Course Catalogue Master Programmes Incoming Exchange ......6 / 28 ECTS Credits 3 Course Leader STAPLETON, Arthur-EXT Contact Hours 18 Department Dept. Management, Law and Organization

1 / 28

Course Catalogue

Master Programmes

Incoming Exchange Students

Paris Campus

Spring 2021

2 / 28

Dear Exchange Students,

Welcome to SKEMA Business School !

Here are a few key instructions on how to consult properly the Paris Course Catalogue Spring 2021.

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 successfully follow the courses.

3) Special Note for Project and Program Management & Business Development Program: Certain courses within

this program have extra fees. Fees apply because students are able to obtain various professional certifications

once passing the course. The fees are directly linked with the enrollment of the student in the professional

certificate examination. Fee details are clearly indicated in the course catalogue. Students choosing this program

will be required to pay the required fees before receiving their acceptance letter. The SKEMA International

Office will contact students on the payment procedure once the nomination period is complete

4) Courses within the catalogue are subject to slight changes.

5) There is a maximum number of seats available per specialization program.

3 / 28

Table of Contents

SPRING .................................................................................................................................................................... 4

MSc - International Business ...................................................................................................................................4

ADVANCED STRATEGY ........................................................................................................................................................................ 4

Effectual logic and operational applications ...................................................................................................................................... 4

EMPLOYABILITY AND CAREER 2 .......................................................................................................................................................... 5

EUROPEAN LEGAL ISSUES FOR BUSINESS ........................................................................................................................................... 5

GLOBAL PRODUCT DEVELOPMENT AND MANAGEMENT .................................................................................................................. 6

INTERNATIONAL BUSINESS GAME: SKEMASIM .................................................................................................................................. 7

INTERNATIONAL CORPORATE GOVERNANCE..................................................................................................................................... 8

INTERNATIONAL FINANCE .................................................................................................................................................................. 8

INTERNATIONAL HUMAN RESOURCE MANAGEMENT ....................................................................................................................... 9

NEGOCIATION PRACTICE .................................................................................................................................................................. 10

RISK AND CRISIS MANAGEMENT FOR GLOBAL BUSINESSES ............................................................................................................ 10

MSc - International Human Resources & Performance Management ..................................................................... 11

“AI and The digitalization of the HR Function (with Microsoft)”...................................................................................................... 11

“Diversity and Inclusion: a stakeholder perspective on responsible HRM” ..................................................................................... 12

Benefits and Compensation in International Organisations ............................................................................................................ 12

Droit de la formation professionnelle continue ............................................................................................................................... 13

EMPLOYABILITY AND CAREER 2 ........................................................................................................................................................ 14

Employer Branding and HR Marketing ............................................................................................................................................. 14

HR and The Legal Environment - Comparative Labour Law ............................................................................................................. 15

HR Metrics and the Balanced Scorecard .......................................................................................................................................... 16

Information Systems for HRM .......................................................................................................................................................... 16

International Labour Relations ......................................................................................................................................................... 17

Organisational Development and Change Management ................................................................................................................. 18

Personal and Professional Development for the HR Manager......................................................................................................... 18

Quality of Life at Work ...................................................................................................................................................................... 19

Workforce Management & Employee and Talent Development..................................................................................................... 20

MSc - Project and Programme Management and Business Development ............................................................... 21

Business Plans and Business Models ................................................................................................................................................ 21

EMPLOYABILITY AND CAREER 2 ........................................................................................................................................................ 22

GROWTH STRATEGY.......................................................................................................................................................................... 23

Managing Risk, Uncertainty and Complexity.................................................................................................................................... 23

Organisational Performance Improvement (EXTRA FEES) ............................................................................................................... 24

Portfolio Management, PMO and Financing (EXTRA FEES)° ............................................................................................................ 25

Project Planning and Control (EXTRA FEES)...................................................................................................................................... 26

Project Practice Portfolio 2 ............................................................................................................................................................... 27

4 / 28

SPRING

MSc - International Business

ADVANCED STRATEGY

Course Code PGE.APPM2.STCOR.3311

ECTS Credits 3

Course Leader JOLINK Albert

Contact Hours 18

Department Dept. Stratégy, Entrepreneurship and Economics

Programme MSc - International Business

Prerequisites Strategy 1 (M1)

Course Description 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.

Course Open to Exchange Students

Paris /Spring;Raleigh /Spring;Suzhou /Spring;Le Cap /Spring

Semester spring

Campus Le Cap;Paris;Raleigh;Suzhou

Evaluation

Final Examination (%)

50

Nature of final exam Quizz

Continuous Assessment (%)

50

Recommended Reading

Websites

Effectual logic and operational applications

Course Code MSC.IBUM2.STELE.0066

ECTS Credits 3

Course Leader LEGER, Fabrice-EXT

Contact Hours 18



Prerequisites A strong desire to be open to work and think differently.

Course Description Problems to solve are more and more complex. The course introduces you to a new way to

tackle them: the concept of effectuation logic and mindset (exercising control without

predicting the future). You will use 2 effectual methods, Focal and ISMA360, to develop an

innovative concept and build your strategic marketing of innovation.


Paris /Spring

Semester spring

5 / 28

Campus Paris

Evaluation


0

Nature of final exam Quizz;Presentation;Class participation


100

Recommended Reading

Websites https://www.effectuation.org/

EMPLOYABILITY AND CAREER 2

Course Code MSC.TRCM2.DREOR.0002

ECTS Credits 1

Course Leader BEAUGRAND Audrey

Contact Hours 6

Department Career Center - Employability


Prerequisites No prerequisites.

