These courses are given at the CIREFE (Centre international rennais d’études de français pour étrangers) – Université de Rennes 2 – and organised by language level.

Total number of hours: 52

https://siuaps.univ-rennes.fr/

Total number of hours: 13 minimum

Objectives

This course aims to present the main concepts and levers that a marketing executive may
activate to
embody the positioning and stimulate the sales of a product/service (mainly on shorttermed
perspective).

Skills to be acquired

Be able to analyze basic marketing strategy (STP approach), identify and understand the
marketing
policy.

Program
Chapter 1 : the marketing strategy
   1. Implementing the marketing strategy : decision support tools
   2. The strategic marketing approach: segmentation targeting, positioning

Chapter 2: Product policy and portfolio management
   1. Product policy
   2. Product packaging and design
   3. Portfolio management
   4. Relevance of branding

Chapter 3: product retailing policy
   1. Definition and modalities
   2. Point-of-sale marketing

Chapter 4: Product pricing policy
   1. Pricing definition and influencing factors
   2. The notion of price elasticity
   3. The pricing strategies

Chapter 5: Product promotion policy
   1. The definition and forms of promotion
   2. The objectives of promotion
   3. Designing the promotion strategy (communication campaign)

Bibliography
1. Mercator 11e édition – Tout le marketing à l’ère numérique (2014) de Jacques Lendrevie et Julien Lévy
2. Marketing (2014), Sous la direction de Jean-Marc Ferrandi, Marie-Christine Lichtle, Dunod

Prerequisities
No

Assessment method

Written exam – 2h

Total number of hours: 18

Objectives

This course aims to raise awareness of the purchasing function and its place in the company

Skills to be acquired

Knowledge: this course aims to provide students with:

• Good basic training in purchasing management
• Theoretical foundations and practices
• The tools needed at each stage of the purchasing cycle

Expertise:

• Ability to analyze cases and scenarios, define and apply a purchasing strategy.

Know-how :

• Taking initiative and responsibility, collective work.

Program

Course:

• Purchasing function in the company
• Purchasing-supply professions
• Management of the purchasing process
• Mastery of purchasing negotiation

Tutorials :

• Techniques for identifying needs and managing the purchasing process
• Case study

Bibliography

1. Bruel, O., 1996, Purchasing policies and supply management, Paris: Dunod
2. Ghauri, P.N., 1999, International marketing and purchasing, Stamford, Conn: JAI Press.
3. van Weele A.J., 2000, Purchasing and Supply Chain Management: Analysis, Planning and
Practice. -Business Press
4. Faultrier, B., 2004, Buyer function: mastery of the function, tools of the trade.

Prerequisites

Master of basic notions in management sciences (strategy, marketing, logistics, etc.)

Evaluation method

Group project of 3-4 people with oral and written presentations on a specific purchasing
issue (bibliographic research + field approach)

Total number of hours: 18

Objectives

1.    To discover the scope of HR activities in an international context.
2.    To develop awareness on cultural differences and the impact on HR policies.
3.    To learn how to analyse problems and design HR policies in a collaborative way.

Skills to be acquired

• Using cultural differences theory to analyse contexts.
• Taking into account cultural differences in day to day actions
• Using collaborative practices to analyze problems and design solutions.

Program

1 . History of internationalisation :
– from Fordism to the network company
– forms of internationalisation : ethnocentric, geocentric, polycentric and impact on HR organisations and policies
Teaching method : lecture and review of international employee interviews.
2. Culture :
– definition of a culture, stereotypes, values.
– introduction to cultural differences theories (Hofstede, Hall, Trompenaars…)
– HR policies and cultural adaptation.
Teaching methods : perception exercices, build upon students own experiences, research articles readings.
3. Designing HR processes and policies in an international context :
– problem analysis exercice with co development tool
– group work to work out HR program or solutions to specific issues such as recruiting, managing interpersonal conflict, organizing work across boundaries, developping new subsidiaries abroad, …

Teaching methods
Experiment the collaborative practice of co development, research article to read and analyze. Feedback on students proposals

Assessment method

Continuous assessment (to be precised by the teachers).

