Bachelor Programme in Management

3rd

YEAR PROGRAMME

CORE COURSES 2012 / 2013

BACHELOR PROGRAMME

IN MANAGEMENT

PROGRAMME GENERAL/CORE PROGRAMME CS 2 (YEAR 3) - 2012/2013

POLES MODULES SEM. 1 ECTS

SEM. 2 ECTS

MARKETING & SALES

(14 ECTS)

- Stratégie marketing appliqué (Applied Marketing Strategy )–30 hrs

- Panels (Marketing Tools) – 15 hrs

- Marketing de la distribution de détail (Retail Marketing) – 15 hrs - Négociation B2B (B2B Negotiation) – 15 hrs

3

3

6

2

FINANCE (10 ECTS)

- Gestion Financière (Financial Management) – 30 hrs - Contrôle budgétaire (Budgeting) – 15 hrs

6

4

MANAGEMENT (8

ECTS)

- Gestion des Equipes (Team Management) – 15 hrs - Management commercial (Sales Management) – 15 hrs - Conduite de réunion (Effective Meetings) – 15 hrs

3

2 3

INTERNATIONAL BUSINESS ( 9 ECTS)

- Commerce international(International Trade: Fundamentals & Operational Aspects) – 30 hrs (Prerequisite for Global Manager)

- Simulation : Mondial Manager (Business Game : Global Manager) – 15 hrs

6

3

INTERNATIONAL

COMMUNICATION SKILLS (8 ECTS)

- French for Exchange Students – 20 hrs - Anglais (English) – 20 hrs - Allemand (German) / Espagnol (Spanish) – 18 hrs - Chinois Intermediaire (Chinese Intermediate) – 18 hrs

2

2

2

2

CORPORATE

CULTURE (4 ECTS)

- Supply Chain Management 1(Logistics) – 15 hrs

- Supply Chain Management 2(Purchasing Mgmt) – 15 hrs

2

2

OPTIONS (Electives) (3 ECTS per Elective)

- 2 to 4 Electives – 15 hrs each - 2 to 4 Electives – 15 hrs each (SEE LIST)

6 to 12 6 to 12

33 to 39 32 to 38

MARKETING & SALES

Applied Marketing Strategy

Professors Laurence Bundy, Aurélie Dehling

Course Load : 30 H

Credits : 6 ECTS

1. Pre requisite Knowing the fundamentals of marketing

2. Course Objectives

- Knowing how to lead a case study from diagnosing the situation to recommending actions and implementing a costed and scheduled marketing plan.

- Knowing how to assemble all the marketing

concepts and notions learnt over the 3 year’s programme and put them into perspective.

3. Subjects Studied - the general approach of a marketing case study, coming up with quantified objectives and a concrete marketing plan : => 1 Case study focusing on the analytical stage with a SWOT analysis, a diagnosis and a first step towards strategic recommendations. => 1 Case study focusing on costing and scheduling the marketing actions recommended - Segmentation and positioning. - Branding strategy => 1 Case study dealing with the branding strategy

4. Schedule

4 lectures 6 case-study tutorials dealing with launching a product, services, branding.

5. Assessment

Continuous Assessment : - 1 quiz on segmentation, positioning and branding (40 % of the module grade). - Bonus/penalty during tutorials to reward good participation in class, having read the case and prepared it for class (+/1 0.5 to 1 point). Exam : a comprehensive case study entailing recommendations including costing and scheduling (60% of the module grade). 6. Bibliography - MERUNKA D. (1992), Décisions marketing. Concepts, cas et corrigés, Dalloz. - LOVELOCK Christopher, WIRTZ Jochen, LAPERT Denis, MUNOS Annie (2008), Marketing des services, 6éme édition, Pearson Education, 620 p. - KAPFERER Jean Noël (2000), Les Marques : capital de l’entreprise, 3éme édition, Editions de l’organisation, 575 p.

MARKETING & SALES

MARKETING TOOLS Course Load

15h

Professor : L.Bundy Credits 3 ECTS

1. Prerequisite

Introduction to Marketing 2. Complementary Courses International Distribution Merchandising A to Z of product management 3. Course Objectives Understand how the different panel data can be used to analyse a brand situation and to identify potential improvement leads. Understand the basic rules and techniques involved in applied merchandising. 4. Subjects Studied PANELS :

1. General definition 2. Retailer and Consumer panels - indicators provided - data analysis - brand diagnosis based on the data 3. Introduction to Audience panels and mixed panels.

