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EM145M41 - Management of innovation
Mandatory Specialization Course : Entrepreneuriat (ENT),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en MAN 40
Course Director
julien Penin
Finalité principale du cours :
Students will be able to:
- Recognize the importance of innovation management
- Use methods and instruments through arketip of innovation perspective
- Developp an innovative strategy
Innovations are generally regarded as prerequisites for the long-term survival of companies. This assumption, however, is not a new
phenomenon but has been present since the dawn of economic activity. In the framework of innovation research, the past decades
have offered a number of insights regarding successful innovation management. Nevertheless, many companies fail in practice. The
main problem lies in the unpredictability of the future. The main goal of this lecture is to present methods and instruments through a
strategic innovation perspective, which would enable a company to prepare better for and face the unknown and ambiguous future.
First of all, the interplay of innovation (in the sense of new products or new services) and an appropriate strategy increases the
probability of future success. Thus, innovations can be compatible with the existing strategy and, at the same time, bring about a new
strategy. If strategy is considered a starting point for innovations, employing strategic innovation (in other words, an innovative
strategy) makes it also possible to reach new markets with already existing products and services.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Students will be able to:
- Recognize the importance of innovation management
- Use methods and instruments through arketip of innovation perspective
- Developp an innovative strategy
Innovations are generally regarded as prerequisites for the long-term survival of companies. This assumption, however, is not a new
phenomenon but has been present since the dawn of economic activity. In the framework of innovation research, the past decades
have offered a number of insights regarding successful innovation management. Nevertheless, many companies fail in practice. The
main problem lies in the unpredictability of the future. The main goal of this lecture is to present methods and instruments through a
strategic innovation perspective, which would enable a company to prepare better for and face the unknown and ambiguous future.
First of all, the interplay of innovation (in the sense of new products or new services) and an appropriate strategy increases the
probability of future success. Thus, innovations can be compatible with the existing strategy and, at the same time, bring about a new
strategy. If strategy is considered a starting point for innovations, employing strategic innovation (in other words, an innovative
strategy) makes it also possible to reach new markets with already existing products and services.
Detailed course syllabi
Introduction
Managing innovation in a knowledge-based economy
Chapter 1
Modeling the innovation process: From the linear model to open innovation
Chapter 2
Innovation cycles and the diffusion of technology
Chapter 3
Innovation strategies and their determinants
Chapter 4
Economic intelligence and technology watch
Chapter 5
Innovation within the firm: Structures, incentives and financing
Chapter 6
The valorization of innovation: Appropriation vs. diffusion strategies
Chapter 7
Strategic management of patents
Chapter 8
The shapes of open innovation: Market for inventions technologies, R&D alliances, crowdsourcing and open source innovation
Chapter 9
The management of technology transfer: Transaction costs and tacit knowledge
Chapter 10
Cases of start-up creation in biotech
Prerequisites
None
Teaching aid
Ouvrages principaux
Height of this row is greater than page height!
Littérature complémentaire
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Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM145M42 - Advance Seminar of Cases in Finance
Mandatory Specialization Course : Entrepreneuriat (ENT),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en ENT 31
Course Director
Roberto Santillan
Finalité principale du cours :
General Objective
- Students will be able to apply the models and the theory
- Students will be able to review ans discuss business cases
The general objective of this Seminar is to offer the participant an opportunity to put in practice the models and theory covered in
previous courses of the Master in Finance program in ?real life? business situations. To that end, the seminar will consist on the
review and exhaustive discussion of a set of business cases whose common thread is the need to develop adequate solution
proposals to a problem situation.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- General Objective
- Students will be able to apply the models and the theory
- Students will be able to review ans discuss business cases
The general objective of this Seminar is to offer the participant an opportunity to put in practice the models and theory covered in
previous courses of the Master in Finance program in ?real life? business situations. To that end, the seminar will consist on the
review and exhaustive discussion of a set of business cases whose common thread is the need to develop adequate solution
proposals to a problem situation.
Detailed course syllabi
Introduction. The relationship between theory and practice in Finance. The Case Method, what the objectives of the course are,
formation of work teams, overview of the topics that are covered in the course.
Contents of the Course
1. Financial Analysis, Financial Planning and Project Evaluation
2. Funding Growth and Seasonal Needs
3. Valuation and Investment
4. Cost of Capital
5. Investment Projects, Cash Flow, Techniques used for Project Evaluation
6. Debt Policy and Long-Term Financing
Prerequisites
Students must have passed one introductory and one intermediate courses in Finance (Financial Management, Corporate Finance)
Teaching aid
Ouvrages principaux
Textbook: Kester, Tufano, et al. Case Problems in Finance, 12th edition, McGraw Hill.Higgins, R. "Analysis for Financial Management", 8th edition, McGraw Hill.
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EM225M11 - Organizational Behavior
Mandatory Specialization Course : Entrepreneuriat (ENT),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en HRM 40
Course Director
Roland Kidwell
Finalité principale du cours :
The course provides graduate students with a broad overview of the OB field. Fundamental aspects of human behavior (personal
aspects within organizations such as communication, conflict solving, relations of power, leadership,are discussed in a global
perspective.
As managers to be, students must be acquainted with human issues within organizations. This course is meant to provide a broad
view of human issues all managers in all fields will be confronted to during their professional life at any organizational level
at the end of this course, students will be able to:
1) be and feel more sensitive about human issues within organizations
2) Better understand their feelings and better deal with those of their future colleagues, bosses and subordinates
3) Better conciliate their personal and professional projects in order to have a balanced sucessful career
4) Better know how to work in / with an international team
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The course provides graduate students with a broad overview of the OB field. Fundamental aspects of human behavior (personal
aspects within organizations such as communication, conflict solving, relations of power, leadership,are discussed in a global
perspective.
As managers to be, students must be acquainted with human issues within organizations. This course is meant to provide a broad
view of human issues all managers in all fields will be confronted to during their professional life at any organizational level
at the end of this course, students will be able to:
1) be and feel more sensitive about human issues within organizations
2) Better understand their feelings and better deal with those of their future colleagues, bosses and subordinates
3) Better conciliate their personal and professional projects in order to have a balanced sucessful career
4) Better know how to work in / with an international team
Detailed course syllabi
1. Introduction to OB
2. Foundations of OB
3. Foundations to group behaviors
4. Personality and emotional intelligence
5. Values, attitude, and job satisfaction
6. Perception and individual decision making
7. Motivation: concept and application
8. Work teams
9. Communication
10. Leadership
11. Power and politics
12. Negociation and conflict resolution
13. Organization structure
14. HR policies and practices
15. Organizational culture
16. Organizational change
17. International dimensions of OB
Prerequisites
Teaching aid
Ouvrages principaux
Management (Robbins & Coulter)International Dimensions of OB (Adler)HBR articles
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EM054U66 - Financial markets and interest rates
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en FIN 50
Course Director
Marie-Hélène Broihanne
Finalité principale du cours :
The objectives of this course are to understand the role of financial markets in the economy and the effects of interest rate changes
on financial market instruments and participants.
Students must attend all sessions of this course.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The objectives of this course are to understand the role of financial markets in the economy and the effects of interest rate
changes on financial market instruments and participants.
Students must attend all sessions of this course.
Detailed course syllabi
I.Introduction to corporate finance
A.Role of Financial Markets
Cash flows to and from financial markets and firms
Primary vs. secondary markets
Money and Capital markets
Debt vs. equity
B.Financial statements, stocks vs. flows, taxes, and cash flows
Balance Sheets
Liquidity
Debt vs. equity
Market value vs. book value
Income Statements
Accounting income vs. cash flow ? depreciation
Tax Effects
Corporate taxes
Average vs. Marginal rates
Cash flows
From assets ? operating cash flow, capital spending, change in net working capital
Sometimes called ?free? cash flow
To creditors and stockholders
Cash Flow Statements
II.Valuation
Future Value, compounding
Present Value, discounting
Valuing Cash Flows ? annuities, perpetuities, and increasing annuities
Net Present Value, Ross, 261-264
Internal Rate of Return, Ross, 273-276, and real rate of interest, Kidwell, 117
III.Bonds and Interest Rates
A.Debt Securities Features
Corporate Bonds ? coupons, face or par value, coupon rates, issuers, zero coupon
Treasury Bonds and Bills ? T-bill auctions
B.Bond values and Yields, Kidwell
Discounted cash flow
Bond prices
Yield to maturity, current yield
C.Bonds and Interest Rates
Real vs. Nominal rates, Fisher effect
Interest rate risk, Kidwell
Maturity, Coupon
Measuring interest rate risk
Duration
Convexity
D.Bond Markets
Issuers
Default Risk, Ratings
Tax treatment, Municipal bonds
Bond price reporting ? clean/dirty price
E.Term structure of interest rates, Yield curves
Prerequisites
Teaching aid
Ouvrages principaux
Handouts will be provided by the instructor.
Kidwell, Blackwell, Whidbee, and Peterson (2008): Financial Institutions, Markets, and Money, tenth edition
Littérature complémentaire
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EM375M51 - International Corporate Governance
Mandatory Specialization Course : Comptabilité Contrôle (FCC), Finance (FBQ),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en STR 40
Course Director
Enrico Prinz
Finalité principale du cours :
The lecture aims to offer students an overview about the growing importance of corporate governance in a globalized world and to
familiarize them with its numerous principles and mechanisms. In order to reach this objective, different explanatory approaches of
corporate governance, especially the dominating shareholder value perspective, will be presented and discussed with respect to their
individual advantages and weaknesses. To bridge the gap between theory and practice, students will deal with numerous examples
and case studies. Furthermore, students are supposed to present at the end of the lecture a team work analysis aiming to expose the
particularities of a self-selected national governance system and to evaluate them with respect to other countries presented.
Organisation pédagogique
Face à face - Cours magistral - 14h
En groupes - Exercices - 4h
En groupes - Etudes de texte - 2h
Interactivité - Discussions / débats - 2h
Livrables - Dossiers - 2h
Learning goals (knowledge and know-how expected after completion of the class)
Analyze the most commonly used performance indicators by realizing a comparative performance analysis of a selected group of
firms.Compare national codes of corporate governance by exposing the points they have in common as well as their major
differences.Demonstrate the crucial role played by the board of directors within that perspective. Discuss the major theoretical
frameworks on which the existing explanatory perspectives of corporate governance are based.Explain the nature of the mechanisms
of control proposed by the shareholder value perspective of corporate governance. Identify the determinants of its performance and
to analyze measures allowing to increase monitoring efficiency.Point out the compensation elements of both executive and board
directors.Prepare a comparative analysis of the managerial compensation perceived by corporate executives of selected firms and
create a performance-based fair pay-ranking.Present the basic idea of corporate governance and the principal reasons and factors
explaining its growing international importance.
Detailed course syllabi
Chapter 1:General introduction (2 hours)
Chapter 2:Shareholder value approach: Major instruments
1.Underlying theoretical framework
2.Mechanisms of control
2.1.Board of directors
2.2.Incentives and compensation systems
2.3.Managerial labor market
2.4.Labor market of board directors
2.5.Market for corporate takeovers
3.Principles of corporate governance
4.Value creation measurement
5.Pay for or without Performance
Chapter 3:Stakeholder value approach: The attractive alternative (2 hours)
1.Underlying theoretical framework
2.Changing role of mechanisms of control
3.Models and difficulties
Chapter 4:Synthetic approach: The modern view of the firm (2 hours)
1.Underlying ideas
2.Critical evaluation and measurement difficulties
Chapter 5:Comparative corporate governance: Case study presentations (2 hours)
Chapter 6:General conclusion (1 hour)
Prerequisites
- Return on equity
- Cost of equity
Teaching aid
Transparents sous format papierMoodleProjection de Diaporamas
Ouvrages principaux
- MALLIN, Christine A. (2010): Corporate Governance, Oxford University Press, Oxford, 3rd edition.- KIM, Kenneth / NOFSINGER, John R. / MOHR, Derek J. (2010): Corporate Governance, Pearson, 3rd edition.
Littérature complémentaire
- BERK, Jonathan / DE MARZO, Peter (2011): Corporate Finance, Pearson, 2nd edition.- GOERGEN, Marc (2012): International Corporate Governance, Pearson.- LARCKER, David / TAYAN, Brian (2011): Corporate Governance Matters : A closer look at organizational choices and their consequences, FTPress.
Travaux de recherche de l'EM
- PRINZ, Enrico (2012): Myth or reality: Boardroom diversity in German blue chip companies, working paper.
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
1 intermédiaire Ecrite etOrale
en groupe Preparation andpresentation of acase study
english 20 30 % 12
1 finale Ecrite individuelle english 120 70 %
EM375M52 - Financial Case Studies I
Mandatory Specialization Course : Comptabilité Contrôle (FCC), Finance (FBQ),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en FIN 35
Course Director
Christine Servey
Finalité principale du cours :
LEARN TO APPLY FINANCIAL CONCEPTS TO REAL LIFE BUSINESS SITUATIONS
Learn how to carry out a financial analysis and a stock market analysis
Figure out which criteria to use to decide between two mutually exclusive projects (NPV IRR).
Apply different approaches to value the stock of an entity which is ?IPOed?.
Question the organizational structure of a group with the idea of improving the total Enterprise Value.
Point out inconsistencies in the financial data and communication published by a publicly traded company
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- LEARN TO APPLY FINANCIAL CONCEPTS TO REAL LIFE BUSINESS SITUATIONS
Learn how to carry out a financial analysis and a stock market analysis
Figure out which criteria to use to decide between two mutually exclusive projects (NPV IRR).
Apply different approaches to value the stock of an entity which is ?IPOed?.
Question the organizational structure of a group with the idea of improving the total Enterprise Value.
Point out inconsistencies in the financial data and communication published by a publicly traded company
Detailed course syllabi
1. Case study GREMLIN - INFOGRAMES
Conduct a financial analysis. Analyze the cash flow statement
2. Case study WARNER THEATERS - KINEPOLIS
Project selection with resource constraints: which criteria should prevail to decide between two mutually exclusive investments? NPV
or IRR?
3. Case study CFAO
Consequence of an IPO on the seller's WACC and KPIs
4. Case study ACCOR / EDENRED
Organizational spin-off to increase the enterprise value
5. Case study PARMALAT
Inconstancies in the financial communication of a publicly traded company
Prerequisites
Knowledge of key financial concepts such as:
Where to find information in the financial statements
Investments criterias (NPV IRR Payback period, Discount rate)
Tools necessary to conduct a financial analysis
A basic understanding of International Financial Reporting Standards
Teaching aid
Ouvrages principaux
CORPORATE FINANCE: THEORY AND PRACTICE (Paperback)by Pascal Quiry (Author), Maurizio Dallocchio (Author), Yann le Fur (Author), AntonioSalvi (Author)Publisher: John Wiley & Sons; 2nd Edition edition (third edition 2012)
Littérature complémentaire
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EM375M53A - International Finance (sem.A)
Mandatory Specialization Course : Comptabilité Contrôle (FCC), European Management (EMA), Finance (FBQ), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en FIN 86
Course Director
Christophe J. Godlewski
Finalité principale du cours :
Apply Asset and Liability Management concepts(short and long term) in multinational corporations
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Apply Asset and Liability Management concepts(short and long term) in multinational corporations
Detailed course syllabi
1. Direct Foreign Investment & Case - Blues Corporation
2. International Capital Budgeting & Case ? North Star Company
3. Multinational Restructuring & Case ? Redwing Technology Company
4. Country Risk & Case ? King, Inc.
5. Long-term Financing & Case ? Devil VCR Corporation
6. Trade Finance & Case ? Ryco Chemical Co.,
7. Short-term Financing & Case ? Flyer Company
8. International Cash Management & Case ? Islander Corporation
Prerequisites
Investissement et financement
Teaching aid
Ouvrages principaux
MADURA J., International financial management, Thomson, South Western.
Littérature complémentaire
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EM054U21A1 - Essential concepts in financial analysis (semA. Gr1 2A)
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en FIN 55
Course Director
Enrico Prinz
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
PART 1 INTRODUCTION TO THE FINANCIAL STATEMENTS (6 hours)
1.1. Basics of the financial statements
1.2. The P&L statement
1.3. The balance sheet
1.4. The cash flow statement
1.5. The statement of changes in equity
1.6. Relationships between financial statements
PART 2 INTRODUCTION TO FINANCIAL ANALYSIS: (8 hours)
2.1. Does it always make sense to compare businesses based on financial ratios?
2.2. PROFITABILITY: Profit margin
2.3. EFFICIENCY: Asset turnover / WC ratios
2.4. Return on capital employed and Economic Value Added / RISK ANALYSIS
2.5. Return on Equity / the leverage effect
2.6. How to conduct a financial analysis
PART 3 STOCK MARKET ANALYSIS (6 hours)
3.1. Return required by investors: the capital asset pricing model
3.2. Key financial concepts for shares (EPS, PBR etc.)
3.3. Market Multiples
3.4. Major steps of a stock market analysis
Prerequisites
Basic knowledge in management, accounting and corporate finance
Teaching aid
Ouvrages principaux
CORPORATE FINANCE THEORY AND PRACTISEPierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY)CORPORATE FINANCE second edition,Berck, DeMarzo (PEARSON)ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition.BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition.HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? InternationalFinancial Reporting Standards, Pearson, 8th edition.KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall.REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition.STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13thedition.WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition.WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis forBusiness Decisions, McGraw Hill, 15th edition.
Littérature complémentaire
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EM054U21A2 - Essential concepts in financial analysis (semA. Gr2 )
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en FIN 40
Course Director
Christine Servey
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
PART 1 INTRODUCTION TO THE FINANCIAL STATEMENTS (6 hours)
1.1. Basics of the financial statements
1.2. The P&L statement
1.3. The balance sheet
1.4. The cash flow statement
1.5. The statement of changes in equity
1.6. Relationships between financial statements
PART 2 INTRODUCTION TO FINANCIAL ANALYSIS: (8 hours)
2.1. Does it always make sense to compare businesses based on financial ratios?
2.2. PROFITABILITY: Profit margin
2.3. EFFICIENCY: Asset turnover / WC ratios
2.4. Return on capital employed and Economic Value Added / RISK ANALYSIS
2.5. Return on Equity / the leverage effect
2.6. How to conduct a financial analysis
PART 3 STOCK MARKET ANALYSIS (6 hours)
3.1. Return required by investors: the capital asset pricing model
3.2. Key financial concepts for shares (EPS, PBR etc.)
3.3. Market Multiples
3.4. Major steps of a stock market analysis
Prerequisites
Basic knowledge in management, accounting and corporate finance
Teaching aid
Ouvrages principaux
CORPORATE FINANCE THEORY AND PRACTISEPierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY)CORPORATE FINANCE second edition,Berck, DeMarzo (PEARSON)ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition.BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition.HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? InternationalFinancial Reporting Standards, Pearson, 8th edition.KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall.REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition.STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13thedition.WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition.WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis forBusiness Decisions, McGraw Hill, 15th edition.
Littérature complémentaire
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Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM054U21B1 - Essential concepts in financial analysis (semB. Gr1 2A)
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en FIN 55
Course Director
Enrico Prinz
Finalité principale du cours :
After attending this course the students will:
-Identify the main financial statements and understand how to read them
-follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial
situation
(profitability, efficiency, liquidity, solvency, returns)
-follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- After attending this course the students will:
-Identify the main financial statements and understand how to read them
-follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial
situation
(profitability, efficiency, liquidity, solvency, returns)
-follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
Detailed course syllabi
PART 1 INTRODUCTION TO THE FINANCIAL STATEMENTS (6 hours)
1.1. Basics of the financial statements
1.2. The P&L statement
1.3. The balance sheet
1.4. The cash flow statement
1.5. The statement of changes in equity
1.6. Relationships between financial statements
PART 2 INTRODUCTION TO FINANCIAL ANALYSIS: (8 hours)
2.1. Does it always make sense to compare businesses based on financial ratios?
2.2. PROFITABILITY: Profit margin
2.3. EFFICIENCY: Asset turnover / WC ratios
2.4. Return on capital employed and Economic Value Added / RISK ANALYSIS
2.5. Return on Equity / the leverage effect
2.6. How to conduct a financial analysis
PART 3 STOCK MARKET ANALYSIS (6 hours)
3.1. Return required by investors: the capital asset pricing model
3.2. Key financial concepts for shares (EPS, PBR etc.)
3.3. Market Multiples
3.4. Major steps of a stock market analysis
Prerequisites
Basic knowledge in management, accounting and corporate finance
Teaching aid
Ouvrages principaux
CORPORATE FINANCE THEORY AND PRACTISEPierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY)CORPORATE FINANCE second edition,Berck, DeMarzo (PEARSON)ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition.BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition.HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? InternationalFinancial Reporting Standards, Pearson, 8th edition.KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall.REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition.STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13thedition.WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition.WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis forBusiness Decisions, McGraw Hill, 15th edition.
