core courses master in management 1 business

Transcription

BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
CORE COURSES
MASTER IN MANAGEMENT 1
BUSINESS MANAGEMENT TRACK
ACADEMIC YEAR 2015-2016
1
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
INDEX
SEMESTER 1
16_M1_LI_BM_S1_CCO_STRAT_643: STRATEGIC MANAGEMENT: Principles and
Practice ------------------------------------------------------------------------------------------- 5
16_M1_LI_BM_S1_CCO_FIN_644: CORPORATE FINANCE -------------------------- 10
16_M1_LI_BM_S1_CCO_ACC_648: COST ACCOUNTING & MANAGEMENT
CONTROL --------------------------------------------------------------------------------------- 12
16_M1_LI_BM_S1_CCO_MKG_649: MARKETING MANAGEMENT ----------------- 14
16_M1_LI_BM_S1_CCO_MGT_684: HUMAN RESOURCE MANAGEMENT ----- 17
16_M1_LI_BM_S1_LVX_LV2_ALL_600: ALLEMAND ----------------------------------- 21
16_M1_LI_BM_S1_LVX_LV2_ARA_606: ARABE LV2 S1 ------------------------------- 23
16_M1_LI_BM_S1_LVX_LV2_CHI_610: CHINOIS ------------------------------------- 26
16_M1_LI_BM_CLA_S2_LVX_LV2_ESP_3608: ESPAGNOL --------------------------- 28
16_M1_LI_BM_S1_LVX_LV2_HEB_607: HÉBREU --------------------------------------- 30
16_M1_LI_BM_CLA_S2_LVX_LV2_ITA_3609: ITALIEN--------------------------------- 31
16_M1_LI_BM_CLA_S2_LVX_LV2_JAP_3613: JAPONAIS ---------------------------- 33
16_M1_LI_BM_S1_LVX_LV2_POR_605: PORTUGAIS -------------------------------- 35
16_M1_LI_BM_S1_LVX_LV2_RUS_601: RUSSE---------------------------------------- 37
16_M1_LI_BM_S1_CCO_MGT_641: BUSINESS GAME CAPSTONE GLOBAL
BUSINESS SIMULATION---------------------------------------------------------------------- 38
16_M1_LI_BLM_S1_CCO_4407: PITCH ACADEMY ------------------------------------ 40
16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR
INTERNATIONAL STUDENTS --------------------------------------------------------------- 42
16_M1_LI_BM_S1_CCO_FLE_1651: ERASMUS FLE ----------------------------------- 45
SEMESTRE 2
16_M1_LI_BM_CLA_S2_CCO_LAW_642: GOVERNANCE AND RESPONSIBILITY OF
BUSINESS ENTERPRISE ---------------------------------------------------------------------- 47
16_M1_LI_BM_S2_CCO_FIN_4520: FINANCIAL ANLYSIS ---------------------------- 50
16_M1_LI_BM_CLA_S2_CCO_MGT_651: INFORMATION SYSTEMS -------------- 52
16_M1_LI_BM_S2_CCO_MGT_4530: OPERATIONS MANAGEMENT ------------- 58
16_M1_LI_BM_CLA_S2_CCO_LAW_647: LEGAL ENVIRONMENT & BUSINESS
DECISION MAKING --------------------------------------------------------------------------- 60
16_M1_LI_BM_CLA_S2_CCO_MGT_639: BUSINESS DEVELOPMENT &
INNOVATION ---------------------------------------------------------------------------------- 61
16_M1_LI_BM_CLA_S2_CCO_MGT_652: PROJECT MANAGEMENT -------------- 64
16_M1_LI_BM_CLA_S2_LVX_LV2_ALL_3606: ALLEMAND --------------------------- 66
2
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_ARA_3611: ARABE--------------------------------- 67
16_M1_LI_BM_CLA_S2_LVX_LV2_CHI_3614: CHINOIS ----------------------------- 70
16_M1_LI_BM_CLA_S2_LVX_LV2_ESP_3608: ESPAGNOL --------------------------- 72
16_M1_LI_BM_CLA_S2_LVX_LV2_HEB_3612: HÉBREU ------------------------------- 74
16_M1_LI_BM_CLA_S2_LVX_LV2_ITA_3609: ITALIEN--------------------------------- 75
16_M1_LI_BM_CLA_S2_LVX_LV2_JAP_3613: JAPONAIS ---------------------------- 77
16_M1_LI_BM_CLA_S2_LVX_LV2_POR_3610:PORTUGAIS ----------------------- 79
16_M1_LI_BM_CLA_S2_LVX_LV2_RUS_3607: RUSSE ------------------------------- 81
16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS ----------------------------- 82
16_M1_LI_BM_S2_CCO_FLE_1651: ERASMUS FLE ----------------------------------- 85
3
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
ECTS
N°
3539
3540
3544
643
644
648
649
684
-
641
4406
-
4499
1651
LIBELLÉ ENG
Pre-requisite - Financial Analysis Fundamentals
Pre-requisite - Accounting Fundamentals
Pre-requisite - Excel
Strategic management : principles and practice
Corporate Finance
Cost accounting & management control
Marketing management
Human resource management
Foreign language
Business game : capstone global business simulation
Pitch Academy
Elective 1
Special Topics on France for International Students
French as a Second Language
SOUS TOTAL SEMESTRE 1
642
4520
651
4530
647
639
652
-
653
-
1333
1651
Governance & Responsibility of business Enterprise
Financial Analysis
Information systems
Operations management
Legal environment & business decision making
BUSINESS DEVELOPMENT & INNOVATION
Project management
Foreign language
TICD
Elective 2
Elective 3
Family Business
French as a Second Language
SOUS TOTAL SEMESTRE 2
TOTAL ANNÉE
HEURE
ÉTUDIANT
8
8
15
36
36
31,5
36
36
18
36
9
18
30
36
EDHEC
INCOMING
4
4
4
4
4
2,5
4
1
2,5
4
4
4
4
4
4
1
2,5
7
5
256,5
30
39,5
18
24
18
18
36
18
18
18
50
18
18
30
36
2,5
3,5
2,5
2,5
5
2,5
2,5
2,5
1,5
2,5
2,5
2,5
3,5
2,5
2,5
5
2,5
2,5
254
510,5
30
60
39
78,5
2,5
2,5
8
5
4
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_CCO_STRAT_643: STRATEGIC MANAGEMENT: Principles and
Practice
NUMBER OF HOURS: 36
SEMESTER 1
INTERNATIONAL PROGRAMME – 4 ECTS
COURSE COORDINATORS: MOHAMED-HÉDI CHARKI, LUDOVIC CAILLUET & HEDLEY MALLOCH
COURSE OBJECTIVES
This course’s primary objective is to introduce you to the most important analytical tools and concepts used
in Strategic Management. The course is organized in three parts: the first part will cover the foundational
elements of the strategic thinking; the second part will cover the strategic options; and the third part will
cover the strategic assessment and emergent strategies. Each analytical tool and concept will be introduced
by referring to real-world business situations. The questions that we will tackle together throughout the
semester are the following ones: How to craft a strategic thinking? What are the important tools to master
for achieving a strategic analysis? What are the ‘appropriate’ strategic choices to make for reaching expected
business outcomes? How to assess the efficiency of the strategic options? How to manage strategic changes
successfully?
LEARNING OUTCOMES
By the end of the course, you should be able to:
recognize and assess stakes and stakeholders in various complex and evolving business environments;
undertake a strategic/competitive analysis;
make strategic choices at the corporate and business levels;
understand trade-offs involved in options related to international moves, M&A and strategic alliances;
and assess the validity of strategic decisions made.
PREREQUISITES
None
5
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
COURSE CONTENT
WEEK
1
2
3
4
TOPIC
Part I
The
Foundation
al Elements
of
the
Strategic
Thinking
5
6
Part II
7
Strategic
Options
CONTENT
Strategic schools of thought and strategic
discourse
Strategic thinking and vocabulary
Strategic analysis: the external side
PESTEL and the 5 Forces framework
Strategic Analysis – The Internal Side
Value Chain Analysis and VRIN framework
New lenses for competitiveness
The Blue Ocean perspective (BOS Tools)
New lenses for value – toward creating
shared value in business Limits of the
Capitalistic view of strategy, shared value
and value chain
Corporate strategy
Business units and organizational structure
PRIOR READINGS
Walter, I. (2012). “The real leadership lessons of Steve Jobs”. Harvard Business Review, 90 (4): 92102
Exploring Strategy Text & Cases, Environment (Chapter 2)
Bryce, D., Dyer, J.H., and Hatch, N.W. (2011). “Competing Against Free”. Harvard Business Review,
89 (6): 104-111
Exploring Strategy Text & Cases, Strategic Capabilities (Chapter 3)
Parmar, R., Mackenzie, I., Cohn, D., and Gann, D. (2014). “The New Patterns of Innovations”.
Harvard Business Review, 92 (1/2): 86-95
Kim, W.C., and Mauborgne, R. (2009). “How Strategy Shapes Structure”, Harvard Business Review,
87 (9): 72-80
Bertini, M., and Gourville, J.T. (2012). "Pricing to Create Shared Value”, Harvard Business Review, 90
(6): 96-104
10
Strategic alliances
Joint ventures, licensing and franchise
11
Strategic evaluation
Tests, measures and issues
Exploring Strategy Text & Cases, Corporate Strategy & Diversification (Chapter 3)
Corstjens, M. and Lal, R. (2012). “Retail doesn’t cross borders”. Harvard Business Review, 90 (4): 10411
Exploring Strategy Text & Cases, Business Strategy (Chapter 6)
Heracleous, L. and Wirtz, J. (2010). “Singapore Airlines balancing act”. Harvard Business Review, 88,
issue 7/8: 145-149.
Exploring Strategy Text & Cases, International Strategy (Chapter 8)
Bremmer, I. (2013). “The new rules of globalization”. Harvard Business Review, 92 (1/2): 130-107
Exploring Strategy Text & Cases, Mergers , Acquisitions & Alliances (Chapter 10)
Christensen, C.M., Alton, R., Rising, C. and Waldeck, A. (2010). “Internal growth vs. external growth”:
the new M&A playbook. Harvard Business Review: 48-58
Exploring Strategy Text & Cases, Mergers , Acquisitions & Alliances (Chapter 10)
Arrunada, B. and Vazquez, X. (2006). “When your contract manufacturer becomes your competitor”.
Harvard Business Review, 84 (9): 135-144
Exploring Strategy Text & Cases, Evaluating Strategies (Chapter 11)
Simons, R. (2010). “Stress-Test Your Strategy”. Harvard Business Review, 88 (11): 92-100
12
Emergent strategies
Lafley, A. G., Martin, R., Rivkin, J. and Siggelkow, N. (2011). “Bringing Science to the Art of Strategy”.
8
9
Business strategy
Generic strategies
International business
Global vs. local strategies
Internal growth vs. external growth
M&A
6
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
13
Part III
15
Strategic
Assessment
and
Emergent
Strategies
16
Conference
14
1
1
Typologies, culture, structures and strategy,
systems, routines and bricolage
Managing strategic change
Types, context, analytical techniques,
pitfalls and problems
The practice of strategy
Key
personnel,
approaches
and
methodologies
Wrap-up session on principles and practice
in Strategic Management
Harvard Business Review, 90 (9): 56-66
Exploring Strategy Text & Cases, Leading Strategic Change (Chapter 11)
Vermeulen, F., Puranam, P. and Gulati, R. (2010). “Change for Change’s Sake”. Harvard Business
Review, 88 (6): 70-76
Exploring Strategy Text & Cases, The Practice of Strategy (Chapter 15)
Bungay, S. (2011). “How to Make the Most of Your Company's Strategy”. Harvard Business Review,
89 (1/2): 132-140
Review the slides and notes from throughout the semester
Practitioners’ perspective on Strategic Management
Please note that the conference can be scheduled before the end of Part III. The exact date will be announced in the due time.
7
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
TEACHING & LEARNING METHODS
The course includes various pedagogical tools: lectures, cases, business and academic articles, books, videos, and teamwork. A
regular use of the BlackBoard platform is imperative to get up-to-date information about the course.
Lecture (to refer to the table above):
Please note that the course starts sharp on time. We expect you to be in the classroom at least 5 minutes before the course
kick-off. Students are highly encouraged to read the related material before each class. The material is available either online or
2
at the EDHEC library.
Teamwork:
Students’ teams will be set-up by the Department. Teams are made up of 5 students; some exceptions can occur in case the
number of students is not divisible by 5. Please note that all teams need to belong to the same subgroups (A1 and B2, or C1 and
C2 for instance) and switching is not possible.
Case studies:
The case studies start sharp on time. Before each case study, students will have to prepare an assignment with answers to
questions posted on BlackBoard. Please refer to the submission deadlines underneath. This preparation of all the answers has
to be made by the entire team. Allocation of questions among students is not allowed and will be sanctioned. Moreover, it is up
to the students to make sure that everybody committed to the collective effort. As soon as names appear on the case
assignment, professors will consider that everybody equally participated. Case assignment has to be submitted on time; no
delay is tolerated and leads to zero. Case assignment must follow the format: 3 pages maximum, 12 points, Times New Roman,
justified and single spaced. Assignments that do not respect the format won’t be considered for grading. Please note that 2
case assignments out of 4 will randomly be graded.
CASE STUDIES
Case A
Case B
Case C
Case D
FORMAT
Face to face
Face to face
Online
Face to face
DEADLINES 3
To be announced
To be announced
To be announced
To be announced
The instructions for the online case study (case C) will be posted on BlackBoard before the kick-off of the course.
Book’ s chapters:
Prior readings are mandatory before coming to class. Those readings provide very useful background material to foster your
understanding and learning in class.
Articles:
A list of business articles is also provided to foster class-discussion and is aimed at enriching your learning. The final exam will
include questions on those articles.
Classes and interaction
Please note that the lectures will occur in cohorts and that the sessions of case studies take place in half-cohorts. This
organization has been implemented in order to maximize interaction with your faculty and to boost your experience. Thus, your
SM faculty counts on your continuous involvement and active participation.
•
2
3
Blackboard forum:
http://portail.bu-vauban.fr/typo3/index.php?id=1084
Please note that the submission system will be closed after the deadline.
8
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
We highly recommend and encourage students to launch discussions and ask questions via the forum on Blackboard.
Discussions and questions can be related to classes, cases, articles, or book chapters. Professors will answer your questions on a
regular basis via the forum.
ASSESSMENT METHODS
ASSESSMENT
Continuous
assessment
Teamwork
cases
% OF THE
TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME EVALUATED
25%
Individual
participation
during
case
studies + Case
assignments
Throughout
the semester
Preparation involves not just thorough analysis,
but also developing a personal position on the
questions raised for the assignment
Mid-term exam
25%
Mid Term Exam
(MCQ)
Individual exam
50%
Individual
Will
be
communicat
ed
In the end of
the semester
Closed-book mid-term exam – understanding
and application of tools and concepts
presented in class
Closed-book exam – understanding and
application of tools and concepts presented in
class
+
on
Structure of the participation grading:
Between 18 and 20: Excellent: outstanding and breakthrough ideas based on new and complete rationale;
Between 16 and 17: Very good: very interesting ideas based on adapted rationale;
Between 14 and 15: Good: good insights with solid rationale;
Between 12 and 13: Acceptable: some suggestions with some rationale;
Between 10 and 11: Average: some suggestions but with very limited rationale;
Between 8 and 9: Weak: weak suggestions that are voided from any rationale;
Between 5 and 7: Poor: poor understanding of the concepts;
Between 3 and 4: Very poor: sluggish input that was not carefully prepared;
Between 0 and 2: Null: absence of any noticeable investment.
READINGS
The reference book of the course is Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2013). Exploring
th
Strategy Text & Cases, 10 Edition, Prentice Hall. Financial Times.
RULES FOR ABSENCE
Attendance to case studies is mandatory. Each study leads to a participation grade. A grade of zero is automatically given in case
of absence. If students accumulate more than two absences, they will automatically get a grade of zero for the continuous
assessment of this course (which accounts for 25% of the final grade). In case you have a valid justification for this absence,
please send justification documents to the Academic Affairs Department. Professors are not in charge of validating justification
documents. Basically, only health related issues or major personal issues are considered. Interviews for internships or absences
caused by invitation from other EDHEC departments or associations are not considered as valid reasons for missing case studies.
PLAGIARISM & FRAUD
We expect that all students equally and actively participate in teamwork. Free-riding behaviors have to be signaled to the
course coordinators. In case of plagiarism, the entire team will be sanctioned and obtain a grade of zero for the continuous
assessment of this course. Moreover, serious disciplinary sanctions will be enforced.
9
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_CCO_FIN_644: CORPORATE FINANCE
NUMBER OF HOURS: 36
SEMESTER 1
INTERNATIONAL PROGRAMME - 4 ECTS
COURSE COORDINATOR: FRÉDÉRIC PALOMINO
COURSE OBJECTIVES
The objective of this course is to provide a solid grounding in the principles of corporate finance (capital budgeting, cost of
financing projects, capital structure).
LEARNING OUTCOMES
After having taken this course participants will be able to:
Compute the cash flows of a project
Compute the return of a project
Understand the relation between risk and return of financial assets
Estimate the cost of equity and the weighted average cost of capital of a firm
Understand the cost and benefits of debt financing relative to equity financing.
PREREQUISITES
This is a first course in Finance and no specialized prior knowledge in Finance is required. However, the student is assumed to
have basic familiarity with secondary school mathematics.
COURSE CONTENT
WEEK/LESSON
TOPIC
CONTENT
1
Introduction
Course presentation
2
Fundamental concepts in Income statement,
financial analysis
Balance sheet and
“economic” balance sheet
3
Present value
PREPARATORY WORK
Introduction to discounting
Computation of a project
cash flows.
Project appraisal and
capital budgeting
Introduction to the
concepts of Net Present
Value, Internal rate of
return, payback period
and profitability index.
Review of previous lecture and tutorials
Introduction to Risk and
Return
Measurement of a
portfolio risk and return.
Review of the previous
lectures and tutorials
7
Portfolio Selection
Introduction to market risk
and idiosyncratic risk
Review of the previous lectures and
Choice of an optimal
tutorials
portfolio based on risk and
return.
8-9
Introduction to “beta”.
Determination of the
The Capital Asset Pricing equilibrium price of risk.
