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GRANDE COLE

MSc in MANAGEMENT

ESSEC Asia-Pacific
2 One-North Gateway
Singapore 138502
Tl. +65 6884 9780
Fax +65 6884 9781
www.essec.edu/asia

CATALOGUE DES COURS - COURSE CATALOG - 2015-2016

ESSEC Executive Education


CNIT BP 230
92053 Paris-La Dfense
France
Tl. +33 (0)1 46 92 49 00
Fax +33 (0)1 46 92 49 90
www.executive-education.essec.fr

* Lesprit pionnier - Photo couverture : moodboard - Document non contractuel et non imprimable.

ESSEC Business School


3, avenue Bernard Hirsch
CS 50105 Cergy
95021 Cergy-Pontoise Cedex
France
Tl. +33 (0)1 34 43 30 00
Fax +33 (0)1 34 43 30 01
www.essec.fr

GRANDE COLE
MSc in MANAGEMENT
CATALOGUE DES COURS
COURSE CATALOG
2015-2016




Catalogue des Cours
Course Catalog
COURS CHAIRES FILIERES / COURSES CHAIRS TRACKS

Anne universitaire 2015-2016


Academic Year 2015-2016

Sommaire
Sommaire
Table of contents
Table
of contents
Introduction / Introduction
Introduction
/ Introduction
Descriptif des
cours / Course Outlines

5
5 7

Descriptifs
des des
cours
/ Course
Outlines
7 9
Codification
cours
de gestion/Classification
of Management Course Codes ......................

Comptabilit-Contrle de gestion/Accounting & Management Control ............................... 13


des cours de gestion/Classification
Management
Course
Codes ...................... 9 37
Codification
Droit et Environnement
de lEntreprise/Publicofand
Private Policy
.....................................
de..............................................................................................
gestion/Accounting & Management Control ............................... 13 83
Comptabilit-Contrle
Economie/Economics
et Environnement
de lEntreprise/Public and Private Policy ..................................... 37101
Droit
Finance/Finance
...................................................................................................
..............................................................................................
83
Economie/Economics
Systmes dInformation,
Sciences de la Dcision et Statistiques/Information Systems, Decision

Finance/Finance
...................................................................................................
101133
Sciences and Statistics
............................................................................................

dInformation, Sciences
de la Dcision et Statistiques/Information Systems, Decision165
Systmes
Management/Management
.....................................................................................
and Statistics ............................................................................................
133215
Sciences
Marketing/Marketing
.............................................................................................
Management/Management
.....................................................................................
165259
Management des Oprations/Operations
Management ..................................................
Marketing/Marketing
.............................................................................................
215273
Hors dpartement/Outside
Academic Departments .......................................................
Management
des Oprations/Operations
Management ..................................................259287
Langues/Languages
..............................................................................................
Hors dpartement/Outside Academic Departments .......................................................273
BYOC
Langues/Languages
287
/ Build Your..............................................................................................
Own Course NEW
301

BYOC
/ Build
Your Own/Course
NEW
.................................................................
301302
Centre
i-Magination
I-Magination
Center
Descriptif des cours BYOC / BYOC Course Outlines ......................................................305
Centre i-Magination / I-Magination Center .................................................................302
Asia-Pacific
in Singapore
311
ESSEC
Descriptifs
des cours BYOC
/ BYOC Course Outlines .....................................................305

ESSEC
Asia-Pacific
in Singapore
311312
Core
Track............................................................................................................

Global Manager in Asia and Asian Strategy Project ......................................................313


Track............................................................................................................
312315
Core
Financial
Markets Track ..........................................................................................
Manager
in AsiaTrack
and .........................................................................................
Asian Strategy Project ......................................................313316
Global
Corporate
Finance
Markets
Track ..........................................................................................
315317
Financial
Operations
Management
Program ............................................................................
Corporate Finance Track .........................................................................................316

Chaires
/ Chairs
319
Operations
Management Program ............................................................................317

Chaires
/ Chairs
Chaires
denseignement / Teaching Chairs

319

Chaires
Chairedenseignement
Communication /etTeaching
Stratgies
de Marque ..........................................................320
Chairs
Chaire Media & Entertainment ................................................................................323
Communication
de Marque ..........................................................320326
Chaire
Chaire
ESSEC FinanceetStratgies
NEW .................................................................................
Media
& Entertainment
................................................................................323327
Chaire
Chaire
ESSEC
Sant ...............................................................................................
ESSEC
NEW Innovation
.................................................................................
326329
Chaire
ESSEC
ChairFinance
of Therapeutic
........................................................................
ESSEC
Sant ...............................................................................................
327332
Chaire
Chaire
de Grande
Consommation .............................................................................
Chair
of Therapeutic
Innovation
........................................................................
329335
ESSEC
Chaire
Vente
et Stratgie
Marketing
.........................................................................
deChair
Grande
Consommation .............................................................................332336
Chaire
LVMH
..........................................................................................................
Vente Strategic
et Stratgie
Marketing
.........................................................................
335339
Chaire
Accenture
Business
Analytics
Chair ...............................................................
ChairImmobilier
..........................................................................................................
336340
LVMH
Chaire
et Dveloppement Durable ............................................................
Strategic Business
Analytics
Chair ...............................................................339343
Accenture
Chaire dEconomie
Urbaine
.....................................................................................
Immobilier
et Dveloppement
Durable ............................................................340345
Chaire
Chaire
Entrepreneuriat
Social .................................................................................
dEconomie
Urbaine Chair
.....................................................................................
343349
Chaire
Leadership
and Diversity
..................................................................................
Chaire Entrepreneuriat Social .................................................................................
345
3

Leadership and Diversity Chair ..................................................................................


349
Catalogue des cours/Course Catalog 2015-2016
3
Catalogue des cours/Course Catalog 2015-2016

Chaires de recherche / Research Chairs

Chaires
ChairedeArmand
Peugeot
.........................................................................................
352
recherche
/ Research
Chairs
Chaire du Changement ..........................................................................................353
Chaire
Armand
352354
Chaire
EdgarPeugeot
Morin de.........................................................................................
la Complexit ........................................................................
Chaire
du Philanthropie
Changement ..........................................................................................
353355
Chaire
.............................................................................................
Chaire
Edgarfor
Morin
de la Innovation
Complexit&........................................................................
354356
Institute
Strategic
Services ................................................................
Chaire Philanthropie .............................................................................................355
Filires
Institute for
Innovation & Services
................................................................
356
et Strategic
autres programmes
/ Specialized
Tracks and programs
359

Filires
et autres
programmes
/ Specialized............................................................
Tracks and programs
359360
Filire
CFO (Conseil,
Finance et Organisation)

Cursus Expertise Comptable (dispenses pour le DSCG) ..................................................362


CFOConseil
(Conseil,
Organisation) ............................................................360363
Filire
Filire
en Finance
Stratgieet.....................................................................................
362365
Expertise
Comptable
(dispensesinternationale
pour le DSCG) ..................................................
Cursus
Filire
Ngociation
et gouvernance
NEW ..........................................
Conseil
Stratgie .....................................................................................363366
.........................................................................................................
Filire
Filire
Droiten
Ngociation
et gouvernance
internationale
NEW ..........................................365368
Filire
Filire
PrepENA (avec
Paris IX-Dauphine)
.................................................................
.........................................................................................................
366369
Droit
...................................................................................................
Filire
Filire
Economie
PrepENA
Paris IX-Dauphine)
.................................................................
368372
.......................................................
Filire
Filire
Finance(avec
(Partenariat
avec le CFA Institute)
...................................................................................................
369380
Economie
Filire
Filire
Actuariat
(ESSEC ISUP) ..............................................................................
.......................................................
372383
Finance
(Partenariat
avec
le CFA
Institute)
.....................................................
Filire
Business
Analytics
Methods
Track
(ex-QUADS
Track)
ActuariatSystems
(ESSEC Track
ISUP)
..............................................................................380384
Filire
Information
......................................................................................
Methods...........................................................................................
Track (ex-QUADS Track) .....................................................383386
Business
FilireAnalytics
Entrepreneuriat
Systems
Track
......................................................................................
384387
Information
LIncubateur
ESSEC
Ventures
..................................................................................
...........................................................................................
386388
Filire
B2BEntrepreneuriat
Relationship Management
Track .........................................................................
ESSECDesign
Ventures
..................................................................................
387390
LIncubateur
Filire Business
et Innovation
.......................................................................
Relationship
Track .........................................................................388391
B2BSport
Business Management
Track ..............................................................................................
Business
Design des
et Innovation
390392
..........................................................................
Filire
Filire
Management
Oprations.......................................................................
Business
Track.....................................................................................................
..............................................................................................391395
Sport
Agri-food
Track
..........................................................................392396
Management
des Oprations
.........................................................................................
Filire
Filire
Immobilier-RICS
.....................................................................................................
395398
Track CPI
Agri-food
Programme
(avec Centrale Paris et Strate College Designers) ...................................
.........................................................................................
396400
................................................................................
Filire
PhDImmobilier-RICS
in Business Administration
CPI (avec
Centrale
Paris in
et Europe
Strate College
Designers) ...................................398402
...............................................................
Programme
Summer Module
Global
Manager
PhD in Business Administration ................................................................................400