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM054U21B2 - Essential concepts in financial analysis (semB. Gr2 MIB1)
Mandatory Specialization Course : MIB1, MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en FIN 40
Course Director
Christine Servey
Finalité principale du cours :
After attending this course the students will:
-Identify the main financial statements and understand how to read them
-follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial
situation
(profitability, efficiency, liquidity, solvency, returns)
-follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- After attending this course the students will:
-Identify the main financial statements and understand how to read them
-follow the main steps of a basic financial analysis, compute and interpret key financial indicators to assess the buiness?s financial
situation
(profitability, efficiency, liquidity, solvency, returns)
-follow the main steps of a basic stock market analysis and measure and interpret key stock market ratios
Detailed course syllabi
PART 1 INTRODUCTION TO THE FINANCIAL STATEMENTS (6 hours)
1.1. Basics of the financial statements
1.2. The P&L statement
1.3. The balance sheet
1.4. The cash flow statement
1.5. The statement of changes in equity
1.6. Relationships between financial statements
PART 2 INTRODUCTION TO FINANCIAL ANALYSIS: (8 hours)
2.1. Does it always make sense to compare businesses based on financial ratios?
2.2. PROFITABILITY: Profit margin
2.3. EFFICIENCY: Asset turnover / WC ratios
2.4. Return on capital employed and Economic Value Added / RISK ANALYSIS
2.5. Return on Equity / the leverage effect
2.6. How to conduct a financial analysis
PART 3 STOCK MARKET ANALYSIS (6 hours)
3.1. Return required by investors: the capital asset pricing model
3.2. Key financial concepts for shares (EPS, PBR etc.)
3.3. Market Multiples
3.4. Major steps of a stock market analysis
Prerequisites
Basic knowledge in management, accounting and corporate finance
Teaching aid
Ouvrages principaux
CORPORATE FINANCE THEORY AND PRACTISEPierre Vernimmen , Pascal Quiry , Yann Le Fur , Maurizio Dallocchio , Antonio Salvi (WILEY)CORPORATE FINANCE second edition,Berck, DeMarzo (PEARSON)ATRILL, Peter / MCLANEY, Eddie (2011): Financial Accounting for Decision Makers, Prentice Hall, 6th edition.BENEDICT, Augustine / ELLIOTT, Barry (2011): Financial Accounting ? An Introduction, Prentice Hall, 2nd edition.HARRISON Jr., Walter T. / HORNGREN, Charles T. / THOMAS, William C. / SUWARDY, Themin (2011): Financial Accounting ? InternationalFinancial Reporting Standards, Pearson, 8th edition.KOTHARI, Jagdish / BARONE, Elisabetta (2006): Financial Accounting ? An International Approach, Prentice Hall.REIMERS, Jane L. (2011): Financial Accounting ? A Business Process Approach, Pearson, 3rd edition.STICKNEY et al. (2009): Financial Accounting ? An Introduction to Concepts, Methods, and Uses, Harcourt Brace Jovanovich Publishers, 13thedition.WEETMAN, Pauline (2011): Financial Accounting ? An Introduction, Prentice Hall, 5th edition.WILLIAMS, Jan R. / HAKA, Susan F. / BETTNER, Mark S. / CARCELLO, Joseph V. (2010): Financial and Managerial Accounting ? The Basis forBusiness Decisions, McGraw Hill, 15th edition.
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM054U34 - IFRS principles: the keys to understand financial statements
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en FIN 50
Course Director
Christine Servey
Finalité principale du cours :
-After attending this course the students will:
-Know and interpret the 5 IFRS financial statements published by publicly traded companies (= knowledge and comprehension)
-Know and apply the 3 consolidation methods (= knowledge and application)
-Understand and apply the major concepts of the IASB accounting standards (comprehension and application)
-Identify the major discrepancies between IFRS and French accounting (Knowledge and comprehension)
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- -After attending this course the students will:
-Know and interpret the 5 IFRS financial statements published by publicly traded companies (= knowledge and comprehension)
-Know and apply the 3 consolidation methods (= knowledge and application)
-Understand and apply the major concepts of the IASB accounting standards (comprehension and application)
-Identify the major discrepancies between IFRS and French accounting (Knowledge and comprehension)
Detailed course syllabi
1. INTRODUCTION TO THE IFRS STANDARDS AND CONVERGENCE PROCESS WITH US GAAP
- Worldwide adoption of IFRS
- Remaining exceptions
2. PRESENTATION OF FINANCIAL STATEMENTS AND ADDITIONAL DISCLOSURES
- Income Statement, Balance Sheet, Statement of Changes in Equity, Notes to the Accounts, CF
- Segment reporting
3. REPORTING SCOPE/CONSOLIDATION PRINCIPLES
4. NON FINANCIAL ASSETS AND LIABILITIES
- Intangible assets
- Property plant and equipment
- Impairment of assets
- Investment property
- Provisions, contingent liabilities and contingent assets
Prerequisites
basic knowledge of accounting
Teaching aid
Ouvrages principaux
Wiley IFRS: Practical Implementation Guide and Workbook (Wiley Regulatory Reporting) [Paperback]Abbas A. Mirza (Author), Graham Holt (Author), Liesel Knorr (Author) 3rd Edition edition (15 April 2011)
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM665M81B1 - Purchasing Strategy (semB. Gr1 : IP)
Mandatory Specialization Course : International Purchasing (IP),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Pierre BRUCHER
Finalité principale du cours :
COMPRENDRE LES NOTIONS IMPORTANTES
ACQUERIR LES REFLEXES UTILES
UTILISER LES METHODES APPROPRIEES
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- COMPRENDRE LES NOTIONS IMPORTANTES
ACQUERIR LES REFLEXES UTILES
UTILISER LES METHODES APPROPRIEES
Detailed course syllabi
COMPRENDRE L'ENVIRONNEMENT
LES LEVIERS ACHATS
DEFINIR ET METTRE EN OEUVRE UNE STRATEGIE ACHATS
LIVRABLES
Prerequisites
AUCUN
Teaching aid
Ouvrages principaux
Management des achats et de la Supply Chain (Vuibert) (D Doriol et T Sauvage)
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM665M81B2 - Purchasing Strategy (semB. Gr2 : IP2)
Mandatory Specialization Course : Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Pierre BRUCHER
Finalité principale du cours :
COMPRENDRE LES NOTIONS IMPORTANTES
ACQUERIR LES REFLEXES UTILES
UTILISER LES METHODES APPROPRIEES
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- COMPRENDRE LES NOTIONS IMPORTANTES
ACQUERIR LES REFLEXES UTILES
UTILISER LES METHODES APPROPRIEES
Detailed course syllabi
COMPRENDRE L'ENVIRONNEMENT
LES LEVIERS ACHATS
DEFINIR ET METTRE EN OEUVRE UNE STRATEGIE ACHATS
LIVRABLES
Prerequisites
AUCUN
Teaching aid
Ouvrages principaux
Management des achats et de la Supply Chain (Vuibert) (D Doriol et T Sauvage)
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM665M82B1 - Reverse Marketing : Proactive purchasing (gr1: IP,EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), International Purchasing (IP), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Laurence Viale
Finalité principale du cours :
To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic situation.
To transform from reactive to a proactive buyer
Improve your communication to suppliers and other stakeholders in and outside the organisation
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic
situation.
To transform from reactive to a proactive buyer
Improve your communication to suppliers and other stakeholders in and outside the organisation
Detailed course syllabi
1. Context ? New trends in purchasing function
2. Category segmentation
3. Internal client management, proactive purchasing
4. Benchmark, and market overview, business intelligence
5. Supplier Categorisation and supplier management
6. Medium Term Action Plan by category
7. Communication, purchasing internal "marketing"
Prerequisites
Basics knowledge of purchasing. Cycle, levers...
Teaching aid
Ouvrages principaux
Ouvrages à consulterStratégie d?achat Perrotin, LoubèreManagement des achats, Olivier BruelToute la fonction Achats, Philippe PetitLe marketing des achats, Roger PERROTINMarketing Achat, André MarchalLe marketing des achats, Roger PERROTINAssertiveness Max Eggert Pocketbook?The 7 habits of highly effective people? by Stephen R. Covey
Sites internetDécision achats, Lettre des achatsAchats industriels, Achats facilesLe réseau des achats, Achats industriels, Achatec.comISPERACDAF
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM665M82B2 - Reverse Marketing : Proactive purchasing (gr2: IP2)
Mandatory Specialization Course : Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Laurence Viale
Finalité principale du cours :
To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic situation.
To transform from reactive to a proactive buyer
Improve your communication to suppliers and other stakeholders in and outside the organisation
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic
situation.
To transform from reactive to a proactive buyer
Improve your communication to suppliers and other stakeholders in and outside the organisation
Detailed course syllabi
1. Context ? New trends in purchasing function
2. Category segmentation
3. Internal client management, proactive purchasing
4. Benchmark, and market overview, business intelligence
5. Supplier Categorisation and supplier management
6. Medium Term Action Plan by category
7. Communication, purchasing internal "marketing"
Prerequisites
Basics knowledge of purchasing. Cycle, levers...
Teaching aid
Ouvrages principaux
Ouvrages à consulterStratégie d?achat Perrotin, LoubèreManagement des achats, Olivier BruelToute la fonction Achats, Philippe PetitLe marketing des achats, Roger PERROTINMarketing Achat, André MarchalLe marketing des achats, Roger PERROTINAssertiveness Max Eggert Pocketbook?The 7 habits of highly effective people? by Stephen R. Covey
Sites internetDécision achats, Lettre des achatsAchats industriels, Achats facilesLe réseau des achats, Achats industriels, Achatec.comISPERACDAF
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM665M83A - International Purchasing and Negotiation (semA. IP)
Mandatory Specialization Course : International Purchasing (IP),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Joel Rauch
Finalité principale du cours :
Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie
adaptée aux besoins.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie
adaptée aux besoins.
Detailed course syllabi
Rappels
d?achats de base
d?approches comportementales
La base de la négociation
I- Les différentes étapes de la négociation
II- La communication de négociation
III- La stratégie/tactique de négociation
Check-list
Jeux de rôles
Retour d?expérience
Rappel : Pourquoi négocier ?
Rappel : Quand négocier ?
7 étapes de l?achat:
Nous allons nous intéresser plus particulièrement à la négociation : Acheteur /Vendeur
Rappel : Approche comportementale
??l?envie de travailler?? de M. Thevenet
Le travail utile
Le travail plaisir
La date à court terme engage
Approche Albert MERHABIAN
Rappel : En terme de communication
Approche 5-20
Les mots pièges à éviter
Rappel : Cheminement d?un problème
La théorie du ??timbre??
Pour voir le ??timbre??
Faire attention aux changements des attitudes
Rappel : Le triangle d?adhésion
Faire adhérer lors de la phase de communication :
Chronologie d?un changement :
I- Les différentes étapes de la négociation
I-1Marchandage
I-2Négociation
I-35 idées à chasser
I-4Rappel:
I-5Une négociation se prépare
I-6Les facteurs influents
I-7Les risques à l?achat
I-8le pouvoir de l?acheteur
I-9la durée souhaitée de la relation
I-101. Les risques à l?achat:
I-11la matrice « risques - profit »
I-122. Le pouvoir de l?acheteur
I-133. La durée souhaitée
I-144. Le niveaux de préparation
I-15technico-commerciale
I-16objectifs de l?acheteur
économique
objectifs de l?entreprise vendeuse
psychologique
objectifs du vendeur
I-17 La préparation technico-commerciale
I-18Déterminer ses objectifs en matière de:
prix
délai
conditions de règlement
conditions de transport
garantie
...
Le délai est déterminé par le demandeur
les conditions de paiement et de transport sont fixés le plus souvent par la direction
les autres conditions sont également déterminés par le vendeur
Fixer l?objectif PRIX:
L?objectif prix
Le prix de revient
les formules de révision
La matrice stratégique
I-19- La préparation économique
de l?offre
de la demande
de produit
de marché
de distribution
de prix
« Connais tes adversaires et connais toi toi-même »
I-20- La préparation psychologique
Le vendeur
son objectif: vendre
Ses motivations
quotas ou CA minimum
concours de vente
Sa typologie
II ? La communication de négociation
II-1La stratégie de communication
Communiquer
méthodes
obstacles
II-2Les faits qui influencent la communication
La personne qui déclenche une relation doit chercher le feed-back dès que possible
chercher le feed-back
Avantages de la reformulation
L?émetteur
Le récepteur
II-3Les principes de base de la négociation
II-4Les obstacles de la négociation
III ? La stratégie/tactique de
négociation
III-1Se fixer des objectifs pour chaque entretien
Gain de temps
Conflits évités
Accès rapide aux résultats
III-2PREPARER
Objectif réel
Déroulement d?une négociation
Déroulement d?une négociation
Créer la réceptivité
Déroulement d?une négociation
Vérifier sa stratégie
Déroulement d?une négociation
Négocier point par point ?. pensez aux 3 C
Déroulement d?une négociation
Faire parler
Savoir écouter
III-3Observer
Déroulement d?une négociation
Questionner
Être en rapport
Déroulement d?une négociation
Les techniques de persuasion: les doser :
Déroulement d?une négociation
Attention aux ?
Parler au présent = positif
Déroulement d?une négociation
Reformulation synthèse
analyser les résultats obtenus par rapport aux objectifs
analyser le comportement des 2 parties en cours de négociation: attitudes et arguments ayant emporté la décision, les réactions,...
aux personnes concernées
à la hiérarchie si nécessaire
Élaboration du dossier technique
Quels sont mes objectifs
Qui demande la relation
Temps nécessaire à la négociation
Le centre d?achat
Les enjeux
Les contraintes
Prerequisites
Aucun
Teaching aid
Ouvrages principaux
« l?envie de travailler » (M. Thevenet)« La Négociation » (Lionel Bellenger)« La négociation achat-vente » (Patrick Caverivière, Hassan Souni)« L'entretien d'achat : tactiques de négociation » (Roger Perrotin)« Négociation, vente et comportements au quotidien » (Charles Winter).
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM665M83B - International Purchasing and Negotiation (semB. IP2)
Mandatory Specialization Course : Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Joel Rauch
Finalité principale du cours :
Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie
adaptée aux besoins.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie
adaptée aux besoins.
Detailed course syllabi
Rappels
d?achats de base
d?approches comportementales
La base de la négociation
I- Les différentes étapes de la négociation
II- La communication de négociation
III- La stratégie/tactique de négociation
Check-list
Jeux de rôles
Retour d?expérience
Rappel : Pourquoi négocier ?
Rappel : Quand négocier ?
7 étapes de l?achat:
Nous allons nous intéresser plus particulièrement à la négociation : Acheteur /Vendeur
Rappel : Approche comportementale
??l?envie de travailler?? de M. Thevenet
Le travail utile
Le travail plaisir
La date à court terme engage
Approche Albert MERHABIAN
Rappel : En terme de communication
Approche 5-20
Les mots pièges à éviter
Rappel : Cheminement d?un problème
La théorie du ??timbre??
Pour voir le ??timbre??
Faire attention aux changements des attitudes
Rappel : Le triangle d?adhésion
Faire adhérer lors de la phase de communication :
Chronologie d?un changement :
I- Les différentes étapes de la négociation
I-1Marchandage
I-2Négociation
I-35 idées à chasser
I-4Rappel:
I-5Une négociation se prépare
I-6Les facteurs influents
I-7Les risques à l?achat
I-8le pouvoir de l?acheteur
I-9la durée souhaitée de la relation
I-101. Les risques à l?achat:
I-11la matrice « risques - profit »
I-122. Le pouvoir de l?acheteur
I-133. La durée souhaitée
I-144. Le niveaux de préparation
I-15technico-commerciale
I-16objectifs de l?acheteur
économique
objectifs de l?entreprise vendeuse
psychologique
objectifs du vendeur
I-17 La préparation technico-commerciale
I-18Déterminer ses objectifs en matière de:
prix
délai
conditions de règlement
conditions de transport
garantie
...
Le délai est déterminé par le demandeur
les conditions de paiement et de transport sont fixés le plus souvent par la direction
les autres conditions sont également déterminés par le vendeur
Fixer l?objectif PRIX:
L?objectif prix
Le prix de revient
les formules de révision
La matrice stratégique
I-19- La préparation économique
de l?offre
de la demande
de produit
de marché
de distribution
de prix
« Connais tes adversaires et connais toi toi-même »
I-20- La préparation psychologique
Le vendeur
son objectif: vendre
Ses motivations
quotas ou CA minimum
concours de vente
Sa typologie
II ? La communication de négociation
II-1La stratégie de communication
Communiquer
méthodes
obstacles
II-2Les faits qui influencent la communication
La personne qui déclenche une relation doit chercher le feed-back dès que possible
chercher le feed-back
Avantages de la reformulation
L?émetteur
Le récepteur
II-3Les principes de base de la négociation
II-4Les obstacles de la négociation
III ? La stratégie/tactique de
négociation
III-1Se fixer des objectifs pour chaque entretien
Gain de temps
Conflits évités
Accès rapide aux résultats
III-2PREPARER
Objectif réel
Déroulement d?une négociation
Déroulement d?une négociation
Créer la réceptivité
Déroulement d?une négociation
Vérifier sa stratégie
Déroulement d?une négociation
Négocier point par point ?. pensez aux 3 C
Déroulement d?une négociation
Faire parler
Savoir écouter
III-3Observer
Déroulement d?une négociation
Questionner
Être en rapport
Déroulement d?une négociation
Les techniques de persuasion: les doser :
Déroulement d?une négociation
Attention aux ?
Parler au présent = positif
Déroulement d?une négociation
Reformulation synthèse
analyser les résultats obtenus par rapport aux objectifs
analyser le comportement des 2 parties en cours de négociation: attitudes et arguments ayant emporté la décision, les réactions,...
aux personnes concernées
à la hiérarchie si nécessaire
Élaboration du dossier technique
Quels sont mes objectifs
Qui demande la relation
Temps nécessaire à la négociation
Le centre d?achat
Les enjeux
Les contraintes
Prerequisites
Aucun
Teaching aid
Ouvrages principaux
« l?envie de travailler » (M. Thevenet)« La Négociation » (Lionel Bellenger)« La négociation achat-vente » (Patrick Caverivière, Hassan Souni)« L'entretien d'achat : tactiques de négociation » (Roger Perrotin)« Négociation, vente et comportements au quotidien » (Charles Winter).
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM054U94 - Economy of hapiness
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en ECO 40
Course Director
Francis Munier
Finalité principale du cours :
?We live in a favored age and yet we do not feel favored.? The Progress Paradox sets out to explain ?why capitalism and liberal
democracy, both of which justify themselves on the grounds that they produce the greatest happiness for the greatest number, leave
so much dissatisfaction in their wake.? Just how important to happiness is wealth? How important is marriage? Parenthood? Job
satisfaction? Leisure time? Health? The rate of unemployment? The rate of economic growth? Democratic institutions? Social safety
nets, etc.? In other words, how do various factors such as economic growth, unemployment and inflation, as well as institutional
variables, affect individual well-being? Are people with a higher income happier than those who earn less? Can we find a correlation
between happiness and GDP, both at the individual and national levels?
It may appear obvious to ask these kinds of questions, but until recently economists, for the most part, ignored them. Therefore,
today?s interest in this area constitutes a real revolution in the field of economics.
