Course Catalogue Master s Incoming (USA) Spring 2019 1 / 16
Dear Exchange IN Students, Welcome to SKEMA Business School! Here are a few key instructions on how to consult properly the Course Catalogue Spring 2019. Please read these instructions carefully: 1) Students are required to choose one program and follow the courses within that one program. It is not possible to mix and match courses from different programs due to frequent scheduling clashes. 2) Pay attention to the pre-requisites! We have highlighted the pre-requisites for courses in red. It is the student s responsibility to ensure he/she has the required academic background to follow the courses successfully. 3) Special Note for International Business Program: The academic director will review student transcripts to ensure they have the required academic background to follow the program. Approval by the academic director is required before being officially admitted (admission results late October). 4) Courses within the catalogue are subject to slight changes 2 / 16
Table of Contents SPRING... 4...4 DESIGN THINKING / CROSS CULTURAL GTI... 4 DIGITAL TRANSFORMATION & STRATEGY... 4 ENTREPRENEUSHIP 1 INNOVATION (E-CLINIC)... 5 ESPAGNOL / SPANISH (INTERMEDIATE - BEGINNER) (Institut Confucius)... 5 FUNDAMENTALS OF INTERNATIONAL FINANCE... 6 INFORMATION SYSTEMS... 6 INTERNATIONAL NEGOCIATION... 7 MANAGEMENT 2 - ETHICS & GOVERNANCE... 8 STRATEGY... 9...9 ADVANCED STRATEGY... 9 CROSS-CULTURAL COMPETENCIES IN THE USA... 10 FRENCH AS A SECOND LANGUAGE 2... 11 INTERNATIONAL BUSINESS GAME: SKEMASIM... 12 INTERNATIONAL FINANCE... 13 INTERNATIONAL TECHNOLOGY MANAGEMENT... 13 NEGOCIATION PRACTICE... 14 RISK AND CRISIS MANAGEMENT FOR GLOBAL BUSINESSES... 15 US PERSPECTIVES ON BUSINESS LAW... 15 BUSINESS MODEL INNOVATION FOR ESTABLISHED FIRMS 3 / 16
SPRING DESIGN THINKING / CROSS CULTURAL GTI Course Code NOUVEAU ECTS Credits 2 Course Leader POULINGUE Genevieve Contact Hours 13 Dept. Stratégy, Entrepreneurship and Economics Prerequisites - /Spring 0 Quizz 0 Assessment DIGITAL TRANSFORMATION & STRATEGY Course Code NOUVEAU 2 Course Leader BOUKEF Nabila Contact Hours 39 Dept. Management of projects, Information Systems and Supply Chains Prerequisites - Belo /Spring;Paris /Spring; /Spring;Sophia /Spring;Suzhou /Spring Belo Horizonte;Paris;;Sophia;Suzhou 0 Quizz 0 Assessment 4 / 16
ENTREPRENEUSHIP 1 INNOVATION (E-CLINIC) Course Code NOUVEAU Course Leader PANCHOUT Katrina Contact Hours 39 Dept. Stratégy, Entrepreneurship and Economics Prerequisites - /Spring 0 Quizz 0 Assessment ESPAGNOL / SPANISH (INTERMEDIATE - BEGINNER) (Institut Confucius) Course Code PGE.FINM1.LGCOR.4278 (fall US) / PGE.FINM1.LGCOR.4292 ( US) ECTS Credits 4 Course Leader DURANTON Hélène Contact Hours 30 Dept. Languages and Personal Development Prerequisites NONE An intensive beginner s level course in Spanish. Development of communicative abilities within an integrated skills approach (speaking, listening, reading, writing). Introduction to the cultures of the Spanish-speaking world. Includes written and oral assignments of language structures and vocabulary. Conducted almost entirely in Spanish. Closed to native speakers of Spanish. Intensive Elementary Spanish will meet twice a week for a total of eleven weeks. Each class is lecture-based and content is contextualized in real-world scenarios (introductions, discussing likes and dislikes, travelling abroad, etc.). Students will be required to participate in a variety of exercises that include (but are not limited to) written, aural, oral, reading and cultural assignments. In addition to submitting assigned homework, students will be formally assessed throughout the course. Each individual will be responsible for one oral presentation, two oral interviews, three brief section exams, three projects, one midterm and one final exam. Students will be subject to several pop quizzes throughout the semester, based on the instructor s choosing and discretion. Attendance will be taken daily. Students who miss class will be responsible for making up missed assignments and acquiring notes from other students in the class. More than two unexcused absences for the Spanish course is considered excessive and one point for each 5 / 16
Assessment unexcused absence above two will be deducted from the final course grade when a student reaches that level. Absences can be excused with valid documentation (i.e. doctor s note, police report, university letter, etc.). /Fall; /Spring fall; 45 Quizz;Presentation;Class participation;mid-term examination;others 55 FUNDAMENTALS OF INTERNATIONAL FINANCE Course Code NOUVEAU Course Leader GROSLAMBERT Bertrand Contact Hours 39 Dept. Accounting and Finance Prerequisites - /Spring 0 Quizz 0 Assessment INFORMATION SYSTEMS Course Code NOUVEAU Course Leader OKOLI Chitu Contact Hours 39 Dept. Management of projects, Information Systems and Supply Chains Prerequisites - 6 / 16
