core courses master in management 1 business
Transcription
core courses master in management 1 business
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 TEACHING & LEARNING METHODS 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 INTERNATIONAL PROGRAMME - 4 ECTS 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 After having taken this course participants will be able to: 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 TEACHING & LEARNING METHODS 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. RULES FOR ABSENCE AND PLAGIARISM 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 INTERNATIONAL PROGRAMME - 4 ECTS 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 Applications for business 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 Applications for business case presented in Tutorial 6 (Group presentations) Applications for business Product Decisions Example from case presented in Tutorial 7 Research (Group presentations) Pricing Decisions Example from Research Applications for business case presented in Tutorial 8 (Group presentations) Applications for business THE Promotion Decisions Example from case presented in Tutorial 9 Research (Group presentations) Tutorial 11 Applications for business 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. TEACHING & LEARNING METHODS 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 INTERNATIONAL PROGRAMME - 4 ECTS 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 After having taken this course participants will be able to: 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 Dessler – Chapters 5-7 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 Dessler – Chapters 11-13 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 TEACHING & LEARNING METHODS 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 TEACHING & LEARNING METHODS 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). RULES FOR ABSENCE AND PLAGIARISM 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 Recherche sur les thèmes du cours suivant 6 Eude de textes Comprendre les problèmes d’actualités arabes : économique. Recherche sur les thèmes du cours suivant 7 Etude de textes Comprendre les problèmes d’actualités arabes: sociale Recherche sur les thèmes du cours 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 sociétés arabomusulmanes contemporaines : 10 11 Approche géopolitique L’économie du Monde arabe : pétrole et gaz Etude de textes économique Lecture Recherche sur les thèmes du cours suivant. Recherche sur les thèmes du cours suivant. Recherche sur les thèmes 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. OBJECTIFS D'APPRENTISSAGE 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 METHODES PEDAGOGIQUES Travaux dirigés 26 BUSINESS MANAGEMENT MASTER 1 – 2015 - 2016 METHODES D'EVALUATION 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 + Preparación de los ejercicios + Visionado de vídeos Preparación del examen escrito Preparación de la presentación sobre la Bolsa Presentación en grupo de la cartera + estrategia de inversión TEACHING & LEARNING METHODS 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 Comprensión y expresión 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®. RULES FOR ABSENCE AND PLAGIARISM 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 After having taken this course participants will be able to: 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 : 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 ; Work on texts from the press. TEACHING & LEARNING METHODS 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 TEACHING & LEARNING METHODS 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 After having taken this course participants will be able to: ● 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 TEACHING & LEARNING METHODS 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 RULES FOR ABSENCE AND PLAGIARISM 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. OBJECTIFS D'APPRENTISSAGE 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. METHODES PEDAGOGIQUES 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. METHODES D'EVALUATION 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. OBJECTIFS D'APPRENTISSAGE 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 METHODES PEDAGOGIQUES 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 METHODES D'EVALUATION ASSESSMENT % OF THE TOTAL MARK Participation 20 % Évaluation Orale 40 % Évaluation Ecrite 40 % DETAILS SCHEDULE LEARNING OUTCOME EVALUATED 2 évaluations à 20 % chacune 2 évaluations à 20 % 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 INTERNATIONAL PROGRAMME - 4 ECTS 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 After having taken this course participants will be able to: 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 TEACHING & LEARNING METHODS 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 INTERNATIONAL PROGRAMME - 1 ECTS 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 TEACHING & LEARNING METHODS 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 INTERNATIONAL PROGRAMME - 7 ECTS 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 After having taken this course participants will be able to: 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. TEACHING & LEARNING METHODS 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. OBJECTIFS D'APPRENTISSAGE 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, TRAVAIL PREPARATOIRE - 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 METHODES PEDAGOGIQUES ● 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 METHODES D'EVALUATION EVALUATION % DE LA NOTE FINALE Examen partiel 40% DETAILS DUREE Ecrit Examen final 40% Participation en classe 20% OBJECTIFS D’APPRENTISSAGE EVALUE 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 After having taken this course participants will be able to: 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 Tutorial case studies ● ● on governance 10 Tutorial case studies ● ● On responsibilities TEACHING & LEARNING METHODS 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 RULES FOR ABSENCE AND PLAGIARISM 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 INTERNATIONAL PROGRAMME - 3.5 ECTS 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 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) Reading + quiz/exercises Working capital and Cash 50 BUSINESS MANAGEMENT MASTER 1 – 2015 - 2016 Cash flow analysis S4 S5 Cash flow statement - direct and indirect