Then, as an alternative approach, we will use the tools provided by the theory of the ?economics of happiness?. Finally, we will
examine the concept of ?Capability,? which provides a framework for understanding to what extent an individual is truly free.
The objective of this course is twofold. First, it is to give a solid base enabling students to better understand economic matters and
their evolution. Second, an opening will be provided on recent work in economics of happiness which relates to critical issues such as
quality of life, sustainable development, and measures of economic performance.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- ?We live in a favored age and yet we do not feel favored.? The Progress Paradox sets out to explain ?why capitalism and liberal
democracy, both of which justify themselves on the grounds that they produce the greatest happiness for the greatest number, leave
so much dissatisfaction in their wake.? Just how important to happiness is wealth? How important is marriage? Parenthood? Job
satisfaction? Leisure time? Health? The rate of unemployment? The rate of economic growth? Democratic institutions? Social safety
nets, etc.? In other words, how do various factors such as economic growth, unemployment and inflation, as well as institutional
variables, affect individual well-being? Are people with a higher income happier than those who earn less? Can we find a correlation
between happiness and GDP, both at the individual and national levels?
It may appear obvious to ask these kinds of questions, but until recently economists, for the most part, ignored them. Therefore,
today?s interest in this area constitutes a real revolution in the field of economics.
Then, as an alternative approach, we will use the tools provided by the theory of the ?economics of happiness?. Finally, we will
examine the concept of ?Capability,? which provides a framework for understanding to what extent an individual is truly free.
The objective of this course is twofold. First, it is to give a solid base enabling students to better understand economic matters and
their evolution. Second, an opening will be provided on recent work in economics of happiness which relates to critical issues such as
quality of life, sustainable development, and measures of economic performance.
Detailed course syllabi
IHappiness & Economics
a.Salient facts on happiness
b.How does income affect happiness?
c.How does unemployment affect Happiness?
d.How does inflation and inequality affect happiness?
e.Political effects on happiness
IIAmartya Sen?s Capability : Impact of political, social and economic liberty for the nation?s happiness
a.The concept of Capability
b.Some applications
Prerequisites
No
Teaching aid
Ouvrages principaux
Bruno FREY [2008], Happiness, A Revolution in Economics, CES, Munich Lectures in Economics, The MIT Press. Cambridge, Massachusetts,London, England.
Gregg EARSTERBROOK [2004], The Progress Paradox, Random House Trade Paperbacks Edition, Toronto, Canada
Joseph E. STIGLITZ, Amartya SEN & Jean-Paul FITOUSSI [2010], Report by the Commission on the Measurement of Economic Performance andSocial Progress, www.stiglitz-sen-fitoussi.fr
Amartya SEN [2002], Rationality and Freedom, Harvard, Harvard Belknap Press
Martha C. NUSSBAUM [2011], Creating Capabilities: The Human Development Approach, The Belknap Press
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM054U95 - Storytelling and Self-Management
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 , 2 3 CM=20, TD=0 en MAN 30
Course Director
Patricia Tehami
Finalité principale du cours :
LE COURS EST DELIVRE ENTIEREMENT EN ANGLAIS
Le cours se propose d'utiliser la technique anglo-saxonne du "Storytelling" afin de décliner différentes formes de récits personnels
orientés vers la recherche d'emploi et le développement de carrière.
Les compétences visées se regroupent de la façon suivante:
- Identifier, sélectionner et reproduire des mécanismes narratifs
- Identifier et mettre en valeur ses compétences ("soft skills, hard skills")
- Appréhender la dimension interculturelle du "storytelling"
- Développer son "Personal Branding"
- Construire sa gestion de carrière
- S'auto-évaluer
- Se mettre en récit
- Décliner son récit suivant les différents modes d'usage
- Communiquer en anglais selon les codes d'usage appropriés
- Reconnaître et exprimer son identité personnelle
- S'adapter à l'auditoire
- Cultiver l'authenticité
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- LE COURS EST DELIVRE ENTIEREMENT EN ANGLAIS
Le cours se propose d'utiliser la technique anglo-saxonne du "Storytelling" afin de décliner différentes formes de récits personnels
orientés vers la recherche d'emploi et le développement de carrière.
Les compétences visées se regroupent de la façon suivante:
- Identifier, sélectionner et reproduire des mécanismes narratifs
- Identifier et mettre en valeur ses compétences ("soft skills, hard skills")
- Appréhender la dimension interculturelle du "storytelling"
- Développer son "Personal Branding"
- Construire sa gestion de carrière
- S'auto-évaluer
- Se mettre en récit
- Décliner son récit suivant les différents modes d'usage
- Communiquer en anglais selon les codes d'usage appropriés
- Reconnaître et exprimer son identité personnelle
- S'adapter à l'auditoire
- Cultiver l'authenticité
Detailed course syllabi
YOU ARE REQUIRED TO BRING YOUR LAPTOP TO THE FIRST SESSION
Session 1
- Intercultual underpinnings - Theory and usages
- Self-evaluation - Analysis (present / future)- General feedback
Session 2
- Storytelling, Personal Branding, Career Development
Session 3
- Eliciting your personal narrative material (clusters and patterns): your "backstory",your "gifts" and expertise, your learning experience,
your values
Session 4
- Above work continued
Session 5
- Identifying a storyline
Session 6
- Your audience as the real hero
Session 7
- Compacting a story: Elevator pitches
- Body language, intonation
Session 8
- Expanding a story: your full-length story (1page)- Structures and usages - Values
- Verb tenses in storytelling
Session 9
- How good is your story? Believability, humanising, empathy
Session 10
- Ready for dispatch: CVs, cover letters, job interviews, job appraisals, project descriptions, etc.
- Conclusion: tips on how to tell a story
Prerequisites
- Ouverture d'esprit
- Volonté d'élaborer son projet professionnel
- Niveau d'anglais minimum requis: B2 (http://www.coe.int/t/DG4/Portfolio/?L=F&M=/main_pages/levelsf.html)
Teaching aid
Ouvrages principaux
Une bibliographie/webographie plus complète sera distribuée en cours ainsi que des fiches de vocabulaire pour l'expression en anglais.
- Steve Denning - http://www.stevedenning.com/site/Default.aspx- Terence Gargiulo, "Stories at Work: Using Stories to Improve Communication And Build Relationships" (2006)- Annette Simmons, "The Story Factor" (2006)- http://www.annettesimmons.com/books/the-story-factor/- http://astoriedcareer.com/terrence_gargiulo_qa.html- http://www.getstoried.com/- http://www.storybranding.com/site/
Littérature complémentaire
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EM1F4U26 - Introduction to European Economy I
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 , 2 3 CM=20, TD=0 en ECO 47
Course Director
Sabine Menu
Finalité principale du cours :
Students will be able to acquire the indispensable knowledge on the European Union: why was it created nearly 60 years ago, and
what are the main goals pursued today? Who rules the EU? Has the EU become a worldpower? etc. The course will review the main
economic issues of the EU in an historical perspective and identify the most topical issues (euro crisis...). By the end of the course,
students are expected to develop a critical analysis on these issues.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Students will be able to acquire the indispensable knowledge on the European Union: why was it created nearly 60 years ago,
and what are the main goals pursued today? Who rules the EU? Has the EU become a worldpower? etc. The course will review the
main economic issues of the EU in an historical perspective and identify the most topical issues (euro crisis...). By the end of the
course, students are expected to develop a critical analysis on these issues.
Detailed course syllabi
Session 1: Why the EU? Institutions and governance
Session 2: The Single Market
Session 3: EU economic policies
Session 4: The Economic and Monetary Union
Session 5: The EU and the world (1)
Session 6: The EU and the world (2)
Session 7:Current opportunities and challenges in the EU
Session 8: final exam and synthesis
Prerequisites
none. The course will be taught in English.
Teaching aid
Ouvrages principaux
Chang M, Monetary integration in the European Union, Palgrave, 2009Dinan D, Ever closer Union. An introduction to European integration, 3rd edition, Palgrave, 2003Leonard D, Guide to the European Union. The definitive guide to all aspects of the EU, 10th edition, The Economist/Profile Books, 2010
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EM054U1BB1 - Sustainable development /Developpement durable - semB - Gr1
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en STR 40
Course Director
Pia Imbs
Finalité principale du cours :
Develop critical thinking in terms of sustainable development issues.
Identify any opportunities, arbitration and constraints involved in deploying sustainable development tools.
Understand the theories and the practices of corporate social responsibility
Learn appraisal methods and techniques for social, economic and environmental audits.
Analyse, build and apply concrete, cross-border solutions through the appraisal and development of projects.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Develop critical thinking in terms of sustainable development issues.
Identify any opportunities, arbitration and constraints involved in deploying sustainable development tools.
Understand the theories and the practices of corporate social responsibility
Learn appraisal methods and techniques for social, economic and environmental audits.
Analyse, build and apply concrete, cross-border solutions through the appraisal and development of projects.
Detailed course syllabi
?Definition and finalities of sustainable development
?Concept and history
?Environmental and social prospects
?Geopolitical and international issues
?Indicators of sustainable development
?Elements of controversy: decrease
?Corporate social responsibility practices
?Diagnostic tools and dialogue with corporate stakeholders
?Key process management
?Deploying sustainable development in organizations
?Project management
?Change management
Prerequisites
nb: ce cours sera en partie en français, en partie en anglais; les étudiants préparent des interventions et des dossiers en anglais
Teaching aid
Ouvrages principaux
CAPRON M., QUAIREL F., La responsabilité sociale d?entreprise, La découverte, 2007IMBS P., L?entreprise exposée à des responsabilités élargies, Ed. EMS, 2005GOND JP., IGALENS J., La responsabilité sociale de l?entreprise, PUF, 2008CRANE, WILLIAMS, MATTEN, MOON,SIEGEL, Corporate Social Responsbnility, The Oxford Handbook, 2008
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EM054U28 - Management of international teams
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 , 2 3 CM=20, TD=0 en HRM 70
Course Director
José-Luis Vallejo-Garcia
Finalité principale du cours :
This course provides a starting point to future team managers dealing with culturally diverse teams in domestic and international
business settings. After this course students will develop skills to:
- Identify and embrace intercultural awareness in team management and distinguish organizational culture and individual identities
- Identify obstacles to communication within the workplace due to cultural differences
- Differentiate the pillars and keys of intercultural communication
- Identify the major concepts in human resource policies in international businesses
- Apply the concepts to develop the recruitment process and establishing working contracts in global firms
- Analyze and adapt different mechanisms in staff mobility and the management of distant staff
- Identify and decide on management mechanisms of performance through evaluation and feedback in foreign contexts
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- This course provides a starting point to future team managers dealing with culturally diverse teams in domestic and international
business settings. After this course students will develop skills to:
- Identify and embrace intercultural awareness in team management and distinguish organizational culture and individual identities
- Identify obstacles to communication within the workplace due to cultural differences
- Differentiate the pillars and keys of intercultural communication
- Identify the major concepts in human resource policies in international businesses
- Apply the concepts to develop the recruitment process and establishing working contracts in global firms
- Analyze and adapt different mechanisms in staff mobility and the management of distant staff
- Identify and decide on management mechanisms of performance through evaluation and feedback in foreign contexts
Detailed course syllabi
SESSION 1
-Presentation of the course
-Introduction to culture and organizations
-Introduction to Human resources policies in international businesses
Reading:
?Earley, C., Mosakowski, E. (2004): Cultural intelligence. Best practice. Harvard Business Review
SESSION 2
-Organizational culture and individual identities
-Intercultural communication: pillars and keys
-Staff mobility : preparing for assignments, expatriation and re-entry
Reading:
?Hofsteede, G. (1994): The Business of International Business is Culture. International Business Review Vol. 3, No. 1, pp. 1 14,1994
SESSION 3
-Managing international working contracts and expatriation in global firms
-Performance management: evaluation and feedback in foreign environments
Reading:
?Seak, N., Enderwick, P. (2008): The management of New Zealand expatriates in China. The International Journal of Human
Resource Management. Vol. 19, No. 7.
SESSION 4
-Managing distant staff
* Presentation and debate on the case studies
Reading:
?Case-study: to be communicated
SESSION 5
-Managing multiple project teams
-Global managers
Reading:
?Lena Zandera,*, Christina L. Butler (2010): Leadership modes: Success strategies for multicultural teams. Scandinavian Journal of
Management (2010) 26, 258?267
Prerequisites
No prerequisite
A strong interest for intercultural communication and diversity
Teaching aid
Ouvrages principaux
See course details
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EM1F4M02 - Corporate Governance
Mandatory Specialization Course :
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MAN 50
Course Director
Odile Paulus
Finalité principale du cours :
- To identify the sources and limits of power in a company
- To understand why it is necessary to limit the power of the CEO
- To classify the stakeholders according to their salience
- To check whether the stakeholders are properly related to the CEO according to their salience
- To appreciate the balance between independence and competence in governance mechanisms
- To justify that several combinations of governance mechanisms are possible and should be adapted to the cultural and economic
situation of the company
- To analyze how governance mechanisms impact the strategic choices
- To discuss the main governance mechanisms: the board, the internal control, executives incentives, auditors, banks, the SEC, the
takeovers
- To use the notion of entrepreneur of governance
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Introduction: Typology of corporate governance mechanisms
Partie I : Governance mechanisms
Partie II : Different views of corporate governance
Partie III : International comparison of corporate governance
Prerequisites
Teaching aid
Ouvrages principaux
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EM1F4M03 - Marketing Basics
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MKT 60
Course Director
Andreas Munzel
Finalité principale du cours :
Upon completion of the course, students will have developed and acquired skills to:
?Understand marketing as function within the company and as customer-focused concept beyond departmental boundaries;
?Understand the basic concepts in consumer behavior as well as in strategic marketing;
?Understand the language and vocabulary of marketing and use the main marketing-related terms;
?Recognize that a good marketer is a responsible marketer;
?Assess the major internal and external factors influencing strategic marketing decisions;
?Design a marketing plan based on the relevant marketing parameters.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will have developed and acquired skills to:
?Understand marketing as function within the company and as customer-focused concept beyond departmental boundaries;
?Understand the basic concepts in consumer behavior as well as in strategic marketing;
?Understand the language and vocabulary of marketing and use the main marketing-related terms;
?Recognize that a good marketer is a responsible marketer;
?Assess the major internal and external factors influencing strategic marketing decisions;
?Design a marketing plan based on the relevant marketing parameters.
Detailed course syllabi
1. Introduction: Roles and definition of marketing
2. Groundwork: Market research and analysis
2.1 Markets as focal points in marketing
2.2 Market analysis: Assessing the marketing environment
2.3 Marketing research: Importance and process
3. Customers: Segmentation and target-group specific positioning
3.1 Basics in consumer behavior
3.2 Segmentation
3.3 Target-group specific positioning
4. Strategies and Mix: Designing the strategic marketing program
4.1 Company and marketing strategy: An overview
4.2 Products, services and brands
4.3 Pricing and pricing strategies
4.4 Marketing channels and distribution
4.5 Integrated marketing communications
5. Implementation: Role of marketing, sales, information systems and human resources
Prerequisites
This is an introductory course to marketing. However, a basic understanding of business administration is helpful.
Teaching aid
Ouvrages principaux
Recommended texts:Homburg, C./ Kuester, S./ Krohmer, H. (2009): Marketing Management - A Contemporary Perspective, McGraw-Hill, London.Kotler, P./ Keller, K.L. (2011): Marketing Management, 14th ed., Prentice Hall, Harlow.Kotler, P./Armstrong, G. (2012): Principles of Marketing, Fourteenth Edition, Pearson, Harlow.Kotler, P./ Armstrong, G./ Wong, V./ Saunders, J. (2008): Principles of Marketing, Fifth European ed., Pearson, Harlow.Schiffman, L./ Kanuk, L. (2010): Consumer Behavior, Tenth Edition, Pearson, Harlow.
Additional books:Sheth, J.N./ Sisodia, R.S. (2006): Does Marketing Need Reform? Fresh Perspectives on the Future, Sharpe.Post, J.E./ Preston, L./ Sachs, S. (2002): Redefining the Corporation, Stakeholder Management and Organizational Wealth, StanfordUniversity Press, Stanford.
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EM1F4M05 - European Project Management
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MAN 35
Course Director
Sabine Cullmann
Finalité principale du cours :
The objective of this course is twofold:
Knowing the bases of classical project planning and management and of new concepts in project management by information and
knowledge transfer, especially in open projects between research and industry,
Being able to conceive, plan, and manage a project.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The objective of this course is twofold:
Knowing the bases of classical project planning and management and of new concepts in project management by information and
knowledge transfer, especially in open projects between research and industry,
Being able to conceive, plan, and manage a project.
Detailed course syllabi
Conceptual introduction (classical views and concepts of project management vs. project management by knowledge and information,
case studies)
Work groups and projects
Presentations of work groups
Project planning by knowledge and information (objectives, deliverables, competences and resources, information transfer, roles and
responsibilities of project members, tools for controlling and monitoring, simulations)
Application in work groups and concrete projects
Project management by knowledge and information (project launch, control, crisis, scenario analysis, meetings, simulations)
Application in work groups and concrete projects
Presentations
Prerequisites
None
Teaching aid
Ouvrages principaux
Buttrick, R. (2010), Gestion de projets, 4ème édition, PearsonCullmann, S. (2010), Le rôle de la communication pour le développement de produits nouveaux, Peter LangGarel, G. (2003), Le management de projet, Editions La Découverte, ParisGarel, G. (2003), « Pour une histoire de la gestion de projet », Gérer et Comprendre, décembre, n° 74, 77-89Maylor, H. (2010), Project Management, fourth edition, Prentice HallPinto, J. K. (2010), Project Management, second edition, Pearson
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EM1F4M09 - European Integration - I
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en HRM 160
Course Director
Sabine Menu
Finalité principale du cours :
Upon completion of the course, students will have developed and acquired skills to:
- Identify and embrace the strong foundation of the European idea and the history of the European movement leading to the European
Union of today
- Examine the different treaties shaping the Union and the underlying ideologies and political goals of the member states,
- Critically evaluate the draft constitution and the Lisbon Treaty.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will have developed and acquired skills to:
- Identify and embrace the strong foundation of the European idea and the history of the European movement leading to the European
Union of today
- Examine the different treaties shaping the Union and the underlying ideologies and political goals of the member states,
- Critically evaluate the draft constitution and the Lisbon Treaty.
Detailed course syllabi
1. The European Idea
2. Europe?s Decline in the 20th Century
3. The Results of WW II and the starting Cooperation in Post war Europe
4. The Founding Treaties of Paris and Rome
5. The Treaties of Maastricht and Amsterdam
6. The Nice Treaty and its Consequence: the Constitution
7. Problems and Chances of the Latest Enlargement
8. Perspectives for Further Development
Prerequisites
Teaching aid
Ouvrages principaux
Textbooks
John McCormick, Understanding the European Union, (Palgrave) 2OO2Desmond Dinan, Ever Closer Union, (Palgrave) 2OO2
Further Readings
Neill Nugent, The Government and Politics of the European Union (Palgrave) 2OO3Marie-Therese Bitsch, Histoire de la Construction Européene, Paris 1996John Newhouse, Europe Adrift, (Pantheon) 1997Desmond Dinan, Encyclopaedia of the European Union, (Lynne Riener) 1998Clifford Hackett, The European Community arrives (Greenwood) 1995Hagen Schulze, Staat und Nation in der Geschichte Europas; Muenchen 1999
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EM1F4M10 - European Integration - II
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en HRM 138
Course Director
Sabine Menu
Finalité principale du cours :
The goal of this course is to enable the student to understand the institutional set up of the European Union and its decision-making
procedures and dynamics. In the second part we will analyse the different policies, especially the Single Market, the Common
Agricultural Policy and examples of policies which are in the second and third pillar of the Maastricht Treaty.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The goal of this course is to enable the student to understand the institutional set up of the European Union and its
decision-making procedures and dynamics. In the second part we will analyse the different policies, especially the Single Market, the
Common Agricultural Policy and examples of policies which are in the second and third pillar of the Maastricht Treaty.
Detailed course syllabi
?The Infrastructure of the European Union and its Policies?
