well-being of

employee is recognised as a factor of success for business , but it's alo a social responsibility of

employers. Indeed the ILO (International labor organization) prioritizes health and well being

at work as a main challenge for the future. This topic undoubtly will be a central concern in the

professional life of the HR managers. This seminar will introduce this topic which is central in

the current organizational life.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50

Nature of final exam Presentation


50

Recommended Reading

Lectures obligatoires / Required readings Forthcoming Optionnelles / Recommended

readings Ardito C, d’Errico A, Leombruni R, et al. (2012) Health and well-being at work. A

report based on the fifth European Working Conditions Survey. Dublin: Eurofound,

Websites INRS OMS

Risk & Crisis Management


ECTS Credits 2

Course Leader EZZEROUALI Amine

Contact Hours 12



Prerequisites None

Course Description Today, in most industries, managers deal with complexity, uncertainty and unpredictability

more than they do with relatively stable routines and processes. In fast changing and dynamic

environments, every decision is synonymous with risk taking. All organizations are exposed to

risks and may face crises. We, as individuals, are exposed to risk in our private lives as well as

in our professional environments. We are also exposed to predictable and unpredictable

events that may have huge consequences on us and on our environment. Identifying risks,

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implementing measures to prevent them and dealing with the consequences when they occur

are the actions that we take to manage risks and crises. These actions are at the core of risk

and crisis management. This seminar is an introduction to risk & crisis management. It was

designed to introduce risk & crisis management principles and to suggest risk & crisis

management frameworks. The objectives are:

• To introduce uncertainty, risk and complexity principles;

• To suggest a risk management framework;

• To suggest a crisis management framework;

• To experience risk & crisis management during a crisis simulation.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50



50

Recommended Reading

Crandall, W. R., Parnell, J. A., Spillan, J. E. 2009. Crisis Management in the New Strategy

Landscape, Sage publications. Regester, M., Larkin, J. 2005. Risk Issues and Crisis Management

: A Casebook of Best Practice (3rd Edition), Kogan Page.

Websites

Workforce Management & Employee and Talent Development


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description This 2-part course provides, first, an overview of the workforce management tools in the

organizations, looking at such factors as "workforce" definitions, workforce recruitment,

staffing, optimisation, and "people management" concepts. Secondly, it looks at how

organisations go about developing their workforce,


Paris /Spring

Semester spring

Campus Paris

Evaluation


50

Nature of final exam Presentation;Report / Dissertation


50

74 / 89

Recommended Reading

To be communicated during the course

Websites To be communicted during the course

Stakeholder Theory and HRM


MSC.IHRM2.MLELE.001


Stakeholder Theory and HRM

Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




12 0 20 20 2 54

Programme Program

International Human Resources & Performance Management



Module Electives


elective

Campus Paris





FERRARY Michel


None



Belo Horizonte

Lille

Paris FERRARY Michel

Sophia

Suzhou

Raleigh

Other

75 / 89


Course description

Employer-employee relationships are embedded in a system of stakeholders (policy makers, unions, cities, competitors, media, educational institutions,) that might influence human resource management practices. Stakeholders might also be affected by strategic managerial decisions impacting employees. Downsizing, acquisition, IT software implementation, new products or services are strategic decisions that impact employees directly and, stakeholders indirectly. Firms design corporate political strategy to deal with stakeholders involved in their HR practices. The class aims at describing the political system surrounding HR practices and, how employers manage employees and stakeholders in order to successfully implement their strategic choices.

Thémes /

Topics

The political system of employer-employee relationships Stakeholder theory and HRM Corporate political strategy and industrial downsizing


/ Intended Learning

Outcomes and Skills


Identify stakeholders involved in HRM Design corporate political strategy to deal with stakeholders Identify the sources of power of stakeholders (resource-dependence, legitimacy and, urgency) Aptitudes cognitives / Cognitive skills

Understanding the influence of the HRM political system Understanding how managerial decisions might affect stakeholders and induce negative reactions Attitudes / Key transferable skills

Political awareness of HRM practices and management of stakeholders Ethical and social understanding

Understanding dimensions of corporate social responsibility related to HRM practices. Understanding ethical issues related to HRM practices such outsourcing and, downsizing.





LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline


Non / No


Student Assessment


0 %




100 %


QCM - Quizz: 0 % Etude de cas - Case study: 0 % Présentation orale - Presentation: 0 % Rapport écrit / Dissertation - Report / Dissertation: 0 % Participation - Class participation: 0 %

Nb midterms : 0

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Examen intermédiaires - Mid-term examination: 0 % Autre - Others: 0 %


Teaching Methods


TD / Tutorials


Etudes de cas / Case studies


Day 1 : Stakeholder theory and HRM Day 2 : corporate political strategy and industrial downsizing


Mitchell R., Agle B. and Wood D. (1997), Toward a theory of stakeholder. Identification and salience : defining the principle of who and what really counts, Academy of Management Review, 22(4), 853-886 Ferrary, M. (2009). A stakeholders perspective of human resource management, Journal of Business Ethics, 87(1), 3143 Ferrary M. (2018). The structure and dynamics of the ceos small world of stakeholders. Technological Forecasting & Social Change


Digitalization of the HR function


MSC.IHRM2.MLELE.0010


Digitalization of the HR function

Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




12 0 12 24 2 50

Programme Program




Module Electives


elective

Campus Paris





EZZEROUALI Amine

77 / 89


None



Belo Horizonte

Lille

Paris

Sophia

Suzhou

Raleigh

Other


Course description

Digitalization of the HR Function is an elective that tackles Digital Transformation and the challenges it triggers for organizations and people, and in particular, how it helps transform HR. Using both theoretical concepts and recent case studies, the lective aims to help participants understand the challenges of digital transformations, the evolution of jobs, and the digitalization of the HR function.

Thémes /

Topics

Digitization, Digitalization and Digital Transformation Digital Maturity and Human Capital The Evolution of the HR function (with a focus on Dave Ulrich's model) The Digitalization of the HR function Illustrations in selection, training and learning, managing careers, and performance managements.


/ Intended Learning

Outcomes and Skills


Know the fundamentals of digitalization and digital transformation Know the human challenges of digital transformations Know the challenges of the digitalization of the HR function Aptitudes cognitives / Cognitive skills

Analyse digital transformation and its challenges Understand the complexity of the relationships between Strategy, technology, Human Capital and HR Attitudes / Key transferable skills

Be more cautious when analyzing digital transformation challenges Adopt proactive approaches to human capital when dealing with digital transformation Ethical and social understanding

Consider the legal and ethical challenges of implementing new technologies Consider the legal and ethical challenges of data usage when running HR processes





LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized

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discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline


Non / No


Student Assessment


50 %


Rapport écrit / Dissertation - Report / Dissertation Autre, précisez / Other, precise:


50 %



Nb midterms : 0


Teaching Methods


TD / Tutorials


Projet / Project-based learning - Etudes de cas / Case studies - Devoirs / Assignments


1. Introduction: Digital transformation is about strategy 2. Digitization, Digitalization and Digital Transformation 3. Digital Maturity and Human Capital 4. The Evolution of the HR function (with a focus on Dave Ulrich's model) 5. The Digitalization of the HR function 6. Illustrations in selection, training and learning, managing careers, and performance managements. 7. Conclusion: Current challenges



Droit de la formation professionnelle continue


MSC.IHRM2.MLELE.0004


Droit de la formation professionnelle continue

Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




79 / 89

12 0 8 18 2 40

Programme Program




Module Electives


elective

Campus Paris



Teaching language Français / French


PAILOT Philippe


Ce cours nécessite de maîtriser les principaux éléments juridiques relatifs au droit du contrat de travail et d'avoir une très bonne maîtrise de la langue française.



Belo Horizonte

Lille

Paris PAILOT Philippe

Sophia

Suzhou

Raleigh

Other


Course description

Ce cours vise à former les étudiants à la maîtrise du droit de la formation professionnelle continue. Il doit leur permettre de décliner de manière opérationnelle ces aspects juridiques dans la pratique de la gestion de la formation en entreprise. En s'appuyant sur un exercice de simulation, le cours s'efforce ainsi d'établir un lien entre droit et gestion. Cette simulation vise à permettre aux étudiants d'apprécier les difficultés opératoires de l'application des principales règles juridiques en situation d'entreprise.