Annexe
/ Appendix
403
Summer Module
Global Manager in Europe ...............................................................402

Liste/ des
professeurs permanents/Faculty Members .....................................................
Annexe
Appendix
403404
Liste des professeurs permanents/Faculty Members .....................................................404

4
Catalogue des cours/Course Catalog 2015-2016

Catalogue des cours/Course Catalog 2015-2016

Introduction
Chres tudiantes, chers tudiants,

Dear Students,

Le Catalogue des cours reflte la richesse


de loffre pdagogique qui vous est
propose au sein de la Grande Ecole :
cours, chaires, filires, cursus, etc.,
quils soient donns sur lun ou lautre
de nos campus, Cergy ou Singapour.
Toutes les options possibles au sein
de lcole y figurent. Vos nombreuses
questions sur loffre actuelle y
trouveront rponse.

The Course Catalog reflects the diversity


of the academic offer proposed in the
MSc in Management: courses, chairs,
specialized tracks taught in Cergy and
on our campus in Singapore. All the
modules available in the program are
described, along with many of the
answers to your questions.
The Course Catalog is a guide and
reference to help structure your choice of
courses. Please also consult the MSc
Study Guide for additional important
information.

Ce catalogue est votre outil de travail,


votre guide et la rfrence
indispensable pour vous aider dans vos
choix de cours. Il est complmentaire
du Guide des Etudes en cycle Master.

We hope that it will help you gain time


and clarity when choosing courses during
your studies. It will help you be a
responsible student: responsible for your
choices, for your curriculum and for your
presentation to the Degree Board
Committee.

Nous esprons quil vous aidera saisir


toutes les opportunits quoffre lESSEC
et faire des choix clairs. Il vous
aidera aussi tre un tudiant
responsable : responsable de ses choix,
de son cursus, de sa prsentation au
jury de diplme.

We advise you to also consult the course


syllabi available on myessec.com/MSc
Program Center.

Nous vous conseillons de complter


la lecture de ce catalogue par
la consultation des plans de cours
(syllabus) disponibles sur
myessec.com/MSc Program Center.

Enjoy this Course Catalog and have a


fruitful academic year 2015-2016.

Bonne lecture toutes et tous et trs


belle anne universitaire 2015-2016.
Anne-Claire PACHE
Directeur Gnral Adjoint en charge
de la Grande Ecole et des Masters
Dean of Masters Programs

Marie-Nolle
Marie-NolleKOEBEL
KOEBEL
Directeur des Etudes des programmes
Masters ESSEC
Director of Studies for ESSEC Masters
Programs
5

Catalogue des cours/Course Catalog 2015-2016

Descriptif des cours


Course Outlines

Descriptifdescours
CourseOutlines

Codification des cours de gestion


Classification
Management
Course Codes
Codification
desofcours
de gestion
Classification
of /Management
Course Codes
A - Cours de gestion
Management Courses
A - LeCours
de cours
gestion
/ Management
code des
se compose
de 3 lettresCoursesCourse codes include three letters (department
(code du dpartement) suivies dune lettre
Le indiquant
code des cours
se compose
de 3 lettres
la matire
concerne,
de deux
(code
du dpartement)
suivies et
dune
lettre
chiffres
indiquant le niveau
le programme
indiquant
la matire
de deux
et de trois
chiffresconcerne,
signification
variable ou
chiffres
indiquant le niveau
et le programme
sans signification
particulire.
et de trois chiffres signification variable ou
sans
signification
particulire.
Exemples
de codes
: DEVD31126 ; MGTP31100

code) followed by one letter for the department


Course
codes
three
letters (department
subject,
byinclude
two digits
corresponding
to the level
code)
by oneone
letter
forfor
the
department
andfollowed
the program,
digit
the
level of the
subject,
byand
twofinally
digits corresponding
to the
level
course,
by two digits with
variable
andsense
the program,
one
digit
for
the
level
of
the
or without any specific meaning.
course, and finally by two digits with variable
sense
orexamples:
without any
specific meaning.
Code
DEVD31126;
MGTP31100

Code examples:
DEVD31126;
MGTP31100
Exemples
codes
: DEVD31126
; MGTP31100
Lesdetrois
premires
lettres
indiquent gnralement
le dpartement
ou le domaine
dtude.
The first three letters generally correspond to the department.
LesLatrois
premires lettres indiquent gnralement le dpartement ou le domaine dtude.
quatrime lettre indique la matire concerne, au sein du dpartement
The first three letters generally correspond to the department.
The fourth letter corresponds to the department subject
La (Exemple/Example:
quatrime lettre indique
matire concerne,
au sein du dpartement
MGTE :laEntrepreneuriat
/ Entrepreneurship,
etc.).
The fourth letter corresponds to the department subject
(Exemple/Example:
COM
: Chaires/ChairsMGTE : Entrepreneuriat / Entrepreneurship, etc.).
M : Chaire communication et management/Communication and Management Chair
COM : Chaires/Chairs
D : Chaire media & entertainment/Media and Entertainment Chair
: ChairePolitique,
communication
et management/Communication
and Management Chair
CPR :MCulture,
Responsabilit/Culture,
Politics, Responsibility
D E: Chaire
media & entertainment/Media and Entertainment Chair
: Esthtique/Esthetic
CPR : Culture,
Politique, politique/Neutral,
Responsabilit/Culture,
Politics, Responsibility
O : "Neutre",
Politics
E S: Esthtique/Esthetic
: Scientifique/Scientific
: "Neutre", politique/Neutral,
Politics
CPT :OComptabilit,
Contrle de gestion/Accounting
and Management Control
S C: Scientifique/Scientific
: Comptabilit financire/Financial Accounting
CPT : Comptabilit,
Contrle
de gestion/Accounting
Management
Control
G : Contrle
et comptabilit
de gestion/Costand
Accounting
and Management
Control
C O: Comptabilit
financire/Financial
Accounting
: Instruments
de gestion et organisation/Management
Systems and Organization
: Contrle
et comptabilit
gestion/Cost Accounting
and Management
Control
DEV :GDroit
et Environnement
de de
lEntreprise/Public
and Private
Policy
O C: Instruments
delocales
gestionetetconomie
organisation/Management
Systems and
: Collectivits
urbaine/Local Communities
and Organization
Urban Economics
DEV : DroitDet: Environnement
de lEntreprise/Public and Private Policy
Droit/Law
C E: Collectivits
locales
et
conomie urbaine/Local Communities and Urban Economics
: Entrepreneuriat/Entrepreneurship
D I: Droit/Law
: Gestion immobilire/Real Estate Management
E N: Entrepreneuriat/Entrepreneurship
: Ngociation/Negotiation
: Gestion immobilire/Real Estate Management
ECO :IEconomie/Economics
N A: Ngociation/Negotiation
: Macroconomie et conomie internationale/Macroeconomics and International
ECO : Economie/Economics
Economics
A I: Macroconomie
et conomie internationale/Macroeconomics and International
: Microconomie/Microeconomics
S Economics
: Economie sectorielle/Sector-related Economics
: Microconomie/Microeconomics
EXP :IExprience
en entreprise/Corporate Experience
S I: Economie
sectorielle/Sector-related
Economics
: Projet interdisciplinaire
dentreprise/Interdisciplinary
Corporate Project
EXP : Exprience en entreprise/Corporate Experience
I : Projet interdisciplinaire dentreprise/Interdisciplinary Corporate Project
9
Catalogue des cours/Course Catalog 2015-2016