1. The institutions of the European Union:
- The Commission
- The European Parliament
- The Council of Ministers
- The European Council
- The Court of Justice
2. The Decision-making Procedures and Dynamics
3. The European Union Policies:
- The Single Market
- The Common Agricultural Policy
- The Immigration Policy
- The Common Foreign and Security Policy
Prerequisites
Teaching aid
Ouvrages principaux
Textbooks
John McCormick, Understanding the European Union, (Palgrave) 2OO2Desmond Dinan, Ever Closer Union, (Palgrave) 2OO2
Further Readings
Neill Nugent, The Government and Politics of the European Union (Palgrave) 2OO3Marie-Therese Bitsch, Histoire de la Construction Européene, Paris 1996John Newhouse, Europe Adrift, (Pantheon) 1997Desmond Dinan, Encyclopaedia of the European Union, (Lynne Riener) 1998Clifford Hackett, The European Community arrives (Greenwood) 1995Hagen Schulze, Staat und Nation in der Geschichte Europas; Muenchen 1999
(cf. class on ?History of the European Integration?, semester A)
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EM1F4M20 - Basics in Supply Chain Management
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en SCM 50
Course Director
Pierre BRUCHER
Finalité principale du cours :
UNDERSTAND SCM STAKES AND PRACTICES (PURCHASING - PROCUREMENT - MANFUFACTURING - DISTRIBUTION AND
TRANSPORT)
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- UNDERSTAND SCM STAKES AND PRACTICES (PURCHASING - PROCUREMENT - MANFUFACTURING - DISTRIBUTION
AND TRANSPORT)
Detailed course syllabi
INTRODUCTION : MANAGEMENT STAKES IN PURCHASING AND SCM
PURCHASING IN SC
PROCUREMENT IN SC
INVENTORY MANAGEMENT
MANUFACTURING IN SC
DISTRIBUTION AND TRANSPORT OPTIMIZATION
Prerequisites
ENGLISH SPOKEN AND WRITTEN
Teaching aid
Ouvrages principaux
"SCM - FROM VISION TO IMPLEMENTATION" (FAWCETT, ELLRAM & OGDEN) - PEARSON PRENTICE HALL"SCM - STRATEGY, PLANNING & OPERATION" (CHOPRA & MEINDL) - PEARSON PRENTICE HALL"BUT, UN PROCESSUS DE PROGRES PERMANENT" (GOLDRATT)"EXPORTER, PRATIQUE DU COMMERCE INTERNATIONAL" (FOUCHER)"LA LOGISTIQUE" (P. VALLIN)Management des achats et de la supply chain (David Doriol et Thierry Sauvage)- Vuibert
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EM1F4M21 - Basics in Innovation Management
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MAN 35
Course Director
Anastasios Stilianidis
Finalité principale du cours :
Content:
Companies have already realized that innovations are a critical necessity. Therefore, they invest significant portions of their resources
in R&D, but still a lot of firms fail to select the best ideas and commercialize innovation effectively. Today only 12% of the introduced
innovations can be labelled as a success. The rest 88% create spectacular failures, cyclical company performance, stagnation, and
even erosion. The aim of the course is to present how innovation management can be organized successfully.
Upon completion of the course, students will be able to:
- Identify and embrace the critical necessity of innovations for companies
- Use and understand the fundamental concepts, methods and theories in managing innovations
- Analyze and define the innovation process from selecting the best ideas to the commercialization of innovations
- Apply the discussed concepts to critically evaluate the success factors of innovations based on case studies (successes and failures)
- Adapt the knowledge discussed in class to successfully configurate and coordinate the innovation management process.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Content:
Companies have already realized that innovations are a critical necessity. Therefore, they invest significant portions of their resources
in R&D, but still a lot of firms fail to select the best ideas and commercialize innovation effectively. Today only 12% of the introduced
innovations can be labelled as a success. The rest 88% create spectacular failures, cyclical company performance, stagnation, and
even erosion. The aim of the course is to present how innovation management can be organized successfully.
Upon completion of the course, students will be able to:
- Identify and embrace the critical necessity of innovations for companies
- Use and understand the fundamental concepts, methods and theories in managing innovations
- Analyze and define the innovation process from selecting the best ideas to the commercialization of innovations
- Apply the discussed concepts to critically evaluate the success factors of innovations based on case studies (successes and failures)
- Adapt the knowledge discussed in class to successfully configurate and coordinate the innovation management process.
Detailed course syllabi
Different aspects of the innovation process will be discussed in depth:
1) Developing aspects for product and services
2) Idea generation and selection
3) Strategies concerning technologies, and intellectual property rights to appropriate the value of the innovation.
Furthermore, a number of methods and theories are going to be presented for a better understanding of managing innovations.
Prerequisites
Basics in general business administration.
Teaching aid
Ouvrages principaux
Literature
Burr, W. (2004), Innovationen in Organisationen, StuttgartD?Aveni, R.A. (1994), Hypercompetition, New YorkHippel, E. von (1986), Lead Users: A Source of Novel Product Concepts, in: Management Science, Vol 32, Nr. 7, p. 791-805Grant (2008), Comtemporary Strategy, 6th edition, OxfordPorter, M.E (1985), Competitive Advantage, New YorkTeece, D.J. (1986), Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy, in:Research Policy, Vol. 15, p. 285-305Tidd, J.; Bessant, J. (2009), Managing Innovation, 4th edition, West SussexUtterback, J.M. (1996), Mastering the dynamics of innovation, Boston, Massachusetts
Case studies
Stilianidis, A. (2011), IKEA, in: Cases on Innovation, Services and Technology, Vol.3, Issue 1Stilianidis, A. (2011), Starbucks, in: Cases on Innovation, Services and Technology, Vol.3, Issue 2Stilianidis, A., Stefanova, E. (2011), The new fitness world, in: Cases on Innovation, Services and Technology, Vol.3, Issue 3Stilianidis, A., Stefanova, E. (2011), The tourist industry, in: Cases on Innovation, Services and Technology, Vol.3, Issue 4
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1 finale Ecrite en groupe QCM english 20 1 % voir 1
1 finale Ecrite en groupe QCM english 30 1 % voir 2
EM1F4M22 - Basics in Human Resource Management
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en HRM 30
Course Director
Jean-Jacques Hincker
Finalité principale du cours :
As futur managers, understand and be able to summarize basics of the HR function as well as have an overview of the strategic
dimensions of HRM.
Explain a professional Human Resource Management in a global level
Be able to explain how the HRM function contributes to optimize human capital and to create added value
Be able to explain the importance and the output of a valuable HR model
Understand the challenges of HRM and the transformation the function is facing out
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- As futur managers, understand and be able to summarize basics of the HR function as well as have an overview of the strategic
dimensions of HRM.
Explain a professional Human Resource Management in a global level
Be able to explain how the HRM function contributes to optimize human capital and to create added value
Be able to explain the importance and the output of a valuable HR model
Understand the challenges of HRM and the transformation the function is facing out
Detailed course syllabi
Course introduction
?Cross presentation
?Program presentation
?Course objectives
Chapter 1 Human Resources Management Definitions
?What is HRM?
?Overview of the Human Resources different definitions
?Group activity
Chapter 2 Human Resources Management Functions
?Overview of the main HR functions:
oHR planning, recruiting and selection,
oHR development,
oCompensation & benefits,
oSafety & health,
oEmployee and labor relations,
oHR research
oHR Marketing
oInternational HRM
oHR Controlling & Reporting
oe-HRM
oHR Organization
oLabor Law
Chapter 3 Human Resources Management Actors & Roles
?Who is involved in HRM ?
?HRM and company management
?The HR Department
?Evolving role of HR source
?HR evolving role ? new capabilities
?Review questions ? definition ?functions- actors & roles
Chapter 4 Human Resources Management Organization models, developing a Value Driven HR Delivery Model
?HR Organization Structure and HR Organizational Chart
?Why is efficient HR Organizational Structure so important?
?The resulting HR Organizational Structure
?HR Roles and Responsibilities of the main HR Organizational units:
oMain HR Front Office Tasks
oMain HR Back Office Tasks
oThe center of excellence
oThe Organizational Design Theory
?Developing a Value Driven HR Delivery Model
oWhy Develop a Value Driven HR Delivery Model?
oWhat are the Roles of a Value Driven HR Delivery Model?
oBecoming a Strategic Partner
oBecoming a Change Agent
oBecoming an Administrative Expert
oBecoming an Employee Champion
?Review questions ? HR models
 
Chapter 5 Human Resources Management main Processes (Recruiting, Compensation &Benefits, Performance Management,
Leadership Development)
?Recruiting
oDefining recruitment strategy
oWhat is the Corporate Recruitment Strategy?
oRecruitment and Selection
oOpening job position
oWhat is social recruiting?
oInternal Recruitment Benefits
oInternal Recruitment Process Weaknesses
oExternal Recruitment
oJob Resume: components to observe
oRecruitment Process Design and Development
oDesigning Recruitment Process: Recruitment Measures
oReview questions ? Recruiting
?Compensation & benefits
oCompensation and Benefits HR Processes
oGlossary
oTotal Cash basic components
oWhat is a competitive salary?
oCorrect Base Salary Setting
oThe bonuses
oCompensation Strategy
oWhy retention and turnover
matter?
oCompensation Position on the Pay Market
oHigh performance culture and compensation strategy
oBase Salary Management
oReview questions ? C&B
?Performance management
oPerformance management: definition
oPerformance management: conditions to success
oSetting up objectives
oDevelopment Planning Process
?Leadership development
oStrategic Issue: Leadership Competence
?Developing Human Capital
oDefinition of Human Capital and Firm Performance
oHuman Capital Theory
oHuman Capital Management
Chapter 6 Training & Development with external intervention (on T&D experience)
Chapter 7 Human Resources Management Planning
?HRP relates to Organizational Planning
?HRP process: the steps
?Determining organizational objectives: cascade approach
Chapter 8 Human Resources Management challenges
?HRM ? it?s about results
?Challenges for HR managers
?Diversity in the workforce
?Diversity and contributions of diversity
?Regulatory changes
?Structural changes to organizations
?Technological and managerial changes within organizations
?Human resource in the future
Chapter 9 Human Resources Management Transformation
?The factors which drive change in HRM?
?What does the HR need to focus on?
Prerequisites
The students are supposed to have a good knowledge of the business in theire respective countries
Teaching aid
Ouvrages principaux
Mustafa Özbilgin ? International Human Resource Management (2004, Palgrave)James Vardaman course ? on youtubeHRM advice - HR Management guide - http://hrmadvice.com/Dr. John Sullivan - www.drjohnsulivan.comThe Relationship Between HR Practices and Firm Performance: Examining Causal Order - Patrick M. Wright Timothy M. Gardner Lisa M. MoynihanMathew R. Allen - Working Paper 04-06 - CAHRS / Cornell University? feb 2005)HRM and Performance: What?s Next? Jaap Paauwe, Paul Boselie, Cornell University ILR School DigitalCommons@ILR - Working Paper 05 ? 09)HR Transformation: http://www.slideshare.net/robscottinsyd/10-things-hr-transformationLloyd L. Byars, Leslie W. Rue in Human Resource Management, McGraw-Hill Companies,Incorporated, 9 sept. 2010Uluslararası Sosyal Aratırmalar Dergisi, The Journal of International Social ResearchVolume 2 / 8 Summer 2009Applying the Ulrich Model of HR. Developing a Value Driven HR Delivery Model. - 2007 Capgemini ? NCOAUG presentation
Littérature complémentaire
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Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F4M23 - Basics in Management of Information Systems
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MSI 50
Course Director
Jessie Pallud
Finalité principale du cours :
The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and
organizations. As a future (top) manager, you need to know how IS can create a competitive advantage for your company. Issues
such as the strategic alignment, strategies on the Internet, outsourcing decisions represent other important knowledge for managers.
The objectives are the following :
1) Evaluate the role played by the major types of systems in a business
2) Analyze and discuss the impacts of IS on management and strategy
3) Understand the challenges posed by implementing IS in organizations
4) Identify new business opportunities and strategies on Internet
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and
organizations. As a future (top) manager, you need to know how IS can create a competitive advantage for your company. Issues
such as the strategic alignment, strategies on the Internet, outsourcing decisions represent other important knowledge for managers.
The objectives are the following :
1) Evaluate the role played by the major types of systems in a business
2) Analyze and discuss the impacts of IS on management and strategy
3) Understand the challenges posed by implementing IS in organizations
4) Identify new business opportunities and strategies on Internet
Detailed course syllabi
The following topics will be addressed in class :
IS in the enterprise
IS, organizations, and strategy (competitive advantage)
Outsourcing, offshoring, cloud computing
E-business models (web 2.0 strategies)
Emerging technologies (disruptive technologies)
Prerequisites
Knowledge in management
Teaching aid
Ouvrages principaux
The following books are not mandatory, but they represent useful resources if you want to investigate a topic closer during the semester.
Kenneth C. Laudon, Jane P. Laudon (2010). Management Information Systems: Managing the Digital Firm, 11th edition, Editor: PearsonEducation.
Paul Bocij, Andrew Greasley, Simon Hickie (2008). Business Information Systems: Technology, Development and Management, 4th edition,Prentice Hall.
Carl Shapiro and Hal R. Varian (1999). Information Rules, Boston MA: Harvard Business School Press.
Littérature complémentaire
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Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F4M24A - Ethics and Management (sem.A visi)
Mandatory Specialization Course :
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en HRM 50
Course Director
Anne Carrol Moise
Finalité principale du cours :
When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two
environments, namely the internal and the external. In viewing their internal environment, managers need to evaluate the markets and
economic structure of the markets in which their businesses compete. How businesspeople deal with this is the subject matter for what
has traditionally been called by economists, Industrial Policy.
There is also an external environment, i.e., those political and social forces that play in formulating the strategy of the firm. These
political and social forces shape a firm's relationships with its various stakeholders that include all those individuals and institutions
which have a vested interest in the performance of the firm both financially and socially. Usually, the stakeholders include the local
community, regional community, Government (at all levels and branches) unions, stockholders, employees, etc..
The purpose of this course is to examine how the business (internal environment) and public policy (external environment) processes
interact. The first part of the course will examine the ?economics? of these ?Sin? industries: Cigarettes, Alcohol and Gambling. We will
analyze how these firms in these industries compete as well the structure of these industries.
The second part of the course will analyze how public policy makers view these industries.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Readings/Case: Packet of Readings and Cases that is available at the bookstore. Every session I will have an assignment sheet for
you along with questions for the case or reading.
DatesTopicsReadings/Cases
January 7Introduction to the Ethics and Reading: ?A Model to Evaluate Ethical
Public PolicyValues and Public Policy?
?A Tale of Two Sins?
January 8The Alcohol IndustryReading: ?A Brief History of the American
Alcohol Industry
Case: Brazilian Beer Merger
January 9The Tobacco IndustryReading: The Smoke Wars
Case: Philip Morris USA: The 2003 Wholesale
Price Promotion
January 10The Gambling IndustryReading: Casinos or No Casinos: What are the
relevant considerations
Case: Legalizing Internet and Sports Gambling
January 11Future Issues: Legalization of The Role of Government in the Sin Industries
Marijuana
Prerequisites
An interest in how business deals with Ethical issues and the public policy process.
Teaching aid
Ouvrages principaux
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F4M24B - Ethics and Management (sem.B MIB1,Visi)
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en HRM 50
Course Director
Richard McGOWAN
Finalité principale du cours :
When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two
environments, namely the internal and the external. In viewing their internal environment, managers need to evaluate the markets and
economic structure of the markets in which their businesses compete. How businesspeople deal with this is the subject matter for what
has traditionally been called by economists, Industrial Policy.
There is also an external environment, i.e., those political and social forces that play in formulating the strategy of the firm. These
political and social forces shape a firm's relationships with its various stakeholders that include all those individuals and institutions
which have a vested interest in the performance of the firm both financially and socially. Usually, the stakeholders include the local
community, regional community, Government (at all levels and branches) unions, stockholders, employees, etc..
The purpose of this course is to examine how the business (internal environment) and public policy (external environment) processes
interact. The first part of the course will examine the ?economics? of these ?Sin? industries: Cigarettes, Alcohol and Gambling. We will
analyze how these firms in these industries compete as well the structure of these industries.
The second part of the course will analyze how public policy makers view these industries.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two
environments, namely the internal and the external. In viewing their internal environment, managers need to evaluate the markets and
economic structure of the markets in which their businesses compete. How businesspeople deal with this is the subject matter for what
has traditionally been called by economists, Industrial Policy.
There is also an external environment, i.e., those political and social forces that play in formulating the strategy of the firm. These
political and social forces shape a firm's relationships with its various stakeholders that include all those individuals and institutions
which have a vested interest in the performance of the firm both financially and socially. Usually, the stakeholders include the local
community, regional community, Government (at all levels and branches) unions, stockholders, employees, etc..
The purpose of this course is to examine how the business (internal environment) and public policy (external environment) processes
interact. The first part of the course will examine the ?economics? of these ?Sin? industries: Cigarettes, Alcohol and Gambling. We will
analyze how these firms in these industries compete as well the structure of these industries.
The second part of the course will analyze how public policy makers view these industries.
Detailed course syllabi
Readings/Case: Packet of Readings and Cases that is available at the bookstore. Every session I will have an assignment sheet for
you along with questions for the case or reading.
DatesTopicsReadings/Cases
January 7Introduction to the Ethics and Reading: ?A Model to Evaluate Ethical
Public PolicyValues and Public Policy?
?A Tale of Two Sins?
January 8The Alcohol IndustryReading: ?A Brief History of the American
Alcohol Industry
Case: Brazilian Beer Merger
January 9The Tobacco IndustryReading: The Smoke Wars
Case: Philip Morris USA: The 2003 Wholesale
Price Promotion
January 10The Gambling IndustryReading: Casinos or No Casinos: What are the
relevant considerations
Case: Legalizing Internet and Sports Gambling
January 11Future Issues: Legalization of The Role of Government in the Sin Industries
Marijuana
Prerequisites
An interest in how business deals with Ethical issues and the public policy process.
Teaching aid
Ouvrages principaux
Included in the detailed course outline.
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F4M25B1 - Diversity Management (sem.B gr1 : MIB1)
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MAN 50
Course Director
Sabrina Perugien
Finalité principale du cours :
There shall be 5 classes of 4 hours each.
This course will provide students a good understanding of Diversity management (conceptual approach and main principles).
The course will explore the mechanism of discrimination (stereotypes and prejudices) so as to train and sensitize students to the
respect of individual differences in the workplace.
At the end of the course, students will be aware of the main challenges raised by the implementation of a Diversity policy and/or
anti-discrimination policy mostly in an European context and will acquire the fundamental managerial skills to be able to manage
diversity effectively.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- There shall be 5 classes of 4 hours each.
This course will provide students a good understanding of Diversity management (conceptual approach and main principles).
The course will explore the mechanism of discrimination (stereotypes and prejudices) so as to train and sensitize students to the
respect of individual differences in the workplace.
At the end of the course, students will be aware of the main challenges raised by the implementation of a Diversity policy and/or
anti-discrimination policy mostly in an European context and will acquire the fundamental managerial skills to be able to manage
diversity effectively.
Detailed course syllabi
SESSION 1 ? Diversity, workforce representation and juridical framework
?Definition and concept
?Evolution and history of diversity management or how contextualising diversity management
?The EU legal framework on anti-discrimination and the European diversity context
Discussion with students on the main issue at stake here: what do we mean by « diversity » or « managing diversity » ? That?s more
complicated than we think?
SESSION 2 ? Diversity and workforce relationships: a thematic approach
Equality and diversity issues related to:
?Race and ethno-cultural background, nationality Gender, pay gap and sexual harrasment
?Physical appearance
?Age
?Religion
?Sexual orientation
?Social status and origins
?Disabilities
Basically, we will come accross the main diversity issues (those are the main strands).
SESSION 3 ? Policy and Practice. Part 1.
- The dynamics of strategies and paradigms
- Organizationnal policies (and tools to implement diversity in the workplace).
- Human Resource management and diversity
- Business case for diversity
Discussion on : What does managing diversity bring to a company? How well can we manage diversity?