Thémes /

Topics

Droit de la formation professionnelle continue.

80 / 89


/ Intended Learning

Outcomes and Skills


- Maîtriser les principales obligations légales de l'entreprise dans le financement et la gestion de la formation professionnelle continue - Connaître les principaux acteurs internes et externes de la formation et leurs rôles (Opca, FPSPP, etc.) - Connaître les principaux dispositifs et les règles de la gestion juridique de la formation professionnelle Aptitudes cognitives / Cognitive skills

- Savoir décliner les connaissances juridiques dans les pratiques gestionnaires - Appréhender les risques juridiques associés à la gestion de la formation professionnelle - Savoir utiliser les dispositifs existant au profit de l'entreprise et des salariés Attitudes / Key transferable skills

- Savoir intégrer les aspects juridiques dans la gestion de la formation - Appréhender la complexité des règles qui encadrent la gestion de la formation - Posséder une lecture transversale du droit de la formation et de son évolution Ethical and social understanding

- Savoir évaluer le coût d'une action de formation et calculer un budget de formation - Opérationnaliser le contenu du cours à travers une application à une situation d'entreprise - Avoir des connaissances solides dans le domaine du droit de la formation pour savoir prévenir les risques en entreprise





LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline


Non / No


Student Assessment


100 %




0 %


81 / 89


Nb midterms : 0


Teaching Methods




Cours interactifs / Interactive lectures - Etudes de cas / Case studies


La FPC en quelques chiffres A la recherche de la FPC La FPC : un domaine fortement structuré par le droit La FPC : des dispositifs multiples Le financement de la FPC (financeurs privés et publics) Principaux dispositifs daccès à la FPC Plan de formation Congé individuel de formation Compte personnell de formation La professionnalisation (contrat et période) Les outils de détermination du projet professionnel Les outils de sécurisation du parcours professionnel Contrôle de la formation


Voir sur K2 pour les lectures recommandées.


http://travail-emploi.gouv.fr/formation-professionnelle/

MSc - Project and Programme Management and Business Development Special Note for Project and Program Management & Business Development Program: Certain courses within this

program have extra fees. Fees apply because students are able to obtain various professional certifications once passing

the course. The fees are directly linked with the enrollment of the student in the professional certificate examination. Fee

details are clearly indicated in the course catalogue. Students choosing this program will be required to pay the required

fees before receiving their acceptance letter. The SKEMA International Office will contact students on the payment

procedure once the nomination period is complete (mid-November).

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Business Plans and Business Models

Course Code MSC.PPMM2.PMCOR.0028

ECTS Credits 3

Course Leader DANIEL, Eric-EXT

Contact Hours 18

Department Dept. Management of projects, Information Systems and Supply Chains

Programme MSc - Project and Programme Management and Business Development

Prerequisites None.

Course Description The course objectives for students are to know and master concepts that are used for making

business plans, and for developing and tuning business models.

Tools and techniques used to issue these plans and models are explained.

Examples and practice allow a full capacity. Lessons learned are exhibited.


Paris /Spring

Semester spring

Campus Paris

Evaluation


0



100

Recommended Reading

REQUIRED READINGS BEFORE DAY 1 - Wirtz, B. W., et al. (2016). "Business Models: Origin,

Development and Future Research Perspectives." Long Range Planning 49(1): 36-54. - DaSilva,

C. M. and P. Trkman (2014). "Business Model: What It Is and What It Is Not

Websites None.



ECTS Credits 1


Contact Hours 6














SUZHOU : April YANG


83 / 89




Semester spring


Evaluation


100



0

Recommended Reading


readings:

Websites None.

GROWTH STRATEGY


ECTS Credits 3

Course Leader BREA SOLIS Humberto

Contact Hours 18



Prerequisites Basics in strategy.

Course Description In the course Advanced Strategic Management students will deepen their understanding on

some of the most relevant topics of the Strategic Management literature.