Course Description This course is managed by the Career Center. In order to validate this course, students have to:

1 MANDATORY : Attend two workshops (1h30 each) on specific themes (1st workshop : Wage

Negotiation & 2nd workshop : How to succeed in the first position (Risks/Leadership/Corporate

Codes) ?) + EVALUATION

2 NOT MANDATORY : Attend Career Events during the semester (date to be determined)

organized by the career center of your campus

MAIN CONTACTS FOR YOUR PROGRAM:

LILLE: Audrey BEAUGRAND & Feryel HOUSSEIN

PARIS: Laura SINDONINO, Sophie Ripoche & Janice M'BENGO (for International students)

SOPHIA: Sylvie MARTINAUD, Anne DUFLOS (for International students)

SUZHOU : April YANG

RALEIGH : Laura SCLAFANI

BELO HORIZONTE : Geneviève POULINGUE


Belo /Spring;Lille /Spring;Paris /Spring;Raleigh /Spring;Sophia /Spring;Suzhou /Spring;Le Cap

/Spring

Semester spring

Campus Le Cap;Paris;Raleigh

Evaluation


100

Nature of final exam Report / Dissertation


0

Recommended Reading

Lectures obligatoires / Required readings: Lectures Recommandées / Recommanded readings:

Websites None.

EUROPEAN LEGAL ISSUES FOR BUSINESS

Course Code MSC.IBNM2.LTCOR.0003

6 / 28

ECTS Credits 3

Course Leader STAPLETON, Arthur-EXT

Contact Hours 18

Department Dept. Management, Law and Organization


Prerequisites n/a

Course Description This course provides an understanding of the essential elements of International contracts.

Thus, students will become familiar with an International contract in particular real international

contracts, templates and contract forms. They will develop skills to identify the main clauses

and the unavoidable elements of an international agreement. Students will become familiar and

comfortable with the contract terms, so that they could be aware of contract traps.


Paris /Spring

Semester spring

Campus Paris

Evaluation


100



0

Recommended Reading

A powerpoint file is available on K2.

Websites

GLOBAL PRODUCT DEVELOPMENT AND MANAGEMENT

Course Code MSC.IBNM2.MKCOR.0019

ECTS Credits 5

Course Leader REICHERT, Roger-EXT

Contact Hours 30

Department Dept. Marketing


Prerequisites -

Course Description The world is becoming increasingly connected, raising many challenges in terms of

organisational management, product development and cross-border collaboration. Global

product development is a new way of thinking that aims to utilise and manage the power of

the global market to design and manufacture intelligent, sustainable and internationally

competitive products.This course develops highly employable leaders able to respond to the

challenges and demands of modern globalised markets. Students are introduced to cutting-

edge technologies for worldwide product development and management, including concept

creation and creativity for practical product engineering. We will use the approach of "design

thinking" as the front end method for this course.


Paris /Spring;Le Cap /Spring

Semester spring

Campus Le Cap;Paris

Evaluation

Final Examination 100

7 / 28

(%)

Nature of final exam Presentation;Report / Dissertation


0

Recommended Reading

Don Norman (2013), The Design of everyday things. Basic books Peter G. Rowe(1987) Design

Thinking, The MIT Press Roger Martin (2009) The Design of business, Harward Business Press

Marc Stickdorn and Jakob Schneider (2011), This is service design thinking, John Wiley & Sons,

Inc. Richard D. Lewis (2006)When cultures collide. Hachette Book Group Peter Watson (2006)

Ideas: a history. Phoenix

Websites

INTERNATIONAL BUSINESS GAME: SKEMASIM

Course Code MSC.IBNM2.STCOR.0032

ECTS Credits 3

Course Leader MESCHI Pierre Xavier

Contact Hours 18



Prerequisites Strategy

Course Description The « SKEMA Multicampus Business Simulation » (otherwise known as SKEMASIM) course is a

5-day seminar organized simultaneously in the different SKEMA campuses across the world

(France, Brazil, China and USA). It is made up of the business simulation itself, some tutorial

conferences, and the writing of an annual activity report. The « SKEMA Multicampus Business

Simulation » is a business game simulating the general management of mid-sized fictitious

firms located in different countries (France, Brazil, China and USA, for further information, see

Participant’s Guide). Some tutorial conferences will be arranged in order to present the “rules of

the game,” the simulation scenarios, the features of the different countries’ environment, the

quarterly (strategic, partnership, managerial, financial, marketing, human …) decisions that will

have to be made by each team of students. A comprehensive analysis presenting the corporate

strengths and weaknesses of these fictitious firms will be provided to each team. To this aim, a

particular attention will be paid to the comparative economic advantage of each country

(especially in terms of labour cost, R&D cost, long-term interest rate, tax rate …) and to the

different growth options that available in this simulation (local and international alliances,

subcontracting, …). Throughout the seminar, the tutorial conferences will also allow the

simulation administrators to inform the different teams about the changes in their respective

country’s environment as well as their quarterly firm performance. At the end of the seminar,

each team will be asked to send over an annual activity report to simulation administrators. The

teams will be assessed according to 1/ the performance of their company (measured by the

ROI and ROE evolution) and 2/ the relevance and accuracy of their activity report.


Paris /Spring;Raleigh /Spring;Suzhou /Spring

Semester spring

Campus Paris;Raleigh;Suzhou

Evaluation


25



75

8 / 28

Recommended Reading

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.