MERCHANDISING 1. Definition 2. Actors impacting merchandising 3. Introductions to some merchandising

techniques This course will involve data analysis mini cases conducted in class.

5. Assessment

Individual Exam 6. Bibliography A Manager’s Guide to Distribution Channels (Gorschel, Marien, West) Principles of Marketing (Brassington & Pettitt)

MARKETING & SALES

Retail Marketing Course Load 15H

Professor : Laure Muller- Feuga, Aurélie Dehling

Credits : 3 ECTS

Pre requisite Knowing the fundamentals of marketing

1. Course Objectives - Understanding the key elements of the

dynamics in a service company (specific to services) applied to retail marketing.

- Learning how to analyse the corporate environment in order to develop an adequate marketing diagnosis; explaining how retail marketing policies are being implemented and consumers/ contact staff and retailers interactions.

- Grasping marketing mix management in a retailing corporate context.

- Understanding the benefits of a 1-to-1 customer-focused policy as opposed to a mass policy.

- Getting to grips with basic rules and techniques to implement a merchandising approach in an increasingly competitive environment.

- Understanding and putting into perspective key retail marketing concepts.

- Knowing how to assess a retailer’s offer, how it is implemented, the retailer’s positioning and marketing mix animation.

2. Subjects Studied 1 – Description of the retailing market 2 – Retail marketing: definitions and concepts = servuction, blue-printing, 8Ps, organisations and structures 3 – Consumer evolution and consequences on retailers: from product marketing to retailer marketing. 4 – The retailers’ strategic approach: branding strategy implementation: the different steps involved, managing consistency.

The importance of a good positioning and a good consumer dynamic: “Think global/ Act local”

4 – Managing marketing action: retailers’ marketing mix

Servuction (PROCESS)

Offer policy : purchasing / supply chain /ancillary services (PRODUCT)

Location policy : geomarketing (PLACE)

Pricing and margin policy (PRICE)

Merchandising (PHYSICAL ENVIRONMENT) - Defining the merchandising approach (es)

- Marketing / Merchandising Relationship

- Merchandising issues and history

- Merchandising method

Communication policy / Sales Promotion: entry-, transformation-, loyalty-, 1 to 1-marketing (PROMOTION)

Internal Marketing (PEOPLE)

Quality Marketing (PRODUCTIVITY & QUALITY)

5 – Assessing performance : benchmarking

3 – Schedule 5x3H with the whole class

4 – Assessment Quiz on a case study : 60 % Field study (group assignment): 40 %

5 - Bibliography - LOVELOCK Christopher, WIRTZ Jochen, LAPERT Denis, MUNOS Annie (2008), Marketing des services, 6éme édition,

Pearson Education, 620 p. - KAPFERER Jean Noël (2000), Les Marques : capital de l’entreprise, 3éme édition, Editions de l’organisation, 575 p. - PEPPERS Don & ROGERS Martha (1998), Le One to One et Le One to One en pratique, Editions de l’organisation, 311p

et 437 p. - JALLAIS.J. & OROSNI.J & FADY.A (1987), Marketing de la distribution, Edition Vuibert gestion, 415 P - M.SERET et A. FADY (2000), Le merchandising, techniques

modernes du commerce de détail, Vuibert.

- M.SERET et A. FADY (2002), Merchandising : Questions,

applications et études de cas, Vuibert gestion

MARKETING & SALES

B2B Negotiation

Course Load : 15 H

Professors : Lindsay Walker – Gerard Seguin

Credits : 2 ECTS

1. Prerequisite

Basic Sales course and Proactive sales B to C 2. Complementary courses Direct Marketing Commercial Management Crossknowledge Sequence 27 3. Course Objectives

Review basic sales techniques Understand different scenarios of complex selling B to B Further develop negotiation techniques Prepare and lead a commercial negotiation 4. Course Summary

Review and understand all the steps involved in a Sales Interview including;