Review of the previous lectures and
Model
tutorials
Introduction to the concept
of weighted Average Cost
of Capital
4-5
6
10
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
10-11
Introduction to Financing
and Capital Structure
Cost and benefits of debt
financing (tax shield, cost Review of Lectures 2, 8
of financial distress).
and 9
Optimal mix of equity and
debt financing
12
Wrap up session
Q&A session
Review of the previous
lectures and tutorials
The course will consist of 18 hours of lecture and 18 hours of tutorials during which concepts studied during lectures will be
applied through case studies and exercises.
ASSESSMENT METHODS
% OF THE TOTAL
ASSESSMENT
MARK
DETAILS
SCHEDULE
LEARNING
OUTCOME EVALUATED
- 45 minutes long
Midterm exam
25%
- closed book
- bring a calculator
Lecture notes and tutorial set up to
date
Exercises/cases
Tutorials
25%
Final exam
50%
prepared during
tutorials
●
●
●
2 hours long
Closed book
calculator
Lecture notes and problem sets
READINGS
The textbook for this course is Principle of Corporate Finance by Richard Brealey and Stewart Myers, Mc Graw Hill, 9th edition
(or later). You will get a hard copy of (i) the lecture slides and (ii) the assignments.
RULES FOR ABSENCE AND PLAGIARISM
Attendance to lectures and tutorials is mandatory. Students must hand in their work at the end of each tutorial.
11
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_CCO_ACC_648: COST ACCOUNTING & MANAGEMENT CONTROL
NUMBER OF HOURS: 31.5
SEMESTER 1
COURSE COORDINATOR: CLAIRE GREVET
COURSE OBJECTIVES
This course is designed for future managers who need to understand what accounting information is most relevant to
consider when making decisions and to critically evaluate its usefulness in different contexts. The course is taught as a
dynamic discipline that requires overall comprehension of the business and adaptable multidimensional skills. It consists of
two large sections: cost accounting and management control.
Cost Accounting provides keys to decision making based on cost information which covers defining cost terms and concepts
and analysing cost accounting techniques.
Management Control aims at exposing and practicing how financial and non–financial information support the managerial
functions of planning, directing, and controlling. The main features studied here encompass management control systems
and performance measurement, budgeting and strategy implementation through management dashboards.
LEARNING OUTCOMES
make decisions on the base of cost-volume-profit analysis and of full costing measurement;
evaluate divisional performance by using relevant financial indicators;
cope with budgets and budget variances and initiate corrective actions;
design management dashboards relevant with business strategies and perceive the crucial support of information technology
on these dashboards to create lasting business value;
understand the principles of revenue management and price optimization.
PREREQUISITES
Basic knowledge in financial accounting is an imperative prerequisite to this course, which encompasses an understanding of
financial statements and accounting methods. Students that register to this course, whatever their academic background, are
required to work through an Harvard online course consisting in an introduction to financial accounting in a management
context. The comprehension of these fundamentals will be specifically assessed and part of the grading procedure.
Furthermore, students should be able to use the Microsoft Excel Solver and the Microsoft Excel PivotTable. Students who
have no previous experience in these tools can get free valuable demos and tutorials on the web.
Basic knowledge in economics and organization theories will also be helpful.
COURSE CONTENT
The course encompasses sixteen sessions : 7 lectures, 7 tutorials and 2 mixed-lecture-tutorials.
SESSION
TOPIC
CONTENT
PREPARATORY WORK
S1
Introduction
Introduction + Cost accounting
fundamentals
Reading
S2, S3,
S4
Info. for decision making
CVP analysis, Relevant cost
Reading + quiz
S5, S6
Info. for decision making
Full costing: traditional and ABC
Reading + quiz
S7,S8
Performance measurement
Divisional performance measurement
Reading + quiz
S9
Review session
Review session before mid-term exam
Exercises
S10,S11,S12
Budgeting
Operating and financial budgets
Reading+quiz/exer
12
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
S13,S14
Budgeting-control
Variance analysis
Reading+quiz/exer
S15
Strategic mangt. accounting Information technology, Dashboard
Reading + quiz
S16
Revenue management
Reading + quiz
Revenue management, Price optimization
The pedagogical approach relies primarily on problem solving as the main pedagogical tool.
Lectures cover theory by discussing the solution of homework and through exercises, where the teacher will expect students’
on-going commitment. Students are asked to get prepared for the class discussion by working through the required material
and by doing self-assessment and quiz before attending the course.
Tutorials deal with exercises and in-depth case studies. They involve teamwork.
Students are expected to attempt the remaining suggested exercises after the class. Complete solution to quizzes, exercises
and cases will be provided on the Blackboard website. It is students’ responsibility to go over the solutions to problems and
ask for assistance if needed.
All internet class communication will occur within the Blackboard communication tools including the Forum which is a great
place to post a question and get help.
The course deserves 100 to 120 hours of work (including the Harvard on-line course).
ASSESSMENT METHODS
ASSESSMENT % TOTAL MARK DETAILS
Prerequisite
10% malus if
failed
In
Financial
Accounting
(no bonus
passed)
if
Individual
MCQ
SCHEDULE
on-line
End Sept./beg Oct.
LEARNING OUTCOME
EVALUATED
HBP on-line course : first four sections
Sessions 1 to 4 included,
and
Mid-term
25%
Individual MCQ
Week 43
Work in
Tutorials
25%
Teamwork
Collected at random Topic of the involved session
Final Exam
50%
individual
Participation
10% bonus
all sections of HBP course except “Cash
flow statement”
See
M1BM All course
schedule
To individual students very actively participating in most class
discussions
READINGS
Atrill & E. McLaney–Management Accounting for Decision Makers – Pearson (8th ed. 2015 or 7th ed. 2012)
The textbook is supported by a valuable online tutorial and assessment solution, MyAccountingLab, whose regular use is
highly recommended.
The school electronic library provides an ebook version of this textbook.
EDHEC Programme rules are applicable.
Attendance will be checked. Late students will not be accepted.
13
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_CCO_MKG_649: MARKETING MANAGEMENT
NUMBER OF HOURS:
36 SEMESTER 1
COURSE COORDINATOR: Prof. Michael ANTIOCO, Olivier GUERREAU, Guergana GUINTCHEVA
COURSE OBJECTIVES
The purpose of this course is to provide participants with fundamental knowledge in marketing so as to successfully secure
and hold any marketing management position within a company.
In a context where marketing is often criticized for lacking (numerical) inputs, and sometimes even valid and reliable market
data, our aim in this class is also to insist on creating financially-viable solutions for the corporate partner, Procter
& Gamble, which will sponsor this fundamental marketing course.
More specifically, the objectives of this course are:
● To explain the role of marketing in the (global) organization and prepare participants to be responsible and wellinformed decision-makers
● To provide a deep understanding of the marketing concept and of its key components
● To develop the skills to design and implement a successful marketing strategy as well as to create customer and firm
value
● To establish guidelines for implementing operational marketing actions
● To become aware of how marketing evolves over time in a rapidly changing global environment
● To raise attention on the importance of quantitative information and marketing research in order to make informed
decisions
● To raise awareness of current developments in marketing research (relevant to marketing operations) in order to
create decision makers who can reinvent themselves during their career (i.e., increase their sensitivity to life-long
learning)
LEARNING OUTCOMES
Upon successful completion of this course, participants will be able:
● To describe what marketing is and what its role in the firm is (LO1)
● To understand the process of value creation from the perspective of customers, producers and society at large (LO2)
● To explain the strategic planning process (LO3)
● To precisely define a market (LO4)
● To identify appropriate methods for marketing research (LO5)
● To recognize the need for market segmentation & to propose a targeting and positioning strategy (LO6)
● To mix the different marketing tools and techniques (LO7)
● To design a marketing plan proposal (LO8)
● To integrate new knowledge for decision-making (LO9)
PREREQUISITES
None.
COURSE CONTENT
TUTORIAL
Intro
Tutorial 1
TOPIC
CONTENT*
PREPARATORY WORK FOR
THE CORRESPONDING SESSION
INTRODUCTION TO Marketing management
ALL PARTICIPANTS
Role of marketing in the firm (Nielsen None
Data introduction)
MARKETING
Corporate objectives
OBJECTIVES
AND Defining markets & short exercise None
ENVIRONMENT DATA Nielsen data
Scanning the environment
14
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Tutorial 2
MARKETING
RESEARCH
Tutorial 3
CONSUMERS
COMPETITORS
Tutorial 4
Marketing
research
Analyzing Collect company data on
consumer
markets
‘Surfing P&G (individually) Collect
Databases’: In-class exercises
environment data on your
market (individually)
Marketing
AND consumer
Analysis
research
Analyzing Collect consumer-related
markets Competitors data
on
your
market
(individually)
INTERNAL ANALYSES Internal analyses BCG
BCG & SWOT
SWOT
Applications for business
case presented in Tutorial 2 &
3 (Group presentations)
SEGMENTATION
Segmentation
Example of segmentation Marketing case presented in Tutorial 4
Strategy
(Group presentations)
Tutorial 6
STRATEGY
DEVELOPMENT
In-class Coaching session:
Strategy development –
Feedbacks
Tutorial 7
POSITION THE OFFER
Tutorial 8
DEVELOP THE OFFER
Tutorial
9
PRICE THE OFFER
Tutorial 10
PROMOTE
OFFER
Tutorial 5
Applications for business case
Group presented in Tutorial 5
Targeting and Positioning
case presented in Tutorial 6
Product Decisions Example from case presented in Tutorial 7
Research
Pricing Decisions
Example from Research
case presented in
Tutorial 8 (Group
presentations)
THE Promotion Decisions Example from case presented in Tutorial 9
Research
Tutorial 11
case presented in Tutorial 10
MAKE YOUR OFFER Distribution Decisions Example from (Group presentations)
AVAILABLE
Research
+ rehearsal presentation by
winning team
Closing
P&G case
Presentation by top teams to P&G
manager(s) and all M1 participants.
Total
1H30: All groups in the
Auditorium
36H00
Final
exam
All of the above
Date to be announced
2H00: Individual exam
15
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
*: some of the content will be delivered during in-class presentations/discussions managed by the professor, while
some of the content will require self-learning. This will be made explicit to participants before each tutorial.
This course aims at stimulating thinking, practical and interpersonal skills. Participants will learn about marketing with the
following teaching methods:
Lectures with presentations based on conceptual insights and real-life business examples as well as class discussions
Lectures with brief presentations of current marketing research relevant to marketing management practices
Real business case designed with Procter & Gamble supplying its most recent consumer panel data on one of their consumer
markets to be announced.
ASSESSMENT METHODS
ASSESSMENT
% OF THE
TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
The exam will consist of three
questions:
Exam
50 %
Mid-term Exam
25 %
Group assignment
25 %
1. A theoretical question
Date will be
2. A practical question
announced in
3. MCQ for pure knowledge class
testing
MCQ: reading the book of
reference is compulsory
Can consist of short
presentations throughout the
semester & (for all groups) a
final business report in a
PowerPoint format.
Date will be
announced in
class
Due date will be
announced in
class
LO1, LO2, LO3, LO4, LO7
LO1, LO2, LO3, LO4, LO5
LO5, LO6, LO8, LO9
READINGS
A compulsory reference book will be presented in the introductory session (*Intro* in the ‘course content’ table above) and
participants will have until tutorial 2 to purchase or get online access to the reference book.
The precise reference will be available on the slides of the ‘intro session’ posted on blackboard. Please check blackboard
regularly.
More detail on important chapters to read will be communicated in class but it is important to note that all parts of the book
that will be covered in class will be compulsory reading and subjected to exam questioning. Detailed references to book
chapters will also be made available on blackboard as soon as class starts.
Scientific articles presented in class on current issues in marketing related to the topics presented in the ‘course content’
section above are also exam material.
Laptop use is not permitted in class (except for your group presentations). Tablets (without an external keyboard) are
tolerated.
16
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_CCO_MGT_684: HUMAN RESOURCE MANAGEMENT
NUMBER OFHOURS: 36
SEMESTER 1
COURSE COORDINATOR:Lorraine UHLANER
COURSE OBJECTIVES
Companies’ human resources represent the most powerful form of capital for organizational success. Unfortunately, most
businesses fail to harness the full potential of their employees to create value because their people management practices
are sub-optimal. The objective of the course is to help participants understand how to partner with the HRM function in
order to implement people management practices that facilitate individual and organizational effectiveness.
LEARNING OUTCOMES
Understand the global business environment and how international business dynamics affect the HR-related decisions which
managers must make
Explain the practice of HRM as it relates to managers and employees in organizations.
Conduct a basic job analysis and apply this understanding of job requirements to other HRM systems including selection,
training, performance appraisal, and compensation.
Analyze and evaluate the effectiveness of HRM policies and practices.
PREREQUISITES
None.
COURSE CONTENT
CLASS, PROF, WEEK/HRS.
Introduction
Prof. UHLANER
TOPICS, READINGS, PREPARATORY WORK
Topics: Introduction to Human Resource Management
●
Why HRM is important to all managers
●
HRM trends
●
Strategic HRM
Week 36
Class readings:
[1.5 hours]
Dessler – Chapters 1-3
CM–1
Topics: Job Analysis; Personnel Planning, Forecasting & Recruitment
Prof. UHLANER
Week 37
●
Conducting a job analysis
●
Writing job descriptions
●
Identifying job specifications
●
Personnel planning and forecasting
●
Recruitment
[3 hours]
Class readings:
●
Dessler – Chapter 4-5
17
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
CM–2
Prof. UHLANER
Topics: Selection & Interviewing
●
Recruiting job candidates
●
Selection process, basic testing techniques
Week 38
[3 hours]
Class readings:
●
TD–1
Application cases:
●
Profs. BERNHARD, COISNE,
Tutorial will be based on Save the Children, a video case to be shown in class. It is very
important that you attend the lecture and review the student instructions before attending
UHLANER, VERKINDERE
your tutorial.
Week 39
CM–3
Prof. COISNE
Week 39
[3 hours]
Topics: Teams and Team Diversity
●
Introduction to group dynamics
●
The importance of Teams
●
Managing team diversity
●
Managing organizational change through teams
Class readings:
●
Dessler – Chapter 8 Application
cases:
●
Case materials will be posted on BB. Please read PP slides and supplemental
documents in advance of the tutorial and come prepared to work in groups in class for
TD-2
the TD.
Profs. COISNE, PRADIES,
UHLANER, VERKINDERE
Weeks 41-42
[3 hours]
CM–4
Prof. BERNARD
Week 40
Topics: Motivation and Remuneration Management
●
Introduction to motivation
●
Financial and Nonfinancial rewards
●
Setting up a proper compensation system
18
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
[3 hours]
Class readings:
●
CM–5
Prof. LANGUILAIRE
Topics: Individual and Organization Performance
●
Individual Performance: Its measurement and appraisal methods
●
Group Performance
●
Organization performance and organization effectiveness
Week 45
[3 hours]
TD–3
Required reading before class:
Profs. LANGUILAIRE,
●
Dessler – Chapter 9
VALCOUR, VERKINDERE
●
Case materials will be posted on BB -- All material is posted on BB. Please read PP slides
and supplemental documents in advance of the tutorial and come prepared to work in
Weeks 45, 47
[3 hours]
CM–6
Prof. BERNARD
groups in class for the TD.
Global HRM and OB: Part I
●
differ in the global context.
Week 47
[3 hours]
Class readings:
●
CM–7
●
[3 hours]
To be announced
Global HRM and OB: Part II
Prof. PICHLER
Week 48
Select topics will be examined from the previous five lectures with respect to how they may
Select topics will be examined from the previous five lectures with respect to
how they may differ in the global context.
Class readings:
●
To be announced.
TD–4
Profs. BERNHARD, PICHLER
VERKINDERE,
Application cases:
●
Weeks 48
consult Powerpoint slides and posted videos in advance. You will work in
[3 hours]
Closing
Prof. Uhlaner
groups during the tutorial.
Topics: Wrap-Up of Human Resource Management and OB
●
Week 49 – 1.5hours
To be announced. All material is posted on Blackboard. Please read case,
Review of key topics for the final exam
19
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
A combination of the following teaching methods and tools will be used in this course:
Lectures (“CM” or ‘Cours Magistraux’)—There will be 7 main lectures in the. Lectures will last 3 hours and will be comprised of
double cohorts at each session (approx. 400). Students should come prepared with the necessary readings done in advance
and arrive on time. Professors will generally make the lecture slides available to the class for each lecture. The use of laptops
during class time is at the discretion of each professor.
