International Business – 233 - 2nd year of master's degree

Ects : 3
Volume horaire : 18
Coefficient : 3

Enseignant responsable :

• PHILIPPE PUSCHMANN

Ects : 3
Volume horaire : 18
Coefficient : 3

Enseignant responsable :

• EVELYN ODONKOR

Ects : 3
Volume horaire : 18
Coefficient : 3

Enseignant responsable :

• ARNAUD RAYNOUARD

Ects : 3
Volume horaire : 21
Coefficient : 3

Enseignant responsable :

• TAMARA NEFEDOVA

Ects : 3
Volume horaire : 30
Coefficient : 6
Compétence à acquérir :
- be able to initiate and manage projects efficiently and effectively, which means:
- Be able to identify project customers and their needs and formalize the SOW
- Be able to organize project phases and tasks using tools such as WBS, OBS and RAM and monitor team work
- Be able to conduct a negotiation with the customer(s) of a project
- Be able to elaborate the budget and the final report of a project
Mode de contrôle des connaissances :
Workshop final report (oral submission and written report)
Pré-requis recommandés :
None
Pré-requis obligatoires :
None

Description du contenu de l'enseignement :
- Basics: project definition, issues, stakeholders, project phases
- Tools: Project Charter, WBS, OBS, SOW (statement of work), Gantt, RAM
- Monitoring: Budget and Gantt
Project report for PRB (Project Review Board)

Bibliographie, lectures recommandées
· PM Knowledge deck – Alan MacIntyre, PMP – published by Exigent, Inc
· PMBOK® Guide – Sixth Edition (2017). A Guide to the
Project Management Body of Knowledge (PMBOK® Guide)
· The project management memory jogger – second edition – Karen Tate and Paula Martin

Enseignant responsable :

• CATHERINE AUBERT-BAUDEQUIN

Ects : 3
Volume horaire : 33
Coefficient : 3

Enseignant responsable :

• ALICE COATALEM

Ects : 6
Volume horaire : 48
Coefficient : 9

Enseignant responsable :

• ANOUCK ADROT

Ects : 3
Volume horaire : 36
Coefficient : 6

Enseignant responsable :

• FRANCK DEBANE

Ects : 3
Volume horaire : 36
Coefficient : 3

Enseignant responsable :

• CHRISTOPHE ELIE DIT COSAQUE

Ects : 3
Volume horaire : 18
Coefficient : 3

Enseignant responsable :

• PIERRE RELECOM

Ects : 3
Volume horaire : 18
Coefficient : 3
Compétence à acquérir :
At the end of the course, students will be able to:
- distinguish the
type of projects entrusted

-
adjust the project management according to these different types

- work in close collaboration with the stakeholders of
controlling function

- analyze the typology of project and company
risks, and propose
organizational action plans to deal with them

- estimate a
breakeven point in volume and in value

- carry out
profitability studies of projects
in certain environments, such as
in uncertain environments

- apprehend the main lines of
new methods of creativity such as design thinking, or management by design

- have a good knowledge of the sphere of
innovation and open innovation
Mode de contrôle des connaissances :
Class participation: Since 40% of the time will be devoted to collectively processed business cases, the level of involvement and participation in these cases will obviously be taken into account. This may be up to 20% of the examination mark. Example: A student who has 14/20 on the final exam and who has participated in class will be able to see his grade rounded to 14 + 20% = 16.8.

Exam policy: In the exam, students will not be allowed to bring any document. Unexcused absences from exams or failure to submit cases will result in zero grades in the calculation of numerical averages. Exams are collected at the end of examination periods.

Exam content: The final exam will consist of one-hour multiple choice quiz with 60 questions with only one correct answer, and no penalty for wrong answer. The questions will alternate between course questions and simple small calculations.

