DegreeInternational
IGR-IAE Rennes welcomes a delegation from the University of Kiel
A comprehensive academic program in Management taught exclusively in English, with an intensive French language course, to make the most of French culture in an international environment.
IGR-IAE’s 1st Master in International Management was launched in September 2008. It was specifically aimed at English-speaking students with a Bachelor’s degree in economics or management, as well as graduates with a background other than management (engineering, chemistry, health, humanities and social sciences).
Focused on international management issues, the program helps students understand the main steps in the globalization of companies, with a particular emphasis on the interdependence of strategic, cultural, commercial, legal, financial and managerial issues.
| This program is an 18 months full-time program with a 4-month professional or research internship which can be extended to 6 months. This timeframe will give students more time to learn about France and French people, and to work in the context of French or France-based companies during the two internship periods included in the program. The new internship calendar will also be more in line with companies’ internship needs. |
Our full-time programs are taught 100% in English in our premises located next to Rennes’ city center.
The MBAIM will be organized as follows:
The specificity of the program is to combine intensive French language courses with a comprehensive academic program in Management taught exclusively in English.
The main aim of the course is to provide students with the essential skills necessary to pursue a career as an International Business Executive.
Each year, the program invites many professional and academic speakers from France and abroad. More specifically, students attend lectures given by guest professors from IGR-IAE Rennes partner universities in Germany, Spain and Brazil.
Something pointed out by all the students who attended this Master’s degree: a unique multi-cultural environment, enhanced by the diversity of professional and academic profiles, and the variety of nationalities found in the group. Beyond the lasting friendships made during the program, this diversity is an excellent opportunity to develop an international professional network.
Eager to foster links with entrepreneurial and managerial practices and to help discover the network of partner companies of IGR-IAE Rennes, the program director organizes company visits, meetings with MBAIM graduates, and a Business Game at the end of the second semester, which allows to use all professional skills developed during the year.
Students receive 250 hours of French as a foreign language, which allows even total beginners in French to evolve professionally and to learn more about French culture and management.
Please note: in a process of continuous improvement, training contents is subject to possible changes.
Contents of the new 2-year program are being edited. Sorry for the inconvenience
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.
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.
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.
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, …
Experiment the collaborative practice of co development, research article to read and analyze. Feedback on students proposals
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
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
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
No specific prérequisites
Written exam
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.
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.
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
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
Personnel project
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
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 8: mastering team brainstorming; Tool #8: analysing and integrating failure into your project.
Session9: the art of prototyping.
Each session is interspersed with phases of experimentation and personal work.
This module develops an understanding of issues related to the elements of costs and costs systems. It develops abilities to prepare, analyze and interpret accounting information on cost elements in various cost systems.
It also introduces them to the techniques that management accountants use to assist managers in their decision-making tasks and to evaluate performance.
Learning Outcomes
1. Outline issues relating to product costs and cost systems
2. Describe the role and uses of different types of cost systems
3. Select appropriate methods for costing elements of cost (e.g. labour, materials and overhead) into products or services
4. Select and apply cost systems appropriate to the decision
Objectives
The aim of the course is to initiate students:
Skills to be acquired
The students will be able to:
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
Prerequisites
Basic knowledge in general and financial accounting
Objectives
The aim of the course is to initiate students:
Skills to be acquired
The students will be able to:
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
[update in progress]
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).
Skills to be acquired
Be able to analyze basic marketing strategy (STP approach), identify and understand the marketing policy.
None. However having an academic background in Marketing and Business Administration in general may be helpful to follow this module.
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)
Kotler, P., Keller, K. L., Armstrong, G., Armstrong, G., & Keller, K. (2016). Marketing Management, 15th global edition. England: Pearson Educationn Limited.
continuous assessment (quiz) + group marketing project + final exam
The principle objective of this course is to assist students to develop an initial understanding of supply chain management and logistics. Secondly, students are invited to reflect on some of the changes in the organization of global supply chains over the last half-century and the concomitant economic, social and environmental impacts. The third objective is to give students some tools enabling them to manage logistics and supply chain issues. Specifically, the forecasts of future demand and the production planning and control.
The students will be able to (help) drive associated decision processes in actual industrial, distribution or service provision contexts.
