course catalogue master programmes incoming …€¦ · · 2017-07-26advanced organisational...

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Course Catalogue

Master Programmes

Incoming Exchange Students

Paris Campus

Fall 2018

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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 Fall 2018.

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) Special Note for Financial Markets & Investments: This program is extremely selective. The academic director

will screen students’ transcripts and CV to ensure they have the required academic and professional background

to follow the program. Once pre-selected, a Skype interview with the academic director will be required for final

validation of admittance (admission results mid-May). If a student is not selected, a second program choice will

be requested.

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

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

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Table of Contents

FALL ............................................................................................................................................................ 6

PGE - M1 ................................................................................................................................................................6

ARABIC ADVANCED ........................................................................................................................................................................... 6

ARABIC ELEMENTARY ........................................................................................................................................................................ 6

ARABIC INTERMEDIATE ..................................................................................................................................................................... 7

CHINESE ADVANCED ......................................................................................................................................................................... 8

CHINESE BEGINNER ........................................................................................................................................................................... 9

CHINESE ELEMENTARY ...................................................................................................................................................................... 9

CHINESE INTERMEDIATE ................................................................................................................................................................. 10

CORPORATE FINANCE ..................................................................................................................................................................... 11

ECONOMICS .................................................................................................................................................................................... 11

Elective 1 CODING ........................................................................................................................................................................... 12

Elective 2 EXCEL .............................................................................................................................................................................. 12

ENGLISH ........................................................................................................................................................................................... 13

ENTREPRENEURSHIP & INNOVATION ............................................................................................................................................. 13

ENTREPRENEURSHIP PROJECT ........................................................................................................................................................ 14

FRENCH ADVANCED (for non Native Speakers) .............................................................................................................................. 14

FRENCH BEGINNER (for non native speakers) ................................................................................................................................. 15

FRENCH ELEMENTARY (for non Native Speakers) ........................................................................................................................... 16

FRENCH INTERMEDIATE (for non Native Speakers) ........................................................................................................................ 17

FRENCH POST-BEGINNER (for non Native Speakers) ...................................................................................................................... 18

GEOPOLITICS……………………………………………………………………………………………………………………………………………………………………………..17

GERMAN ADVANCED ...................................................................................................................................................................... 19

GERMAN ELEMENTARY ................................................................................................................................................................... 20

GERMAN INTERMEDIATE ................................................................................................................................................................ 21

GKET SEMINAR ................................................................................................................................................................................ 21

GLOBAL ECONOMIC ISSUES ............................................................................................................................................................ 22

GLOBAL LEADERSHIP ....................................................................................................................................................................... 22

ITALIAN ADVANCED......................................................................................................................................................................... 23

ITALIAN ELEMENTARY ..................................................................................................................................................................... 24

ITALIAN INTERMEDIATE .................................................................................................................................................................. 25

MANAGEMENT 1 : MANAGERS & HUMAN RESOURCES ................................................................................................................. 25

MARKETING ..................................................................................................................................................................................... 26

PORTUGUESE ADVANCED ............................................................................................................................................................... 26

PORTUGUESE BEGINNER ................................................................................................................................................................. 27

PORTUGUESE ELEMENTARY ............................................................................................................................................................ 28

PORTUGUESE INTERMEDIATE ......................................................................................................................................................... 29

Prerequisite FINANCE ...................................................................................................................................................................... 29

Prerequisite MARKETING ................................................................................................................................................................ 30

SPANISH ADVANCED ....................................................................................................................................................................... 30

SPANISH ELEMENTARY .................................................................................................................................................................... 31

SPANISH INTERMEDIATE ................................................................................................................................................................. 32

MSc - Auditing, Management Accounting and Information Systems....................................................................... 33

Audit & certification of accounts .................................................................................................................................................... 33

Business Intelligence with SAP Business Objects ............................................................................................................................ 33

CRITICAL THINKING IN ADVANCED PRACTICE ................................................................................................................................. 34

IFRS GROUP ACCOUNTING .............................................................................................................................................................. 35

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Integrated reporting for a sustainable global economy.................................................................................................................. 35

INTERNAL AUDIT & INTERNAL CONTROL ........................................................................................................................................ 36

PERFORMANCE MEASUREMENT & MANAGEMENT ....................................................................................................................... 37

MSc - Corporate Financial Management ................................................................................................................ 37

Applied Research in Finance ........................................................................................................................................................... 37

Capital Budgeting ............................................................................................................................................................................ 38

Capital Structure and Dividend Policy ............................................................................................................................................. 39

Corporate Valuation Methods ........................................................................................................................................................ 39

Financial Markets and Banking Activities ........................................................................................................................................ 40

Financial Modeling with Excel ......................................................................................................................................................... 42

Financial Reporting and Analysis ..................................................................................................................................................... 42

Governance and Operational Risk Management ............................................................................................................................ 43

Leadership and Negotiation Skills ................................................................................................................................................... 44

Treasury Management .................................................................................................................................................................... 45

MSc - Financial Markets and Investments (EXTREMELY SELECTIVE) ........................................................................ 45

BLOOMBERG DATA ANALYSIS ......................................................................................................................................................... 45

DERIVATIVES VALUATION & STRATEGIES ........................................................................................................................................ 46

EQUITY VALUATION & FINANCIAL ANALYSIS .................................................................................................................................. 47

EXCEL MODELLING & FIRM VALUATION PROJECT .......................................................................................................................... 47

FINANCIAL ECONOMETRICS & MODELLING WITH R ....................................................................................................................... 48

FINANCIAL MARKETS IN PRACTICE .................................................................................................................................................. 48

FIXED INCOME 1: PRICING & VALUATION ....................................................................................................................................... 50

INTERNATIONAL FINANCIAL ECONOMICS ....................................................................................................................................... 51

INTRODUCTION TO STOCHASTIC CALCULUS 1 (applied to financial models) ................................................................................. 51

MS EXCEL VBA PROGRAMMING...................................................................................................................................................... 52

PORTFOLIO MANAGEMENT STRATEGIES ........................................................................................................................................ 53

R PROGRAMMING (Fondations) ...................................................................................................................................................... 53

RISK, DERIVATIVES & PROBABILITIES .............................................................................................................................................. 54

TACKLING COUNTRY RISK CHALLENGES IN THE AGE OF GLOBALIZATION ...................................................................................... 54

VBA 1: PRICING TECHNIQUES .......................................................................................................................................................... 55

MSc - International Business ................................................................................................................................. 56

FRENCH AS A SECOND LANGUAGE 1 ............................................................................................................................................... 56

GEOPOLITICS OF EUROPE ................................................................................................................................................................ 56

GLOBAL STAKEHOLDERS MANAGEMENT ........................................................................................................................................ 57

IMPORTING AND EXPORTING IN A GLOBAL MARKET ..................................................................................................................... 58

INTERNATIONAL MARKETING MANAGEMENT................................................................................................................................ 58

INTERNATIONAL PROJECT MANAGEMENT ..................................................................................................................................... 59

INTERNATIONALIZATION OF THE FIRM ........................................................................................................................................... 60

MANAGING MULTICULTURAL TEAMS ............................................................................................................................................. 61

OPEN INNOVATION FOR GLOBAL ENTREPRENEURS………………………………………………………………………………………………..64

MSc - International Human Resources & Performance Management ..................................................................... 63

Advanced Organisational Behaviour ............................................................................................................................................... 63

Conflict Management ...................................................................................................................................................................... 63

Corporate Social Responsibility and Business Performance ........................................................................................................... 64

Globalisation and HRM: The Cultural Impact on People and Organisations ................................................................................... 65

HRM: Fundamentals of Organisational Structures .......................................................................................................................... 66

Knowledge and Collaborative Intelligence ...................................................................................................................................... 67

Managing HR and Careers in International Organisations .............................................................................................................. 68

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Managing Individual & Collective Performance Systems ................................................................................................................ 68

Recruitment Techniques ................................................................................................................................................................. 69

Strategic Human Resources Management ...................................................................................................................................... 70

MSc - International Strategy and Influence............................................................................................................ 71

COMPETITIVE INTELLIGENCE ........................................................................................................................................................... 71

CONSULTING PROJECT 1 ................................................................................................................................................................. 71

CORPORATE GOVERNANCE & STRATEGY ........................................................................................................................................ 72

CRITICAL THINKING AND METHODS................................................................................................................................................ 73

GEOSTRATEGIE ................................................................................................................................................................................ 74

INTERNATIONAL STRATEGY ............................................................................................................................................................. 74

KNOWLEDGE MANAGEMENT.......................................................................................................................................................... 75

MULTICULTURAL MANAGEMENT ................................................................................................................................................... 76

ORGANIZATIONAL DYNAMICS ......................................................................................................................................................... 77

PREPARING FOR CONSULTING JOBS 1 ………………………………………………………………………………………………………………………………………81

STRATEGY & BUSINESS MODELS ..................................................................................................................................................... 79

MSc - Project and Programme Management and Business Development ............................................................... 80

International Contract Management (EXTRA FEES) ........................................................................................................................ 80

Knowledge & Collaborative Intelligence ......................................................................................................................................... 82

Leadership Skills for Projects ........................................................................................................................................................... 83

Organisational Excellence and Maturity Models ............................................................................................................................ 84

People in Projects ............................................................................................................................................................................ 85

Project Management for Competitive Advantage .......................................................................................................................... 86

Project Management Methods: PRINCE2 and AgilePM (EXTRA FEES) ........................................................................................... 88

Project Practice Portfolio 1 ............................................................................................................................................................. 89

Research methods and critical thinking .......................................................................................................................................... 89

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FALL

PGE - M1

ARABIC ADVANCED

Course Code Nouveau

ECTS Credits 2

Course Leader DURANTON Hélène

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 Modern Arabic

(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 Arabic 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 Arabic 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 countries where the

language is spoken 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 Others

Continuous Assessment (%)

70

Recommended Reading

Websites A list of useful websites for self-study will be handed out in class on the first lesson and

available on K2.

ARABIC ELEMENTARY

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




Course Description This course is designed for students who have an elementary knowledge of Modern Arabic

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

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ability to use Modern Arabic 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 the countries where the language is

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

Modern Arabic.

Overall, students will attain a level comparable to A2 CEFR.





Evaluation


30



70

Recommended Reading


available on K2.

ARABIC INTERMEDIATE

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




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

(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

Modern Arabic 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 countries where

the language is spoken and to enable students to acquire language skills and attitudes for

further study of Modern Arabic.

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





Evaluation

8 / 90


30



70

Recommended Reading


available on K2.

CHINESE ADVANCED

Course Code Nouveau

ECTS Credits 2

Course Leader MAGNIEN Yueh-Ling - EXT

Contact Hours 24




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


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


Students will further enhance their understanding and writing of Chinese characters in

complex texts. By the end of this course, students will have studied approximately 1200 items

of vocabulary and 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 China and by focusing on contemporary

business-related issues.

Overall, students will attain a level comparable to B2/C1 CEFR / HSK4.





Evaluation


30



70

Recommended Reading

Websites Chine-Nouvelle.com : http://www.chine-nouvelle.com/methode/chinois Apprendre le chinois,

vidéos en ligne : https://www.youtube.com/channel/UCb1WxDqtR3OuNbZriKf2Ydw Chinese

Zero to Hero (HSK4) : https://www.youtube.com/channel/UCQ3IlLg5VGeydxtswBoyt6A (Niveau

avancé) Parlez Chinois: www.parlezchinois.free.fr Coursera Learning Chinese:

www.coursera.org/browse/language-learning

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CHINESE BEGINNER

Course Code Nouveau

ECTS Credits 2


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 Mandarin Chinese language and culture. Students will study Mandarin Chinese

pronunciation and develop knowledge of the language in all four skills at a basic level (Pinyin

spelling, tones, characters, words and simple sentences). By the end of this course, students

will have studied approximately 100 items of vocabulary and 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 China and to enable students to acquire

language skills and attitudes for further study of Chinese.

Overall, this course prepares students to reach a level comparable to A1 CEFR / HSK1.





Evaluation


30



70

Recommended Reading


vidéos en ligne : https://www.youtube.com/channel/UCb1WxDqtR3OuNbZriKf2Ydw Parlez

Chinois: www.parlezchinois.free.fr Coursera Learning Chinese:


CHINESE ELEMENTARY

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




Course Description This course is designed for students who have an elementary knowledge of Mandarin Chinese

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

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

pronunciation and increase their confidence in understanding and reproducing Chinese

characters, moving from Pinyin to Chinese characters. By the end of this course, students will

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understand and use approximately 300 items of vocabulary, 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 China and

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

Overall, students will attain a level comparable to A2 CEFR / HSK2.





Evaluation


30



70

Recommended Reading





CHINESE INTERMEDIATE

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




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

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


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

contexts. Students will further develop their understanding and writing of Chinese characters.

By the end of this course, students will have studied approximately 600 items of vocabulary

and 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 China and to enable students to acquire language skills

and attitudes for further study of Chinese.

Overall, students will attain a level comparable to B1 CEFR / HSK3.





Evaluation

11 / 90


30



70

Recommended Reading





CORPORATE FINANCE

Course Code PGE.FINM1.FICOR.0503

ECTS Credits 4

Course Leader GROSLAMBERT Bertrand

Contact Hours 30

Department Dept. Accounting and Finance


Prerequisites None

Course Description Our objective is to bring students to develop a rigorous analytical framework of the major

investment and financing decisions. In particular, we will shed lights on the interest rates and

the investment valuation. We will focus on different ways of financing between equity, debt.

Then, we present the relationship between risk, return and the cost of financing.


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

Semester fall

Campus Belo Horizonte;Lille;Paris;Sophia;Suzhou

Evaluation


60

Nature of final exam Quizz


40

Recommended Reading

1) Principles of Corporate Finance, 11/e, Brealey, Myers and Allen, McGrawHill Higher

Education ed. 2) Corporate Finance – Theory and Practice, P. Vernimmen, John Wiley & Sons,

2011, 3rd edition Available freely on Scholarvox by Cyberlibris at

http://mediatheque.skema.edu/index.php?id=408

Websites Http://skema.lms.crossknowledge.com/data/modules/crossknowledge/interfaces/index.php

http://www.vernimmen.com/ http://mediatheque.skema.edu/index.php?id=408

http://knowledge.skema.edu/

ECONOMICS

Course Code NOUVEAU

ECTS Credits 1

Course Leader PANCHOUT Katrina

Contact Hours 9

12 / 90

Department Dept. Stratégy, Entrepreneurship and Economics


Prerequisites -

Course Description


Lille /Fall;Paris /Fall;Sophia /Fall

Semester fall


Evaluation


0



0

Recommended Reading

Websites

Elective 1 CODING

Course Code NOUVEAU

ECTS Credits 2


Contact Hours 12

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


Prerequisites -

Course Description


Belo /Fall;Lille /Fall;Paris /Fall;Sophia /Fall;Suzhou /Fall

Semester fall


Evaluation


0



0

Recommended Reading

Websites

Elective 2 EXCEL

Course Code NOUVEAU

ECTS Credits 2

Course Leader MILLELIRI André

Contact Hours 12



Prerequisites -

13 / 90

Course Description


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

/Spring;Sophia /Spring;Suzhou /Spring



Evaluation


0



0

Recommended Reading

Websites

ENGLISH

Course Code NOUVEAU

ECTS Credits 2


Contact Hours 15



Prerequisites -

Course Description


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

/Spring;Sophia /Spring;Suzhou /Spring



Evaluation


0



0

Recommended Reading

Websites

ENTREPRENEURSHIP & INNOVATION

Course Code NOUVEAU

ECTS Credits 3

Course Leader VIAN Dominique

Contact Hours 21



Prerequisites -

Course Description



14 / 90

Semester fall


Evaluation


0



0

Recommended Reading

Websites

ENTREPRENEURSHIP PROJECT

Course Code NOUVEAU

ECTS Credits 3


Contact Hours 18



Prerequisites -

Course Description



Semester fall


Evaluation


0



0

Recommended Reading

Websites

FRENCH ADVANCED (for non Native Speakers)

Course Code Nouveau

ECTS Credits 2

Course Leader

POMMIER Jean-Paul

Contact Hours

24




Course Description

This course is designed for students who have an advanced knowledge of French (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 French in the four skills (speaking, listening, reading and

15 / 90

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.






