english course list

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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Grading Policy

Num Evaluation Forme .. Précisions Langue Durée Pondération Date

EM145M42 - Advance Seminar of Cases in Finance



2013 Master 2 1 3 CM=24, TD=0 en ENT 31

Course Director

Roberto Santillan


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.



---- 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.


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.



Grading Policy


EM225M11 - Organizational Behavior



2013 Master 2 1 3 CM=24, TD=0 en HRM 40

Course Director

Roland Kidwell


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



---- 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


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



Grading Policy


EM054U66 - Financial markets and interest rates

Mandatory Specialization Course : MGA,


2013 Master 1 1 3 CM=20, TD=0 en FIN 50

Course Director

Marie-Hélène Broihanne


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.



---- 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.


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



Grading Policy


EM375M51 - International Corporate Governance

Mandatory Specialization Course : Comptabilité Contrôle (FCC), Finance (FBQ),


2013 Master 2 1 3 CM=24, TD=0 en STR 40

Course Director

Enrico Prinz


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.


Face à face - Cours magistral - 14h

En groupes - Exercices - 4h

En groupes - Etudes de texte - 2h

Interactivité - Discussions / débats - 2h

Livrables - Dossiers - 2h


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.


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.


- 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.


- PRINZ, Enrico (2012): Myth or reality: Boardroom diversity in German blue chip companies, working paper.

Grading Policy


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),



Course Director

Christine Servey


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



---- 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


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)



Grading Policy


EM375M53A - International Finance (sem.A)

Mandatory Specialization Course : Comptabilité Contrôle (FCC), European Management (EMA), Finance (FBQ), MIB2,



Course Director

Christophe J. Godlewski


Apply Asset and Liability Management concepts(short and long term) in multinational corporations



---- Apply Asset and Liability Management concepts(short and long term) in multinational corporations


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.



Grading Policy


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




Course Director

Enrico Prinz





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.



Grading Policy


EM054U21A2 - Essential concepts in financial analysis (semA. Gr2 )




Course Director

Christine Servey
























Prerequisites


Teaching aid

Ouvrages principaux




Grading Policy


EM054U21B1 - Essential concepts in financial analysis (semB. Gr1 2A)




Course Director

Enrico Prinz


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



---- After attending this course the students will:



situation























Prerequisites


Teaching aid

Ouvrages principaux




Grading Policy


EM054U21B2 - Essential concepts in financial analysis (semB. Gr2 MIB1)

Mandatory Specialization Course : MIB1, MGA,



Course Director

Christine Servey


After attending this course the students will:



situation





---- After attending this course the students will:



situation























Prerequisites


Teaching aid

Ouvrages principaux




Grading Policy


EM054U34 - IFRS principles: the keys to understand financial statements

Mandatory Specialization Course : European Management (EMA), MIB2,



Course Director

Christine Servey


-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)



---- -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)


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)



Grading Policy


EM665M81B1 - Purchasing Strategy (semB. Gr1 : IP)

Mandatory Specialization Course : International Purchasing (IP),


2013 Master 2 1 3 CM=24, TD=0 en SCM 50

Course Director

Pierre BRUCHER


COMPRENDRE LES NOTIONS IMPORTANTES

ACQUERIR LES REFLEXES UTILES

UTILISER LES METHODES APPROPRIEES



---- COMPRENDRE LES NOTIONS IMPORTANTES




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)



Grading Policy


EM665M81B2 - Purchasing Strategy (semB. Gr2 : IP2)

Mandatory Specialization Course : Logistique et achat international en apprentissage (SCM2),



Course Director

Pierre BRUCHER


COMPRENDRE LES NOTIONS IMPORTANTES





---- COMPRENDRE LES NOTIONS IMPORTANTES




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)



Grading Policy


EM665M82B1 - Reverse Marketing : Proactive purchasing (gr1: IP,EMA,MIB2)

Mandatory Specialization Course : European Management (EMA), International Purchasing (IP), MIB2,



Course Director

Laurence Viale


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



---- To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic

situation.




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



Grading Policy


EM665M82B2 - Reverse Marketing : Proactive purchasing (gr2: IP2)




Course Director

Laurence Viale


To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic situation.





---- To be able to get an helicopter of the suppliers market, and improve the attractivity of an organisation in case of monopolistic

situation.




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



Grading Policy


EM665M83A - International Purchasing and Negotiation (semA. IP)

Mandatory Specialization Course : International Purchasing (IP),



Course Director

Joel Rauch


Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie

adaptée aux besoins.



---- Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie



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-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


Créer la réceptivité


Vérifier sa stratégie


Négocier point par point ?. pensez aux 3 C


Faire parler

Savoir écouter

III-3Observer


Questionner

Être en rapport


Les techniques de persuasion: les doser :


Attention aux ?

Parler au présent = positif


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).



Grading Policy


EM665M83B - International Purchasing and Negotiation (semB. IP2)




Course Director

Joel Rauch


Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie




---- Maîtriser les techniques de négociation dans le domaine des achats et de l?approvisionnement. Mise en place d?une stratégie



Rappels

d?achats de base

d?approches comportementales

La base 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-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



Créer la réceptivité


Vérifier sa stratégie


Négocier point par point ?. pensez aux 3 C


Faire parler

Savoir écouter

III-3Observer


Questionner

Être en rapport


Les techniques de persuasion: les doser :


Attention aux ?

Parler au présent = positif


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).



Grading Policy


EM054U94 - Economy of hapiness



2013 Master 1 1 3 CM=20, TD=0 en ECO 40

Course Director

Francis Munier


?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.



---- ?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.


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



Grading Policy


EM054U95 - Storytelling and Self-Management



2013 Master 1 1 , 2 3 CM=20, TD=0 en MAN 30

Course Director

Patricia Tehami


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



---- 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


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/



Grading Policy

EM1F4U26 - Introduction to European Economy I

Mandatory Specialization Course : MIB1,


2013 Master 1 1 , 2 3 CM=20, TD=0 en ECO 47

Course Director

Sabine Menu


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.



---- 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.


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



Grading Policy


EM054U1BB1 - Sustainable development /Developpement durable - semB - Gr1




Course Director

Pia Imbs


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.



---- 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.


?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



Grading Policy


EM054U28 - Management of international teams



2013 Master 1 1 , 2 3 CM=20, TD=0 en HRM 70

Course Director

José-Luis Vallejo-Garcia


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



---- 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


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



Grading Policy


EM1F4M02 - Corporate Governance

Mandatory Specialization Course :



Course Director

Odile Paulus


- 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




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



Grading Policy


EM1F4M03 - Marketing Basics



2013 Master 1 1 3 CM=20, TD=0 en MKT 60

Course Director

Andreas Munzel


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.



---- 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.


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.



Grading Policy


EM1F4M05 - European Project Management




Course Director

Sabine Cullmann


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.



---- 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.


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



Grading Policy


EM1F4M09 - European Integration - I




Course Director

Sabine Menu


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.



---- 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.


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



Grading Policy


EM1F4M10 - European Integration - II




Course Director

Sabine Menu


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.



---- 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.


?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)



Grading Policy


EM1F4M20 - Basics in Supply Chain Management




Course Director

Pierre BRUCHER


UNDERSTAND SCM STAKES AND PRACTICES (PURCHASING - PROCUREMENT - MANFUFACTURING - DISTRIBUTION AND

TRANSPORT)



---- UNDERSTAND SCM STAKES AND PRACTICES (PURCHASING - PROCUREMENT - MANFUFACTURING - DISTRIBUTION

AND TRANSPORT)


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



Grading Policy


EM1F4M21 - Basics in Innovation Management




Course Director

Anastasios Stilianidis


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.



---- 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.


- 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.


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



Grading Policy


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




Course Director

Jean-Jacques Hincker


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



---- 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


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



Grading Policy


EM1F4M23 - Basics in Management of Information Systems



2013 Master 1 1 3 CM=20, TD=0 en MSI 50

Course Director

Jessie Pallud


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



---- 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


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.



Grading Policy


EM1F4M24A - Ethics and Management (sem.A visi)

Mandatory Specialization Course :



Course Director

Anne Carrol Moise


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.




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



Grading Policy


EM1F4M24B - Ethics and Management (sem.B MIB1,Visi)




Course Director

Richard McGOWAN


When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two














---- When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two













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.



Grading Policy


EM1F4M25B1 - Diversity Management (sem.B gr1 : MIB1)




Course Director

Sabrina Perugien


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.



---- 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.


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



Grading Policy

EM1F5M05B1 - Jeu de simulation - global business (semB) Gr1 (MIB2,MKT3 ..)