Students will analyze current trends in the field using academic articles and case studies. The

goal is to prepare them for analyzing situations at the corporate level.


Belo /Spring;Lille /Spring;Paris /Spring

Semester spring

Campus Belo Horizonte;Lille;Paris

Evaluation


0



100

Recommended Reading

TEXTBOOK Grant RM. 2016. Contemporary Strategy Analysis: Text and Cases, 9th Edition. John

Wiley & Sons.2.

Websites 1. Michael Porter (1987) From Competitive Advantage to Corporate Strategy”, Harvard

Business Review 65, no. 3 (May–June). 2. Kutcher, E., O. Nottebohm, and K. Sprague (2014)

“Grow fast or die slow”, McKinsey&Company. 3. Christensen, C. M. (1992). Exploring the limits

of the technology S‐curve. Part II: Architectural technologies. Production and Operations

Management, 1(4), 358-366. 4. Christensen, C. M., M.E. Raynor, and R. McDonald (2015) “What

Is Disruptive Innovation?” - Harvard Business Review. 5. Van Alstyne, M. W., Parker, G. G., &

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Choudary, S. P. (2016). Pipelines, platforms, and the new rules of strategy. Harvard Business

Review, 94(4), 54-62. 6. Teece, D. J. (2010). Business models, business strategy and innovation.

Long range planning, 43(2), 172-194. 7. Kutcher, E., O. Nottebohm, and K. Sprague (2014)

“Grow fast or die slow”, McKinsey&Company.

Managing Risk, Uncertainty and Complexity


ECTS Credits 4

Course Leader DANIEL Pierre

Contact Hours 24



Prerequisites None.

Course Description Projects are the business activities that make the firm able to adapt, change, grow and

innovate. Unfortunately, inside the Firm‘s portfolio of projects, some situations are very simple

and some are very complex to manage. Contrary to business repetitive operations, project

activities have a high rate of failure, and these failures mean under performance. The capacity

to anticipate complex situations need to identify which situations are in predictible uncertainty

and which are in unpredictible uncertainty before implementing risk management processes.

Traditional risk management from standards are effective to manage situations in predictible

uncertainty. But for situations in unpredictible uncertainty, it is necessary to understand how

complex projects work, and to efficiently behave in conditions of high uncertainty. This is a key

managerial capacity today for Top and Middle managers in changing and competitive

environments.

With the « VIO » Model, a dynamic model for complex project , we identify complex situations

in unpredictible uncertainty, and we elaborate tactics to manage critical stakeholers sources of

these unpredictible situations to have an effective organisation to manage under uncertainty.



Semester spring


Evaluation


100



0

Recommended Reading

REQUIRED READINGS - PMBOK Guide, Chapter 11 : Project Risk management - PRINCE2,

Managing successful project with Prince2, Chapter 8 : Risk RECOMMENDED READINGS -

Atkinson, R., Crawford, L., Ward, S., 2006. Fundamental uncertainties in projects and the

Websites None.

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Organisational Performance Improvement (EXTRA FEES)


ECTS Credits 5

Course Leader ELTIGANI Adil

Contact Hours 30



Prerequisites Knowledge about strateg

Course Description This course aims to introduce the concepts of organiastional performance management and

improvement.


Paris /Spring

Semester spring

Campus Paris

Extra Fees Six Sigma training and certification = 178 euros plus TVA

*The SKEMA International Office will contact students on the payment procedure once the

nomination period is complete (mid-November).

Evaluation


50



50

Recommended Reading

REQUIRED READINGS 1. Project Management Institute, 2013. Organizational project

management maturity model (OPM3) knowledge foundation (3rd ed.). Newtown Square 2.

International Project Management Association (IPMA), 2016. Project Excellence Baseline for

Websites http://www.ipma.world/

Portfolio Management, PMO and Financing (EXTRA FEES)


ECTS Credits 6

Course Leader GARDINER Paul

Contact Hours 36



Prerequisites None.

Course Description The course will explain portfolio management approaches to managing projects in multiple

project environments where resources are limited and stakeholders expect to get the most

benefit for their investments. Themes explored include organisational project management,

quality management, ERM, types and functions of PMO, project portfolio decision making,

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project audit, business case development and analysis, project financing and financial analysis,

public private partnerships, project budgeting and earned value analysis. Several case studies

will be analysed in groups.