Preparation, Initial contact, Discovering Customer needs, Rephrasing and confirming Proposals, Sales pitch, Handling objections Conclusion, Negotiation, Departure Follow up

Particular attention is paid to negotiation techniques and buyers tactics

Language involved in Sales - Verbal and Non

Verbal

Preparing and conducting a commercial negotiation

5. Schedule

1 session of theory 4 sessions of role play and practical exercises

6. Assessment During practical exercises 7. Bibliography

FINANCE

Financial Management

Course Load :

30 hours

Professors : Yvon SCHOLLAERT – Anderson SENY KAN

Credits 6 ECTS

Course outline: the purpose of this course is to get acquainted with principles of corporate finance. It covers understanding financial analysis, as well as investments and projects appraisal. Students will also learn the importance of financing decision, which should not be neglected, for projects and investments to be successful. The main courses objectives are: Understand the financial environment & markets Understand the finance function in firms Analyze financial situation Make financial decision & optimizing choices, resources & investments Define appropriate financial policies & strategies Understand the impact of financing decision on the firm Prerequisite: principles of accounting, a global understanding of financial mechanisms What it could lead to: Advanced financial analysis courses, investments and financial markets courses, business and asset valuation courses, other advanced finance courses… Materials: Recommended books:

Principles of finance (Brealey/Myers), Pearson

Business Finance: theory and practice (Broché / Financial Times Management)

Handouts and class materials on the Intranet “Appui” Financial calculator recommended (time value of money, discounted cash flows…) Course content: Part 1: Introducing Finance The Finance function in firms Cash: lifeblood of the business Emergence of financial management The financial department in the firm The financial objectives – the agency problem Social responsibility and shareholder’s wealth The corporate governance debate The risk dimension The strategic dimension

Part 2: The Financial Environment Financial Markets Financial services sector Stock exchanges Efficient Market Theory Hypothesis (EMH) Market efficiency to corporate managers and criticism of EMH Taxation and financial decisions Appendix I: Working with Financial Statements Income statement Balance sheet Cash flow statement Ratios and financial indicators Case: analysis of an income statement and a balance sheet Part 3: Present Value of Money and Financial Arithmetic Measuring wealth Time value of money Financial arithmetic for capital growth Present value Annuities and perpetuities Valuing bonds Net present value (NPV) Examples and cases

Part 4: Investment Appraisal and Selection Process What cash flow to consider? Understanding the Weighted Average Cost of Capital (WACC) Computing NPV Computing and using IRR Other indicators: payback and profitability index Probabilities and NPV: considering risk Exercises and cases Part 5: Financing projects Equity financing Self financing and cash Debt financing Financial leverage Impact of financial policies on the firm Corporate planning, financial engineering and future cash flows Cases and applications

FINANCE

Budgeting and Reporting

Course Load :

15 hours

Professors : Yvon SCHOLLAERT – Loïc GATE

Credits 4 ECTS

1. Prerequisites : Organizational Management / Financial Management

2. Course Objectives : The purpose of this course is to get acquainted with principles of planning and budgeting processes in organizations. These processes are required to master organizational management. However, each corporation is unique and their management requires an adaptation of the cost budgeting and control system. This course introduces the principles of budgeting and reporting process. Beyond technical aspects, this class will also focus on the limits and difficulties to implement such a process.

3. Content :

Introduction o Financial accounting vs management

(cost) accounting o Definition and role of management

accounting o Purposes and uses of management

accounting

Organizational structure: responsibility centers

The budgeting and planning processes : o The budgeting process o Limits of the budgeting process o

Main statements: cash flows, income statement

Follow up budgets and variances measurements

The business planning process

4. Structure and Pedagogical Methods : 5 classes of 3 hours each

5. Assessment : 1 to 2 quizzes of 5 minutes each = 16,67% of the grade Semester group case study = 16,67% of the grade Final exam = 66,67% of the grade

6 – Bibliography 1) Cost & management accounting, Colin Dury, Thomson (available at the library on campus) 2) Management Accounting, Analysis and Interpretation, Cheryl S. McWatters, Jerold Zimmerman, Dale C. Morse, Prentice Hall

MANAGEMENT

Team Management Interactive Skills for Managers

Course Load :

