book master in management 1 business management track

Transcription

BOOK MASTER IN MANAGEMENT 1 BUSINESS MANAGEMENT TRACK ACADEMIC YEAR 2014‐2015 1 Business Management Track
Master level 1
Academic year 2014-2015
SEMESTER 1
SEM.
Code
S1 S1 S1 S1 S1 643 644 648 649 684 S1 S1 S1 S1 641 - 1332 1337 COURSES
Strategic management : principles and practice Corporate Finance Cost accounting & management control Marketing Human resource management Business game : capstone global business simulation Elective 1 (see list below) Topics in French Business French as a Second Language CONTCAT
HOURS
CREDITS
Language of
insitruction
36 36 36 36 36 4 4 4 4 4 English English English English English 36 18 30 36 4 2,5 7 5 English English English SEMESTER 1
38,5
ELECTIVES SEMESTER 1 : (one elective to be selected from the list) SEM.
Code
COURSE
S1 S1 S1 S1 S1 S1 S1 S1 S1 S1 S1 S1 S1 S1 620 614 617 618 296 619 622 3519 1068 566 3545 1069 597 3480 Criminal Law Art & aesthetics : marketing application Category management Chinese business management Decision Sciences Competition Law The Economics of Art and Culture Creative Economy Marketing Consultancy Public speaking & debating Emotional and Relationship Intelligence Sales Technics The Internal market and European law VBA for Excel Level 1 Contact
hours
18 18 18 18 18 18 18 18 18 18 18 18 18 18 Language
of
CREDITS
instruction
French 2,5 English 2,5 French 2,5 English 2,5 English 2,5 French 2,5 French 2,5 English 2,5 English 2,5 English 2,5 English 2,5 English 2,5 English 2,5 English 2,5 Business Management Track
Master level 1
SEMESTER 2
SEM.
Code
S2 S2 S2 S2 S2 S2 S2 S2 S2 642 651 647 639 652 - 1333 - 1338 COURSES
Corporate governance & corporate social responsibility Information systems & operation management Legal environment & business decision making Business development & innovation Project management Elective 2 European Family Business Elective 3 French as a Second Language SEMESTER 2
CONTCAT
HOURS
36 36 36 18 18 18 15 18 36 CREDITS
5 5 5 2,5 2,5 2,5 3,5 2,5 5 33,5
Language of
instruction
English English English English English English English English Business Management Track
Master level 1
ELECTIVES SEMESTER 2 : TENTATIVE LIST
SEM.
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
ÉLECTIF SÉRIE
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E2
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E3
E
E3
E2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
2
N°
609
623
264
1770
1070
3551
262
1631
1629
1071
621
384
261
274
275
276
277
291
312
293
616
661
1029
279
260
1771
667
281
282
292
283
654
1073
544
289
295
742
2389
3520
3535
3913
617
4180
COURSE
ADVANCED TOPICS IN STRATEGY - GROWTH STRATEGY & CAPABILITY DEVELOPMENT
European Tax Law
IMPLEMENTATION, ACHIEVEMENT & ARTISTIC GRAPHIC FROM CREATIVITY TO PUBLICATION
Applied Corporate Finance
Cloud Computing VBA for Excel Level 2
Hospitality Management
How to build a dream team
LEAN, AGILE AND RESILIENT – CAN OPERATIONS BE ALL THREE? Introduction to Banking Management
E-BUSINESS and MOBILE APPLICATIONS Real Estate Investing
Management of the Aeronautics Sector
The sole proprietorship
Luxury markets
Management and sustainable development
Management des entreprises culturelles et solidaires
Media & democracy
Negotiation
Outsourcing Politica y medios de communicacion en america latina
Retailing management
Health Care Marketing & Biotechnologies Advanced Project Management Advertising world
Auditing
Brand management
Cross cultural Management
Legal Risk: Marketing
Contact hours
Language of
instruction
CREDITS
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
ANG
ANG
ANG
ANG
ANG
ANG
ANG
ANG
ANG
FRA
ANG
FRA
ANG
FRA
ANG
ANG
FRA
ANG
ANG
ANG
ESP
ANG
ANG
ANG
ANG
ANG
ANG
ANG
FRC
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
18
18
18
18
18
18
18
18
18
18
18
18
18
ANG
ANG
ANG
ESP
ANG
ANG
ANG
ANG
ANG
ANG
ANG
FRA
ANG
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
2,5
Negociation & Conflict Management
Entrepreneurship: International and topic aspects Indian business management
International commercial law
La creatividad en espana
Learning Team Solidarity & non profit organisations
Technological disruption Doing Business with emerging economies: Middle East and North Africa
Geopolitics and Conflicts
Understanding BRICS through Current Events
Family Business
Category management An introduction to financial analysis
15_M1_LI_BM_S1_CCO_MGT_643: STRATEGIC MANAGEMENT: PRINCIPLES
AND PRACTICE
NUMBER OF HOURS: 36
SEMESTER 1
INTERNATIONAL PROGRAMME - 4 ECTS
COURSE COORDINATOR: MOHAMED HÉDI CHARKI, VALÉRIE DUPLAT AND HEDLEY MALLOCH
COURSE OBJECTIVES
This course aims at endowing students with both the analytical tools used in Strategy and the recent academic and
business insights from the Strategy field. Relying on current business issues and challenges, the course mainly
addresses the following questions: 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 to reach expected business outcomes? How to
manage strategic changes successfully?
LEARNING OUTCOMES
After having attended this course, students will be able to:
1. comprehend the stakes, the stakeholders, and the nature of strategic decisions in a complex and evolving business
environment;
2. acquire the knowledge required to develop a strategic/competitive analysis;
3. apply the knowledge received to make strategic choices at the corporate and business levels;
4. evaluate and understand trade-offs of international moves, M&A and strategic alliances;
5. and assess the validity of the strategic decisions.
PREREQUISITES
None
COURSE CONTENT
WEEK
TOPIC
CONTENT
Strategic Schools of Thought and
Strategic Discourse (strategic
thinking and vocabulary)
1
Strategic Analysis – The External
Side
(PESTEL,
5
Forces
framework)
2
Part I
The Foundational Elements
of Strategic Thinking
(Value Chain Analysis, VRIN
framework)
3
Strategic Analysis – The Internal
Side
PREPARATORY WORK
Walter, I. (2012). “The real
leadership lessons of Steve Jobs”. Harvard
Business Review, vol. 90, n°4, pp. 92-102.
Bryce, D., Dyer, J.H., ,and Hatch,
N.W. (2011), The Power of Free, Harvard
Business Review, 89 (6): 104-111
Exploring Strategy Text & Cases,
Environment (chapter 2)
Parmar, R., Mackenzie, I., Cohn,
D., and Gann, D (2014), The New Patterns of
Innovations, Harvard Business Review, 92
(1/2): 86-95
Strategic Capabilities (chapter 3)
4 New Lenses for Competitiveness: Kim, W.C. and Mauborgne, R.
The Blue Ocean perspective (BOS (2009). “How Strategy Shapes
Tools)
Structure”, Harvard Business
Review, 87, issue 9: 72-80
4
New Lenses for Value – Toward
Creating Shared Value in Business
(limits of the Capitalistic view of
strategy, shared value and value
chain)
5
Corporate Strategy (how to play
with the Business Units, how to
structure your organization)
6
Bertini, M. and Gourville, J.T.
(2012). "Pricing to Create Shared
Value”, Harvard Business Review,
90, issue 6: 96-104
Corporate Strategy & Diversification
(Chapter 3)
Corstjens, M. and Lal, R. (2012).
“Retail doesn’t cross borders”.
Harvard Business Review, 90,
issue 4: 104-11
Business Strategy (Chapter 6)
Business
Strategy
(trade-off
between the three main generic
strategies, dynamic perspective)
7
Heracleous, L. and Wirtz, J. (2010).
“Singapore Airlines balancing act”.
Harvard Business Review, 88, issue
7/8: 145-149.
International Strategy (Chapter 8)
International Business (global vs.
local strategies)
8
Bremmer, I. (2013). “The new rules
of globalization”. Harvard Business
Review, 92, issue 1/2 : 130-107.
Mergers , Acquisitions & Alliances
(Chapter 10)
Internal Growth vs. External Growth Christensen, C.M., Alton, R.,
Rising, C. and Waldeck, A. (2010).
(M&A)
“Internal growth vs. external
growth”: the new M&A playbook.
Harvard Business Review, March:
48-58.
9
Part II
5 Exploring Strategy Text & Cases,
Mergers , Acquisitions & Alliances
(Chapter 10)
Strategic Alliances (Joint ventures,
licensing
and
franchising Arrunada, B. and Vazquez, X.
partnerships)
(2006). “When your contract
manufacturer becomes your
competitor”. Harvard Business
Review, 84, issue 9: 135-144.
10
11
Strategic Evaluation. (Tests,
measures and issues)
Simons, R. (2010). “Stress-Test
Your Strategy”. Harvard Business
Review, vol. 88, n° 11, pp. 92-100.
Evaluating Strategies (Chapter 11)
Emergent Strategies. (Typologies, Lafley, A. G., Martin, R., Rivkin, J.
culture, structures and strategy, and Siggelkow, N. “Bringing
systems, routines and bricolage.)
Science to the Art of Strategy”.
Harvard Business Review, vol. 90,
12
Leading Strategic Change
Managing
Strategic
change. (Chapter 11)
(Types,
context,
analytical
techniques, pitfalls and problems.) Vermeulen, F., Puranam, P. and
Gulati, R. (2010).
“Change for
Change’s Sake”. Harvard Business
Review, vol. 88, n° 6, pp. 70-76.
13
The Practice of Strategy (Chapter
15)
Part III
14
n° 9, pp. 56-66.
Strategic Assessment and
Emergent Strategies
The Practice of Strategy. (Key
personnel, approaches and
mehtodologies
Bungay, S. (2011). “How to Make
the Most of Your Company's
Strategy”.
Harvard
Business
Review, Jan/Feb, vol. 89, n° 1/2,
pp. 132-140
Wrap-up session on Principles and
Practices of Strategic Management Read the previous lectures
15
16
Closing Conference
To make a review of all the material
assigned in previous sessions and
to get prepared for the exam.
TEACHING & LEARNING METHODS
The course includes various pedagogical tools: lectures, cases, articles, books, videos, and teamwork. A regular use of
the BlackBoard platform is imperative to get up-to-date information about the course.
● Lecture (see the table above):
Please note that the course starts sharp on time and doors will be closed right before starting. You need to be in the
6 classroom before the course kick-off. Students are highly encouraged to read the related material before each class. The
material is available either online or in the EDHEC library.[1]
● Teams
Students’ teams will be set-up by the administration. Teams are made up of 5 students in general but some exceptions
can occur if the number of a subgroup is not divisible by 5. Please note that all teams need to belong to the same
subgroups and switching is not possible. Thus, teams composed by students from different groups (A1 and B2, or C1
and C2 for instance is not possible).
Case study sessions:
The case study sessions start sharp on time and doors will also be closed right before starting. Before each case study
session, students will have to prepare a paper with answers to questions posted on BlackBoard several days prior to
each session. 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 detected when grading; then penalized. Moreover, it is up to the students to make
sure that everybody committed to the collective effort. As soon as names are included in the case study paper,
professors consider that everybody equally participated. Case study papers have to be submitted on time; no delay is
tolerated and leads to the absence of grade (deadlines will be communicated). Case study papers must use the following
format: 3 pages maximum, 12 points, Times New Roman, justified and single spaced. Papers that do not respect the
format won’t be considered for grading.
●
In order to form teams of five members, students are asked to use Blackboard, and exclusively Blackboard. For obvious
logistic and administrative reasons, once formed, these teams cannot be changed. Students will receive specific
information about how to set up teams at the beginning of the first class. Please contact Catherine BARTHEL
([email protected]) for any issue you might face when forming teams.
Deadlines
❍ Case
❍ Case
❍ Case
❍ Case
for case study papers’ submission via Blackboard are:
A (3 hours)
B (3 hours)
C (3 hours)
D (3 hours)
Please note that submitting case study papers will no longer be possible once the deadline is over and that submission
only takes place through BlackBoard.
Please note that 2 case studies out of 4 will be graded. The choice of cases will be done randomly
●
Articles
The articles provide insightful perspectives linked to the concepts being studied during the lectures. They are used in
order to enrich after class discussion and exchanges on the Strategic Management forum.
[1] http://portail.bu-vauban.fr/typo3/index.php?id=1084
ASSESSMENT METHODS
ASSESSMENT
% OF THE
TOTAL
MARK
Continuous assessment
25%
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
Participation during Understanding of the tools and
Individual
participation + Mid the lectures and the concepts
Term Exam (MCQ) tutorials
7 Team work on case
studies
Individual final exam
25%
Collective work
50%
Individual
Will
be
communicated
Will be
communicated
Application of the material
taught in class (tools and concepts)
Analysis and synthesis
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 some rationale;
Between 12 and 13: Acceptable: some suggestions with limited 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
See course content
Mandatory book
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2013). Exploring Strategy Text & Cases, 10th
Edition, Prentice Hall. Financial Times.
RULES FOR ABSENCE AND PLAGIARISM
Attendance to case study sessions is mandatory. Each session leads to a participation grade and 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 entire 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
absences or major personal justified cases are accepted. Interviews for internships, or absences related to invitation by
other EDHEC departments or associations are not considered as valid arguments.
8 15_M1_LI_BM_S1_CCO_FIN_644: CORPORATE FINANCE
NUMBER OF HOURS: 36
SEMESTER 1
COURSE COORDINATOR: Frédéric PALOMINO
COURSE OBJECTIVES
The objective of this course is to provide a solid grounding in the principles of corporate finance (capital bugeting, cost of
financing projects, capital structure).
LEARNING OUTCOMES
After having taken this course participants will be able to:
1. Compute the cash flows of a project
2. Compute the return of a project
3. Understand the relation between risk and return of financial assets
4. Estimate the cost of equity and the weighted average cost of capital of a firm
5. 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
LECTURE
1
2
3-4
5-6
7-8
9-10
11-12
13-14
TOPIC
Introduction
Fundamental concepts in financial analysis
Present value
Project appraisal and capital budgeting
Introduction to Risk and Return
Portfolio Selection
The Capital Asset Pricing Model
Introduction to Financing and Capital Structure
The course will consist of 21 hours of lecture and 15 hours of tutorials during which concepts studied during lectures will
be applied through case studies and exercises.
ASSESSMENT METHODS
The course grade will be determined by the grades of the exercises prepared during the tutorials, the mid-term exam and
the final exam.
ASSESSMENT
Mid term exam
% OF THE
DETAILS
TOTAL
MARK
25%
- 45 minutes long
SCHEDULE
LEARNING OUTCOME
EVALUATED
Lecture notes and
9 - Closed book
problem sets up to date
- Bring an accepted
calculator
Exercice/cases
prepared during
toturials
Final exam
25%
-2 h long
- Determines 50% of the
overall course grade
50%
Lecture notes and problem sets
- Closed book
- Bring an accepted
pocket calculator
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.
10 15_M1_LI_BM_S1_CCO_ACC_648: COST ACCOUNTING & MANAGEMENT
CONTROL
NUMBER OF HOURS: 31.5
SEMESTER 1
COURSE COORDINATOR: Claire GREVET
COURSE OBJECTIVES
The course examines the principles and techniques involved in designing and evaluating management and cost
accounting information systems in order to make decision for an efficient running of business strategies.
LEARNING OUTCOMES
1. make decisions on the base of cost-volume-profit analysis and full costing measurement;
2. understand the principles of revenue management and price optimization;
3. evaluate performances by setting appropriate transfer prices and using relevant financial indicators;
4. cope with budgets and budget variances;
5. promote information technology to create lasting business value.
PREREQUISITES
Basic knowledge in financial accounting is required before attending this course, which encompasses an understanding
of financial statements and accounting methods. The comprehension of these fundamentals will be specifically assessed
and part of the grading procedure.
Students should be able to use the Microsoft Excel Solver and the Microsoft Excel PivotTable is required.
Basic knowledge in economics and organization theories will also be helpful.
COURSE CONTENT
SESSION
TOPIC
S1
Introduction
CONTENT
Management accounting, Cost terms
PREPARATORY WORK
Syllabus
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
Review session
Review session before mid-term exam
Exercises
S8,S9
Performance
measurement
Divisional perf. measurement, transfer
pricing
Reading + quiz
S10
Revenue management Revenue management, Price
optimization
S11,S12,S1
3
Budgeting
S14,S15
S16
Reading + quiz
Operating and financial budgets
Reading + quiz
Budgeting-control
Variance analysis
Reading + quiz
Strategic mangt.
accounting
Information technology, Dashboard
Reading + quiz
11 E-learning
1
Financial statements
Fundamentals of financial statements
E-learning Process-costing systems Inventory valuation: weighted-average method, FIFO
2
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 to get their doubt clarified on an on-going basis. Students are asked to get prepared for the class discussion by
reading the required material and by doing the related quiz before attending the course.
Tutorials deal with exercises and in-depth case studies.
ASSESSMENT METHODS
ASSESSMENT
Prerequisite
% TOTAL MARK
DETAILS
10% malus if failed Individual on-line MCQ
SCHEDULE
LEARNING OUTCOME
EVALUATED
End Sept./beg Oct.
E-learning 1
Mid-term
25%
Individual MCQ
M1BM schedule
Sessions 1 to 7
included and, E-learning 2
Work in Tutorials
25%
Teamwork
Final Exam
50%
individual
M1BM schedule
All course
Participation
10% bonus
To individual students actively participating in most class discussions
READINGS
Q. Atrill & E. McLaney – Management Accounting for Decision Makers – 7th edition - FT Pearson – 2012.
The textbook is supported by a valuable online tutorial and assessment solution whose regular use is recommended. 12 15_M1_LI_BM_S1_CCO_MKG_649: MARKETING MANAGEMENT
NUMBER OF HOURS: 36
SEMESTER 1
COURSE COORDINATOR: Prof. Michael ANTIOCO, Olivier GUERREAU, Guergana GUINTCHEVA
COURSE OBJECTIVES
The purpose of this course is to provide participants with fundamental knowledge in marketing so as to successfully
secure and hold any marketing management position within a company.
In a context where marketing is often criticized for lacking (numerical) inputs, and sometimes even valid and reliable
market data, our aim in this class is also to insist on creating financially-viable solutions for the corporate partner that will
sponsor this fundamental marketing course.
More specifically, the objectives of this course are:
● To explain the role of marketing in the (global) organi zation 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 ALL Marketing management
PARTICIPANTS
Role of marketing in the firm
(Nielsen Data introduction)
None
MARKETING
OBJECTIVES AND
ENVIRONMENT DATA
None
Corporate objectives
Defining markets & short exercise Nielsen
data
Scanning the environment
13 Tutorial 2
Tutorial 3
Tutorial 4
MARKETING
RESEARCH
CONSUMERS AND
COMPETITORS
INTERNAL ANALYSES
BCG &
SEGMENTATION
Marketing
research
Analyzing
consumer
markets
‘Surfing
Databases’: In-class exercises
Collect company data on
P&G (individually) Collect environment
data on your market (individually)
Marketing
consumer
Analysis
Collect consumer-related
data
on
your
market
(individually)
research
Analyzing
markets
Competitors
Internal
analyses
BCG
Segmentation
Applications for business
case presented in Tutorial 2 & 3
(Group presentations)
Example of segmentation SWOT and
Marketing Strategy
case presented in Tutorial 4
In-class Coaching session:
Strategy
development
–
Feedbacks
Tutorial 5
SEGMENTATION
AND SWOT
Tutorial 6
STRATEGY
DEVELOPMENT
Tutorial 7
POSITION THE
OFFER
Targeting and Positioning
Tutorial 8
DEVELOP THE
OFFER
Product Decisions
from Research
Example
Pricing Decisions
from Research
Example
Tutorial 9
PRICE THE OFFER
Group
Applications
for
business
presented in Tutorial 8 (Group
case
presentations)
Tutorial
10
Tutorial
11
Closing
PROMOTE THE
OFFER
MAKE YOUR OFFER
AVAILABLE
P&G case
Promotion Decisions Example
from Research
Distribution
Decisions
Example from Research
+ rehearsal presentation by winning
team
Presentation by top teams to P&G