Homework will be assigned to students for the next lesson.
SESSION 4 ? Policy and Practice. Part 2.
- Managing diverse talent : the role of leaders and managers
- Diversity and success : when is diversity management effective?
- Case study in classroom
SESSION 5 - Final examination
- Oral presentations (with Powerpoint)
- Discussion on the implementation of a diversity policy in a Business School
Prerequisites
An open mindset
Teaching aid
Ouvrages principaux
Books in English:- Benn Michaels W. (2007). The Trouble with Diversity: How We Learned to Love Identity and Ignore Inequality. (This book is also availablein French: Benn Michaels W. (2009), La diversité contre l'égalité, Editions Raison d?agir)- Bucher Richard D. (2009). Diversity Consciousness : opening our mind to people, cultures, and opportunities. (3rd Edition). Pearson- Kirton G. and Greene A.-M. (2010) ; The Dynamics of Managing Diversity: A Critical Approach (3rd edition). Oxford: Elsevier.- Ozbilgin Mustafa F. (2009) Equality, Diversity and Inclusion at Work: A Research Companion, Edward Elgar Publishing.- R. Roosevelt Thomas, Jr. (2010). World Class Diversity Management : A Strategic Approach. Berrett-Koehler Publishers.
Books in French :- Barth I., Falcoz C. (2007), Le management de la diversité : enjeux, fondements et pratiques, L?Harmattan, Paris- Barth I., Falcoz C. (2010) Nouvelles perspectives en management de la diversité : Egalité, discrimination et diversité dans l?emploi,EMS.− Gavand A. (2006) Prévenir la discrimination à l'embauche : Pourquoi et comment agir ? éditions d'Organisation− Pélisson E. (2007) Les discriminations. Ed. Ellipses− Wieviorka M. (2008) La Diversité Rapport à la Ministre de l'Enseignement supérieur et de la Recherche Robert Laffont
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EM1F5M05B1 - Jeu de simulation - global business (semB) Gr1 (MIB2,MKT3 ..)
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en STR 50
Course Director
Pierre-François Lelaurain
Finalité principale du cours :
Gérer une entreprise pour atteindre les objectifs fixés pas ses actionnaires
Manage a company in order to meet objectives established by the shareholders
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Gérer une entreprise pour atteindre les objectifs fixés pas ses actionnaires
Manage a company in order to meet objectives established by the shareholders
Detailed course syllabi
Un plan détaillé sera remis au début du cours.
A detailed course plan will be provided at the begining of the course
Indications relatives du déroulement de la session :
- Prise de connaissance du manuel du participant et des objectifs de la simulation
- Élaboration du diagnostic de l'entreprise
- Prise de décision (décision saisie sur feuille Excel et déposé sur l'intranet)
- Remise des résultats
Prerequisites
Notions de base de gestion (marketing-mix et plan marketing, calcul d'un coût, stratégie de croissance et lancement de produit,
construction d'un outil d'aide à la gestion...)
Basic notions of Management (marketing-mix and marketing plan, cost calculation, growth strategy and lauching of new products,
decision making tools)
Teaching aid
Ouvrages principaux
Manuel de gestion déjà utilisé en cours au préalableGuideline provided in advance during the class
Littérature complémentaire
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EM1F5M08 - International Strategy
Mandatory Specialization Course : MIB1,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en STR 70
Course Director
Vasilis ZERVOS
Finalité principale du cours :
This course provides the following knowledge and skills:
- Get familiar with value-creating activities
- Understand globalization drivers and dual pressures
- Master concepts such as global efficiency; local responsiveness; standardization.
- Compare business activities in different settings and assess the need for tailored/standard responses
- Understand the contemporary issues in global strategic management
- Anticipate the challenges of internationalization processes
- Identify sources of risk in managing international companies
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- This course provides the following knowledge and skills:
- Get familiar with value-creating activities
- Understand globalization drivers and dual pressures
- Master concepts such as global efficiency; local responsiveness; standardization.
- Compare business activities in different settings and assess the need for tailored/standard responses
- Understand the contemporary issues in global strategic management
- Anticipate the challenges of internationalization processes
- Identify sources of risk in managing international companies
Detailed course syllabi
Session 1 Understanding competition in a global context:
Aim of the session
This session introduces some key notions for understanding global management in a strategic context. In particular, the lecture will
explore how value is constructed by an organisation and its stakeholders; how strategic management processes emerge and unfold;
and how performance is measured and controlled. Moreover, traditional approaches are re-evaluated and re-assessed in light of the
ever-changing dynamics of international business.
Topics
Emerging business models for global challenges
Evaluation process
Strategy and business competition: building a sustainable competitive advantage
Strategic choices and business opportunities
Preparatory Reading:
Ghemawat, P., Hout, T. (2008): Tomorrow?s Global Giants. Harvard Business Review; Nov.2008, Vol. 86. Issue 11, p80-88, 9p.
Eyring, M., Johnson, M., Nair, H. (2011): New Business Models in Emerging Markets. Harvard Business Review
Session 2 Understanding global markets:
Aim of the session
This session explores the what, when and how of the internationalization process. This session looks at the theories of
internationalization and focuses on related issues, debates and critiques highlighting principal foreign market entry modes and the
resource commitments attaching to each.
The session also addresses aspects of organizational co-ordination and configuration in a global age. Multi-domestic, global,
international, regional and trans-national corporate models are investigated and evaluated, with examination of the relationship
between international business markets & strategic choice.
Finally, the session will examine how companies respond to and manage risks, with particular attention to turbulent markets and
transition/emergent economies. Defensive and Integrative strategies will be presented and students will be invited to evaluate the
different approaches to political risk management.
Topics
Entry strategies and the internationalization process(es)
Balancing global integration and local responsiveness
International Risk Assessment and Management
Preparatory Reading:
Couturier, J., Sola, D. (2010) : International market entry decisions : the role of local market factors. Journal of General Management.
VoL. 35. N°4. pp. 45-53
Session 3 Understanding relationships 1:
Aim of the session
The session will cover principles of knowledge and innovation management and will discuss the challenges of implementing
knowledge-based approaches to international business operations. In particular, cooperative strategies and the design of different
alternative solutions (e.g. centers of excellence; organizational sub-units; multi-nature teams) will be addressed. The session will also
explore the nature of network approaches and cooperative projects and how these can contribute to develop sustainable competitive
advantages. Finally, examples of successes and failures in international knowledge management and innovation transfer will be
discussed.
Topics
Knowledge & Innovation Management
Managing networks and virtual organizations
Managing Strategic Alliances; Joint Ventures
Managing Mergers and Acquisitions
Preparatory Reading:
Greve, J., Baum, J. Mitsuhashi, H., Rowley, T. (2010): Built to last but falling apart: cohesion, friction, and withdrawal from interfirm
alliances. Academy of Management Journal. Vol. 53, No. 2, 302?322.
Session 4 Understanding relationships 2:
Aim of the session
This session aims at exploring the importance of building global organizations that are human-centered. The relevance of culture to
the workings of the global knowledge-based economy will be introduced. In particular, students will be invited to discuss the extent to
which specific corporate cultures can be maintained in global contexts.
The lecture also touches on theories of diversity, suggesting that culturally influenced differences in the approach to the task of
management must be seen to be a major aspect of diversity.
What are the fundamental responsibilities of MNEs in the conduct of their multinational business activities? What relevance do
concepts like ?corporate social responsibility? and ?business ethics? have to international business firms and what are some of the
ethical and social dilemmas faced in international business today?
Topics
Managing the challenges of culture(s)
Solving Ethical dilemmas in international management
Corporate Sustainability in a global context
Session 5
? Part 1: Presentation of case-studies
? Part 2: FINAL EXAM (2h)
Prerequisites
No specific requirements
Teaching aid
Ouvrages principaux
Included in course details
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EM1F5M12 - Sales Management
Mandatory Specialization Course : European Management (EMA), Négociation et Management Commercial (MKT3), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en LKT 47
Course Director
Christine Morlet
Finalité principale du cours :
Upon completion of the course, students will be able to:
- Identify the main concepts in sales management
- Understand and master the major components of sales management
- Assess the sales environment and sales strategies
- Master and evaluate challenges in international selling
- Identify the role of motivation in selling
- Develop and elaborate one's own personal selling skills
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will be able to:
- Identify the main concepts in sales management
- Understand and master the major components of sales management
- Assess the sales environment and sales strategies
- Master and evaluate challenges in international selling
- Identify the role of motivation in selling
- Develop and elaborate one's own personal selling skills
Detailed course syllabi
1. Role of selling in marketing
2. Sales strategies
3. Consumer and organisational buyer behaviour
4. International selling
5. Sales Responsabilities and Preparation
6. PERSONAL SELLING SKILLS
7. Key account management
Prerequisites
Attend each of the course and be precisely on time
Teaching aid
Ouvrages principaux
BOSWORTH M. (1995), Solution sellin, Mac Graw hillHEIMAN SANCHEZ, New strategic selling, Marriott, 2004JOBBER D. et LANCASTER G.(2003), Selling ans Sales Management, sixth Edition, Harlow, PearsonJOBBER AND LANCASTER (2006), Selling and sales management, 7th edition PearsonPAGE R.(2002), Hope is not a strategy The 6 keys to winning the complex selling, Mac Graw hillKOTLER KELLER (2009), Marketing Management, Pearson International Edition, 13th edition
Littérature complémentaire
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EM1F4M08 - International and European Business Law
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en LAW 40
Course Director
Alexandrina Soldatenko
Finalité principale du cours :
The economic globalization has led to an emergence of an increasingly complex and sophisticated framework of trade-related rights
and duties. International and European business environment constantly evolves as the economic landscape changes in response to
the increased integration of markets.
The ambition of the course is to address from a dynamic perspective a range of complex issues around which international and
European economic relations revolve and to acquaint students with the institutional framework that regulates and shapes these
relations. This course will provide an overview of the international economic order governed by the three major economic pillars: the
World Trade Organization, the World Bank and the International Monetary Fund. Students will be introduced to the essential principles,
norms and policies of the World Trade Organization, aspects of international monetary relations within the International Monetary Fund
and international development assistance applied by the World Bank. Students will also receive a brief overview of other international
organizations.
This global approach will be completed by the regional approach with a presentation of the European Union and its role in the world
market. Students will be introduced to the EU institutional architecture and unique characteristics of the EU legal order. They will be
introduced to core principles of the single market with free movement of goods, capital, services and people. This part will further
explore the EU?s role in international organizations such as the WTO, features of EU trade policy and how its place in the international
trade league has evolved.
This course is designed for students who plan to work for enterprises, government agencies, business lobbies, the European Union
institutions and international organizations, and who need a comprehensive and practice-oriented understanding of economic and
business aspects of international economic law and European Union law. Graduates will get acquainted with appropriate terminology,
acquire basic tools for legal reasoning, writing and research, and develop the ability for analysis. By the end of the course students are
expected to develop a critical insight into the achievements and challenges of the established economic order.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The economic globalization has led to an emergence of an increasingly complex and sophisticated framework of trade-related
rights and duties. International and European business environment constantly evolves as the economic landscape changes in
response to the increased integration of markets.
The ambition of the course is to address from a dynamic perspective a range of complex issues around which international and
European economic relations revolve and to acquaint students with the institutional framework that regulates and shapes these
relations. This course will provide an overview of the international economic order governed by the three major economic pillars: the
World Trade Organization, the World Bank and the International Monetary Fund. Students will be introduced to the essential principles,
norms and policies of the World Trade Organization, aspects of international monetary relations within the International Monetary Fund
and international development assistance applied by the World Bank. Students will also receive a brief overview of other international
organizations.
This global approach will be completed by the regional approach with a presentation of the European Union and its role in the world
market. Students will be introduced to the EU institutional architecture and unique characteristics of the EU legal order. They will be
introduced to core principles of the single market with free movement of goods, capital, services and people. This part will further
explore the EU?s role in international organizations such as the WTO, features of EU trade policy and how its place in the international
trade league has evolved.
This course is designed for students who plan to work for enterprises, government agencies, business lobbies, the European Union
institutions and international organizations, and who need a comprehensive and practice-oriented understanding of economic and
business aspects of international economic law and European Union law. Graduates will get acquainted with appropriate terminology,
acquire basic tools for legal reasoning, writing and research, and develop the ability for analysis. By the end of the course students are
expected to develop a critical insight into the achievements and challenges of the established economic order.
Detailed course syllabi
CHAPTER 1: INTERNATIONAL ECONOMIC INSTITUTIONS AND THEIR
RELATIONSHIP WITHIN THE CONTEXT OF GLOBALIZATION
I. Introduction
1. Economic, legal and societal implications of globalization, scope and limitations
2. Regional integration within the context of globalization
II. The three pillars: World Trade Organization, International Monetary Fund, World Bank
1. The World Trade Organization
1.1. WTO background and structure
1.2. WTO principles, agreements and dispute settlement
1.3. Reconciling trade, environment and development policies
2. The International Monetary System and the International Monetary Fund
2.1. History, structure and evolution of the International Monetary System
2.2. The IMF?s policies and its instruments
2.3. The IMF?s role in the international economy
3. The World Bank
3.1. Background and general overview of the World Bank Group
3.2. The World Bank?s mission, loan and grant policy
3.3. World Bank and Millennium Development Goals
CHAPTER 2: THE EUROPEAN UNION AND INTERNATIONAL TRADE
1. Institutional aspects of the European Union regulatory system
1.1. Institutional architecture and legal structure of the European Union
1.2. Decision-making process
1.3. Legal nature of the European Union law and its unique characteristics
2. Functioning and regulatory policy of the European Union single market
2.1. The four economic freedoms
2.2. The single market : internal and external dimensions
2.3. The effect of the World Trade Organization
2.4. International trade and European competitiveness
3. Concluding remarks
Prerequisites
None
Teaching aid
Ouvrages principaux
? WTO ?Understanding the WTO? 2011? Bethlehem. (et al.) ?The Oxford Handbook of International Trade Law? Oxford UP, 2009? Van Den Bossche. ?The Law and Policy of the World Trade Organization: Text, Cases and Materials?2nd edition, Cambridge UP, 2008? Kiss, Shelton, Ishibashi. ?Economic Globalization and Compliance with International EnvironmentalAgreements? Kluwer, 2003? Peet. ?Unholy Trinity: The IMF, World Bank and WTO? Zed Books, 2003? Borchardt. ?The ABC of European Union Law? Luxembourg 2010
? Barnard. ?The Substantive Law of the EU: The Four Freedoms? 3rd ed., Oxford UP, 2010.? Chalmers, Davies, Monti. ?European Union Law? 2nd ed., Cambridge UP, 2010? Jones, Sufrin. ?EU Competition Law? 4th ed., OUP, Oxford, 2010? The official EU website for cases, legislation, press releases? The official website of the World Trade Organization (WTO)? The official website of the International Monetary Fund (IMF)? The official website of the World Bank Group
Littérature complémentaire
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Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M02 - International Marketing
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MKT 80
Course Director
Andreas Munzel
Finalité principale du cours :
The course is designed to provide an understanding of what international marketing is about, with a balance between academic
thinking and practical experience.
During the course students will develop and acquire abilities to:
?Understand and assess the major challenges of enlarging the company?s activities internationally;
?Master the basic concepts of internationalization strategies and the management of a company?s international marketing activities;
?Define and develop a company?s internationalization process and its management over several country markets;
?Apply the concepts by discussing real-life case studies.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The course is designed to provide an understanding of what international marketing is about, with a balance between academic
thinking and practical experience.
During the course students will develop and acquire abilities to:
?Understand and assess the major challenges of enlarging the company?s activities internationally;
?Master the basic concepts of internationalization strategies and the management of a company?s international marketing activities;
?Define and develop a company?s internationalization process and its management over several country markets;
?Apply the concepts by discussing real-life case studies.
Detailed course syllabi
1)Introduction
a.Why do we need a course on international marketing?
b.Introductory case study
c.Terminology and course outline
2) ?Going international, going for gold!? Key questions in the internationalization process
a.Why? Motives for internationalization
b.Where? Analysis and evaluation of potential markets
c.When? Time as important factor in the internationalization process
d.How? Entry and operation modes to develop the company?s activity
e.Who? New markets, different customers?
3)Standardization versus adaptation: the international marketing mix
a.The standardization/adaptation debate
b.Standardization versus adaptation of the 4 Ps
c.Some remarks on the marketing mix concept
4)From ?going? to ?being? international: challenges in managing the company?s activities over several country markets
a.Coordination mechanisms in international marketing and management
b.Aspects in International Human Resource Management
5)Outlook: Marketing Activities in Emerging Economies
Prerequisites
Basic knowledge of business administration and marketing is needed.
Teaching aid
Ouvrages principaux
Czinkota, M.R. & Ronkainen, I.A. (2006): International Marketing, 8th edition, Thomson: Mason. (or current edition)Keegan, W.J. & Green, M.C. (2013) : Global Marketing, Seventh édition, Pearson : Harlow.Mayrhofer, U. & Urban, S. (2011): Management international: Des pratiques en mutation, Pearson : Paris.Morschett, D., Schramm-Klein, H., & Zentes, J. (2010): Strategic International Management - Text and Cases, 2nd edition, Gabler:Wiesbaden.
A complete list of recommended readings will be provided at the beginning of the lecture.
Littérature complémentaire
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EM1F5M04 - European Economy
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=24, TD=0 en ECO 50
Course Director
Sabine Menu
Finalité principale du cours :
The objective of the course is to address a range of complex issues on the European economy, such as: the EU government and
governance, the Single Market, the Euro, Europe and growth, etc. There will also be the opportunity to meet EU experts during one
plenary session of the European Parliament in Strasburg.
Students will be able to acquire the indispensable knowledge on the EU in a dynamic perspective, that is, combining topical economic
issues and a more structural approach to the integration process. By the end of the course, students are expected to develop a critical
analysis on these issues.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The objective of the course is to address a range of complex issues on the European economy, such as: the EU government and
governance, the Single Market, the Euro, Europe and growth, etc. There will also be the opportunity to meet EU experts during one
plenary session of the European Parliament in Strasburg.
Students will be able to acquire the indispensable knowledge on the EU in a dynamic perspective, that is, combining topical economic
issues and a more structural approach to the integration process. By the end of the course, students are expected to develop a critical
analysis on these issues.
Detailed course syllabi
Session 1: Introduction: Why the European Union (EU)?
Session 2: The decisional triangle of the EU
Session 3: The European Policy Process (Part 1): regulation of the Single Market
Session 4: The European Policy Process (Part 2): other EU policies
Session 5: The Economic and Monetary Union
Session 6: The Eurozone
Session 7: The Lisbon Growth Strategy
Session 8: Europe and growth: what's the problem?
Session 9: The Golden rule: what is at stake at the EU level?
Session 10: Meeting EU experts at the EP's plenary session
Prerequisites
none. The course will be taught in English.
Teaching aid
Ouvrages principaux
CHANG M, Monetary integration in the European Union, Palgrave, 2009
DINAN D., Ever closer Union. An Introduction to European Integration, 3rd edition, 1999(latest edition: 4th edition (Basingstoke: Palgrave MacMillan, 2010)
LEONARD D., Guide to the European Union, The definitive guide to all aspects of the EU, 10th edition (London: The Economist/Profile Books,2010)
NUGENT N, The Government and politics of the European Union, Palgrave, 2003
PETERSON J, BOMBERG E, Decision-making in the European Union, Palgrave, 1999
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EM1F5M11 - Financial markets and financial institutions (EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=24, TD=0 en FIN 65
Course Director
Bernhard Schipp
Finalité principale du cours :
This class provides an overview about quantitative methods for the anlysis of investments.
Upon completion of the course, students will be able to:
- Understand and master descriptive and inferential concepts to capture the random behaviour of financial assets
- Apply these methods to Market Risk analysis, Capital Asset Pricing, and Options.
- Understand and evaluate Financial Forecasting within the framework of ARIMA-analysis and stochastic volatility models.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- This class provides an overview about quantitative methods for the anlysis of investments.
Upon completion of the course, students will be able to:
- Understand and master descriptive and inferential concepts to capture the random behaviour of financial assets
- Apply these methods to Market Risk analysis, Capital Asset Pricing, and Options.