Catalogue des cours/Course Catalog 2015-2016

Descriptif des cours


Course Outlines

Descriptif des cours


Course Outlines




FIN : Finance/Finance
A : Actuariat/Actuarial, Insurance
FIN : Finance/Finance
E : Finance dentreprise/Corporate Finance
A G: Actuariat/Actuarial,
Insurance
: Finance gnrale/General
Finance
E M: Finance
dentreprise/Corporate
Finance
: Finance
de march/Market Finance
G S: Finance
gnrale/General Finance
: Synthse/Synthesis
: Finance
de march/Market
Finance
IDS : M
Systmes
dInformation,
Sciences
de la Dcision et Statistiques/Information Systems,
S : Sciences
Synthse/Synthesis
Decision
and Statistics
IDS : Systmes
dInformation,
Sciences de la Sciences
Dcision et Statistiques/Information Systems,
D : Sciences
de la dcision/Decision
Decision Sciences
and Statistics
E : Entrepreneuriat/Entrepreneurship
D I: Sciences
de la
dcision/Decision Sciences
: Systmes
dinformation/Information
Systems
E M: Entrepreneuriat/Entrepreneurship
: Mathmatiques/Mathematics
I S: Systmes
dinformation/Information Systems
: Statistiques/Statistics
: Mathmatiques/Mathematics
MGT :MManagement/Management
S A: Statistiques/Statistics
: Management des services/Services Management
MGT : Management/Management
E : Entrepreneuriat/Entrepreneurship
A M: Management
desetservices/Services
Management
: Management
processus organisationnels/Management
and Organizational
E : Entrepreneuriat/Entrepreneurship
Processes
M P: Management
organisationnels/Management
and
Organizational
: Psychologieetetprocessus
dveloppement
personnel/Psychology and
Personal
Development
S Processes
: Stratgie/Strategy
: Psychologie et dveloppement personnel/Psychology and Personal Development
MKG P: Marketing/Marketing
S A: Stratgie/Strategy
: Management et marketing des services/Services Marketing and Management
MKG : Marketing/Marketing
C : Connaissance et analyse des marchs/Knowledge and Market Analysis
A F: Management
et marketing/Marketing
marketing des services/Services
: Fonctions du
Functions Marketing and Management
C J: Connaissance
et analyse
des marchs/Knowledge
and Market Analysis
: Jeux et simulations
/Games
and Business Simulations
F M: Fonctions
du marketing/Marketing
Functions
: Management
en marketing/Marketing
Management
J S: Jeux
et simulations
/Games andMarketing
Business Simulations
: Marketing
sectoriel/Sectorial
: Management
marketing/Marketing Management
MOP :MManagement
desenOprations/Operations
Management
S O: Marketing
sectoriel/Sectorial
Marketing and Quality
: Optimisation
et qualit/Optimization
MOP : Management
Oprations/Operations
Management
P : Achats,des
production,
distribution/Purchasing,
Production, Distribution
: Optimisation
qualit/Optimization
SANTO: Chaires
du pleet
sant/Health
Chairs and Quality
P deux
: Achats,
production,
distribution/Purchasing,
Production,
Distribution
Les
premiers
chiffres
indiquent le niveau et le
nom du programme.
SANT :The
Chaires
du ple
sant/Health
first two
digits
correspond toChairs
the level and the program.
Les(ex:
deux
chiffreslevel;
indiquent
le niveau
et le nom
duSpecialized
programme.
31 premiers
; 3 = Graduate
1 = ESSEC
program;
32 for
Masters).
two digits
correspond
tochiffres
the leveldonne
and thedans
program.
TheLefirst
premier
des trois
derniers
certains cas une indication sur le niveau
(ex:
; 3 =ou
Graduate
level; il1 appartient
= ESSEC program;
32 for Specialized Masters).
du31
cours
le genre auquel
:
LeThe
premier
des
trois
chiffres
donne dans
certains
unelevel
indication
sur le niveau
first of
the
lastderniers
three digits
corresponds
in some
casescas
to the
of the course
or its
duattribute:
cours ou le genre auquel il appartient :
The0 first
ofdu
theCycle
last Bachelor
three digits
corresponds
in some cases to
the level
of the course
course or its
: cours
ou cours
de pr-MSc/Bachelor
course
or pre-MSc
attribute:
1 : cours fondamental ou cours cl dun dpartement/Core course or fundamental course in a
0 :department
cours du Cycle Bachelor ou cours de pr-MSc/Bachelor course or pre-MSc course
1 :2cours
fondamental
ou cours cl dun dpartement/Core
course or fundamental course in a
: cours
dapprofondissement/Advanced
course
department
3 : cours transversal ou cours de synthse/Trans-disciplinary course or synthesis course
2 :4cours
dapprofondissement/Advanced
coursecourse or seminar
: cours
ou sminaire thmatique/Thematic
3
:
cours
transversal
ou
cours
de
synthse/Trans-disciplinary
course
synthesis course
Les deux derniers chiffres constituent un numro dordre,
sans or
signification.
4 : The
cours
outwo
sminaire
thmatique/Thematic
courseany
or specific
seminarmeaning.
last
digits represent
a number without
Les deux derniers chiffres constituent un numro dordre, sans signification.
10any specific meaning.
The last two digits represent a number without
Catalogue des cours/Course Catalog 2015-2016

10
Catalogue des cours/Course Catalog 2015-2016

B - Prrequis et cours quivalents/Prerequisite and Equivalent Course

B Les
- Prrequis
et cours quivalents/Prerequisite
andliste
Equivalent
Course
The course
tables and the
course outlines
tableaux rcapitulatifs de cours ainsi que
may include the two following information:
The course liste tables and the course outlines
may include the two following information:

les descriptifs peuvent comporter lune ou


Les
tableaux
de cours
ainsi: que
lautre
ou lesrcapitulatifs
deux mentions
suivantes
les descriptifs peuvent comporter lune ou
lautre
ou les(obligatoire
deux mentions
suivantes ::
Prrequis
ou conseill)

Prerequisite (mandatory or recommended):


course which has to be previously taken and
Prerequisite
(mandatory
or recommended):
passed before
the registration
of the course
course
which
has
to
be
previously
taken and
described.
passed
before
the
registration
of
the
course at
The information prerequisite, mentioned
described.
the beginning of the course outline, indicates
The
mentioned
at
thatinformation
the course prerequisite,
has one or several
prerequisite
the
beginning
of
the
course
outline,
indicates
course(s) (mandatory or recommended).
that the course has one or several prerequisite
course(s)
(mandatory
or recommended).
Equivalent:
course which
is equivalent to the

il sagit dun cours dont la validation pralable


Prrequis (obligatoire ou conseill) :
est ncessaire ou recommande avant
ilinscription
sagit dun dans
coursledont
la faisant
validation
pralable
cours
lobjet
du
est
ncessaire
ou
recommande
avant
descriptif.
inscription
le cours faisant
lobjet
du du
La mentiondans
prrequis,
indique
au dbut
descriptif.
descriptif de cours, prcise que le cours en
Laquestion
mentiona prrequis,
indique
au dbut du
un ou plusieurs
cours prrequis
descriptif
de cours,
prcise que le cours en
(obligatoire
ou recommand).
question a un ou plusieurs cours prrequis
(obligatoire
Equivalentou
: ilrecommand).
sagit dun cours quivalent
celui faisant lobjet du descriptif (lun tant
Equivalent : il sagit dun cours quivalent
enseign en franais, lautre en anglais, par
celui
faisant
exemple
; lobjet du descriptif (lun tant
enseign
en franais,
anglais,
par
ou bien lun
et lautrelautre
tant en
destins
des
exemple
;
publics diffrents quoique couvrant le mme
ou
bien lun
et lautre
tant
destins
desna
sujet).
Suivre
un cours
et son
quivalent
publics
diffrents
quoique
couvrant
le
mme
donc pas de sens, sauf exception, et ne
peut en
sujet).
Suivre
un
cours
et
son
quivalent
na UV.
tout cas donner lieu au plus qu une seule
donc pas de sens, sauf exception, et ne peut en
tout cas donner lieu au plus qu une seule UV.

course described (for instance, they have the


Equivalent:
course
which
is equivalent
to thethe
same outline,
but one
is taught
in English,
course
described
(for
instance,
they
have
the
other one in French, etc.). Taking the course
same
outline,
but one
taught
English,
and its
equivalent
hasisno
senseinand,
in anythe
other
in French,
Taking(UV)
the will
course
case,one
if passed,
onlyetc.).
one credit
be
and
its
equivalent
has
no
sense
and,
in
any
awarded.
case, if passed, only one credit (UV) will be
awarded.