15 hours

Professors : John KING – Didier MACHARD

Credits : 3 ECTS

3. Prerequisites : None. 4. Course Objectives : Whilst leadership skills are critical for organisations at a strategic level, in this module we recognise that a team leader’s day-to-day effectiveness depends on his or her interpersonal competence; leadership is essentially about getting the best out of people by ensuring that they have the ability to do their jobs and by creating and maintaining working conditions in which they are motivated to be fully engaged in their work. The overall objective of this module, therefore, is to develop participants’ ability to be effective in their future management roles by developing an essential range of interactive skills they are able to use in common one-to-one situations they will encounter as team leaders. 3. Content : A review of historical and current thinking on

motivation at work. The theoretical basis of leadership as an

interactive process. Enduring models of leadership and how they

can help us to get the best out of people. Developing interpersonal competence through

an understanding of the model of ‘emotional intelligence’.

Core leadership behaviours. Modelling effective leadership behaviour in

nine specific one-to-one situations: o integrating a new team member o introducing change; o delegating responsibility & establishing

accountability; o recognizing adequate performance; o dealing with unacceptable conduct;

o reviewing unacceptable performance; o counseling a dissatisfied employee &

handling a complaint; o teaching a new job procedure; o giving career development advice to an

average performer.

4. Structure and Pedagogical Methods : One three-hour introductory lesson (in full sections) followed by three four-hour workshops (in half-sections). During the workshops students participate in a nine focused interactive simulations, the purpose of which is to explore and develop the students’ process and interpersonal skills. 5. Assessment : Continuous assessment based on students’ ability to apply the learned principles in the nine structured interactive simulations. Students are required to attend all sessions. 6 - Bibliography

Organizational Communication – The Keystone to Managerial Effectiveness, by Jerry C Wofford, Edwin A Gerloff and Robert C Cummins, Pub McGraw-Hill Kogakusha.

Action Centred Leadership by John Adair, Pub McGrawHill London, 1984

Web article : John Adair : Action Centred Leadership , http://www.thefreelibrary.com

On Becoming a Leader by Warren Bennis, Pub Perseus Publishing, 2003

Web article : Warren Bennis : leadership guru, http://www.thefreelibrary.com

‘Mind Tools’ website http://www.mindtools.com

MANAGEMENT

Sales Management

Course Load : 15 H

Professors : Olivier RIVIERE - Gérard SEGUIN

Credits : 2 ECTS

1. Pre-requisites Proactive and reactive sales methods B to C

Proactive sales methods B to C

2. Complimentary Courses Management

Team Management

3. Course Objectives

To provide students with the basic tools and concepts necessary to understand sales force management

To know how to recrute, train and motivate a sales team

To learn methods of tracking and managing the performance of a sales team and how that team is placed withi the company

4. Subjects studied The strategic role of a sales force in a company

The place of the sales force in the organisation and

its connection with the other departments

Basic rules on managing a sales force

Motivation & reward

Recruiting & training

The case of an international sales force

5. Course planning

Session 1 : the Sales function and its challenges for the company a) Role of a Sales Force b) Basic rules of sales force management

Session 2 : Different types of Sales Force & Sales organisation a) The definition of type of Sales Force : how does

it work? b) Choice criteria for a Sales Force type

Session 3 : Sales Force Objectives

a) Different types of objectives b) Objectives’ hierarchy c) Objectives’ negotiation

Session 4 : Recruiting & training a Sales Force

a) Recruiting a Sales Force b) Training a Sales Force c) Sales Force Assessment

Session 5 : rewarding a Sales Force a) Method of payment for a Sales Force b) Stimulation

6. Course evaluation : Knowledge/theory. MCQ exam (60% of score) Practical expertise: Presentation in groups of 3 on each of the 5 themes of the course. Each session will have 3 groups presenting (including max 10 ppt slides, 5 on the general principles of that sessions theme and 5 on examples of practical application in business) (40% of score)

7. Preparation work Recent press articles to be read at the end of each session

8. Bibliography « Sales Force Management » 8th Edition, Johnston & Marshall “Management of a Sales Force” 11

th Edition, Spiro, Stanton &

Rich The Economist Magazine

MANAGEMENT

Effective Meetings

Course Load :

15 hours

Professors : John KING – Didier MACHARD

Credits : 3 ECTS

1. Prerequisites :

None

2. Course Objectives :

This module recognizes that meetings are central to the life of a business. It addresses the need for meetings to be both efficient and effective and aims to develop in participants a range of competencies applicable to the contexts of strategic, operational and project planning, problem-solving and progress reviews. Participants learn to use tools, techniques and interactive skills to lead and contribute to positive meeting outcomes and to use meetings to build more committed, effective teams. 3. Content :

The use and abuse of meetings – to meet or not to meet….