Assessment /Spring 0 Quizz 0 INTERNATIONAL NEGOCIATION Course Code PGE.FINM1.MKCOR.0406 (US) /PGE.FINM1.MKCOR.0407 Course Leader SPIER Peter Contact Hours 18 Dept. Marketing Prerequisites None 'Par ma foi! il y a plus de quarante ans que je dis de la prose sans que j'en susse rien' (My faith!i have been speaking prose for forty years without knowing it), observes Molière's 'Bourgeois gentilhomme'. The same could be said of negotiation. We all do it, whether we realize it or not, and a great deal can be gained from learning to do it better. This skill will be paramount for careers in sales, key account management, purchasing, business development.. but it is also key in teamwork, conflict management, relationship building and a myriad other situations involving interaction between two or more parties. The list of different negotiation situations we might encounter is endless and varied: buying a souvenir, a car, an appartment; deciding on a holiday destination or a new sofa with your partner; asking your neighbour to turn down the stereo or look after your cat; negotiating a new deal with a supplier or a client; setting up an agreement with a new distributor or agent... As a means of reaching agreement and navigating differences, it is an essential tool for living and working abroad, or working with international partners or clients. Good negotiation skills presuppose an ability to interact constructively with others; cultural differences add one more dimension to this, and it is useful to reflect on how these differences impact the negotiation process. This course will take up and build on frameworks and concepts encountered in the multicultural management course and explore how they play out in a negotiation situation. To do so, we must first develop our knowledge and understanding of the nature and dynamics of negotiation itself. The course will involve a balanced approach, with some theory, practical negotiation exercises and case studies. On international campuses, there will naturally be some degree of emphasis on learning to negotiate within the local culture. Belo /Spring;Paris /Spring; /Spring;Sophia /Spring;Suzhou /Spring Belo Horizonte;Paris;;Sophia;Suzhou 7 / 16
Assessment Quizz;Case study Below are some suggestions of books to read on the subject of negotiation. The list is not exclusive and you should feel free to consider other titles. You will also see suggested titles on the PPT slides used during the course Roger Fisher, William Ury, Bruce Patton, Getting to yes: negotiating agreement without giving in, ISBN: 0-14-015735-2. This is an absolute classic, published in an edition that shouldn t break the bank. Less thorough, perhaps, than the Essentials (see below) in its coverage of the topic, and more inclined to argue in favour of an integrative approach to negotiation than to present itself as an academic text, it is certainly an influential work. Roy Lewicki et al., Essentials of negotiation (3rd edition, McGraw Hill 2003), ISBN 0071232540. A standard text for negotiation courses that covers the theoretical topics thoroughly and in a very readable fashion. There are two other books by the same authors: Negotiation (ISBN 0 07 112315 6) which is the full version from which the Essentials is taken, and Negotiation: readings, exercises and cases (ISBN 0 07 112316 4) which contains what the titles suggests. This whole series is very good indeed and will provide one of the fullest introductions to the subject. Maude, B. (2014). International business negotiation: principles and practice. Palgrave Macmillan. Shell, R. (1999). Bargaining for advantage. New York: Viking Books. An excellent, comprehensive and readable book. Thompson, L. (1998). The mind and heart of the negotiator. Upper Saddle River, NJ: Prentice Hall. Another very good book. Unfortunately a little bit expensive. Lax, D., & Sebenius, J (1986). The manager as negotiator: bargaining for cooperation and competitive gain. New York: Free Press. A solid, level-headed and readable book. Ury, W. (1991). Getting past no: negotiating with difficult people. New York: Bantam Books. A book from the Getting to yes team that will prove useful when the going gets tough. Camp, J. (2002). Start with NO. The negotiating tools that pros don t want you to know. New York: Crown Business. As the title suggests, the author takes a different stance to that of most integrative approaches and has a hardball tactics approach that is interesting. A good companion work to the Getting to yes books. Useful links will be provided on the Knowledge learning platform MANAGEMENT 2 - ETHICS & GOVERNANCE Course Code NOUVEAU Course Leader BARRAQUIER Anne Contact Hours 39 Dept. Management, Law and Organization Prerequisites - Belo /Spring;Paris /Spring; /Spring;Sophia /Spring;Suzhou /Spring Belo Horizonte;Paris;;Sophia;Suzhou 0 Quizz 8 / 16