C- Langues/Languages
C-Les
Langues/Languages
cours de management sont donns soit en
franais, soit en anglais ou dans les deux
Les
cours de
sont donns
langues.
Lesmanagement
cours fondamentaux
sontsoit en
franais,
soitdans
en anglais
dans lesLes
deux
enseigns
les deuxoulangues.
cours
langues.
Les
cours
fondamentaux
sont
donns en anglais sont lists en italique dans
enseigns
dans les deux langues. Les cours
les tableaux.
donns
en
anglais
lists
en une
italique
dansil
Quand le cours
estsont
donn
dans
langue,
les
tableaux.
est dcrit dans la langue dinstruction. Aucune
Quand
le cours
estfournie.
donn dans une langue, il
traduction
nest
est dcrit dans la langue dinstruction. Aucune
traduction nest fournie.

Management courses are taught either in


French or in English, or in both languages.
Management
areintaught
either in
Core courses courses
are given
both languages.
French
ortaught
in English,
or in both
languages.
Courses
in English
are listed
in italic in
Core
the courses
tables. are given in both languages.
Courses
taught
in English
in italic in
When the
course
is taughtare
inlisted
one language,
the
tables.
it is described in this language, no translation
When
the course is taught in one language,
is provided.
it is described in this language, no translation
is provided.

11
Catalogue des cours/Course Catalog 2015-2016

11

Catalogue des cours/Course Catalog 2015-2016

Descriptif des cours


Course Outlines

12
Catalogue des cours/Course Catalog 2015-2016

CPT

Comptabilit-Contrle de gestion
Accounting and Management Control

CPT

Professeur responsable de dpartement / Department Head: Charles CHO


Assistantes / Assistants : Nathalie BOZZIO, Sylvie HEUMEZ, Sylvia POQUET

Ce dpartement a pour vocation dinitier


les tudiants aux dmarches et mthodes
de comptabilit et de contrle de gestion
et de les faire rflchir sur leurs conditions
dutilisation dans des contextes varis :
dcisions stratgiques et suivis de gestion,
communication financire, secteur priv
(grande ou petite entreprise) et secteur
public ou non lucratif.

The Accounting and Management Control


Department offers students an introduction
to the procedures and methods of
accounting and management control and
their use in various contextsstrategic
decision making and management,
financial communicationsand
environments: private (large and small
companies), public, and nonprofit.

Il offre galement des cours dont le propos


interdisciplinaire est de faire rflchir
sur les dimensions organisationnelles des
instruments de gestion. Les instruments
de gestion tudis dans ces cours ne sont
pas seulement ceux de la comptabilit et
du contrle de gestion, mais aussi ceux de
la GRH, du changement organisationnel,
de la RSE/ISR ou les systmes
dinformation intgrs (ERP). Enfin,
les cours prenant la forme de sminaires
proposent dassocier les tudiants aux
centres dintrt et thmes de recherche
actuels des professeurs du dpartement.

It also offers interdisciplinary courses that


provide insight into the organizational
dimensions of management tools. The
management tools studied in these courses
include not only accounting and
management control tools, but also HRM,
organizational change, CSR/SRI and
integrated information systems (ERP)
tools. Lastly, seminar-format courses offer
students an opportunity to become
acquainted with the areas of interest and
current research focuses of department
faculty.

Les cours proposs par le dpartement


prparent lexpertise comptable ainsi
quaux diffrents mtiers de laudit,
de lanalyse financire, de la gestion
comptable et financire ou du contrle
de gestion (voir chapitre Filires).

The courses in this department prepare


students to become certified accountants
under the French system and to work
in the areas of auditing, financial analysis,
accounting and financial management,
and management control (see chapter
Specialized Tracks).

Les disciplines ou sous-disciplines sont


identifies par les prfixes suivants :

The disciplines or "sub-disciplines" are


identified by the following prefixes:

CPTC Comptabilit financire


CPTG Contrle et comptabilit de gestion
CPTO Instruments de gestion
et organisation

CPTC Financial Accounting


CPTG Management Control
CPTO Management Systems
and Organization

14
Catalogue des cours/Course Catalog 2015-2016

and
/
or
CPTC31265
Group Financial Statements

and CPTC31254
Audit et
/
management
or

CPTC31124/31125
Info comptables et financires /
Finl Accounting & Reporting

CPTC31246/31247
Analyse des tats financiers /
Financial Statement Analysis

CPTC21020
Comptabilit financire
(Bachelor)

COURS FONDAMENTAL / CORE COURSE

CPTC31080/31081
Pr-MSc Comptabilit /
Pre-MSc Accounting
(AST)

Prrequis / Prerequisite(s)

CPTC31261
IFRS Investor Relations

Prrequis/
Prerequisite :
bases
de comptabilit
financire /
basics of
financial
accounting

1. Comptabilit financire / Financial Accounting

CPT

CPTC31484/31485
Sminaire recherche compta fi. /
Research Seminar in Accounting

CPTC31355
Bus. Analysis & Value
Creation

CPTC31080/31081
Pr-MSc Comptabilit /
Pre-MSc Accounting
(AST)

CPTO31481
Cration de valeur
et gouvernance

Prrequis /Prerequisite(s)

CPTG31222/31223
Piloter plans et projets /
Managing Plans and Projects

CPTG31148/31149
Contrle de gestion /
Management Control

COURS FONDAMENTAL / CORE COURSE

Prrequis/
Prerequisite:
bases
de comptabilit
de gestion /
basics of cost
accounting
CPTG21031
Cot et pilotage de lentreprise
(Bachelor)

CPTO31403
Sustainability
Performance

CPTO31420/31421
Sminaire de recherche CDG/
Research Sem. in Mngt Control

CPTG31212/31213
Gestion stratgique des cots /
Strategic Cost Management

2. Contrle de gestion & Instruments de gestion et organisation /


Management Control & Management Systems and Organization

CPTO31333
Instr. de gestion
et comportements

CPT

Responsable(s) du cours
Course coordinator(s)

Prrequis obligatoire(s)
Mandatory prerequisite(s)

W. Dick, L. Paugam

CPTC31124 or CPTC31125
CPTC31124 or CPTC31125
CPTC31124 or CPTC31125 and
FINE31123 or FINE31124

C. Cho
W. Dick, L. Paugam
A. Jeny-Cazavan

Audit et management

IFRS - Investor Relations

Group Financial Statements

Bus. Analysis & Value Creation

CPTC31254

CPTC31261

CPTC31265

CPTC31355

A. Jeny-Cazavan

CPTC31485

Prrequis recommand(s)
Recommanded
prerequisite(s)

Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline

In italic, courses taught in English

Research Seminar in Accounting

C. Richard, A. Zicari

SEMINAIRES DE CHAIRE / CHAIR SEMINARS


CPTC31484 Sminaire recherche compta fi.

(prrequis dans le descriptif


du cours)
(Prerequisite(s) listed in the
course outline)

CPTC31124 or CPTC31125 and


FINE31123 or FINE31124
CPTC31124 or CPTC31125

A. Jeny-Cazavan

Financial Statement Analysis

CPTC31247
F. Cavelius

CPTC31124 or CPTC31125 and


FINE31123 or FINE31124

A. Jeny-Cazavan

CPTC21020 or CPTC31080 or
CPTC31081
CPTC21020 or CPTC31080 or
CPTC31081

Cours de gestion / Management courses


CPTC31246 Analyse des tats financiers

Finl Accounting & Reporting

CPTC31125

C. Ramirez, M.-L. Gomez


L. Paugam, W. Dick

Pre-MSc Accounting

Cours fondamental / Core course


CPTC31124 Info comptables et financires

CPTC31081

Cours Pr-MSc / Pre-MSc course (Rserv aux tudiants admis sur titre / Reserved for the AST students)
CPTC31080 Pr-MSc Comptabilit
C. Ramirez, M.-L. Gomez

COMPTABILITE FINANCIERE
FINANCIAL ACCOUNTING (CPTC)

CPT

CPTC31246

CPTC31247

CPTC31124

CPTC31125

CPTC31080

CPTC31081

Equivalent(s)
Equivalent(s)

A. Zicari, N. Mottis

CPTG31149

CPTC31124 or CPTC31125

CPTC31124 or CPTC31125

Prrequis recommand(s)
Recommanded
prerequisite(s)

Research Sem. in Mngt Control

Cra. de valeur et gouvernance

Sustainability Performance

CPTO31421

CPTO31481

CPTO31403

C. Cho, N. Mottis, A. Zicari

N. Mottis

(prrequis dans le descriptif


du cours)
(Prerequisite(s) listed in the
course outline)
CPTG31148 or CPTG31149

Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

In italic, courses taught in English.