Evaluation

Final Examination

(%)

30

Nature of final 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/

FRENCH BEGINNER (for non native speakers)

Course Code Nouveau

ECTS Credits 2

Course Leader

POMMIER Jean-Paul

Contact Hours

24




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.

16 / 90





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 ELEMENTARY (for non Native Speakers)

Course Code Nouveau

ECTS Credits 2

Course Leader

POMMIER Jean-Paul

Contact Hours

24




Course Description

This course is designed for students who have an elementary knowledge of French and who have

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

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 France and other

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

study of French.






Evaluation

17 / 90

Final Examination

(%)

30


Others


(%)

70

Recommended Reading







FRENCH INTERMEDIATE (for non Native Speakers)

Course Code Nouveau

ECTS Credits 2

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 in L3 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.






Evaluation

Final Examination

(%)

30


Others

18 / 90


(%)

70

Recommended Reading





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

http://dictionnaire.reverso.net/

FRENCH POST-BEGINNER (for non Native Speakers)

Course Code Nouveau

ECTS Credits 2

Course Leader

POMMIER Jean-Paul

Contact Hours

24




Course Description

This course is designed for students who have a basic knowledge of French (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 France and other francophone countries and to enable students to acquire

language skills and attitudes for further study of French.






Evaluation

Final Examination

(%)

30


Others


(%)

70

Recommended Reading




19 / 90




GEOPOLITICS

Course Code NOUVEAU

ECTS Credits 1

Course Leader DESBORDES Rodolphe

Contact Hours 9



Prerequisites -

Course Description


Paris /Fall

Semester fall

Campus Lille;Paris;Sophia;

Evaluation


0



0

Recommended Reading

Websites

GERMAN ADVANCED

Course Code Nouveau

ECTS Credits 2


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,

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.




20 / 90



Evaluation


30



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

Course Code Nouveau

ECTS Credits 2

Course Leader LAMBRECHT Anne - EXT

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.






Evaluation


30



70

Recommended Reading





21 / 90

GERMAN INTERMEDIATE

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




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



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





GKET SEMINAR

Course Code PGE.FINM1.HRCOR.0323

ECTS Credits 3


Contact Hours 21

Department Dept. Marketing


Prerequisites No prerequisite

Course Description Managing diversity within a professional and cultural environment is a central competence of

management and leadership skills today. The GKET seminar and inclass teaching will help

22 / 90

students identify the issues and challenges inherent in managing both diversity and

multicultural aspects in professional and business environments; inter-generational, cultural,

gender, race, age and disability. It will also provide valuable insights into the importance of

cultural competence in successful leadership and management



Semester fall


Evaluation


50

Nature of final exam Report / Dissertation


50

Recommended Reading

Websites Links provided on the LMS course site

GLOBAL ECONOMIC ISSUES

Course Code NOUVEAU

ECTS Credits 3

Course Leader DESBORDES Rodolphe

Contact Hours 12



Prerequisites -

Course Description



Semester fall


Evaluation


0



0

Recommended Reading

Websites

GLOBAL LEADERSHIP

Course Code NOUVEAU

ECTS Credits 3

Course Leader HANSON Michael

Contact Hours 18

Department Dept. Management, Law and Organization


23 / 90

Prerequisites -

Course Description



Semester fall


Evaluation


0



0

Recommended Reading

Websites

ITALIAN ADVANCED

Course Code Nouveau

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

24 / 90

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

Course Code Nouveau

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



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 Edilingua, 2014 Marina Falcinelli,

Alberto Mazzetti QUI ITALIA.IT. Corso di lingua italiana per stranieri. Livello elementare.Con

DVD Mondadori Education, 2011







25 / 90

ITALIAN INTERMEDIATE

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




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







MANAGEMENT 1 : MANAGERS & HUMAN RESOURCES

Course Code NOUVEAU

ECTS Credits 4

Course Leader BACHA Eliane

Contact Hours 24



Prerequisites Sociology

Course Description This course focuses on some principles and practices used in management and organization.

The aim of the course is to equip students with the necessary knowledge to understand

26 / 90

management theories, analyze organizations and help their future organizations in becoming

more efficient. Hence, this course is designed to improve your effectiveness as a future

manager and leader.



Semester fall

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

Evaluation


60



40

Recommended Reading

Websites

MARKETING

Course Code NOUVEAU

ECTS Credits 3


Contact Hours 21



Prerequisites -

Course Description



Semester fall


Evaluation


0



0

Recommended Reading

Websites

PORTUGUESE ADVANCED

Course Code Nouveau

ECTS Credits 2

Course Leader DA SILVA Isabel - EXT

Contact Hours 24




27 / 90

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


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


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.






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

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




Course Description 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

28 / 90


30



70

Recommended Reading





PORTUGUESE ELEMENTARY

Course Code Nouveau

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





29 / 90

PORTUGUESE INTERMEDIATE

Course Code Nouveau

ECTS Credits 2


Contact Hours 24




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



Portuguese 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 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





Prerequisite FINANCE

Course Code PGE.FINM1.FICOR.0512

ECTS Credits 2


Contact Hours 12



Prerequisites -

Course Description -


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


30 / 90


Evaluation


0



0

Recommended Reading

Websites

Prerequisite MARKETING

Course Code PGE.FINM1.MKCOR.0408

ECTS Credits 2

Course Leader PRESS Melea

Contact Hours 12



Prerequisites -

Course Description -


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



Evaluation


0



0

Recommended Reading

Websites

SPANISH ADVANCED

Course Code Nouveau

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,


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

31 / 90

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

Course Code Nouveau

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


30


32 / 90


70

Recommended Reading




SPANISH INTERMEDIATE

Course Code Nouveau

ECTS Credits 2

Course Leader GARCIA Judit - EXT

Contact Hours 24




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



Spanish 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 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


30



70

Recommended Reading




33 / 90

MSc - Auditing, Management Accounting and Information Systems

Audit & certification of accounts

Course Code MSC.AMAM2.FICOR.0004

ECTS Credits 5

Course Leader KONIGSGRUBER Roland

Contact Hours 30


Programme MSc - Auditing, Management Accounting and Information Systems

Prerequisites Fundamentals of accounting. The students need to review prior the course the fundamentals

of financial accounting, based on the material available on the LMS platform.

Course Description The participant will have good knowledge of the audit methodology used by an auditor to

certify the annual accounts of a company.


Paris /Fall

Semester fall

Campus Paris

Evaluation


25



75

Recommended Reading

Lectures obligatoires / Required readings : course material on e-learning platform (LMS)

Lectures Recommandées / Recommended readings : scientific papers on external audit

International Standards on Auditing (IAASB - IFAC)

Websites http://www.accaglobal.com/gb/en.html https://www.ifac.org/

Business Intelligence with SAP Business Objects


ECTS Credits 5

Course Leader Charles DUCROCQ

Contact Hours 30



Prerequisites Basic computer literacy.

Course Description Based on this course; the students are expected to :

- Acknowledge management tools in an IT environment

- Follow a data from the database up to the information on a computer screen via the

Business Objects BI suite

- Know how to use a reporting tool

- Implement electronic scorecards based on data extracted from large operating systems

- Produce an enterprise reporting tool


Paris /Fall

34 / 90

Semester fall

Campus Paris

Evaluation


100



0

Recommended Reading

Lectures obligatoires / Required readings : course material on LMS platform Lectures

Recommandées / Recommended readings : Business Objects SAP methodology.

Websites https://www.sapbi.com/

CRITICAL THINKING IN ADVANCED PRACTICE


ECTS Credits 3

Course Leader SANDU Raluca

Contact Hours 18



Prerequisites None

Course Description The main purpose & challenge of the course is to develop critical thinking skills,

in a professional context.

By the end of the course the learners are able to identify relevant questions in a business and

professional environment, to apply methods for benchmarking, collecting and analyzing data,

and to

develop thinking strategies for their future practice.

The learners have to develop applied research projects in groups, from the emerging idea, up

to the

findings dissemination, within a practice oriented approach. By doing that, they discover and

formalize

critical thinking strategies fitting their own background, professional project, and learning

ambitions.


Paris /Fall

Semester fall

Campus Paris

Evaluation


60

Nature of final exam Presentation;Report / Dissertation


40

Recommended Reading

Lectures obligatoires / Required readings : LMS interactive course Lectures Recommandées /

Recommended readings : Saunders, M., Lewis, Ph., Thornhill, A., Research methods for

business students, Pearson education, 2009

Websites research blogs created by class

35 / 90

IFRS GROUP ACCOUNTING


ECTS Credits 5

Course Leader KONIGSGRUBER Roland

Contact Hours 30




of

financial accounting, based on the material available on the LMS platform.

Course Description The student will acquire theoretical understanding and practical reflexes necessary to establish

consolidated accounts and importantly to comprehend their significance in understanding

financial reports as well as the impact of different changes in rules on the presentation of

financial statements. The course is oriented towards the application of IFRS and follows paper

F2 of the Chartered Institute of Management Accountants (CIMA).


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

Lectures obligatoires / Required readings : - course material on LMS platform - IFRS up-dated

standards (IFRS 3, IFRS 9, IFRS 10, IAS 12, IAS 21, IAS 28, IFRS 36, IFRS 37) Lectures

Recommandées / Recommended readings : US GAAPS (for comparison)

Websites http://www.ifrs.org/Pages/default.aspx http://www.iasplus.com/en/tag-types/e-learning

Integrated reporting for a sustainable global economy


ECTS Credits 3

Course Leader ROSZAK Sabrina

Contact Hours 18



Prerequisites The students should be already familiar with performance management (BSC), financial

reporting, and CSR. The students will have to study individually, prior the course, the material

available on the LMS platform.

Course Description Integrated thinking and integrated reporting, based on the IIRC initiative (with CIMA

approach).

Integrated reporting initiatives are more and more present in the global business environment,

with the purpose of accounting for, and reporting on the sustainability of the business.

The International Integrated Reporting Council (IIRC) was formed in August 2010 with the

purpose of creating a global framework for informing the stakeholders of a business on

36 / 90

sustainable value creation. This framework is the foundation of the course, that will cover

integrated thinking approaches (with a focus on value creation and performance

management), integrated reporting (with a focus on relevant interconnected information for

stakeholders), and integrated reporting best practices from best performing companies.


Paris /Fall

Semester fall

Campus Paris

Evaluation


40



60

Recommended Reading

Material available on LMS platform. Official framework from http://integratedreporting.org/

and national chapters.

Websites http://integratedreporting.org/ www.theiirc.org

https://www.cgma.org/Resources/Reports/DownloadableDocuments/integrated-thinking-the-

next-step-in-integrated-reporting.pdf

INTERNAL AUDIT & INTERNAL CONTROL


ECTS Credits 3

Course Leader PELTIER Maxime

Contact Hours 18




of

financial accounting, based on the material available on the LMS platform. Also, they should

get familiar with the notion of risk, prior the course (individual work)

Course Description In 18 hours, this course will provide an introduction to the core business of internal audit. As a

result, students will be able to choose to deepen their knowledge of internal audit within the

Internal Audit specialization option: 72 hours that will initiate the student to conduct an

internal audit mission.


Paris /Fall

Semester fall

Campus Paris

Evaluation


80

Nature of final exam Case study


20

Recommended Reading

Lectures obligatoires / Required readings : INTERNATIONAL STANDARDS FOR THE

PROFESSIONAL PRACTICE OF INTERNAL AUDITING (STANDARDS):

https://na.theiia.org/standards-guidance/Public%20Documents/IPPF%202013%20English.pdf

37 / 90

Websites www.ifaci.com; www.theiia.org; http://www.coso.org/;

PERFORMANCE MEASUREMENT & MANAGEMENT


ECTS Credits 5

Course Leader SANDU Raluca

Contact Hours 30




of

cost accounting, based on the material available on the LMS platform.

Course Description The objective of the course is to provide students with theoretical and practical bases of cost

accounting and performance management and measurement. The student will gain

fundamental knowledge and techniques in management accounting, in accordance with the

CIMA syllabus.

The course will mainly cover elements of identification and classification of costs and their

behavior,budgetary control, variance analysis, investment appraisal, break-even analysis and

profit maximization, for informing both long and short term decision making.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

Lectures obligatoires / Required readings : Material available on LMS and Scholarvox : ABC;

BSC; EVA; Costing; Budgeting Lectures Recommandées / Recommended readings : Bhimani

et al., Introduction to Management Accounting, Pearson, last edition CIMA material for BA2

and P2

Websites http://www.cimaglobal.com/

MSc - Corporate Financial Management

Applied Research in Finance

Course Code MSC.CFMM2.FICOR.0144

ECTS Credits 3

Course Leader SAIDANE Dhafer

Contact Hours 18


Programme MSc - Corporate Financial Management

Prerequisites Mandatory for the MSc candidates

38 / 90

Course Description The aim of the course is to train students to benchmark existing discipline-based knowledge

and develop strategies for keeping up to date with new techniques or issues in both an

academic research and a practitioner environment.


Belo /Fall;Paris /Fall

Semester fall


Evaluation


100

Nature of final exam Report / Dissertation;Others


0

Recommended Reading

Lectures obligatoires / Required readings : Lectures Recommandées / Recommanded

readings : Biggam, J., 2008. Succeeding with Your Master's Dissertation : A step-by-step

handbook, McGraw-Hill. Available online on La Fusée website in Cyberlibris / Scholarvox:

http://ezp.skema.edu:2057/bookshelf/list/folderid/62679 Additional references will be

provided by the instructor during the class.