Total number of hours: 18

Objectives

Businesses are under constant pressure and face a rapid change in their competitive environment. Successful performance in such an environment requires an increased understanding of the company’s strategy. Those who do not meet this challenge are quickly sanctioned by the market.

Skills to be acquired 

This course is intended for students with first skills outside management or with a generalist profile. the purpose of the course is to acquire a transversal decision-making autonomy, a systemic methodology of analysis, an aptitude to the structuring of due diligence.

Program

Introduction: mastering key concepts of strategy.

• Analysis of the global environment (pivot variables)
• Analysis of the competitive environment ;
• Analysis of the decision environment

Chap 1. The systemic diagnosis of the organization, a renovated approach
The main strategic levers faced with ecological and digitalization constraints
Strategic interactions and the impact on diagnosis and diagnosis documents

Chap 2. Structure of management levers

• Analysis of the strategic capacity and projection of the strategic potential of the organization
• Levers of competitiveness, margin policy, relational policy

Bibliography

Exploring strategy, Johnson, G., Whittington, R., Scholes, K., 12 ed. (2019), Pearson Education

How smart connected produces are transforming companies, M. Porter , HBR (2015)

Digital business strategy: Toward a next generation of insights”, Barhdwaj A. (2013), MIS Quarterly

Assessment method

Personnel project

Total number of hours: 18

Skills to be acquired

• Gaining competencies to reflect companies´ international business activities critically
• Gaining decision-making-oriented competency (e.g., self-management)
• Ability to evaluate complex, innovative situations as they are typical of companies´ international business activities

Program

• Qualitative and quantitative trends in the international business environrnent
• Modes of foreign market entry
• Theoretical approaches for the explanation of different modes of foreign market entry
• Strategies of international companies
• Organization of international companies I: Archetypes of macro structures
• Organization of International companies Il: Empirical studies referring to strategy and structure of international companies

Teaching methods

Participants are expected contribute to the class through their comments, questions, and examples from their experience. Some readings may be assigned to supplement the in-class material. More specifically, the course will use the following teaching methods:

• Lectures
• Discussions of readings
• In-class exercises and simulations

Bibliography

• International Business: Strategy, Management, and the New Realities (4^th Edition 2017) by Tamer Cavusgil, Gary Knight, John Riesenberger, Upper Saddle River 2017.
• International Business: Environments and Operations (13^th Edition 20111) by John Daniels, Lee Radebaugh, Daniel Sullivan
• International Business: Competing in the Global Marketplace (11^th Edition 2017) by Charles Hill
• International Dimensions of Organizational Behavior (5^th Edition 2008) by Nancy J. Adler

Prérequisites

No specific prérequisites

Assessment method

Continuous assessment: written exam

Total number of hours: 21

Objectives

This module aims to provide students with a fundamental understanding of accounting concepts, principles, and techniques used in preparing and analyzing financial statements. The course emphasizes the recording, summarizing, and reporting of financial transactions to enable users to make informed business decisions. Through a combination of theoretical knowledge and practical applications, students will develop the skills necessary to interpret financial data and communicate effectively in a business context.

Skills to be acquired

Throughout the course, students will develop the following skills:

• Accounting knowledge: Gain a solid foundation in accounting principles, concepts, and terminology.
• Technical proficiency: Acquire the skills to record transactions, prepare financial statements, and perform basic financial analysis.
• Analytical thinking: Develop the ability to analyze financial data and interpret the results for decision-making purposes.
• Problem-solving: Apply accounting principles to solve practical accounting problems and discrepancies.
• Communication: Enhance written and verbal communication skills to effectively convey financial information to stakeholders.