manager(s) and all M1 participants.
1H30: All groups in the
Auditorium
Total
36H00
14 Final
exam
All of the above
Date to be announced
2H00: Individual exam
*: some of the content will be delivered during in-class presentations/discussions managed by the professor, while some
of the content will require self-learning. This will be made explicit to participants before each tutorial.
This course aims at stimulating thinking, practical and interpersonal skills. Participants will learn about marketing with the
following teaching methods:
● Lectures with presentations based on conceptual insights and real-life business examples as well as class
discussions
● Lectures with brief presentations of current marketing research relevant to marketing management practices
● Real business case designed with Procter & Gamble supplying its most recent consumer panel data on one of their
consumer markets to be announced.
ASSESSMENT METHODS
ASSESSMENT
% OF THE
TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
The exam will consist of three
questions:
Exam
50 %
Mid-term Exam
25 %
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
Date will be
announced in
class
LO1, LO2, LO3, LO4, LO7
LO1, LO2, LO3, LO4, LO5
Can consist of short
presentations throughout the
semester & (for all groups) a
final business report in a
PowerPoint format.
Group assignment
25 %
Due date will be
announced
in
Team members will also class
assess their peers/other team
members on the first page of
their group PowerPoint report.
Detail will be shared in class.
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.
15 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 15_M1_LI_BM_S1_CCO_MGT_684 HUMAN RESOURCES MANAGEMENT
NUMBER OF HOURS: 36 SEMESTER 1 INTERNATIONAL PROGRAMME – 4 ECTS COURSE COORDINATOR: MONIQUE VALCOUR 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: 1. Understand the global business environment and how international business dynamics affect the HR‐related decisions which managers must make 2. Explain the practice of HRM as it relates to managers and employees in organizations. 3. Conduct a basic job analysis and apply this understanding of job requirements to other HRM systems including selection, training, performance appraisal, and compensation. 4. Analyze and evaluate the effectiveness of HRM policies and practices. PREREQUISITES None. COURSE CONTENT CLASS, PROF,
WEEK/HRS.
Introduction Prof. COISNE Week 36 [1.5 hours] TOPICS, READINGS, PREPARATORY WORK
Topics: Introduction to Human Resource Management  Why HRM is important to all managers  HRM trends  Strategic HRM Class readings: Dessler – Chapters 1‐3 Topics: Job Analysis CM–1 Prof. UHLANER  Conducting a job analysis  Writing job descriptions Week 37  Identifying job specifications [3 hours] Class readings:  Dessler – Chapter 4 Topics: Recruitment & Selection CM–2 Prof. UHLANER  Personnel planning and forecasting Week 39  Recruiting job candidates [3 hours]  Selection process, basic testing techniques Class readings:  Dessler – Chapters 5‐7 TD–1 Application cases: Profs. COISNE, UHLANER,  Tutorial will be based on Save the Children, a video case to be shown in class. It is very VALCOUR, VERKINDERE important that you attend the lecture and review the student instructions before attending Weeks 39‐40 your tutorial. [3 hours] Topics: Training & Development CM–3 Prof. VALCOUR  Orienting employees  Creating and evaluating training processes 17 CLASS, PROF,
WEEK/HRS.
Week 41 [3 hours] TOPICS, READINGS, PREPARATORY WORK
 Managing organizational change Class readings:  Dessler – Chapter 8 Topics: Careers & Work‐life Integration CM–4 Prof. VALCOUR  Career management Week 42  Job stress [3 hours]  Work‐life issues, flexible work Class readings:  Dessler – Chapter 10 Application case: TD–3  StoneWear case – All material is posted on Blackboard. Please read case and additional Profs. COISNE, PRADIES, documents in advance of the tutorial and come prepared to work in groups in class. VALCOUR, VERKINDERE Weeks 46, 47 [3 hours] Topics: Remuneration Management CM–5 Prof. UHLANER  Determining pay rates & pay plans  Motivation & performance‐based incentives Week 43  Company benefits & services offered [3 hours] Class readings:  Dessler – Chapters 11‐13 Topics: Performance Appraisal CM–6 Prof. LANGUILAIRE  Performance appraisal process Week 45  Appraisal methods, problems and solutions [3 hours]  Performance management Required reading before class: TD–2  Dessler – Chapter 9 Profs. LANGUILAIRE,  Volvo case ‐‐ All material is posted on BB. Please read PP slides and supplemental documents VALCOUR, VERKINDERE in advance of the tutorial and come prepared to work in groups in class for the TD. Weeks 45‐46 [3 hours] CM–7 Prof. VALCOUR Week 48 [3 hours] TD–4 Profs. COISNE, LANGUILAIRE, VALCOUR, VERKINDERE Weeks 48‐50 [3 hours] Closing Prof. COISNE Week 50 [1.5 hours] Topics: Global HRM ; HRM in Small Firms and Startups  Cultural, ethical differences of workforces abroad  Staffing and developing talent in a global context  Managing a global HR system  Managing HR in small businesses and startups Class readings:  Dessler – Chapters 17‐18 Application cases:  Brunt Hotels case – All material is posted on Blackboard. Please read case, consult Powerpoint slides and posted videos in advance. You will work in groups during the tutorial. Topics: Wrap‐Up of Human Resource Management  Strategic HR and human capital  HRM in the digital age  Managing workforce diversity TEACHING & LEARNING METHODS 18 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. 175 students). 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 ½ cohort of approximately 40‐50 students. Students may be asked to prepare in advance case studies and other material, then work in class within groups of 5‐7 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 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) 25% Mid‐term Exam 25% Final Exam 50% TOTAL COURSE GRADE 100% Class Participation (25% of grade) While attending both lectures and tutorials is essential, participating 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. Note: your participation may be expected during the lectures (at the discretion of the professor) as well as the tutorials. 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: TD 1= 3; TD 2= 4; TD 3= 0 (unexcused); TD 4= 3 grade for Class participation = 10] Mid‐term Exam (25% of grade) In order to give students interim feedback on their individual knowledge of HRM concepts, there will be a mid‐term exam. This exam is scheduled for October 23. You will have 45 minutes to 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 (Dessler, slides) of the course from the Intro, Sessions 1‐4, plus associated tutorial content. The exam will consist exclusively of multiple‐choice questions (“QCM”). Final Exam (50% 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 have 2 hours to 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 case studies and multiple choice questions. READINGS Required Textbook: Human Resource Management, 13th 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). 19 15_M1_LI_BM_S1_CCO_GMAT_2608: PREPARING GMAT
SEMESTER 1
COURSE COORDINATOR: Peter Daly
COURSE OBJECTIVES
●
●
●
To familiarize the students with the different sections of the GMAT examination (Integrated Reasoning and the
Analytical Writing Assessment, Quantitative section: problem solving and data sufficiency and Verbal Section:
reading comprehension; sentence correction; critical reasoning).
To practice key test taking strategies to ensure the requisite GMAT score attainment
To work through typical GMAT questions in the various section
LEARNING OUTCOMES
1. To
2. To
3. To
4. To
be familiar with all sections of the GMAT and be able to answer typical GMAT questions in each section
have acquired key test taking strategies
operationalise math and English language terminology of the GMAT
take a full practice Kaplan test online in preparation for the GMAT examination
PREREQUISITES
Bachelor’s degree
COURSE CONTENT
SESSION
TOPIC
CONTENT
1
GMAT/Quantitative Section
2
Problem Solving
Test taking strategies & practice problems
3
Data Sufficiency
4
Data Sufficiency
Focus on practice problems, feedback, & explanation
Introduction to GMAT test – Quant section emphasized
Lectures and in-class exercises
Online support via Blackboard course – GMAT Preparation
Online support available on Kaptest.com (registration is free with book, mentioned below)
Students are strongly advised to buy the following book:
Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile [June 2013 edition] (available
from online retailers and in all good bookstores)
ASSESSMENT METHODS
ASSESSMENT % OF THE TOTAL
MARK
1-hour written
exam
Kaplan Full test
DETAILS
SCHEDULE
50% of final grade Quantitative Section (Data December 2014
sufficiency & Problem
Solving)
50% of final grade Full GMAT with all
May 2015
sections
LEARNING OUTCOME
EVALUATED
LO1, 2, 3
LO4
READINGS
20 Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile (June 2013 edition)
GMAT Website: http://www.gmac.com/; http://www.mba.com/
IR section explained: http://www.veritasprep.com/gmat/integrated-reasoning/
All class lectures are compulsory.
21 15_M1_LI_BM_S1_CCO_MGT_641: BUSINESS GAME CAPSTONE GLOBAL
BUSINESS SIMULATION
NUMBER OF HOURS: 36
SEMESTER 1
COURSE COORDINATOR: Christine Coisne
COURSE OBJECTIVES
CAPSTONE is a three-day business simulation aimed at the following objectives:
● To incorporate the challenges of business development into cross-functional decisions
● To assess the relative importance of finance, marketing, R&D and management capabilities
● To monitor team dynamics and reflect on one’s learning process and contribution
LEARNING OUTCOMES
1. Devise a competitive strategy and implement it
2. Identify drivers of managerial success
3. Optimize financial, marketing, R&D and management tools
4. Make ethical decisions
5. Report on team building and strategic capabilities
PREREQUISITES
Accounting, corporate finance, marketing and strategy fundamentals
COURSE CONTENT
DAY
TOPIC
1
Define a strategy
2
Implement it
3
CONTENT
PREPARATORY WORK
Strategic analysis
Pre-work
Finance, marketing,
business ethics
Strategic report
Reflect on implementation Performance analysis