Websites

Capital Budgeting


ECTS Credits 4

Course Leader LAI Wan Ni

Contact Hours 24



Prerequisites Master 1 programme courses

Course Description The main objective of this course is to teach students how to make effective capital budgeting

decisions as financial managers. Focusing on asset valuation, this course emphasis on the

evaluation of cash flows that is fundamental to the capital budgeting decision. Starting with a

general introduction to the framework of corporate finance, students will learn (i) methods to

evaluate projects and investment rules, (ii) skills to analyze risk and return of various projects,

and finally (iii) the different ways of raising capital in a corporation.


Belo /Fall;Paris /Fall;Sophia /Fall

Semester fall


Evaluation


60

Nature of final exam Quizz;Others


40

Recommended Reading


readings :

39 / 90

Websites

Capital Structure and Dividend Policy


ECTS Credits 4


Contact Hours 24



Prerequisites Basics on Financial Markets

Course Description The main objective of this course is to teach students the fundamentals of capital structure in

a company and how to make effective dividend policies as financial managers. Focusing on the

nature of debt and equity, this course emphasis on the effects of financing the company

through debt and equity. Starting with a general introduction to the framework of debt and

equity valuation, students will learn (i) importance of capital structure and limits to the use of

debt, (ii) the cost of capital in a leveraged firm, and finally (iii) the principles of setting dividend

policy in a company.



Semester fall


Evaluation


70

Nature of final exam Quizz;Report / Dissertation


30

Recommended Reading


readings :

Websites

Corporate Valuation Methods


ECTS Credits 3

Course Leader CHIKH Sabrina

Contact Hours 18



Prerequisites Financial statement analysis

International Accounting

Course Description This course aims at providing the needed tools to assess the value of corporates. It will help to

deal with M&A and corporate restructuring and with the courses of the track "fund raising and

innovating investments".

40 / 90



Semester fall

Campus Belo Horizonte;Paris;Sophia

Evaluation


60



40

Recommended Reading

Websites

Financial Markets and Banking Activities


ECTS Credits 3

Course Leader SAIDANE Dhafer

Contact Hours 18



Prerequisites Principles of micro-economics

Course Description The main objective of this course is to teach students how to be effective global financial

managers. With the rapid globalization of the world economy, all finance is becoming

“international”. The managers of a firm have to understand that their decisions will be

increasingly influenced by international financial environment. Starting with a general

introduction to the framework of international finance, students will learn (i) knowledge of

international financial market activities, (ii) how different exchange rate systems work and (iii)

understand the relation between exchange rate, interest rate and purchasing power parity.

•The course’s key objective is to provide students with a personalized academic environment

to obtain a solid understanding of Financial Markets and Banking Activities

•The Financial Markets and Banking Activities course aims at analyzing and assessing the

Globalized Banking Strategies. It is opened to no-specialists and gives a clear understanding

between international banking forces, the global economy, regulation and financial instability

in globalized economy.

•The FMBA course will assess the impact of financial deregulation as well as structural reforms

upon the banking business models.

•The target students might want to work in the financial department of corporates, to join

Investments Banks or international financial institutions, or to hold responsibility positions in a

company working with international banks. Accordingly, these students need a deeper

understanding of international banking issues.

The Universal Banking Strategy based on Economies of Scale and Economies of Scope (Retail

banking, Investment banking, Asset Management and Securities). From Bank Based to Market

Based financial system ? The "One Stop Shop" Banking Strategy, New business, new banking

income, Change in the structure of Net Banking Income, more non interest resources (financial

income)and less interest resources (financial income), more market activity (Trading Room :

Structured and Derived financial products, speculation...Front, Middle and Back-Office).

The Universal Banking Strategy based on Economies of Scale and Economies of Scope (Retail

banking, Investment banking, Asset Management and Securities). From Bank Based to Market

Based financial system ? The "One Stop Shop" Banking Strategy, New business, new banking

41 / 90

income, Change in the structure of Net Banking Income, more non interest resources (financial

income)and less interest resources (financial income), more market activity (Trading Room :

Structured and Derived financial products, speculation...Front, Middle and Back-Office).

The Wholesale Banking Business Model : Investment Banking, Corporate Finance, Global

Investment Banking, Equity Capital Markets, M&A Consulting Services, audit, consulting,

financial advisory, risk management, Creation of customized products such as bonds,

securitisations, syndicated loans and structured rating services and advice on debt markets,

equity-linked products (convertible bonds) and equity issues. International comparison: The «

Big four » or "Bulged bracket" US (Goldman Sachs, Morgan Stanley, Merrill Lynch, Lehman

Brothers), in Europe: The « Big three » (Crédit Suisse Group, Deutsche Bank Group et UBS

Group)…



Semester fall


Evaluation


50



50

Recommended Reading

Academic and scientific papers Allen F. et A.M. Santomero, 2001, What do financial

intermediaries do?, Journal of Banking and Finance, 25, 271-294. Battacharya S., Thakor A.V.,

1993, « Contemporary Banking Theory », Journal of Financial Intermediation, 3. Geoffron P. et

Saïdane D. (1996) "Du réseau aux réseaux : concurrence et surcapacités dans l'industrie

bancaire", Revue d'Economie Industrielle, pp. 81-95, n° 78, 4e trimestre. Geoffron P. et Saïdane

D. (1999), "La concurrence bancaire spatiale : enseignements et nouvelles perspectives",

rédaction du Chapitre 8, dans Emploi, localisation et économie spatiale, Economica in M. Catin,

J-Y Lesueur et Y Zenou, 1999, pp. 193-216. La Porta, Lopez-de-Silanes, Shleifer et Vishny

(1997), « Legal Determinants of External Finance », Journal of Finance, 52(3). Lewis M. K., 1992,

« Modern Banking in Theory and Practice », Revue économique, n°2, Mars. Saidane D. (2010),

"How to Identify the Best Target in the M&A Banking Operations? Case of Cross-Border

Strategies in Europe by Line of Activity", Review of Quantitative Finance and Accounting.

Saidane D. (2010), " Banking transparency: a good idea but difficult to implement", Bankers

Markets & Investors. Saidane D; and Grandin P. 2010), « What are the main causes of Bank

Merger and Acquisition? » Bankers Markets & Investors, n°104, January-February 2010.

Academic Books Allen F., D. Gale, (2000), Comparing Financial Systems, MIT Press, Cambridge,

Massachusetts. Bain K., Howells P. (2005),The Economics of Money, Banking and Finance: A

European Text, Financial Times Prentice Hall, 2005. Mishkin F. (2010), The Economics of Money,

Banking, and Financial Markets, Business School Edition Saidane D. (forthcoming 2011), La

finance durable, Editions de la Revue Banque, with P. GRANDIN. Saidane D. (2009 and 2011),

La finance islamique à l’heure de la mondialisation, preface of Arnaud de BRESSON, Editions

de la Revue Banque. Saidane D. (2007), L’industrie bancaire mondiale, preface of Daniel

LEBEGUE, Editions de la Revue Banque. Saidane D. (2006), La nouvelle banque : métiers et

stratégies bancaires, preface of Christian de BOISSIEU, Editions de la Revue Banque, second

edition 2009. Saidane D. (2006), Les banques, acteurs de la globalisation financière, La

documentation française. Reports Annual Report of the Bank for International Settlements

(BIS) Annual Report of the European Central Bank (ECB) Bank for International Settlements, «

Report on Consolidation in The Financial Sector ». Group of Ten, 2001. Banking Annual Reports

(see banks Website). European Central Bank, « Structural Analysis of the EU Banking Sector »,

BCE.

42 / 90

Websites Website Fédération Bancaire Française : http://www.fbf.fr/ Banque de France :

http://www.banque-france.fr/ European Central Bank: http://www.ecb.int/ China Banking

Regulatory Commission : http: //www.cbrc.gov.cn Bank for International Settlements:

http://www.bis.org/ ePaynews : http://www.epaynews.com/statistics/bankstats.html

Datamonitor : http://www.datamonitor.com International Data Corporation (IDC) :

http://www.idc.com/ Federal Deposit Insurance Corporation : http://www.fdic.gov The Bond

Market Association : http://www.bondmarkets.com Federal Reserve System,

http://www.federalreserve.gov Forbes, Global 2000 Leading Compagnie,

http://www.forbes.com

Financial Modeling with Excel


ECTS Credits 3


Contact Hours 18



Prerequisites Basic knowledge of computer use and worksheets

Course Description This course will familiarize students with the rudiments of statistical theory & calculus and

ready them for effective academic and professional practice in finance. These broad topics

have been formed into two modules (units) upon which the course is organized. Each unit

builds on the last, ushering students along a path from rudimentary exposure to high‐level

application and analysis, particularly in the area of finance.



Semester fall


Evaluation


100



0

Recommended Reading


readings :

Websites

Financial Reporting and Analysis


ECTS Credits 3


Contact Hours 18



Prerequisites Accounting fundamentals

43 / 90

Course Description The objective of this course is twofold:

- Participants will be introduced to European accounting standards and financial statement

presentations, including differences between American, British, and continental European

financial statement design and logic.

- Providing a complete overview of financial analysis. The goal is to train participants to

analyze corporate economic reality from published accounting reports and to take strategic

positions on the basis of such reports.



Semester fall


Evaluation


70

Nature of final exam Case study;Report / Dissertation


30

Recommended Reading


readings :

Websites

Governance and Operational Risk Management


ECTS Credits 3


Contact Hours 18



Prerequisites Principles of Finance and Strategic Management.

Course Description The course describes the operational risks that the companies have to deal with.It also

provides a deep approach the organization of a modern corporation and ethics matter in

Business. Corporate governance is discussed from different perspectives. An overview of

international practice is also provided.



Semester fall


Evaluation


50



50

Recommended Reading

Lectures obligatoires / Required readings: (...). Lectures Recommandées / Recommanded

readings: (...).

Websites

44 / 90

Leadership and Negotiation Skills


ECTS Credits 3

Course Leader SPIER Peter

Contact Hours 18



Prerequisites 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. Needless to say, it is an essential

skuill for leadership of any kind.

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;

asking for additional resources for an important project; dealing with conflict in your team...

As a means of reaching agreement and navigating differences, it is an essential tool for living

and working with people from different backgrounds, cultures and opinions. Good

negotiation skills presuppose an ability to interact constructively with others. Central to this is

a foundation of respect for others, an interest in their way of seeing things and the ability to

build trust. The 'mutual gain' approach to negotiation stresses the importance of such a

collaborative approach; but this does not preclude a concern to protect iones own interests.

The course will involve a balanced approach, with some theory, practical negotiation exercises

and case studies. The course will also look at some useful frameworks for understand

interations between two or more parties and examine some mediation and conflict-

management techniques.



Semester fall

Campus Paris;Sophia

Evaluation


50



50

Recommended Reading

Websites

45 / 90

Treasury Management


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description The main objective of this course is to introduce students to the different financial instruments

used for treasury management in a company. It prepares students to make treasury

management decisions as financial managers. Focusing on the financial markets, this course

introduces the various financial instruments and the mechanism of financial markets. Starting

with a general introduction to the finaicial markets, students will learn (i) how each market

functions, (ii) the specifics of various financial instruments, and finally (iii) the foundations of

investment management.



Semester fall


Evaluation


100



0

Recommended Reading

Websites

MSc - Financial Markets and Investments Special Note for Financial Markets & Investments: This program is extremely selective. The academic director will

screen students’ transcripts and CV to ensure they have the required academic and professional background to follow the

program. Once pre-selected, a Skype interview with the academic director will be required for final validation of

admittance (admission results mid-May). If a student is not selected, a second program choice will be requested.

BLOOMBERG DATA ANALYSIS

Course Code PRE-SHOOLING

ECTS Credits 0

Course Leader GOGUEL Amaury

Contact Hours 6


Programme MSc - Financial Markets and Investments

Prerequisites Same as Introduction to Financial Math Class. The material covered in these modules is

presumed to be understood and mastered upon your entrance in the program, because it is

Standard of undergraduate finance and math-material.

Course Description N

46 / 90


Paris /Fall

Semester fall

Campus Paris

Evaluation


0



0

Recommended Reading

Beginner's guide to Bloomberg Terminals use.

Websites http://www.investopedia.com/university/how-to-use-bloomberg-terminal-computer-system/

DERIVATIVES VALUATION & STRATEGIES

Course Code MSC.FMIM2.FICOR.0035

ECTS Credits 3

Course Leader AMYUNI Tarek

Contact Hours 24



Prerequisites Financial Markets in Practice; Bloomberg Data Analysis; Risk, derivatives and probablities

Course Description This course is an introduction to derivative security markets. The goal of the course is to

develop a core set of principles that

will help us make sense of the diverse ways derivatives are used in practice. These principles

are developed through a series

of real-world examples with an emphasis on simultaneously developing intuition and

familiarity with a broad spectrum of

markets and institutions. The valuation and use (e.g., hedging and speculation) of forwards,

futures, swaps, and options will be

a focal point of the course. Core concepts covered include valuation of forwards and futures,

binomial pricing of options, the

Black-Scholes option pricing formula, dynamic delta-hedging, and swap pricing. At the end of

the course, we expect the

student to be able to understand the concept of derivatives and know how to use the

instruments as a part of their practical

work.


Paris /Fall;Sophia /Fall

Semester fall

Campus Paris;Sophia

Evaluation


60



40

Recommended Reading

Options, Futures and Other Derivatives. John Hull.

47 / 90

Websites

EQUITY VALUATION & FINANCIAL ANALYSIS


ECTS Credits 3

Course Leader GROSLAMBERT Bertrand

Contact Hours 18




Course Description

Lending theory with practice, and detail the contemporary techniques used to determine the

intrinsic value of an equity security, and show you how to successfully apply these techniques

in both foreign and domestic markets.

Is integrated finance and accounting concepts (IFRS and US GAP) into the discussion-

providing the evenness of subject matter treatment, consistency of notation, and continuity of

topic coverage that is so critical to the learning process.

Addresses essential issues in this arena, including the equity valuation process, discounted

dividend valuation, free cash flow valuation, and residual income valuation

Distills the knowledge, skills, and abilities you need to succeed in today's fast-paced financial

environment


Paris /Fall

Semester fall

Campus Paris

Evaluation


100

Nature of final exam Quizz;Case study;Presentation


0

Recommended Reading

Equity Asset Valuation. CFA Institute. Corporate Finance: Theory and PracticeBroché – Pierre

Vernimmen

Websites

EXCEL MODELLING & FIRM VALUATION PROJECT


ECTS Credits 2


Contact Hours 12



Prerequisites No significant previous experience is needed in order to understand the course well and fully

benefit from its content

Course Description This course is particularly suitable for graduates who aspire to become investment bankers as

it includes a well-structured DCF model and goes through the theoretical concepts behind it.

48 / 90

Moreover, it will help you to be more confident when coping with daily tasks and will provide

you with an edge when the firm has to decide whether to confirm you for a full-time position.


Paris /Fall

Semester fall

Campus Paris

Evaluation


100



0

Recommended Reading

Websites https://www.udemy.com/beginner-to-pro-in-excel-financial-modeling-and-valuation/

FINANCIAL ECONOMETRICS & MODELLING WITH R


ECTS Credits 3

Course Leader DISPAS Christophe

Contact Hours 18




Course Description Discussion of the most common empirical approaches in finance prepares students for using

econometrics in practice.