Program

1. Introduction to Financial Accounting
   • Definition and scope of financial accounting
   • Role of financial accounting in business decision-making
   • Users and stakeholders of financial information

2. Main Financial Statements
   • Balance Sheet
   • Income Statement
   • Cash Flow Statement

Exam

Written exam: 1h30

Total number of hours: 18

Objectives

This module develops an understanding of issues related to the elements of costs and budgets. It develops abilities to prepare, analyze and interpret accounting information on cost elements in various cost systems. It also introduces budgeting techniques: planning, budgeting, forecasting and analysis. The cost and budgeting techniques employed to assist managers in their decision-making and to evaluate performance. 

Skills to be acquired

Costing definitions to orient decision making

Be able to identify and apply the appropriate costing technique to a range of situations

Understand and implement the cost and pricing structure of the organization and its products/services.

Programme

An introduction to management Control

1. Basic concepts of cost accounting
2. Cost-volume-profit (CVP) models
3. Activity Based Costing (ABC)
4. Introduction to budget

Assessment method

Final exam: 1h30

Prerequisites

No

Total number of hours: 18

Objectives

Acquire the mindset of an innovative project manager, by applying the tools/methods of problem exploration to the search for solutions, including concrete test phases.

Skills to be acquired

• An introduction to design thinking (identifying a problem, qualifying it and reformulating it).
• Learn about innovative project management and apply it to your own case: design applied to your life project (professional and personal).
• Navigate uncertainty in a pragmatic and structured way.
• Delivering results early, continuously and in a measured way vs. planning and producing only at the end (management vs. management vs. innovation).
• Knowing how to (re)qualify a problem to deal with it as accurately as possible.
• Using collective intelligence (team discussions and brainstorming).
• Mastering innovation tools such as mindmapping

Program

• Session1: introductory session – innovation, design thinking, team dynamics and motivational levers.
• Session2: rethinking your perception of a problem, in design mode; the fundamentals of project management and what we are not taught; Tool #1: your personal dashboard; Tool #2: understanding and identifying ‘flow’ in your activities.
• Session 3: Building your compass to guide your action (Tool #4); Tool #5: Co-development, to solve problems as a team.
• Session 4: Tool #6: Generating ideas through mindmapping.
• Session 5: Tool #7: building and comparing project trajectories (the 3 odysseys).
• Session 6: how to reformulate a problem.
• Session 7: mastering team brainstorming; Tool #8: analysing and integrating failure into your project.
• Session 8: the art of prototyping.

Each session is interspersed with phases of experimentation and personal work.

Assessment method

Continuous assessment

Total number of hours: 18

Objectives

The aim of the course is to initiate students:

• To read and analyse different financial statements of companies
• To detect companies’ financial problems
• To find solutions to those problems

Skills to be acquired

The students will be able to:

• Read companies’ financial statements: balance sheet, income statement…
• Understand the main concepts used in financial analysis: profitability, earnings and margins, self-financing, investments, working capital, expenses, liabilities, assets…
• Learn about different sources of funding
• Evaluate the financial stringency of companies

Program

Chapter 1 : Financial statements: a reminder (balance sheet, income statement)

Chapter 2 : Financial equilibrium analysis (financial equilibrium indicators, ratio analysis)

Chapter 3 : Performance analysis (earnings and margins analysis, income statement ratio analysis, from net income to self-financing)

Assessment method

Written exam: 1h30

Prerequisites

Basic knowledge in general and financial accounting.

Total number of hours: 18

Objectives

This course offers an understanding of fundamental principles of Corporate Finance and more specifically of financial decisions. The main goal is to help students to understand how firms meet their financial objectives using financial-decision making in business.

Skills to be acquired

By the end of this course, students should be able to:

• Understand the main objectives of Corporate Finance
• Understand the investment decisions
• Understand the different options for long-term financing
• Determine the optimal capital structure

1 – Introduction to Corporate Finance

2 – Valuation and Capital budgeting

3 – Financing decisions

Bibliography

Vernimmen, Quiry et Ceddaha.: Corporate finance, theory and practice, 2024

Prerequisites

Accounting knowledge (balance sheet, income statement, cash flow statement)

Assessment method

Written exam: 1h30

Total number of hours: 18

Objectifs

This course aims to present the main concepts and levers that a marketing executive may activate to embody the positioning and stimulate the sales of a product/service (mainly on short-termed perspective).