Websites www.webtolearn,com/skemasim

INTERNATIONAL CORPORATE GOVERNANCE

Course Code MSC.IBUM2.STELE.0063

ECTS Credits 3

Course Leader GIROD-A-PETIT-LOUIS, Patricia-EXT

Contact Hours 18



Prerequisites Good knowledge of Fundamentals of corporate governance

Course Description The course will emphasize governance practices and development across continents.

Globalization has emphasized différences in the control of corporations. Unlike the anglo-saxon

model, other governance models may emphasize the importance of other stakeholders such as

employees (german model), the state (China and other emerging economies), or bank (Japan).

The course will focus on a few examples across the world and discuss implications for

management performance, corporate conduct and at the macro-level how it affects the

economy.



Semester spring

Campus Le Cap;Paris

Evaluation


40

Nature of final exam Others


60

Recommended Reading

Provided on K2 prior to starting the course (research articles)

Websites

INTERNATIONAL FINANCE

Course Code MSC.IBNM2.FICOR.0061

ECTS Credits 5

Course Leader FERRARA Laurent

Contact Hours 30

Department Dept. Accounting and Finance


Prerequisites None

Course Description This course is designed to train business leaders of tomorrow’s multinational enterprises to

recognize and capitalize on the unique characteristics of global markets. We will discuss

exchange rate determination, the international monetary system and global financial markets,

9 / 28

and gain firmer understanding of FX markets that underpin the rapid evolution of our global

marketplace. Further, we will consider financing options for the global firm and study the

intricacies of foreign investment, including cross-border mergers and acquisitions. Throughout

the course we will work on a number of real-world cases to help is gain hands-on experience

and understanding of international finance.


Paris /Spring;Raleigh /Spring;Suzhou /Spring;Le Cap /Spring

Semester spring


Evaluation


40



60

Recommended Reading

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)

Websites http://databank.worldbank.org/data/home.aspx http://stats.oecd.org/

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Code MSC.IBNM2.HRCOR.0003

ECTS Credits 4

Course Leader JARRETT, Vanessa-EXT

Contact Hours 24



Prerequisites N/A

Course Description This programme introduces Human Resources Management and Strategic HR Practices in

today’s global economy. The role and responsibilities of the International HR Manager is

explored and essential key qualities, competencies to operate within a global context and the

challenges faced both on a macro and micro level.



Semester spring

Campus Le Cap;Paris

Evaluation


40

Nature of final exam Presentation;Class participation


60

Recommended Reading

Lectures obligatoires / Required readings : Specified in the course syllabus and specific to each

campus. Lectures Recommandées / Recommended readings : Dowling, Festing & Engle. 2007.

International Human Resources Management. Thompson Learning.Evans, Pucik & Bjorkman.

10 / 28

2010. The Global Challenge: Frameworks from International Human Resource Management.

McGraw Hill Higher Education.Harzing & Ruysseveldt (Ed.). 2010. International Human Resource

Management: An Integrated Approach. Sage Publications Inc.Ozbilgin. 2004. International

Human Resource Management: Theory and Practice. Palgrave Macmillan.Perkins & Shortland

2009. Strategic International Human Resource Management: Choices and Consequences in

Multinational People Management. Kogan Page Ltd.Rees & Edwards. 2010. International

Human Resource Management: Globalization, National Systems and Multinational Companies.

Financial Times/Prentice Hall.Rowley & Warner. 2010. Globalizing International Human

Resource Management. Routledge.Tayed. 2004. International Human Resource Management: A

Multinational Company Perspective. OUP Oxford.

Websites

NEGOCIATION PRACTICE

Course Code MSC.IBNM2.STELE.0047

ECTS Credits 3

Course Leader HENARD, David H.-EXT

Contact Hours 18

Department Dept. Marketing


Prerequisites None

Course Description 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;Suzhou /Spring;Le Cap /Spring

Semester spring


Evaluation


50

Nature of final exam Class participation


50

Recommended Reading

The MInd and Heart of the Negotiator, Leigh L. Thompson (reference; not required)

Websites http://davidhenard.com

RISK AND CRISIS MANAGEMENT FOR GLOBAL BUSINESSES

Course Code MSC.IBRM2.STELE.0054

11 / 28

ECTS Credits 3

Course Leader EZZEROUALI Amine

Contact Hours 18



Prerequisites N/A

Course Description 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;Raleigh /Spring

Semester spring

Campus Paris;Raleigh

Evaluation


50



50

Recommended Reading

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.

Websites

MSc - International Human Resources & Performance Management

“AI and The digitalization of the HR Function (with Microsoft)”

Course Code MSC.IHRM2.MLELE.0010

ECTS Credits 2


Contact Hours 12


Programme MSc - International Human Resources & Performance Management

Prerequisites None

Course Description Digitalization of the HR Function is an elective that tackles Digital Transformation and the

challenges it triggers for organizations and people, and in particular, how it helps transform HR.

Using both theoretical concepts and recent case studies, the lective aims to help participants

understand the challenges of digital transformations, the evolution of jobs, and the

digitalization of the HR function.