Planning and preparing for meetings – practical considerations;

The roles and responsibilities of leaders and participants;

Understanding team development – conditions for high performance teamwork;

Interactive dynamics in meetings: constructive and dysfunctional behaviour;

Understanding and ‘exploiting’ the unique contribution of individuals: Belbin’s model of team roles.

Reconciling conflicting views and reaching consensus

Planning in the context of management;

Planning tools and techniques;

Problem-solving and decision making tools and techniques;

Capturing and organising information for informed decision-making;

Action planning

4. Structure and Pedagogical Methods : One three-hour introductory lesson (in full sections) followed by three four-hour workshops (in half-sections). During the workshops students participate in a number of meeting simulations, the purpose of which is to explore and develop the requisite process and behavioural skills.

5. Assessment : Continuous assessment, based on the skills and engagement demonstrated by students during role-plays and critiquing discussions. Students are required to attend all sessions. 6 - Bibliography

Organizational Communication – The Keystone to Managerial Effectiveness, by Jerry C Wofford, Edwin A Gerloff and Robert C Cummins, Pub McGraw-Hill Kogakusha.

Getting to Yes - Negotiating Agreement Without Giving In, by Roger Fisher and William Ury, Pub Penguin Books

Effective Time Management, by John Adair, Pub Pan Books

‘Mind Tools’ website http://www.mindtools.com

INTERNATIONAL BUSINESS

International Trade – fundamentals and

operational aspects

Course Load 30 hours

Professors Louise Curran, Jessica Jean, Andrea Wetzler

Credits : 6 ECTS

Prerequisite

Basic knowledge of economics and marketing

Complementary courses

Marketing

Supply Chain Management

Course Objectives

We live in an increasingly global marketplace and no business, even one which operates on a primarily domestic market, can afford to ignore this fact. The key objective of this course is to provide an introduction to the global economy and, in particular to international trade. The course aims to ensure that students understand the key challenges of trading internationally as well as introducing them to the most important tools which reduce risk and uncertainty in international trade.

Format

The course will be structured in two main modules.

The first, which will take place in the first semester, will consist of 15 hours of lectures in traditional format, supplemented by 15 hours of practical exercises and case studies where the concepts and tools outlined in the lectures will be examined in more detail in a case study format, with students working in groups. These case studies will be evaluated and the mark received will contribute to the final mark for the course. In order to benefit from the case studies it is vital that students prepare the case in advance.

For the lectures the students will be split into two groups. For the case studies, students will be grouped in sections. Finally the course will conclude in the second semester with a computerised simulation ‘Export Manager’ where students will have the opportunity to work together in a virtual company, taking key decisions on their export strategy, evaluating the results and adapting their strategy to market developments. This module, which will also be 15 hours long, will conclude with the drafting of a report on the basis of questions posed by the lecturers. Detailed content 1. The context – International trade – context and trends – 3

hrs

Globalisation and its key manifestations (trade,

FDI, ideas, people…)

Trade – a key factor in globalisation

The drivers of trade growth (WTO, RTAs, MNEs)

Trade policy instruments and their impact on

on business (tariffs, anti-dumping, non-tariff barriers…)

barriers…)

Case Study 1 2. First steps in international marketing – 3 hrs Evaluation of the firm’s capacity to internationalize

Choosing a market

Market studies

Key facts and figures and problems with

secondary data

Entry modes – key approaches to international

markets

Global marketing - operational issues

Case Study 2 3. International risk management (1) – 3 hrs What is international business risk?

Key risks to international business – political

risk and commercial risk

Managing risk – key tools

Payment risks – payment methods, insurance,

factoring

Market risk – Coface insurance

3. International risk management (1) – 3 hrs

What is international business risk?