Ce cours a pour objectif de présenter les principaux concepts et leviers qu’un responsable marketing peut actionner pour incarner le positionnement et stimuler les ventes d’un produit/service, essentiellement dans une perspective de court terme

Skills to be acquired

Be able to analyze basic marketing strategy (STP approach), identify and understand the marketing policy.

Savoir analyser les bases d’une stratégie marketing (approche SCP), identifier et comprendre une politique marketing (marketing-mix).

Program

Chapter 1 : the marketing strategy

• Implementing the marketing strategy : decision support tools
• The strategic marketing approach: segmentation targeting, positioning

Chapter 2: Product policy and portfolio management

• Product policy
• Product packaging and design
• Portfolio management
• Relevance of branding

Chapter 3: product retailing policy

• Definition and modalities
• Point-of-sale marketing

Chapter 4: Product pricing policy

• Pricing definition and influencing factors
• The notion of price elasticity
• The pricing strategies

Chapter 5: Product promotion policy

• The definition and forms of promotion
• The objectives of promotion
• Designing the promotion strategy (communication campaign)

Bibliography

1.Mercator 11e édition – Tout le marketing à l’ère numérique (2014) de Jacques Lendrevie et Julien Lévy
2.Marketing (2014), Sous la direction de  Jean-Marc Ferrandi, Marie-Christine Lichtle, Dunod

Pre requisite

RAS

Assessment method

Continuous assessment

Total number of hours: 18

Objectives

• Understand the nature and skills of leading and leadership

• Develop knowledge and understanding of healthy or High-Performance Teams

• Learn about worldviews, what they are, how they are formed and why this is important to know

• Explore worldviews of the students

• Understand the importance and relevance of brain and behavioural science as it pertains to leading or engaging others and when experiencing change

• Experience the World Cafe and Circle Practice as engagement methodologies

• Develop an understanding of human dynamics and planning processes

Skills to be acquired

·       Self-knowledge and development

·       Leadership skills and practices

·       Team skills and practices

·       Employee, team or public engagement practices

·       Understanding the process of change and how to help people deal with change

·       Listening skills

·       The ability to create powerful questions to guide meetings and conversations

·       Planning skills to address a challenging conversation

Teaching program

1.       Module 1 : An Introduction to Leadership, High-Performance Teams and an Introduction to Worldviews

2.       Module 2 : The Worldview Intelligence Six Dimensions Framework

3.       Module 3 : Behavioural and Brain Science and the Amygdala Hijack

4.       Module 4 : The World Cafe : introduction, experience and instruction on how to do one

5.       Module 5 : Stuck in the Status Quo : Understanding and Addressing the Role of Loss in Change

6.       Module 6 : Reflective Listening and othe Leadership Practices

7.       Module 7 : Patterns and Practices Related to Understanding and Working with Human Dynamics

Bibliography

No advance reading is required.

Prerequisites

None

Teaching assessment

A mutliple choice test administered during the last module in the course.

Assessment method

Project

Total number of hours: 15

*ONLY FOR STUDENTS WHO STAY BOTH SEMESTRES*

Objectives

• Develop a critical, nuanced and contextualised view of intercultural management.
• Develop a shared understanding of otherness. 

Skills to be acquired

• Understanding interculturality in a variety of contexts (international, interpersonal, intergenerational, inter-/intra-cultural)
• Identifying cultural layers within an organisation and a team
• Decoding intercultural situations by applying an interpretation grid based on otherness.

Program

The relationship with otherness is inscribed and constructed in interactions, situations and contexts. Incomplete, stereotyped consideration of ‘culture’ and a de facto denial of its plurality give rise to misunderstandings, incomprehension, blockages, irritations and conflicts.