Learning report and team
effectiveness
Computer-based
Learning by doing
simulation
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
Pre-work (individual)
30%
DETAILS
SCHEDULE
Completion of
rehearsal tutorial and 3 weeks before
situation analysis
LEARNING OUTCOME
EVALUATED
LO1
LO2
22 Simulation (groups of
6 to 8 students)
50%
6 multiple decision
rounds
During simulation
LO3
LO4
Final exam
20%
18 questions
On completion of
simulation
(individual)
Learning report
LO1
LO3
Minus when not
completed
1 page Word doc
On completion of
simulation
LO5
READINGS
Compulsory: CAPSTONE TEAM MEMBER GUIDE
23 15_M1_LI_BM_CLA_S2_LVX_LV2_HEB_3612: 2 HÉBREU LV2
SEMESTER 2
COURSE COORDINATOR: BRIGITTE DONNET-GUEZ
COURSE OBJECTIVES
●
●
●
●
Deepening of the verbal structure, especially the 'weak verbs' ;
Deepening of the grammatical forms : nouns with a following genitive prepositions and nouns with pronominal
suffixes ;
Special syntaxic forms ;
Readings on texts from the press.
LEARNING OUTCOMES
● Good view of the syntax allowing the comprehension of texts of a good level ;
● Increasing capacities for oral productions ;
● Good knowledge of political and cultural aspects of Israël.
PREREQUISITES
Good practice in oral and written expression.
COURSE CONTENT
The course will be made of the following activities :
● 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.
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 %
24 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.
25 15_M1_LI_BM_S1_LVX_LV2_ALL_600: 2 ALLEMAND LV2
NUMBER OF HOURS: 18
SEMESTER 1
COURSE COORDINATOR: Monika Bourbigot (Lille)
COURSE OBJECTIVES
●
Vertiefung der allgemeinen Deutschkenntnisse ;
●
Verbesserung der praktischen Kommunikationsfähigkeiten ;
Erweiterung wirtschaftsbezogenen Wortschatzes und wirtschaftsbezogener Themen.
●
LEARNING OUTCOMES
●
●
●
●
●
Die Aspekte einer Unternehmensgründung kompetent zu erörtern ;
Geschäftsverhandlungen strukturiert und zielgerichtet zu führen ;
Produkte und Leistungen wirkungsvoll präsentieren zu können ;
In Besprechungen und Diskussionen überzeugend zu argumentieren ;
Effizient und professionell zu kommunizieren (persönlich, telefonisch und schriftlich).
PREREQUISITES
Die Studenten sollten die Grammatik und die Syntax der deutschen Sprache, sowie das im Bachelor-Kurs erlernte
Vokabular beherrschen und mündlich in der Lage sein, 10 Minuten frei über ein vorgegebenes Thema zu sprechen
(Mittelstufe : Niveau B2 GER).
COURSE CONTENT
WOCHE
THEMEN
1
Firmengründern und Businessplan
2/3
Produktpräsentationen
4/5
Telefonieren
6/7
Fragebogen
8/9
Telefonmarketing
10/11
Handelskorrespondenz
12
AGB & Zählungsbedingungen
Praktische
Übungen,
Internetrecherchen, Hörverständnisübungen,
Ergänzende Lernmaterialien auf der Lernplattform Blackboard.
Spiele,
Simulationen,
ASSESSMENT METHODS
5 Noten pro Semester (5 x 20 %):
26 ●
●
●
2 schriftliche Noten (schriftliche Hausarbeit + Abschlusstest) ;
2 mündliche Noten (Gruppenpräsentation + runder Tisch mit verteilten Rollen) ;
1 Mitarbeitsnote.
READINGS
Wirtschaftswoche (http://www.wiwo.de).
Deutsche Welle (http://www.dw-world.de).
Focus (http://www.focus.de).
Tatsachen über Deutschland (http://www.tatsachen-ueber-deutschland.de).
Anwesenheitspflicht
Zur Erreichung des Studienzieles wird die Anwesenheit der Studierenden in allen Lehrveranstaltungen erwartet. Bei
mehr als 2 unentschuldigten Abwesenheiten, reduziert sich die Gesamtsemesternote um 1 Punkt.
27 15_M1_LI_BM_S1_LVX_LV2_ARA_606: 2 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.
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.
1
Thème et version
2
Etude
de
textes. De distinguer les parties Recherche sur les thèmes du cours
Morphologie. Grammaire du discours en arabe : suivant.
substantifs, adjectifs, etc. ;
28 3
Etude de textes
Comprendre les
problèmes d’actualités
arabes : politique.
Recherche sur les thèmes
du cours suivant
4
Etude de textes
Utilisation des
prépositions
du cours suivant
5
Eude de textes
Acquisition de structures
complexes de la langue
arabe
du cours suivant
6
Eude de textes
Comprendre les
arabes : économique.
du cours suivant
7
Etude de textes
Comprendre les
arabes: sociale
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
Etude de textes
économique
Approche géopolitique
L’économie du Monde
arabe : pétrole et gaz
Lecture
du cours suivant.
du cours suivant.
du cours suivant.
METHODES PEDAGOGIQUES
Les méthodes pédagogiques sont nombreuses et variées pour transmettre un savoir. Celles que nous adoptons dans
notre travail sont les suivantes :
● Méthode démonstrative ;
● Méthode active ou de découverte.
METHODES D'EVALUATION
EVALUATION
% DE LA NOTE
GLOBALE
DÉTAILS
DURÉE
OBJECTIF
D’APPRENTISSAGE
ÉVALUÉ
29 Participation,
assiduité, présence 20%
en cours
Ecrit 1
20%
Une demi-heure
Connaissance du
cours précédent
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.
e plagiat est strictement interdit. Travail plagié = 0. L’étudiant sera sanctionné administrativement.
30 15_M1_LI_BM_S1_LVX_LV2_CHI_610: 2 CHINOIS LV2 S1
SEMESTRE 1
OBJECTIFS DU COURS
●
●
Perfectionner les compétences écrites et orales dans une situation d'entreprise.
Développer la compréhension orale et l'expression écrite des structures de vie quotidienne.
A l’issue de ce cours, l’étudiant sera capable de:
●
●
●
Perfectionner les compétences d’écrites et orales dans une situation d’entreprise ;
Développer la compréhension orale et l’expression écrite des structures de vie quotidienne ;
Développer la compétence de communication.
PRE-REQUIS
Suive minimum 300h de cours chinois
Cours de B3
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
Week 3 et 4
Ecouter et lire
Lecture compréhension
Les loisirs et des
vacances 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 Vocabulaire
Shanghai
Week 9
Contrôle oral
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
Lecture de documents
Week 12
Examen écrit
vocabulaire et grammaire Révision générale
Travaux dirigés
31 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.
32 15_M1_LI_BM_S1_LVX_LV2_ESP_603: 2 ESPAGNOL LV2
SEMESTER 1
COURSE COORDINATOR: Alexandre CARON
COURSE OBJECTIVES
Confrontar al estudiante a la penetración del Crimen Organizado en la economía mexicana. Asimilar el lenguaje del
mundo de la empresa y la interacción entre ésta y sus consumidores. Adquirir el vocabulario y las capacidades
lingüísticas necesarias para controlar el vocabulario de las empresas.
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. Tener una reflexión sobre temas socioeconómicos utilizando todas las herramientas lingüísticas disponibles : La
penetración del Crimen Organizado en la economía mexicana.
2. Expatriarse conociendo los requisitos necesarios para este proyecto.
3. Crear una ONG conociendo todos los requisitos necesarios.
4. Debatir sobre temas diversos y expresar sus opiniones de manera muy rigurosa.
PREREQUISITES
Nivel B2-C1 (CEFR).
COURSE CONTENT
WEEK
TOPIC
CONTENT
Presentación del programa +
Fortalezas económicas de
México + Vocabulario especí
fico
PREPARATORY WORK
Lectura de textos + Preparación de los
ejercicios
1
Clase de vuelta.
2
Crimen Organizado en
México : Introducción
Ejercicios de gramática +
Frases hechas + Brainstorming Preparación de los ejercicios
+ Debates
3
México : Carteles
/Narcotráfico
El Retail en México + Los
estados de México
4
México: La corrupción
Análisis / Comentario de textos Lectura de textos +
+ presentación del tema
Preparación de los ejercicios
+ Visionado de vídeos
5
México: Los secuestros + Análisis / Comentario de textos Preparación del examen oral
El presidente Enrique Peña + presentación del tema
Nieto
6/7
Examen oral
Presentación en grupo de un
proyecto de creación de ONG.
33 Redacción de un CV + Carta
de motivación + preparación de los ejercicios
8
Debates
Clase dedicada a los debates
9
México: Narcocultura /
Narcoarte
Análisis / Comentario de textos Preparación del examen escrito
+ presentación del tema
10
Examen escrito
11
Crimen Organizado en Análisis / Comentario de textos Lectura de textos +
México: Cibercriminalidad + presentación del tema
12
Introducción a las
negociaciones
Interculturales
Lectura de textos +
Estudio del caso méxicano
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
MARK
DETAILS
SCHEDULE
40 %
dos notas (20% cada una):
un escrito en clase + un
Duración variable
trabajo escrito en grupo
relacionado
con
la
presentación oral
Oral
40 %
Dos notas (20% cada una):
una presentación «creación
de una ONG» + una Duración variable
presentación sobre unos (de 15’ a 30’)
hechos de actualidad que
tienen que comentar
Participación
20 %
Escrito
participación durante las
clases
LEARNING OUTCOME
EVALUATED
Comprensión y expresión escrita.
Comprensión y expresión oral.
expresión oral.
READINGS
Los estudiantes recibirán al principio del semestre un manual creado especialmente para ellos.
También recibirán un acompañamiento elearning específico en Blackboard®.
34 RULES FOR ABSENCE AND PLAGIARISM
A partir de la segunda ausencia sin justificación, se quitará un punto a la media del semestre.
35 15_M1_LI_BM_S1_LVX_LV2_HEB_607: 2 HÉBREU LV2
SEMESTER 1
COURSE COORDINATOR: BRIGITTE DONNET-GUEZ
COURSE OBJECTIVES
●
●
●
●
Deepening of the verbal structure, especially the 'weak verbs' ;
Deepening of the grammatical forms : nouns with a following genitive prepositions and nouns with pronominal
suffixes ;
Special syntaxic forms ;
Readings on texts from the press.
LEARNING OUTCOMES
● Good view of the syntax allowing the comprehension of texts of a good level ;
● Increasing capacities for oral productions ;
● Good knowledge of political and cultural aspects of Israël.
PREREQUISITES
Good practice in oral and written expression.
COURSE CONTENT
The course will be made of the following activities :
● 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.
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.
36 15_M1_LI_BM_S1_LVX_LV2_ITA_604: 2 ITALIEN LV2
SEMESTER 1
COURSE COORDINATOR: Luisiana Naso
COURSE OBJECTIVES
Conoscere in modo approfondito l’Italia e gli aspetti salienti della sua storia, della sua cultura ed economia attraverso il
cinema. Essere al corrente dell’attualità italiana
LEARNING OUTCOMES
Al termine dei corsi, gli studenti saranno in grado di :
1. Conoscere la storia recente dell’Italia dall’unificazione ad oggi
2. Approfondire le conoscenze sul cinema italiano