1. Global Freight Management
2. Introduction to Global Supply Chain
3. Global Supply Chain Network
4. How to manage a Global Supply Chain : Risk Mitigation plan
– Christopher, M. (2005) Logistics and Supply Chain Management, London: Pearson.
– Lambert, D. M. (2008). Supply chain management: processes, partnerships, performance. Supply Chain Management Inst.
– Jacoby, D. (2009). Guide to Supply Chain Management, London: Profile Books.
– Chopra, S. and Meindl, P. (2010) Supply Chain Management: Strategy, Planning and Operation, London: Pearson
The aim of the course is to learn and use the different ways to collect and analyse data.
Skills to be acquired
The students will be able to collect and analyze qualitative and quantitative data
1. Observation, ethnographic technics including participating
2. Semi-directive interviews
3. Quantitative survey.
Denzin and Lincoln (1994) Handbook of qualitative research, Sage
Valéau & Gardody (2016) La communication du journal de bord
Introduce students to the fundamental concepts of CSR, Corporate Governance and ESG. Situate the discussion of corporate ethics in the current scenario and its main implications in the business environment.
Students learn to base their decisions on ethical codes, adopt social responsibility policies and consolidate the company’s commitment to a sustainable business vision.
I-Ethical business, theoretical frame and ethical foundations.
II-CSR, Governance and sustainable business.
III-Best Practices in CSR.
IV-Intangibles and the creation of value.
V- Fundamental concepts and international guidelines.
VI- How to implement an CSR program, building projects in CSR.
A full week designed to accompany our students in the construction of their professional project, prepare them for their professional life and gain knowledge of the French labor market and specific recruitment habits with:
More particularly, workshops and conferences on ‘Professional Project’, ‘Brand Image’, ‘Non-Verbal Communication and Stress Management’, ‘How French companies Recruit their Employees’, ‘1st Job Objective’, etc. are organized specifically for our international students.
The aim of this course is to make students aware of Power BI capabilities and make them able to use it for basic analysis
Data loading
Dashboards computing with Power BI
Data extraction
Data cleaning
Data transformation
Data modelling
Data visualization (dashboard …)
In-class evaluation
No
The course aims to teach students the fundamentals of business intelligence and data analysis.
The students will learn how data outputs are constructed and how to transform large datasets into reliable and manageable outputs.
1- Introduction to Business Intelligence
2- Data Analysis and visualization
3- Predictive analytics
4- Decision making with analytics
5- Multiple regression
In-class evaluation
No
To know how to identify and analyze corporate strategy for innovative organizations.
Master the fundamentals on business strategy, understand the different strategic positions, and be able to take strategic decisions on uncertain contexts.
1. Introduction
a. Main definitions
b. The strategic approach: leader’s role, mission & corporate positioning
2. Strategic management
a. Structure & strategy
b. Strategic segmentation & Multi-business companies
c. Strategic decision making
d. Generic strategies
3. External diagnostic
a. Pestel & Swot
b. Porter’s 5 forces
c. Blue Ocean Strategy
4. Internal Diagnostic
a. Strategic capability: resources & competences, dynamic capabilities
b. Activity portfolio analysis: BCG et McKinsey
5. Strategic directions
a. Business development & innovation
Report/oral presentation
No
. Develop a critical, nuanced and contextualised view of intercultural management.
. Develop a shared understanding of otherness.
. 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.
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 .
None
Continuous assessment
The Master of Business Administration in International Management targets students without prior background in management. Therefore the positions held by our graduates are extremely diversified. Here are a few examples of their jobs:
The Master of Business Administration in International Management (MBAIM) is an English-taught Master program, leading to a Master’s degree fully accredited by the French state.
Students should hold a Bachelor’s Degree, or a business school diploma.
Tuition fee for the program is 9,500 €, spread as follows over the two academic years:
€4 750 for the 1st year of the program,
€4 750 for the 2nd year of the program.
Not included in this tuition fee:
Program starts :
September 2024
End of the program (2 academic years):
October 31, 2026 (including internship period)
Program Director:
Pr. Thi Le Hoa VO
International Students Coordinator
Aymeric LACHIVER
igr.international-degree@univ-rennes.fr
+33 2 23 23 77 79
IGR-IAE Rennes welcomes a delegation from the University of Kiel