This course aims to explore the different cultural strata and their interrelationships, in order to provide keys to understanding and useful frames of reference for the practice of intercultural management.

Through an approach based on discovery, construction, anticipation and defusing, this course aims to co-construct a reading grid on otherness as a practical method for intercultural management.The main themes of the course are :

. Theme 1 – Differences between national cultures: international intercultural otherness and its markers
. Theme 2 – Differences in inter-company cultures: intercultural otherness and its variability according to organisational contexts
. Theme 3 – Intercultural differences according to status: roles and cultures of employees and employers
. Theme 4 – Intercultural differences through the prism of emotionality: interactions, regulations and otherness .
. Theme 5 – Intercultural differences between individuals, the result of the encounter between the individual (personality, cognition) and his or her environment .
. Theme 6 – Intercultural differences between individuals, seen from the angle of ‘working together’: interculturality, diversity and inclusion (gender, intergenerational, disability) .
. Theme 7 – Intercultural differences in the course of a career: a dynamic perspective through changes in status and career, migration and professional trajectories .

Bibliography

. Chanlat, J., Pierre, P. (2018). Le management interculturel : Évolution, tendances et critiques. EMS Éditions.

. Chevrier, S. & Segal, J. (2011). Coordination des équipes multiculturelles au sein des multinationales : Des acteurs en quête de modes d’emploi. Revue française de gestion, 212, 145-156.

. Chevrier, S. (2012). Le management international : une perspective francophone. Annales des Mines – Gérer et comprendre, 110, 71-72.

. Chevrier, S. (2012). Pas de coopération internationale sans prise en compte des cultures : Commentaires à propos de « La compétence interculturelle est-elle un concept utile ? ». Annales des Mines – Gérer et comprendre, 107, 95-97.

. Chevrier, S. (2018). Comment mieux gérer vos équipes multiculturelles. Gestion, 43, 72-76.

. Chevrier, S. (2019). Le management interculturel. Presses Universitaires de France.

. Dickason, R. (2022). “‘Discretion remains the rule’: A multilevel study of emotional requirements in a public hospital”. In Ronald H. Humphrey, Neal M. Ashkanasy, Ashlea C. Troth (eds.) Research on motion in Organizations, Volume 17: Emotions and Negativity (pp. 115-140), Emerald Group, ISSN 1746-9791.

. Dickason, R., Ashkanasy, N., Hampton-Musseau, D. (2021). A History of Emotional Intelligence in Work Settings, Academy of Management Proceedings, 2021 (1), pp.12470.

. Dupriez, P. & Simons, S. (2002). La résistance culturelle : Fondements, applications et implications du management interculturel. De Boeck Supérieur.

. Guénette, A. M., Mutabazi, E., Von Overbeck Ottino, S., Pierre. P. (Dirs) (2014) Management interculturel, altérité et identités. L’Harmattan.

. Meier, O. (2019). Management interculturel. Dunod.

. Pasquier, D., Valéau, P. (2015). Adhésion à la norme d’internalité et clairvoyance normative : un passage par les contingences de la socialisation, Psychologie du Travail et des Organisations, 21(3), 260-285.

. Valéau, P. (2004). Gérer l’implication dans le respect des différences. Des associations aux autres organisations, HDR, www.valeau.com

. Valéau, P., Gangloff, B. & Louart, P. (2019). La dimension normative de l’évaluation des savoir-être : étude de la conformité perçue par rapport salarié-idéal. RIMHE : Revue Interdisciplinaire Management, Homme & Entreprise, 34,8, 30-50.

Prerequisites

None

Assessment method

Continuous assessment

Total number of hours: 18

*ONLY FOR STUDENTS WHO STAY BOTH SEMESTRES*

Objectives

• Develop a critical, nuanced and contextualised view of intercultural management.
• Develop a shared understanding of otherness. 

Skills to be acquired

• Understanding interculturality in a variety of contexts (international, interpersonal, intergenerational, inter-/intra-cultural)
• Identifying cultural layers within an organisation and a team
• Decoding intercultural situations by applying an interpretation grid based on otherness.