3. Capire il panorama economico, sociale e politico italiano
4. Essere al corrente dell’attualità italiana
PREREQUISITES
Livello B2
COURSE CONTENT
WEEK
TOPIC
CONTENT
Un po’ di storia.
Introduzione al film “Il
Gattopardo.
Prima
sequenza. Commenti
PREPARATORY WORK
Studiare il confronto con il
romanzo di Lampedusa. Studiare i temi
de « Il Gattopardo »
Primo corso
Il Risorgimento
Secondo corso
L’irruzione della storia nel Il soldato morto nel
film il “Gattopardo”
giardino del principe, la
lotta garibaldina
Terzo corso
Il
plebiscito
e
la Sequenza del Plebiscito a
il
proclamazione del Regno Donnafugata. Sequenza Studiare
della proposta di nomina prefastista
d’Italia
a senatore. Discussioni
Quarto corso
L’era prefascista
Domande sul fascicolo e Compito a casa sull’Unità
video. Comprensione e ieri ed oggi (circa 250-300 parole)
commenti al video
Quinto corso
Il fascismo
L’ascesa di Mussolini.
L’economia durante il
fascismo. Esposti.
Sesto corso
Il cinema durante il
ventennio
I telefoni bianchi ed i film
di propaganda. Video su Preparazione per l’orale. Studiare tutti i
documenti
Vittorio Mussolini.
Testimonianza. Esposti
Ricerche su Garibaldi
fascicolo
sull’era
Studiare il fascicolo sull’era fascista
37 Settimo corso
Introduzione al
Neorealismo
Sorteggio per l’orale. Il
Neorealismo al cinema.
Vedere il film “Roma città
aperta di Rossellini
38 Temi abbordati nei film
neorealisti.
Ottavo corso
Gli anni ’60. Il miracolo
italiano
Commento del film “Roma Vedere la “Dolce vita” di Federico Fellini
città aperta”.
Esposto: ritratto di Fellini
Nono corso
Gli anni ’70. Anni di
piombo
Decimo corso
Tangentopoli e la caduta
dei partiti politici. Legame
tra
politica-mafia- Visionare il film: “Il divo” sulla vita di
Operazione mani pulite
imprenditoria.
ed il governo Berlusconi
Andreotti
Commento al film di
Vedere «Buongiono
Fellini. Le brigate rosse. Il Bellocchio
caso Moro
notte
»
di
Esposto: ritratto di
Berlusconi
Undicesimo corso
L’attuale governo italiano Governo Letta e Renzi
Revisioni per il compito
Dodicesimo corso
Compito in classe
Relazioni di film e di documenti video, analisi di sequenze, esposti, ricerche personali, redazioni di critiche, traduzioni.
Autoapprendimento.
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 20%
10-15 mn
Espressione
orale/comprensione orale
Partecipazione
20%
Presenza+ part.
orale
READINGS
Compulsory movies: Film da vedere : Il Gattopardo; Roma città aperta di Rossellini; La dolce vita di Fellini; Fellini Roma;
Buongiorno, notte di Marco Bellocchio; I mostri di Dini Risi, La vita è bella di Benigni, Caro diario di Nanni Moretti, Il
Caimano di Nanni Moretti, Gomorra di Matteo Garrone; Il divo di Paolo Sorrentino; Draquila di Sabina Guzzanti, etc...
Recommended readings: « Histoire de l’Italie », collection Que sais-je ? n°286.
«L’unité italienne » collection Que sais-je ? n°942.
«Storia d’Italia » volume 6 « L’Italia Contemporanea » a cura di Giovanni Sabbatucci e Vittorio Vidotto Editori Laterza
1999.
«Storia del fascismo » di Giampiero Carocci Enciclopedia tascabile.
“L’Italia del Novecento” di Indro Montanelli e Mario Cervi – Super Pocket.
39 15_M1_LI_BM_S1_LVX_LV2_JAP_608: 2 JAPONAIS
SEMESTER 1
COURSE COORDINATOR: FUMIKO SUGIE
COURSE OBJECTIVES
To understand Japanese used in everyday life and in business situations
LEARNING OUTCOMES
1. Read and understand written materials with specific contents concerning everyday topics
2. Grasp summary information such as an newspaper headlines
3. 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
4. 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
1
First step in Japan
Making comparisons, Asking polite
questions, Using polite words
indicated in class
Home life in Japan, Japanese
house
Expressing prohibition and obligation,
Asking for permission, Expressing
sequential action
2
Manners and etiquette
3
Earthquakes, Typhoon, Global
warming
(Mid-term)
Expressing intention and plan, Expressing probability, Making recommendations
Expression change of state
4
School life, Planning extracurricular activities, Working
together
Expression ability and skills, Making an
invitation, Expressing complex thoughts
5
New Year’s celebration, Holidays
and cultural activities around the
year
Listing states, processes and actions,
Expressing excessiveness, Describing
preparatory actions, Expressing an
attempt to do something
6
Final exam
Textbook “Doraemon no dokodemo nihongo” and materials given in class.
40 ASSESSMENT METHODS
ASSESSMEN % OF THE
T
TOTAL
MARK
DETAILS
Discussion about some topics :
SCHEDUL
E
LEARNING OUTCOME
EVALUATED
Being able to
Mid-term
Mid-term
20
SEMESTER 1
(speaking)
“Why I learn Japanese?”, “My relation to
Japan” “My future career plan” etc.
20
10min
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
Being able to analyse
and argue about some ideas and
proposals.
Presentation
Home work Being able to use kanji
(writing)
Participation
20
READINGS
Recommended readings: Japanese newspapers for children on the web
Students are not allowed to miss more than one class session without justification.
41 15_M1_LI_BM_S1_LVX_LV2_POR_605: 2 PORTUGAIS LV2 S1
SEMESTRE 1
RESPONSABLE DU COURS : EDUARDO GARGIONI
OBJECTIFS DU COURS
En plein essor socio-économique, le Brésil est devenu une puissance et a pris une position de leadership sur la scène
mondiale en attirant des investissements, personnes et entreprises étrangers qui y voient des nouvelles opportunités
d’affaires.
L’apprentissage de la langue et de la culture brésilienne est un défi à tout étranger voulant y faire des affaires ou s’y
installer, ainsi que pour les étudiants souhaitant faire un échange ou stage sur place. Le cours de langue portugaise, qui
est également axé sur la culture brésilienne, a comme but principal la communication avec les natifs, non seulement par
la connaissance de langue mais aussi les us et coutumes du pays.
A l’issue de ce cours, l’étudiant sera capable de :
 Suivre une intervention sur des sujets abstraits ou complexes, même hors de son domaine ;
 Comprendre avec aisance une émission radiodiffusée, télévisée, un film et reconnaître l’implicite ;
 Faire une présentation sur un sujet complexe et parvenir à une conclusion appropriée, s’exprimer avec
aisance, suivre et participer avec aisance à une discussion ;
 Comprendre sans difficultés des textes longs et complexes dans le domaine de la vie sociale, du travail ou
universitaire avec l’utilisation éventuelle d’un dictionnaire ;
 Ecrire des textes bien structurés, prendre des notes détailles, résumer des textes longs ; maintenir un très bon
degré de correction grammaticale.
CONTENU DU COURS
SEMAINE
SUJET
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
les temps
3-
Présentatio
n orale
4-
Introduction grammaticale du présent du subjonctif à
Activité
travers un texte sur le monde des affaires, activité pratique
grammaticale
sur le subjonctif sur les expressions qui demandent l’utilisation du
subjonctif.
5-
sur 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
pour échange d’idées et conclusions.
d’actualité au Brésil
L’environnement L’environnement, le développement durable : enjeu
et
le d’importance majeur dans le monde actuel. Le point de
développemen vue d’un pays émergent, ses choix économiques et
t
un
thème
Lecture d’un texte
sur le développement
42 durable
politiques. Présentation, discussion, lecture de textes.
durable
6-
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.
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 ses
enjeu
émergents. Créateur d’emplois et en plein essor, le enjeux économiques
économique
recyclage absorbe une grande main d’œuvre. Discussion,
perspectives pour le futur.
8-
Le subjonctif futur Le futur et le passé du subjonctif/l’hypothèse a travers des et passé
activités et textes pour exprimer le souhait.
9-
Le tourisme
Court-métrage sur le tourisme au Brésil. Son importance et les enjeux que cela représente pour le pays. Débat sur les
possibilités de développement du secteur.
Activités de compréhension de différents types de discours oraux à partir de documents authentiques vidéo et audio,
Activités d’expression orale en différents contextes : exposés, débats, entretiens d’embauche… Lecture et réflexion sur
des thèmes variés : société, affaires, marketing, politique, environnement… Production de documents, résumés, analyse
et synthèse de textes.
EVALUATION
% DE LA
NOTE FINALE
DETAILS
DURÉE
OBJECTIF
D’APPRENTISSAGE ÉVALUÉ
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
LECTURES
Obligatoires :
2-Harumi de Ponce, Maria. Andrade Burin, Silvia. Florissi, Susanna. 2012. Bem-Vindo – A língua Portuguesa no Mundo
da Comunicação. Editora SBS
3-Péret Dell’Isola, Regina Lucia. Apparecida de Almeida, Maria José. 2008. Terra Brasil – Curso de Língua e Cultura.
43 Editora UFMG.
4-De Ponce, Arumi. Burim, Silvia. Florissi, Susanna. 2006. Panorama Brasil – Ensino do Português do Mundo dos
Négocios. Editora Galpão.
44 15_M1_LI_BM_S1_LVX_LV2_RUS_601: 2 RUSSE LV2 S1
SEMESTRE 1
RESPONSABLE DU COURS : TAMARA JOLIOT
OBJECTIFS DU COURS
Approfondir les connaissances du russe ;
Développer les aptitudes à la communication ;
Compréhension de la Russie contemporaine économique et sociétale.
Savoir faire un exposé écrit en Russe /2 pages/ ;
Etre capable de présenter un exposé oral de 15 minutes à partir des sujets étudiés.
PRE-REQUIS
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
Vie
économique
Services bancaires
Actualités ;
Tables rondes.
;
;
Analyse de texte, table ronde, Internet, Analyse de presse en russe.
Evaluation Orale : 40 % (2 évaluations à 20 % chacune) ;
Evaluation Ecrite : 40 % (2 évaluations à 20 % chacune).
45 15_M1_LI_BM_CLA_S2_CCO_LAW_642: CORPORATE GOVERNANCE
& CORPORATE SOCIAL RESPONSIBILITY
NUMBER OF HOURS: 36
SEMESTER 2
INTERNATIONAL PROGRAMME – 5 ECTS
COURSE COORDINATOR: BJORN FASTERLING
COURSE OBJECTIVES
This course provides a solid introdcution to corporate governance and corporate social responsibility from a management
perspective taking an international and comparative approach. We basically will discuss how business enterprises are directed and
controlled, and and how their membership is organized. We further discuss the role business enterprises play in society. The focus
will be on large business enterprises.
LEARNING OUTCOMES