R software is used.


Paris /Fall

Semester fall

Campus Paris;Sophia

Evaluation


100



0

Recommended Reading

Stock et Watson : Introduction to Econometrics. Pearson. Ch 1-2-3-4-5-6 Introduction to

financial econometrics. Brooks.

Websites http://orfe.princeton.edu/~jqfan/papers/03/overview.pdf

FINANCIAL MARKETS IN PRACTICE

Course Code PRE-SCHOOLING

ECTS Credits 0


Contact Hours 12


49 / 90


Prerequisites No credited assessment (0 credit. Training course made to level up the promotion and to start

with an equal playing ground.

Course Description Introduction:

Setting the Frame

Session Outline

Introductions

Expectations

An Overview on Financial Markets:

The Importance of cash flows as the underlying principle of any financial instrument

Money Markets versus Capital Markets

Loans - The Macroeconomic Allocation of Capital:

The Structure of an Investment Bank

The Players in Investment Banking

The Role of Banks as Intermediaries between Borrowers and Investors

The Interplay between Origination, Sales and Trading

Syndication of New Issues

Asset Classes

Financial Markets Regulation:

Capital Adequacy Requirement

The Bale Accord of 1988

Basel II (2005)

Basel III (2013)

Source for New Product Development

Time Value of Money and Financial Arithmetic:

Value of Money over Time

Reasons for the Change of Value of Money over Time

A Definition of Interest Rates

Financial Arithmetic and Market Conventions:

Money Market Formulas (Simple Interest)

Capital Market Formulas (Compound Interest)

Interest Rate Conversions

Payment date conventions and how it affects the settlement date:

Holidays

Following business day convention

Preceding business day convention

Modified following business day convention

Modified preceding business day convention

Development of Money Markets:

The history of money markets

The role of the central bank as lender of last resort

Implementation of economic policy, rate setting and quantitative easing

Money Market Instruments:

Discounted versus interest-bearing instruments

Decomposition of cash flows

Hybrid structures (certificates of deposits)

Revolving underwriting facility (RUF)

Note issuance facility (NIF)

Interest Rate Calculations

Worked examples

Current Money Market Rates:

50 / 90

Analysis of current market rates of main and emerging markets

Rates. quotations and bid-ask spreads

Trend analysis and opinion formation

Repurchase agreements (Repo’s):

Sell and Buy Backs

Classic repos

Securities lending


Paris /Fall

Semester fall

Campus Paris

Evaluation


0



0

Recommended Reading

Mathematics for Finance: An Introduction to Financial Engineering (Springer Undergraduate

Mathematics Series) Introduce Quantitaive Finance. Wilnot. Wiley.

Websites http://poincare.matf.bg.ac.rs/~kmiljan/UFM.pdf

FIXED INCOME 1: PRICING & VALUATION


ECTS Credits 2


Contact Hours 12




Course Description Knowing theories and formulas to help you better analyze, value, and manage fixed income

instruments and their derivatives in today’s evolving marketplace. This thoroughly revised

eighth edition includes detailed discussions of:



Semester fall

Campus Paris;Sophia

Evaluation


0



0

Recommended Reading

Fixed Income Mathematics, 4E: Analytical & Statistical Techniques by Frank J. Fabozzi or The

Handbook of Fixed Income Securities, Eighth Edition (Anglais) Relié – de Frank J. Fabozzi

Websites http://www.ft.com

51 / 90

INTERNATIONAL FINANCIAL ECONOMICS

Course Code MSC.FMIM2.FIELE.0143

ECTS Credits 2


Contact Hours 12



Prerequisites Country Risk course

Globalization course

Course Description Investing without understanding the economy is like taking a trip without knowing anything

about the climate of your destination or what season you ‘ll be in when you get there »

(Richard Yamarone)


Paris /Fall

Semester fall

Campus Paris

Evaluation


40



60

Recommended Reading

* Book of reference: Krugman/Obsfeld/ Melitz International Economics : Theory and

Practice. 9th edition (chap 13 to 20) * Optional and additional interesting books (FYI) :

Multinational Business Finance ; Eiteman, Stonehill and Moffett ; Pearson, 12th ed Money,

Banking and Financial Markets; Mishkin; Pearson, 9th ed. Bekaert, G and Hodrick, R, 2012, 2nd

Edition, International Financial Management, Pearson Education (Abbreviated: BH) Shapiro,

Alan C., Multinational Financial Management, 9th Edition (International Student Version), John

Wiley & Sons, 2010 Buckley, A., International Finance: A Practical Perspective, Pearson

Education, 2012. Eun, C. S, Resnick, B.G and Sabherwal S, International Finance: Global

edition (sixth), McGraw-Hill, 2012. Buckley, A., Financial Crisis: Causes, Context and

Consequences, 1st Edition, Pearson Education, 2011 Stiglitz, Joseph E., 2002, Globalization and

Its Discontents, New York: W.W. Norton and Company See the seperate list for the academic

articles and other web resources.

Websites Article PDF : The Obstinate Passion of Foreign Exchange Professionals : Technical Analysis.

Lukas Menkhoff and Mark Taylor

(http://wrap.warwick.ac.uk/1430/1/WRAP_Menkhoff_twerp_769.pdf) Exchange Rate

Predictability. Barbara Rossi. 2013

(http://crei.cat/people/rossi/Rossi_ExchangeRatePredictability_Feb_13.pdf)

INTRODUCTION TO STOCHASTIC CALCULUS 1 (applied to financial models)


ECTS Credits 2


Contact Hours 12



Prerequisites Introduction to Financial Mathematics class

52 / 90

Course Description Preliminaries from Calculus; Concepts of Probability Theory; Basic Stochastic Processes;

Brownian Motion Calculus; Stochastic Differential Equations; Diffusion Processes; Martingales;

Calculus for Semimartingales; Pure Jump Processes; Change of Probability Measure;

Applications in Finance: Stock and FX Options;

Applications in Finance: Bonds, Rates and Options


Paris /Fall

Semester fall

Campus Paris;Sophia

Evaluation


100



0

Recommended Reading

Introduction to Stochastic Calculus with Applications

Websites

MS EXCEL VBA PROGRAMMING


ECTS Credits 2


Contact Hours 12



Prerequisites Nothing specific

Course Description This class in the advanced part of the Pre-Schooling course: Introduction to Excel and Financial

theory. You will learn how to use macro.

A part of the course is a MOOC format + 4 sessions "face to face". The MOOC helps weakest

students to level up.


Paris /Fall

Semester fall

Campus Paris

Evaluation


100



0

Recommended Reading

Financial Analysis and Modeling Using Excel and VBA. Broché.

Websites

53 / 90

PORTFOLIO MANAGEMENT STRATEGIES


ECTS Credits 3


Contact Hours 18



Prerequisites No Prerequisite

Course Description The course looks at risk and comes with wealth-warnings for those who wish to explore more

sophisticated and fashionable investment approaches, and it emphasises the importance of

taking into account insights from behavioural analysis as well as the principles of traditional

finance. It highlights how habitual patterns of decision-making can lead any of us into costly

mistakes, and it stresses how markets are most dangerous when they appear to be most

rewarding.


Paris /Fall

Semester fall

Campus Paris

Evaluation


0



0

Recommended Reading

Websites

R PROGRAMMING (Fondations)

Course Code MSC.IMBM2.MKCOR.0060

ECTS Credits 1

Course Leader BOLLAERT Helen

Contact Hours 6



Prerequisites This is a required course for those students who will write a dissertation. It can be replaced by

an elective for those who will not be writing the dissertation.

Course Description This course is an introduction to the methods and techniques of research and critical thinking

that will be useful to students in order to write their dissertation. It will provide students with

the tools necessary to discriminate between well-designed and poor research. Also, the course

will expose students to the research literature in their discipline.

Regardless of professional aspirations, a sound knowledge of the principles and methods of

research is critical in order to contend with the management problems and issues that pertain

to the field of supply chain management and purchasing.

As a result of the course, students will have acquired through a step-by-step process, the

necessary skills to be able to write their research proposal, which is the first step towards

writing a dissertation

54 / 90


Paris /Fall

Semester fall

Campus Paris

Evaluation


70



30

Recommended Reading

Lectures obligatoires / Required readings : Saunders, M. Thornhill, A., & Lewis, P. (2013).

Research methods for business students (5th ed.). Prentice Hall.

Websites On citing your references: http://fr.slideshare.net/coma-hovadak/harvard-referencing-2011 On

quoting and paraphrasing: http://owl.english.purdue.edu/owl/resource/563/1/ Paraphrasing

guidelines : http://owl.english.purdue.edu/owl/resource/619/1/ Paraphrasing exercise:

http://owl.english.purdue.edu/owl/resource/619/02/

RISK, DERIVATIVES & PROBABILITIES


ECTS Credits 0


Contact Hours 15



Prerequisites

Course Description

The course deal with a vast array of banking topics, Risk management and the requiered

probabilities.


Paris /Fall

Semester spring

Campus Paris

Evaluation


0


Quizz


100

Recommended Reading

The Handbook of Bank Accounting: Understanding and Applying Standards and Regulations

Websites http://www.barclaysimpson.com/document_uploaded/Intro%20IA%20Banking%20publication.pdf

TACKLING COUNTRY RISK CHALLENGES IN THE AGE OF GLOBALIZATION


ECTS Credits 3

Course Leader BOUCHET Michel-Henry

Contact Hours 18

55 / 90



Prerequisites Nothing specific

Course Description Offers a comprehensive discussion of the specific mechanisms that apply to country and

international financial risk assessment.

- Discusses various techniques associated with global investment strategy.

- Presents and analyses the various sources of country risk.

- Provides an in depth coverage of information sources and country risk service providers.

- Gives some focus on international financial risk

- Includes practical examples and case studies.



Semester fall

Campus Paris;Sophia

Evaluation


100

Nature of final exam Quizz;Presentation


0

Recommended Reading

Country Risk Assessment: A Guide to Global Investment Strategy by Michel Henry Bouchet,

Ephraim Clark, Bertrand Groslambert

Websites

VBA 1: PRICING TECHNIQUES


ECTS Credits 2


Contact Hours 12



Prerequisites VBA class

Course Description The Same as VBA class but a step further, aplied to a valuation project (options barrier

pricing...)


Paris /Fall

Semester fall

Campus Paris;Sophia

Evaluation


100



0

Recommended Reading

Same as VBA Class.

56 / 90

Websites

MSc - International Business

FRENCH AS A SECOND LANGUAGE 1

Course Code MSC.TRCM2.LGOPT.0008

ECTS Credits 0

Course Leader POMMIER Jean-Paul

Contact Hours 12


Programme MSc - International Business

Prerequisites -

Course Description There are 4 levels:

- A0: complete beginner

- A1: pre-intermediate

- A2-B1: intermediate

- B2: advanced

Students are asked to take an online placement test whose results will determine which level

suits them best.


Paris /Fall;Raleigh /Fall;Suzhou /Fall

Semester fall

Campus Paris;Raleigh;Suzhou

Evaluation


30

Nature of final exam Quizz;Others


70

Recommended Reading

The course book 'Taxi 1' could be helpful on the campys of Sophia. It is used on the campus of

Suzhou.

Websites

GEOPOLITICS OF EUROPE

Course Code MSC.IBSM2.STELE.0050

ECTS Credits 3

Course Leader LASSALLE Paul - EXT

Contact Hours 18



Prerequisites n/a

Course Description This course provides students with the opportunity to examine key geopolitical developments

in Europe. The course will review contemporary conceptualisations of Europe, examine

regional political cooperation, European and Transatlantic integration, new emerging security

challenges and national foreign policy development.

57 / 90


Paris /Fall

Semester fall

Campus Paris

Evaluation


75

Nature of final exam Presentation


25

Recommended Reading

Academic sources: Journal of Common Market Studies European View international affairs

Journal of World Trade International Business Review Journal of International Business Studies

Annals of the Association of American Geographers Journal of European Public Policy Baylis, J.

et al. (2014) The globalization of world politics: An introduction to international relations (6th

Edition). Oxford University Press Nayar B. (2005) The geopolitics of globalization : the

consequences for development. Oxford University Press, Oxford India Paperback.

Websites IMF European Commission OECD Financial Time The Economist http://europa.eu/

GLOBAL STAKEHOLDERS MANAGEMENT

Course Code MSC.IBNM2.STELE.0048

ECTS Credits 3

Course Leader EZZEROUALI Amine

Contact Hours 18



Prerequisites None.

Course Description Every organization needs to engage with a set of internal and external stakeholders that

influence the process of wealth and value creation. Customers and users, suppliers,

shareholders, employees, labor unions, NGOs, government agencies, etc. are examples of

some of the key stakeholders with which organizations engage locally and globally. Knowing

when and how to build and maintain short and long-term stakeholder engagement is highly

critical in a complex and fast changing environment. This course addresses managerial,

political, economic, sociological and psychological foundations of global stakeholder

management and engagement through extant theory and case study examples of successful

and failed stakeholder management strategies in various industries and multiple countries.


Paris /Fall;Raleigh /Fall

Semester fall

Campus Paris;Raleigh

Evaluation


50



50

Recommended Reading

Freeman, E. R. (1984). Strategic Management: A Atakeholder Approach. Boston: Pitman.

Carroll, A., & Buchholtz, A. (2014). Business and Society: Ethics, Sustainability, and Stakeholder

58 / 90

Management. Cengage Learning. Freeman, E. R., Harrison, J. S., Wicks, A. C., Parmar, B. L., & de

Colle, S. (2010). Stakeholder theory: the state of the art. Cambridge University Press.

Websites http://stakeholdertheory.org/

IMPORTING AND EXPORTING IN A GLOBAL MARKET

Course Code MSC.IBUM2.STCOR.0061

ECTS Credits 5

Course Leader AMMAR Oussama

Contact Hours 30



Prerequisites None

Course Description A study of the principles, places, regulations and procedures of international trade, including

terms of sale (INCOTERMS), financing arrangements, means of payment, credit insurance,

shipping and insurance issues, support services, customs procedures, and trade facilitation.

The basic objective of this course is to provide students with the necessary knowledge, skills

and

foundations for acquiring a wide range of rewarding careers into the rapidly expanding world

of Import & Export Management.


Belo /Fall;Paris /Fall;Raleigh /Fall;Suzhou /Fall

Semester fall

Campus Belo Horizonte;Paris;Raleigh;Suzhou

Evaluation


50

Nature of final exam Case study;Presentation;Report / Dissertation;Class participation


50

Recommended Reading

- Albaum, G. and E. Duerr (2016), “International Marketing and Export Marketing”, Printice Hall

FT, 7th Edition. - Weiss, Kenneth D. (2010), "Building an Import/Export Business", 4th Edition. -

ICC Chamber of Commerce (2010), "Incoterms 2010". - Selected case studies to be provided

before the begining of the course.