method Reading + quiz/exercises 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) Reading + quiz/exercises 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 Reading + quiz/exercises S8 Applying financial statement analysis Review previous lessons Comprehensive case TEACHING & LEARNING METHODS 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) RULES FOR ABSENCE AND PLAGIARISM 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 INTERNATIONAL PROGRAMME - 2.5 ECTS 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. Related to Lecture 1 and 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 Related to Lecture 3 and 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. RULES FOR ABSENCE AND PLAGIARISM 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 INTERNATIONAL PROGRAMME - 2.5 ECTS 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 TEACHING & LEARNING METHODS 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 INTERNATIONAL PROGRAMME - 5 ECTS 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. TEACHING & LEARNING METHODS 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 INTERNATIONAL PROGRAMME - 2.5 ECTS 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) TEACHING & LEARNING METHODS 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 INTERNATIONAL PROGRAMME - 2.5 ECTS 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 After having taken this course participants will be able to: 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 Preparation of next module 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) Preparation of next module (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 Preparation of next module 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 TEACHING & LEARNING METHODS 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 TEACHING & LEARNING METHODS 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) RULES FOR ABSENCE AND PLAGIARISM 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". OBJECTIFS D'APPRENTISSAGE A l’issue de ce cours, l’étudiant sera capable de: 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 TRAVAIL PREPARATOIRE 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 problèmes d’actualités arabes : politique. Recherche sur les thèmes du cours 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 problèmes d’actualités arabes : économique. Recherche sur les thèmes du cours suivant 7 Etude de textes Comprendre les problèmes d’actualités arabes: sociale (suite) Recherche sur les thèmes du cours suivant 4 8 Introduction à la composition et au fonctionnement des sociétés arabomusulmanes contemporaines : Introduction à la composition et au fonctionnement des sociétés arabomusulmanes contemporaines : 10 11 Recherche sur les thèmes du cours suivant Comprendre l’apport de la civilisation arabolecture musulmane en occident Etude de textes 9 Recherche sur les thèmes du cours suivant Etude de textes économique Approche historique et géographique de l’UMA Approche géopolitique L’économie du Monde arabe : Pétrole et gaz Recherche sur les thèmes du cours suivant. Recherche sur les thèmes du cours suivant. Recherche sur les thèmes 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 Participation, assiduité, présence en cours 20% Ecrit 1 20% DETAILS DUREE Une demi-heure OBJECTIF D’APPRENTISSAGE EVALUE 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. OBJECTIFS D'APPRENTISSAGE 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 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. Lecture et compréhension 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 Lecture et compréhension Week 12 Examen final Tous les cours révision METHODES PEDAGOGIQUES Travaux dirigés METHODES D'EVALUATION % 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 Preparación de los ejercicios 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 + Preparación de los ejercicios + 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 TEACHING & LEARNING METHODS 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 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 Comprensión y expresión 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®. RULES FOR ABSENCE AND PLAGIARISM 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 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 After having taken this course participants will be able to: 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 : 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 ; Work on texts from the press. TEACHING & LEARNING METHODS 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 TEACHING & LEARNING METHODS 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 After having taken this course participants will be able to: 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 TEACHING & LEARNING METHODS 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 RULES FOR ABSENCE AND PLAGIARISM 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. OBJECTIFS D'APPRENTISSAGE A l’issue de ce cours, l’étudiant sera capable de: 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 TRAVAIL PREPARATOIRE 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 METHODES PEDAGOGIQUES 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. METHODES D'EVALUATION 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 D’APPRENTISSAGE EVALUE 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. OBJECTIFS D'APPRENTISSAGE 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 METHODES PEDAGOGIQUES 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 METHODES D'EVALUATION ASSESSMENT % OF THE TOTAL MARK Participation 20 % Évaluation Orale 40 % 2 évaluations à 20 % chacune Évaluation Ecrite 40 % 2 évaluations à 20 % 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 INTERNATIONAL PROGRAMME - 8 ECTS 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 After having taken this course participants will be able to: 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. TEACHING & LEARNING METHODS 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. OBJECTIFS D'APPRENTISSAGE 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, TRAVAIL PREPARATOIRE - 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 METHODES PEDAGOGIQUES 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. METHODES D'EVALUATION 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 D’APPRENTISSAGE EVALUE Présence et participation LECTURES http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm 86