build on a sound theoretical basis of current corporate governance and CSR debates

make a well-founded and critical appraisal of business practices with regard to corporate governance and CSR.
PREREQUISITES
None
COURSE CONTENT
1. The corporation and its objectives
2. Shareholders, shares and control enhancement
3. Boards and employee participation
Tutorial 1
4. Family business and corporate governance
5. SMEs and corporate governance
6. Famous corporate governance failures
Tutorial 2
7. Approaches to social responsibility
8. Democracy and the corporation
9. Social Business
10. CSR, shared value and corporate strategy
Tutorial 3
11. Business and human rights
12. Social responsibility and communication
Tutorial 4
Course lectures and Case
Study Tutorials.
ASSESSMENT METHODS
Written examinations take place several times throughout the course before each case study tutorial and make up 70 % of the final
grade. Oral participation during the case studies counts for 30 % of the final grade.
READINGS
Textbooks
Crane et al. (2009), "The Oxford Handbook of Corporate Social Responsibility", OUP
Mallin, C. (2012), "Corporate Governance", 4 ed 2012, OUP
Journal articles
46 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, 471-517
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
47 15_M1_LI_BM_CLA_S2_CCO_2693: INFORMATION SYSTEMS & OPERATION
MANAGEMENT/PART OPERATIONS MANAGEMENT
NUMBER OF HOURS: 18
SEMESTER 2
INTERNATIONAL PROGRAMME - 2.5 ECTS
COURSE COORDINATOR: VINCENT VAN PETEGHEM
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
1. Understand the dynamics of operations strategy and develop one for a company
2. Be aware of the various manufacturing technologies and their purposes
3. Plan and control processes and know which approach is appropriate in what situation
4. Apply quantitative and qualitative problem-solving techniques in operations management
PREREQUISITES
None.
COURSE CONTENT
Week
Topic
Content
●
●
1
Introduction
2
Operations strategy
●
●
●
What is operations management?
Operations management is
important in all types of
organization
The input–transformation–output Chapter 1 and 3
process
The ‘top-down’ and ‘bottom-up’
perspectives
The market requirements and
Chapter 2
48 ●
Process and product design
●
3
●
●
●
4
●
Managing the operation (1)
●
5
●
Managing the operation (2)
●
●
6
Improving the operation
7
Operations management at the core
●
operations resources perspectives The process of operations strategy
The design of products and
services
Layout and flow
Process technology
Supply chain management
Capacity management
Inventory management
Planning and control
Total quality management
Lean management
Overview of the course
Chapter 4,5
Chapter 7 and 8
Chapter 9 and 10
Chapter 11 and
12
Lecturers, exercises and assignments combined with problem based case discussions.
ASSESSMENT METHODS
Assessment
% of the total mark
Details
Schedule
Learning outcome
evaluated
Final exam
50%
All
Case study
preparation and class 50%
debate/presentations
All
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
49 15_M1_LI_BM_CLA_S2_CCO_MGT_651: INFORMATION SYSTEMS &
OPERATION MANAGEMENT/PART INFORMATION SYSTEMS
NUMBER OF HOURS: 18
SEMESTER 2
COURSE COORDINATOR: Antoine HARFOUCHE
COURSE OBJECTIVES
In today’s globalised economy, organisations operate internationally, which increases the complexity and importance of
accurate information for decision-making. Information systems herein play an important role as business enabler:
technology-driven 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, ecommerce, 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.
PREREQUISITES
None
COURSE CONTENT
WEEK
Sessio
n1
(1h 30)
TOPIC
Information
System Does
Matter
CONTENT
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.
Sessio
n2
(1h 30)
Foundations of
Business
Intelligence and
Enhancing
DecisionMaking
Information 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 customers can use.
Businesses
are
realizing
the
competitive advantage they can gain
by compiling useful information, not just
data. Therefore, they need to use the
data they've collected to find and
PREPARATORY WORK
- Chapters 1 and 3 in the course Text Book
- Websites:
www.technologyreview.com
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
- Chapters 6 and 12 in the course Text Book
-Websites:
www.cio.com
http://tech.fortune.cnn.com/tag/europe/
- Article:
McAfee A. (2006). Mastering the Three Worlds of
Information Technology, Harvard Business Review,
Vol. 84, Issue 11, p141-149
50 Sessio
n3
(1h 30)
IS architecture
and
Operational
excellence
Sessio
n4
(1h 30)
Key System
Applications for
the Digital Age
Sessio
n5
(3h)
1st Case study
session
Sessio
n6
(1h 30)
E-Commerce
and MCommerce
Sessio
n7
(3h)
2nd Case study
session
Sessio
n8
(1h 30)
IS Challenges:
Ethical, Social,
security &
globalization
Issues
stamp out waste across operations.
Sifting through corporate data can
make executives more efficient
The purpose of this session is to
present some solutions to 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 .
Over 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
stakeholders such as suppliers,
customers, and employees. The aim of
these systems is to attract new
customers and retain company’s old
clients. We will also look at how
knowledge is becoming an important
corporate resource that must be
captured, protected, preserved, and
grown.
Case study A (1,5 h): How FedEx
Works: Enterprise Systems VS UPS
competes globally with Information
Technology.
Case study B (1,5 h): Sinosteel
Strengthens Business Management
with ERP Applications
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.
Case study C (1,5 h): IT and GeoMapping help a Small Business
Succeed - Tea
Case study D (1,5 h): FreshDirect uses
Business Intelligence to manage its
Online grocery
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
- Chapters 5 and 7 in Course Text Book
- Articles:
DF Feeny, LP Willcocks (1998). Core IS
capabilities for exploiting information technology,
Sloan management review, 39(3), 9-21.
K Zolper, 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/vaop/ncurrent/abs/jit20146a
.html
- Chapters 9 and 11 in Course Text Book
-Websites:
www.scientificamerican.com
www.eweek.com
- Article:
Gulati, R. Oldroyd, J. (2005). The Quest for
Customer Focus. Harvard Business Review, Vol.
83 Issue 4, p92-101.
Related to Session 1, 2, 3 and 4
- Chapter 10 in Course Text Book
-Websites:
www.popsci.com
www.mobileenterprisemag.com/ME2/Default.asp
www.wired.com
Related to session 6
- Chapters 4, 8, and 15 in the course Text Book
-Websites:
www.pcmag.com
www.zdnet.co.uk/news/
51 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.
Sessio
n9
(3h)
3d Case study
session
Case study E (1h 30’): Data Mining for
Terrorist and Innocents
Case study F (1h30’): NBA competing
on global delivery
Related to session 8
p
9
2
1
0
1
.
52 TEACHING & LEARNING METHODS
The course includes various pedagogical tools: lectures, videos, business reports and articles, books, business case
studies and teamwork. A regular use of the MyMISlab online platform is imperative to get access to the course
material and regular access to Blackboard is imperative to get access to up-to-date information about the
course.
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
THREE GROUP
PROJECT CASE STUDIES
25%
CLASS
PARTICIPATION
25%
50%
FINAL EXAM
DETAILS
SCHEDULE
Teamwork and - For the 1st case
study
session,
team grade
students have to
prepare cases A and
B (7% of the final
grade).
Six cases in
total
LEARNING OUTCOME
EVALUATED
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.
- They have to prepare In a relatively short period of time, they
two
other
cases will have to appreciate and analyze the
(cases C and D) for the problems faced by many different
second case study companies and to understand how
session (9% of the final managers tried to deal with them.
grade).
Second, these six cases illustrate what
they have learned. In theoretical
- For the last case sessions.
study session, students
have to prepare cases
E and F (9% of the
final grade).
Exam based on At the end of the
a case study
semester 2
The final exam will
include questions on: theoretical
classes (of course not only the slides
but also the oral speeches), case
studies
READINGS
Compulsory
- 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
- 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,
p141-149.
- DF Feeny, LP Willcocks (1998). Core IS capabilities for exploiting information technology, Sloan management review,
39(3), 9-21.
- K Zolper, D Beimborn, T Weitzel (2014) The effect of social network structures at the business/IT interface on IT
53 application
change
effectiveness,
Journal
of
journals.com/jit/journal/vaop/ncurrent/abs/jit20146a.html
Information
Technology,
http://www.palgrave-
- Gulati, R. Oldroyd, J. (2005). The Quest for Customer Focus. Harvard Business Review, Vol. 83 Issue 4, p92-101.
Attendance at case study sessions is mandatory. Students are asked to form groups of four or five by the end of the
second theoretical session. It is up to the students to decide about their groups’ composition. For obvious logistic and
administrative reasons, once formed, these groups cannot be changed under whatever circumstances. Any unjustified
absence will automatically lead to a penalty of 20% of the final grade.
54 15_M1_LI_BM_CLA_S2_CCO_LAW_647:
BUSINESS DECISION MAKING
LEGAL
ENVIRONMENT
&
NUMBER
OF
HOURS:
36
SEMESTER 2
COURSE COORDINATOR: CHRISTOPHE ROQUILLY
COURSE OBJECTIVES
Through this course, students will have the opportunity to see how the legal environment may impact business and
managerial decisions. This course is not based on a technical approach of legal issues, but favors both institutional and
organizational 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 their future
managerial practice:





The influence of legal environments on various key‐issues for companies; The reasons why companies may choose a specific national legal environment in a multi‐national and competitive globalised environment, as well as the limits of the so called “legal shopping” phenomena; The way companies can create different kind of value through an enhanced “legal intelligence”; The way companies may also destroy value because of illegal decisions or a poor legal management; Various managerial duties, liability (criminal and civil), leadership, ethics. PREREQUISITES
Fundamental notions in law;
Good understanding of the global economy issues; Basic notions in organizational studies.
COURSE CONTENT
Week 1 Topic Introduction Course overview 2 Multi‐national legal environments and business risks & opportunities (1/5) 3 Multi‐national legal environments and business risks & opportunities (2/5) Multi‐national legal Limits of legal shopping, influence of environments and business US/EU law abroad risks & opportunities (3/5) 3 Case studies:
Flash Airlines, Online Betting, Vivendi Multi‐national legal Extraterritoriality
environments and business 2 Case studies: Regulatory Imperialism, risks & opportunities (4/5) Daimler Multi‐national legal International tax avoidance
environments and business 2 Case studies: Google, Marks & risks & opportunities (5/5) Spencer 4 5 6 Content
Integrating the legal dimension into managerial decision‐making: basic ideas and illustrations of the reciprocal influence of the legal environment and companies’ strategy and operations. From competition between national legal environments to legal shopping. International legal environment vs Multi‐national environments (Why) do countries compete through legal and judiciary systems? Implications/Limits of legal shopping
Is Law a Product? Preparatory work None
None
None
Case studies & readings posted on
Blackboard Students own research Case studies & readings posted on
Blackboard Students own research Case studies & readings posted on
Blackboard Students own research 55 7 8 9 10 11 12 13 14 15 Value creation and value destruction through the law/because of a lack of legal intelligence (1/6) Value creation and value destruction through the law/because of a lack of legal intelligence (2/6) Value creation and value destruction through the law/because of a lack of legal intelligence (3/6) Value creation and value destruction through the law/because of a lack of legal intelligence (4/6) Value creation and value destruction through the law/because of a lack of legal intelligence (5/6) Value creation and value destruction through the law/because of a lack of legal intelligence (6/6) Managerial responsibility: duties and liability (1/2) How to create value through the law None
and legal intelligence? How to avoid value destruction None
because of the law and/or a lack of legal intelligence? Value creation through the law
2 Case studies : Apple‐iPhone, Leclerc Case studies & readings posted on
Blackboard Students own research Value destruction because of the law
3 Case studies : Toyota, Nike, South Blackboard Africa Students own research Compliance management
None
Compliance management
3 Case studies : Siemens, Intel, Hewlett
Packard Case studies & readings posted on
Blackboard Students own research Managerial powers & duties (toward None
shareholders, employees, creditors, ...) Civil liability of managers Criminal liability of managers Managerial responsibility: Managerial powers & duties
duties and liability (2/2) 2 Case studies : Disney, Air France Blackboard Students own research Concluding session Round‐table with outstanding None
speakers (lawyers, general counsels) TEACHING & LEARNING METHODS
The course is based on two types of sessions: lectures and tutorials. Numerous real-life case studies will be used;
students will have to prepare these cases, through information research and analysis.
ASSESSMENT METHODS
Assessment % of the total Details
mark Schedule
Oral participation 50% Written exam 50% At each All tutorial At the end All of the course Personal implication and active participation required Case study.
All paper documents allowed. The exam "spirit" is based on students’ ability to analyse and give their own structured view and opinion on a case. Learning outcome evaluated
READINGS
56 COLLARD C., ROQUILLY C., La performance juridique : pour une vision stratégique du droit dans l’entreprise, Paris,
LGDJ, collection Droit des affaires, 2010.
BAGLEY C., Winning legally, Harvard Business Press, 2005.
Numerous references of articles will be given during the course, as well as papers and documents posted on Blackboard.
57 15_M1_LI_BM_CLA_S2_CCO_MGT_639: BUSINESS DEVELOPMENT &
INNOVATION
NUMBER OF HOURS: 18
SEMESTER 2
COURSE COORDINATOR: SÉBASTIEN ORIFICI
COURSE OBJECTIVES
The course mainly addresses the following questions: what is the importance and what are the barriers to innovation and
business development? How to generate an idea and implement it in order to capture the value created? As a manager whatever the context, from a new business venture to a small department or a large corporation- 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!
LEARNING OUTCOMES
After having taken this course participants will :
1. Understand the value of innovation at society, company and personal levels
2. Be familiar with the main steps of a business development initiative (and the most common mistakes to avoid…)
3. Have started to develop the capabilities to innovate and the ability to manage innovation
4. Appreciate the opportunities ahead and be more ready to grasp them (key sectors, challenges, levers, innovation
trends, …)
5. Know how to analyse a business model and how to face a disruption (innovation strategy)
6. 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”)
7. Be familiar with present key innovation topics such as : Open innovation, Crowdsoursing, big data, Design thinking,
…
PREREQUISITES
Course on “Strategic Management”.
COURSE CONTENT
WEEK
Session 1
TOPIC
Innovation
purpose
Session 2
Innovation
Process
CONTENT
PREPARATORY WORK
Watch video of Pranav Mistry (6th sense)
Business Development ? Innovation on ted.com
? What is it ? What is it for ? And
http://www.ted.com/talks/lang/eng/pranav
why is it challenging ?
_mistry_the_thrilling_potential_of_sixthse
nse_technology.html
How to innovate and develop your Watch video of Tim Brown on ted.com
business ? What are the main steps
? What are the do’s and dont’s ?
http://www.ted.com/talks/lang/eng/tim_bro
wn_urges_designers_to_think_big.html
58 Session 3
Innovation
Management
Case 1
OpenIDEO
Case 2
Netflix
From Feb to
April
EDHEC Open
Innovation
Challenge
How to manage innovation
successfully at a company level
(culture, organization, …) ? What
are the main levers and
opportunities ahead ?
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
Assignment to submit by group (answers to 3
Design Thinking ; Innovation
process
;
Prototyping
; questions on the case)
Crowdsourcing ; Innovation games
Business model ; Innovation
strategy
Assignment to submit by group (answers
to 3 questions on the case)
During a 2-day seminar (1 day per
semi-promotion), managers from The students have to prepare, in teams of 5, the best
companies like Decathlon, Group recommendations in response to the company
SEB, Carrefour, Orange, TF1, Etam innovation challenge.
or Dassault Systemes … challenge
the students on real innovation Students will start their preparation during a 3-hour
mandatory class, and finalize during a 1 day session
business cases.
with the managers
The course includes various pedagogical tools: lectures, videos, business reports and articles, books, business case
studies, business games, an innovation challengebased on real cases, …
ASSESSMENT METHODS
ASSESSMENT
Team work on case
studies (Group of 6
students)
% OF THE
TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
25%
Assignment
on
be
OpenIDEO case and Will
communicated
on Netflix case
Capability to analyse
and build recommendations on a
business case
Participation
25%
Participation during the lectures and the
tutorials
Understanding of the tools and
concepts
Final Exam (individual)
50%
Case extracted from
May (date TBC)
the course book +
questions
From -1 to +2 Group and Individual
EDHEC Open Innovation pts Malus/Bonus performance
From Feb to April
challenge
on course grade throughout the
Challenge
All course content
Interactions with managers on a
real business case
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 :
59 - Tapscott, Don and Williams, Anthony D.. 2010, Wikinomics: How Mass Collaboration Changes Everything, Portfolio
Trade
- Surowiecki, James. 2005. The Wisdom of Crowds, Anchor.
60 15_M1_LI_BM_CLA_S2_CCO_MGT_652: PROJECT MANAGEMENT
NUMBER OF HOURS: 18
SEMESTER 2
INTERNATIONAL PROGRAMME - 2.5
COURSE COORDINATOR: Patrice BIROT
ECTS
COURSE OBJECTIVES
It has become vital to know some basics in 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. This is for the students an opportunity to apply some of the core techniques and tools to a project they will
make their own in the framework of this course.
This is also an opportunity to acquire a deeper knowledge on the attitudes and behaviors required from their team
members during the course of a project
LEARNING OUTCOMES
1. Understand key stakes of project management;
2. Get familiar with the main concepts related to project management;
3. Apply the main techniques and tools of project management;
4. Develop appropriate attitudes and behaviors as project leader and/or team members.
PREREQUISITES
None
COURSE CONTENT
WEEK
TOPIC
CONTENT
●
1 (3 hrs)
Module 1
●
●
Objectives, program introduction, ground rules,
grading procedure.
Emerging trends in organizational structures.
Introduction to a real Project case
PREPARATORY WORK
Preparation of next module
WHAT WORKs IN PROJECT AND WHAT DOES NOT
WORK:
2 (3 hrs)
Module 2 – TD1
●
●
●
3 (3 hrs)
Module 3 – TD2
Decision making process and Key Success Factor
(KSF)
Process and best practices approaches.
Project actors, roles and responsibilities
TEAM PROJECT SET-UP
● Testing your knowledge (Quiz)
● Introduction, selection & discussion of Team
projects for this course
● Team work, objectives, scope
● Financial assessment, risks & opportunity
Preparation of the next module
61 PROJECT PLANNING PRACTICE
4 (3 hrs)
Module 4 – TD3
●
●
●
Development of Team project content &
organization
Simulation project planning (Practice session)
Feedback and best practice
PROJECT AUDITING
●
5 (3 hrs)
Module 5 – TD4
●
●
●
First draft project proposal review
Each project team audited by another team
Project auditing, project control, team work, risk
assessment
Roles and responsibilities
DRAGONS’ DEN
●
●
6 (3 hrs)
Module 6 – TD5
●
●
●
Final project proposal delivery
Selection of the best offers (in terms of best team, Preparation for final Exam
best strategy, lowest cost, etc …..) for each RFP’s
Project closure
Course debriefing
Open questions – Exam briefing
Lectures, Case studies, developing their own proposal, simulation
ASSESSMENT METHODS
ASSESSMENT
% OF THE TOTAL
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
Understand key stakes of
project management;
Get familiar with the main concepts
related to project management;
Continuous
20%
Presence,
interaction, group
work
continuous
Apply the main techniques and tools
of project management;
Develop appropriate attitudes and
behaviors as project leader and team
members.
62 MCQ
10%
15 Questions to
assess
basic
knowledge
Module 3 (TD2)
project management;
Get familiar with the main
concepts
related
to
management;
Project proposal
build up
30%
Team project
proposal
Between Module 3
and Module 6
project
Apply the main techniques and tools
of project management;
Develop appropriate attitudes and
behaviors as project leader and/or
team members.
project management;
Final Exam
50%
Basic definitions
Study case
May
Get familiar with the main concepts
related to project management;
READINGS
“The Project Workout”, by Robert Buttrick, 4th Edition, Prentice Hall.
63 15_M1_LI_BM_CLA_S2_CCO_GMAT_2609: PREPARING GMAT
SEMESTER 2
COURSE COORDINATOR: Peter Daly
COURSE OBJECTIVES
●
●
●
To familiarize the students with the different sections of the GMAT examination (Integrated Reasoning and the
Analytical Writing Assessment, Quantitative section: problem solving and data sufficiency and Verbal Section:
reading comprehension; sentence correction; critical reasoning).
To practice key test taking strategies to ensure the requisite GMAT score attainment
To work through typical GMAT questions in the various section
LEARNING OUTCOMES
1. To
2. To
3. To
4. To
be familiar with all sections of the GMAT and be able to answer typical GMAT questions in each section
have acquired key test taking strategies
operationalise math and English language terminology of the GMAT
take a full practice Kaplan test online in preparation for the GMAT examination
PREREQUISITES
Bachelor’s degree
COURSE CONTENT
SESSION
TOPIC
CONTENT
1
Integrated Reasoning
2
Verbal Section / RC
Intro to Verbal section – focus: Reading Comprehension
3
Analytical Writing Assessment/ Test taking strategies & practice problems
Sentence Correction
(Class taught by Susan O’byrne)
4
Critical Reasoning
Lectures and in-class exercises
Online support via Blackboard course – GMAT Preparation
Online support available on Kaptest.com (registration is free with book, mentioned below)
Students are strongly advised to buy the following book:
Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile [June 2013 edition] (available
from online retailers and in all good bookstores)
ASSESSMENT METHODS
MARK
DETAILS
SCHEDULE
LEARNING OUTCOME
EVALUATED
1-hour written
exam
50% of final grade Quantitative Section (Data December 2014
sufficiency & Problem
Solving)
LO1, 2, 3
Kaplan Full test
50% of final grade Full GMAT with all
sections
LO4
May 2015
64 READINGS
Kaplan GMAT Premier 2014 with 6 Practice Tests: book + online + DVD + mobile (June 2013 edition)
GMAT Website: http://www.gmac.com/; http://www.mba.com/
IR section explained: http://www.veritasprep.com/gmat/integrated-reasoning/
All class lectures are compulsory.
65 15_M1_LI_BM_CLA_S2_LVX_LV2_POR_3610: 2 PORTUGAIS LV2 S2
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.
1. 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 ;
2. 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 ;
3. 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 ;
4. 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
E
SUJET
CONTENU
Le fait de parler une langue n’est souvent pas assez pour
se faire comprendre, pour négocier. Un survol sur les