Paris /Spring

Semester spring

Campus Paris

12 / 28

Evaluation


50



50

Recommended Reading

Websites

“Diversity and Inclusion: a stakeholder perspective on responsible HRM”


ECTS Credits 2

Course Leader FERRARY Michel

Contact Hours 12



Prerequisites None

Course Description Employer-employee relationships are embedded in a system of stakeholders (policy makers,

unions, cities, competitors, media, educational institutions,…) that might influence human

resource management practices. Stakeholders might also be affected by strategic managerial

decisions impacting employees. Downsizing, acquisition, IT software implementation, new

products or services are strategic decisions that impact employees directly and, stakeholders

indirectly. Firms design corporate political strategy to deal with stakeholders involved in their

HR practices.

The class aims at describing the political system surrounding HR practices and, how employers

manage employees and stakeholders in order to successfully implement their strategic choices.


Paris /Spring

Semester spring

Campus Paris

Evaluation


0



100

Recommended Reading

Mitchell R., Agle B. and Wood D. (1997), Toward a theory of stakeholder. Identification and

salience : defining the principle of who and what really counts, Academy of Management

Review, 22(4), 853-886 Ferrary, M. (2009). A stakeholder’s perspective of human resource

management, Journal of Business Ethics, 87(1), 31–43 Ferrary M. (2018). The structure and

dynamics of the ceo’s “small world” of stakeholders. Technological Forecasting & Social Change

Websites

Benefits and Compensation in International Organisations

Course Code MSC.IHRM2.MLCOR.0008

ECTS Credits 2

13 / 28

Course Leader CHASSERIO Stéphanie

Contact Hours 12



Prerequisites No formal academic pre-requisite. Students may be required to do pre-course work.

Course Description This course looks at the various aspects of Benefits and Compensation within organisations and

their place within human resources. It will introduce students to salary models and policies; the

issues and challenges accompanying the internationalisation of businesses will also be

examined.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50



50

Recommended Reading

Berger, Lance A. and Dorothy R. Berger. The compensation handbook. Sixth Edition. New York:

McGraw-Hill, 2015.

Websites https://www.shrm.org

Droit de la formation professionnelle continue


ECTS Credits 2

Course Leader PAILOT Philippe

Contact Hours 12



Prerequisites Ce cours nécessite de maîtriser les principaux éléments juridiques relatifs au droit du contrat de

travail et d'avoir une très bonne maîtrise de la langue française.

Course Description Ce cours vise à former les étudiants à la maîtrise du droit de la formation professionnelle

continue. Il doit leur permettre de décliner de manière opérationnelle ces aspects juridiques

dans la pratique de la gestion de la formation en entreprise. En s'appuyant sur un exercice de

simulation, le cours s'efforce ainsi d'établir un lien entre droit et gestion. Cette simulation vise à

permettre aux étudiants d'apprécier les difficultés opératoires de l'application des principales

règles juridiques en situation d'entreprise.


Paris /Spring

Semester spring

Campus Paris

Evaluation


100


Continuous 0

14 / 28

Assessment (%)

Recommended Reading

Voir sur K2 pour les lectures recommandées.

Websites http://travail-emploi.gouv.fr/formation-professionnelle/



ECTS Credits 1


Contact Hours 6














SUZHOU : April YANG





/Spring

Semester spring


Evaluation


100



0

Recommended Reading


Websites None.

Employer Branding and HR Marketing


ECTS Credits 2


Contact Hours 12



Prerequisites None

15 / 28

Course Description HR Marketing and Employer Branding are key for HR professional in order to attract and retain

people. The purpose of the course is to introduce HR marketing and Employer Branding

fundamentals and practices, using a mix of theoretical concepts and practical applications.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50



50

Recommended Reading

Websites

HR and The Legal Environment - Comparative Labour Law


ECTS Credits 3


Contact Hours 18



Prerequisites While there may not be a specific pre-requisite for this course, students will be encouraged to

do pre-reading to ensure a basic understanding prior to the start of the course.

Course Description The aim of the course is to give students comprehensive and coherent knowledge of the key

concepts of Comparative Labor Law, and to provide tools to solve or to avoid legal problems

arising in the practice of international business.

This course focuses on the main issues relating to Comparative Labor Law. Students will

become familiar with the different employee hiring methods. Then, they will understand the

measures adopted to protect employees against discrimination (eg: wages; minority groups,

etc). The new technologies as a threat to privacy will be also analysed. Students will become

familiar with labor law clauses; they will be able to write labor law contract. Last, students will

manage the different ways to end a labor law contract.


Paris /Spring

Semester spring

Campus Paris

Evaluation


60



40

Recommended Reading

Recommended Readings: M.W. FINKIN and G. MUNDLAK, Comparative Labor Law (Research

Handbooks in Comparative Law series) (Elgar Original Reference), Elgar Pub, 2015, 512 p.

16 / 28

Websites Http://www.ilo.org/global/about-the-ilo/who-we-are/international-labour-office/lang--

en/index.htm

HR Metrics and the Balanced Scorecard


ECTS Credits 3

Course Leader SANDU Raluca

Contact Hours 18



Prerequisites None

Course Description In this course, students will learn about the theoretical foundations of performance

measurement and management;, study the difference approaches of performance

measurement and study the main issues in performance management from an HR perspective,

with a focus on integrated reporting, human capital navigators, and the balanced scorecard.