Description du contenu de l'enseignement :
PROJECTS
Different types of project / Logic of project development / Fundamentals of project management / Control task - forces


RISK AND COST MANAGEMENT
The planet called “Risk” / Risk management with examples / Cost management using design to cost, target costing, through cost plus and price less models /

BINGO business case

CORPORATE AND PROJECT FINANCE
Performance (monetary or not) / Reminder finance for non-financial people / Breakeven point / Relevant cost

DULUX-DISTRIBOCHAN / HOTEL PATOUCHE / BOUYGUES vs CARREFOUR /

MINIMARGE/MINIBREAK/LA CROISIERE S’AMUSE/DURAIL/VACANCES SPARTIATES/business cases

ECONOMIC STEERING IN CERTAIN ENVIRONMENT
Operational and economic management of traditional projects / Actuarial calculation, NPV, IRR & Payback / Application to an original case requiring budget preparation, and the treatment of a particular mode of financing

LET’SGO startup business case

PRACTICE OF INNOVATION AND PRACTICAL INNOVATION
Innovation and its operational processes: from design thinking to management by design through Open Innovation projects

HERDEDURE ELECTRONIQUE business case

ECONOMIC STEERING IN UNCERTAIN ENVIRONMENT
Economic management of "hyper-uncertain" projects for a reconciliation between immediate profitability and innovative projects

ECOFOSS business case

Bibliographie, lectures recommandées
(Very) many books on corporate management control, project management control, business performance management.
Principal authors: Bouquin, Berland, Malleret, ...
Works on project management and risk management, Roger AÏM documents for AFNOR, website of INNOVACTION company.
Renault organization on risk management, Personal experience on cost management and management of innovation, among others ...

Enseignant responsable :

• ROLAND STASIA

Ects : 3
Volume horaire : 18
Coefficient : 3

Enseignant responsable :

• JASPER FINKELDEY

Ects : 6
Coefficient : 9

Enseignant responsable :

• CHRISTOPHE ELIE DIT COSAQUE

Volume horaire : 9

Enseignant responsable :

• CHRISTOPHE ELIE DIT COSAQUE

Ects : 3
Volume horaire : 18
Coefficient : 3
Compétence à acquérir :
Teaching objectives
:

o Helping students to acquire an
analytical methodology of comparing management models, practices and methods with
national cultures

o Enlarging
theories and their proper
practical adaptability to professional everyday life situations

o Helping students to acquire a
metacultural global understanding of management issues.
Mode de contrôle des connaissances :
Teaching methods and aids
:
This course is broken down into 4 Learning Modules
o Each Learning Session includes theoretical displays and actual events– Video projections and Pdf documentation - Duplicates:
o Each session will include
a- Lecture by the professor.
b- Presentation of a small subgroup’s work based on reading’s session (approximately one hour) Remark: all students are requested to read and annotate the handout or case study paper. The appointed subgroup for presentation must carry out some further research work, under the supervision of the professor.
c- Group discussion and debate
Pré-requis recommandés :
Personal or professional experiences desired in international contexts. Qualifications: curious, observant and an ability to question oneself

Description du contenu de l'enseignement :
As already aware of intercultural problematic, students of such a curriculum will increase their knowledge and mastery of intercultural management applications, in discovering new thematic dealing with:
o How to compare cultural values and managerial practices
o Multicultural teams building, decision settling, motivation, leadership, authority, conflicts, working organization
o The challenges of Intercultural in front of, on one side the so called “globalization “and on the other the fact of “Glocalization”.
o Understanding cross-cultural management in China
This deepening of the matter will contain specific tools to allow students to prepare to decide, anticipate global and local managerial issues and evaluate potential synergies that building multicultural teams must initiate.

Bibliographie, lectures recommandées
Bartlett A. Christopher, Ghoshal Sumantra, 2002 (1998).
Managing across Borders, The transnational solution, Harvard Business School press.

Bennet Milton J., 1998:
Basic concepts of intercultural communication, Selected readings, London, Intercultural Press.