Websites

INTERNATIONAL MARKETING MANAGEMENT

Course Code MSC.IBUM2.MKCOR.0020

ECTS Credits 5

Course Leader MERK Michaela

Contact Hours 30



Prerequisites Some studies in marketing would be helpful to the students. However, this is not a

prerequisite.

59 / 90

Course Description This course has been designed to prepare students the best for their marketing career or an

understanding in marketing in an international context. It is based on real-life experiences in

terms of brand building, product adaptation and launch in various markets across the globe,

from Europe to Middle East, Asia and the US. You will learn to make the right twist in the

marketing mix when it comes to « glocalization », by always integrating the intercultural

notions you will obtain at the beginning of the class.

This course is highly interactive and provides a mix between theory and real-life business best-

practices. You will work on cases written and experienced by the professor herself during her

professional career.


Paris /Fall

Semester fall

Campus Paris

Evaluation


40



60

Recommended Reading

Lectures obligatoires / Required readings : Will be provided via Knowledge Lectures

Recommandées / Recommanded readings : Will be provided via Knowledge

Websites

INTERNATIONAL PROJECT MANAGEMENT

Course Code MSC.IBBM2.PMCOR.0055

ECTS Credits 5

Course Leader ELTIGANI Adil

Contact Hours 30



Prerequisites Course Project Management Fundamentals

Course Description The Project Management track is dedicated to deliver practical and theoretical PM

fundamentals. based on « best practices » collected from worldwide Professionals and

documented by PMI® (Project Management Institute) thru the PMBOK® (Project

Management Body Of Knowledge), a worldwide Project Management Standard.



Semester fall


Evaluation


60



40

60 / 90

Recommended Reading

Lectures obligatoires / Required readings : PMBOK 5th Edition (edited by PMI) English version.

Electronic PDF version free of charge for PMI members. Paper copy can be ordered on

Amazon.com Lectures Recommandées / Recommanded readings : None

Websites Www.pmi.org: For PMI members, Access to all PMI standards, including PMBOK 5th edition,

and an electronic PM library with more than 300 PM Books. Www.pmexam.com: Example of

daily questions in same format as for the real exam)

INTERNATIONALIZATION OF THE FIRM

Course Code MSC.IBNM2.STCOR.0028

ECTS Credits 5

Course Leader AMMAR Oussama

Contact Hours 30



Prerequisites none

Course Description The course will teach students through academic lectures and firm consulting field practice the

process of internationalization of firms from the decision to internationalize to the

organizational structuring of internationalization.

The course will be structured in 2 parts:

- Part 1: 15h of teaching of theories of internationalization supported by case studies and/or

research papers and transfer of analytical tools used in internationalization consulting

missions.

- Part 2: 15h of action learning as consultancy works with firms facing an issue of

internationalization.



Semester fall


Evaluation


50

Nature of final exam Case study;Presentation


50

Recommended Reading


readings : - World 3.0 - Ghemawat Pankaj., Harvard Business School Press, 2011 - Le conseil

stratégique pour l'entreprise - Chereau Philippe, Meschi Pierre-Xavier, Pearson, 2014 -

Ghemawat Pankaj, Distance Still Matters: The Hard Reality of Global Expansion, Harvard

Business Review, vol. 79, no 8, 2001, p. 137-147. - Ghemawat Pankaj, The Cosmopolitan

Corporation, Harvard Business Review, vol. 89, no 5, 2011, p. 92-99. - Lasserre Philippe, Global

Strategic Management, Palgrave McMillan, New York, 2003. - Lessard Donald, Lucea Rafael &

Vives Luis, Building your Company’s Capabilities Through Global Expansion, MIT Sloan

Management Review, vol. 54, no 2, 2013, p. 61-67. - Johanson Jan & Vahlne Jan-Erik, The

Uppsala Internationalization Process Model Revisited: From Liability of Foreignness to Liability

of Outsidership, Journal of International Business Studies, vol. 40, no 9, 2009, p. 1411-1431. -

Ghemawat Pankaj, « Managing Differences: The Central Challenge of Global Strategy »,

Harvard Business Review, vol. 85, no 3, 2007, p. 58-68.

Websites

61 / 90

MANAGING MULTICULTURAL TEAMS

Course Code MSC.IBUM2.MLCOR.0008

ECTS Credits 3

Course Leader MIDDELMANN Anke

Contact Hours 18



Prerequisites While there is no academic or course pre-requisite, students should reflect on their personal

international and intercultural experiences prior to the course. They should also read any

documentation sent to them prior to the start of the class.

Course Description Multicultural teams offer a number of advantages to international firms, including deep

knowledge of different product markets, culturally sensitive customer service, and 24-hour

work rotations. In addition, many companies rely on such teams to develop innocative

approaches and solutions. Nevertheless, such advantages may be outweighed by challenges

stemming from cultural differences, which can seriously impair the effectiveness of a team or

even bring it to a stalemate.

To enable future managers to better cope with culture-based challenges, this course examines

the cultural impact of individuals' attitudes, preferences and mindsets, and their effect in

international and multicultural workplace settings in terms of interpersnoal relationships,

planning and decision-making, issues of hierarchy and matrix working, and change.

The class will be a "laboratory" of the multicultural team environment, in which students will

reflect not only on others' but also their own cultural expectiations, and develop ways of

reconciling different cultural approaches and ways of working to develop beneficial and

productive working relationships.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

To be determined and communicated by the teacher

Websites To be determined and communicated

OPEN INNOVATION FOR GLOBAL ENTREPRENEURS

Course Code MSC.IBPM2.ISELE.0023

ECTS Credits 3

Course Leader KAMINSKA Renata

Contact Hours 18



Prerequisites None

62 / 90

Course Description The objective of this course is to analyze the emergence of Open Innovation paradigm and its

relevance for managers and entrepreneurs. First, we will define what Open Innovation is in

relation to what some now call Closed Innovation. Second, through the lenses of managers of

incumbent firms and potential entrepreneurs, we will analyze how different organizations,

large and small, espouse the principles of Open Innovation. Finally, we will evaluate the

opportunities created by the platform-based network-centric innovation in the global

economy.


Suzhou /Fall;Paris /Fall

Semester fall

Campus Sophia;Suzhou

Evaluation


50



50

Recommended Reading

Surowiecki J. (2005), The Wisdom of Crowds: Why the Many Are Smarter Than the Few. Abacus

On cognitive diversity: Page S. (2008), The Difference: How the Power of Diversity Creates

Better Groups, Firms, Schools, and Societies. Princeton University Press. Chesbrough H.W.

(2003), The era of open innovation, MIT Sloan Management Review, Spring. Hargadon A. &

Sutton R.I. (2000), Building an innovation factory, Harvard Business Review, May-June, 157-166.

Von Hippel E. (2005), Democratizing Innovation. MIT Press: Cambridge: MA Baldwin C. & von

Hippel E. (2011), Modeling a Paradigm Shift: From Producer Innovation to User and Open

Collaborative Innovation, Organization Science, 22(6), 1399–1417. Henkel J. & Baldwin C. Y.

(2010), Modularity for Value Appropriation – How to Draw the Boundaries of Intellectual

Property, Working Paper - Harvard Business School, 11-054. Huston L. & Sakkab N. (2006),

Connect and develop: inside Procter & Gamble's new model for innovation, Harvard Business

Review, March, 58-66. Johnson, S. (2010), Where good ideas come from, London, Penguin.

Nielsen M. (2012), Reinventing discovery, Princeton: NJ: Princeton University Press.

Chesbrough H.W. (2006). Open Business Models: How to Thrive in the New Innovation

Landscape, Harvard University School Press. Page, S. E. (2007). Making the Difference:

Applying a Logic of Diversity. Academy of Management Perspectives, 21(4), 6–20. Anderson, C.

(2004). The Long Tail. Wired, 170–177. Anderson, C. (2012). Makers: The New Industrial

Revolution. Random House, London. Adner, R. (2012). The wide lens: What successful

innovators see that others miss. London: Penguin Books. Cusumano, M. 2010. "The evolution

of platform thinking." Communications of the ACM 53(1):32-34. Eisenmann, T., J. Parker and

M.W. Van Alstyne. 2006. "Strategies for two-sided markets." Harvard Business Review.

Websites GE view on additive manufacturing and open innovation

https://plus.google.com/events/c273pncgit22a3i88n9ofg97sto 3D printers and disruptive

innovation http://disruptiveinnovation.se/?p=286 Blomberg report

http://www.bloomberg.com/news/2013-05-14/how-3-d-printing-could-disrupt-the-economy-

of-the-future.html http://www.bloomberg.com/news/2013-05-12/your-future-will-be-

manufactured-on-a-3d-printer.html http://www.bloomberg.com/news/2013-05-13/that-3-d-

printed-gun-it-s-just-the-start.html http://www.bloomberg.com/news/2013-05-15/3-d-

printing-the-ultimate-intellectual-property-threat-.html

63 / 90

MSc - International Human Resources & Performance Management

Advanced Organisational Behaviour

Course Code MSC.IHRM2.MLCOR.0002

ECTS Credits 2

Course Leader BACHA Eliane

Contact Hours 12


Programme MSc - International Human Resources & Performance Management

Prerequisites None

Course Description This course provides students with the essential background to organisations and

management of and within these. Students will examine issues of leadership, management,

motivation, ethics, and other aspects fundamental for anyone working in international

organisations--and specifically in HR functions.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

George, J.M. and Jones, G.R. (2012), Understanding & Managing Organizational Behavior,

Pearson, 6th Edition. Robbins, S. and Coulter, M. (2014), Management, Upper Saddle River, NJ:

Pearson (12th Edition). Robbins, S., Coulter, M. and De Cenzo (2015), Fundamentals of

Management: Essentials concepts & applications, Upper Saddle River, NJ: Pearson (9th Edition)

Robbins, S. P., Judge, T. A. and Campbell, T. T. (2010), Organizational Behavior, 1st European

Edition.

Websites

Conflict Management

Course Code MSC.IHRM2.MLELE.0002

ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description Conflicts are impossible to avoid due to different characters, opinions, interests, needs, and

cultures. However, in many situations we act as if nothing happened, trying to avoid or ignore

them. In a company this attitude can be very costly, both in financial and human terms,

because unresolved conflicts take up a lot of energy and time. For this reason, it is important

to develop to develop effective conflict management and communication skills. While these

64 / 90

are very important for future HR professionals, they are also useful for individuals from other

backgrounds and functions.


Paris /Fall

Semester fall

Campus Paris

Evaluation


70

Nature of final exam Report / Dissertation;Class participation


30

Recommended Reading

Optionnelles / Recommended readings Marshall B. Rosenberg, (2003) Nonviolent

Communication: A Language of Life, Puddle Dancer Press The Pfeiffer Book of Successful

Conflict Management Tools , 2003John Wiley&Sons, Inc.

Websites Http://www.ted.com/talks/margaret_heffernan_dare_to_disagree

Corporate Social Responsibility and Business Performance


ECTS Credits 2


Contact Hours 12



Prerequisites While there is no formal course pre-requisite, students may be asked to read relevant

documentation or do prior work, as requested by the teacher.

Course Description For several decades, corporate social responsibility, or CSR, has played an increasingly

important role in companies' efforts to increase or restore trustworthiness and enhance their

brand image among both internal and external stakeholders (e.g., employees, customers,

shareholders, local communities...he enironments they support, they are sometimes also

regarded as serving only the benefit of the company.

CSR is here to stay, and it could be argued that HR functions have an important role to play in

developing and implementing their firms' CSR policies. This course provides an essential

background of CSR, examines both the strategic and operational implementation of such

policies, and analyses the benefits of such actions for the performance of the organisations

and the benefits for its stakeholders.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

65 / 90

Recommended Reading

Recommended book: Carroll, A., & Buchholtz, A. (2014). Business and society: Ethics,

sustainability, and stakeholder management. Nelson Education. A selection of academic

papers is available on K2.

Websites http://www.un.org/en/universal-declaration-human-rights/ http://www.ilo.org/inform/online-

information-resources/research-guides/lang--en/index.htm http://thecro.com/100-best/the-

100-best-corporate-citizens-2/ https://business-humanrights.org/

https://www.corporateknights.com/ https://www.responsible-economy.org/en/

http://www.greatplacetowork.fr/

Globalisation and HRM: The Cultural Impact on People and Organisations


ECTS Credits 3


Contact Hours 18



Prerequisites While there is nor formal requirement for this course, students may be required to do some

preliminary work.

Course Description For many businesses, globalisation implies greater markets and larger numbers of consumers

worldwide. What is sometimes neglected, but has a profound impact on every business "bhind

the scenes" in internatioal organisations or businesses working across the globe, is the impact

that different cultural backgrounds and belief systems have on how companies are structured,

how people in companies act, what they believe to be important, and how, therefore, all of this

affects all aspects of businessted.

HR professionals need to be keenly aware of these intercultural aspects, as they potentially

have a serious impact on business success or failure, both in terms of business itself, but also

in terms of expatriation, day-to-day working, operating in multicultural teams, or virtually, etc.

This course thus looks at the cultural impact on people and organisations; how businesses

meet the demands of operating in international environments and how people function within

them, and how individuals cope within such ever changing environments.


Paris /Fall

Semester fall

Campus Paris

Evaluation


60



40

Recommended Reading

Websites

66 / 90

HRM: Fundamentals of Organisational Structures


ECTS Credits 2

Course Leader CHASSERIO Stéphanie

Contact Hours 12



Prerequisites None

Course Description This course aims to present an integrative view of the organization with some aspects of

organization’s theories. This course establishes between Organizations and HRM. In this

seminar, we introduce organization theory as a necessary prerequisite to undertake an

organizational diagnosis. As HR manager, you have to develop and implement the most

appropriate policies for the organization and its people. To do that, it is essential to analyse

and understand the organization, its components and its relationship with the external

environment

Therefore this course aims to:

-set up seminal concepts in organization theory (environment, structure, components of the

organization, etc)

-expose links between the different levels of the organizational analysis (individual, group,

structure, environment)

-understand how HR policies and practices are impacted by the organization and its different

component


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

Lectures obligatoires / Required readings Subramaniam Anatham and Christopher Chan.

2013. Challenges and strategies for global human resources executives: Perspectives from

Canada and the United States. European Management Journal, 31, 223-233. Powell and

DiMaggio. 1983. The iron cage revisited. Institutional isomorphism and collective rationality in

organizational fields. American Sociological Review, 48(2), 147-16 Jay B. Barney. 1986.

Organizational culture: Can it be a source of a sustained advantage. Academy of Management

Review, 11(3), 656-665. Mintzberg (1981) “Organization design: fashion or fit?” Harvard

Business Review, January- February, 103-116 Hatch , Chapter 3, Organization-Environment

Relations, page 57 The case of Gore Tex

http://www.managementexchange.com/story/innovation-democracy-wl-gores-original-

management-model Marchington, Rubery, Earnshaw, Lee Cooke and Vincent .2000. Changing

organizational forms and the employment relationship. Working paper. ESRC Future of Work

Programme. Manchester School of Management Swart, Purcell and Kinnie. 2005. Knowledge

work and new organizational forms: The HRM Challenge. Working Paper Series 2005.06.