Assessment 0 STRATEGY Course Code PGE.FINM1.STCOR.0801 Course Leader CIRILLO Bruno Contact Hours 39 Dept. Stratégy, Entrepreneurship and Economics Prerequisites None Assessment This strategy course introduces the fundamental concepts, analytical tools, and strategic options at the basis of strategic analysis and action. We will use a combination of lectures, case studies and a team project to explore and apply theoretical frameworks and methodologies in different industry and company situations. For instance, we will explore methods for assessing the strength of competition and the relative bargaining power, for anticipating competitors actions, for analyzing cost and value structures and their relevance to competition, and for assessing potential changes in the scope of the firm (diversification and vertical integration). Belo /Spring;Lille /Spring;Paris /Spring; /Spring;Sophia /Spring;Suzhou /Spring Belo Horizonte;Lille;Paris;;Sophia;Suzhou Quizz;Others Grant, R. M. (2016). Contemporary strategy analysis and cases: text and cases, 9th Edition. John Wiley & Sons. ADVANCED STRATEGY Course Code ECTS Credits 3 Course Leader Contact Hours 0 Prerequisites MSC.TRCM2.STCOR.0001 KAMINSKA Renata Dept. Stratégy, Entrepreneurship and Economics Strategy 1 (Master 1 programme) 9 / 16
Assessment The objective of the course is to understand how companies elaborate strategic decisions to support corporate growth. Profitable growth remains a top-priority for most companies. It is a condition to survive for startup companies. It often is a means to guarantee sustainable profitability for larger corporations. However, it is difficult to achieve in the long run and may put the company at risk if not successful. By using a combination of lectures, teaching, case studies, team projects, this course will provide an overview of growth options in different contexts. Belo /Spring;Lille /Spring;Paris /Spring; /Spring;Sophia /Spring;Suzhou /Spring fall Belo Horizonte;Lille;Paris;;Sophia;Suzhou Case study CROSS-CULTURAL COMPETENCIES IN THE USA Course MSC.IBRM2.PMCOR.0071 Code ECTS 2 Credits Course AMMAR Oussama Leader Contact 13 Hours Departmen Dept. Stratégy, Entrepreneurship and Economics t Programm e Prerequisit n/a es Course This course is designed to introduce the dominant themes of U.S. cultural values as experienced in Description present-day society. The course will begin with an introduction to life as an outsider in the U.S. and understanding the most commonly held U.S. cultural values. We will then consider NC State University history and campus life as an example of higher education in the United States and become oriented to the campus surroundings for increased integration into the student body. Next, the course will study and practice cross-cultural communication and developing intercultural friendships in structured and semi-structured environments. The course will also highlight a U.S. value of community public service, particularly as demonstrated in NCSU s engaged student body in volunteerism and service learning opportunities. In addition to periodic debriefing of cultural events and activities throughout the semester, our course will contain formal reflections on your cross-cultural experiences in the form of Course Open to Exchange Students two personal essays. /Fall; /Spring 10 / 16
Final Examinatio n Nature of final exam Assessment Recommen ded fall; 0 Quizz 100 Class 1: U.S. Cultural Values & Preparing for Your Experience at NC State University NC State University Office of International Services. Local Customs and Cultural Adjustment: http://internationalservices.ncsu.edu/local-customs-cultural-adjustment Kohls, L. R. (1984). The values Americans live by. Meridian House International. http://www.bradleyolson.net/uploads/6/7/0/6/6706084/values_americans_hold.pdf Class 2: NC State University Orientation NC State University Tuition and Fees for Undergrad and Graduate: http://www.fis.ncsu.edu/cashier/tuition/mgttuition.asp NC State University First Year Facts: http://admissions.ncsu.edu/wp-content/uploads/2014/08/first_year_facts_2014.pdf Dew, J. R. (2012). The future of American higher education. World Future Review, 4(4), 7-13. doi:10.1177/194675671200400403 (http://wfr.sagepub.com/content/4/4/7.full.pdf+html) Schoen, J. Why Does a College Degree