Tutorials (“TD” or ‘Travaux Dirigés’)—There will be a series of 4 tutorials during the course. These will follow the content
from the lecture topics and be conducted over 3 hours. Each tutorial will consist of a cohort of approximately 80 students.
Students will be asked to prepare in advance case studies and other material, then work in class within groups of 5
students. Professors will be responsible for forming the student groups. Note: Attending and participating in the
tutorials is absolutely necessary to complete the course successfully.
The professors will take individual attendance during each tutorial class.
ASSESSMENT METHODS
Your final grade will be determined by your performance on each of the following course components:
Class Participation
(tutorials)
40%
Mid-term Exam
Final Exam
TOTAL COURSE GRADE
30%
30%
100%
Class Participation (tutorials) (40% of grade)
While attending both lectures and tutorials is essential, participating in the tutorials is an integral part of this course.
Participating actively helps you to master the course material, maximize its application to the challenges you will face in your
professional life, demonstrate your learning, and facilitate the shared learning of all students.
Tutorial grading. Each individual student will receive a group-level grade for their participation and work product in all 4 of
the tutorial sessions. Tutorials will mainly be evaluated based on group presentations. Grades are based on a possible
maximum of 5 points per TD. The evaluation scale can range from: 0 (absent/disruptive), 1 (poor), 2 (fair, but needs work),
3 (good/pass), 4 (very good), 5 (excellent). The final class participation grade is determined from an aggregate of the
tutorial grades, out of a possible maximum 20. Please note that if you do NOT have an excused absence for any of
the tutorials, you will have a ‘0’ averaged into your grade!
[Example: IF TD 1= 3; TD 2= 4; TD 3= 0 (unexcused); TD 4= 3, then
grade for Class participation = 10/20]
Mid-term Exam (30% of grade) October 23, 2015
In order to give students interim feedback on their individual knowledge of HRM concepts, there will be a mid-term exam. You
will complete the exam individually. The use of textbooks and outside material will not be permitted.
Exam format. The exam will be based on the lectures the Intro, Sessions 1-4, plus associated reading assignments and tutorial
content. The exam will consist exclusively of a combination of both essay and multiple-choice questions.
Final Exam (30% of grade)
Your knowledge of HRM concepts acquired throughout the course will be tested with a comprehensive final exam at the end
of the course. The exam will be held shortly after the last class. You will complete the exam individually. The use of textbooks
and outside material will not be permitted.
Exam format. The exam will be based on the content of the entire course (readings, lectures and tutorials). Generally, the
exam will consist of multiple choice questions.
READINGS
COMPULSARY (Tentative: Readings will be updated before the start of the term. Reading below based on 2014- 2015 syllabus).
Required Textbook: Human Resource Management, 14th ed., Gary Dessler (Pearson Education Limited 2013)
Some copies of the textbook are available in the EDHEC library. The textbook will also available for purchase via Pearson at a
reduced rate. (consult ‘Books’ in Blackboard for details).
20
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_LVX_LV2_ALL_600: ALLEMAND
NUMBER OF HOURS: 18 SEMESTER 1
COURSE COORDINATOR: MONIKA BOURBIGOT
COURSE OBJECTIVES
Vertiefung der allgemeinen Deutschkenntnisse
Verbesserung der praktischen Kommunikationsfähigkeiten
Erweiterung wirtschaftsbezogenen Wortschatzes und wirtschaftsbezogener Themen
LEARNING OUTCOMES
Die Aspekte einer Unternehmensgründung kompetent zu erörtern
Geschäftsverhandlungen strukturiert und zielgerichtet zu führen
Produkte und Leistungen wirkungsvoll präsentieren zu können
In Besprechungen und Diskussionen überzeugend zu argumentieren
Effizient und professionell zu kommunizieren (persönlich, telefonisch und schriftlich)
PREREQUISITES
Die Studenten sollten die Grammatik und die Syntax der deutschen Sprache, sowie das im Bachelor-Kurs erlernte Vokabular
beherrschen und mündlich in der Lage sein, 10 Minuten frei über ein vorgegebenes Thema zu sprechen (Mittelstufe : Niveau
B2 GER).
COURSE CONTENT
WOCHE
THEMEN
1
Firmengründern und Businessplan
2/3
Produktpräsentationen
4/5
Telefonieren
6/7
Fragebogen
8/9
Telefonmarketing
10/11
Handelskorrespondenz
12
AGB & Zählungsbedingungen
Praktische Übungen, Internetrecherchen, Hörverständnisübungen, Spiele, Simulationen, Ergänzende Lernmaterialien auf der
Lernplattform Blackboard.
ASSESSMENT METHODS
5 Noten pro Semester (5 x 20 %):
2 schriftliche Noten
2 mündliche Noten
1 Mitarbeitsnote.
READINGS
Wirtschaftswoche (http://www.wiwo.de)
Deutsche Welle (http://www.dw-world.de)
Focus (http://www.focus.de)
Tatsachen über Deutschland (http://www.tatsachen-ueber-deutschland.de).
Anwesenheitspflicht
21
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Zur Erreichung des Studienzieles wird die Anwesenheit der Studierenden in allen Lehrveranstaltungen erwartet. Bei mehr als 2
unentschuldigten Abwesenheiten, reduziert sich die Gesamtsemesternote um 1 Punkt.
22
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_LVX_LV2_ARA_606: ARABE LV2 S1
SEMESTRE 1
RESPONSABLE DU COURS : BACHIR DAHMANI
OBJECTIFS DU COURS
Consolider et accroitre les compétences en langue arabe, aussi bien en lecture qu’à l’écriture.
OBJECTIFS D'APPRENTISSAGE
A l’issue de ce cours, l’étudiant sera capable de :
- bien maîtriser certaines difficultés notamment les temps verbaux.
- Analyser des textes
- Tenir une conversation en arabe moderne.
- De bien maitriser le lexique moderne
PRE-REQUIS
Prendre en compte les connaissances antérieures des élèves pour intégrer progressivement de nouvelles informations et
de nouvelles compétences. Un bon niveau en langue arabe.
CONTENU DU COURS
Semaine
Sujet
Contenu
Travail préparatoire
Etude de la structure
phrastique. Mise en
parallèle d’usages
lexicaux et de structures
syntaxiques entre le
français et l’arabe visant à
éviter des calques et des
interférences.
1
Thème et version
2
Etude de textes.
Morphologie. Grammaire
3
Etude de textes
4
Etude de textes
Le thème à ce niveau là
est le meilleur moyen
d’assurer la fixation des
notions grammaticales et
du vocabulaire. Il a paru
nécessaire d’introduire
quelques mots nouveaux
à chaque cours en
revenant inlassablement
sur le vocabulaire des
cours précédents.
De distinguer les parties Recherche sur les thèmes du cours
du discours en arabe :
suivant.
substantifs, adjectifs, etc. ;
Comprendre les
problèmes d’actualités
arabes : politique.
Recherche sur les thèmes du cours
suivant
Utilisation des
prépositions
Recherche sur les thèmes
du cours suivant
23
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
5
Eude de textes
Acquisition de structures
complexes de la langue
arabe
suivant
6
Eude de textes
Comprendre les
arabes : économique.
suivant
7
Etude de textes
Comprendre les
arabes: sociale
suivant
8
Etude de textes
Les retombées de la
civilisation arabomusulmane en Occident
Introduction à la
composition et au
fonctionnement des
sociétés arabomusulmanes
contemporaines :
Approche historique et
géographique. Qatar et
EAU.
9
Introduction à la
composition et au
fonctionnement des
contemporaines :
10
11
Approche géopolitique
L’économie du Monde
arabe : pétrole et gaz
Etude de textes
économique
Lecture
suivant.
suivant.
du cours suivant.
METHODES PEDAGOGIQUES
Les méthodes pédagogiques sont nombreuses et variées pour transmettre un savoir. Celles que nous adoptons dans
notre travail sont les suivantes :
● Méthode démonstrative ;
● Méthode active ou de découverte.
METHODES D'EVALUATION
EVALUATION
% DE LA NOTE
GLOBALE
DÉTAILS
DURÉE
Participation,
assiduité, présence
en cours
20%
Ecrit 1
20%
Une demi-heure
Ecrit 2
20%
Une demi-heure
Oral 1
20%
Pendant le cours
Oral 2
20%
Pendant le cours
OBJECTIF
D’APPRENTISSAGE
ÉVALUÉ
Connaissance du
cours précédent
LECTURES
24
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
●
●
●
●
●
●
●
GUIDERE, M. Manuel de traduction français/arabe, arabe/français, Thème, version, rédaction, exemples,
exercices, textes corrigés. 2ème éd. Paris : Ellipses, 2005.
HAJJAR, J.-N. Traité de traduction. Beyrouth: Dar al-Mašriq, 1972.
HECHAIME, C. La Traduction par les textes. 3ème éd. Beyrouth : Dar al-Mašriq, 2002.
MATAR, A. La Traduction pratique. 9ème éd. Beyrouth : Dar al-Mašriq, 2003.
MATAR, A. Exercices d’Application de la Traduction Pratique. Beyrouth: Dar al-Mašriq, 1986.
REIG, D. La Conjugaison arabe. Paris : Maisonneuve & Larose, 1983.
REIG, D. As-Sabil. (dictionnaire arabe-français/ français-arabe), Paris : Larousse, 1986.
REGLES D'ABSENCE ET DE PLAGIAT
Les absences qui ne sont pas justifiées = - 1 pour chaque absence.
Le plagiat est strictement interdit. Travail plagié = 0. L’étudiant sera sanctionné administrativement.
25
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_LVX_LV2_CHI_610: CHINOIS
SEMESTRE 1
RESPONSABLE DU COURS : ALICE ZHANG
OBJECTIFS DU COURS
Perfectionner les compétences écrites et orales dans une situation d'entreprise.
Développer la compréhension orale et l'expression écrite des structures de vie quotidienne.
A l’issue de ce cours, l’étudiant sera capable de:
Perfectionner les compétences d’écrites et orales dans une situation d’entreprise ;
Développer la compréhension orale et l’expression écrite des structures de vie quotidienne ;
Développer la compétence de communication.
PRE-REQUIS
Avoir suivi minimum 300h de cours chinois
CONTENU DU COURS
WEEK
TOPIC
CONTENT
PREPARATORY WORK
Week 1 et 2
Economie de Shanghai et
Vocabulaire et grammaire le développement de
Lecture et compréhension
Pudong la vie d'entreprise
Week 3 et 4
Ecouter et lire
Lecture compréhension
La culture des Chinois
Synthèse de documents.
Week 6 et 7
Ecrire vocabulaire
Les habitudes des Chinois Rédaction
et la cuisine chinoise.
Week 8
Les jeux olympiques et l’
Vocabulaire et grammaire exposition universelle de
Shanghai
Week 9
Contrôle oral
Vocabulaire
Place de la Chine dans le
monde
Week 10 et 11
Vocabulaire et lecture
Les investissements
chinois à l’étranger à
travers l’exemple de la
France et de l’Afrique
Week 12
Examen écrit
vocabulaire et grammaire Révision générale
Lecture de documents
Travaux dirigés
26
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
SCHEDULE
Écrit 1 20% Ecrit 2
20%
Examen final
80%
1h30
LEARNING OUTCOME
EVALUATED
Atteindre les objectifs
Oral1 20% et orle 2
20%
Présence et
participation
20%
Participation en
Cours
LECTURES
Revue de presse ;
Businese Chinese Li li ,ding anqi( 2002) : beinjing da xue
Ni shuo ba( livre utilisé en cours) Arnaud Arslanul, Claud Lamouroux, Isabelle Pillet (2012) paris :didier
Business Chines 500 phrases ( liu yanhui, liu yeqing) 2008 sinolingua Bei jing.
27
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_ESP_3608: ESPAGNOL
SEMESTER 2
COURSE COORDINATOR: ALEXANDRE CARON
COURSE OBJECTIVES
Confrontar al lenguaje del mundo de la empresa y la interacción entre ésta y sus consumidores. Adquirir el vocabulario y
las capacidades lingüísticas necesarias para negociar en un entorno intercultural. Aprender a conocer el IBEX 35 y
cotizar en la Bolsa de Madrid. Dar los conocimientos necesarios sobre la selección, la captación y la contratación en el
contexto empresarial, así como las relaciones posteriores con compañeros y superiores. Trabajar sobre la actualidad y
tener una reflexión enriquecida.
LEARNING OUTCOMES
Al final del curso, el estudiante será capaz de:
1. Confrontarse al mundo laboral español y latinoamericano ;
2. Negociar, organizar reuniones de trabajo en un entorno intercultural (América latina) ;
3. Debatir sobre temas diversos y expresar sus opiniones de manera muy rigurosa (nuevos métodos para debatir:
speednetworking…)
PREREQUISITES
Nivel B2-C1 (CEFR).
COURSE CONTENT
WEEK
TOPIC
CONTENT
PREPARATORY WORK
1
Clase de vuelta.
Vuelta sobre el año 2014 +
Quizz de conocimientos
económicos
Preparación de los ejercicios
2
Bolsa de Madrid
Análisis / Comentario de
textos + vocabulario
específico (jerga financiera)
Presentación e inscripción al
juego en línea «La Bolsa virtual»
Negociación Intercultural
Aprender a negociar en un
entorno intercultural
(estrategias + protocolos)
Lectura de textos + Visionado de vídeos
3/4
5
El sector de la Distribución 1 El caso Mango
6
Taller creativo
7 /8 /9
Examen oral
10
El sector de la Distribución 2 El caso DIA
11
Examen escrito
12
Conclusiones del juego
«Bolsa Virtual»
Preparación del examen oral
Simulación de negociación
intercultural
Lectura de textos +
+ Visionado de vídeos
Preparación del examen
escrito
Preparación de la
presentación sobre la Bolsa
Presentación en grupo de la
cartera + estrategia de
inversión
Se planteará un curso estructurado en sesiones interrelacionadas, tanto en el plano de los conocimientos económicos
como en el lingüístico.
28
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Se tratará en las clases con la misma intensidad la lengua oral y escrita, la comprensión y la expresión, la creación y la
comunicación.
El planteamiento del curso deberá ser interactivo, mezclando el trabajo sobre documentos escritos y audiovisuales,
individual y en grupos, los debates, las exposiciones orales...
ASSESSMENT METHODS
ASSESSMENT % OF THE TOTAL DETAILS
MARK
SCHEDULE
LEARNING OUTCOME
EVALUATED
40 %
dos notas (20% cada una):
un escrito en clase + un
Duración variable
trabajo escrito en grupo
relacionado con la
presentación oral
Comprensión y expresión
escrita.
Oral
40 %
Dos notas (20% cada una):
una presentación
«Conclusión de la inversión
Duración variable
bursátil » + una
(de 15’ a 30’)
presentación sobre unos
hechos de actualidad que
tienen que comentar
oral.
Participación
20 %
Escrito
participación durante las
clases
expresión oral.
READINGS
Los estudiantes recibirán al principio del semestre un manual creado especialmente para ellos.
También recibirán un acompañamiento elearning especial en Blackboard®.
A partir de la segunda ausencia sin justificación, se quitará un punto a la media del semestre.
29
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_LVX_LV2_HEB_607: HÉBREU
SEMESTER 1
COURSE COORDINATOR: ILANIT BEN-DOR DERIMIAN
COURSE OBJECTIVES
Deepening of the verbal structure, especially the 'weak verbs' ;
Deepening of the grammatical forms : nouns with a following genitive prepositions and nouns with pronominal suffixes ;
Special syntaxic forms ;
Readings on texts from the press.
LEARNING OUTCOMES
Good view of the syntax allowing the comprehension of texts of a good level ;
Increasing capacities for oral productions ;
Good knowledge of political and cultural aspects of Israël.
PREREQUISITES
Good practice in oral and written expression.
COURSE CONTENT
The course will be made of the following activities :
Work on texts from the press.
From different texts :
Systematical approach of the vocabulary learnt in the texts ;
Learning of the foundamental language structure ;
Written and oral expression.
ASSESSMENT METHODS
Participation : 25 % Oral assessment : 25 %
Written assessment : 25 %
Final written assessment : 25 %
READINGS
Textbook (to be determinated).
Le verbe hébreu en action – B. DONNET-GUEZ, Ed VéraPax. Grammaire de l’Hébreu – B. DONNET-GUEZ, Ed VéraPax.
30
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_ITA_3609: ITALIEN
SEMESTER 2
COURSE COORDINATOR: LUISIANA NASO
COURSE OBJECTIVES
Situare l’Italia nel contesto internazionale: analisi dei principali settori dell’economia italiana. Che cos’è il made in Italy? Il
management all’italiana. Imparare l’arte di negoziare con gli italiani
LEARNING OUTCOMES
Al termine di questi corsi, gli studenti saranno in grado di:
● Sapere qual è il ruolo dell’Italia nel contesto internazionale
● Consolidare le loro conoscenze dell’economia italiana
● Negoziare con gli italiani
● Perfezionare l’espressione orale
● Essere al corrente dell’attualità italiana
PREREQUISITES
Livello B2
COURSE CONTENT
WEEK
TOPIC
Primo corso
Il settore primario
Secondo corso
L’industria
agroalimentare
l’esportazione
CONTENT
L’agricoltura ieri ed oggi.
Testi di attualità
Studio di questo settore.
e Il
made in Italy. Analisi di
tabelle
Studio di tabelle.
Esportazione. La
contraffazione. Video:
Saviano sulla
contraffazione
Terzo corso
Il settore tessile
Quarto corso
Che cos’è il Made in Italy
?
Quinto corso
Il management italiano
Sesto corso
Settimo corso
Che cosa ingloba questa
espressione? Nuove
procedure per
proteggere il marchio
PREPARATORY WORK
Studiare tutti i testi
sull’agricoltura. Cercare il vocabolario e
saperli presentare all’orale
Preparare testo sulla
contraffazione dei prodotti alimentari
italiani
Riassunto e commento di un video sulla
contraffazione (circa 250300 parole)
Studiare il testo: Manager umanisti
Differenze tra il nord ed il Preparare a casa il testo
sud dell’Italia
« Le differenze invisibili »
Come sono visti i
Come negoziare con gli manager italiani
italiani?
all’estero. Come
comportarsi durante una
negoziazione
Le scelte di Alessandro
Esempi di manager di Benetton. Studio del
successo
testo. Commenti.
Domande sul testo
Traduzione dal francese all’italiano
Preparare articolo
sull’occupazione delle donne e video sui
giovani di oggi (i Neet)
31
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Gioco di ruolo 1
Tema: L’occupabilità
delle donne e dei giovani
oggi (4 personaggi).
Riunione
Gioco di ruolo 2
Riunione al centro di
Preparare il tema del turismo sostenibile.
accoglienza di Lampedusa Imparare il vocabolario
(4 personaggi)
Decimo corso
Gioco di ruolo 3
Riunione: Come
sviluppare il turismo in un Preparare il tema sul bullismo
piccolo paese del Sud (4
personaggi)
Undicesimo corso
Gioco di ruolo 4
Video sulla violenza dei
giovani (you tube). Il Prepararsi per il compito
bullismo (4 personaggi)
Dodicesimo corso
Compito in classe
Ottavo corso
Nono corso
Preparare il tema
dell’immigrazione
sull’immigrazione
e
visionare
video
Articoli di stampa, documenti audio e video. Minicasi, simulazioni, giochi di ruolo
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
2 compiti scritti
40%
Ogni compito 20%
1h30
Espressione scritta
2 orali
40%
Ogni orale
10-15 mn
Espressione
orale/comprensione orale
Partecipazione
20%
Presenza+part.orale
READINGS