Course Director

Pierre-François Lelaurain


Gérer une entreprise pour atteindre les objectifs fixés pas ses actionnaires

Manage a company in order to meet objectives established by the shareholders



---- Gérer une entreprise pour atteindre les objectifs fixés pas ses actionnaires

Manage a company in order to meet objectives established by the shareholders


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



Grading Policy


EM1F5M08 - International Strategy




Course Director

Vasilis ZERVOS


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



---- 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


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


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


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



Grading Policy


EM1F5M12 - Sales Management

Mandatory Specialization Course : European Management (EMA), Négociation et Management Commercial (MKT3), MIB2,


2013 Master 2 1 3 CM=20, TD=0 en LKT 47

Course Director

Christine Morlet



- 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



---- 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


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



Grading Policy


EM1F4M08 - International and European Business Law



2013 Master 1 1 3 CM=20, TD=0 en LAW 40

Course Director

Alexandrina Soldatenko


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.



---- 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.


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



Grading Policy


EM1F5M02 - International Marketing




Course Director

Andreas Munzel


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.



---- The course is designed to provide an understanding of what international marketing is about, with a balance between academic

thinking and practical experience.


?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.


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.



Grading Policy


EM1F5M04 - European Economy



2013 Master 1 1 3 CM=24, TD=0 en ECO 50

Course Director

Sabine Menu


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.



---- 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.


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



Grading Policy


EM1F5M11 - Financial markets and financial institutions (EMA,MIB2)




Course Director

Bernhard Schipp


This class provides an overview about quantitative methods for the anlysis of investments.


- 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.



---- This class provides an overview about quantitative methods for the anlysis of investments.


- 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.


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



Grading Policy


EM1F5M3A - Introduction to Hospitality and Tourism Management




Course Director

Hervé GHANNAD





Prerequisites

Teaching aid

Ouvrages principaux

biblio



Grading Policy


EM1F5M3B - Strategic Management for Hospitality and Tourism




Course Director

Isabel BABOU





Prerequisites

Teaching aid

Ouvrages principaux

biblio



Grading Policy


EM1F5M3C - Destination Marketing




Course Director

N N





Prerequisites

Teaching aid

Ouvrages principaux

biblio



Grading Policy


EM1F5M50 - International Supply Chain Management




Course Director

Pierre BRUCHER


- Understand how SCM,Purchasing and Logistics contribute to value creation in an international environment



---- - Understand how SCM,Purchasing and Logistics contribute to value creation in an international environment


Prerequisites

English spoken and written

Teaching aid

Ouvrages principaux



Grading Policy


EM1F5M51 - International Human Resource Management



2013 Master 1 1 , 2 3 CM=20, TD=0 en HRM 50

Course Director

Sebastien Point



- 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




- 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


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



Grading Policy


EM1F5M52 - Introductory Grape and Wine Knowledge




Course Director

Etienne Sipp


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



---- 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


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



Grading Policy


EM1F5M53 - Global Wine Marketing and Business Environment



2013 1 3 CM=20, TD=0 en MKT 50

Course Director

Thierry LOREY




----


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



Grading Policy


EM1F5M54 - Wine Marketing




Course Director

Thierry LOREY




----


Prerequisites

Teaching aid

Ouvrages principaux



Grading Policy


EM1F5M56 - Advanced Strategic Human Resource Management




Course Director

Volker Stein


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



---- 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


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.



Grading Policy


EM1F5M57 - Organizational Behavior in International Contexts




Course Director

Sebastien Point


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.



---- 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.


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



Grading Policy


EM1F5M58A - Cross-Cultural Issues in Human Resource Management (sem.A)




Course Director

Wolfgang Glebe


-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.



---- -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.


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 ?


4) Session 4

Review class 3

Lecture: Leaders, managers & Motivation part 2


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.


5) Session 5

Review class 4

Lecture:Cross-Cultural competencies.

Skills to work on for being successful in the international workplace


Team Presentation 7

What are the important competencies for a global manager ?

Lecture: Cross-cultural training

The whys, when, and how of CCT


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


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



Grading Policy


EM1F5M59 - Advanced International Finance (EMA,MIB2)




Course Director

Enrico Prinz


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.


Face à face - Travaux dirigés - 30h


---- 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...


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.



Grading Policy


1 finale Ecrite individuelle english 120 100 %

EM45KM31 - Marketing international

Mandatory Specialization Course : Marketing Strategique et Opérationnel (MKT2),



Course Director

Antonio Majocchi


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.



---- 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.


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..