P. Lorino

Sminaire de recherche CDG

CPTO31420
A. Zicari

A. Ancelin-Bourguignon

Cours de gestion / Management courses


CPTO31333 Instr. gestion & comportements

INSTRUMENTS DE GESTION ET ORGANISATION / MANAGEMENT SYSTEMS AND ORGANIZATION (CPTO)

CPTG31148 or CPTG31149

Managing Plans and Projects

CPTG31223

M-L. Gomez, N. Mottis

Piloter plans et projets

CPTG31222

M-L. Gomez, N. Mottis

S. Linder, F. Cavelius

Strategic Cost Management

CPTG31213

CPTG21031 or CPTC31080 or
CPTC31081
CPTG21031 or CPTC31080 or
CPTC31081

Prrequis obligatoire(s)
Mandatory prerequisite(s)

CPTG21031 or CPTC31080 or
CPTC31081
CPTG21031 or CPTC31080 or
CPTC31081
CPTG31148 or CPTG31149

F. Cavelius, S. Linder

Cours de gestion / Management courses


CPTG31212 Gestion stratgique des cots

Management Control

N. Mottis, A. Zicari

Responsable(s) du cours
Course coordinator(s)

Cours fondamental / Core course


CPTG31148 Contrle de gestion

CONTROLE ET COMPTABILITE DE
GESTION / COST ACCOUNTING AND
MANAGEMENT CONTROL(CPTG)

CPTG31222

CPTG31223

CPTG31212

CPTG31213

CPTG31148

CPTG31149

Equivalent(s)
Equivalent(s)

CPT

CPTC31081
Pre-MSc Accounting

Cours de pr-MSc, rserv aux tudiants AST.


Objectifs :
Ce cours a pour objectif de prsenter :
- La nature et la finalit de
la comptabilit financire et de
la comptabilit de gestion,
- Les principes et mthodes utiliss pour
lenregistrement des oprations
de lentreprise et pour la prsentation
des tats financiers,
- Une initiation lanalyse de la
performance de lentreprise,
- Les concepts et mthodes fondamentaux
de lanalyse des cots et de
la comptabilit budgtaire.
Thmes abords :
Les six premires sances sont consacres
la comptabilit financire : le principe
de la partie double, lanalyse des
transactions des cycles dexploitation,
dinvestissement et de financement,
la comptabilisation des oprations
dinventaires et llaboration des
documents de synthse.
Les quatre dernires sances traitent des
principes de la comptabilit de gestion :
les diffrentes notions de cot, les
mthodes de calcul de cots de revient
complets et partiels, la comptabilit
budgtaire et les principes dcart.
Pdagogie :
Chaque sance de cours comporte
des exposs thoriques et des exercices
dapplication ou des tudes de cas,
prparer avant la sance.
Evaluation :
Des quiz intermdiaires (un sur la partie
financire, un sur la partie comptabilit
de gestion : 1/3 de la note) ; un quiz final
(2/3 de la note).

Pre-MSc course reserved for the AST students.


Objectives:
This course is designed for prospective
managers whose primary involvement
with accounting information is expected
to be from a user-perspective (as opposed
to a preparer-perspective). The objective
of the first part is for participants to gain
an appreciation of the various financial
reporting and disclosure issues/methods
used worldwide in preparing the major
financial statements. The second part
of this course will focus on management
accounting, which is used in all types
of organizations for planning, making key
decisions, and monitoring business
performance.
Main areas covered in the course:
- Definition and purpose of financial
accounting and management accounting
- Principles and methods of bookkeeping
- Preparation of financial reports
- Introduction to the analysis of company
performance
- Concepts and core tools of cost analysis.
Pedagogical methods:
The course involves a combination of
lectures, problem solving and discussion
of cases.
Grading pattern:
Mid-term exams + final exam.

CPTC31124
Informations comptables
et financires
Prrequis - cf. tableaux
Cours fondamental
Objectifs :
Ce cours a pour objectif un
approfondissement des connaissances
des tudiants en matire de comptabilit
et de communication financire. Le point
de vue adopt est essentiellement celui
de lutilisateur des tats financiers.

19
Catalogue des cours/Course Catalog 2015-2016

CPT

CPTC31080
Pr-MSc Comptabilit

CPT

Thmes abords :
1) La logique et llaboration des comptes
de groupe ;
2) Ltude des points cl de lannexe aux
comptes consolids ;
3) La structuration et linterprtation
de ltat des flux de trsorerie.
Pdagogie :
Lenseignement est dispens partir
de cas et dexercices.
Evaluation :
Lvaluation repose sur un contrle
continu et un examen en fin de trimestre.

Financial Reporting Standards)


quen normes amricaines (U.S. GAAP).
Il fournit aux tudiants une grille
danalyse pour comprendre comment
(1) la valeur et (2) les risques financiers
produits par les socits sont capturs
et reflts par les tats financiers.
Thmes abords :
Retraitements des tats financiers,
Analyse de la performance financire,
Analyse crdit, Analyse de la qualit des
tats financiers, Evaluation et Prvisions
partir des tats financiers.
Pdagogie :
Lenseignement est dispens partir
de cas et dexercices.
Evaluation :
Lvaluation se fait sur la base dun projet
dquipe qui consiste en lanalyse dun
groupe de socits cotes, sur lensemble
du cours.

CPTC31125
Financial Accounting & Reporting
Prerequisite(s) - cf. tables
Core course
Objectives:
The objective of this course is to
familiarize students in business
administration to the main role of
financial statements: provide information
helpful to investors in the decision making
process. The accent falls on understanding
the main reporting practices of firms.
Topics:
The financial statements, inter-corporate
investments, reporting practices, the cash
flow statement.
Teaching methods:
Teaching is given on the basis of cases and
exercises.
Grading pattern:
Continuous assessment and a written exam
at the end of the term.

CPTC31247
Financial Statement Analysis
Prerequisite(s) - cf. tables
Objectives:
Equity and credit analysts, but also
corporate managers, need to understand
how financial statements provide
information regarding corporations.
This course examines the principles
of financial statement analysis reported
under both IFRS (International Financial
Reporting Standard) and US GAAP.
It provides participants with a framework
to understand how (1) the value and
(2) the credit risk that business generate
are captured in financial statements.
Topics:
Reformulating financial statements,
Analysing financial performance, Credit
evaluation, Analysing the quality of
financial statements, Financial statements
and valuation, and Forecasting from
financial statements.
Teaching methods:
Teaching method is a mix of taught
courses and exercises.

CPTC31246
Analyse des tats financiers
Prrequis - cf. tableaux
Objectifs :
Les analystes financiers, les analystes
crdits, mais galement les managers ont
besoin de comprendre comment les tats
financiers fournissent de linformation
sur les socits. Ce cours prsente les
principes de lanalyse des tats financiers,
tant en normes IFRS (International
20

Catalogue des cours/Course Catalog 2015-2016

- Stock exchange regulations.


- Company practices.
- Corporate Social Reporting.
Teaching method:
A mixture of presentations, practical
exercices, case studies and invited speakers.
Grading pattern:
Students will prepare a company research
case (80%) and will be rated on
contribution (20%).