Compulsory: La stampa italiana : L’Espansione, L'Espresso, ItaliaOggi, La Repubblica
Recommended: Lo Stato dell’Italia », Il Saggiatore, Ed. Mondadori.
«L’Italia geoeconomica », Utet Libreria.
«Le management à l’italienne », F. Vidal.
«L’Italie », collection Guide d’affaire du CFCE.
«Communiquer avec ses partenaires européens », Christian Maréchal, Nathan.
32
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_JAP_3613: JAPONAIS
SEMESTER 2
COURSE COORDINATOR: FUMIKO SUGIE
COURSE OBJECTIVES
To understand Japanese used in everyday life and in business situations
LEARNING OUTCOMES
● Read and understand written materials with specific contents concerning everyday topics
● Grasp summary information such as an newspaper headlines
● Read slightly difficult writing encountered in everyday situations and understand the main points of the content if some
alternative phrases are available to aide one’s understanding
● Listen and comprehend coherent conversation in everyday situations, spoken et near-natural speed, and follow their
contents as well as grasp the relationships among the people involved
PREREQUISITES
Basic Japanese corresponding to the JLTP (Japanese-Language Proficiency Test) N4 or CEFR (Commun European Framework of
Reference for Languages) A2/B1
COURSE CONTENT
WEEK TOPIC
CONTENT
PREPARATORY WORK
Dealing with illness, Doctor and
hospital, Staying healthy, Fitness
activities
Expressing reasons, Expressing actions in
progress and habitual actions, Expressing Indicate in class
hearsay, Using causatives
2
Nature, Recycling, Japanese
festivals
Expressing temporal relations, Expressing
desires, Expressing simultaneous actions
Expressing ease and difficulty
Expressing conditions, Expressing
alternate actions, Expressing appearance
3
Television and mass media in the
information age, Hi-tech, The pros
and cons computers
1
Expressing dates
(Mid-term)
Expressing experiences, Expressing
things that happened against one’s will,
Expressing purposes, Using causative
passive
4
Part-time jobs, Writing a resume,
Career choices
5
Place to see, Gift to buy, Thanks to Expressing others’ desires, Expressing
give, Memoires to preserve
convictions, Using verbs of giving and
receiving, Using interrogatives
6
Final exam
Textbook “Doraemon no dokodemo nihongo” and materials given in class.
33
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
ASSESSMENT METHODS
ASSESSMENT % OF THE
TOTAL
MARK
DETAILS
SCHEDULE LEARNING OUTCOME
EVALUATED
Discussion about some topics :
Being able to
Mid-term
20
(speaking)
Mid-term
20
SEMESTER 2
10min
“An investment project in Japan from
France”, “A investment project in France
from Japan” (depending on the student’s
interest and speciality)
Writing abstracts about topics that student
have chose for the final exam
understand and express
relatively complex thoughts.
Home work Being able to use some kanji
(writing)
Final exam
20
Presentation of topics
10min
(speaking)
Final exam
20
Presentation
Being able to analyse
and argue about some ideas and
proposals.
Home work Being able to use kanji
(writing)
Participation
20
READINGS
Recommended readings: Japanese newspapers for children on the web
Students are not allowed to miss more than one class session without justification.
34
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_LVX_LV2_POR_605: PORTUGAIS
SEMESTRE 1
RESPONSABLE DU COURS : EDUARDO GARGIONI
OBJECTIFS DU COURS
En plein essor socio-économique, le Brésil est devenu une puissance et a pris une position de leadership sur la scène mondiale
en attirant des investissements, personnes et entreprises étrangers qui y voient des nouvelles opportunités d’affaires.
L’apprentissage de la langue et de la culture brésilienne est un défi à tout étranger voulant y faire des affaires ou s’y installer,
ainsi que pour les étudiants souhaitant faire un échange ou stage sur place. Le cours de langue portugaise, qui est également
axé sur la culture brésilienne, a comme but principal la communication avec les natifs, non seulement par la connaissance de
langue mais aussi les us et coutumes du pays.
A l’issue de ce cours, l’étudiant sera capable de :
Suivre une intervention sur des sujets abstraits ou complexes, même hors de son domaine ;
Comprendre avec aisance une émission radiodiffusée, télévisée, un film et reconnaître l’implicite ;
Faire une présentation sur un sujet complexe et parvenir à une conclusion appropriée, s’exprimer avec aisance, suivre et
participer avec aisance à une discussion ;
Comprendre sans difficultés des textes longs et complexes dans le domaine de la vie sociale, du travail ou universitaire avec
l’utilisation éventuelle d’un dictionnaire ;
Ecrire des textes bien structurés, prendre des notes détailles, résumer des textes longs ; maintenir un très bon degré de
correction grammaticale.
CONTENU DU COURS
SEMAIN SUJET
E
CONTENU
Introduction sur le Brésil, le présent et les perspectives
pour le futur avec un court-métrage sur le pays.
Discussion, échange d’idées, conclusions.
1-
Introduction
2-
Révision sur les
temps
3-
Présentation
orale
4-
Activité
Introduction grammaticale du présent du subjonctif à
grammaticale sur travers un texte sur le monde des affaires, activité pratique
le subjonctif
sur les expressions qui demandent l’utilisation du
subjonctif.
5-
6-
TRAVAIL PREPARATOIRE
Révision grammaticale des temps du présent, passé e
futur ainsi que les prépositions à travers la compréhension
de textes écrits sur le Brésil.
Présentation en binôme sur un thème d’actualité au Brésil. Préparation d’un
Après chaque présentation un court débat sur le thème
court exposé sur un thème
pour échange d’idées et conclusions.
d’actualité au Brésil
L’environnement
et le
développement
L’environnement, le développement durable : enjeu
d’importance majeur dans le monde actuel. Le point de
vue d’un pays émergent, ses choix économiques et
Lecture d’un texte
sur le développement
durable
politiques. Présentation, discussion, lecture de textes.
durable
Le conditionnel
Le conditionnel pour exprimer la politesse, les conseils, le
désir, l’imaginaire. Activités, jeux de rôle qui incitent les
étudiants à parler de leurs souhaits.
35
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
7-
Un court-métrage sur le recyclage, qui est aujourd’hui un Un texte de la
Le recyclage : un enjeu économique d’une grande importance dans les pays presse sur le recyclage et
enjeu
émergents. Créateur d’emplois et en plein essor, le
ses enjeux économiques
économique
recyclage absorbe une grande main d’œuvre. Discussion,
perspectives pour le futur.
8-
Le subjonctif futur Le futur et le passé du subjonctif/l’hypothèse a travers des
et passé
activités et textes pour exprimer le souhait.
9-
Le tourisme
Court-métrage sur le tourisme au Brésil. Son importance et
les enjeux que cela représente pour le pays. Débat sur les
possibilités de développement du secteur.
Activités de compréhension de différents types de discours oraux à partir de documents authentiques vidéo et audio, Activités
d’expression orale en différents contextes : exposés, débats, entretiens d’embauche… Lecture et réflexion sur des thèmes
variés : société, affaires, marketing, politique, environnement… Production de documents, résumés, analyse et synthèse de
textes.
EVALUATION
% DE LA
NOTE FINALE DETAILS
Oral 1
20%
Présentation orale sur un thème
ayant rapport avec le Brésil
Environ 10/15
minutes par
étudiant
1à4
Oral 2
20%
Présentation orale sur un thème
économique
Environ 10/15
minutes par
étudiant
1à7
Ecrit 1
20%
Une recherche en forme de dossier
en rapport au Brésil, ses régions, les
particularités de chaque région.
1à 4
Ecrit 2
20%
Présentation Ecrite sur un thème
économique :le développement
durable, le recyclage, le tourisme.
1à7
Participation
20%
Ici est évaluée la participation de
chaque étudiant à toutes les activités
proposées au cours du semestre
1à9
DUREE
OBJECTIF
D’APPRENTISSAGE EVALUE
LECTURES
Obligatoires :
Harumi de Ponce, Maria. Andrade Burin, Silvia. Florissi, Susanna. 2012. Bem-Vindo – A língua Portuguesa no Mundo da
Comunicação. Editora SBS
Péret Dell’Isola, Regina Lucia. Apparecida de Almeida, Maria José. 2008. Terra Brasil – Curso de Língua e Cultura. Editora
UFMG.
De Ponce, Arumi. Burim, Silvia. Florissi, Susanna. 2006. Panorama Brasil – Ensino do Português do Mundo dos Négocios.
Editora Galpão.
36
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_LVX_LV2_RUS_601: RUSSE
SEMESTRE 1
RESPONSABLE DU COURS : TATIANA TRANKVILLLITSKAIA
OBJECTIFS DU COURS
Approfondir les connaissances du russe ; Développer les aptitudes à la communication ;
Compréhension de la Russie contemporaine économique et sociétale.
Les étudiants doivent savoir :
faire un exposé écrit en Russe /2 pages/ ;
réciter les textes portant sur l’économie, les finances, le mode de l’entreprise
être capable de présenter un exposé oral de 15 minutes à partir des sujets étudiés.
PRE-REQUIS
La maîtrise du russe des affaires (niveau B1/B2 ou plus)
Notion de la géopolitique et du monde industriel russe contemporain.
Il convient pour suivre avec profit le cours de Master de connaître le lexique commercial du niveau Bachelor et maîtriser les
principaux codes de la géopolitique et du monde industriel russe contemporain.
CONTENU DU COURS
WEEK
TOPIC
CONTENT
PREPARATORY WORK
S1 1-12
Langue des affaires, CV
Textes (presse, manuels), Vocabulaire à apprendre,
exercices, exposés
traduction, recherche sur internet
Analyse des textes (écrite et orale)
Travail en groupe pour les exercices oraux (questions-réponses, discussions) Travail sur Internet en cyrillique
Travaux dirigés sous forme d’exercices écrits et oraux
ASSESSMENT
% OF THE TOTAL
MARK
Participation
20 %
Évaluation Orale
40 %
Évaluation Ecrite
40 %
DETAILS
SCHEDULE
LEARNING
OUTCOME EVALUATED
2 évaluations à 20 %
chacune
chacune
LECTURES
Articles de presse en russe et en français sur la Russie
L. Klobukova (réd.), Russkij jazyk dlja èkonomistov, Moscou, Russkij Jasyk, Kursy, 2012, 160 p. (extraits)
S. Derjagina (réd.), V gazetah pišut, Moscou, Russkij Jasyk, Kursy, 2012, 280 p. (extraits) Sites Internet en russe sur les
actualités en Russie
37
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_CCO_MGT_641: BUSINESS GAME CAPSTONE GLOBAL BUSINESS
SIMULATION
NUMBER OF HOURS: 36
SEMESTER 1
COURSE COORDINATOR: CHRISTINE COISNE
COURSE OBJECTIVES
CAPSTONE is a three-day business simulation aimed at the following objectives:
To incorporate the challenges of business development into cross-functional decisions
To assess the relative importance of finance, marketing, R&D and management capabilities
To monitor team dynamics and reflect on one’s learning process and contribution
LEARNING OUTCOMES
Devise a competitive strategy and implement it
Identify drivers of managerial success
Optimize financial, marketing, R&D and management tools
Make ethical decisions
Report on team building and strategic capabilities
PREREQUISITES
Accounting, corporate finance, marketing and strategy fundamentals
COURSE CONTENT
DAY
TOPIC
CONTENT
PREPARATORY WORK
1
Define a strategy
Strategic analysis
Pre-work
2
Implement it
Finance, marketing,
business ethics
Strategic report
3
Reflect on implementation
Performance analysis
Learning report and team
effectiveness
Computer-based simulation Learning by doing
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
Pre-work (individual) 30%
Simulation (groups of
50%
6 to 8 students)
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
Completion of
rehearsal tutorial and 3 weeks before
situation analysis
LO1
6 multiple decision
rounds
LO3
LO2
During simulation
LO4
Final exam
20%
(individual)
18 questions
On completion of
simulation
LO1
LO3
38
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Learning report
Minus when not
completed
1 page Word doc
On completion of
simulation
LO5
ASSESSMENT METHODS
Compulsory: CAPSTONE TEAM MEMBER GUIDE
39
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BLM_S1_CCO_4407: PITCH ACADEMY
SEMESTER 1
COURSE OBJECTIVES
Due to increasingly varied communication channels and extending networks, students might easily get the opportunity to
briefly present themselves and/or ongoing academic work to various stakeholders. The ability to promote oneself in a concise,
but yet impressing and specific way is of paramount importance to business students who need more than ever to stand out
from the crowd. In other words, pitching is a key competency that every student should discover, develop and hone following
his or her own pace and in harmony with his or her personality.
LEARNING OUTCOMES
Exercise pitching skills through 4 e-learning modules
Benchmark pitching skills within a small cohort of peers during evaluation session in order to apply pitching skills to real-world
business challenges
PREREQUISITES
TOEIC: 815
COURSE CONTENT
WEEK
1 Module 1
2 Module 2
TOPIC
Critical analysis
Verbal communication
3 Module 3
Non-verbal
communication
4 Module 4
Salesmanship
CONTENT
General aspects of critical
thinking"
Critical thinking and creativity
Critical thinking in
pitching
PREPARATORY
WORK
None
Definition of pitch and
component parts
Rhetorical
Tradition
and
Rhetorical Triangle
Audience Role and Power of Module 1
Language
Mehrabian’s equation
The power of nonverbal
communication
Module 2
Leakage hierarchy
Para-verbal : voice pitch, pace
and volume
Understanding who your
audience is
Module 3
Adjusting to your audience
The power of asking:
Reaching your objective
40
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Self-paced video lectures created by EDHEC faculty
Individual assessments and related feedback
Collaborative feedback
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
SCHEDULE
Completion of Elearning modules
50%
Pass mark in each of Before
the quizzes
session
Oral evaluation
3-minute pitch
evaluated
by
assessors
50%
LEARNING
OUTCOME EVALUATED
evaluation Acquisition of
rhetorical concepts and techniques
In
November- Proficiency in pitching
2 December
READINGS
Web pages with videos and texts
References will be provided within the e-learning modules
41
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR INTERNATIONAL
STUDENTS
NUMBER OF HOURS: 30
SEMESTER 1
COURSE OBJECTIVES
To become familiar with the specifics of the French economy and business history. To study French businesses with a focus on
governance.
To study the long term development of French businesses with a focus on leadership, management styles and practices.
To compare and contrast various French companies in the context of the strategic development of the French economy
To reflect on the impact of Americanization and the European integration on French business practices
LEARNING OUTCOMES
identify and speak knowledgeably about the business history of France
understand the complexity of the evolving environment of French corporations, the role of institutions and individuals.
understand the origins and the evolution of management practices and tools and the national differences
develop an understanding of the role of entrepreneurs in the globalization phenomenon
apprehend the stakes of governance and succession issues faced by French companies
recognize and describe corporate cultures and leadership styles in French contemporary business
PREREQUISITES
Three years of general business courses or Bac + 3 Business Administration.
COURSE CONTENT
The long view: 19th and 20th century major trends in the economic development of France
State and Industry: a long and complex relationship: education, regulation and industrial policy
Managerial practices: the adoption and hybridization of foreign examples
Foreign Direct Investment and the internationalization of French companies from the 1880s to the 21st century
French entrepreneurs and enduring family capitalism with a focus on sectors: Aerospace, Retail, Beauty Business and Luxury.
Lectures, student study cohorts, Socratic dialogue, reading
ASSESSMENT METHODS
Participation and continuous assessment: 50%
Participation and continuous assessment include speed talks (20%) and final project (30%)
Final Exam 50%
Speed talks
Students will be asked to prepare a short talk (2-3 minutes/student) during the course, comparing one or more business
themes for their own country vs. France. Students will be teamed together with others. First speed talk due Oct. 1 and
explained in first class.
Final project
Students will form teams of 5 students (maximum) and do an in depth comparison of two French businesses which should be
similar in size and from the same sector, at least broadly speaking (e.g. manufacturing, retail, construction) but differ in family
ownership/governance (e.g. large publicly-held family vs. nonfamily firm, where a family firm is defined as a block holder with
42
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
at least 10% of the total common shares, and has significant influence over company decisions). Two different groups may not
study the same firm.
Possible issues to consider in examining the firms include:
Corporate culture (e.g. artifacts, values, underlying assumptions, entrepreneurial dimensions such as risk taking;
competitiveness vs. collaboration)
Leadership/decision-making style (e.g. authoritarian vs. democratic, professionalization, decision-making process,
organizational design)
Succession issues : How it is/has been managed, past experience and current dilemmas
Corporate governance: How are shareholders’ interests protected
Corporate social responsibility
Family business characteristics in evidence in governance, ownership and management
Internationalization/globalization strategy
Entrepreneurial orientation
READINGS
Barjot, D., J. Gillingham and T. Hara. (2002) Catching up with America: productivity missions and the diffusion of American
economic and technological influence after the Second World War. Paris, Presses de l'Université de Paris- Sorbonne.
Bensadon, D. (2010) The introduction of group accounts in French large firm during the sixties: some insight into the real
motivations, 35 th Economic & Business Historical Society (EBHS), Annual Conference, Braga, Portugal. <halshs- 00640548>
Bonin H., F. de Goey (2008) American Firms in Europe (1880-1980), Genève: Librairie Droz, 704 pages.
Cailluet, L. (1997). "Accounting and accountants as essential elements in the development of central administration during the
inter-war period: management ideology and technology at Alais, Froges et Camargue (AFC-Pechiney)." Accounting, Business &