Program

The relationship with otherness is inscribed and constructed in interactions, situations and contexts. Incomplete, stereotyped consideration of ‘culture’ and a de facto denial of its plurality give rise to misunderstandings, incomprehension, blockages, irritations and conflicts.

This course aims to explore the different cultural strata and their interrelationships, in order to provide keys to understanding and useful frames of reference for the practice of intercultural management.

Through an approach based on discovery, construction, anticipation and defusing, this course aims to co-construct a reading grid on otherness as a practical method for intercultural management.The main themes of the course are :

. Theme 1 – Differences between national cultures: international intercultural otherness and its markers
. Theme 2 – Differences in inter-company cultures: intercultural otherness and its variability according to organisational contexts
. Theme 3 – Intercultural differences according to status: roles and cultures of employees and employers
. Theme 4 – Intercultural differences through the prism of emotionality: interactions, regulations and otherness .
. Theme 5 – Intercultural differences between individuals, the result of the encounter between the individual (personality, cognition) and his or her environment .
. Theme 6 – Intercultural differences between individuals, seen from the angle of ‘working together’: interculturality, diversity and inclusion (gender, intergenerational, disability) .
. Theme 7 – Intercultural differences in the course of a career: a dynamic perspective through changes in status and career, migration and professional trajectories .

Bibliography

. Chanlat, J., Pierre, P. (2018). Le management interculturel : Évolution, tendances et critiques. EMS Éditions.

. Chevrier, S. & Segal, J. (2011). Coordination des équipes multiculturelles au sein des multinationales : Des acteurs en quête de modes d’emploi. Revue française de gestion, 212, 145-156.

. Chevrier, S. (2012). Le management international : une perspective francophone. Annales des Mines – Gérer et comprendre, 110, 71-72.

. Chevrier, S. (2012). Pas de coopération internationale sans prise en compte des cultures : Commentaires à propos de « La compétence interculturelle est-elle un concept utile ? ». Annales des Mines – Gérer et comprendre, 107, 95-97.

. Chevrier, S. (2018). Comment mieux gérer vos équipes multiculturelles. Gestion, 43, 72-76.

. Chevrier, S. (2019). Le management interculturel. Presses Universitaires de France.

. Dickason, R. (2022). “‘Discretion remains the rule’: A multilevel study of emotional requirements in a public hospital”. In Ronald H. Humphrey, Neal M. Ashkanasy, Ashlea C. Troth (eds.) Research on motion in Organizations, Volume 17: Emotions and Negativity (pp. 115-140), Emerald Group, ISSN 1746-9791.

. Dickason, R., Ashkanasy, N., Hampton-Musseau, D. (2021). A History of Emotional Intelligence in Work Settings, Academy of Management Proceedings, 2021 (1), pp.12470.

. Dupriez, P. & Simons, S. (2002). La résistance culturelle : Fondements, applications et implications du management interculturel. De Boeck Supérieur.

. Guénette, A. M., Mutabazi, E., Von Overbeck Ottino, S., Pierre. P. (Dirs) (2014) Management interculturel, altérité et identités. L’Harmattan.

. Meier, O. (2019). Management interculturel. Dunod.

. Pasquier, D., Valéau, P. (2015). Adhésion à la norme d’internalité et clairvoyance normative : un passage par les contingences de la socialisation, Psychologie du Travail et des Organisations, 21(3), 260-285.

. Valéau, P. (2004). Gérer l’implication dans le respect des différences. Des associations aux autres organisations, HDR, www.valeau.com

. Valéau, P., Gangloff, B. & Louart, P. (2019). La dimension normative de l’évaluation des savoir-être : étude de la conformité perçue par rapport salarié-idéal. RIMHE : Revue Interdisciplinaire Management, Homme & Entreprise, 34,8, 30-50.

Prerequisites

None

Assessment method

Continuous assessment

Total number of hours: 18