- Understand and evaluate Financial Forecasting within the framework of ARIMA-analysis and stochastic volatility models.
Detailed course syllabi
1. The Time Value of Money
2. Discounted cash flow applications
3. Financial Markets and the No Arbitrage Principle
4. Derivatives
5. Elements from Statistics
6. Probability and Probability Distributions
7. Statistical Inference
8. Market Risk: Value at Risk (VaR)
9. Credit Risk
10. Regression and Correlation Analysis
11. Capital Asset Pricing Model
12. Forecasting the Markets
13. Applied Time Series Analysis
14. Basics from Continuous Time Finance
15. Elements from stochastic calculus
16. Option Pricing: The Binomial Model
17. The Black-Scholes Model
18. Fixed income models
19. Monte Carlo Simulation
Prerequisites
Aucun
Teaching aid
Ouvrages principaux
Will be given on the first day of class
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EM1F5M3A - Introduction to Hospitality and Tourism Management
Mandatory Specialization Course : MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MAN 0
Course Director
Hervé GHANNAD
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
biblio
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M3B - Strategic Management for Hospitality and Tourism
Mandatory Specialization Course : MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MAN 0
Course Director
Isabel BABOU
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
biblio
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M3C - Destination Marketing
Mandatory Specialization Course : MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MKT 0
Course Director
N N
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
biblio
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M50 - International Supply Chain Management
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=24, TD=0 en SCM 50
Course Director
Pierre BRUCHER
Finalité principale du cours :
- Understand how SCM,Purchasing and Logistics contribute to value creation in an international environment
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- - Understand how SCM,Purchasing and Logistics contribute to value creation in an international environment
Detailed course syllabi
Prerequisites
English spoken and written
Teaching aid
Ouvrages principaux
Littérature complémentaire
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Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M51 - International Human Resource Management
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 , 2 3 CM=20, TD=0 en HRM 50
Course Director
Sebastien Point
Finalité principale du cours :
Upon completion of the course, students will be able to:
- understand the (global) nature of International HRM
- assess the impact the HRM process when working across cultures
- develop a global mindset by experiencing, verbalizing, and writing thoughtfully about HR challenges across cultures
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will be able to:
- understand the (global) nature of International HRM
- assess the impact the HRM process when working across cultures
- develop a global mindset by experiencing, verbalizing, and writing thoughtfully about HR challenges across cultures
Detailed course syllabi
PART I ? SETTING UP THE SCENE
Definitions
From HRM to IHRM
PART II ? GLOBAL INTEGRATION VS. LOCAL RESPONSIVENESS
Global efficiency or local responsiveness?
Subsidiary roles
PART III ? COMPOSING THE INTERNATIONAL STAFF
Types of international employees
Staffing policies
PART IV ? MANAGING INTERNATIONAL ASSIGNMENTS
Reasons for international assignments
From the old model to the new model
PART V ? SELECTION CRITERIA FOR INTERNATIONAL ASSIGNMENTS
Career capital
The selection process
PART VI ? TRAINING & APPRAISAL FOR INTERNATIONAL ASSIGNEMENTS
Cross cultural training programs
Performance appraisal for international managers
PART VII ? INTERNATIONAL FEMALE MANAGERS
Glass ceiling
Characteristics of women expatriate
PART VIII ? REPATRIATION, THE MISSING PART OF EXPATRIATION
Four phases in the repatriation process
Problems with repatriation
Prerequisites
An Introduction to Human Resource Management
Teaching aid
Ouvrages principaux
1. International Human Resorce Management, K Aswathappa, SadhnaDas, Mc Graw Hill Companies2. International Human Resource Management, Tony Edwards, ChrisRees, Person Education3. International Human Resource Management - Monir H Tayeb ?Oxford University Press4. The Global Challenge- framework for international human resourcemanagement, Evans, Pucik, Barsoux, Tata McGraw-Hill Irwin5. International Human Resource Management-Peter J Dowling,Denice E Welch, Cengage Learning
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EM1F5M52 - Introductory Grape and Wine Knowledge
Mandatory Specialization Course : MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MKT 40
Course Director
Etienne Sipp
Finalité principale du cours :
The objectives are :
- to know what is wine, how is wine elaborated
- to get an idea of the main producing regions in France
- to be able to serve a wine, to taste it and to comment it with a couple of words
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The objectives are :
- to know what is wine, how is wine elaborated
- to get an idea of the main producing regions in France
- to be able to serve a wine, to taste it and to comment it with a couple of words
Detailed course syllabi
1.What is a wine ?
a.Definition of the various types of wines
b.Elements on the vinification of the main wines
2.The wine in the French economy
Presentation of the main regions together with the wines produced in these regions
3.How to taste a wine?
a.The importance of the choice of the glass
b.The temperature
c.The eye
d.The nose
e.The palate
4.Food and wine pairing
General indications, some examples of food wine matches
5.What does ?terroir? mean? What is a "terroir wine"?
6.The wine in Alsace
a.General presentation of the Alsace vineyard
Geography, geology, climate
b.The Alsace appellations
i. AOP Alsace
ii. AOP Alsace Grands Crus
iii.AOP Crémant d?Alsace
7.Visit of a terroir and winery in Alsace
a.Visit of the vineyard
b.Visit of the cellars
c.Tasting
9.Evaluation
Prerequisites
No special knowledge is necessary. However it would be better to have a minimum of interest for wine and to be ready to taste some
wines.
Teaching aid
Ouvrages principaux
Littérature complémentaire
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Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M53 - Global Wine Marketing and Business Environment
Mandatory Specialization Course : MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 1 3 CM=20, TD=0 en MKT 50
Course Director
Thierry LOREY
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
----
Detailed course syllabi
1.Introduction
1.1 New World vs Old World
1.2 Wine : between politics and culture
2.The 19th century : emergence of new factors.
2.1 The diseases of wine : ?oïdium, phylloxera, mildiou?
2.2 The case of Europe
2.3 Big technical and social changes
3.The 20th century : time of wars and crisis.
3.1 Consequences of World War 1
3.2 Consequences of World War 2
3.3 1970?s : Europe and PDO (AOC/AOP)
3.4 OCM 2007: preservation of the PDO (AOC/AOP)
3.5 The representation of the ?vigneron?: from peasan to manager
4.Key challenges of the 21st century
4.1 Wine : a new competition Wordwide.
4.2 Stagnation of the ?Old Word? ? The case of France, Spain, Italy and Germany.
4.3 Dynamism of the ?New World? and Anglo-Saxon countries :
- the USA, UK, Australia, South Africa
- South America
4.4 Emergence of Asia :
- the case of China
- the case of India
4.5 The conflict between brands and PDO
5. Conclusion and future of the wine industry
5.1 A new need for diversity
5.2 Wine patrimony vs globalization
Prerequisites
Teaching aid
Ouvrages principaux
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M54 - Wine Marketing
Mandatory Specialization Course : MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MKT 51
Course Director
Thierry LOREY
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
----
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M56 - Advanced Strategic Human Resource Management
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en HRM 60
Course Director
Volker Stein
Finalité principale du cours :
This course contributes to the program by providing the basics of an Advanced Strategic Human Resource Management, strictly
demarcating it from operative HRM. It is based on a systems theory approach, displaying the overall HRM system in terms of
professionalization aspects, governance aspects, and multiple embeddedness aspects.
In this course students will:
-Learn the fundamentals of Strategic HRM
-Understand the strategic dimensions of HRM
-Show how the HRM function contributes to optimize human capital and to create added value
Upon completion of the course students will acquire the skills to:
-Argue within Strategic HRM. This means knowing the facts as well as transferring them to practical problems
-Explain a professional Human Capital Management
-Contribute to the solution of practical problems in corporate Strategic Human Resource Management
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- This course contributes to the program by providing the basics of an Advanced Strategic Human Resource Management, strictly
demarcating it from operative HRM. It is based on a systems theory approach, displaying the overall HRM system in terms of
professionalization aspects, governance aspects, and multiple embeddedness aspects.
In this course students will:
-Learn the fundamentals of Strategic HRM
-Understand the strategic dimensions of HRM
-Show how the HRM function contributes to optimize human capital and to create added value
Upon completion of the course students will acquire the skills to:
-Argue within Strategic HRM. This means knowing the facts as well as transferring them to practical problems
-Explain a professional Human Capital Management
-Contribute to the solution of practical problems in corporate Strategic Human Resource Management
Detailed course syllabi
Session 1:
1.Starting Situation and Challenges of Strategic HRM
2.The Professionalization Framework for HRM
Session 2:
3.The Organization of HRM
4.Leadership, « Darwiportunism » and the Ethics of HRM
Lectures: Scholz, C.: Darwiportunism. Understanding Modern Work without Job Guarantees. (pdf)
Session 3:
5.Organizational Culture as a Strategic HRM Instrument in Global Competition
Lectures: Scholz, C./Stein, V. : From Cultural Chameleons to Competitive Acceptance: Teaching Cross-Cultural Management in the
Real World. Paper Presented at the Academy of Management 2012 Conference in Boston, MA, USA. (pdf)
Session 4:
6.Human Capital Management
Lectures: Scholz, C./Stein, V./Müller, S.: Monetary Human Capital Measurement: Empirical Evidence From the German DAX 30
Companies. Paper Presented at the Academy of Management 2007 Conference in Philadelphia, PA, USA. (pdf)
Stein, V.: Human Capital Management: The German Way, in: Zeitschrift für Personalforschung 21 (3/2007), 295-321. (pdf)
Session 5:
7.HR Development & Training
Final exam
The course chapters will be accompanied by appropriate cases from : Welch, J./Welch, S. : Winning : The Anwers, London, Harper,
2006.
Prerequisites
Teaching aid
Ouvrages principaux
Barmeyer, C./Magakian, J.-L.: 50 fiches pour aborder la Gestion stratégique des Ressources humaines, Paris, Bréal, 2003.Pigeyre, F./Dietrich, A.: La gestion des ressources humaines, Eds. La Découverte 2006.Scholz, C.: Personalmanagement. 5. ed., München, Vahlen, 2000.Scholz, C.: Grundzüge des Personalmanagements, München, Vahlen, 2011.Schuler, R./Jackson, S.: Human Resource Management. International Perspectives, London, Thomson 2006.Stein, V.: Human Capital Management: The German Way, in: Zeitschrift für Personalforschung 21 (3/2007), 295-321.
Littérature complémentaire
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Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M57 - Organizational Behavior in International Contexts
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en HRM 50
Course Director
Sebastien Point
Finalité principale du cours :
The course provides graduate students with a broad overview of the OB field in an international context. At the end of this course,
students will be able to:
-Understand the basic OB concepts suchas as motivation, social influence, leadership.
-Understand the direct and indirect influences within a group.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The course provides graduate students with a broad overview of the OB field in an international context. At the end of this course,
students will be able to:
-Understand the basic OB concepts suchas as motivation, social influence, leadership.
-Understand the direct and indirect influences within a group.
Detailed course syllabi
IntroductionWhat is organizational behavior?
Part IGroups and teams in international organizations
Part IISocial Influence: Conformity, Social Roles, & Obedience to Authority
Part IIIInternational management & leadership
ConclusionThe impact of national culture on organizational behavior
Prerequisites
Teaching aid
Ouvrages principaux
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM1F5M58A - Cross-Cultural Issues in Human Resource Management (sem.A)
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en HRM 50
Course Director
Wolfgang Glebe
Finalité principale du cours :
-This course addresses the challenges managers face when working in organisations and international environments. It approaches
the study and understanding of Human Resources and Cross-Cultural management from a global organizational context.
-Course objectives
To understand the human resources and cross cultural management challenges in an international organisation context.
To realise the importance of the ?human resource factor? in the global strategy of international organisations
To develop cross-cultural awareness concerning management and human resources issues in an international organisation context
To understand the impact of culture on the international management of human resources and how this links to strategy.
To value and leverage the benefits of cultural diversity in human resource management practices in international organisations
To develop intercultural skills for participating and performing in intercultural project teams and international environments
-
-This course is designed to highlight how culture affects the international human resource management function. This course is
designed to develop awareness, knowledge and competencies concerning management and human resources. Such skills are
required in collaborative processes to deal with human systems in global organisations
Work Method :
-Lectures, case studies, video presentation, culturally diverse project groups, team presentations, discussions and analysis. Students
will be required to work in groups to present in a business like manner a case/report. In addition each team will provide a follow up
written project report. Teams will also be required to provide written summaries for selected in class cases or summaries of guest
lecturer presentations.
-The student body is predominantly international hence the class will be interactive and students participation is emphasized in order
to maximise the cross-cultural learning among the international students body. Readings and cases will act as the overall text for the
class. The expectation is that before each class you will have read the required readings and cases for that day, and prepared yourself
to discuss the content in class. Your overall class participation in terms of preparedness and contribution will be graded.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- -This course addresses the challenges managers face when working in organisations and international environments. It
approaches the study and understanding of Human Resources and Cross-Cultural management from a global organizational context.
-Course objectives
To understand the human resources and cross cultural management challenges in an international organisation context.
To realise the importance of the ?human resource factor? in the global strategy of international organisations
To develop cross-cultural awareness concerning management and human resources issues in an international organisation context
To understand the impact of culture on the international management of human resources and how this links to strategy.
To value and leverage the benefits of cultural diversity in human resource management practices in international organisations
To develop intercultural skills for participating and performing in intercultural project teams and international environments
-
-This course is designed to highlight how culture affects the international human resource management function. This course is
designed to develop awareness, knowledge and competencies concerning management and human resources. Such skills are
required in collaborative processes to deal with human systems in global organisations
Work Method :
-Lectures, case studies, video presentation, culturally diverse project groups, team presentations, discussions and analysis. Students
will be required to work in groups to present in a business like manner a case/report. In addition each team will provide a follow up
written project report. Teams will also be required to provide written summaries for selected in class cases or summaries of guest
lecturer presentations.
-The student body is predominantly international hence the class will be interactive and students participation is emphasized in order
to maximise the cross-cultural learning among the international students body. Readings and cases will act as the overall text for the
class. The expectation is that before each class you will have read the required readings and cases for that day, and prepared yourself
to discuss the content in class. Your overall class participation in terms of preparedness and contribution will be graded.
Detailed course syllabi
1) Session 1
Course presentation, General Introduction of teacher and students
Lecture: The impact of culture on organisations and human resources
Cross-cultural management a FrameworkMulticultural teams selections and assignments & readings and team objectives
Team mini case on cultural differnces
Team assignment students receive writen instruction sheet
Individual & team objectives & expectations of class handed IN by end of class & Readings assignments
2) Session 2
Review class 1
Lecture: Organisational culture & national culture ( Possible guest Lecturer Jose Vallejo Universidad Panamericana, Guadalajara)
Discussion & analysis
Team Presentation 1
Every organisation has its own culture and members of the organisation should accept it. Examine corporate values of different
companies. In which ways do they reflect the national culture
Team presentation 2
Examine the corporate values of 5 important companies of different countries. Show the similarities!
Readings discussion
3) Session 3
Review class 2
Lecture: Multicultural teams
International teams are increasingly the mechanism used to face necessary international collaboration. Unfortunately the potential for
difficult communication and misunderstandings is very high. (Virtual teams) Discussion & analysis
Team presentation 3
Examine the impact of culture and individual differences in multi-cultural teams by choosing a team-example (Your team!!)
Disussion & analysis
Lecture Leaders & Motivation part 1
What role does culture play? An examination of Global Leadership
Team Presentation 4
Present some typical leaders of your country. What are their values, behaviours, characteristics. What is the reason for their success ?
Disussion & analysis
4) Session 4
Review class 3
Lecture: Leaders, managers & Motivation part 2
Discussion & analysis
Team Presentation 5
Professional education and careers of managers. International managers are strongly influenced by their education.
Present some characteristics of ?national? education models, such as Germany, France and the UK by giving examples.
Team Presentation 6
Every country has its own management traditions and particularities. Your task is to examine and to compare three systems eg Spain,
Italy, USA.
Disussion & analysis
5) Session 5
Review class 4
Lecture:Cross-Cultural competencies.
Skills to work on for being successful in the international workplace
Discussion & analysis
Team Presentation 7
What are the important competencies for a global manager ?
Lecture: Cross-cultural training
The whys, when, and how of CCT
Discussion & analysis
Team Presentation 8
A lot of tools exist to develop cross-cultural competencies. Present some of the most important training methods. Propose an in class
exercise.!
Lecture: Expatriation & Repatriation
Discussion & analysis
Team Presentation 9 The keys to success
Review of key learning themes. Conclusions & personal statements.
Prerequisites
Adequate English level and interest in Intercultural issues
Teaching aid
Ouvrages principaux
Bibliography ( Full bibliography will be distributed in class)1. Schneider, Susan/Barsoux, Jean-Louis : Managing across borders. ?Culture and human resource management? London, Prentice Hall, 1997.p.128-1532. Hall, Edward.: The Power of Hidden differences. In Bennet, Milton: basic Concepts of Intercultural Communication. Yarmouth, Maine.Intercultural Press,1999, p.53-673. Hofstede, Geert : Cultural Constraints in Management Theory. In: Academy of Management Executive, Vol 7, no1, p.81-944. Barmeyer,C/Davoine,E.: International Corporate Cultures? From helpless global convergence to constructive European divergence. In:Scholz, C./Zentes, J (Ed.): Strategic Management.-New rules for Old Europe. Wiesbaden, Gabler, 2006, p.227-254.5. Adler, Nancy J: International Dimensions of Organizational Behavior. Cincinnati, South-Western, 2002: p133-164, p 164-2076. Segella, Michael et al;: Culture and Career Advancement in Europe: Promoting Team players Vs Fast trackers. In: European ManagementJournal of Intercultural Relations, Nr.19, No 1, p.44-57.7. Bennett, Milton J; A development Approach to training for Intercultural Sensitivity. In: Intercultural Journal of InterculturalRelations, Nr.1986, p.179-1988. Laurent, André: Learning at the Cross-Road of Cultures. In : reineke, Dieter/Fussinger, Christine (ed) : Interkulturelles Management.Wiesbaden, 2001, p.297-30
Littérature complémentaire
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EM1F5M59 - Advanced International Finance (EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en FIN 50
Course Director
Enrico Prinz
Finalité principale du cours :
This lecture aims to expose students to the principal elements of international finance and cross-border financial management. After
an introduction into the effects of the ongoing globalization on corporate financial decision making, the lecture offers an overview of the
international financial markets and their usefulness for firm working in a global environment. In a second step, the course presents and
analyzes the major types of risks (foreign exchange risk, interest rate risk) companies have to face in the context of cross-border
transactions. The lecture finishes with a comprehensive presentation of the most commonly used derivatives and the basic techniques
enabling firms to protect themselves against foreign exchange risks and interest rate risks through hedging strategies.
Organisation pédagogique
Face à face - Travaux dirigés - 30h
Learning goals (knowledge and know-how expected after completion of the class)
---- This lecture aims to expose students to the principal elements of international finance and cross-border financial management.
After an introduction into the effects of the ongoing globalization on corporate financial decision making, the lecture offers an overview
of the international financial markets and their usefulness for firm working in a global environment. In a second step, the course
presents and analyzes the major types of risks (foreign exchange risk, interest rate risk) companies have to face in the context of
cross-border transactions. The lecture finishes with a comprehensive presentation of the most commonly used derivatives and the
basic techniques enabling firms to protect themselves against foreign exchange risks and interest rate risks through hedging
strategies.
At the end of this lecture, students should be able to?