University of Bath School of Management. additional articles forthcoming Optionnelles /

Recommended readings Cichocki Patricia and Christine Irwin. 2014. Organizational design: A

guide to building effective organization 2nd Edition. Kogan Page. Hatch Mary-Jo and Ann L.

67 / 90

Cunliffe. 2012. Organization Theory: Modern, Symbolic and Postmodern Perspectives, Oxford

University Press. Helms Mills Jean. 2008. Understanding organizational change. Taylor&

Francis.

Websites • Organizational Dynamics (http://www.journals.elsevier.com/organizational-dynamics/) •

Academy of Management • Harvard Business Review • Organizations • MIT Sloan Review

Knowledge and Collaborative Intelligence


ECTS Credits 3

Course Leader HAAS Aurore

Contact Hours 18



Prerequisites While there is no formal academic pre-requisite, students may be required to do pre-course

reading or other work, as directed by the teachers.

Course Description In the fast-paced, complex environment that we are experiencing today, organizations need to

be more than just the sum of their parts. They must create new dynamics inside the

organization that will create a competitive advantage. To reach this goal, firms have to

develop cooperation between individuals and teams, as well as use the diversity of points of

views available inside the company.

Collaborative management promotes a sense of unity and teamwork across organisations,

both internally and externally and allows managers to combine their strengths and the

strengths of other team members. This leads to working collectively towards objectives and

goals in a way that enhances efficiency of all operations and fosters a positive influence on

employee morale, supplier relations and consumer perceptions regarding the business.

This course will enable you to experience in practice how a team works collaboratively to plan

a project and, together with real life cases, you will have the opportunity to learn about the

benefits of collaborative management to an organization on both a macro and micro level.

Further, you will experience how teams can enhance creativity and innovation thanks to the

diversity of points of views and collaboration between firm members.

You will gain knowledge and understanding of a range of collaborative tools, techniques and

the behaviours required of work teams in order to work collaboratively, be creative and

innovate.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50

Nature of final exam Case study;Report / Dissertation


50

Recommended Reading

To be communicated by the teachers

Websites To be communicated

68 / 90

Managing HR and Careers in International Organisations


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description In global firms, the Human Resources organisation plays a critical role in accompanying the

increasing complexity of global businesses.

Some of the challenges HR managers have to face are detailed in this course, such as:

- Developing the HR company brand,

- international HR management,

- optimising a geographical workforce presence,

- facilitating international mobility,

- driving the engagement of a worldwide workforce,

- supporting company culture & values,

- managing & developing talents internationally

- balanacing local and global HR needs,


Paris /Fall

Semester fall

Campus Paris

Evaluation


60

Nature of final exam Case study;Presentation;Report / Dissertation


40

Recommended Reading

Recommanded readings : International Human Resource Management: Globalization,

National Systems and Multinational Companies New edition Edition by Tony Edwards (Author),

Chris Rees (Author),Oct 19, 2016 Managing a Global Workforce, Nov 8, 2014 by Charles M

Vance and Yongsun Paik International Human Resource Management: Contemporary HR

Issues in Europe (Global HRM) 3rd Edition, Mar 7, 2016

Websites

Managing Individual & Collective Performance Systems


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description In this course, students will develop and understanding of the fundamental concepts of

performance management and linked disciplines (organisational sociology, social psychology,

sociology of work); learn about the different performance management approaches and

69 / 90

understand their benefits and challenges; understand the various stages of the performance

management process, and measuring performance.


Paris /Fall

Semester fall

Campus Paris

Evaluation


40



60

Recommended Reading

To be communicated by the teacher

Websites

Recruitment Techniques

Course Code MSC.IHRM2.MLELE.0006

ECTS Credits 2


Contact Hours 12



Prerequisites None

Course Description This course will allow students to understand all the facets of the recruitment process to

enable them to effectively manage this process in a professional setting. The course will look

at all the steps of the recruitment process, from job definition to candidate integration. As

such, it examines: the roles of all actors in the process (functional manager, HR, candidate,

consultant, etc.); various recruitment methods and methodologies; issues of

objectivity/judgment and discrimination in the selection process. The recruitment process will

be studied from the perspective of both the recruiter and the interviewee.


Paris /Fall

Semester fall

Campus Paris

Evaluation


100



0

Recommended Reading

To be communicated


70 / 90

Strategic Human Resources Management


ECTS Credits 3

Course Leader FERRARY Michel

Contact Hours 18



Prerequisites None

Course Description Course overview:

A strategic issue is to create a tighter fit between the workforce strategy and the firm’s

business strategy. Strategic human resources management supposes to align strategic intent

and HR practices. Organizations whose HR systems incorporate a cluster of “high-

commitment” practices (teams, more participation, employment security, intense screening

and socialization,…) obtain greater productivity and higher quality than other firms. However,

the efficiency of this HR system depends on its compliance with the firm’s competitiveness.

The relationship between the use of specific employment practices and organizational

performance is posited to be contingent on an organization’s strategy.

Learning goals:

1. Define how HR practices can be aligned to a coherent system that contributes to firm

performance.

2. Explain the relationship of human resource strategy with overall organizational strategy.

3. Understand the relationship between the dual labour market of the firm and its strategic

human assets.

4. Identify how the attractiveness of the firm on the labour market contributes to the firm’s

competitiveness.

5. Analyze how the attractiveness of the firm’s employee value proposition contributes to the

firm’s competitiveness


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

Lectures obligatoires / Required readings • Ferrary M. (2012), « Attractiveness of the firm as a

competitive advantage for knowledge-intense firms » pp. 45-83, in Dibiaggio L. and Meschi P.-

X., Management in the Knowledge Economy, Pearson, 323 p. • Ferrary M. (2015), “ Investing in

transferable strategic human capital through alliances in the luxury hotel industry”, Journal of

Knowledge Management, vol. 19(5), pp. 1007-1028 • Rynes S. and Barber A. (1990), «

Applicant Attraction Strategies: An Organizational Perspective », Academy of Management

Review, vol. 15, n°2, pp. 286-310 Optionnelles / Recommended readings • Wright P., Dunford

B. and Snell S. (2001) "Human resources and the resource based view of the firm“, Journal of

Management, vol. 27, pp. 701-721 • Gardner T. (2002), « In the trenches at the talent wars:

competitive interaction for scarce human resources », Human Resource Management. Vol. 41.

n°2, pp. 225-237 • Chambers E. et al. (1998), « The War for Talent », The McKinsey Quarterly,

n°3, pp. 44-57

71 / 90

Websites

MSc - International Strategy and Influence

COMPETITIVE INTELLIGENCE

Course Code MSC.ISIM2.STCOR.0059

ECTS Credits 4

Course Leader LEHIANY Benjamin

Contact Hours 24


Programme MSc - International Strategy and Influence

Prerequisites Basics in strategic management. Complementary to the course Knowledge Management.

Course Description The course introduces the concept and practice of competitive intelligence, and its role for

organisations and states. This course will enable students to understand the different cultural

and contextual approaches and methods of competitive intelligence in firms. The course will

also highlight the positioning of France and Europe compared to other major nations with

respect to competitive intelligence approaches.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

Lectures obligatoires / Required readings : Ranjit Bose, (2008) "Competitive intelligence

process and tools for intelligence analysis", Industrial Management & Data Systems, Vol. 108

Iss: 4, pp.510 - 528 Jonathan L. Calof, Sheila Wright, (2008) "Competitive intelligence: A

practitioner, academic and inter-disciplinary perspective", European Journal of Marketing, Vol.

42 Iss: 7/8, pp.717 - 730 Rouach Daniel et Santi Patrice, (2001) "Competitive intelligence adds

value: Five intelligence attitudes, European Management Journal, Vol. 19, N°5, pp. 552-559

Websites www.ie-news.com www.veille.com www.ihedn.com www.inhesj.fr www.ege.fr

CONSULTING PROJECT 1


ECTS Credits 3


Contact Hours 18



Prerequisites Basics in Management

72 / 90

Course Description This project-based course consists in a professional training in consulting. It is taught by

consultants and is based on real missions issued by our partnering companies. It is designed

to provide students with professional and commercial skills in the field of consulting.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50

Nature of final exam Presentation;Report / Dissertation


50

Recommended Reading

Chereau, P. & Meschi, P-X. (2017) Strategic Consulting: tools and methods for successful

strategy missions

Websites

CORPORATE GOVERNANCE & STRATEGY

Course Code MSC.ISIM2.STELE.0076

ECTS Credits 2

Course Leader BARRAQUIER Anne

Contact Hours 12



Prerequisites To feel comfortable and enjoy the course, students should review fundamental knowledge of

business strategy (M&As, international development, innovation), leadership (decision making,

power relations), financial markets (basics about stock exchange mechan

Course Description Corporate governance has become a buzz word in the field of strategic management, finance,

accounting and corporate social responsibility. Mastering the concepts of corporate

governance is necessary to understand the relationship and power relations between

investors, boards of directors and the CEO willing to develop strategic planning, investments,

innovation, mergers, etc. This includes systems and procedures designed to structure

authority, balance responsibility and provide accountability to shareholders (investors) and

other stakeholders at all levels of the firm.


Paris /Fall

Semester fall

Campus Paris

Evaluation


60



40

Recommended Reading

ARTICLES Barraquier, A. (2011). Ethical behaviour in practice: Decision outcomes and strategic

implications. British Journal of Management, 22(s1), S28-S46. Baghai, M., Smit, S., & Viguerie,

S. P. (2007). The granularity of growth. The McKinsey Quarterly, (007). Husted, B. W., & Allen,

73 / 90

D. B. (2007). Strategic corporate social responsibility and value creation among large firms:

lessons from the Spanish experience. Long Range Planning, 40(6), 594-610. Mitchell, R. K.,

Agle, B. R., & Wood, D. J. (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. Prahalad, C. K., & Hamel, G. (2006). The core competence of the corporation (pp.

275-292). Springer Berlin Heidelberg. Teece, D. J. (2007). Explicating dynamic capabilities: the

nature and microfoundations of (sustainable) enterprise performance. Strategic management

journal, 28(13), 1319-1350. BOOKS Cavagnaro, E., & Curiel, G. (2012). The three levels of

sustainability. Greenleaf Pub. Larréche, J. C. (2008). The momentum effect: How to ignite

exceptional growth. Pearson Education.

Websites

CRITICAL THINKING AND METHODS

Course Code MSC.ISIM2.OTCOR.0020

ECTS Credits 3

Course Leader POROLI Corinne

Contact Hours 18



Prerequisites None

Course Description This course presents the useful methods and techniques of research in order to analyze

professional management issues. In addition, it acts as a preparation for the Master

dissertation work. Thus, it provides students methods to turn ideas into dissertation project, to

link academic literature with empirical data (theory and practice) and to develop their own way

of well-argued thinking based on a chosen topic. The various stages of research methodology

will be considered with a specific emphasis on the logic underlying the research process.


Paris /Fall

Semester fall

Campus Paris

Evaluation


0



100

Recommended Reading

Lectures obligatoires / Required readings : Fisher C.M. (2010), “Researching and writing a

dissertation. An essential guide for business students”, third edition, Pearson Education

Limited. Ghauri P., Gronhaug K. (2010), “Research methods in business Studies”, fourth

edition, Pearson Education Limited. Salkind N.J. (2009), “Exploring research”, seventh edition,

Pearson International Edition. Saunders M., Lewis P. and Thorhill A., (2009), “Research

methods for business students”, fifth edition, Pearson Education Limited.

Websites

74 / 90

GEOSTRATEGIE


ECTS Credits 2


Contact Hours 12



Prerequisites Course is taught in French

Basics in strategy

(i)the company’s industry and external environment,

(ii)the company’s resources and capabilities

(iii)the company’s strategic choices

Course Description Information and knowledge become strategic assets in the knowledge economy.

Understanding the role of geostrategy and methods of influence in the development and

implementation of a firm’s strategy in the context of international business is a central issue.

Therefore, future strategists must be able to analyze a competitive strategy within its

geopolitical environement in order to design the appropriate organization and define the

relevant strategy.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

- Baumard Ph. "From noticing to sense makingh the use of intelligence in strategizing" in

international journal of intelligence and counter intelligence, vol 7, n'1, 1994. - Wilensky, H.

Organizational intelligence: knowledge and Policy in gouvernment and industry, NY, basic

book, 1967. - Ansoff H. Igor. "management strategic surprise by response to weak signals" in

California management review, XVIII, 1975. - Herring, J.P. (1992) the role of intelligence in

formulating strategy, Journal of Business Strategy, vol. 13(5), pp. 103-109

Websites www.ciworldwide.org

INTERNATIONAL STRATEGY


ECTS Credits 3


Contact Hours 18



Prerequisites Basics in strategic management

75 / 90

Course Description The course is based on a business simulation game called SKEMA SIM, adressing crutial

questions of International Strategy such like the rational for internationalisation, choice of

location, modes of entry and the strategic management of globalization. Specific objectives of

this course include:

Understanding the multi-faceted dimensions of global strategy risk

Assessing the rising economic and geopolitical power of emerging market countries

Understanding the regulatory role of IFIs and its limits

Assessing the main sources of risks and opportunities arising from the growing integration of

international financial markets from the firms standpoint;

Globalization is the turbulent background against which SKEMA's students are going to have

to play out their careers.

Globalization is described by The Economist as the death of distance. Martin Wolf describes it

as the integration of economic activities, across borders, through markets. And Anne Krueger

adds that its main consequence is that economic agents, in any given part of the world, are

much more affected by events elsewhere than before. Basically, it is the worldwide extension

of the market economy.


Paris /Fall

Semester fall

Campus Paris

Evaluation


100

Nature of final exam Class participation;Others


0

Recommended Reading

Websites

KNOWLEDGE MANAGEMENT

Course Code MSC.ISIM2.HRCOR.0050

ECTS Credits 4


Contact Hours 24



Prerequisites none

Course Description Despite its long and controversial history, knowledge management (KM) continues to be a

priority for enterprises looking to make better use of their knowledge assets to sustain their

growth and performance. The course is intended to explore from a practical perspective

-Knowledge Management as a new step in the management development in the Knowledge

Economy

-The business motivations and purposes to deploy a KM program

-The main aspects of a KM program implementation

-the main techniques and methodologies, with evolution to social KM

-In practice how to make sense of KM: knowledge sharing, knowledge transfer, creative

collaboration and KM as a lever for innovation

76 / 90

-As a conclusion, the required managerial attitudes to coach colleagues and peers in a

Knowledge sharing culture


Paris /Fall

Semester fall

Campus Paris

Evaluation


60



40

Recommended Reading

Lectures obligatoires / Required readings : - case studies: Holcim, Schneider, Katzenabck,

Whirlpool , Solvay, Astra Zeneca , Danone, Ideo Lectures Recommandées / Recommanded

readings : - Collison, C. & Parcell, G. (2004) Learning

to Fly: Practical Knowledge Management from Leading and Learning Organizations, Capstone

eds - Probst, G. & Borzillo, S. (2008) Why

Communities of Practice Succeed and why they Fail, European Management Journal, Vol. 26(5),

pp: 335-347. - Nonaka, I. and Takeuchi, H. (1995). The Knowledge-Creating Company, How

Japanese Companies Create the Dynamics Of Innovation. New York and Oxford: Oxford

University Press.