CPTC31254
Audit et management
Prrequis - cf. tableaux
Objectifs :
Laudit, traditionnellement attach
linformation comptable et financire
externe, recouvre de plus en plus toutes
les fonctions de lentreprise. Laudit
permet de se former une opinion
indpendante sur lefficacit, la
rentabilit, la qualit et assiste ainsi les
managers dans leurs prises de dcisions.
Thmes abords :
Ce cours se propose dexposer la dmarche
inductive et objective propre lauditeur ;
il dpasse le domaine purement
comptable et aborde, outre le rle
traditionnel de laudit (fiabilit des tats
financiers), des missions particulires
(restructuration, financement...).
Les tapes des missions sont illustres par
des cas.
Pdagogie :
Prsentation PowerPoint, exercices
dapplication et tudes de cas en petits
groupes. Intervention ponctuelle
dexperts sur les thmes spcifiques.
Evaluation :
Quiz en sance finale : questions de cours
simples et cas pratique.

CPTC31265
Group Financial Statements
Prerequisite(s) - cf. tables
Objectives:
The group of companies is a widely used
form of firms organisation. The objective
of this course is to master the process of
consolidation as well as the construction
and interpretation of group financial
statements.
Topics:
- The various methods of business
combinations (mergers, spin offs...)
- The scope of consolidation
- The French and international financial
reporting standards
- Methods of consolidation
- The consolidation of operations
(adjustments, intra-group...)
- Treatment of acquisitions and goodwill
- The translation of foreign subsidiaries
financial statements
- Principles and methods of financial
reporting of groups
Teaching method:
Cases and exercises putting into practice
the theoretical concepts.
Grading pattern:
Case analysis (60%), final exam (40%).

CPTC31261
IFRS - Investor Relations
Prerequisite(s) - cf. tables
Objectives:
This course addresses the nature of financial
information communicated to shareholders
by a listed company, the legal constraints
and company practices.
Topics:
- IFRS in global markets.
- Interim financial reporting.
- Non-GAAP reporting.
21

Catalogue des cours/Course Catalog 2015-2016

CPT

Grading pattern:
Grading consists of a multi-part team
project analysing a set of public
companies throughout the term.

CPT

CPTC31355
Strategic Business Analysis
and Value Creation

une rflexion personnelle et collective


sur le fonctionnement actuel des marchs
et de la socit, ainsi que les racines
et la porte de la crise aige que nous
traversons aujourdhui.
Pdagogie :
Le cours repose sur la prsentation
et la discussion de films et douvrages.
Les apports thoriques seront faits par
le professeur sur un certain nombre
de points spcifiques, en relation avec
la thmatique dveloppe. Les tudiants
devront prparer les thmes abords par
un visionnage pralable du film propos,
une lecture de la rfrence
bibliographique recommande et des
recherches internet sur le cas tudi.
Evaluation :
La note finale se dcompose en deux
lments :
- un contrle continu, pour 60% de
la note finale. Ce contrle reposera sur
la prsentation faite en sance (pondre
hauteur de 40%) et la participation
en classe (pondre hauteur de 20%);
- un contrle final, pour 40% de la note
finale. Ce contrle sera constitu par
une analyse crite dune problmatique
actuelle au regard des discussions
qui auront t menes en cours.

Prerequisite(s) - cf. tables


Objectives:
The focus of this course is to develop
a comprehensive framework for evaluating
the performance of a business and
for assessing its prospects and value using
the information contained in financial
statements (based on both the U.S. and
international standards). The framework
will allow a better understanding of the
underlying drivers of value creation in a
firm in various industrial and institutional
settings.
Topics:
Accounting analysis, financial analysis,
credit analysis, corporate governance and
corporate communications, valuation
issues in specific settings such as IPOs,
mergers and acquisitions, private equity,
intangible companies, etc.
Teaching method:
Students are expected to present their
analysis of the assigned case studies and
participate actively in classroom
discussion of key issues. Short lectures on
specific topics will also be provided.
Grading patter:
Case analysis: individual (30%)
Case analysis and presentations: group (50%)
Classroom participation (20%)

CPTC31485
Research Seminar in Financial
Accounting

CPTC31484
Sminaire de recherche comptabilit
financire

Prerequisite(s) - cf. tables


Objectives:
This seminar presents various financial
accounting topics in function of the
permanent or visiting facultys interests.
They generally suppose a good knowledge
of the fundamentals in financial
accounting.
Topics:
The syllabi could change every trimester
and are described in the quarterly
schedules.

Pas de prrequis
Pour 2015/2016, le titre de ce sminaire
sera Chiffre, crises et vido.
Objectifs :
Ce cours a pour objectif de dvelopper une
comprhension critique et approfondie
du rle du chiffre et de la finance dans
le monde contemporain. Les axes de
travail proposs ne sont pas fonds sur
lapprentissage de techniques ou doutils
de calcul mais cherchent dvelopper
22

Catalogue des cours/Course Catalog 2015-2016

tableaux de bord, balanced score card).


Il faut noter que le cours prsuppose
que les tudiants matrisent dj les bases
de la comptabilit de gestion. Il ne procde
pas leur rvision systmatique.
Pdagogie :
Le cours repose sur des prsentations
de connaissances formalises effectues
par lenseignant, et sur lanalyse et la
discussion par les tudiants darticles et
de cas. Les cas, essentiels pour dvelopper
la comprhension des situations de
gestion, doivent tre soigneusement
prpars en dehors des cours. Ils sont
peu calculatoires et appellent surtout
des efforts danalyse et de rflexion.
Evaluation :
Quiz final (40%), contrle continu : miniquiz en cours de trimestre, traitement
crit ou oral de cas, exposs (40%),
assiduit et participation au cours (20%).

CPTG31148
Contrle de gestion
Prrequis - cf. tableaux
Cours fondamental
Objectifs :
Le cours sadresse bien sr aux personnes
qui souhaitent exercer dans le domaine
du contrle de gestion, mais il vise surtout
fournir tous les tudiants de lESSEC
la base de connaissance des techniques
et pratiques de pilotage (pratiques
budgtaires, analyse de la performance
des units et de leurs responsables,
choix dindicateurs cls, etc.) que doit
matriser tout manager assumant
des responsabilits de gestion.
Thmes abords :
Le cours prsente les pratiques
managriales, les concepts et les
instruments fondamentaux du contrle de
gestion, et, plus gnralement, du pilotage
des performances de lentreprise.
Par pilotage, on entend ici les mthodes
visant orienter et clairer laction
des managers dans lentreprise et assurer
sa cohrence avec les objectifs
stratgiques. A la diffrence de la
comptabilit de gestion (cours CPTG21031,
CPTC31080, CPTC31081) qui, elle, porte sur
le systme dinformation et a pour objectif
de structurer linformation comptable
des fins de gestion et de dcision,
ce cours porte donc sur des pratiques
managriales qui mobilisent une large
palette dinstruments comptables et non
comptables (budget et contrle budgtaire,
facturations et prix de cession internes,
typologie des centres de responsabilit,
indicateurs de performance financire,
indicateurs de performance stratgique,

CPTG31149
Management Control
Prerequisite(s) - cf. tables
Core Course
Objectives:
Management Control (MC) has developed
into one of the key instruments in both
profit-oriented as well as nonprofit/public organizations over the past
decades. The competences and skills
taught in this course are basic to all
managers in order to fulfil their
responsibilities. Understanding MC thus is
an essential underpinning for future
managers from all kinds of functions
including but not limited to the finance
and accounting function, marketing and
sales, strategy and corporate
development, HR, organization, and R&D.
This course presents and critically
discusses the basic concepts, practices
and instruments of management control.
Topics:
This course introduces students to the
managerial practices, concepts and basic
techniques of management control, and
23

Catalogue des cours/Course Catalog 2015-2016

CPT

Teaching methods:
It is a research seminar where students
are involved in the topics studied.
Grading pattern:
Research file and presentations:
individual/group (60%)
Classroom participation (40%)

CPT

more generally of performance


management, i.e. the diverse methods
designed and implemented to pursue the
organizations organizational goals. Equal
emphasis is given to the techniques of the
management control process (transfer
pricing, return on investment, non
financial measures), the managerial
practices through which they are
implemented and the structural aspects of
control (responsibility centres, process
based management). The mechanical and
procedural details of management
accounting are minimized, while the
conceptual, behavioural and
communication aspects of planning and
control topics are emphasized. Thus, the
course neither covers the management
accounting concepts and techniques
already studied in prerequisite courses
nor provides a systematic refresher.
Furthermore, it does not cover some
advanced techniques of cost accounting
and planning, which are covered, for
example, in CPTG31212/213 or
CPTG31222/223.
Teaching methods:
Some lecture material will be presented by
the instructor, but a great emphasis will
be placed on students critical analyses,
reflection and discussions on the assigned
readings and business cases, which must
be carefully prepared by students before
each session.
Grading pattern:
Final test (40%), continuous control:
mini-quiz, written or oral treatment
of business cases, discussion of articles
(40%), presence and participation (20%).