Paris /Spring

Semester spring

Campus Paris

Evaluation


70

Nature of final exam Presentation


30

Recommended Reading

Norton & Kaplan (2003) : Le tableau de bord prospectif Norton & Kaplan (1992) : The Balanced

Scorecard - Measures That drives Performance - HBR Becker, Huselid, Ulrich (2001) : The HR

Scorecard, Linking People, Strategy, and Performance Collectif HBR (1999) : Les systèmes de

mesure de la performance

Websites

Information Systems for HRM


ECTS Credits 2

Course Leader

EZZEROUALI Amine

Contact Hours

12



Prerequisites Advanced knowledge of HR, basic skills in computer

Course Description

-Studies of all kind of ISHR (Information Systems of HumanResources), methods of selection and choice,

project building and following, methods of writing a book of technical specifications

Course Open to Exchange

Paris /Spring

17 / 28

Students

Semester spring

Campus Paris

Evaluation

Final Examination

(%)

100

Nature of final exam

Quizz

Continuous Assessment

(%)

0

Recommended Reading

http://www.vuibert.fr/ouvrage-9782311010503-le-sirh.html http://www.eyrolles.com/Entreprise/Livre/les-

fiches-outils-du-sirh-9782212562606

http://librairie.studyrama.com/produit/2004/9782759020669/Le%20SIRH%20de%20demain%20en%2010

0%20questions http://www.dunod.com/entreprise-economie/entreprise-et-management/ressources-

humaines-management/ouvrages-professionnels/le-sirh-1

Websites http://www.le-cercle-sirh.com/ http://www.observatoiresirh.com/

International Labour Relations


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description This course looks at some of the main aspects of industrial relations in international contexts.

As such, it will examine the different types of employer-employee relationship, the roles of

trade unions, and the central role of the HR function in representing the interests of both sides,

and juggling different expectations, demands and cultural parameter. The course will focus on

industrial relations models as practiced in northern and southern Europe, as well as the UK.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50



50

Recommended Reading

TBD

Websites TBD

18 / 28

Organisational Development and Change Management


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description This course enables students to understand the different levels of organisational change and

development with thich they will be confronted as HR professionals. From the premise that

transformation is systemic, it is thus important to understand that even when bringing about

change in one area, this inevitably leads to evoluation and reactions in the whole organisational

construct.

this course will therefore examine the impact of transformation on individual and more general

workplace levels. At the same time, it looks at how the individuals effecting this change also

form part of this transformation equation, how they may also experience their own change.


Paris /Spring

Semester spring

Campus Paris

Evaluation


100



0

Recommended Reading

Senior B and S Swailes (2010) Organizational Change, Fourth edition, London: Financial

Times/Prentice-Hall. Kotter, J. P. (1995). Leading change: why transformation efforts fail.

Harvard Business Review, 73(2), 59-67.

Websites https://sloanreview.mit.edu/tag/digital-transformation/ https://www.mckinsey.com on Agile

Transformation

Personal and Professional Development for the HR Manager


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description This module is designed to provide essential skills and professional development for future HR

Managers/HR Professionals, who will become a manager/coach in the workplace and be

responsible for supporting employees’ continued professional development (CPD) and

performance.

The programme will raise self-awareness, personal impact and develop coaching styles and

practices to apply in the HR role. Students will be able to consider models and tools to support

19 / 28

employees and be able to design supporting career management strategies that will act as a

driver for change, capability and engagement.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50



50

Recommended Reading

Coaching for Performance: The Principles and Practices of Coaching and Leadership (People

Skills for Professionals)--by John Whitmore (Author) The Coaching Manual: The Definitive

Guide to the Process, Principles and Skills of Personal Coaching–-Julie Starr (Author)

Performance Coaching: The handbook for managers, HR professionals and coaches Paperback

–- by Angus McLeod PhD (Author) Challenging Coaching: Going Beyond Traditional Coaching

to Face the FACTS Paperback–-by Ian Day (Author), John Blakey Career Management--by

Jeffrey H. Greenhaus (Author), Gerard A. Callanan (Author) The Reflective Journal Diary–-by

Barbara Bassot

Websites www.cipd.co.uk www.right.com www.mindtools.com

Quality of Life at Work


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description

This course aims to offer a first approach on the topic of quality of life at work. Well-being of

employee is recognised as a factor of success for business , but it's alo a social responsibility of

employers. Indeed the ILO (International labor organization) prioritizes health and well being at

work as a main challenge for the future. This topic undoubtly will be a central concern in the

professional life of the HR managers. This seminar will introduce this topic which is central in the

current organizational life.


Paris /Spring

Semester spring

Campus Paris

Evaluation


50

Nature of final exam

Presentation

Continuous 50

20 / 28

Assessment (%)

Recommended Reading

Lectures obligatoires / Required readings Forthcoming Optionnelles / Recommended readings

Ardito C, d’Errico A, Leombruni R, et al. (2012) Health and well-being at work. A report based on the

fifth European Working Conditions Survey. Dublin: Eurofound, Available from:

http://www.eurofound.europa.eu/pubdocs/2013/02/en/1/EF1302EN.pdf. Bevan S (2010) The

business case for employees health and wellbeing. A report prepared for Investors in People,

Available from:

http://www.mbsportal.bl.uk/secure/subjareas/hrmemplyrelat/twf/114598businesscaseeehealth10.pdf

(accessed 3 October 2014). Brockner J, Grover S, O’Malley M, et al. (1993) Threat of future layoffs,

self-esteem, and survivors’reactions:evidence from the laboratory and the field. Strategic

Management Journal, 14, 153–166. Buffet MA, Gervais R, Liddle M, et al. (2013) Well-being at work:

creating a positive work environment. Luxembourg: European Agency for Safety and Health at Work.

Cañibano A (2013) Implementing innovative HRM: trade-off effects on employee well-being.

Management Decision, 51(3), 643–660. Helliwell J and Layard R (2013) World happiness report 2013.