Websites

MULTICULTURAL MANAGEMENT


ECTS Credits 2


Contact Hours 12



Prerequisites No academic prerequisite; however, students should think about their prior internatioal/inter-

or multicultural experiences, and read documentation that will be provided by the teacher

prior to the beginning of the course.

Course Description In a world in which global interactions and networks increasingly shape many aspects of work,

and in which many companies believe cultural diversity to enhance innovation, creativity and

progress, it is important to understand how to effectively navigate sometimes complex

multicultural waters.

In order to function effectively in international, and, therefore multicultural settings, not only

are individual cross-cultural know-how, adaptability and skills essential but also an

understanding of the impact of culture on organisations and their strategies. The course

therefore aims to develop overall multicultural competence--the ability not only to

understand, but also to respect different ways of seeing the world and working working within

these paramters.

The course applies a "Knowledge-Awareness-Skills" approach: learning about the origins and

backgrounds of different cultures, and their influence on attitudes and mindsets, preferences,

and behaviours is essential to raising awareness. Appropriate skills, or cultural competence,

can then be developed to function effectively within any international or multicultural setting.

77 / 90

Thus the course looks at different levels of culture (national, workplace, organisational,

corporate, etc.), through the lens of the prevalent cross-cultural research as well as case

studies and real-life experience. Students will also examine the impact of culture within the

context of corporate culture, business strategies and organisation, e.g., cross-cultural alliances,

and multicultural team-working.

Throughout this very hands-on course, which mixes practical activities with theoretical

learning, students will also identify their own cultural background and cross-cultural strengths

and abilities, and devise an Action Plan on how to enhance their intercultural competence to

increase their effectiveness in multicultural situations.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

Lectures obligatoires / Required readings : Adler, Nancy, "International Dimensions of

Organizational Behavior", Lectures Recommandées / Recommanded readings : Hofstede, G,

Hofstede G.J., Minkov, M, "Cultures and Organisations. Software of the Mind", McGraw-Hill,

2010 Steers, R.M., Sanchez-Runde, C.J., Nardon, L., Management Across Cultures, Cambridge

University Press, 2010. Comfort, Jeremy & Franklin, Peter, The Mindful Internatonal Manager,

Kogan Page Ltd., 2010


ORGANIZATIONAL DYNAMICS

Course Code MSC.ISIM2.HRCOR.0049

ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description International business strategies may not be reproducible but adapted according to the type

of organisation and according to organisational and procedural contexts of firms. This course

introduces the challenges of monitoring and dissemination of strategic information according

to organisational configurations. Using sociology of organisations and human resources (social

capital) perspectives will provide students with a new approach of strategic analysis models.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50

78 / 90

Nature of final exam Case study;Presentation


50

Recommended Reading

Module "The organization in its environment": P.R.Lawrence and J.W.Lorch (1967). High-

performing organizations in three environments. R.E.Miles and C.C.Snow (1984).

Organizational fit. M.T.Hannan and J.Freeman (1977). The population ecology of organizations.

Module "Management and decision making" H.Fayol (1916). General principles of

management. F.W.Taylor (1912). Scientific Management. J.G.March (1976). The technology of

foolishness. Module "People in organizations" E.Mayo (1949). Hawthorne and the Western

Electric Company. E.H.Shein (1993). Career anchor. K.E.Weick (1988). Enacted sensemaking in

crisis situations. C.Argyris (1985). Defensive routines. M.Crozier and E.Friedberg (1994). L’acteur

et le système. Module "Organizational change and learning" P.J.Dimaggio and W.W.Powel

(1983). Institutional isomorphism. A.M.Pettigrew (1987). Context and action in the

transformation of the firm. P.Senge (1990). Building learning organizations. T.Peters (1994).

Creating the curious corporation.

Websites

PREPARING FOR CONSULTING JOBS 1

Course Code Nouveau cours

ECTS Credits 2


Contact Hours 12



Prerequisites Basics in Strategy

Course Description This course is dedicated to introduce, through testimonials and best practices transfer from

professionals to students, the value chain of strategic consulting with a focus on two key

dimensions:

- the multifaceted dimension of consulting jobs and careers

- the preparation to consulting job interviews


Paris /Fall

Semester fall

Campus Paris

Evaluation


100

Nature of final exam Case study; Presentation


0

Recommended Reading

Websites

79 / 90

STRATEGY & BUSINESS MODELS

Course Code Nouveau cours

ECTS Credits 3

Course Leader BREA SOLIS Humberto

Contact Hours 18



Prerequisites Fundamentals of Strategic management

Course Description Nowadays, companies require doing more than creating a brilliant new product or service. It is

essential to find innovative ways of organizing the internal logic of the firm. Successful

managers implement changes that go beyond mere adjustments of the value proposition or

the revenue model; they reshape the whole organization in order to optimize its value creation

and value capturing capabilities. The goal of the course “Strategy and Business Models” is to

provide the students the theoretical foundation and the analytical tools to analyze business

models and to entice their creativity in finding new ways of doing business.


Paris /Fall

Semester fall

Campus Paris

Evaluation


50



50

Recommended Reading

Websites

80 / 90

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-May).

International Contract Management

EXTRA FEES! PLEASE SEE DETAILS BELOW

Course Code MSC.PPMM2.PMCOR.0099

ECTS Credits 3

Course Leader

GIAMMALVO Paul D. - EXT

Contact Hours

12


Programme MSc - Project and Programme Management and Business Development

Prerequisites None

EXTRA FEES Course Enrolment = 250€

* The international office will contact students who have chosen this specialization program with the

payment procedures in order to pay these extra fees around mid-May

Course Description

Ample credible evidence exists that despite the “professionalization” of project management,

“projects” and the “products” these projects are producing are “failing” at an unacceptable rate.

One of the major “root causes” stems from contractually related issues.

This course has been designed to help you develop an understanding of what contractually related

issues are causing both project and product failures and what we, as project managers, can and

should be doing about it.

This course is somewhat unique as it looks at contracts and contracting from both the OWNERS and

CONTRACTORS perspective, on the premise that the only way to be able to fix the issues lies in

creating contracts which are “fair” and “equitable in allocating risks to the party most capable of

managing those risks.

Because construction is arguably one of the oldest (Pyramids? Great Wall of China? Cathedrals of

Europe?) applications of the project management processes and have some of the most sophisticated

and well developed contract documents, many of the documents are coming from construction

sources.

HOWEVER all attempts will be made to demonstrate how these same terms and conditions can be

adopted or adapted for use by other sectors. As there are both team and individual projects, students

are free to document how they can or would modify the contractual terms and conditions found in

construction for use in other sectors. (Essentially, all sectors are experiencing the same issues to a

greater or lesser extent.)


Belo /Fall;Lille /Fall;Paris /Fall

Semester fall

Campus Belo Horizonte;Lille;Paris

81 / 90

Evaluation

Final Examination

(%)

0


Quizz


(%)

100

Recommended Reading

BEFORE DAY 1 (Pre-Course Reading Assignments) 1. Guild of Project Controls Compendium and

Reference (GPCCaR) http://www.planningplanet.com/guild/GPCCAR-modules (FREE but you have to

fill in a PROFILE that will take you about 10 minutes) a. Module 2-1 Managing People:

http://www.planningplanet.com/guild/gpccar/introduction-to-managing-people b. Module 2-6

Identifying and Engaging Stakeholders: http://www.planningplanet.com/guild/gpccar/introduction-to-

managing-people c. Module 5-1 Introduction to Managing Contracts:

http://www.planningplanet.com/guild/gpccar/introduction-to-managing-contracts d. Module 5-3

Selecting the Project Delivery Method and Contract Type:

http://www.planningplanet.com/guild/gpccar/managing-contracts-select-project-delivery-method-

contract-type e. Module 5-4 Tendering and Bidding the Contract:

http://www.planningplanet.com/guild/gpccar/managing-contracts-tendering-and-bidding-the-project

f. Module 5-5 Managing the Contract (Owners and Contractors Perspectives):

http://www.planningplanet.com/guild/gpccar/managing-contracts-managing-the-contract g. Module

5-6 Closing the Contract (Owners an Contractors Perspectives)

http://www.planningplanet.com/guild/gpccar/managing-contracts-closing-the-contract h. Module 10-

1 Introduction to Managing Change: http://www.planningplanet.com/guild/gpccar/introduction-to-

managing-change i. Module 10-3 Managing Change- The Owners Perspective:

http://www.planningplanet.com/guild/gpccar/managing-change-the-owners-perspective j. Module

10-4 Managing Change- The Contractors Perspective:

http://www.planningplanet.com/guild/gpccar/managing-change-the-contractors-perspective k.

Module 10-5 Managing Change Using Configuration Management:

http://www.planningplanet.com/guild/gpccar/managing-change-configuration-management l.

Module 12-1 Introduction to Forensic Analysis:

http://www.planningplanet.com/guild/gpccar/introduction-to-managing-forensic-analysis 2. KPMG

Global Construction Survey 2015: https://home.kpmg.com/xx/en/home/insights/2015/03/global-

construction-survey.html 3. ARCADIS Global Construction Disputes 2015-

https://www.arcadis.com/media/2/8/9/%7B289321DC-B266-4A13-82FA-

CCBD54B6F535%7DARCADIS%20Construction%20Disputes%20Report%202015%20004.pdf 4. Why do

Contractors Fail?

http://c.ymcdn.com/sites/www.surety.org/resource/resmgr/LearnAboutSurety/Why_Do_Contractors_F

ail.pdf 5. Ernst & Young Project Efficiency in the Oil and Gas Sector:

http://www.ey.com/gl/en/industries/oil---gas/ey-project-efficiency-in-oil-and-gas 1. Job outlook

2016: the attributes employers want to see on new college graduates’ resumes-

http://www.naceweb.org/career-development/trends-and-predictions/job-outlook-2016-attributes-

employers-want-to-see-on-new-college-graduates-resumes/ 2. What is project based learning?

http://www.bie.org/about/what_pbl 3. Kirkpatrick new world model-

http://www.kirkpatrickpartners.com/our-philosophy/the-new-world-kirkpatrick-model 4. Pay the

laborer before his sweat dries: http://www.masjidma.com/2012/09/03/the-employer-employee-

relationship/ 5. Caution- pay when paid clauses: http://www.jdsupra.com/legalnews/caution-pay-

when-paid-clauses-are-a-58593/ 6. Understanding pay-if-paid and pay-when-paid clauses in a

construction contract: http://floridaconstructionlawgroup.com/understanding-pay-if-paid-and-pay-

when-paid-clauses-in-a-construction-contract/ 7. Unfair payment clauses in the contracts in the uae:

http://www.slqsuae.org/wp-content/uploads/2014/12/article-by-roshan-2014.pdf 8. Project

82 / 90

management credentials compared against the us professional engineer (pe) license-

http://pmworldjournal.net/wp-content/uploads/2016/12/pmwj53-dec2016-giammalvo-certification-

benchmarking-2016-update-featured-paper.pdf AIS integrated project delivery approach-

https://www.aiacontracts.org/resources/64146-integrated-project-delivery-a-guide 9. How to develop

competent professional level project management practitioners- http://pmworldjournal.net/wp-

content/uploads/2015/07/pmwj36-jul2015-giammalvo-producing-competent-practitioners-second-

edition.pdf FOR PURCHASE BY SKEMA FOR YOUR LIBRARY 10. FIDIC Red Book:

http://fidic.org/books/construction-contract-1st-ed-1999-red-book 11. AIA General Conditions of the

Contract 2017: https://www.aiacontracts.org/events/86776-aia-2017-documents-the-revised-general-

conditions-and-new-sustainable-projects-exhibit- 12. EJCDC General conditions:

http://www.ejcdc.org/product/c-700-standard-general-conditions-2013-2/ 13. ConsensusDocs

General Conditions

http://www.consensusdocs.org/Resource_/FileManager/Redline_of_ConsensusDocs_200_2007_2011_2

012_2014.pdf 14. CSI Project Resource Manual 5th Edition https://www.amazon.com/Project-

Resource-Manual-CSI-Practice/dp/0071370048

Websites 1. Guild of Project Controls- http://www.planningplanet.com/guild 2. Guild of Project Controls

Competency Certification Home page- http://www.planningplanet.com/guild/certification 3.

Association for the Advancement of Cost Engineering International- http://web.aacei.org/about-aace

Knowledge & Collaborative Intelligence

Course Code NOUVEAU

ECTS Credits 3


Contact Hours 18



Prerequisites none

Course Description This course will provide an overview of Knowledge Management from the perspective of large

firms as well as of startups and incubators.

Course objectives:

- Understand the challenges and digital tools of Knowledge Management

- Make use of analytical concepts to design and develop different Knowledge strategies

- Develop critical thinking in the development of real cases

- Develop professional skills in writing and presenting reports


Lille /Fall;Paris /Fall

Semester fall

Campus Lille;Paris

Evaluation


0



0

83 / 90

Recommended Reading

- The Knowledge Manager’s Handbook (2016), Milton, N. and Lambe, P., Kogan Page - Data

Strategy : How to Profit from a World of Big Data, Analytics and the Internet of Things Ed. 1

(2017), Marr, B., Kogan Page

Websites

Leadership Skills for Projects


ECTS Credits 5

Course Leader WALKER Sandra

Contact Hours 30



Prerequisites None

Course Description Leadership is a critical project management skill. This course is designed to steer participants

towards a self-directed learning path to grow and excel as a project manager. Every project is

unique, so future leadership scenarios cannot de foreseen with great accuracy. This seminar

therefore helps participants to invest in leadership readiness, equipping them with the

intellectual and emotional resources required to thrive in an international project situation.

Project managers must be able to quickly engage team members and stakeholders, even from

another culture, transcend differences and bring them towards the desired project goals in a

timely manner, be it on a face-to-face or virtual team.

Leadership is about influence, both through personal effectiveness and defined channels of

responsibility. The project manager has to be a decision-maker and change agent, creating a

vision, building authority and displaying communication creativity and problem solving

strategies. The emphasis is on self-awareness and then putting leadership into action,

attracting the relevant players to a project and keeping them onboard.

Human factor challenges can be overcome by:

• Dynamizing a transversal team and stakeholders towards a positive

outcome

• Making effective presentations of ideas and using influence tactics

• Communicating effectively with individual team members

• Overcoming resistance: removing obstacles and dealing with

objections

The course incorporates a range of modern concepts in this domain, including self-directed

learning, strengths-based leadership and transformational strategies. Though of a short

duration, it nonetheless offers a solid foundation for the project manager towards leadership

development.



Semester fall


Evaluation


40



60

84 / 90

Recommended Reading

REQUIRED READINGS Northouse, P. (2010). Leadership: Theory and Practice (5th ed.).