Financial History 7(3), pp. 295-314.
Cailluet, L. (2014). The Challenge of fruitful long-term cooperation: a Japanese-French joint-venture in the cosmetics
industry. An Analysis of Japanese Management Styles, Business and Accounting for Business Researchers,Tokyo: Maruzen
Planet, pp. 34-50.
Caron, F. (2012) An Economic History of Modern France (Routledge Revivals), London: Routledge.
Berland, N. and T. Boyns (2002). "The Development of Budgetary Control in France and Britain from the 1920s to the 1960s: A
Comparison." The European Accounting Review 11(2): 329-356.
Casper, C., A.K. Dlas and H. Elstrodt (2010) “The Five Attributes of Enduring Family Businesses, McKinsey Quarterly, 1: 1-10.
Desvaux, G. and B. Regout (2010) « Older, Smarter, More Value Conscious : The French Consumer Transformation”, McKinsey
Quarterly, June: 1-5.
DORGAN, S.J., J.J. DOWDY and T.M. RIPPIN (2006) “Who Should-and Shoudn’t Run the Family Business, McKinsey Quarterly, 3:
13-15.
Hancke, B. (2001) “Revisiting the French Model: Coordination and Restructuring in French Industry,” in P.A. Hall and D. Soskice
(eds.) Varieties of Capitalism, Oxford, Oxford University Press.
Jones G. & L. Gálvez-Muñoz (2002) Foreign multinationals in the United States : management and performance, London:
Routledge.
Kuisel, R. F. (1993). Seducing the French, the Dilemna of Americanization. Berkeley, University of California Press.
Landes, D. (2006). Dynasties. New York, NY: Viking Adult (Penguin).
Tenacity and Continuity (pp. 37-74).
Especially Chapter 2: The Rothschilds: Persistance,
43
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
McCahery, J.A. P. Moerland, T. Raaijmakers and L. Renneboog, (eds.) (2002). Corporate Governance Regimes: Convergence and
Diversity. Oxford: Oxford University Press.
Miller, M. M. (1994) The Bon Marche. Bourgeois Culture and the Department store, Princeton University Press
Smith, M. S. (2005) The Emergence of Modern Business Enterprise in France, 1800-1930 . Cambridge, MA: Harvard University
Press, 575 pp.
Zdatny, S. M. (1990). The politics of survival: artisans in twentieth-century France. New York, Oxford University Press.
44
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S1_CCO_FLE_1651: ERASMUS FLE
NB HEURES : 36
SEMESTRE 1
PROGRAMME INTERNATIONAL - 5 ECTS
RESPONSABLE DU COURS : LUCIE BENAGROUBA
OBJECTIFS DU COURS
Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL.
Pouvoir faire face aux situations quotidiennes de la vie académique, sociale ou professionnelle.
Interagir dans la vie quotidienne, dans des situations de la vie académique ou professionnelle
Comprendre des documents audio-visuels (informatifs ou fictionnels) en relation avec la vie courante ou l’actualité.
Comprendre des documents écrits de la vie courante ou des articles de presse.
Exprimer des points de vue personnels sur des thèmes ayant trait aux études ou à des aspects sociaux et culturels.
Réaliser une présentation orale claire et structurée sur un sujet familier, académique ou professionnel.
Présenter un projet et élaborer des hypothèses, faire un compte-rendu.
Produire un texte narratif, informatif ou argumenté.
PRE-REQUIS
Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.
CONTENU DU COURS
SEMAINE
SUJET
CONTENU
La vie en France : aspects
pratiques
- vocabulaire,
- situations de communication
de la vie quotidienne
Parler de son environnement,
de son parcours
- le parcours scolaire et
professionnel
- les activités de loisirs
Parler de ses projets
-présenter un projet
professionnel
- parler de l’avenir
Actualités et médias
- exprimer un point de vue sur
un thème d’actualité
- débattre, argumenter
Connaissance de la vie
culturelle française :
Communication orale
●
culture régionale,
chansons, films, ou
événements culturels
- présentations du pays
d’origine
- comparaisons avec la France
- récit des expériences
●
Pédagogie de la tâche, telle que définie par le CECRL.
45
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Documents authentiques extraits d’articles, chansons, documents audiovisuels d’actualité ou de fiction.
Activités issues des méthodes Rond-Point (éd. maison des langues), Tout va Bien (Clé International) et Echo
International).
Sites web.
Documents multimédias disponibles sur la plateforme Blackboard.
Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant).
Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions.
Alternance de travail individuel et travail en groupe.
(Clé
EVALUATION
% DE LA NOTE
FINALE
Examen partiel
40%
DETAILS
DUREE
Ecrit
Examen final
40%
Participation en
classe
20%
OBJECTIFS
Présentation orale
Grammaire et
compétences de
communication
Ecrit et oral
Lecture, écriture, oral
Présence et
participation
LECTURES
http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm
46
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_CCO_LAW_642: GOVERNANCE AND RESPONSIBILITY OF BUSINESS
ENTERPRISE
NUMBER OF HOURS: 18 SEMESTER 2
INTERNATIONAL PROGRAMME - 2.5 ECTS
COURSE COORDINATOR: BJORN FASTERLING
COURSE OBJECTIVES
This course provides a solid introduction to corporate governance and corporate responsibility from a management
perspective taking an international and comparative approach. The first part deals with how business enterprises are
organized, directed and controlled. A focus is placed on governance measures that address shareholder, employee and other
interests of key stakeholders. In a second part, this course addresses the role business enterprises play in society, and more
particularly, how business managers deal with societal and environmental impacts of business activity.
LEARNING OUTCOMES
build on a sound theoretical basis of current corporate governance and CSR debates
make a well-founded and critical appraisal of business practices with regard to corporate governance and the social and
environmental impacts of business activity.
PREREQUISITES
None
COURSE CONTENT
WEEK TOPIC
CONTENT
●
1
Introduction to the
governance of
business enterprise
●
●
PREPARATORY WORK
Business enterprise and corporations – is
there a difference?
Organizational structures and forms of
Online quiz
business enterprise
The objectives of governance
Read Mallin, C. (2012),
"Corporate Governance", 4 ed 2012,
OUP, p. 15-25
●
2
Academic theories
related to governance
and responsibility
●
●
3
Board models,
shareholders and
employees
●
●
Overview over agency, stakeholder,
stewardship, enlightened value
maximization, transaction cost, and
political theories of the firm
How to critically assess academic
governance theories
Read Ghoshal, S. (2005), "Bad
Management Theories Are Destroying
Good Management Practices", Academy
of Management Learning & Education,
2005, Vol. 4,
No. 1, 75–91
Comparative overview over board models
(one tier, dual, separation of
chairman/CEO or not, employee
participation)
Online quiz
Dissociation of capital investment, risk
exposure and influence
Role of institutional shareholders
47
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
4
Famous corporate
governance scandals
5
Family business and
SME governance
●
Governance issues are illustrated by
focusing on governance failures: Enron,
Parmalat, and other cases are discussed
●
What is a family business
Family governance practices
Long-term models (Miller and Bretton)
Governance issues specific to SMEs
●
●
●
●
6
Introduction to
Business
responsibilities
●
●
7
Explaining business
responsibilities
8
Tutorial case studies
The emergency and emergence of the
subject
Examples of negative and positive
impacts of business on society and the
environment
Ex-course on disclosure
Preparation of cases through online
quiz
Online quiz
Online quiz
●
CSR, instrumental theories such as
shareholder value, creating shared value,
instrumental stakeholder perspectives and Online quiz
alternative approaches to explaining
business responsibilities
●
Volkswagen-Porsche
Rogers Communications
Case preparation
Tyco
Google
Case preparation
L’Oréal / Unilever
BP
Case preparation
●
on governance
9
●
●
on governance
10
●
●
On responsibilities
Lectures
In-class debates
In-class case studies Online quizzes
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
Mid-term exam
20%
Theoretical basis
Final exam
40%
All
Case study
participation
40%
Critical assessment
of practices and
DETAILS
SCHEDULE
LEARNING
OUTCOME EVALUATED
READINGS
Books
Crane et al. (2009), "The Oxford Handbook of Corporate Social Responsibility", OUP Mallin, C. (2012), "Corporate Governance",
4 ed 2012, OUP
Journal articles
48
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Crane, A., Palazzo, G., Spence, L.J. and D. Matten (2014), Contesting the Value of the Shared Value Concept California
Management Review, vol 56/2
Donaldson and Preston (1995), "The stakeholder theory of the corporation: concepts, evidence, and implications", Academy of
Management Review 20, 65-91
Edlin, A.S. and Stiglitz, J.(1995), “Discouraging Rivals: Managerial Rent-Seeking and Economic Inefficiencies”, American
Economic Review 1995, pp. 1301-1312
Fama, E.F. and Jensen, M. (1983), "Separation of Ownership and Control", Journal of Law and Economics 26
Fasterling, B. and G. Demuijnck (2013), Human Rights in the Void? Due Diligence in the UN Guiding Principles on Business and
Human Rights, Journal of Business Ethics 116 (4), 799-814.
Freeman, R. Edward, and William Evan, (1990), "Corporate Governance: A Stakeholder Interpretation." The Journal of
Behavioral Economics 19 (4): 337-359
Ghoshal, S. (2005), "Bad Management Theories Are Destroying Good Management Practices", Academy of Management
Learning & Education, 2005, Vol. 4, No. 1, 75–91
Hess (2007), "Social Reporting and New Governance Regulation: The Prospects of Achieving Corporate Accountability Through
Transparency", Business Ethics Quarterly 17, 453-476
Jensen, M. (2001), "Value Maximization, Stakeholder Theory, and the Corporate Objective Function", Journal of Applied
Corporate Finance 14/3
Jensen, M. and Meckling, W. (1976), “Theory of the Firm: Managerial Behaviour, Agency Costs and Ownership Structure”, 3
Journal of Financial Economics 305
La Porta, R., F. Lopez-de-Silanes and A. Shleifer (1999), "Corporate Ownership Around the World", Journal of Finance 54, 471517
Matten, D. and J. Moon (2008), “Implicit and explicit CSR: A Conceptual Framework for a Comparative Understanding of
Corporate Social Responsibility", Academy of Management Review 2008, Vol. 33, No. 2, 404–424
Porter, M. E. et Kramer, M.R. (2006) "Strategy and Society: The Link Between Competitive Advantage and Corporate Social
Responsibility". Harvard Business Review 84, 12, 78 – 92
Attendance at case study sessions is mandatory. Any unjustified absence will automatically lead to a penalty of 20% of the
final grade.
49
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S2_CCO_FIN_4520: FINANCIAL ANLYSIS
NUMBER OF HOURS: 24
SEMESTER 2
COURSE OBJECTIVES
Financial analysis encompasses strategy analysis, financial statement analysis and security valuation. The course focuses on
financial statement analysis and is credit-analysis-oriented; it does not describe financial planning nor equity valuation.
The use of financial statements is predominant for investing in businesses and highly relevant to the decisions of individuals
including managers, investors, creditors, consultants, auditors, analysts and regulators. The course is designed to equip
students with a conceptual framework that helps them understand how businesses work, how they generate value and how
this value is captured in financial statements. After completing the course, students should be able to measure wealth
creation, the level of investments either in working capital or capital expenditure, company financing, leverage and profitability
through a study of what ratios can and cannot provide.
The course demonstrates how financial statements analysis can reduce uncertainty and increase confidence in business
decisions.
LEARNING OUTCOMES
After completion of the course, participants should be able to analyse in a comprehensive manner the financial statements of
a company; they should be able to:
● Discuss the relevance of accounting information and financial statements to business analysis;
● Analyse measures of revenues and expenses of operating activities in evaluating net income;
● Evaluate the implications of operating and financing liabilities for risk analysis as well as the ones of current assets, PPE
and intangibles on performance and financing requirements;
● Interpret cash flow measures;
● Analyse profitability of a company by disaggregating its major components;
● Explain liquidity and solvency of a business.
PREREQUISITES
Basic knowledge in financial accounting is an imperative prerequisite to this course, which encompasses an understanding of
accounting methods and financial statements. Students are expected to have maximized their learning experience of the
Harvard online course in September.
COURSE CONTENT
Eight sessions of three hours: two cohort-sessions and six half-cohort sessions.
SESSION TOPIC
S1
S2
Analysis overview
CONTENT
Overview of business analysis
Financial stat. reflect business activities Institutional
framework
Income statement
analysis
PREPARATORY WORK
Analysing operating activities (income measurement,
profit margins)
Reading + quiz/exercises
Revenue recognition, deferred charges
Balance sheet analysis
S3
Analysing financing activities
Analysing investing activities: current and non-current
assets (including valuation and depreciation)
Working capital and Cash
50
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Cash flow analysis
S4
S5
Cash flow statement - direct and indirect method
Analysis of cash flows – company and economic
conditions - Free cash flow
Return on Invested Analysing RNOA (profit margin - DuPont model-asset
Capital and Profitability turnover)
analysis
Analysing ROCE (financial leverage, equity growth)
S6
Liquidity analysis
Short term and Long-tern liquidity, Liquidity and Reading + quiz/exercises
working capital, Operating activity, Ratios
S7
Capital structure and Capital structure-Financial leverage
Solvency analysis
Earnings coverage
S8
Applying financial
statement analysis
Review previous
lessons
Comprehensive case
A typical class combines theory and practice. Whatever its format (cohort or half-cohort), it involves discussing the new concepts
and solving the required homework, where the teacher expects students’ on-going commitment. Students are asked to do some
work before attending the course.
Half-cohort sessions involve teamwork.
Students are expected to attempt the remaining suggested exercises after the class. Complete solution to quizzes, exercises and
cases will be provided on the Blackboard website. It is students’ responsibility to go over the solutions to problems and ask for
assistance if needed.
All internet class communication will occur within the Blackboard communication tools including the Forum which is a great
place to post a question and get help.
The
course
ASSESSMENT METHODS
deserves
90
to
100
hours
of
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
SCHEDULE
LEARNING
OUTCOME EVALUATED
Mid-term
25%
Individual MCQ
Mid-term exam
session
Learning outcomes
covered in the first 4 sessions
Work in Tutorials
25%
Teamwork
Throughout the class
Putting theory into
practice
Final Exam
50%
Individual
Final exam session
All learning
outcomes
work.
READINGS
K.R. Subramanyam – Financial Statement Analysis – McGraw Hill (11th ed. 2014)
Elliott and B. Elliott, Financial Accounting and Reporting, Pearson (e-book) P.Vernimmen - Corporate Finance (Theory and
practice) – 3rd edition – Wiley (e-book)
EDHEC Programme rules are applicable. Attendance will be checked. Late students will not be accepted
51
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_CCO_MGT_651: INFORMATION SYSTEMS
NUMBER OF HOURS: 18
SEMESTER 2
COURSE COORDINATOR: ANTOINE HARFOUCHE
COURSE OBJECTIVES
In today’s globalised economy, organisations operate internationally, which increases the complexity and importance of
accurate information for decision-making. Information systems herein play an important role as business enabler: technologydriven management systems have become vital to effective management.
However, managers are confronted with challenging opportunities: rapidly changing developments in information technology
and intensifying competitive pressures for productivity and quality emphasises the importance of a thorough understanding of
information systems. This course therefore introduces students to some of the main information systems (IS) issues faced by
organisations in today’s global business environment such as business intelligence, e- commerce, ethical IT challenges, systems
integration, competitive advantage, mobile business…
LEARNING OUTCOMES
The Management Information Systems course aims to explain the strategic role of information systems and information
technology as a business enabler. It identifies and explains the impact of information systems applications and emerging
technologies on business models and managerial decision making in an exciting and interactive manner. The course also
evaluates the fit between the organization’s strategy and structure, and the information systems architecture and applications.
It interprets the interaction between technologies, employees, managers, customers, processes, data, infrastructure, suppliers,
business partners, and environment in a specific organization. Finally, this course seeks to understand the ethical, security, and
privacy challenges of information systems.
COURSE CONTENT
WEEK
Introduction (1h30
Plenary session
TOPIC
Information
does Matter
System
CONTENT
This course introduces information
systems by answering these questions:
what is an information System? How
does it matter for organizations?
It also describes how organizations and
Information systems work together, or
sometimes against each other.
Therefore, during this first session,
we’ll look at the nature of
organizations and how they relate to
information systems
Lecture 1
Foundations
Business
of
Informations is becoming an important
business resource as money, content
and people.
Even though a company compiles
millions of pieces of data doesn’t mean
it can produce information that its
employees, suppliers and customes
can use.
Businesses
are
realizing
the
competitive advantage they can gain
by compiling useful information, not
PREPARATORY WORK