Key risks to international business – political

risk and commercial risk

Managing risk – key tools

Payment risks – payment methods, insurance,

factoring

Market risk – Coface insurance

Case Study 3

4. International risk management (2) – 3 hrs

Foreign exchange risk (FER) – why currencies vary

What variable currencies mean for business

FER – strategies and tools to cope in a multi-currency context

International contracts – key issues and clauses to avoid problems

Setting a price – key factors to take into account

Preparing an international offer

Case Study 4

5. Logistics and international sales - key issues – 3 hrs

International logistics

Customs issues – documentation, tariffs

International transport – key issues ( insurance, INCOTERMS)

Case Study 5 Evaluation The course will be evaluated on the basis of three elements: There will be two marks - one from an exam and one from the mark given to the case studies, which are undertaken in groups. Groups will be allocated at the beginning of the semester and students should undertake all case studies in those groups. Recommended reading International Business – Cavusgil et al, Pearson Education. Especially Ch 13 and 17 International Business – Rugman and Collinson. A very short, fairly interesting and reasonably cheap book about international business, Cairns and Sliwa International Business, Suder. International Marketing, Onkvisit, S and Shaw, J, Routledge, Especially Ch 1, 4, 6, 8 and 16 The Website www.eur-export.com , especially sections on marketing and logistics. The lecturers will also put short articles/podcasts of relevance to lectures from time to time on Appui to stimulate discussion. Students should ensure that they regularly consult Appui to download relevant supporting material.

INTERNATIONAL BUSINESS

Global Manager Business Game

Course Load : 15 hours

Professors Louise Curran, Jessica Jean, Laure Maurin

Credits : 3 ECTS

Prerequisite

International Trade course at TBS in semester 1 or equivalent at Home University.

Complementary courses

Marketing

Supply Chain Management

Objectives

The objective of the business game is to give students the opportunity to put into practice the theories and tools which they have learnt in the International Business (IB) course (as well as complementary courses). In addition it gives them an opportunity to work together in groups to develop strategy and implement decisions.

Format Export Manager is a software based simulation. Students must discuss their key decisions together in groups and report them to the facilitators who enter them in the software and provide the groups with the simulated results. The game takes place over a virtual year of the enterprises’ activities. Each group is made up of 5 to 6 students and represents a virtual enterprise. The enterprises are grouped together in ‘universes’. Each enterprise competes only with the 4 or 5 other companies in their universe. The objective is to maximize both market share and profit. At the start of the session, the students receive a full file with all the details of their potential choices in terms of production, marketing, financing etc. They need to analyse the data provided and make joint decisions on the basis of this data. From the first period on, the extent to which the group secures detailed information depends on their choices in terms of research studies. Studies on issues such as marketing or competition must be paid for. Choosing not to buy a study implies that the group will be missing certain key information which their competitors may have. The key questions which students need to address within the simulation are:

Market choices – not all markets are equally

interesting so companies need to make choices. In

the first semester they can only enter two

markets.

Risk coverage – the environment of the

simulation is risky - clients may not pay,

products may be lost in transit… Students need

to assess non-payment and transport risk and

decide to what extent they need to cover

themselves through insurance or other means

(letter of credit, factoring).

Terms of payment – the enterprise has the

choice of which terms to offer their client –

incoterms, letter of credit, credit period etc.

They need to choose the most judicious

combination, in relation to their overall strategy.

Exchange rate risk – in the game students can

sell in the currency of their export market. If

they chose to do so, they need to take account

of the risk that exchange rates may change.

They have the choice of several means to cover

this risk (exchange insurance, buy currency

forward…).

Marketing strategy – companies can chose to

spend more or less than the recommended level

on communication and marketing. They can also

chose to motivate their sales team more than

average or adapt their product to local tastes.

Further to all of these decisions, the software will simulate the results for each universe in terms of turnover, profit, market share etc. The game is repeated over four sessions in all (a virtual year), with the results provided to the teams after each iteration. These results need to be analysed in order to take further decisions. Evaluation Each enterprise must submit a report of their activities on the basis of a list of questions provided by the facilitators. The reports should be submitted on time and in conformity with the requirements indicted by the facilitators. Further Recommendations Students should bring their notes from the IB lectures. Each group should ensure that they have at least one laptop with Excel for calculations.