Bond M.H., (1991),
Beyond the Chinese face, Insights from psychology, Oxford University Press, Hong Kong, p. 125

Chao-Chuan Chen & Yueh-Ting Lee,
Leadership and Management in China, Philosophies, Theories & Practices, Cambridge, 2008.

Clifford Geertz,
The Interpretation of Cultures, Basic Books, New York, 1973

Fernandez B. (2010),
Built trust in China, a cross-cultural & relational perspectives, in (Zheng & Yang)), La confiance et les relations sino-européennes, L’Harmattan, 2010, pp.49-60.

Fernandez, B. & alii.
International Executives, Identity, Strategies and Mobility in France and China, Asia Pacific Business Review, Vol. 12, N°1 53-76, January 2006.

Geert Hofstede, (1991): Cultures and Organizations - Intercultural and its importance for Survival - Software of the mind - Printed : Harper Collins Business, London

Hall E.T. , 1976 Beyond Culture, Anchor/Doubleday
Inglehart R. (1997),
Modernization and Postmodernisation, Cultural, Economic and political change in 43 societies, Princeton University Press, Princeton, New Jersey, 453 p.

Kwang Ng. Aik, (2001),
Why Asians are less creative than Westerners, Prentice Hall, Pearson Education Asia Pte Ltd.

Min Chen, 2004: “
Asian Management Systems”, Thomson, UK

Redding Gordon, Stening Bruce W. 2003 :
Cross-cultural Management, Volume I The Theory of culture, Bodmin, Cornwall, “The international Library of critical Writings on Business and Management”, EE Published.

Redding Gordon, Stening Bruce W. 2003 :
Cross-cultural Management, Volume II Managing Cultural Differences, Bodmin, Cornwall,
“The international Library of critical Writings on Business and Management”, EE Published.

In French :

Chanlat Jean François, Pierre Philippe,
Le management interculturel, évolution, tendances et critiques, Editions EMS, 2018

Cailliau Hesna, Le paradoxe du poisson rouge, Edition Saint Simon, 2015.

Cheng A., Histoire de la Pensée Chinoise, Seuil, Paris, 1997

Fernandez Bernard,
IDENTITE NOMADE,
De l’expérience d’Occidentaux en Asie, Anthropos-Economica, 2002

Enseignant responsable :

• BERNARD FERNANDEZ

Ects : 3
Volume horaire : 18
Coefficient : 3
Compétence à acquérir :
- Have command of the basic knowledge required to understand Supply Chain operations, planning and future challenges (4.0 Revolution)
- Be able to understand and analyze a Supply Chain map
- Be able to identify competitive drivers in the international supply chain
- Be able to formalize and submit a continuous improvement plan of supply chain processes with a view to international development
Mode de contrôle des connaissances :
Workshop and submission of the project (oral and written)
Pré-requis recommandés :
None
Pré-requis obligatoires :
None

Description du contenu de l'enseignement :
- Supply Chain Management and cross-functionality in a VUCA environment
- Customer-driven supply chain and value creation strategy
- Planning and forecasting
- System and process approach
Cross-functional Performance management

Bibliographie, lectures recommandées
- Operations Management in Supply Chain – Decisions and Cases – 6th edition
Schroeder, Meyer Goldstein, Rungtusanatham
– Recommended
- Lean Supply Chain and Logistics Management – Paul Myerson – Mc Graw Hill –
recommended
- The Supply Chain management casebook – Comprehensive coverage and best practices in the SCM – Chuck Munson - Pearson

Enseignant responsable :

• CATHERINE AUBERT-BAUDEQUIN

Ects : 3
Volume horaire : 21
Coefficient : 3

Enseignant responsable :

• JEAN AXEL ULLERN

Ects : 3
Volume horaire : 24
Coefficient : 3

Enseignant responsable :

• DAVID HATCHUEL

Coefficient : 3

Enseignant responsable :

• BERNARD FERNANDEZ

Ects : 3
Coefficient : 6

Enseignant responsable :

• CHRISTOPHE ELIE DIT COSAQUE