Websites:
www.technologyreview.co
m
www.cxo.eu.com
Articles
Carr, N.G (2003): It doesn’t
Matter” Harvard Business,
Review. 3566,pp.41-49
Letters to the Editor
(2003). Does IT Matter? An
HBR
debate.
Harvard
Business Review. Web
exclusive:
www.johnseelybrown.com
/Web_Letters.pdf
Websites:
www/cio.com
http://tech.fortune.cnn.co
m/tag/europe
Article:
McAfee
A.
(2006):
mastering the three worlds
of Information Technology,
Harvard Business Review,
Vol 84 Issue 11,p 141-149
52
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Lecture 2
(1h30) Cohort
Tutorial1
(3h00)
1/2 Cohort
IT
Infrastructure
emerging
Technologies and key
Systems applications
for the Digital Age
1st
Case
session
study
Case A
Case B
just data.
Therefore they need to use the data
they’ve collected to find and stamp out
waste across operations. Sifting
through corporate data can make
executives more efficient
Ovder the last decade businesses have
come to realize how important it is to
totally integrate business processes
across the enterprise; tHe fourth
session introduces the systems
implemented for managing the
company’s interactions with its
staholders
such
as
suppliers,
customers and employees. The aim of
these systels is to attract new
customers and retain company’s old
clients. We cill also look at how
knowledge is becoming an important
corporate resource that must be
captured, protected, preserved and
grown.
The purpose of these two cases is to
present
some
solutions
for
architectural problems. The aim is also
to clarify architectural issues and
discuss a number of important topics
in this context such as: What are IS
architectures?
Aspects
of
IS
architectures,
types
of
IS
Architectures, and designing IS.
Case study A (1,5 h): How FedEx
Works: Enterprise Systems VS UPS
competes globally with Information
Technology.
Websites:
www.scientificamerican.co
m
www.eweek.com
Article:
Gulati,R.Oldroyd,J (2005):
the quest for customer
Focus. Havard Business
review Vol 83 issue 4,p92101
Related to Lecture 1 and
Lecture 2
Case study B (1,5 h): Sinosteel
Strengthens Business Management
with ERP Applications
Tutorial2
(3h00)
Session for
practice using the
computer
1/2 Cohort
What is an ERP?
How to use an
ERP?
This tutorial session is dedicated to
test an Enterprise resource planning
(ERP). Students will see in practice
the ERP integrates internal and
external management information
across an entire organisation, how
these systems automate this activity
with
an
integrated
software
application.
Lecture 2
53
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Lecture3
E-Commerce
M- Commerce
and
(1h 30)
Cohort
Lecture4
(1h 30)
IS
Challenges:
Ethical,
Social,
security
&
globalization Issues
Cohort
Tutorial3
(3h)
1/2 Cohort
2d
Case
session
Case C
Case D
study
24/24 7/7 the mantra of the Internet.
Whether
it’s
buying,
selling,
gathering information, managing, or
communicating, the driving force
behind
the
evolutionary
and
revolutionary business is the Internet
and its technological advances.
Even though the World Wide Web is
close to 20 years old, our society is
just beginning to address the ethical,
social, and security dilemmas rose by
these technological advances. There
is also the globalization that is
becoming a necessity in this small
world. No company can afford today
to ignore foreign markets. Managers
have to adapt to the changing faces,
literally, of their competition and
devise a plan to bring their
organization into its view.
Governments are just beginning to
pass laws against cybercrimes but
it’s difficult to stay one step ahead of
the cybercriminals. Therefore, firms
must put forth a better effort in
making their systems less vulnerable
and more reliable. The systems must
also
be
more
secure
when
processing
transactions
and
maintaining data.
Case study C (1,5 h): FreshDirect
uses
Business
Intelligence
to
manage its Online grocery Case
Case study D (1h30’):
competing on global delivery
Websites:
www.pcmag.com
www.zdnet.co.uk/news/
Articles:
Feeny DF, Willcocks LP
(1998).
Core
IS
capabilities for exploiting
information
technology,
Sloan
management
review, 39(3), 9-21.
Zolper, K D Beimborn, T
Weitzel (2014) The effect
of
social
network
structures
at
the
business/IT interface on
IT application change
effectiveness, Journal of
Information Technology,
http://www.palgravejournals.com/jit/journal/va
op/ncurrent/abs/jit2
0146a.html
Lecture 4
NBA
54
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Conclusion
(1h 30)
IS
Strategic
Alignment
Plenary session
Alignment of information systems
(IS) strategy with business strategy is
a
top
concern
of
the
top
management of organizations. This
final lecture is dedicated to explain
antecedents and the relationship
between IT governance, IS strategic
alignment,
and
organizational
performance.
* Wu, S. P.-J., Straub, D.
W., and Liang, T.P.
2014.
“How
information
technology
governance mechanisms
and strategic alignment
influence organizational
performance:
Insights
from a matched survey of
business
and
IT
managers,” MIS Quarterly
Preston, D. S., and
Karahanna, E. 2009.
“Antecedents
of
IS
Strategic Alignment: A
Nomological
Network,”
Information
Systems
Research
(20:2),
pp.
159–179
Henderson, J.C. and N.
Venkatraman
(1993).
"Strategic
AlignmentLeveraging
Information
Technology
For
Transforming
Organizations."
Ibm
Systems Journal ; 32(1):
4-16.
A
H
R
H
K
R
Y
U
K
Y
n
d
55
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
The course includes various pedagogical tools: lectures, videos, business reports and articles, books, business case studies and
teamwork.
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
4 cases in total:
Continuous
assessment (Class
30%
participation) +
Teamwork on cases
-For the 1st tutorial
session, students
have to prepare cases
A and B (5% of the
final grade for each
Teamwork and case).
team grade
- For the ERP
+ Individual
practical session,
participation
students have to work
during case
on a team project
studies + Case (10% of the final
assignments
grade).
The six case studies present what
happened recently in IS business.
It chronicles the events that
managers had to deal with.
First, cases provide the student,
with experience of organizational
problems. In a relatively short
period of time, they will have to
appreciate and analyze the
problems faced by many different
companies and to understand how
managers tried to deal with them.
- For the second case Second, these six cases illustrate
study session, they
what they have learned. In
have to prepare cases theoretical sessions.
C and D) (5% of the
final grade for each
case).
Closed-book mid-term exam –
During feb (the exact
understanding and application of
date will be
tools and concepts presented in
communicated)
class
Mid-term exam
(Individual exam)
20%
MCQ
Final exam
50%
Exam based on At the end of the
The final exam will include
a case study
questions on: theoretical classes
(of course not only the slides but
also the oral speeches), case
studies
(Individual exam)
semester 2
READINGS
Compulsory
Carr, N.G. (2003). “ IT Doesn’t Matter”. Harvard Business, Review. 3566, pp. 41–49.
56
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Letters to the Editor (2003). “Does IT Matter? An HBR debate”. Harvard Business Review. Web exclusive:
www.johnseelybrown.com/Web_Letters.pdf
Laudon, K. & Laudon, J. (2012). Management Information Systems: The Global Edition, 12th ed., Pearson Education.
Recommended
McAfee A. (2006). Mastering the Three Worlds of Information Technology, Harvard Business Review, Vol. 84, Issue 11, p141149.
DF Feeny, LP Willcocks (1998). Core IS capabilities for exploiting information technology, Sloan management review, 39(3), 921.
K Zolper, D Beimborn, T Weitzel (2014) The effect of social network structures at the business/IT interface on IT application
http://www.palgravechange
effectiveness,
Journal
of
Information
Technology,
journals.com/jit/journal/vaop/ncurrent/abs/jit20146a.html
Gulati, R. Oldroyd, J. (2005). The Quest for Customer Focus. Harvard Business Review, Vol. 83 Issue 4, p92-101.
Attendance at case study sessions is mandatory. Students are asked to form groups of four or five by the end of the
second theoretical session. It is up to the students to decide about their groups’ composition. For obvious logistic and
administrative reasons, once formed, these groups cannot be changed under whatever circumstances. Any unjustified absence
will automatically lead to a penalty of 20% of the final grade.
57
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S2_CCO_MGT_4530: OPERATIONS MANAGEMENT
NUMBER OF HOURS: 18
SEMESTER 2
COURSE OBJECTIVES
This course covers operations management as the activity of managing the resources, which are devoted to the production
and delivery of products and services. All organizations really do have an operations function therefore, operations
management is relevant to every organization. All managers are operations managers because all managers manage processes
to produce outputs.
In this course, the different aspects of operations management will be covered, from the design over the planning and control
till the improvement and quality management. Operations management provides both a strategic perspective, striving to
improve quality, customer service and competitive success, and a practical perspective, examining the practical issues which
organizations face on a day-to-day basis.
LEARNING OUTCOMES
After having taken this course participants will be able to :
Understand the dynamics of operations strategy and management
Be aware of the various manufacturing technologies and their purposes
Manage processes and operations and decide which approach is appropriate in what situation
Apply basic quantitative and qualitative problem-solving techniques in operations
PREREQUISITES
None
COURSE CONTENT
WEEK
1
TOPIC
CONTENT
●
What is operations management?
●
Operations management is
important in all types of
Introduction
Chapter 1 and 3
organization
●
●
The input–transformation–output
process
The ‘top-down’ and ‘bottom-up’
perspectives
2
Operations strategy
●
The market requirements and
Chapter 2
operations resources perspectives
3
Process and product design
●
The process of operations strategy
●
The design of products and
Chapter 4,5
services
4
Managing the operation (1)
●
Layout and flow
●
Process technology
Inventory Management
Chapter 8 and 9
Capacity management
Supply chain management
Chapter 7 and 10
●
●
5
Managing the operation (2)
●
●
6
7
Improving the operation
Operations management at the core
●
Planning and control
Total quality management
●
Lean management
●
Overview of the course
Chapter 11 and
12
58
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Lecturers, exercises and assignments combined with problem based case discussions.
ASSESSMENT METHODS
ASSESSMENT
Case study preparation
and class
debate/presentations
Mid-term exam
Individual exam
% OF THE
TOTAL
MARK
30%
20%
50%
DETAILS
SCHEDULE
Individual
participation during
Throughout the
class + case
semester
assignments
Mid Term Exam
(MCQ)
Individual
LEARNING OUTCOME
EVALUATED
Preparation involves
not just thorough analysis, but
also developing a personal
position on the questions raised
for the assignment
Closed-book mid-term
exam – understanding and
Will be communicated application of tools and concepts
presented in class
At the end of the
semester
Closed-book exam –
understanding and application of
tools and concepts presented in
class
READINGS
Textbook
Essentials of Operations Management
Authors: Nigel Slack, Warwick Business School, Warwick University, Alistair Brandon-Jones, University of Bath and Robert
Johnston, Warwick Business School, Warwick University
Publisher: Prentice Hall Copyright: 2011
The book can also be found online on http://lol.univ-catholille.fr/fr/re2?ress=eBooks
59
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_CCO_LAW_647: LEGAL ENVIRONMENT & BUSINESS DECISION
MAKING
NUMBER OF HOURS: 36
SEMESTER 2
COURSE COORDINATOR: CHRISTOPHE ROQUILLY
COURSE OBJECTIVES
The students will learn how the legal environment impacts managerial decision-making. This course is not based on a technical
approach of legal issues, but favours both institutional and organisational visions of how law matters for business strategy and
operations.
LEARNING OUTCOMES
After having taken this course participants will be able to understand and integrate into managerial practice The influence of
legal environments on various key-issues for companies ;
The reasons why companies might choose a specific national legal environment in a multi-national and competitive globalised
environment ;
The limits of this “legal shopping” ;
The way companies can create different kind of value through an enhanced “legal intelligence” ; The way companies can
destroy value because of illegal decisions or poor legal management ; Managerial duties, liability (criminal and civil), leadership
ethics.
PREREQUISITES
Ability to read French language ; Fundamental notions in law ;
Good understanding of the global economy issues ; Basic notions in organisational studies.
COURSE CONTENT
Multi-national legal environments and business opportunities
From competition between national legal environments to legal shopping Limits of legal shopping
Value creation and value destruction because of (lack of) legal intelligence How to create value through legal intelligence
How to destroy value through illegal decisions Compliance management as value creation
Managerial responsibility: duties and responsibilities Managerial duty and liability (civil and criminal)
From legal liabilities to ethical responsibilities of managers Conclusion: round-table with General Counsels.
The course is based on two types of sessions: lectures and workshops. Numerous case studies will be used; students will have
to prepare these cases, through information research and analysis.
ASSESSMENT METHODS
Oral participation (50 %) and final exam (case study) (50 %)
READINGS
Christophe Collard et Christophe Roquilly, La performance juridique : pour une vision stratégique du droit dans l’entreprise,
Paris, LGDJ, collection Droit des affaires, 2010.
Constance Bagley, Winning legally, Harvard Business Press, 2005. Numerous references of articles will be given during the
course.
60
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_CCO_MGT_639: BUSINESS DEVELOPMENT & INNOVATION
NUMBER OF HOURS: 18
SEMESTER 2
COURSE COORDINATOR: SÉBASTIEN ORIFICI
COURSE OBJECTIVES
The course addresses the following questions: what is the importance and what are the barriers to innovation? How to
generate an idea and implement it in order to capture the value created? As a manager -whatever the context, how to manage
innovation in the long run? How can we take an active role and benefit from the amazing current opportunities (new
technologies from the digital and the real world, mass collaboration …)?
Successful innovation is not about inventing products … it is about bringing new solutions, services, processes, business
models to customers who will value and pay for it !
In this course, we will use many real business situations from various industries and settings in order to develop your
innovative senses and capabilities!
In particular, you will participate in a challenge during which you will work in teams to solve real business cases provided by
operational managers from 20+ companies (ex: Decathlon, Groupe SEB, Carrefour, Casino, Dassault Systemes, Ubisoft, L’Oreal,
...)
LEARNING OUTCOMES
After having taken this course participants will:
Understand the value of innovation at society, company and personal levels
Be familiar with the process and the main steps of an innovation initiative (and the most common mistakes to avoid…)
Have started to develop the capabilities to innovate and the ability to manage innovation
Appreciate the opportunities ahead and be more ready to grasp them (key sectors, challenges, levers, innovation trends, …)
Know how to analyse a business model and how to face a disruption (innovation strategy)
Have practiced on a real case during the “EDHEC Open innovation challenge” (Analyze a “Marketing brief”, prepare a
“Commercial proposal”, build “Recommendations”, Present them in the form of an “Elevator pitch”)
Be familiar with present key innovation topics such as : Design thinking, Lean startup, Open innovation, Crowdsourcing, big
data, …
PREREQUISITES
Course on “Strategic Management”.
COURSE CONTENT
61
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
WEEK
Session 1
TOPIC
CONTENT
Introduction
PREPARATORY WORK
Innovation purpose and difficulties
(plenary)
Experimentation (workshop)
Watch video of Pranav Mistry (6th sense)
on ted.com
http://www.ted.com/talks/lang/eng/pranav
_mistry_the_thrilling_potential_of_sixthse
nse_technology.html
Watch video of Tim Brown on ted.com
Innovation Process and Design
thinking (plenary)
Session 2
http://www.ted.com/talks/lang/eng/tim_bro
wn_urges_designers_to_think_big.html
Observation
Challenge : Preparation of
observation phase (workshop)
Company / case selection and team constitution
Ideation
Challenge (Workshop) : Synthesis +
Observations / insights collection based on Brief
Creativity methods + preparation of
(Challenge)
first presentation to manager
Session 4
Validation
Challenge (Workshop) : Lean
Startup + Customer validation
interviews + Business Model +
Pitch
Session 5
EDHEC Open
Innovation
Challenge
Challenge (Workshop with
managers) : recommendations
finalization + Pitch competition
Customer validation interviews
Session 6
Netflix case
Business model ; Innovation
strategy
Assignment to submit by group (answers
to 3 questions on the case)
Session 3
Session 7
Innovation
Management
How to manage innovation
successfully at a company level
(culture, organization, …) ?
(plenary)
What are the main levers and
opportunities ahead ? (Workshop)
Final
Challenge Final
Presentation of preliminary results to managers
Watch video of Chris Anderson (Crowd accelerated
innovation)
http://www.ted.com/talks/lang/eng/chris_a
nderson_how_web_video_powers_global
_innovation.html
Challenge final (only for 40 qualified
Improve recommendations
students)
The course includes various pedagogical tools: lectures, videos, business articles, books, business case studies, an innovation
challenge based on real cases,…
The approach is centred on “Learning by doing”.
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