piloter la performance globale au travers


de la gestion stratgique des cots et
du budget, et du choix dindicateurs
de performance dans les tableaux de bord.
Il sagit ainsi :
- Danalyser les facteurs dterminants
des cots le long de la chane de valeur
de lentreprise et de choisir le systme
de cots pertinents compte tenu des
objectifs stratgiques ;
- Dappuyer les choix stratgiques grce
des mthodes de calcul de cots
appropries ;
- De prvoir les cots afin danalyser
les carts avec les ralisations et de
construire le budget ;
- Didentifier les leviers daction sur les
cots pour choisir les indicateurs de
pilotage pertinents et de btir le tableau
de bord de gestion.
Il est conu comme un cours
dapprofondissement sur les pratiques
du contrle de gestion, tout en apprciant
les enjeux lis lutilisation dune
mthode ou dune autre, et les diffrences
sectorielles. Il peut tre suivi au choix
avant le fondamental de contrle de
gestion (CPTG31148), dont il facilite
la comprhension des situations
de gestion, ou aprs le fondamental
de contrle de gestion, afin dapprofondir
la pratique des outils.
Il sadresse donc en priorit aux futurs
responsables financiers ou de contrle
de gestion en entreprise, mais aussi tout
futur manager ou consultant de cabinets
de conseil en stratgie dsireux de mieux
comprendre les impacts de la gestion
stratgique des cots sur la performance.
Il est ainsi particulirement indispensable
aux tudiants qui souhaitent postuler
en cabinet de conseil en stratgie.
Thmes abords :
Le cours est organis de la faon
suivante :
- Utiliser les cots dans les dcisions
stratgiques.
- Anticiper et piloter les cots par le
budget et le contrle budgtaire.

CPTG31212
Gestion stratgique des cots
Prrequis - cf. tableaux
Objectifs :
Dans leur recherche de cration de valeur
et de performance durable, les entreprises
sont amenes porter un autre regard
sur lanalyse des cots : elles doivent
24

Catalogue des cours/Course Catalog 2015-2016

- To forecast the costs in order to be able


to analyze the variances with realized
values, thus providing opportunities for
learning and correction.
At the end of the module, students should
be able to distinguish the advantages and
disadvantages of the various methods and
to be operational in their use or
implementation in an organization.
It may be followed before the fundamental
course of management control
(CPTG31149), which facilitates the
understanding of management situations,
or after the fundamental course, as a way
to deepen the tools practisce.
The course is designed for future chief
financial or management control officers
in firms, but also for future managers
or consultants in strategy consulting
firms, who want to better understand the
impact of strategic cost management
on the performance. It is thus particularly
necessary for students wishing to apply
for a job in strategy consulting firms.
Topics:
The course provides for:
- A review of the basic notions and
techniques of cost calculation and cost
allocation,
- A review of the methods (direct costing,
full costing, target costing, budgeting,
variance analysis) to implement in order
to answer the different questions
evocated above,
- A synthesis on the settlement of costing
systems and its impact on the
forecasting process.
Teaching method:
The course is mainly turned towards
practical exercises resolution and real
cases discussion. Teaching hence will draw
strongly on student work on and
presentations of exercises, and/or cases
and/or readings and following plenary
discussions about the pros and cons of
alternative cost management techniques,
concepts, and practices. The emphasis
in class is on 2-way dialogue rather than
a one-way communication from teacher

CPTG31213
Strategic Cost Management
Prerequisite(s) - cf. tables
Objectives:
In their search for value creation and
in order to reach and sustain performance,
companies are driven to adopt a different
view on the analysis of costs, taking
into account the strategic priorities of the
company. It is thus a question of choosing
the method of cost calculation best suited
to the strategic context in which the
company operates in. In addition, costs
are no longer simply charged or allocated,
but are managed in a value-enhancing
manner. The course objectives are thus
the following:
- To analyze the factors which determine
costs and cost behaviour;
- To choose the appropriate costing system
in line with the firms strategic objectives
or the type of decisions to be made;
- To support strategic choices thanks to the
use of appropriate methods of cost
calculation;
- To control the costs along the value chain
of the firm;
25

Catalogue des cours/Course Catalog 2015-2016

CPT

- Piloter les leviers dactions sur les cots


par les tableaux de bord.
Pdagogie :
Aux cts dapports de connaissances
par le professeur, le cours sera surtout ax
sur la rsolution de cas pratiques et
la mise en situation. A lissue du module,
ltudiant doit tre capable de distinguer
les avantages et inconvnients
des diffrentes mthodes, afin dtre
oprationnel dans leur utilisation voire
leur implantation en entreprise.
Les participants seront invits changer
leurs expriences en matire de gestion
stratgique des cots.
Evaluation :
Contrle continu : remise de cas,
travaux de groupe en sance,
exposs (40%); participation active
(20%), quiz final (40%).

CPT

Pdagogie :
Le cours sappuie sur des cas pratiques
et sur ltat de la recherche dans
le domaine. Des cas sont proposs dans
des secteurs varis (sant, industrie
automobile, aronautique, arme,
banque) et le cours repose en grande
partie sur leur discussion.
Des intervenants extrieurs sont
rgulirement invits faire part de leur
exprience aux tudiants.
La participation active des tudiants
est donc indispensable. Dautre part,
le cours sappuie sur les derniers travaux
de recherche dans le domaine. Des
lectures de ces travaux sont demandes
aux tudiants et discutes en sance.
Evaluation :
Lvaluation repose sur le contrle
continu uniquement, lcrit et loral,
sur des travaux individuels hebdomadaires
(30%) et des prsentations collectives
de cas (25%) et de textes (25%).
La participation aux discussions est
essentielle et prise en compte dans
lvaluation (20%).

to student. Thus, students are expected


to prepare the readings/cases in advance,
to answer questions in class, and to
participate actively in discussions.
Students are encouraged to share their
own professional experiences on strategic
cost management with the class.
Grading pattern:
Active in-class participation (20%);
continuous control: mini-quiz, written or oral
treatment of business cases, discussion of
articles (40%); final quiz (40%).

CPTG31222
Piloter plans et projets
Prrequis - cf. tableaux
Objectifs :
Ce cours traite des principales mthodes
de pilotage transversal : dmarches
de planification stratgique, gestion
de projet, optimisation de processus.
Le point commun de ces pratiques et
outils est de combiner des perspectives
pluridisciplinaires (technique, finance,
marketing, stratgie, GRH, etc.) autour
dun mme objectif de performance.
Les cas et articles retenus portent sur
lindustrie, les services et les
organisations but non lucratif.
Thmes abords :
Dans un premier temps, le cours aborde
diffrentes conceptions du changement
organisationnel et prcise les notions
de ractivit, flexibilit, coordination,
apprentissage organisationnel.
Puis le cours traite de diffrents aspects
du systme de pilotage, en vue de
comprendre comment ce dernier peut
permettre dinscrire lorganisation
dans une dynamique de changement,
successivement :
- Les mthodes de planification
(stratgique, oprationnelle, financire)
et leur volution dans le temps ;
- Lanalyse des processus et leur
optimisation ;
- Le management des projets et les outils
de pilotage associs.