Available from: http://unsdsn.org/wp-

content/uploads/2014/02/WorldHappinessReport2013_online.pdf. Hewlett SA and Luce CB (2006)

Extreme jobs–The dangerous Allure of the 70-hour workweek. Harvard Business Review, 84(12), 49–

59. International Labor Office (2015) World employment and social outlook 2015. [Place of

publication not identified]: Brookings Institution Pr. Järvensivu A, Kokkinu L, Kasvio A, et al. (2014)

Changes at work - a challenge and an opportunity for well-being at work, careers and the quality of

work life. The Finnish Institute of occuaptional health, Available from:

http://www.ttl.fi/en/publications/Electronic_publications/Documents/Changes_at_Work.pdf. Karasek

RA (1979) Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign.

Administrative Science Quarterly, 24(2), 285. Maslach C (2011) Engagement research: Some

thoughts from a burnout perspective. European Journal of Work and Organizational Psychology,

20(1), 47–52. Moss Kanter R (2011) How great companies think differently? Harvard Business

Review. Nelson K, Boudrias J-S, Brunet L, et al. (2014) Authentic leadership and psychological well-

being at work of nurses: The mediating role of work climate at the individual level of analysis.

Burnout Research, 1(2), 90–101. Ryan RM and Deci EL (2001) On happiness and human potentials: A

review of research on hedonic and eudaimonic well-being. Annual review of psychology, 52(1), 141–

166. Tehrani N, Humpage S, Willmott B, et al. (n.d.) Change Agenda. What’s happening with well-

being at work? CIPD Chartered Institute of personnel and devlopment, Available from:

http://www.cipd.co.uk/nr/rdonlyres/dcce94d7-781a-485a-a702-6daab5ea7b27/0/whthapwbwrk.pdf.

Weinberg A and Cooper C (2007) Surviving the workplace. A guide to emotional well-being.

Thomson. Psychology at work, London.

Websites INRS OMS

Workforce Management & Employee and Talent Development


ECTS Credits 3


Contact Hours 18



Prerequisites None

Course Description This 2-part course provides, first, an overview of the workforce management tools in the

organizations, looking at such factors as "workforce" definitions, workforce recruitment,

staffing, optimisation, and "people management" concepts. Secondly, it looks at how

organisations go about developing their workforce,

21 / 28


Paris /Spring

Semester spring

Campus Paris

Evaluation


50

Nature of final exam Presentation;Report / Dissertation


50

Recommended Reading

To be communicated during the course

Websites To be communicted during the course

MSc - Project and Programme Management and Business Development Special Note for Project and Program Management & Business Development Program: Certain courses within this

program have extra fees. Fees apply because students are able to obtain various professional certifications once passing

the course. The fees are directly linked with the enrollment of the student in the professional certificate examination. Fee

details are clearly indicated in the course catalogue. Students choosing this program will be required to pay the required

fees before receiving their acceptance letter. The SKEMA International Office will contact students on the payment

procedure once the nomination period is complete (mid-November).

Business Plans and Business Models

Course Code MSC.PPMM2.PMCOR.0028

ECTS Credits 3

Course Leader BREA SOLIS Humberto

Contact Hours 18

Department Dept. Management of projects, Information Systems and Supply Chains

Programme MSc - Project and Programme Management and Business Development

Prerequisites None.

Course Description The course objectives for students are to know and master concepts that are used for making

business plans, and for developing and tuning business models.

Tools and techniques used to issue these plans and models are explained.

Examples and practice allow a full capacity. Lessons learned are exhibited.


Belo /Spring;Lille /Spring;Paris /Spring

Semester spring

Campus Belo Horizonte;Lille;Paris

Evaluation


0



100

Recommended Reading

REQUIRED READINGS BEFORE DAY 1 - Wirtz, B. W., et al. (2016). "Business Models: Origin,

Development and Future Research Perspectives." Long Range Planning 49(1): 36-54. - DaSilva,

C. M. and P. Trkman (2014). "Business Model: What It Is and What It Is Not." Long Range

Planning 47(6): 379-389 - Wikström, K., et al. (2010). "Business models in project business."

22 / 28

International Journal of Project Management 28(8): 832-841 - Achtenhagen, L., et al. (2013).

"Dynamics of Business Models – Strategizing, Critical Capabilities and Activities for Sustained

Value Creation." Long Range Planning 46(6): 427-442. BEFORE DAY 2 - Chen, X.-P., et al. (2009).

"Entrepreneur Passion and Preparedness in Business Plan Presentations: A Persuasion Analysis

of Venture Capitalists' Funding Decisions." The Academy of Management Journal 52(1): 199-

214. - Kirsch, D., et al. (2009). "Form or Substance: The Role of Business Plans in Venture Capital

Decision Making." Strategic Management Journal 30(5): 487-515. - Great products are not

enough? Alexander Osterwalder, video on youtube RECOMMENDED READINGS - Moingeon, B.

and L. Lehmann-Ortega (2010). "Creation and Implementation of a New Business Model: a

Disarming Case Study." M@n@gement 13: 266-297.

Websites None.



ECTS Credits 1


Contact Hours 6














SUZHOU : April YANG





/Spring

Semester spring


Evaluation


100



0

Recommended Reading


Websites None.

23 / 28

GROWTH STRATEGY


ECTS Credits 3

Course Leader BREA SOLIS Humberto

Contact Hours 18



Prerequisites Basics in strategy.