EDHEC Open
25%
Group and Individual From Feb to April
SCHEDULE
LEARNING
OUTCOME EVALUATED
Interactions with
62
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Innovation
challenge
performance
throughout the
Challenge
Group project (team
25%
of 6 students)
Assignment on
Netflix case
Final Exam
(individual)
Case extracted from
the course book +
May (date TBC)
questions
50%
managers on a real business
case
Capability to analyse
and build recommendations on a
April (deadline TBC)
business case
All course content
READINGS
Compulsory (course book) :
Bragg, Andrew and Mary. 2005, Developing new business Ideas – A step-by-step guide to creating new business ideas worth backing,
Financial Times Press
Recommended :
Tapscott, Don and Williams, Anthony D.. 2010, Wikinomics: How Mass Collaboration Changes Everything, Portfolio Trade
Surowiecki, James. 2005. The Wisdom of Crowds, Anchor
63
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_CCO_MGT_652: PROJECT MANAGEMENT
NUMBER OF HOURS: 18
SEMESTER 2
COURSE COORDINATOR: PATRICE BIROT
COURSE OBJECTIVES
It has become vital to know the basics of project management today because organizations, business units, sales and
marketing departments, are more often than not organized in project mode, and therefore students will use project
management skills whatever their job will be in the future (e.g. product manager, team leader, etc…).
This course offers a pragmatic approach on project management in various contexts and areas rather than a theoretical
approach. It provides students with an opportunity to apply some of the core techniques and tools to the management of a
real project.
The course also offers an opportunity to acquire a deeper knowledge of the attitudes and behaviors required from team
members during the course of a project
LEARNING OUTCOMES
Understand the stakes of project management;
Become familiar with the main concepts related to project management;
Apply the main techniques and tools of project management;
Develop appropriate attitudes and behaviours as project leader and/or team member.
PREREQUISITES
NONE
COURSE CONTENT
WEEK
TOPIC
CONTENT
●
1 (3 hrs)
Objectives, program introduction, ground rules,
grading procedure.
Module 1
●
PREPARATORY
WORK
Preparation of next module
Emerging trends in organizational structures.
Introduction to a real project management case
PROJECT PLANNING PRACTICE
●
3 (3 hrs)
Module 2 (TD1)
●
Development of team project content & organization
●
Simulation project planning (Practice session)
●
Working with a new team – discovering project
management practices
Feedback and best practices
TEAM PROJECT SET-UP
●
5 (3 hrs)
Module 3 (TD2)
●
Preparation of
Introduction, selection & discussion of team projects
for this course
●
Team work, objectives, scope
●
Financial assessment, risks & opportunity
next module
64
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
WHAT WORKs IN PROJECT AND WHAT DOES NOT
WORK:
7 (3 hrs)
●
Testing your knowledge (Quiz)
●
Decision making process and Key Success Factors
Module 4 (TD3)
(KSF)
●
Process and best practice approaches.
●
Project actors, roles and responsibilities
PROJECT AUDITING
● First draft project proposal review
9 (3 hrs)
Module 5 (TD4)
●
Each project team audited by another team
●
Project auditing, project control, team work, risk
assessment
●
Roles and responsibilities
DRAGONS’ DEN
● Final project proposal delivery
●
12 (3 hrs)
Selection of the best offers (in terms of best team,
best strategy, lowest cost, ..) for each request for
Module 6 (TD5)
Preparation for final Exam
proposal (RFP)
●
Project closure
●
Course debriefing
●
Open questions – Exam briefing
Lectures, case studies, developing a proposal, simulations
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL DETAILS
MARK
SCHEDULE
LEARNING OUTCOME
EVALUATED
LO1
Continuous
10%
Presence,
interaction, group
work
All sessions
MCQ
10%
15 Questions to
assess basic
knowledge
Module 4 (TD3)
LO2 LO3 LO4
LO1
LO2
Project proposal
build up
30%
Team project
proposal
Between Module 3
and Module 6
LO3 LO4.
Final Exam
50%
Basic definitions
Study case
Exam session
LO1
LO2
READINGS
Buttrick, R. “The Project Workout”, 4th Edition, Prentice Hall.
65
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_ALL_3606: ALLEMAND
NUMBER OF HOURS: 18
SEMESTER 2
COURSE COORDINATOR: MONIKA BOURBIGOT
COURSE OBJECTIVES
Vertiefung der allgemeinen Deutschkenntnisse
Verbesserung der praktischen Kommunikationsfähigkeiten
Erweiterung wirtschaftsbezogenen Wortschatzes und wirtschaftsbezogener Themen
LEARNING OUTCOMES
Werbungen und Werbestrategien verschiedenster Art zu analysieren und zu interpretieren
Eine Werbekampagne auszuarbeiten
Vor- und Nachteile des Sponsoring beschreiben zu können
Die deutsche Messewirtschaft und deren gesamtwirtschaftliche Bedeutung zu verstehen
Die vielfältigen Zielsetzungen für eine Messebeteiligung von Ausstellern und Besuchern zu verstehen
PREREQUISITES
Die Studenten sollten die Grammatik und die Syntax der deutschen Sprache, sowie das im Bachelor-Kurs erlernte Vokabular
beherrschen und mündlich in der Lage sein, 10 Minuten frei über ein vorgegebenes Thema zu sprechen (Mittelstufe : Niveau
B2 GER).
COURSE CONTENT
WOCHE
THEMEN
1-4
Marketing – Produktpolitik; Marketingkonzeptionen (Ziele und Strategien)
5-8
Werbung und Werbestrategien deutscher Unternehmen; Kommunikationspolitik und
Rolle der Werbung; Werbemittel und Werbeträger; Werbeagentur und
Werbebildanalyse
9 - 12
Eventmarketing und Messen in Deutschland
Praktische Übungen, Internetrecherchen, Hörverständnisübungen, Spiele, Simulationen, Ergänzende Lernmaterialien auf der
Lernplattform Blackboard
ASSESSMENT METHODS
5 Noten pro Semester (5 x 20 %):
2 schriftliche Noten
2 mündliche Noten
1 Mitarbeitsnote
READINGS
Wirtschaftswoche (http://www.wiwo.de)
Deutsche Welle (http://www.dw-world.de)
Focus (http://www.focus.de)
Tatsachen über Deutschland (http://www.tatsachen-ueber-deutschland.de)
Anwesenheitspflicht
Zur Erreichung des Studienzieles wird die Anwesenheit der Studierenden in allen Lehrveranstaltungen erwartet. Bei mehr als 2
unentschuldigten Abwesenheiten, reduziert sich die Gesamtsemesternote um 1 Punkt
66
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_ARA_3611: ARABE
SEMESTRE 2
RESPONSABLE DU COURS : BACHIR DAHMANI
OBJECTIFS DU COURS
L’objectif de ce cours est de faire acquérir à l’étudiant une solide connaissance de la langue arabe. Il s’agit de faire découvrir, à
travers les textes, certains aspects socioculturels, politiques et économiques du Monde arabe avec sa multiplicité, ses
problématiques et ses rapports au monde, à "l’autre".
Repérer la progression thématique ;
Mettre en évidence l’implicite par la connaissance du contexte ;
Etablir des relations entre les informations pour faire des déductions, des prédictions.
PRE-REQUIS
Prendre en compte les connaissances antérieures des élèves pour intégrer progressivement de nouvelles informations et de
nouvelles compétences.
CONTENU DU COURS
SEMAINE
SUJET
CONTENU
Etude de la structure
phrastique. Mise en
parallèle d’usages
lexicaux et de structures
syntaxiques entre le
français et l’arabe visant à
éviter des calques et des
interférences.
1
Thème et version
2
Etude de textes.
Morphologie. Grammaire
Le thème à ce niveau là
est le meilleur moyen
d’assurer la fixation des
notions grammaticales et
du vocabulaire. Il a paru
nécessaire d’introduire
quelques mots nouveaux
à chaque cours en
revenant inlassablement
sur le vocabulaire des
cours précédents.
De distinguer les parties Recherche sur les thèmes du cours
du discours en arabe (la suivant.
suite de première année)
(Suite)
3
Etude de textes
Comprendre les
arabes : politique.
suivant
67
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Etude de textes
Utilisation des
prépositions (suite de
première année)
5
Eude de textes
Acquisition de structures
complexes de la langue
arabe (suite de la
première année)
6
Eude de textes
Comprendre les
arabes : économique.
suivant
7
Etude de textes
Comprendre les
arabes: sociale (suite)
suivant
4
8
Introduction à la
composition et au
fonctionnement des
contemporaines :
Introduction à la
composition et au
fonctionnement des
contemporaines :
10
11
suivant
Comprendre l’apport de la
civilisation arabolecture
musulmane en occident
Etude de textes
9
suivant
Etude de textes
économique
Approche historique et
géographique de l’UMA
Approche géopolitique
L’économie du Monde
arabe : Pétrole et gaz
suivant.
suivant.
du cours suivant.
Les méthodes pédagogiques sont nombreuses et variées pour transmettre un savoir. Celles que nous adoptons dans notre
travail sont les suivantes :
Méthode démonstrative ;
Méthode active ou de découverte.
EVALUATION
% DE LA NOTE
GLOBALE
Participation,
assiduité, présence
en cours
20%
Ecrit 1
20%
DETAILS
DUREE
Une demi-heure
OBJECTIF
Connaissance du
cours précédent
68
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Ecrit 2
20%
Une demi-heure
Oral 1
20%
Pendant le cours
Oral 2
20%
Pendant le cours
LECTURES
GUIDERE, M. Manuel de traduction français/arabe, arabe/français, Thème, version, rédaction, exemples, exercices, textes
corrigés. 2ème éd. Paris : Ellipses, 2005.
HAJJAR, J.-N. Traité de traduction. Beyrouth: Dar al-Mašriq, 1972.
HECHAIME, C. La Traduction par les textes. 3ème éd. Beyrouth: Dar al-Mašriq, 2002.
MATAR, A. La Traduction pratique. 9ème éd. Beyrouth: Dar al-Mašriq, 2003.
MATAR, A. Exercices d’Application de la Traduction Pratique. Beyrouth: Dar al-Mašriq, 1986.
REIG, D. La Conjugaison arabe. Paris : Maisonneuve & Larose, 1983.
REIG, D. As-Sabil. (dictionnaire arabe-français/ français-arabe), Paris : Larousse, 1986.
REGLES D'ABSENCE ET DE PLAGIAT
Les absences qui ne sont pas justifiées = - 1 pour chaque absence.
Le plagiat est strictement interdit. Travail plagié = 0. L’étudiant sera sanctionné administrativement.
69
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_CHI_3614: CHINOIS
OBJECTIFS DU COURS
Perfectionner les compétences écrites et orales dans une situation d'entreprise.
Développer la compréhension orale et l'expression écrite des structures de vie quotidienne.
Perfectionner les compétences d’écrites et orales dans une situation d’entreprise ;
Développer la compréhension orale et l’expression écrite des structures de vie quotidienne ;
Développer la compétence de communication.
PRE-REQUIS
Ayant suivi au minimum 300h de cours chinois Cours de B3
CONTENU DU COURS
WEEK
TOPIC
CONTENT
PREPARATORY WORK
Week 1 et 2 leçon 9
Histoire de Taiwan et de
Singapour
Comprendre une
discussion sur la Chine,
Taiwan et Singapour.
Week 3 et 4 leçon 10
Hong Kong et Macao
Week 5
Présentation
.Sur Taiwan, Singapour,
Hong Kong, Macao
Week 6et7 leçon 11
Histoire de la Chine
Histoire impériale
Lecture
Week 8
Contrôle oral
Histoire de la Chine
Préparer le débat.
Faire une présentation
Préparer présentation.
sur Hong Kong et Macao
Débats
Week 9
Vocabulaire et lecture
Dictée vocabulaire
vocabulaire
Week 10 et 11
La médecine chinoise
La médecine Chinoise et
ses liens avec la santé
Week 12
Examen final
Tous les cours
révision
Travaux dirigés
% OF THE TOTAL
MARK
ASSESSMENT
DETAILS
SCHEDULE
Écrit 1 20% Ecrit 2
20%
Examen final
80%
1h30
LEARNING OUTCOME
EVALUATED
Atteindre les objectifs
Oral1 20% et orle 2
20%
70
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Présence et
participation
20%
Participation en
Cours
LECTURES
Revue de presse ;
Businese Chinese Li li ,ding anqi( 2002) : beinjing da xue
Ni shuo ba( livre utilisé en cours) Arnaud Arslanul, Claud Lamouroux, Isabelle Pillet (2012) paris :didier
Business Chines 500 phrases ( liu yanhui, liu yeqing) 2008 sinolingua Bei jing.
71
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_ESP_3608: ESPAGNOL
SEMESTER 2
COURSE COORDINATOR: ALEXANDRE CARON
COURSE OBJECTIVES
Confrontar al lenguaje del mundo de la empresa y la interacción entre ésta y sus consumidores. Adquirir el vocabulario y
las capacidades lingüísticas necesarias para negociar en un entorno intercultural. Aprender a conocer el IBEX 35 y
cotizar en la Bolsa de Madrid. Dar los conocimientos necesarios sobre la selección, la captación y la contratación en el
contexto empresarial, así como las relaciones posteriores con compañeros y superiores. Trabajar sobre la actualidad y
tener una reflexión enriquecida.
LEARNING OUTCOMES
Al final del curso, el estudiante será capaz de:
1. Confrontarse al mundo laboral español y latinoamericano ;
2. Negociar, organizar reuniones de trabajo en un entorno intercultural (América latina) ;
3. Debatir sobre temas diversos y expresar sus opiniones de manera muy rigurosa (nuevos métodos para debatir:
speednetworking…)
PREREQUISITES
Nivel B2-C1 (CEFR).
COURSE CONTENT
WEEK
TOPIC
CONTENT
PREPARATORY WORK
1
Clase de vuelta.
Vuelta sobre el año 2014 +
Quizz de conocimientos
económicos
2
Bolsa de Madrid
Análisis / Comentario de
textos + vocabulario
específico (jerga financiera)
3/4
Negociación Intercultural
Aprender a negociar en un
entorno intercultural
(estrategias + protocolos)
5
El sector de la Distribución 1 El caso Mango
6
Taller creativo
7 /8 /9
Examen oral
10
El sector de la Distribución 2 El caso DIA
11
Examen escrito
12
Conclusiones del juego
«Bolsa Virtual»
Presentación e inscripción al
juego en línea «La Bolsa virtual»
Lectura de textos + Visionado de vídeos
Preparación del examen oral
Simulación de negociación
intercultural
Lectura de textos +
+ Visionado de vídeos
Preparación del examen
escrito
Preparación de la
presentación sobre la Bolsa
Presentación en grupo de la
cartera + estrategia de
inversión
72
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Se planteará un curso estructurado en sesiones interrelacionadas, tanto en el plano de los conocimientos económicos
como en el lingüístico.
Se tratará en las clases con la misma intensidad la lengua oral y escrita, la comprensión y la expresión, la creación y la
comunicación.
El planteamiento del curso deberá ser interactivo, mezclando el trabajo sobre documentos escritos y audiovisuales,
individual y en grupos, los debates, las exposiciones orales...
ASSESSMENT METHODS
ASSESSMENT % OF THE TOTAL DETAILS
MARK
SCHEDULE
LEARNING OUTCOME
EVALUATED
40 %
dos notas (20% cada una):
un escrito en clase + un
trabajo escrito en grupo
Duración variable
relacionado con la
presentación oral
escrita.
Oral
40 %
Dos notas (20% cada una):
una presentación
«Conclusión de la inversión
Duración variable
bursátil » + una
(de 15’ a 30’)
presentación sobre unos
hechos de actualidad que
tienen que comentar
oral.
Participación
20 %
participación durante las
clases
expresión oral.
Escrito
READINGS
Los estudiantes recibirán al principio del semestre un manual creado especialmente para ellos.
También recibirán un acompañamiento elearning especial en Blackboard®.
A partir de la segunda ausencia sin justificación, se quitará un punto a la media del semestre.
73
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_HEB_3612: HÉBREU
SEMESTER 2
COURSE COORDINATOR: ILANIT BEN-DOR DERIMIAN
COURSE OBJECTIVES
Readings on texts from the press.
LEARNING OUTCOMES
Good view of the syntax allowing the comprehension of texts of a good level ;
Increasing capacities for oral productions ;
Good knowledge of political and cultural aspects of Israël.
PREREQUISITES
Good practice in oral and written expression.
COURSE CONTENT
The course will be made of the following activities :
Work on texts from the press.
From different texts :
Systematical approach of the vocabulary learnt in the texts ;
Learning of the foundamental language structure ;
Written and oral expression.
ASSESSMENT METHODS
Participation : 25 % Oral assessment : 25 %
Written assessment : 25 %
Final written assessment : 25 %
READINGS
Textbook (to be determinated).
Le verbe hébreu en action – B. DONNET-GUEZ, Ed VéraPax.
Grammaire de l’Hébreu – B. DONNET-GUEZ, Ed VéraPax.
74
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_ITA_3609: ITALIEN
SEMESTER 2
COURSE COORDINATOR: LUISIANA NASO
COURSE OBJECTIVES
Situare l’Italia nel contesto internazionale: analisi dei principali settori dell’economia italiana. Che cos’è il made in
Italy? Il management all’italiana. Imparare l’arte di negoziare con gli italiani
LEARNING OUTCOMES
Al termine di questi corsi, gli studenti saranno in grado di:
1. Sapere qual è il ruolo dell’Italia nel contesto internazionale
2. Consolidare le loro conoscenze dell’economia italiana
3. Negoziare con gli italiani
4. Perfezionare l’espressione orale
5. Essere al corrente dell’attualità italiana
PREREQUISITES
Livello B2
COURSE CONTENT
WEEK
TOPIC
CONTENT
PREPARATORY WORK
Studiare tutti i testi
L’agricoltura ieri ed oggi. sull’agricoltura. Cercare il vocabolario e
Testi di attualità
saperli presentare all’orale
Primo corso
Il settore primario
Secondo corso
Studio di questo settore. Il Preparare testo sulla
L’industria agroalimentare
made in Italy. Analisi di
contraffazione dei prodotti alimentari
e l’esportazione
tabelle
italiani
Studio di tabelle.
Esportazione. La
contraffazione. Video:
Saviano sulla
contraffazione
Riassunto e commento di un video sulla
contraffazione (circa 250300 parole)
Terzo corso
Il settore tessile
Quarto corso
Che cosa ingloba questa
Che cos’è il Made in Italy espressione? Nuove
Studiare il testo: Manager umanisti
?
procedure per proteggere
il marchio
Quinto corso
Il management italiano
Differenze tra il nord ed il Preparare a casa il testo
sud dell’Italia
« Le differenze invisibili »
Sesto corso
Come negoziare con gli
italiani?
Come sono visti i
manager italiani all’estero. Traduzione dal francese all’italiano
Come comportarsi durante
una negoziazione
Settimo corso
Esempi di manager di
successo
Le scelte di Alessandro
Benetton. Studio del
testo. Commenti.
Domande sul testo
Preparare articolo
sull’occupazione delle donne e video sui
giovani di oggi (i Neet)
75
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Gioco di ruolo 1
Preparare il tema
Tema: L’occupabilità delle
dell’immigrazione e visionare video
donne e dei giovani oggi
sull’immigrazione
(4 personaggi). Riunione
Gioco di ruolo 2
Riunione al centro di
accoglienza di
Lampedusa (4
personaggi)
Decimo corso
Gioco di ruolo 3
Riunione: Come
sviluppare il turismo in un Preparare il tema sul bullismo
piccolo paese del Sud (4
personaggi)
Undicesimo corso
Gioco di ruolo 4
Video sulla violenza dei
giovani (you tube). Il
bullismo (4 personaggi)
Dodicesimo corso
Compito in classe
Ottavo corso
Nono corso
Preparare il tema del turismo