Cost So Much? CNBC.com. Jan. 2015. http://www.cnbc.com/id/102746071 Hopkins, K. Three Surprises for International Students at U.S. Universities. US News and World Report. April 2012. http://www.usnews.com/education/best-colleges/articles/2012/04/18/3-surprises-forinternational-students-at-us-universities Class 3: Cultural Conversations with NC State Students Meyers, E. (2014) Navigating the Cultural Minefield. Harvard Business Review. Volume 92, Issue 7-8, p. 20. http://proxying.lib.ncsu.edu/index.php?url=http://search.ebscohost.com/login.aspx?direct=true&db=bt h&an=95639036&site=ehost-live&scope=site Lewis, R. (June 1, 2014) How Different Cultures Understand Time. Business Insider. http://www.businessinsider.com/how-different-cultures-understandtime-2014-5 Class 4: North Carolina History and Culture McLaurin, M. The History of the NC State Fair. Learn NC. from Tar Heel Junior Historian 42, no. 1 (Fall 2002) http://www.learnnc.org/lp/editions/nchistnewsouth/4404 Zumbach, L. 46 State Fairs and What Makes them Special. Mental_Floss. Sept. 2013. http://mentalfloss.com/article/52568/46-state-fairs-and-what-makes-them-special Class 5: Reflection and Preparing for Employment Cultural Re-Entry Resources. IES. http://www.iesabroad.org/studyabroad/alumni/re-entry How to Explain Study Abroad to an Employer: http://blog.apiabroad.com/reentry/explain-study-experience-future-employer/ FRENCH AS A SECOND LANGUAGE 2 Course Code MSC.TRCM2.LGOPT.0009 ECTS Credits 0 Course Leader POMMIER Jean-Paul Contact Hours 12 Dept. Languages and Personal Development Prerequisites Placement Test There are 4 levels: - A0: complete beginner 11 / 16
Assessment - A1: pre-intermediate - A2-B1: intermediate - B2: advanced Students are asked to take an online placement test whose results will determine which level suits them best. Paris /Spring; /Spring;Suzhou /Spring Paris;;Suzhou 30 Quizz;Others 70 INTERNATIONAL BUSINESS GAME: SKEMASIM Course Code MSC.BCIM2.STCOR.0026 ECTS Credits 3 Course Leader MESCHI Pierre Xavier Contact Hours 18 Dept. Stratégy, Entrepreneurship and Economics Prerequisites Strategy Assessment The «SKEMA Multicampus Business Simulation» (otherwise known as SKEMASIM) course is a 6-day seminar organized simultaneously in the different SKEMA campuses across the world (France, China and USA). It is made up of the business simulation itself, some tutorial conferences, and the writing of an annual activity report. Belo /Spring;Paris /Spring; /Spring;Suzhou /Spring Belo Horizonte;Paris;;Suzhou 25 Report / Dissertation 75 Lectures obligatoires / Required readings : Lectures Recommandées / Recommanded readings : (1) BRULHART F., GUIEU, G. & MESCHI P.-X., La Croissance de l Entreprise avec la Méthode des Cas, Eyrolles et Centrale des Cas et des Médias Pédagogiques, 2011. (2) RUGMAN A. & HODGETTS R., International Business, Prentice Hall, 2003. www.webtolearn,com/skemasim 12 / 16
INTERNATIONAL FINANCE Course Code MSC.IBRM2.FICOR.0061 Course Leader DESOKY Mohamed Contact Hours 30 Dept. Accounting and Finance Prerequisites None Assessment This course provides an overview of the nature and operation of global capital markets and traded financial instruments. Students are exposed to the organisation of the international financial system and the markets for stocks, bonds, commodities and foreign exchange. Belo /Spring;Paris /Spring; /Spring;Suzhou /Spring Belo Horizonte;Paris;;Suzhou Quizz Lectures obligatoires / Required readings : Available on Cyberlibris at www.scholarvox.com: 1) Economics for Investment Decision Makers Workbook : Micro, Macro, and International Economics, Piros and Pinto, John Wiley & Sons, 2013, Chapters 5, 8, 9 and 10. 2) International Economics 6th edition, Dunn and Mutti, Taylor & Francis, 2003, Chapters 12 to 20 Lectures Recommandées / Recommanded readings : Ephraim CLARK, INTERNATIONAL FINANCE, (London: Thomson Learning, 2002) http://databank.worldbank.org/data/home.aspx http://stats.oecd.org/ INTERNATIONAL TECHNOLOGY MANAGEMENT Course Code MSC.IBRM2.PMCOR.0008 Course Leader AMMAR Oussama Contact Hours 39 Dept. Management of projects, Information Systems and Supply Chains Prerequisites n/a This course focuses on the theory as well as practical experiences and examples to support organizational decision-making and technology management. The course emphasizes the importance of using technology in business for strategic competitive advantage and improved productivity. To gain the best perspective, the course sessions integrate the major topics of technology strategy, portfolio management, professional leadership, and technology products and services. The course also addresses some of the unique issues in managing different types of technology professionals, different types of products and services, and the introduction of new technologies. Ultimately this course is designed to provide the student with knowledge and skills to succeed in a variety of roles in which technology application is leveraged to provide businesses a distinct advantage. 13 / 16