Course Description In the course Advanced Strategic Management students will deepen their understanding on

some of the most relevant topics of the Strategic Management literature.

Students will analyze current trends in the field using academic articles and case studies. The

goal is to prepare them for analyzing situations at the corporate level.


Paris /Spring

Semester spring


Evaluation


0



100

Recommended Reading

TEXTBOOK Grant RM. 2016. Contemporary Strategy Analysis: Text and Cases, 9th Edition. John

Wiley & Sons.2.

Websites 1. Michael Porter (1987) From Competitive Advantage to Corporate Strategy”, Harvard Business

Review 65, no. 3 (May–June). 2. Kutcher, E., O. Nottebohm, and K. Sprague (2014) “Grow fast or

die slow”, McKinsey&Company. 3. Christensen, C. M. (1992). Explor

Managing Risk, Uncertainty and Complexity


ECTS Credits 4

Course Leader DANIEL Pierre

Contact Hours 24



Prerequisites None.

Course Description Projects are the business activities that make the firm able to adapt, change, grow and

innovate. Unfortunately, inside the Firm‘s portfolio of projects, some situations are very simple

and some are very complex to manage. Contrary to business repetitive operations, project

activities have a high rate of failure, and these failures mean under performance. The capacity

to anticipate complex situations need to identify which situations are in predictible uncertainty

and which are in unpredictible uncertainty before implementing risk management processes.

Traditional risk management from standards are effective to manage situations in predictible

uncertainty. But for situations in unpredictible uncertainty, it is necessary to understand how

complex projects work, and to efficiently behave in conditions of high uncertainty. This is a key

managerial capacity today for Top and Middle managers in changing and competitive

environments.

24 / 28

With the « VIO » Model, a dynamic model for complex project , we identify complex situations

in unpredictible uncertainty, and we elaborate tactics to manage critical stakeholers sources of

these unpredictible situations to have an effective organisation to manage under uncertainty.



Semester spring


Evaluation


100



0

Recommended Reading

REQUIRED READINGS - PMBOK Guide, Chapter 11 : Project Risk management - PRINCE2,

Managing successful project with Prince2, Chapter 8 : Risk RECOMMENDED READINGS -

Atkinson, R., Crawford, L., Ward, S., 2006. Fundamental uncertainties in projects and the scope

of project management. International Journal of Project Management, 24, 687-698. - De Meyer,

A., Loch, C.H., Pich, M.T., 2002. Managing Project Uncertainty : From Variation to Chaos. MIT

Sloan Management Review, winter 2002, 60-67 - Geraldi, J.G., Maylor, H., Williams, T., 2011.

Now, let's make it really complex (complicated): A systematic review of the complexities of

projects. International Journal of Operations & Production Management, 31, 966-990 - Loch,

C.H., Solt, M.E., Bailey, E.M., 2008. Diagnosing Unforeseeable Uncertainty in a New Venture.

Journal of Product Innovation Management, 25, 28-46. - Simon, H.A., 1969. The Science of the

Artificial. MIT Press, Boston - Sommer, S.C., Loch, C.H., 2004. Selectionism and Learning in

Projects with Complexity and Unforeseeable Uncertainty. Management Science, 50, 1334-1347

- Sommer, S.C., Loch, C.H., Dong, J., 2009. Managing Complexity and Unforeseeable Uncertainty

in Startup Companies: An Empirical Study. Organization Science, vol. 20, 118-133. - White, D.,

Fortune, J., 2002. Current Practice in Project Management - An Empirical Study. International

Journal of Project Management, 20, 1-11

Websites None.

Organisational Performance Improvement (EXTRA FEES)


ECTS Credits 4

Course Leader ELTIGANI Adil

Contact Hours 30



Prerequisites Knowledge about strategy

Extra fees Six Sigma training and certification = 178 euros plus TVA

*The SKEMA International Office will contact students on the payment procedure once the

nomination period is complete (mid-November).

Course Description This course aims to introduce the concepts of organiastional performance management and

improvement.

Course Open to Paris /Spring

25 / 28

Exchange Students

Semester spring

Campus Paris

Evaluation


50



50

Recommended Reading

REQUIRED READINGS 1. Project Management Institute, 2013. Organizational project

management maturity model (OPM3) knowledge foundation (3rd ed.). Newtown Square 2.

International Project Management Association (IPMA), 2016. Project Excellence Baseline for

Achieving Excellence in Projects and Programmes. IPMA Global Standard 3. Kerzner, H. 2005.

Using the Project Management Maturity Model: Strategic Planning for Project Management

2nd Edition, 2nd Ed. John Wiley & Sons Inc. 4. Selected list of journal articles will be

communicated to students before the start of the course. RECOMMENDED READINGS Kerzner,

H. 2013. Project Management: A Systems Approach to Planning, Scheduling, and Controlling,

11th Ed. John Wiley & Sons Inc. (available in the library in e-book format)

Websites http://www.ipma.world/

Portfolio Management, PMO and Financing (EXTRA FEES)°


ECTS Credits 6

Course Leader GARDINER Paul

Contact Hours 36



Prerequisites None.

Extra fees Simultrain Portfolio Management simulation = 45 euros plus TVA*



Course Description The course will explain portfolio management approaches to managing projects in multiple

project environments where resources are limited and stakeholders expect to get the most

benefit for their investments. Themes explored include organisational project management,

quality management, ERM, types and functions of PMO, project portfolio decision making,

project audit, business case development and analysis, project financing and financial analysis,

public private partnerships, project budgeting and earned value analysis. Several case studies

will be analysed in groups.