sostenibile. Imparare il vocabolario
Prepararsi per il compito
Articoli di stampa, documenti audio e video. Minicasi, simulazioni, giochi di ruolo
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
2 compiti scritti
40%
Ogni compito 20%
1h30
Espressione scritta
2 orali
40%
Ogni orale
10-15 mn
Espressione
orale/comprensione orale
Partecipazione
20%
Presenza+part.orale
READINGS
Compulsory: La stampa italiana : L’Espansione, L'Espresso, ItaliaOggi, La Repubblica
Recommended: Lo Stato dell’Italia », Il Saggiatore, Ed. Mondadori.
«L’Italia geoeconomica », Utet Libreria.
«Le management à l’italienne », F. Vidal.
«L’Italie », collection Guide d’affaire du CFCE.
«Communiquer avec ses partenaires européens », Christian Maréchal, Nathan.
76
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_JAP_3613:: JAPONAIS
SEMESTER 2
COURSE COORDINATOR: FUMIKO SUGIE
COURSE OBJECTIVES
To understand Japanese used in everyday life and in business situations
LEARNING OUTCOMES
Read and understand written materials with specific contents concerning everyday topics
Grasp summary information such as an newspaper headlines
Read slightly difficult writing encountered in everyday situations and understand the main points of the content if
some alternative phrases are available to aide one’s understanding
Listen and comprehend coherent conversation in everyday situations, spoken et near-natural speed, and follow their
contents as well as grasp the relationships among the people involved
PREREQUISITES
Basic Japanese corresponding to the JLTP (Japanese-Language Proficiency Test) N4 or CEFR (Commun European
Framework of Reference for Languages) A2/B1
COURSE CONTENT
WEEK TOPIC
1
2
CONTENT
PREPARATORY WORK
Dealing with illness, Doctor and
hospital, Staying healthy, Fitness
activities
Expressing reasons, Expressing actions in
progress and habitual actions, Expressing Indicate in class
hearsay, Using causatives
Nature, Recycling, Japanese
festivals
Expressing temporal relations, Expressing
desires, Expressing simultaneous actions
Expressing ease and difficulty
3
Television and mass media in the
information age, Hi-tech, The pros
and cons computers
(Mid-term)
Expressing conditions, Expressing
alternate actions, Expressing appearance
Expressing dates
Expressing experiences, Expressing
things that happened against one’s will,
Expressing purposes, Using causative
passive
4
Part-time jobs, Writing a resume,
Career choices
5
Expressing others’ desires, Expressing
Place to see, Gift to buy, Thanks to
convictions, Using verbs of giving and
give, Memoires to preserve
receiving, Using interrogatives
6
Final exam
Textbook “Doraemon no dokodemo nihongo” and materials given in class.
77
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
ASSESSMENT METHODS
ASSESSMENT % OF THE
TOTAL
MARK
DETAILS
SCHEDULE LEARNING OUTCOME
EVALUATED
Discussion about some topics :
Mid-term
20
(speaking)
Mid-term
20
(writing)
Final exam
20
SEMESTER 2
“An investment project in Japan from
France”, “A investment project in France
from Japan” (depending on the student’s
interest and speciality)
Writing abstracts about topics that student
have chose for the final exam
10min
Home work
Presentation of topics
10min
(speaking)
Final exam
Being able to
understand and express
relatively complex thoughts.
Being able to use some kanji
Being able to analyse
and argue about some ideas and
proposals.
20
Presentation
Home work Being able to use kanji
(writing)
Participation
20
READINGS
Recommended readings: Japanese newspapers for children on the web
Students are not allowed to miss more than one class session without justification.
78
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_POR_3610: PORTUGAIS
SEMESTRE 2
RESPONSABLE DU COURS : EDUARDO GARGIONI
OBJECTIFS DU COURS
En plein essor socio-économique, le Brésil est devenu une puissance et a pris une position de leadership sur la scène
mondiale en attirant des investissements, personnes et entreprises étrangers qui y voient des nouvelles opportunités
d’affaires.
L’apprentissage de la langue et de la culture brésilienne est un défi à tout étranger voulant y faire des affaires ou s’y
installer, ainsi que pour les étudiants souhaitant faire un échange ou stage sur place. Le cours de langue portugaise,
qui est également axé sur la culture brésilienne, a comme but principal la communication avec les natifs, non
seulement par la connaissance de langue mais aussi les us et coutumes du pays.
Suivre une intervention longue sur des sujets abstraits ou complexes, même hors de son domaine ; Comprendre avec
aisance et finesse une émission radiodiffusée, télévisée, un film et reconnaître l’implicite ;
Faire une présentation sur un sujet complexe et parvenir à une conclusion appropriée ; s’exprimer avec aisance et
sans effort ; suivre et participer avec aisance à une discussion ;
Comprendre dans le détail des textes longs et complexes dans le domaine de la vie sociale, du travail ou universitaire
avec l’utilisation éventuelle d’un dictionnaire ;
Ecrire des textes bien structurés, prendre des notes détailles, résumer des textes longs et difficiles ; maintenir un
excellent degré de correction grammaticale.
CONTENU DU COURS
SEMAIN SUJET
E
CONTENU
Le fait de parler une langue n’est souvent pas assez pour
se faire comprendre, pour négocier. Un survol sur les
clichés, la pensée, la manière d’être et la culture des
affaires au Brésil.
1-
L’interculturel
2-
La négociation international : introduction, la globalisation,
Texte sur interculturel
La négociation 1 les différents points de vue, l’importance de l’interculturel.
Exposé PowerPoint, vidéos illustratifs.
3-
Comment mener à bien une négociation internationale : du
conflit à la coopération, en passant par l’éthique et
Texte sur un cas pratique de
l’observation des règles locales. Les contrats
négociation internationale
La négociation 2
internationaux. Présentation, débat, conclusions. Etude de
cas pratiques de négociations internationales avec le
Brésil, présentation, jeux de rôles.
4-
Entreprises
Textes économiques : présentation des grandes et
moyennes entreprises brésiliennes. Introduction des temps
composés.
5-
Marketing 1
Introduction au Marketing. Points de vue, le marché
brésilien. Spécificités locales et régionales.
6-
Marketing 2
Le consommateur, étude de cas pratiques. Exemples sur
quelques entreprises et leurs stratégies et choix sur le
marché.
7-
Le marché de
travail au Brésil
Présentation Powerpoint complétée par vidéos de
ressources humaines. Le marché du travail au Brésil, les
opportunités, les grandes entreprises qui recrutent.
Texte sur le
marketing
79
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
8-
Comment faire un CV, une Lettre de Motivation.
Le CV et la lettre
Présentation, modèles, ce qu’il faut et ce qu’il ne faut pas
de motivation
faire.
9-
L’entretien
d’embauche
Vidéos sur l’entretien d’embauche : ce qu’il faut savoir.
L’après entretien, ce qu’il faut faire. La négociation du
salaire
Apporter une lettre
de motivation et un CV
Activités de compréhension de différents types de discours oraux à partir de documents authentiques vidéo et audio,
Activités d’expression orale en différents contextes : exposés, débats, entretiens d’embauche… Lecture et réflexion
sur des thèmes variés : société, affaires, marketing, politique, environnement… Production de documents, résumés,
analyse et synthèse de textes.
EVALUATION
% DE LA
NOTE FINALE DETAILS
Oral 1
20%
Présentation orale sur un cas
pratique de négociation
Environ 10/15
minutes par
étudiant
1à4
Oral 2
20%
Présentation orale : en binôme,
simulation d’un entretien
d’embauche.
Environ 10/15
minutes par
binôme
1à9
Ecrit 1
20%
Présentation écrite, en forme de
dossier sur une entreprise
brésilienne.
1à 4
Ecrit 2
20%
Etude d’un cas de marketing :
fondements, stratégies, spécificités
locales, public cible.
1à6
Participation
20%
Ici est évaluée la participation de
chaque étudiant à toutes les activités
proposées au cours du semestre
1à9
DUREE
OBJECTIF
LECTURES
Obligatoires :
1-Harumi de Ponce, Maria. Andrade Burin, Silvia. Florissi, Susanna. 2012. Bem-Vindo – A língua Portuguesa
no Mundo da Comunicação. Editora SBS
2-Péret Dell’Isola, Regina Lucia. Apparecida de Almeida, Maria José. 2008. Terra Brasil – Curso de Língua e
Cultura. Editora UFMG.
3-De Ponce, Arumi. Burim, Silvia. Florissi, Susanna. 2006. Panorama Brasil – Ensino do Português do
Mundo dos Négocios. Editora Galpão
80
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_CLA_S2_LVX_LV2_RUS_3607: RUSSE
SEMESTRE 2
RESPONSABLE DU COURS : TATIANA TRANKVILLITSKAIA
OBJECTIFS DU COURS
Approfondir les connaissances du russe ; Développer les aptitudes à la communication ;
Compréhension de la Russie contemporaine économique et sociétale.
Les étudiants doivent savoir :
faire un exposé écrit en Russe /2 pages/ ;
réciter les textes portant sur l’économie, les finances, le mode de l’entreprise
être capable de présenter un exposé oral de 15 minutes à partir des sujets étudiés.
PRE-REQUIS
La maîtrise du russe des affaires (niveau B1/B2 ou plus)
Notion de la géopolitique et du monde industriel russe contemporain.
CONTENU DU COURS
WEEK
TOPIC
CONTENT
PREPARATORY WORK
S2 1-12
Langue des affaires
Textes (presse, manuels), Vocabulaire à apprendre,
exercices, exposés
traduction, recherche sur internet
Analyse des textes (écrite et orale)
Travail en groupe pour les exercices oraux (questions-réponses, discussions) Travail sur Internet en cyrillique
Travaux dirigés sous forme d’exercices écrits et oraux
ASSESSMENT
% OF THE TOTAL
MARK
Participation
20 %
Évaluation Orale
40 %
chacune
Évaluation Ecrite
40 %
chacune
DETAILS
SCHEDULE
LEARNING
OUTCOME EVALUATED
LECTURES
Articles de presse en russe et en français sur la Russie
L. Klobukova (réd.), Russkij jazyk dlja èkonomistov, Moscou, Russkij Jasyk, Kursy, 2012, 160 p. (extraits)
S. Derjagina (réd.), V gazetah pišut, Moscou, Russkij Jasyk, Kursy, 2012, 280 p. (extraits) Sites Internet en russe sur
les actualités en Russie
81
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS
NUMBER OF HOURS: 30
SEMESTER 2
COURSE COORDINATOR: FABIEN BERNHARD
COURSE OBJECTIVES
To familiarize students with the notion of a family business, as well as provide more specific exposure to family firms
in France and in each student’s native country.
LEARNING OUTCOMES
Have the notion of family business and how such businesses contribute to national economies in the European Union;
Become more familiar with a select group of multigenerational family firms in France and other countries in Europe
with (both publicly traded and privately owned), which span a range of key industries in retailing, manufacturing and
service sectors;
Become familiar with family and corporate governance practices which distinguish well-run from poorly run family
firms, and more importantly increase their chances of survival and growth;
Understand some other aspects of family firms, including the unique challenges facing such firms in contrast to firms
more generally.
Be able to apply key concepts learned in the course to analyse their own selected case.
PREREQUISITES
Three years of general business courses or Bac + 3 Business Administration.
COURSE CONTENT
WEEK TOPIC
1
Introduction to the topic of
Family Business
CONTENT
PREPARATORY WORK
Definition, Role of family
business in the economy
Neubauer & Lank. 1998. Casper, Dias and
Well known French firms,
Elstrodt. 2010. Case assignment
Successful attributes
Gersick, & al, 1997
2
3
Governance and
Management of the Family
Firm
Values/Philosophy
Poza, 2010a Case assignment
Best practices in governance
Optional: Dorgan, et al, 2006
Succession in the Family
Challenges of succession
Typologies
Poza, 2010b
Firm
Family strategy, introduction
The succession process
Using family for competitive
advantage
Miller&LeBreton Miller, 2005 Case
assignment
82
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Family strategy, continued
4
The Entrepreneuring family
Case assignment
Case applications
GROUP PRESENTATIONSPart 1
Final presentations as assigned
WRAP UP
5
GROUP PRESENTATIONSPart 2
Final presentations as assigned.
Lectures, student study cohorts, Socratic dialogue, reading, case-based discussion.
ASSESSMENT METHODS
ASSESSMENT
Continuous
assessment
Group
presentations
Final group
projects
% OF THE
TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
35%
class participation, group work
(mandatory make up work if
absent).
Throughout the term.
LO1 to LO5
30%
Each group will present once as Each group will
main presenter, and once as
present twice during
devil’s advocate.
the term,
LO1 to LO5
35%
Comprehensive case study of
Due after the end of
one European family business,
the course. Due date
based on structure provided in
to be announced.
class.
LO1 to LO5
PLEASE NOTE: Self-peer evaluation forms will be compulsory to receive a final grade. Group project grade may
be adjusted upwards or downwards depending upon individual contribution to the project.
READINGS
COMPULSORY AND RECOMMANDED READINGS:
Casper, C., Dlas, A.K. and Elstrodt, H. 2010. The Five Attributes of Enduring Family Businesses. McKinsey Quarterly, 1: 1-10.
DORGAN, S.J., DOWDY, J.J. and RIPPIN, T.M. 2006. Who Should-and Shouldn’t Run the Family Business. McKinsey Quarterly,
3: 13-15.
Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family
Business. Excerpts including Figure 1-3 (p. 17) and Chapter 1: The Ownership Developmental Dimension. Boston, MA:
Harvard Business School Press, pp. 17; 29-56.
LANDES, D. 2006. Dynasties, Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). New York,
NY: Viking Adult (Penguin).
Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family
Businesses. Exerpts including Table 1-2 (p. 17) and Chapter 2: Potent Priorities at the Great Family-Controlled
Businesses: The Four C’s (p. 31-52). Boston, MA: Harvard Business School Press.
Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability, Chapter 1: Nature and
Significance of Family Business. London, UK: Macmillan Press, pp. 3-25.
Poza, Ernesto J. 2010a. Family Business, Chapter 2: Great Families in Business: Building Trust and Commitment,. Third
ed. South-Western, CENGAGE learning. pp. 27-46.
83
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Poza, Ernesto J. 2010b. Family Business, Chapter 5: Succession and the Transfer of Power. Third ed., South-Western,
CENGAGE learning. pp. 107-118.
ADDITIONNAL READINGS:
Aronoff, C.E., Astrachan, J.H. &Ward, J.L. 1998. Developing Family Business Policies: Your Guide to the Future.
Marietta, GA: Family Enterprise Publishers.
Carlock, R.S. &Ward, J.L. 2001. Strategic Planning for the Family business: Parallel Planning to Unify the Family and
Business. New York, NY: Palgrave.
ELSTRODT, H. 2003. Keeping the Family in Business. McKinsey Quarterly, 4: 94-103.
Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family
Business. Boston, MA: Harvard Business School Press.
Landes, D. 2006. Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance,
Tenacity and Continuity (pp. 37-74) and Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193).
Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family
Businesses. Boston, MA: Harvard Business School Press.
Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability. London, UK: Macmillan Press.
84
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
16_M1_LI_BM_S2_CCO_FLE_1651: ERASMUS FLE
NB HEURES : 36
SEMESTRE 2
PROGRAMME INTERNATIONAL - 5 ECTS
RESPONSABLE DU COURS : LUCIE BENAGROUBA
OBJECTIFS DU COURS
Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL.
Pouvoir faire face aux situations quotidiennes de la vie académique, sociale ou professionnelle.
Interagir dans la vie quotidienne, dans des situations de la vie académique ou professionnelle
Comprendre des documents audio-visuels (informatifs ou fictionnels) en relation avec la vie courante ou l’actualité.
Comprendre des documents écrits de la vie courante ou des articles de presse.
Exprimer des points de vue personnels sur des thèmes ayant trait aux études ou à des aspects sociaux et culturels.
Réaliser une présentation orale claire et structurée sur un sujet familier, académique ou professionnel.
Présenter un projet et élaborer des hypothèses, faire un compte-rendu.
Produire un texte narratif, informatif ou argumenté.
PRE-REQUIS
Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.
CONTENU DU COURS
SEMAINE
SUJET
CONTENU
La vie en France : aspects
pratiques
- vocabulaire,
- situations de communication
de la vie quotidienne
- le parcours scolaire et
Parler de son environnement, professionnel
de son parcours
- les activités de loisirs
Parler de ses projets
-présenter un projet
professionnel
- parler de l’avenir
Actualités et médias
- exprimer un point de vue sur
un thème d’actualité
- débattre, argumenter
Connaissance de la vie
culturelle française :
Communication orale
●
culture régionale,
chansons, films, ou
événements culturels
- présentations du pays
d’origine
- comparaisons avec la France
- récit des expériences
85
BUSINESS MANAGEMENT
MASTER 1 – 2015 - 2016
Pédagogie de la tâche, telle que définie par le CECRL.
Documents authentiques extraits d’articles, chansons, documents audiovisuels d’actualité ou de fiction.
Activités issues des méthodes Rond-Point (éd. maison des langues), Tout va Bien (Clé International) et Echo (Clé
International).
Sites web.
Documents multimédias disponibles sur la plateforme Blackboard.
Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant).
Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions.
Alternance de travail individuel et travail en groupe.
EVALUATION
% DE LA NOTE
FINALE
Examen partiel
40%
DETAILS
DUREE
Présentation orale
Grammaire et
compétences de
communication
Ecrit et oral
Lecture, écriture, oral
Ecrit
Examen final
40%
Participation en
classe
20%
OBJECTIFS
Présence et
participation
LECTURES
http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm
86

core courses master in management 1 business

Transcription

Documents pareils

Infolettre #1 Ikebana

Note aux parents rentrée 2016 - Ecole Jeannine Manuel

Information du Proviseur concernant la rentrée

health caravan

Chers clients, Nous informons notre aimable clientèle qu

Dear engineering students, A Lean Six Sigma – Green Belt

Jubilee Celebration Cake

Chers parents et élèves, le 14 juin 2012 Comme vous le savez peut

Je vous invite à participer en grand nombre à notre

Communication interpersonnelle