- explain the impact of an ongoing globalization on corporate decisions aiming to raise new funds, to conquer new markets and to
launch new investment projects;
- describe the characteristics of the major forms of financial markets and to present their respective usefulness for companies working
in a globalized business environment;
- identify the most important risk categories affecting financial decision making processes of firms and describe the nature and the
scope of foreign exchange and interest rate risks;
- explain through precise examples the nature and the effectiveness of the most frequently used derivative instruments and to discuss
their principal advantages and disadvantages;
- conceive a hedging strategy allowing to protect multinational corporations against latent foreign exchange exposures, and;
- conceive a financial strategy based on swaps and to analyze its effectiveness for the contractual partners through mutual profit
making on using interest rate differences. Analyze the effectiveness of a financial strategy based on swaps for the contractual
partners through mutual profit making on using interest rate differences.Demonstrate a hedging strategy allowing to protect
multinational corporations against latent foreign exchange exposures.Describe the characteristics of the major forms of financial
markets and to present their respective usefulness for companies working in a globalized business environment.Explain the impact of
an ongoing globalization on corporate decisions aiming to raise new funds, to conquer new markets and to launch new investment
projects.Explain explain through examples the nature and the effectiveness of the most frequently used derivative instruments and to
discuss their principal advantages and disadvantages.Identify the most important risk categories affecting financial decision making
processes of firms and describe the nature and the scope of foreign exchange and interest rate risks.Present the main ideas of the
concepts...
Detailed course syllabi
Chapter 1:Business in a globalized environment (3 hours)
1.Ongoing globalization: Some interesting stats
2.International financial markets
Chapter 2:Cross-border transactions and related risks (6 hours)
1.Foreign exchange risk
2.Interest rate risk
3.Other risks
Chapter 3:International financial risk management (10 hours)
1.Major types of derivatives
2.Currency hedging
3.Interest rate hedging
4.Combined hedging
Chapter 4:General conclusion (1 hour)
Prerequisites
- Interest rate
- Exchange rate
Teaching aid
Transparents sous format papierMoodleProjection de Diaporamas
Ouvrages principaux
- BEKAERT, Geert / HODRICK, Robert J. (2009): International Financial Management, Pearson Prentice Hall.- EITEMAN, David K. / STONEHILL, Arthur I. / MOFFETT, Michael H. (2010): Multinational Business Finance, Pearson Prentice Hall, 12thedition.- MOFFETT, Michael H. / STONEHILL, Arthur I. / EITEMAN, David K. (2009): Fundamentals of Multinational Finance, Pearson Prentice Hall, 3rdedition.
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1 finale Ecrite individuelle english 120 100 %
EM45KM31 - Marketing international
Mandatory Specialization Course : Marketing Strategique et Opérationnel (MKT2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MKT 50
Course Director
Antonio Majocchi
Finalité principale du cours :
This course aims at giving cutting-edge international marketing concepts and practices and a guide that is both accessible and
practical in nature. MBA students will find advice on how to market products and services internationally, and demonstrations in the
form of case studies to show how these devices can work in the real world. On successful completion of the course students should:
- be able to interpret the changing nature of the international trading environment;
- be able to valid information sources for international marketing;
- be able to design and implement market research abroad,
- be fully aware of the problems and opportunities of adapting/standardizing international marketing programmes,
- identify when and why to think and act either ?local? or ?global?
- be able to assist an organization in its international marketing projects;
- develop suitable approaches for entering international markets;
- develop tactical plans for overseas markets using the elements of the marketing mix.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- This course aims at giving cutting-edge international marketing concepts and practices and a guide that is both accessible and
practical in nature. MBA students will find advice on how to market products and services internationally, and demonstrations in the
form of case studies to show how these devices can work in the real world. On successful completion of the course students should:
- be able to interpret the changing nature of the international trading environment;
- be able to valid information sources for international marketing;
- be able to design and implement market research abroad,
- be fully aware of the problems and opportunities of adapting/standardizing international marketing programmes,
- identify when and why to think and act either ?local? or ?global?
- be able to assist an organization in its international marketing projects;
- develop suitable approaches for entering international markets;
- develop tactical plans for overseas markets using the elements of the marketing mix.
Detailed course syllabi
Introduction to international marketing: Why all businesses today have to think international ?
PART I: Getting the information: International market research
Chapter 1: The route to the market: Select the countries
Chapter 2: The international marketing environment
Chapter 3: Culture and marketing: Cultural influences on consumer behaviour
Chapter 4: International market research: Cross-cultural data equivalence
PART II: Global marketing strategies: Global versus local marketing -A decision model of adaptation or standardisation
Chapter 5: Product & communication policy in international marketing
Chapter 6: Price policy in international marketing
Chapter 7: International distribution & Market Entry Strategies
Chapter 8: The Future of international marketing
Conclusion
Prerequisites
It is assumed that students have a good prior knowledge of basic marketing concepts coming from the ?Principles of Marketing?
course (such as: segmentation, targeting, positioning, methods and procedures of market research).
Teaching aid
Ouvrages principaux
- Ghauri P. and Cateora P. (2010), International Marketing, European Edition, London, McGraw Hill Education, 3rd edition (Readings beforecourse: Chapters 1, 4, 6, 8, 10, 11, 15, 17, 18, 19)- Doole, I. and Lowe R. (2008), International Marketing Strategy 5e, Cengage Learning EMEA (Readings before course: Chapters 1, 3, 4, 6,7, 8, 9, 10, 11)
Useful additional references:- Usunier, J.C. and Lee J. (2005), Marketing Across Cultures, 4th ed., London: Prentice Hall International.- Kotler P., Swee-Hoon A., Siew M., and Chin T. (2003), Marketing Management: an Asian perspective, Pearson Australia 3/e eds..
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EM46KM21 - Sales and the digital and social environment
Mandatory Specialization Course : Négociation et Management Commercial (MKT3),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en MKT 50
Course Director
N N
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
biblio
Littérature complémentaire
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EM46KM22 - Marketing and Sales Integration Management
Mandatory Specialization Course : Négociation et Management Commercial (MKT3),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MKT 40
Course Director
N N
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
biblio
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
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EM46LM1A - Sales Force Management and Leadership
Mandatory Specialization Course : Négociation et Management Commercial (MKT3),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MKT 30
Course Director
Richard Robinson
Finalité principale du cours :
1. Acquire leadership principles in contemporary selling.
2. Anticipate and manage key steps in the selling process.
3. Benefit personally from a course experience that prepares you to add value through leading and managing salespeople and their
selling process.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- 1. Acquire leadership principles in contemporary selling.
2. Anticipate and manage key steps in the selling process.
3. Benefit personally from a course experience that prepares you to add value through leading and managing salespeople and their
selling process.
Detailed course syllabi
TOPICS INCLUDE:
Relationship marketing
Salespeople and career paths
Mastering the psychology of selling
Facial signals and body language
Improving prospecting
Value-added selling
Partnering for mutual benefits
Sales presentation strategy
Negotiating and overcoming objections
Capability building
Prerequisites
None
Teaching aid
Ouvrages principaux
NA
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EM46LM1C - Negotiation and Conflict Resolution
Mandatory Specialization Course : Négociation et Management Commercial (MKT3),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MKT 40
Course Director
N N
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
biblio
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM46LM1D - Influence and Power in Negotiations
Mandatory Specialization Course : Négociation et Management Commercial (MKT3),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MKT 40
Course Director
Christine Morlet
Finalité principale du cours :
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
Detailed course syllabi
Prerequisites
Teaching aid
Ouvrages principaux
biblio
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
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EM054U20 - Decision making and business intelligence
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MKT 55
Course Director
Frank Elias
Finalité principale du cours :
Business Motivation: From the Process of Decision Making to Decision Support Systems.
2. All-around understanding of Business Intelligence in the enterprise. This includes:
a) Main concepts of Data Warehousing
b) Core features of a Data Warehouse
c) Project Management Methods & Operation Models for BI solutions
d) Case Studies & Experiences
3) New Trends in BI: Big Data & In-Memory, Mobile Reporting and BI-in-the-Cloud / SaaS & PaaS
4) Hands-on experience with a BI system & Frontend visualizations (dashboards, analytical tables)
Language: Lecture and documents in English.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Business Motivation: From the Process of Decision Making to Decision Support Systems.
2. All-around understanding of Business Intelligence in the enterprise. This includes:
a) Main concepts of Data Warehousing
b) Core features of a Data Warehouse
c) Project Management Methods & Operation Models for BI solutions
d) Case Studies & Experiences
3) New Trends in BI: Big Data & In-Memory, Mobile Reporting and BI-in-the-Cloud / SaaS & PaaS
4) Hands-on experience with a BI system & Frontend visualizations (dashboards, analytical tables)
Language: Lecture and documents in English.
Detailed course syllabi
Motivation & Benefits
===================================================
Business Case Study
Decision Making & Computerized Support Models
Decision Support Systems
The main concepts
===================================================
Data Warehousing: Defintions & Concepts: Enterprise Data Warehouse, Data Marts.
High-level principles, architecture models and data flows.
Core features & functions: ETL, dimensional modelling, OLAP and OLAP operations, Data Mining, Query (MDX), Performance
impacts.
Frontend considerations.
Modeling examples & exercise for Business Intelligence Solutions
Project Management Methods for BI projects
Long term organisational models for BI solutions
Key Success Factors in selected Case Studies.
New trends changing model & delivery of Business Intellgience solutions
===================================================
- The revolution of Real Time analytics & In-Memory solutions
- Information at your fingertips - Mobile reporting
- BI in-the-box: On demand & Cloud solutions (SaaS, PaaS)
Prerequisites
General knowledge of relational databases (e.g. MS Access) and MS Excel.
Teaching aid
Ouvrages principaux
Business Intelligence Roadmap: The Complete Project Lifecycle for Decision-Support Applications, Larissa T. Moss, Shaku Atre, 2003,Addison-Wesley Professional.Business Intelligence, Efraim Turban, Ramesh Sharda, Dursun Delen, David King, July 2010, Prentice Hall.The Data Warehouse Toolkit: The Complete Guide to Dimensional Modeling, April 2002, Ralph Kimball, Margy Ross.Building the Data Warehouse, October 2005, W. H. Inmon.The Data Warehouse Lifecycle Toolkit, January 2008, Ralph Kimball, Margy Ross, Warren Thornthwaite, Joy Mundy, Bob Becker.
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EM054U36 - International Human Resource Management and IT implementation issues
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MSI 50
Course Director
Jessie Pallud
Finalité principale du cours :
The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and
organizations. More particularly, IS have transformed the Human Resources (HR) department and the way employees are managed.
This course provides an in-depth review of HRIS issues by exploring various topics such as virtualization of the workplace, managing
HR competencies with IS, and ethical and social issues concerning IT use and implementation. We will read book chapters and
articles from different disciplines in order to gain a broader perspective on managerial aspects of IS. Tracing the theoretical and
empirical literature in both the IS and HR fields should help students develop reflective and critical thinking.
The course objectives are the following:
?ÞDefine the main theories/frameworks from IS and HR disciplines
?ÞEvaluate the role of IS in HR challenges in a worldwide environment
?ÞUnderstand and analyze the main influences of IS implementation (at the individual and organizational levels)
?ÞIdentify unanswered questions that may provide fruitful venues for research
?ÞConduct a qualitative research
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- The pervasiveness of Information Systems (IS) in companies amplifies the role played by these technologies in business and
organizations. More particularly, IS have transformed the Human Resources (HR) department and the way employees are managed.
This course provides an in-depth review of HRIS issues by exploring various topics such as virtualization of the workplace, managing
HR competencies with IS, and ethical and social issues concerning IT use and implementation. We will read book chapters and
articles from different disciplines in order to gain a broader perspective on managerial aspects of IS. Tracing the theoretical and
empirical literature in both the IS and HR fields should help students develop reflective and critical thinking.
The course objectives are the following:
?ÞDefine the main theories/frameworks from IS and HR disciplines
?ÞEvaluate the role of IS in HR challenges in a worldwide environment
?ÞUnderstand and analyze the main influences of IS implementation (at the individual and organizational levels)
?ÞIdentify unanswered questions that may provide fruitful venues for research
?ÞConduct a qualitative research
Detailed course syllabi
1. Definition of IS and HRIS
- The role of IS for the key HR functions
2. Internet site potential for HR practices implementation
- E-recruitment
3. IS for communication
- Tools used by managers (emails, Intranet, videoconference, etc.)
- Media Richness Theory
4. Managing HR competencies with IS
- E-learning
- Knowledge management
5. Ethical and Social issues concerning IT use and implementation
- Electronic surveillance
- Privacy
Prerequisites
Teaching aid
Ouvrages principaux
SHORT READING LISTHendrickson, A.R. "Human Resource Information Systems: Backbone Technology of Contemporary Human Resources," Journal of Labor Research(24) 2003, pp 381-394.
Pauleen, D.J., and Yoong, P. "Facilitating Virtual Team Relationships via Internet and Conventional Communication Channels," InternetResearch: Electronic Networking Applications and Policy (11:3) 2001, pp 190-202.
Thompson, L.F., Braddy, P.W., and Wuensch, K.L. "E-recruitment and the Benefits of Organizational Web Appeal," Computers in Human Behavior(24) 2008, pp 2384¡V2398.
Hansen, M.T., Nohria, N., and Tierney, T. "What's your Strategy for Managing Knowledge?," Harvard Business Review (March-April) 1999, pp106-116
Marx, G.T. "Ethics for the New Surveillance," The Information Society (14) 1998, pp 171-185.
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EM054U71 - ITIL: Methodology for good practices in IS projects
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 3 CM=20, TD=0 en MSI 50
Course Director
Serge Bolidum
Finalité principale du cours :
Is IT only for IT Engineers ? Information Technologie or Information Systems Departments have to be "customer" oriented. Yes, IT
Managers have to act like Communication and Marketing people! That's why Business Schools will provide more and more IT
department Managers.
Describe Processes, Roles and Responsibilities driving IT Services/IT Departments.
Understand the enterprise governance
State the goal and scope of each discipline in an IT Departement.
Use standard ITIL vocabulary.
Identify and explain the basic principles guiding use of ITIL in real-life situations.
Prepare the ITIL V3 Certification
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Is IT only for IT Engineers ? Information Technologie or Information Systems Departments have to be "customer" oriented. Yes,
IT Managers have to act like Communication and Marketing people! That's why Business Schools will provide more and more IT
department Managers.
Describe Processes, Roles and Responsibilities driving IT Services/IT Departments.
Understand the enterprise governance
State the goal and scope of each discipline in an IT Departement.
Use standard ITIL vocabulary.
Identify and explain the basic principles guiding use of ITIL in real-life situations.
Prepare the ITIL V3 Certification
Detailed course syllabi
Introduction (1/2 hour)
Corporate Governance (1 and 1/2)
IT Service Management (1/2 hour)
Service Lifecycle (1/2 hour)
Service Strategy (4 hours)
Service Design (3 hours)
Service Transition (3 hours)
Service Operation (4 hours)
Continual Service Improvement (3 hours)
Prerequisites
none
Teaching aid
Ouvrages principaux
- VAN BON J. ITIL V3 Foundation Exam: The Study Guide (2008), Van Haren Publishing
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EM4M5U4B - Online Consumer Behavior
Mandatory Specialization Course : E-marketing et Management des TIC (E-MKT),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=20, TD=0 en MSI 35
Course Director
Andreas Munzel
Finalité principale du cours :
During the course students will develop and acquire abilities to:
- Identify the basic concepts in consumer behavior;
- Explain how the Internet influences consumer behavior on different levels: the self, in a social context, and during decision making
processes;
- Compare consumer behavior offline and online and;
- Assess the major challenges coming with online consumer behavior and to turn them into opportunities for marketing and the
management of the relationship with the online consumer;
- Apply the concepts by discussing company case studies.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- During the course students will develop and acquire abilities to:
- Identify the basic concepts in consumer behavior;
- Explain how the Internet influences consumer behavior on different levels: the self, in a social context, and during decision making
processes;
- Compare consumer behavior offline and online and;
- Assess the major challenges coming with online consumer behavior and to turn them into opportunities for marketing and the
management of the relationship with the online consumer;
- Apply the concepts by discussing company case studies.
Detailed course syllabi
1)Introduction (2h)
a.Net generation students and consumers
b.Terminology and course outline
2)The consumer, the self, and the Internet (6h)
a.Consumer motivation and the Internet
b.Perception, learning, and memory of the online consumer
c.The virtual self of the consumer
d.Communication and online consumer behavior
3)The consumer in the social context online (8h)
a.Social influence and consumer behavior
b.The social context online: interactivity, connectedness, networks
4)Decision-making of the consumer online and the online consumer (4h)
a.Problem recognition and information search
b.Judgment and decision making
5)Consequences and outlook: marketing and (customer) relationship marketing online (4h)
Prerequisites
Basic knowledge in marketing.
Teaching aid
Ouvrages principaux
Books on Consumer Behavior:SCHIFFMAN, L. G., & KANUK, L. L. (2010). Consumer Behavior, 10th edition, Prentice Hall, Upper Saddle River.SOLOMON, M. R. (2012): Consumer Behavior - Buying, Having, and Being, Tenth edition, Prentice Hall, Upper Saddle River.
Books on E-Marketing and E-Commerce:STRAUSS, J., & FROST, R. (2012): E-Marketing, Sixth edition, Pearson, Upper Saddle River.TURBAN, E., KING, D., & LANG, J. (2011): Introduction to Electronic Commerce, Third edition, Pearson, Upper Saddle River.VIOT, C. (2011): Le e-marketing à l?heure du web 2.0, 3ème édition, Gualino, Paris.
Additional books:FALQUE, E. & WILLIAMS, S.-J. (2011): Les paradoxes de la relation client dans un monde digital, Pearson, Paris.KIMMEL, A. J. (2010): Connecting with consumers - Marketing for new marketplace realities, Oxford University Press, New York.TAPSCOTT, D. (2009): Grown up digital - How the net generation is changing your world, McGraw Hill, New York.WUYTS, S. et al. (2010): The connected customer - The changing nature of consumer and business markets, Routledge, New York.
Articles:COVA, B. & COVA, V. (2009). Faces of the New Consumer: A Genesis of Consumer Governmentality, Recherche et Applications en Marketing,24(3), pp. 81-100.HENNIG-THURAU, T., MALTHOUSE, E. C., FRIEGE, C., GENSLER, S., LOBSCHAT, L., RANGASWAMY, A., et al. (2010). The Impact of New Media onCustomer Relationships. Journal of Service Research, 13(3), pp. 311-330.PIRES, G. D., STANTON, J., & RITA, P. (2006). The internet, consumer empowerment and marketing strategies. European Journal of Marketing,40(9/10), pp. 936-949.
A complete list of the literature will be provided at the beginning of the course.
Littérature complémentaire
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EM1F4U13 - Logistics and Marketing
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 , 2 3 CM=20, TD=0 en SCM 70
Course Director
Pierre-Yves Brehier
Finalité principale du cours :
Course objectives:
-Is to unlock the mystery of logistics and promote its values to the future business leaders.
-Is to introduce the basic concepts of logistics to students enrolled in principles of marketing courses.
Students should be able to describe, analyze and propose different logistics organizations.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Course objectives:
-Is to unlock the mystery of logistics and promote its values to the future business leaders.
-Is to introduce the basic concepts of logistics to students enrolled in principles of marketing courses.
Students should be able to describe, analyze and propose different logistics organizations.
Detailed course syllabi
Course breakdown:
-introduction to logistics
-logistics principles
?logistics plays a key role in SCM
?Logistics benefits society in different ways?
?logistics is pervasive, it affects every aspect of business
?logistics contributes to a greater extend to a company?s revenues and growth, it has a positive effect on a company?s ROI
?logistics plays a key role in marketing strategy, it can be the focal point of a marketing strategy
?Logistics affect all functions of a company, it is not a single activity but a combination of integrated activities that?
?Logistics fulfils the promises made by other facets of marketing such as performance, availability, price?
Prerequisites
Other upstream course:basics in marketing
Teaching aid
Ouvrages principaux
- Marketing international by C. Pasco-Berho at Dunod (French) 2006- Supply Chain Management by S.Chopra & P.Meindl at Pearson 2010- Contemporary Logistics by Murphy & Wood at Pearson int'l ed. 2008
Littérature complémentaire
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EM1F5U01 - Expertise in International Commerce
Mandatory Specialization Course : MGA,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 1 1 , 2 3 CM=20, TD=0 en SCM 70
Course Director
Pierre-Yves Brehier
Finalité principale du cours :
Upon completion of the course, students will be able to:
- Embrace a general view of international commerce in the context of globalization
- Master and get trained how to stabilize business environment for efficient import / export
- Identify, explain and evaluate the complexities of the 21st century trade
- Use appropriate methods and tools to stabilize international commerce
- Conceptualize and use the techniques of commercial transactions
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will be able to:
- Embrace a general view of international commerce in the context of globalization
- Master and get trained how to stabilize business environment for efficient import / export
- Identify, explain and evaluate the complexities of the 21st century trade
- Use appropriate methods and tools to stabilize international commerce
- Conceptualize and use the techniques of commercial transactions
Detailed course syllabi
International law of contracts (6h): (Marie Leprêtre)
Globalization and environment in global business
Definition of an international contract, negotiation and conclusion
Law applicable:
Complexity of laws, rule of the contract
Conflict of laws - Rome regulation - Hague convention...