Grading Policy


EM46KM21 - Sales and the digital and social environment

Mandatory Specialization Course : Négociation et Management Commercial (MKT3),



Course Director

N N





Prerequisites

Teaching aid

Ouvrages principaux

biblio



Grading Policy


EM46KM22 - Marketing and Sales Integration Management




Course Director

N N





Prerequisites

Teaching aid

Ouvrages principaux

biblio



Grading Policy


EM46LM1A - Sales Force Management and Leadership




Course Director

Richard Robinson


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.



---- 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.


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



Grading Policy


EM46LM1C - Negotiation and Conflict Resolution




Course Director

N N





Prerequisites

Teaching aid

Ouvrages principaux

biblio



Grading Policy


EM46LM1D - Influence and Power in Negotiations




Course Director

Christine Morlet





Prerequisites

Teaching aid

Ouvrages principaux

biblio



Grading Policy


EM054U20 - Decision making and business intelligence




Course Director

Frank Elias


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.



---- 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.


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.



Grading Policy


EM054U36 - International Human Resource Management and IT implementation issues




Course Director

Jessie Pallud


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



---- 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


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.



Grading Policy


EM054U71 - ITIL: Methodology for good practices in IS projects




Course Director

Serge Bolidum


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



---- 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


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



Grading Policy


EM4M5U4B - Online Consumer Behavior

Mandatory Specialization Course : E-marketing et Management des TIC (E-MKT),



Course Director

Andreas Munzel



- 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.



---- 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.


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.



Grading Policy


EM1F4U13 - Logistics and Marketing



2013 Master 1 1 , 2 3 CM=20, TD=0 en SCM 70

Course Director

Pierre-Yves Brehier


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.



---- 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.


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



Grading Policy


EM1F5U01 - Expertise in International Commerce



2013 Master 1 1 , 2 3 CM=20, TD=0 en SCM 70

Course Director

Pierre-Yves Brehier



- 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




- Embrace a general view of international commerce in the context of globalization


- Identify, explain and evaluate the complexities of the 21st century trade

- Use appropriate methods and tools to stabilize international commerce



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



Grading Policy


EM615M54A - NTICs, SRM, WMS, Transport tracability, CRM, VMI (semA. IP2,SCM2)




Course Director

Eric REINHARD


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



---- Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain

Excellence.










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



Grading Policy


EM615M54B - NTICs, SRM, WMS, Transport tracability, CRM, VMI (semB. IP,SCM)

Mandatory Specialization Course : Supply Chain Management (SCM), International Purchasing (IP),



Course Director

Eric REINHARD


Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain

Excellence.











---- Course aim: Familiarize yourself with the New Technologies of Information and Communication applied to achieve Supply Chain

Excellence.










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



Grading Policy


EM615M61 - Lean Supply Chain

Mandatory Specialization Course : Supply Chain Management (SCM), Logistique et achat international en apprentissage (SCM2),



Course Director

NICOLAS DILLINGER


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.



---- 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.


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



Grading Policy


EM615M63 - Supply chain strategy and Challenges, Lever of success




Course Director

Eric REINHARD


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.


-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



---- 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.


-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


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



Grading Policy


EM615M81B1 - International Distribution (semB. gr1: IP,SCM,EMA,MIB2)

Mandatory Specialization Course : European Management (EMA), Supply Chain Management (SCM), International Purchasing (IP),

MIB2,



Course Director

Pierre-Yves Brehier



- Embrace a general view of international commerce in the context of distribution worldwide


- Use appropriate methods and tools to stabilize international distribution










The context of distribution:

- logistic chain

- transportation worldwide

- transport options











Prerequisites

no

Teaching aid

Ouvrages principaux




Grading Policy


EM615M81B2 - International Distribution (semB. Gr2 : SCM2,IP2)




Course Director

Pierre-Yves Brehier















The context of distribution:

- logistic chain


- transport options











Prerequisites

no

Teaching aid

Ouvrages principaux




Grading Policy


EM615M82B1 - Multimodal transport (semB. IP,SCM,EMA,MIB2)

Mandatory Specialization Course : European Management (EMA), Supply Chain Management (SCM), International Purchasing (IP),

MIB2,



Course Director

Pierre-Yves Brehier



- 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"




- 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"


The context of transport within the logistics & SCM

- logistic chain

- SCM


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



Grading Policy


EM665M54 - Total Cost of Ownership, Lean Office, Traçabilité, Six-Sigma, Activity Based Costing




Course Director

Emmanuel Betzinger


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



---- 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


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



Grading Policy


english course list

Documents