Thousand Oaks: Sage. Pinto, J., Thoms, P., Trailer, J., Palmer, T., & Govekar, M. (1998). Project

Leadership: From Theory to Practice. Newton Square: Project Management Institute.

RECOMMENDED READINGS Anbari, F. T., Khilkhanova, E. V, Romanova, Maria, V., Ruggia, M.,

Han-Huei Tsay, C., & Umpleby, Stuart, A. (2010). Cultural Differences in Projects.

Newtown Square. Clarke, N. (2012). Leadership in projects: what we know from the literature

and new insights. Team Performance Management, 18(3/4), 128–148. Hunter, J. (1998). The

Servant. Roseville: Prima. Lee, Margaret, R. (2014). Leading Virtual Project Teams. Boca Raton:

CRC Press, Taylor and Francis. Lee-Kelley, L. (2002). Situational leadership: Managing the virtual

project team. Journal of Management Development, 21(6), 461–476. Levin, G. (2008).

Guidelines to Create a Culture to Promote Successful Use of Virtual Teams Benefits and

Challenges of Working with Virtual Teams. In PMI (Ed.), PMI Global Congress Proceedings-

Denver, Colorado, USA (pp. 1–9). Denver: PMI. Levin, G. (2009). Team-Building Strategies for

the Virtual Team, 1–10. Levin, G., & Rad, P. (2006). Successful Motivational Techniques for

Virtual Teams. In PMI Global Congress Proceedings-Madrid, Spain. Newton Square: PMI. Pinto,

J. K., & Trailer, J. (1998). Leadership Skills for project Managers. Newtown Square: Project

Management Institute. Rad, P., & Levin, G. (2003). Achieving Project Management Success

Using Virtual Teams. Ralf Müller, Konrad Spang, S. O. (2009). Cultural differences in decision

making in project teams. International Journal of Managing Projects in Business, 2(1), 70 – 93.

Slevin, D. P., & Pinto, J. K. (1991). Project Leadership: Understanding and Consciously Choosing

your Style. Project Management Journal, XXII(1), 39–48. Thompson, K. (2010). Servant-

Leadership: An effective model for project management. Capella University. Turner, J. R. (2007).

Gower Handbook of Project Management. (J. R. Turner, Ed.) (4th ed.). Aldershot: Gower. Turner,

J. R., & Müller, R. (2005). The Project Manager’s Leadership Style as a Success Factor on

Projects: a literature review. Project Management Journal, 36(1), 49–62. Turner, J. R., & Müller,

R. (2006). Choosing Appropriate Project Managers: matching their leadership style to the type

of project. Newtown Square: Project Management Institute. Turner, J. R., Müller, R., & Dulewicz,

V. (2009). Comparing the leadership styles of functional and project managers. International

Journal of Managing Projects in Business, 2(2), 198–216.

Websites WEBLINKS: • http://www.ipma.ch/Pages/default.aspx • http://www.pmi.edu (Project

Management articles) • http://www.mckinseyquarterly.com (Management articles) •

http://www.geert-hofstede.com (Cross cultural) • http://www.edwarddebono.com (Thinking

strategies) • http://www.quadrant1.com (Personal development) • http://www.12manage.com

(Management theories) • http://www.fourhourworkweek.com (Personal Life Goals) •

https://www.ted.com/playlists/140/how_leaders_inspire (Leadership) DVDs: • CNBC The

Leaders - The Secrets To Their Success FILMS: • Remember the Titans (2001) • Gandhi ( 1982)

• Hotel Rwanda (2006) • Twelve Angry Men (1957)

Organisational Excellence and Maturity Models


ECTS Credits 3

Course Leader ELTIGANI Adil

Contact Hours 18



Prerequisites Project management

Course Description This course aims to introduce the concepts of project maturity models and excellence in

project management. The course also introduces the concepts of excellence and performance

improvement at the a wider organisational level.

85 / 90


Paris /Fall

Semester fall

Campus Paris

Evaluation


0

Nature of final exam Class participation


100

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

Achieving Excellence in Projects and Programmes. IPMA Global Standard 3. Kerzner, H. 2005.

Using the Project Management Maturity Model: Strategic Planning for Project Management

2nd Edition, 2nd Ed. John Wiley & Sons Inc. 4. EFQM 2013, EFQM Excellence Model - EFQM

2013, EFQM Publications 5. Selected list of journal articles will be communicated to students

before the start of the course. RECOMMENDED READINGS Kerzner, H. 2013. Project

Management: A Systems Approach to Planning, Scheduling, and Controlling, 11th Ed. John

Wiley & Sons Inc. (available in the library in e-book format)

Websites http://www.ipma.world/ http://www.efqm.org

People in Projects


ECTS Credits 4

Course Leader ZUCHI Dagmar - EXT

Contact Hours 24



Prerequisites None

Course Description Project managers are facing many challenges: an increasing complexity related to fast

changing and highly competitive environments that influences the project; a multiple set of

internal and external stakeholders with different and sometimes conflicting demands that

need to be balanced; as well as issues in acquiring and using human resources, as developing

and maintaining trust and/or managing change and conflict, which is probably one of their

toughest challenges. This course addresses these challenges from three perspectives: the

organization, the team and the individual level. Managing people in projects is a course that

introduces Human Resource Management (HRM) for and in projects, with a focus on four main

topics: the project oriented organization and its features; HRM in project oriented

organizations; HRM in projects and project stakeholder management.



Semester fall


Evaluation

86 / 90


0



100

Recommended Reading

Books: • Huemann, M. (2015). Human Resource Management in the project-oriented

Organization. Gower Applied Research (Chapter 4, 5 and 9) • Huemann, M.; Eskerod, P. ;

Ringhofer, C. (2016). Rethink! Project Stakeholder Management. PMI (Chapter 3 and 10)

Papers: • Gustavsson, T.K. (2016), Organizing to avoid projectoverload: The use and risks of

narrowing strategies in multi-project practice, International Journal of Project Management,

34, 94–101. • Keegan, A., Huemann, M. & Turner, R.J. (2012), Beyond the line: exploring the

HRM responsibilities of line managers, project managers and the HRM department in four

project-oriented companies in the Netherlands, Austria, the UK and the USA, International

Journal of Human Resource Management, 23 (15). pp. 3085-3104. • Freeman, R. E. and McVea,

J. (2001), A Stakeholder Approach to Strategic Management, Darden Business School Working

Paper, No. 01-02. Available at SSRN: http://ssrn.com/abstract=263511 or

http://dx.doi.org/10.2139/ssrn.263511 • Achterkamp, M.C., & Vos, J.F.J. (2008). Investigating

the use of the stakeholder notion in project management literature, a meta-analysis.

International Journal of Project Management, 26, 749-757. Additional readings

(recommended): • Ballejos, L.C. & Montagna, J.M. (2008), Method for stakeholder

identification in interorganizational environments. Requirements Engineering 13 (4), 281–329.

• Bryson , J . M . ( 2004 ), What to do when stakeholders matter: Stakeholder identification

analysis techniques, Public Management Review, 6 , 21 – 53 . • Jepsen, A.L., Eskerod, P. (2009),

Stakeholder analysis in projects: challenges in using current guidelines in the real world.

International Journal of Project Management, 27 (4), 335–343. • Huemann, M., Keegan A.E.

and. Turner, J.R. (2007), Human Resource Management in the Project-oriented Company: a

review, International Journal of Project Management, 25, 315–323. • Packendorff, J. (2002), The

temporary society and its enemies: Projects from an individual perspective". In: K. Sahlin-

Andersson & A. Söderholm (eds.) Beyond Project Management: New Perspectives on the

Temporary-Permanent Dilemma: pp. 39-58. Malmö: Liber. • Söderlund J & Bredin K. (2006),

HRM in project-intensive firms: changes and challenges, Human Resource Management,

45(2):249–65.

Websites

Project Management for Competitive Advantage


ECTS Credits 5

Course Leader GARDINER Paul

Contact Hours 30



Prerequisites None

Course Description This course considers the strategic factors required for project management to contribute to a

firm’s competitive advantage for long-term sustainable growth. The role of standardization,

customisation, best practices, structure and innovation are considered along with theories and

practices relating to dynamic capabilities to show how project management can drive up

competitive advantage in organisations.


Paris /Fall

87 / 90

Semester fall

Campus Paris

Evaluation


0

Nature of final exam Quizz;Report / Dissertation


100

Recommended Reading

1. Cooke-Davies, T. (2002). The “real” success factors on projects. International Journal of

Project Management, 20, pp. 185-190. 2. Winter, M. and Szczepanek, T. (2008). ‘Projects and

programmes as value creation processes: a new perspective and some practical implications’,

International Journal of Project Management, Volume 26, Issue 1, Pages 95–103. 3. Projects

and adding value, competitive advantage - a research study report PMI. Researching the Value

of Project Management by Janice Thomas, PhD and Mark Mullaly, PMP (pages 355-367) 4.

Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning?, Mark

Easterby-Smith and Isabel M. Prieto, British Journal of Management, Vol. 19, 235–249 (2008). 5.

Regner, P. (2008). ‘Strategy-as-practice and dynamic capabilities: Steps towards a dynamic

view of strategy’, Human Relations, 61, 565-588. 6. Teece, D. J. (2012), Dynamic Capabilities:

Routines versus Entrepreneurial Action. Journal of Management Studies, 49: 1395–1401. doi:

10.1111/j.1467-6486.2012.01080.x 7. Gardiner, P.D (2014). ‘Creating and appropriating value

from project management resource assets using an integrated systems approach’, Procedia –

Social and Behavioural Sciences, Published by Elsevier, ISSN: 1877-0428 8. Gardiner, P.D. and

Eltigani, A. (2014). ‘Toward a theory and practice of learning in project management systems’,

PMI Research and Education Conference, Portland, Oregon, USA, July 2014. Recommended

readings 1. Soderlund, J. and Tell, F. (2009). ‘The P-form organization and the dynamics of

project competence: Project epochs in Asea/ABB, 1950–2000’, International Journal of Project

Management 27 (2009) 101–112. 2. Soderlund, J. and Tell, F. (2011). ‘Strategy and capabilities

in the P-form corporation: linking strategic direction with organizational capabilities’, Project-

Based Organizing and Strategic Management Advances in Strategic Management, Volume 28,

235–262. 3. Amit, R. and Schoemaker, P.J.H. (1993). ‘Strategic assets and organizational rent’,

Strategic Management Journal, 14, 33-46. 4. Heising, W. (2012). The integration of ideation

and project portfolio management – a key factor for sustainable success. International Journal

of Project Management, vol. 30 (5), pp. 582–595. 5. Green, S. (2005). ‘Strategic Project

Management: from maturity model to star project leadership’, 20 October, PMI World

Congress. 6. Martinsuo, M. & Lehtonen, P. (2007). Role of single-project management in

achieving portfolio management efficiency. International Journal of Project Management, vol.

25 (1), pp. 56-65. 7. Shenhar, A.J., Milosevic, D., Dvir, D. and Thamhain, H. (2007). Linking

Project Management to Business Strategy, Newtown Square, PA: Project Management Insitute.

8. Dye, L.D. and& Pennypacker, J.S. (eds). (1999). Project portfolio management: selecting and

prioritizing projects for competitive advantage. Glen Mills, PA : Center for Business practices. 9.

Killen, C.P., Hunt, R.A. & Kleinschmidt, E.J. (2008). ‘Project portfolio management for product

innovation’ The International Journal of Quality & Reliability Management, 25, 1, 24-38. 10.

Paulo Augusto Cauchick Migue. (2008). Portfolio management and new product development

implementation: a case study in a manufacturing firm. International Journal of Quality &

Reliability Management, vol. 25 (1), pp.10 – 23. 11. Sanchez, H. and Robert, B. (2010).

‘Measuring portfolio strategic performance using key performance indicators’, Project

Management Journal, 4, 5, 64-73. 12. Simon M. (2009). Strategic project portfolio

management: enabling a productive organization. Hoboken, N.J: Wiley. 13. Szymczak, C. C. &

Walker, D. H. T. (2003). Boeing – a case study example of enterprise project management from

a learning organization perspective. The Learning Organization, vol. 10, (3), pp.125 – 137. 14.

Websites

88 / 90

Project Management Methods: PRINCE2 and AgilePM

EXTRA FEES! PLEASE SEE DETAILS BELOW


ECTS Credits 3


Contact Hours 0



Prerequisites None

EXTRA FEES For the PRINCE 2 Online Training = 150€ + TVA (mandatory)

For the AGILE PM Online Training = 150€ + TVA (mandatory)

For the PRINCE 2 Certificate Examination = 225€+ TVA (optional)

For the AGILE PM Certificate Examination = 150€ + TVA (optional)

Total for Trainings (mandatory) = 300€ + TVA

Totale for Certificate Examinations (optional) = 375€ + TVA

* The international office will contact students who have chosen this specialization program with

the payment procedures in order to pay these extra fees around mid-May

Course Description PRINCE2® and Agile PM are two important project management methods used

internationally. This course provides foundation level competence in both and an opportunity

for certification. The course covers the PRINCE2 framework: Principles, themes, processes and

techniques. Agile PM is an alternative project management method suitable for dynamic

projects with high uncertainty and/or complexity. The course covers the key principles of

AGILEPM, specifically: underpinning philosophy and principles, lifecycle of an AgilePM project,

products, techniques, roles and responsibilities.

Online help is available by TrainingByteSize.com for both methods. Candidates that pass the

course will be provided with an opportunity for certification in both methods. A comparative

analysis between the two methods and when to apply each is also included in the course.



Semester fall


Evaluation


70



30

Recommended Reading

REQUIRED READINGS Manuals for PRINCE2 and Agile PM RECOMMENDED READINGS Other

resources and articles will be supplied. NOTE PRINCE2® is a registered trade mark of AXELOS

Limited, used under permission of AXELOS Limited. All rights reserved. AgilePM® and

AgilePgM® are registered trademarks of Dynamic Systems Development Method Ltd. All

rights reserved.

Websites www.apmgroup.co.uk trainingbytesize.com

89 / 90

Project Practice Portfolio 1

Course Code MSC.PPMM2.PMOPT.0001

ECTS Credits 2


Contact Hours 12



Prerequisites NONE

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.



Semester fall


Evaluation


100



0

Recommended Reading

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

Websites Visit the websites of PMI, APM, GAPPS

Research methods and critical thinking


ECTS Credits 3

Course Leader BOUKEF Nabila

Contact Hours 18



Prerequisites None

Course Description This course aims to provide students with methodological techniques and critical thinking in

order to be able to analyse and deliver valuable recommendations regarding a specific

situation. The learning objectives of the course are useful for dissertation processes but also

for diagnosing and analysing a given situation, which is particularly useful for project manager.

The students will learn how to appropriately use different methodologies and handle data

analysis.

They will also have the opportunity to learn how to interpret, discuss and have critical analysis

of their results


Lille /Fall;Paris /Fall

90 / 90

Semester fall

Campus Lille;Paris

Evaluation


50



50

Recommended Reading

To be provided in class

Websites