Semester spring


Evaluation


40


26 / 28


60

Recommended Reading

Required readings (1) Lee Merkhofer Consulting Priority Systems (2010). ‘Project Portfolio

Management Tools: Which Approach is Best?’ A seven-part paper available at:

http://www.prioritysystem.com/toolsabstract.html (2) Martinsuo, M. (2013). ‘Project portfolio

management in practice and in context’, International Journal of Project Management, 31, 6,

794–803. (3) Guide to Cost-Benefit Analysis of Investment Projects Economic appraisal tool for

Cohesion Policy 2014-2020, European Commission (issued). Recommended readings 1. Levine,

H. A. (2005). Project portfolio management. San Francisco, CA: Jossey-Bass. 2. Heising, W.

(2012). The integration of ideation and project portfolio management – a key factor for

sustainable success. International Journal of Project Management, vol. 30 (5), pp. 582–595. 3.

Jonas, D. (2010). ‘Empowering project portfolio managers: how management involvement

impacts project portfolio management performance’, International Journal of Project

Management, 28, 8, 818-831. 4. Meskendahl, S. (2010). ‘The influence of business strategy on

project portfolio management and its success — A conceptual framework’, International Journal

of Project Management, 28, 807–817. 5. Mitchell, R.F., Hunt, F & Probert, D.R. (2010). ‘Valuing

and comparing small portfolios, 6. Morris, P.W.G & Pinto, J.K. (eds). (2007). The Wiley guide to

project program & portfolio management. Hoboken, NJ: John Wiley & Sons. 7. Project

Management Institute. (2013). The Standard for Portfolio Management, 3rd ed., Newtown

Square, PA: Project Management Institute. 8. Seider, R. (2006). ‘Optimizing project portfolios’,

Research-Technology Management, 49, 5, 43-48. 9. Shenhar, A.J., Milosevic, D., Dvir, D. and

Thamhain, H. (2007). Linking Project Management to Business Strategy, Newtown Square, PA:

Project Management Insitute. 10. Coulon, M., Ernst, H., Lichtenthaler, U. & Vollmoeller, J. (2009).

An overview of tools for managing the corporate innovation portfolio. International Journal of

Technology Intelligence and Planning, vol. 5(2), pp. 221-239. 11. Kester, L., Hultink, E. and

Lauche, K. (2009). ‘Portfolio decision-making genres: A case study’, Journal of Engineering and

Technology Management, 26, 4, 327-341. 12. Killen, C.P., Hunt, R.A. & Kleinschmidt, E.J. (2008).

‘Project portfolio management for product innovation’ The International Journal of Quality &

Reliability Management, 25, 1, 24-38. 13. Uril, B. & Terrien, F. (2010). ‘Project Portfolio selection

model, a realistic approach’, International Transaction in Operational Research, 17, 809-826. 14.

Grundy, T. and Brown, L. (2002). Strategic Project Management, Thompson Learning: London.

Websites None.

Project Planning and Control (EXTRA FEES)


ECTS Credits 6

Course Leader ELTIGANI Adil

Contact Hours 36



Prerequisites None.

All campuses Simultrain Project Management simulation (45 euros plus TVA)*



Course Description This course aims to provide students with the core knowledge areas of project management.

The course combines the knowledge available in project management with the PMI Body of

Knowledge (PMBoK). Focus will be on understanding the application of the tools of project

27 / 28

management, such as work breakdown structure, use of critical path scheduling, stakeholder

management and risk management. The principles and tools are integrated and clarified

through use of examples, case studies and simulations. Reference is made to the PMBoK

project management life cycle and its processes related to each of the course topics.



Semester spring


Evaluation


100



0

Recommended Reading

PRE-READING Read chapter 1, 2 and 3 of: Project Management Institute. 2013. A Guide to the

Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition REQUIRED

READINGS 1. Kerzner, H. 2013. Project Management: A Systems Approach to Planning,

Scheduling, and Controlling, 11th Ed. John Wiley & Sons Inc. (available in the library in e-book

format) 2. Project Management Institute. 2013. A Guide to the Project Management Body of

Knowledge (PMBOK® Guide) – Fifth Edition 3. Selected list of journal articles will be

communicated to students before the start of the course. RECOMMENDED READINGS 1.

Gardiner, P. D. 2005. Project Management: A Strategic Planning Approach, Palgrave Macmillan.

2. Pinto, J. K. 2015. Project Management: Achieving Competitive Advantage, 4th Ed. Prentice

Hall.

Websites 1. www.pmi.org

Project Practice Portfolio 2

Course Code MSC.PPMM2.PMOPT.0002

ECTS Credits 3

Course Leader GARDINER Paul

Contact Hours 12



Prerequisites None.

Course Description This course requires you to work in teams on real projects in a portfolio. You will be part of a

cell working on several projects and will develop your project management competences

through practice. Part 1 is focused on project generation and initiation activities up to and

including the project charter.

Part 2 is focused on project development and delivery, quality management, audit and control.



Semester spring


Evaluation


100

Nature of final exam Others

Continuous 0

28 / 28

Assessment (%)

Recommended Reading

Required readings (1) APM Competence Framework Recommended readings 1. PMI PMBOK

Guide 2. APM Body of Knowledge 3. PRINCE2 guide 4. AgilePM Guide 5. GAPPS project

manager and sponsor standards

Websites Visit the websites of PMI, APM, GAPPS