CORPORATE CULTURE

Supply Chain Management - Logistics

Course Load 15 hours

Professors : Sébastien Mitraille

Miguel Urdanoz

Credits 2 ECTS

1. Prerequisite

None 2. Complementary Courses Purchasing Management 3. Course Objectives

Learn and understand the strategic role of logistics in the global performance of firms

Understand the interactions between logistics and the other departments of a company (marketing and sales, human resources ... )

Be capable of using some tools and methods and understand how to implement them in complex business environments. 4. Subjects studied

What is logistics about ?

Flow analysis

Inventory management

Capacity/Workload balance

Production planning and control

Risks and supply chain performance

5. Assessment Continuous assessment : Homework End-of-year exam: Written Exam 6. Teaching method Course, exercises and cases 7. Bibliography Logistics & Supply Chain Management Patrik Jonsson McGraw-Hill 1st Edition 2008 World Class Supply Management, Burt, Dobler, Starling McGraw-Hill, 7th edition (2003) Operations Management Roger G. Schroeder McGraw-Hill 3rd Edition (2005)

Operations Management, N. Slack, S. Chambers and R. Johnston, Pearson 5th Edition (2007) 8. Professional & Academic Bodies http://www.cilt-international.com/web/pages/home http://www.informs.org/

CORPORATE CULTURE

Supply Chain Management Purchasing Management

Course Load :

15 H

Professor :

Ramzi HAMMAMI

Credits : 2 ECTS

1. Prerequisite

Logistics 2. Objectives

- Identify the different purchasing processes and

understand the role and the characteristics of

each process

- Understand the correlations that exist between

the purchasing activity and the other activities of

the firm

- Understand the different buyer-supplier

relationships

- Focus on the supplier selection process and be

able to use some quantitative and qualitative

techniques to evaluate, rank and select suppliers

- Understand the challenges of the supplier

selection in an international context and be able

to analyze international purchasing issues

3. Main topics

- Purchasing processes

- Purchasing activity and supply chain management

- Buyer-supplier relationship and make or buy

decision

- Methods and techniques of supplier selection

- International purchasing and the issue of low-cost

suppliers

4. Assessment

Written exam

5. Bibliography

- Logistics & Supply Chain

Management Patrik Jonsson McGraw-Hill 1st Edition (2008)

- The Supply Management

Handbook Joseph L. Calvinato McGraw-Hill 7th Edition (2006)

- Operations, strategy, and technology Hayes R, Pisano G, Upton D, Wheelwright S NewYork, Wiley (2005)

INTERNATIONAL

English as a Foreign Language

Course Load 20 Hours

Professors

Eryl COCHRAN, Myra EGAN, Joanne FOURTANIER, Hannah HAVAS, Kate

HOLIDAY, Tiffany KIM, Phil McCORMACK, Dobrina RAMPHORT,

Sarah TIRARD, Lindsay WALKER

Credits 2 ECTS

1. Prerequisite

None

2. Complementary Courses None 3. Course Objectives - Develop and improve the students’ business communication skills in different business contexts. - Enable the students to produce quality written and spoken project work. 4. Subjects Studied The Course is divided into 5 Blocks of 3 classes. Each block includes a written piece of work, a reading exercise, an oral exercise, group discussions, case studies and role plays. Class 1 – Introductions Block1 – Ethics and Corporate Social responsibility (CSR) Block 2 – Sales and Presentations Block 3 - Negotiations and Meetings Block 4 – Entrepreneurship Block 5 – Personal Selling and Interviews

5. Assessment Course work for each Block will provide continuous assessment marks. An oral and written exam each semester. 6. Schedule A 2-hour class in half sections once a week 6. Bibliography Various Business English teaching methods, press articles, listening material, tailor-made material from the teaching staff, case studies and written exercises

INTERNATIONAL

Advanced French For Exchange Students

Course Load :

20h

Professor : Florence CASSAR

Credits : 2 ECTS

1. Level This class is designed to provide advanced learners with tools to review and progress in French. 2. Courses Objectives To increase oral and written mastery of structure and vocabulary so as to enhance one’s ability to speak on a variety of topics. 3. Plan