Semester spring


Extra Fees Simultrain Portfolio Management simulation = 45 euros plus TVA*



Evaluation


40



60

Recommended Reading

Required readings (1) Lee Merkhofer Consulting Priority Systems (2010). ‘Project Portfolio

Management Tools: Which Approach is Best?’ A seven-part paper available at:

http://www.prioritysystem.com/toolsabstract.html (2) Martinsuo, M. (2013). ‘Project port

Websites None.

Project Planning and Control (EXTRA FEES)


ECTS Credits 6

Course Leader ELTIGANI Adil

Contact Hours 36



Prerequisites None.

Course Description This course aims to provide students with the core knowledge areas of project management.

The course combines the knowledge available in project management with the PMI Body of

Knowledge (PMBoK). Focus will be on understanding the application of the tools of project

management, such as work breakdown structure, use of critical path scheduling, stakeholder

management and risk management. The principles and tools are integrated and clarified

through use of examples, case studies and simulations. Reference is made to the PMBoK

project management life cycle and its processes related to each of the course topics.



Semester spring


Extra Fees Simultrain Project Management simulation (45 euros plus TVA) (all campuses)*



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Evaluation


100



0

Recommended Reading

PRE-READING Read chapter 1, 2 and 3 of: Project Management Institute. 2013. A Guide to the

Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition REQUIRED

READINGS 1. Kerzner, H. 2013. Project Management: A Systems Approach to Planning, Sch

Websites 1. www.pmi.org



MSC.PPMM2.PMOPT.0002



Crédits Credits

2


spring


2019/2020




Travail en équipe

Team work




12 0 14 14 0 40

Programme Program

Project and Programme Management and Business Development



Module MODULE 2 - ORGANIZATION & LEADERSHIP


core

Campus Belo Horizonte, Lille, Paris


Course description

This course requires you to work in teams on real projects in a portfolio. You will be part of a cell working on several projects and will develop your project management competences through practice. Part 1 is focused on project generation and initiation activities up to and including the project charter. Part 2 is focused on project development and delivery, quality management, audit and control.

Thémes /

Topics

Team development and leadership, Project reporting, Communications, Risk management in practice, Quality management in practice, Sponsor management in practice, Stakeholder relationship management, Project control in practice, Project audit, Project closure in practice, Lessons learned and transfer of learning.

88 / 89


/ Intended Learning

Outcomes and Skills


Understanding how to measure and improve project management competencies. Understand which processes are relevant in project delivery and control Aptitudes cognitives / Cognitive skills

Recognise when to take corrective action. Attitudes / Key transferable skills

Apply the main project management processes in practice. Ethical and social understanding

Discuss the impact of ethical behavior in project management





LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : 15;#LG2 : Graduates should be able to work effectively in a multicultural team LO2.2 : To recognize and use positively the various dimensions of diversity : 15;#LG2 : Graduates should be able to work effectively in a multicultural team


Non / No


Student Assessment


100 %


Autre - Others

Autre, précisez / Other, precise: (1) Competence development review (peer assessed) (25%) (2) Cell reports (continuous assessment) (25%) (3) Final project reports (50%)


0 %



Nb midterms : 0


Teaching Methods


TD / Tutorials


Projet / Project-based learning - Personal guided study - Devoirs / Assignments


NOTE: Indicative only. Detailed course plan will be issued in class. Project team meetings to discuss progress and issues on cell projects and give guidance Occasional contribution from guest project managers

89 / 89


Required readings (1) APM Competence Framework Recommended readings 1. PMI PMBOK Guide 2. APM Body of Knowledge 3. PRINCE2 guide 4. AgilePM Guide 5. GAPPS project manager and sponsor standards


Visit the websites of PMI, APM, GAPPS

Course Catalogue Master Programmes Incoming ... - skema.edu · Welcome to SKEMA Business School !...

Documents

Transcript of Course Catalogue Master Programmes Incoming ... - skema.edu · Welcome to SKEMA Business School !...