Substantive law and "lex mercatoria" - Vienna convention - Unidroit
Settlement of disputes
Jurisdiction - Brussels I regulation and recognition and enforcement of judgments - at French law...
Arbitration - French rules/ private rules (UNCITRAL), agreements...
Alternative dispute resolution methods
The different contracts in a contract of sale (18h): (J.P.Gaertner)
-Use of appropriate commercial terms (INCOTERMS)
-Particulars in construction and installations abroad ; tender and bidding process
-the sale of goods and services ; general sale conditions
The contract of carriage: Europe and overseas:
-duties and liabilities of seller/ shipper/ consignor/ carrier
-land, air, sea carriage contracts ; liner terms, AWB, B/L
-carriage risks and insurance
Payment mechanisms and financing international contracts
-financial risks and their classification ; risk management
-payment mechanisms ; bill of exchange, CAD, L/C, SBLC
-export financing by banks, factors, discounting, countertrade
Export documentation: within and outside the EU
-commercial, customs, transport, bank and credit, insurance documentation
Prerequisites
none
Teaching aid
Ouvrages principaux
Antoni, E. (2000), International Commerce, Paris, Ellipses.International Chamber of Commerce (2010), Incoterms 3000.Padgett, J. (1994), Start Your Own Import/Export Business, Prentice Hall.EXPORTER : pratiques du CI, FoucherThe handbook of int?l trade, the institute of exportDroit du CI par Jacquet/Delebecque, Dalloz
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM615M54A - NTICs, SRM, WMS, Transport tracability, CRM, VMI (semA. IP2,SCM2)
Mandatory Specialization Course : Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Eric REINHARD
Finalité principale du cours :
Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain
Excellence.
Course description: New Technologies of Information and Communication (NTIC) necessary for optimizing the SC
Intended learning objectives:
- Learn how Supply Chain processes can be improved by NTIC?s
- Make the link between Supply Chain frameworks and the use of NTIC?s
- See concrete examples of NTIC?s
- Explain how a Warehouse Management System (WMS) can dramatically improve the material flow and the information flow
- Understand the benefits of Vendor Managed Inventory (VMI) for a better downstream and upstream collaboration
- Be able to build a VMI tool, and lead a VMI project
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain
Excellence.
Course description: New Technologies of Information and Communication (NTIC) necessary for optimizing the SC
Intended learning objectives:
- Learn how Supply Chain processes can be improved by NTIC?s
- Make the link between Supply Chain frameworks and the use of NTIC?s
- See concrete examples of NTIC?s
- Explain how a Warehouse Management System (WMS) can dramatically improve the material flow and the information flow
- Understand the benefits of Vendor Managed Inventory (VMI) for a better downstream and upstream collaboration
- Be able to build a VMI tool, and lead a VMI project
Detailed course syllabi
1. New Technologies of Information and Communication (NTIC) to support Supply Chain Excellence
- Supply Chain framework
- NTIC?s applied to supply chain processes
2. APS and Data Warehouse: Event Management
- Demand Planning and Forecasting (mid- and long-term)
- Advanced Planning and Scheduling (short-term)
- What Event Management is
- Data Warehouse: Business Warehouse
3. Workflow and PLM (Product LifeCycle Management)
- What a Workflow is
- A concrete example of the launch process
4. SRM: Supplier Relationship Management
- What SRM is
- Example of an SRM web based application: Supplier portal
5. Transport security and traceability
- Track and trace
- E-Logistics: Transwide ?
6. CRM: Customer Relationship Management
- What CRM is
- CRM web based applications: Backorder information, Medisales, Hartmann Pro, Claims management
7. WMS: Warehouse Management System
- Definition
- Functions in warehouse systems: a virtual warehouse visit
- Warehouse design and realization of WMS
8. VMI : Vendor Managed Inventory
- What VMI, and CMI are
- Benefits of introducing VMI in a customer-supplier relationship
- Different kinds of VMI?s : upstream, downstream
- Concrete examples : with Hospitals, Distributors, Wholesalers
- EWR Plus®
- Build your VMI tool in Excel
- How to manage a VMI project
Prerequisites
Basic SC knowledege
Teaching aid
Ouvrages principaux
Logistics Management and Strategy ; A.Harrison and R.Van Hoek : ed. FT Prentice Hall, 2008Total Supply Chain Management ; R.Basu, J.Newan Wright, ed. BH, 2008Supply Chain Excellence ; P.Bolstorff, R.Rosenbaum, ed. AMACOM, 2007Warehouse Management ; M.ten Hompel, T.Schmidt, ed. Springer, 2007
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM615M54B - NTICs, SRM, WMS, Transport tracability, CRM, VMI (semB. IP,SCM)
Mandatory Specialization Course : Supply Chain Management (SCM), International Purchasing (IP),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Eric REINHARD
Finalité principale du cours :
Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain
Excellence.
Course description: New Technologies of Information and Communication (NTIC) necessary for optimizing the SC
Intended learning objectives:
- Learn how Supply Chain processes can be improved by NTIC?s
- Make the link between Supply Chain frameworks and the use of NTIC?s
- See concrete examples of NTIC?s
- Explain how a Warehouse Management System (WMS) can dramatically improve the material flow and the information flow
- Understand the benefits of Vendor Managed Inventory (VMI) for a better downstream and upstream collaboration
- Be able to build a VMI tool, and lead a VMI project
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain
Excellence.
Course description: New Technologies of Information and Communication (NTIC) necessary for optimizing the SC
Intended learning objectives:
- Learn how Supply Chain processes can be improved by NTIC?s
- Make the link between Supply Chain frameworks and the use of NTIC?s
- See concrete examples of NTIC?s
- Explain how a Warehouse Management System (WMS) can dramatically improve the material flow and the information flow
- Understand the benefits of Vendor Managed Inventory (VMI) for a better downstream and upstream collaboration
- Be able to build a VMI tool, and lead a VMI project
Detailed course syllabi
1. New Technologies of Information and Communication (NTIC) to support Supply Chain Excellence
- Supply Chain framework
- NTIC?s applied to supply chain processes
2. APS and Data Warehouse: Event Management
- Demand Planning and Forecasting (mid- and long-term)
- Advanced Planning and Scheduling (short-term)
- What Event Management is
- Data Warehouse: Business Warehouse
3. Workflow and PLM (Product LifeCycle Management)
- What a Workflow is
- A concrete example of the launch process
4. SRM: Supplier Relationship Management
- What SRM is
- Example of an SRM web based application: Supplier portal
5. Transport security and traceability
- Track and trace
- E-Logistics: Transwide ?
6. CRM: Customer Relationship Management
- What CRM is
- CRM web based applications: Backorder information, Medisales, Hartmann Pro, Claims management
7. WMS: Warehouse Management System
- Definition
- Functions in warehouse systems: a virtual warehouse visit
- Warehouse design and realization of WMS
8. VMI : Vendor Managed Inventory
- What VMI, and CMI are
- Benefits of introducing VMI in a customer-supplier relationship
- Different kinds of VMI?s : upstream, downstream
- Concrete examples : with Hospitals, Distributors, Wholesalers
- EWR Plus®
- Build your VMI tool in Excel
- How to manage a VMI project
Prerequisites
Basic SC knowledege
Teaching aid
Ouvrages principaux
Logistics Management and Strategy ; A.Harrison and R.Van Hoek : ed. FT Prentice Hall, 2008Total Supply Chain Management ; R.Basu, J.Newan Wright, ed. BH, 2008Supply Chain Excellence ; P.Bolstorff, R.Rosenbaum, ed. AMACOM, 2007Warehouse Management ; M.ten Hompel, T.Schmidt, ed. Springer, 2007
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM615M61 - Lean Supply Chain
Mandatory Specialization Course : Supply Chain Management (SCM), Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
NICOLAS DILLINGER
Finalité principale du cours :
Cette formation doit permettre aux participants de:
1. Expliquer les fondements d'une organisation industrielle et des différents systèmes de production,
2. Développer des connaissances détaillées de la "philosophie" du lean manufacturing et de l'ensemble des principes et outils qui la
composent,
3. Etre capable de mettre en oeuvre certains de ces principes concrètement dans une organisation.
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Cette formation doit permettre aux participants de:
1. Expliquer les fondements d'une organisation industrielle et des différents systèmes de production,
2. Développer des connaissances détaillées de la "philosophie" du lean manufacturing et de l'ensemble des principes et outils qui la
composent,
3. Etre capable de mettre en oeuvre certains de ces principes concrètement dans une organisation.
Detailed course syllabi
1. Introduction
2. Industrie et opérations industrielles
3. Histoire de l'industrie
4. Le lean manufacturing
Prerequisites
Aucun
Teaching aid
Ouvrages principaux
Le Modèle Toyota - Jeffrey K.LIKER - Ed. PearsonSystème Lean : penser l'entreprise au plus juste - James P.WOMACK & Daniel T.JONES - Ed. PearsonThe Machine that changed the world - James P.WOMACK, Daniel T.JONES & Daniel ROOS - Ed. Dunod
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM615M63 - Supply chain strategy and Challenges, Lever of success
Mandatory Specialization Course : Supply Chain Management (SCM), Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 10
Course Director
Eric REINHARD
Finalité principale du cours :
Course aim: Get familiar with the Supply Chain Strategy, its Challenges, and its operational applications.
Course description: Supply chain management continues to transform the competitive landscape and has become a key business
issue for companies. A concrete and operational approach.
Intended learning objectives:
-Identify how supply chains are structured
-make the link between the company?s core strategy and the supply chain
-Apply the supply chain English vocabulary
-understand the benefits of collaboration within supply chains
-Improve the supply chain performance, by understanding the challenges
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Course aim: Get familiar with the Supply Chain Strategy, its Challenges, and its operational applications.
Course description: Supply chain management continues to transform the competitive landscape and has become a key business
issue for companies. A concrete and operational approach.
Intended learning objectives:
-Identify how supply chains are structured
-make the link between the company?s core strategy and the supply chain
-Apply the supply chain English vocabulary
-understand the benefits of collaboration within supply chains
-Improve the supply chain performance, by understanding the challenges
Detailed course syllabi
Day 1: Strategy and Supply Chain
-SCM history and definitions
-Core strategy
-Supply chain strategy as a competitive advantage
-Concrete examples : material flow and information flow (Hartmann Intranet Based Backorder management system, Demand
Planning, PLM, etc)
-To read for the next day : Eli Lilly example
Day 2: The SCOR® Model: how to model a Supply-Chain with SCOR
-SCOR process : Plan, Source, Make, Deliver, Return
-Modeling with SCOR
-Business case in small groups : the grill party
Day 3: Improve SC performance with metrics and best practices
-KPI?s (concrete example : Hartmann Intranet SC KPI?s)
-Benchmarking
-Best practices
-Business case in small groups : build a scoreboard (select the KPI?s, present them with graphics, analyze them and make proposals
to improve them)
Day 4: The Beer Game with a difference
-On line game : the goal is that each student plays and experiences acting through a supply chain
-Debriefing : analysis of the results (total cost) and the bullwhip effect
Day 5: Working together
-Efficient Consumer Response (ECR)
-Collaborative Planning, Forecasting and Replenishment (CPFR)
-Vendor-Managed Inventory (VMI) => the Hartmann VMI experience (Auchan, Carrefour, ? and new : pharmacies? wholesailer)
-Claims management
Day 6: Working capital challenge: Inventory management, and SC future levers of success and challenges
-Inventory management: how to reduce the stock (quick wins, mid-and long-term improvement)
-SC future opportunities and challenges : The Supply Chain Manager of the future, the ?Nano Logistics?
Prerequisites
Basic knowledge of SC
Teaching aid
Ouvrages principaux
Logistics Management and Strategy ; A.Harrison and R.Van Hoek : ed. FT Prenctice Hall, 2008Strategic supply management ; P.Cousins, R.Lamming, B.Lawson, B.Squire, ed. FT Prentice Hall, 2008Strategic Supply Chain Management ; S.Cohen, J.Roussel, ed. McGraw-Hill, 2008Logistics concepts for the future ; Different authors, ed. Leif Enarsson, 2002The ten Day MBA ; S.Silbiger, ed.Quill William Morrow, 1999Web :www.supply-chain.org
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM615M81B1 - International Distribution (semB. gr1: IP,SCM,EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), Supply Chain Management (SCM), International Purchasing (IP),
MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Pierre-Yves Brehier
Finalité principale du cours :
Upon completion of the course, students will be able to:
- Embrace a general view of international commerce in the context of distribution worldwide
- Master and get trained how to stabilize business environment for efficient import / export
- Use appropriate methods and tools to stabilize international distribution
- Conceptualize and use the techniques of commercial transactions
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will be able to:
- Embrace a general view of international commerce in the context of distribution worldwide
- Master and get trained how to stabilize business environment for efficient import / export
- Use appropriate methods and tools to stabilize international distribution
- Conceptualize and use the techniques of commercial transactions
Detailed course syllabi
The context of distribution:
- logistic chain
- transportation worldwide
- transport options
The contract of carriage: Europe and overseas:
-duties and liabilities of seller/ shipper/ consignor/ carrier
-land, air, sea carriage contracts ; liner terms, AWB, B/L
-carriage risks and insurance
Payment mechanisms and financing international contracts
-financial risks and their classification ; risk management
-payment mechanisms ; bill of exchange, CAD, L/C, SBLC
-export financing by banks, factors, discounting, countertrade
Export documentation: within and outside the EU
-commercial, customs, transport, bank and credit, insurance documentation
Prerequisites
no
Teaching aid
Ouvrages principaux
Antoni, E. (2000), International Commerce, Paris, Ellipses.International Chamber of Commerce (2010), Incoterms 3000.Padgett, J. (1994), Start Your Own Import/Export Business, Prentice Hall.EXPORTER : pratiques du CI, FoucherThe handbook of int?l trade, the institute of exportDroit du CI par Jacquet/Delebecque, Dalloz
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM615M81B2 - International Distribution (semB. Gr2 : SCM2,IP2)
Mandatory Specialization Course : Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Pierre-Yves Brehier
Finalité principale du cours :
Upon completion of the course, students will be able to:
- Embrace a general view of international commerce in the context of distribution worldwide
- Master and get trained how to stabilize business environment for efficient import / export
- Use appropriate methods and tools to stabilize international distribution
- Conceptualize and use the techniques of commercial transactions
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will be able to:
- Embrace a general view of international commerce in the context of distribution worldwide
- Master and get trained how to stabilize business environment for efficient import / export
- Use appropriate methods and tools to stabilize international distribution
- Conceptualize and use the techniques of commercial transactions
Detailed course syllabi
The context of distribution:
- logistic chain
- transportation worldwide
- transport options
The contract of carriage: Europe and overseas:
-duties and liabilities of seller/ shipper/ consignor/ carrier
-land, air, sea carriage contracts ; liner terms, AWB, B/L
-carriage risks and insurance
Payment mechanisms and financing international contracts
-financial risks and their classification ; risk management
-payment mechanisms ; bill of exchange, CAD, L/C, SBLC
-export financing by banks, factors, discounting, countertrade
Export documentation: within and outside the EU
-commercial, customs, transport, bank and credit, insurance documentation
Prerequisites
no
Teaching aid
Ouvrages principaux
Antoni, E. (2000), International Commerce, Paris, Ellipses.International Chamber of Commerce (2010), Incoterms 3000.Padgett, J. (1994), Start Your Own Import/Export Business, Prentice Hall.EXPORTER : pratiques du CI, FoucherThe handbook of int?l trade, the institute of exportDroit du CI par Jacquet/Delebecque, Dalloz
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM615M82B1 - Multimodal transport (semB. IP,SCM,EMA,MIB2)
Mandatory Specialization Course : European Management (EMA), Supply Chain Management (SCM), International Purchasing (IP),
MIB2,
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 50
Course Director
Pierre-Yves Brehier
Finalité principale du cours :
Upon completion of the course, students will be able to:
- Embrace a general view of transportation worldwide
- Master and get trained how to make decisions depending on the transport mode
- Use appropriate methods and tools to optimize your "transport mix"
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Upon completion of the course, students will be able to:
- Embrace a general view of transportation worldwide
- Master and get trained how to make decisions depending on the transport mode
- Use appropriate methods and tools to optimize your "transport mix"
Detailed course syllabi
The context of transport within the logistics & SCM
- logistic chain
- SCM
- transportation worldwide
The context of carriage (continental and overseas)
- transport options
- transport optimizations
- green logistics
- reverse logistics
Prerequisites
no
Teaching aid
Ouvrages principaux
Antoni, E. (2000), International Commerce, Paris, Ellipses.International Chamber of Commerce (2010), Incoterms 3000.EXPORTER : pratiques du CI, FoucherThe handbook of int?l trade, the institute of export
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date
EM665M54 - Total Cost of Ownership, Lean Office, Traçabilité, Six-Sigma, Activity Based Costing
Mandatory Specialization Course : Supply Chain Management (SCM), Logistique et achat international en apprentissage (SCM2),
Year univ Level Semester Ects Teaching hours language Discipline number of spots
2013 Master 2 1 3 CM=24, TD=0 en SCM 30
Course Director
Emmanuel Betzinger
Finalité principale du cours :
Identifier et expliquer l'impact des nouvelles méthodes de management sur les performances de la Supply Chain.
Identify and explain the impact of new management methods on the SC performance
être capable de participer à la mise en place de ces méthodes dans les entreprises
be able to participate at the implementation of these methods in the organization
Organisation pédagogique
Learning goals (knowledge and know-how expected after completion of the class)
---- Identifier et expliquer l'impact des nouvelles méthodes de management sur les performances de la Supply Chain.
Identify and explain the impact of new management methods on the SC performance
être capable de participer à la mise en place de ces méthodes dans les entreprises
be able to participate at the implementation of these methods in the organization
Detailed course syllabi
Cours Tracabilité ( J.P. Maton: francais/ french language)
Découvrir la traçabilité et le RFID
Définitions et formes de traçabilités
Enjeux et objectifs de la traçabilité et Les principales applications
Résultats de l?enquête 2009
Obligations légales et avantages concurrentiels
Les acteurs de la traçabilité
Les solutions techniques et Les Standards EAN UCC
Contrôle
Dérives et risques de la la traçabilité
Cours TCO -Total Cost of Ownership- Coût Total de Possession- ( JP Maton: francais/ french language)
Découverte du concept
Etude de cas: Peugeot Kaduna
Diverses applications pratiques
Cours Lean in the Office ( Julien Munier: E Betzinger: english language)
Discover the lean management
Discover the lean in the office
How to analyse processes in the office
Practical case studies
Cours Lean Banking ( Alex Gibb: E Betzinger: english language)
Lean in the industry : Toyota
Discover the lean banking methods and tools
practical cases and applications
Cours de Lean "6 Sigma" ( Violette Walter: E Betzinger: english language)
Discover the lean "6 sigma": tools and methods
Applications to the pharmaceutical industry
5S, Kaizen and related methods in the pharmaceutical industry
Prerequisites
connaître le fonctionnement d'une entreprise
know the functioning of an organization
Teaching aid
Ouvrages principaux
Murphy & Wood - Contemporary Logistics chez Pearson int'l editionTony Arnold & Stephen Chapman - introduction to materials management chez PearsonF. Mocellin ? pratique de la gestion de stocks chez DunodGoldratt - la chaine critique chez Afnor
Littérature complémentaire
Travaux de recherche de l'EM
Grading Policy
Num Evaluation Forme .. Précisions Langue Durée Pondération Date