Grammar + Vocabulary

quick reminder ( up to of 6 hours) Tenses

Present tense (regular + irregular verbs)

Passé composé -with avoir - with être - special situations -irregular past participles -agreement of the past participle

Imperfect/ imperfect versus passé composé

Future and conditional

Nouns and their modifiers Nouns, gender, number and articles, uses of articles, possessive and demonstrative adjectives and pronouns Adjectives, comparative and superlative

Other elements of the sentence Adverbs Prepositions, prepositions geographical names: À, de, sans, avec, en, y,

Verbs in two-clause sentences:

The present subjunctive Moods of verbs Forms Uses of the subjunctive

Oral skills

Role plays ( “a job interview”, “at the bank”…,) watching French commercials and imagining the dialogues, the product they were designed for , dialogues, “exposés” by groups of 2 ( “further education in my country”, debates , discussing news from the world, French culture…at least discussing 60 to 90 minutes: Students have to speak!

Written skills

Every week, each student has to comment on an article from French press and write summaries/commentaries on the exposés they’ve heard. 4. Assessment:

Continual assessment: each week, marks for oral participation + exposés + written summaries/commentaries Exam: a 2-hour written exam + a 10-minute oral exam

INTERNATIONAL

Intermediate French For Exchange Students

Course Load :

20h

Professor : Florence CASSAR / Evelyne GUILLET

Credits : 2 ECTS

1. Level This class is designed to provide intermediate learners with tools to review and progress in French. 2. Course Objectives To increase oral and written mastery of structure and vocabulary so as to enhance one’s ability and confidence to speak in French on a great variety of topics.

Grammar

Basic Forms & Uses

Present tense (regular + irregular verbs) -spelling changes of reg. “er” vbs (“e” or “é” as stem vowels= Use of present tense

Negative and interrogative sentences Passé composé

-with avoir - with être - special situations -irregular past participles -agreement of the past participle

Imperfect/ imperfect vs passé composé Future and conditional

Nouns and their modifiers Nouns, gender, number and articles, uses of articles,

possessive and demonstrative adjectives and pronouns Adjectives, comparative and superlative

Other elements of the sentence: Numbers, time, date Adverbs Prepositions, prepositions geographical names: À, de, sans, avec, en, y,

Verbs in two-clause sentences: The present subjunctive Moods of verbs Forms and Uses of the subjunctive

Oral skills

Role plays ( “a job interview”, “at the bank”…,) watching French commercials and imagining the dialogues, the product they were designed for , debates , discussing news from the world, French culture…at least discussing 1 hour, Students have to speak in French!

Written skills:

Every week, each student has to comment on an article from French

3 .Assessment

Continual assessment :(each week, marks for oral participation + exposés + written summaries/commentaries) and a 2-hour written exam + a 10-minute oral exam.

INTERNATIONAL

Beginner French For Exchange Students

Course Load :

20h

Professor : Régine CORTY

Credits : 2 ECTS

Lessons Examination

2 Hours/week Oral test (15mns)+ writing test (2hours)

The course aims at encouraging exchange students to develop understanding of the spoken and written form of French and the ability to communicate effectively in French in a variety of relevant contexts, using a range of vocabulary and structures, having developed knowledge and understanding of French grammar. Such a course will provide a suitable foundation for further study and practical use of French during their stay in Toulouse. The situations closely match what an exchange student living in France for the first time would experiment: students are therefore expected to take advantage of their stay in the country to put class learning into practice, as a unavoidable part of class contact will be devoted to allowing beginners to master sentence structure.

Situations skills Grammatical support

First contacts/Diagnostic

Introducing yourself, answering basic questions

Spelling + general rules for nouns/articles/gender

Shopping

Asking for a price, purchasing Types of questions

Food Showing appreciation or criticism

Conditional and imperative

Accommodation Talking about living conditions

Expressions of time

Communication

Phoning and e-mailing The future

Leisure Organizing outings and sport practice

Comparisons

transports

Organizing a trip Prepositions

Health matters

Talking to a doctor Descriptions

Work

Talking during a Job interview

Abbreviations

French Institutions Understanding formal written and spoken French

Negation/Formal questions and answers