clichés, la pensée, la manière d’être et la culture des
affaires au Brésil.
1-
L’interculturel
2-
La négociation international : introduction, la globalisation, Texte sur interculturel
La négociation 1 les différents points de vue, l’importance de l’interculturel.
Exposé PowerPoint, vidéos illustratifs.
3-
Comment mener à bien une négociation internationale : du
conflit à la coopération, en passant par l’éthique et Texte sur un cas pratique de
l’observation
des
règles
locales.
Les
contrats négociation internationale
La négociation 2
internationaux. Présentation, débat, conclusions. Etude de
cas pratiques de négociations internationales avec le
Brésil, présentation, jeux de rôles.
4-
Entreprises
5-
Marketing 1
Textes économiques : présentation des grandes et
moyennes entreprises brésiliennes. Introduction des temps
composés.
Introduction au Marketing. Points de vue, le marché
brésilien. Spécificités locales et régionales.
Texte sur le
marketing
66 Le consommateur, étude de cas pratiques. Exemples sur
quelques entreprises et leurs stratégies et choix sur le
marché.
Présentation Powerpoint complétée par vidéos de
ressources humaines. Le marché du travail au Brésil, les
opportunités, les grandes entreprises qui recrutent.
6-
Marketing 2
7-
Le marché de
travail au Brésil
8-
Le CV et la lettre Comment faire un CV, une Lettre de Motivation.
de motivation
Présentation, modèles, ce qu’il faut et ce qu’il ne faut pas
faire.
9-
L’entretien
d’embauche
Vidéos sur l’entretien d’embauche : ce qu’il faut savoir.
L’après entretien, ce qu’il faut faire. La négociation du
salaire
Apporter une lettre
de motivation et un CV
Activités de compréhension de différents types de discours oraux à partir de documents authentiques vidéo et audio,
Activités d’expression orale en différents contextes : exposés, débats, entretiens d’embauche… Lecture et réflexion sur
des thèmes variés : société, affaires, marketing, politique, environnement… Production de documents, résumés, analyse
et synthèse de textes.
EVALUATION
% DE LA
NOTE FINALE
DETAILS
DURÉE
OBJECTIF
D’APPRENTISSAGE ÉVALUÉ
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.
Ecrit 2
20%
Etude d’un cas de marketing :
fondements, stratégies, spécificités
locales, public cible.
Participation
20%
Ici est évaluée la participation de
chaque étudiant à toutes les activités
proposées au cours du semestre
1à 4
1à6
1à9
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
67 15_M1_LI_BM_CLA_S2_LVX_LV2_ALL_3606: 2 ALLEMAND LV2
NUMBER OF HOURS: 18
SEMESTER 2
COURSE COORDINATOR: Monika Bourbigot (Lille)
COURSE OBJECTIVES
●
●
●
Vertiefung der allgemeinen Deutschkenntnisse ;
Verbesserung der praktischen Kommunikationsfähigkeiten ;
Erweiterung wirtschaftsbezogenen Wortschatzes und wirtschaftsbezogener Themen.
LEARNING OUTCOMES
●
●
●
●
●
Werbungen und Werbestrategien verschiedenster Art zu analysieren und zu interpretieren ;
Eine Werbekampagne auszuarbeiten ;
Vor- und Nachteile des Sponsoring beschreiben zu können ;
Die deutsche Messewirtschaft und deren gesamtwirtschaftliche Bedeutung zu verstehen ;
Die vielfältigen Zielsetzungen für eine Messebeteiligung von Ausstellern und Besuchern zu verstehen.
PREREQUISITES
Die Studenten sollten die Grammatik und die Syntax der deutschen Sprache, sowie das im Bachelor-Kurs erlernte
Vokabular beherrschen und mündlich in der Lage sein, 10 Minuten frei über ein vorgegebenes Thema zu sprechen
(Mittelstufe : Niveau B2 GER).
COURSE CONTENT
WOCHE
THEMEN
1-4
Marketing – Produktpolitik; Marketingkonzeptionen (Ziele und Strategien)
5-8
Werbung und Werbestrategien deutscher Unternehmen; Kommunikationspolitik und
Rolle der Werbung; Werbemittel und Werbeträger; Werbeagentur und
Werbebildanalyse
9 - 12
Eventmarketing und Messen in Deutschland
Praktische
Übungen,
Internetrecherchen, Hörverständnisübungen,
Ergänzende Lernmaterialien auf der Lernplattform Blackboard.
Spiele,
Simulationen,
ASSESSMENT METHODS
5 Noten pro Semester (5 x 20 %):
● 2 schriftliche Noten (schriftliche Hausarbeit + Abschlusstest) ;
● 2 mündliche Noten (Gruppenpräsentation + runder Tisch mit verteilten Rollen) ;
68 ●
1 Mitarbeitsnote.
READINGS
Wirtschaftswoche (http://www.wiwo.de).
Deutsche Welle (http://www.dw-world.de).
Focus (http://www.focus.de).
Tatsachen über Deutschland (http://www.tatsachen-ueber-deutschland.de).
Anwesenheitspflicht
Zur Erreichung des Studienzieles wird die Anwesenheit der Studierenden in allen Lehrveranstaltungen erwartet. Bei
mehr als 2 unentschuldigten Abwesenheiten, reduziert sich die Gesamtsemesternote um 1 Punkt.
69 15_M1_LI_BM_CLA_S2_LVX_LV2_ARA_3611: 2 ARABE LV2 S2
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".
1. Repérer la progression thématique ;
2. Mettre en évidence l’implicite par la connaissance du contexte ;
3. Etablir des relations entre les informations pour faire des déductions, des prédictions.
PRE-REQUIS
Prendre en compte les connaissances antérieures des élèves pour intégrer progressivement de nouvelles
informations et de nouvelles compétences.
CONTENU DU COURS
SEMAINE
SUJET
CONTENU
Etude de la structure
phrastique.
Mise
en
parallèle
d’usages
lexicaux et de structures
syntaxiques
entre
le
français et l’arabe visant à
éviter des calques et des
interférences.
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.
1
Thème et version
2
Etude
de
textes. De distinguer les parties Recherche sur les thèmes du cours
Morphologie. Grammaire du discours en arabe (la suivant.
suite de première année)
70 (Suite)
3
Etude de textes
Comprendre les
arabes : politique.
du cours suivant
4
Etude de textes
Utilisation des
prépositions (suite de
première année)
5
Eude de textes
Acquisition de structures
complexes de la langue
arabe (suite de la
première année)
6
Eude de textes
Comprendre les
arabes : économique.
du cours suivant
7
Etude de textes
Comprendre les
arabes: sociale (suite)
du cours suivant
8
Etude de textes
Introduction à la
composition et au
fonctionnement des
sociétés
arabomusulmanes
contemporaines :
9
Introduction à la
composition et au
fonctionnement des
sociétés
arabomusulmanes
contemporaines :
10
11
Etude de textes
économique
du cours suivant
du cours suivant
Comprendre l’apport de la
civilisation
arabolecture
musulmane en occident
Approche historique et
géographique de l’UMA
Approche géopolitique
L’économie du Monde
arabe : Pétrole et gaz
du cours suivant.
du cours suivant.
du cours suivant.
Les méthodes pédagogiques sont nombreuses et variées pour transmettre un savoir. Celles que nous adoptons dans
notre travail sont les suivantes :
●
●
Méthode démonstrative ;
Méthode active ou de découverte.
EVALUATION
% DE LA NOTE
GLOBALE
DÉTAILS
DURÉE
OBJECTIF
D’APPRENTISSAGE
ÉVALUÉ
20%
Participation,
assiduité, présence
en cours
Ecrit 1
20%
Une demi-heure
Connaissance du
cours précédent
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.
72 15_M1_LI_BM_CLA_S2_LVX_LV2_CHI_3614: 2 CHINOIS LV2 S2
SEMESTRE 2
OBJECTIFS DU COURS
●
●
Perfectionner les compétences écrites et orales dans une situation d'entreprise.
Développer la compréhension orale et l'expression écrite des structures de vie quotidienne.
● Perfectionner les compétences d’écrites et orales dans une situation d’entreprise ;
● Développer la compréhension orale et l’expression écrite des structures de vie quotidienne ;
● Développer la compétence de communication.
PRE-REQUIS
Ayant suivi au minimum
Cours de B3
300h de cours chinois
CONTENU DU COURS
WEEK
TOPIC
Week 1 et 2 leçon 9
Histoire de Taiwan et de
Singapour
Week 3 et 4 leçon 10
Hong Kong et Macao
Week 5
Présentation
Week 6et7 leçon 11
Histoire de la Chine
Week 8
Contrôle oral
CONTENT
Comprendre une
discussion sur la Chine,
Taiwan et Singapour.
PREPARATORY WORK
Faire une présentation Préparer présentation.
sur Hong Kong et Macao
.Sur Taiwan, Singapour,
Hong Kong, Macao
Histoire impériale
Lecture
Histoire de la Chine
Préparer le débat.
Débats
Week 9
Vocabulaire et lecture
Dictée vocabulaire
vocabulaire
Week 10 et 11
La médecine chinoise
La médecine Chinoise et
ses liens avec la santé
Week 12
Examen final
Tous les cours
révision
Travaux dirigés
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.
74 15_M1_LI_BM_CLA_S2_LVX_LV2_ESP_3608: 2 ESPAGNOL LV2
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
1
Clase de vuelta.
Vuelta sobre el año 2014 +
Quizz de conocimientos
económicos
2
Bolsa de Madrid
Análisis / Comentario de
textos
+
vocabulario
específico (jerga financiera)
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
CONTENT
Examen escrito
Preparación del examen oral
Simulación de negociación
intercultural
Lectura de textos +
El sector de la Distribución 2 El caso DIA
11
PREPARATORY WORK
Preparación del examen
escrito
Preparación de la
presentación sobre la Bolsa
75 12
Conclusiones del juego
«Bolsa Virtual»
Presentación en grupo de la
cartera + estrategia de
inversión
Se planteará un curso estructurado en sesiones interrelacionadas, tanto en el plano de los conocimientos económicos
como en el lingüístico.
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
MARK
DETAILS
SCHEDULE
40 %
dos notas (20% cada una):
un escrito en clase + un
Duración variable
trabajo escrito en grupo
relacionado
con
la
presentación oral
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
Participación
20 %
Escrito
participación durante las
clases
LEARNING OUTCOME
EVALUATED
Comprensión y expresión escrita.
Comprensión y expresión oral.
expresión oral.
READINGS
Los estudiantes recibirán al principio del semestre un manual creado especialmente para ellos.
También recibirán un acompañamiento elearning especial en Blackboard®.
A partir de la segunda ausencia sin justificación, se quitará un punto a la media del semestre.
76 15_M1_LI_BM_CLA_S2_LVX_LV2_ITA_3609: 2 ITALIEN LV2
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
Primo corso
Secondo corso
Terzo corso
Quarto corso
Quinto corso
Sesto corso
TOPIC
Il settore primario
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
L’industria agroalimentare Studio di questo settore. Il Preparare testo sulla
e l’esportazione
made in Italy. Analisi di contraffazione dei prodotti
italiani
tabelle
Il settore tessile
Studio di tabelle.
Esportazione.
La
contraffazione. Video:
Saviano
sulla
contraffazione
alimentari
Riassunto e commento di un video sulla
contraffazione (circa 250300 parole)
Che cosa ingloba questa
Che cos’è il Made in Italy espressione?
Nuove Studiare il testo: Manager umanisti
?
procedure per proteggere
il marchio
Il management italiano Differenze tra il nord ed il Preparare a casa il testo
sud dell’Italia
« Le differenze invisibili »
Come negoziare con gli
italiani?
Come sono visti i
manager italiani all’estero. Traduzione dal francese all’italiano
Come comportarsi durante
una negoziazione
77 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)
Gioco di ruolo 1
Tema: L’occupabilità delle Preparare il tema
donne e dei giovani oggi dell’immigrazione e visionare video
(4 personaggi). Riunione sull’immigrazione
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)
Prepararsi per il compito
Dodicesimo corso
Compito in classe
Ottavo corso
Nono corso
Preparare
il
tema
del turismo
sostenibile. Imparare il vocabolario
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.
78 15_M1_LI_BM_CLA_S2_LVX_LV2_JAP_3613: 2 JAPONAIS
SEMESTER 2
COURSE COORDINATOR: Fumiko Sugie
COURSE OBJECTIVES
To understand Japanese used in everyday life and in business situations
LEARNING OUTCOMES
1. Read and understand written materials with specific contents concerning everyday topics
2. Grasp summary information such as an newspaper headlines
3. 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
4. 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
1
2
TOPIC
Dealing with illness, Doctor and
hospital, Staying healthy, Fitness
activities
Nature, Recycling, Japanese
festivals
CONTENT
PREPARATORY WORK
Expressing reasons, Expressing actions in
progress and habitual actions, Expressing Indicate in class
hearsay, Using causatives
Expressing temporal relations, Expressing desires, Expressing simultaneous actions
Expressing ease and difficulty
3
conditions,
Expressing Television and mass media in the Expressing
information age, Hi-tech, The pros alternate actions, Expressing appearance
and cons computers
Expressing dates
(Mid-term)
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
Expressing experiences, Expressing
things that happened against one’s will,
Expressing purposes, Using causative
passive
79 TEACHING & LEARNING METHODS
Textbook “Doraemon no dokodemo nihongo” and materials given in class.
ASSESSMENT METHODS
ASSESSMENT % OF THE
TOTAL
MARK
DETAILS
Discussion about some topics :
SCHEDUL
E
LEARNING OUTCOME
EVALUATED
Being able to
Mid-term
20
SEMESTER 2
10min
“An investment project in Japan from
(speaking)
France”, “A investment project in France
from Japan” (depending on the student’s
interest and speciality)
Mid-term
20
Writing abstracts about topics that student
have chose for the final exam
express
understand
and
relatively complex thoughts.
Home work Being able to use some kanji
(writing)
Final exam
20
Presentation of topics
10min
(speaking)
Final exam
20
Being able to analyse
and argue about some ideas and
proposals.
Presentation
Home work Being able to use kanji
(writing)
Participation
20
READINGS
Recommended readings: Japanese newspapers for children on the web
Students are not allowed to miss more than one class session without justification.
80 15_M1_LI_BM_CLA_S2_LVX_LV2_RUS_3607: 2 RUSSE LV2 S2
SEMESTRE 2
RESPONSABLE DU COURS : Tamara Joliot
OBJECTIFS DU COURS
Approfondir les connaissances du russe ;
Développer les aptitudes à la communication ;
Compréhension de la Russie contemporaine économique et sociétale.
Savoir faire un exposé écrit en Russe /2 pages/ ;
Etre capable de présenter un exposé oral de 15 minutes à partir des sujets étudiés.
PRE-REQUIS
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
Vie
économique
Services bancaires
Actualités ;
Tables rondes.
;
;
Analyse de texte, table ronde, Internet, Analyse de presse en russe.
Evaluation Orale : 40 % (2 évaluations à 20 % chacune)
Evaluation Ecrite : 40 % (2 évaluations à 20 % chacune)
81

book master in management 1 business management track

Transcription

Documents pareils

fashion show/défilé de mode

Supprimer une partition CDFS (U3) - Homeres

Ecrire un essai

Infolettre #1 Ikebana

Petit TUTTO pour mettre votre photo de matériel d`occasion sur le

Message d`absence

École de formation méthodologique du CÉCD CSDC School on

JEU DE DÉS

Objectifs : remplir une grille de mots croisés, écrire des lettres en

Faculté des lettres et des sciences humaines Professor: Brad Kent