Assessment /Spring 40 Quizz;Case study 60 Required text: The Future of Technology Management and the Business Environment: Lessons on Innovation, Disruption, and Strategy Execution, Alfred A. Marcus, First Edition, Pearson FT Press, 2015. NEGOCIATION PRACTICE Course Code MSC.IBNM2.STELE.0047 ECTS Credits 3 Course Leader AMMAR Oussama Contact Hours 18 Dept. Marketing Prerequisites None Assessment This course is designed to provide students with both a conceptual and practical understanding of interpersonal relationship: communication techniques serving as successful negotiation. Class sessions are highly interactive and require the active engagement of each student in order to learn the multiple facets of negotiation. Course content includes the fundamentals of negotiation, based upon a highly effective methodology (from preparation to closing the deal) used by professionals all over the world. It encompasses the whole process of developing a fruitful discussion that eventually leads to an agreement. Practise is the key word, and filmed role plays are used as the most effective tool to understand and learn these techniques. Students will participate in one-to-one, one-to-several, with the complexity of negotiations increasing as the course progresses. This course is designed in an executive education format; as such, there are no formal presentations. Paris /Spring; /Spring;Suzhou /Spring Paris;;Suzhou Case study;class participation The MInd and Heart of the Negotiator, Leigh L. Thompson (reference; not required) http://davidhenard.com 14 / 16
RISK AND CRISIS MANAGEMENT FOR GLOBAL BUSINESSES Course Code MSC.IBRM2.STELE.0054 ECTS Credits 3 Course Leader EZZEROUALI Amine Contact Hours 18 Dept. Management, Law and Organization Prerequisites N/A Assessment This course addresses risk and crisis management frameworks for MNCs, focusing on strategic, operational and technological risks through extant theory and case study examples of successful and failed risk and crisis management strategies. At the end of this course, students are expected to know what are the main foundations, frameworks and practices of risk and crisis management; to identify the key challenges in managing risk and crisis within Global businesses; and to be able to implement effective risk and crisis management strategies and practices. Paris /Spring; /Spring Paris; Case study Crandall, W. R., Parnell, J. A., Spillan, J. E. 2009. Crisis Management in the New Strategy Landscape, Sage publications. Regester, M., Larkin, J. 2005. Risk Issues and Crisis Management : A Casebook of Best Practice (3rd Edition), Kogan Page. US PERSPECTIVES ON BUSINESS LAW Course Code MSC.IBNM2.LTCOR.0002 Course Leader AMMAR Oussama Contact Hours 39 Dept. Management, Law and Organization Prerequisites none Rules of law govern many aspects of business. This US business law course will explore legal concepts and reasoning that the student can apply in real-world situations. An understanding of the fundamental legal issues will provide a framework for making sound business decisions and facilitate US and international commercial transactions that are encountered in the everyday business community. /Spring 15 / 16
Assessment 60 Presentation;Class participation;mid-term examination 40 BUSINESS MODEL INNOVATION FOR ESTABLISHED FIRMS Course Code Nouveau ECTS Credits 2 Course Leader AMMAR Oussama Contact Hours 13 Dept. Stratégy, Entrepreneurship and Economics International Business Prerequisites n/a Assessment Business Model innovation represents a significant opportunity for established firms, as demonstrated by the considerable success of Apple. As the same time, established firms in industries as diverse as airlines, media and banking are seeing their market invaded by new and disruptive Business Models. The success of invaders such as EasyJet, Netflix and ING Direct in capturing market share has encouraged established corporation to respond by adopting new business models along with their established ones. It's about playing two games at once. This situation is challenging because of risk of conflicts between the two models. Main questions to answer: - Should companies adopt a second Business Model in their main market? When and How? - Responding to a disruption by adopting a second Business Model in the same market, could it be an effective strategy? /Spring 0 0 16 / 16