CPTG31223
Managing Plans and Projects
Prerequisite(s) - cf. tables
Objectives:
This course is about cross-functional
management approaches in
organizations: strategic planning, project
management, process optimization. These
approaches all combine multi-disciplinary
perspectives (finance, technology, HR,
strategy, etc.) around a common set of
objectives. The cases and readings cover
both industrial and service activities.
Topics:
The course begins by exploring the
characteristics a changing organization
may develop: reactivity, flexibility, ability
to learn and spread knowledge, etc. Then
it focuses on various aspects of control
systems and tools in order
to understand how they may enhance
26

Catalogue des cours/Course Catalog 2015-2016

danalyser ces dimensions caches


et au-del, leur donner des cls de lecture
permettant de comprendre comment
les acteurs sapproprient (ou au contraire
rsistent ) ces systmes. Il a galement
pour objectif de faire prendre conscience
du rle de ces instruments dans
la dgradation du bien-tre au travail ces
dernires dcennies et dexplorer des
pistes pour un management qui sappuie
moins sur la mesure et lvaluation.
Ce cours prsente un intrt particulier
pour des tudiants :
- En fin de cursus
- Cherchant une formation gnraliste
au management
- Intresss par la psychologie et/ou
la sociologie
- Internationaux (questions interculturelles)
- En cours de spcialisation en contrle
de gestion ou/et en GRH.
Le cours valide une UV pour la filire CFO
et le cursus Expertise Comptable.
Thmes abords :
- Les limites des instruments de gestion
et leurs effets dysfonctionnels
sur lefficacit des organisations
et la sant des salaris ;
- Les alternatives lusage intensif
dinstruments de gestion ;
- Lancrage culturel des instruments
et modles de gestion (France, USA,
monde sinis) ;
- le rle des instruments de gestion dans
le changement organisationnel et les
sources de rsistance potentielle;
- la psychologie du contrle et de
lvaluation, en particulier le besoin de
reconnaissance, les processus
dattribution causale et de construction
de lestime de soi.
Pdagogie :
La pdagogie, trs rflexive, propose
darticuler en permanence concepts
et grilles de lecture avec lexprience
(professionnelle, scolaire, etc.) des
tudiants. Elle repose sur lexploitation
de textes de recherche (sociologie
et psychologie pour lessentiel) (exposs)

CPTO31333
Instruments de gestion
et comportements
Comme son nom lindique, ce cours nest
ni un cours de comptabilit ni un cours
de contrle de gestion cest un cours
de management.
Il a t totalement reconu en 2014-2015
pour tenir compte des volutions rcentes,
savoir une emprise de plus en plus
forte des instruments de gestion sur les
organisations et la socit et ses effets
toxiques sur la sant des salaris.
Prrequis : aucun
Objectifs :
Les instruments de gestion (valuation
des personnes, tableaux de bord, budgets,
suivi de clientle, gestion de stocks,
gestion logistique, systmes de
classification et rmunration, etc.) sont
mobiliss dans toutes les fonctions du
management. Au-del de leurs objectifs
affichs, ils ont souvent galement
de multiples fonctions implicites, plus
ou moins occultes mais tout aussi
(voire parfois plus) importantes en
matire de conduite des organisations
et de comportements. Ce cours a pour
objectif de permettre aux tudiants
27

Catalogue des cours/Course Catalog 2015-2016

CPT

change in organizations: planning loops


(from strategic planning to budgeting);
process modelization and optimization,
cross-functional teams and projects
management. These issues are addressed
across different economic sectors:
automobile industry, aerospace, financial
services, healthcare, military, etc. Experts
and leaders from these organizations are
regularly invited to share their experience
with students.
Teaching methods:
The course relies on both case discussions
and ultimate research contributions.
Grading pattern:
Case analyses and presentations:
2-student teams (70%)
Classroom participation (30%)

CPT

CPTO31481
Cration de valeur et gouvernance

et sur des mini-cas qui, ensemble, offrent


les bases dun change collectif
approfondi, structur et constructif.
La pdagogie permet galement
de rflchir sur ses propres prsupposs
culturels et attitudes personnelles,
vis--vis de laction, la motivation,
lvaluation, la rcompense, etc.
Enfin, elle permet de remettre en
perspective thorique des expriences
professionnelles antrieures souvent
restes imparfaitement analyses.
Plus on a dexprience professionnelle,
plus on tire profit du cours. Le cours est
DECONSEILLE aux tudiants qui sont
attachs une pdagogie classique (cours
magistral) ou qui recherchent des recettes
de gestion dcontextualises.
Evaluation :
Elle repose 65% sur le contrle continu
(expos 35% + note de participation
aux dbats collectifs 30%) et pour 35%
sur un travail personnel (fin de trimestre).

Prrequis - cf. tableaux


Objectifs :
Ce cours est organis sous la forme dun
sminaire : il repose essentiellement sur
la prsentation et la mise en perspective
de travaux de recherche rcents sur
le thme de la cration de valeur et de
la gouvernance dentreprise. Il vise
permettre aux tudiants de mieux
comprendre les enjeux et techniques de
pilotage conomique lis aux diffrents
modes de gouvernance dentreprise.
Il est construit autour des deux modles
types de gouvernance : shareholder
et stakeholder.
Thmes abords :
- L'mergence et la diffusion de la notion
de valeur actionnariale en relation avec
les changements dans les systmes de
gouvernance des firmes,
- Les problmes de dfinition et de mesure
de la valeur cre (EVA, ROCE, TSR),
- La conception dobjectifs de
performance et de systmes dincitation
associs la notion de valeur,
- La rfrence la cration de valeur dans
la communication financire des
entreprises et les discours sur la valeur
actionnariale,
- La prise en compte de la notion de
cration de valeur dans la gestion
stratgique de l'entreprise : business
planning, dcisions
d'investissement/dsinvestissement,
optimisation de la politique financire,
- La prise en compte des notions de
responsabilit sociale dentreprise (RSE)
dans le pilotage de la cration de valeur,
- Limpact des pratiques dinvestissement
socialement responsable (ISR) sur le
pilotage des firmes,
- Les approches particulires de
gouvernance (SCOP, capitalisme
familial).
Pdagogie :
Le cours sappuie sur la prsentation
et la discussion des travaux de recherche
(cas ou articles) rcents, ainsi que sur

CPTO31420
Sminaire de recherche en contrle
de gestion
Pas de prrequis
Objectifs :
Ce sminaire vise organiser la rflexion
des tudiants sur des thmes avancs
et prsents dans les dbats actuels,
concernant le contrle de gestion ou plus
largement la vie des organisations.
Il sappuie sur la recherche des
professeurs permanents ou des
professeurs visitants.

CPTO31421
Research Seminar in Management
Control
Prerequisite(s) - cf. tables
This seminar aims to students thoughts
on advanced topics present in current
debates concerning the management
control or the wider scope of
organizations. It based on research by
professors or visiting professors.
28

Catalogue des cours/Course Catalog 2015-2016

CPTO31403
Sustainability Performance
Prerequisite(s) - cf. tables
Objectives:
The course provides a practical
understanding of Corporate Social
Responsibility (CSR). Particular focus is
made on:
- Measurement and control of CSR, how
emerging appraisal tools capture the
diverse attributes of CSR. These
measuring devices can be used both
from an internal point of view
(Management Control approach) or from
an external focus (Reporting or
Accountability purposes).
- The domain of socially responsible
investing (SRI): how information on ESG
(Environment/Social/Governance)
performances can be used in developing
alternative investment strategies and
SRI portfolios.
- Corporate social reporting, responsibility
and accountability in the context of
sustainable development.
Topics:
- CSR introduction, different traditions in
CSR. CSR in emerging markets.
- Social and Environmental Accounting,
Reporting and Disclosure.
- CSR and company strategy. Socially
responsible Investment.The
mainstreaming of SRI.
29
Catalogue des cours/Course Catalog 2015-2016

CPT

Teaching methods:
Instruction techniques will include
interactive lectures, class discussions,
presentations, simulations and case
studies. The course will adopt a largely
interactive style as lectures are designed
to open a dialogue between the instructor
and the students.
Course evaluation:
Ongoing individual evaluation (60%);
Group project (40%). A written document
and a presentation made by a team
of 3 or 4 students.

le tmoignage d'acteurs du domaine


(analystes financiers, dirigeants
dentreprises, agences de notation).
Des lectures prparatoires sont
demandes aux tudiants et discutes
en sance.
Evaluation :
Lvaluation repose sur du contrle
continu (mini-quiz portant sur les cas
ou articles prparer) et la ralisation
dun travail de recherche en quipe
sur un thme dactualit li aux questions
de gouvernance, qui fait lobjet dune
prsentation lors de la dernire sance.

CPT

Les proofesseurrs du dp
partemen
nt / Facullty Department M
Members
Paul AND
DRE, professseur
Directeurr de la Recheerche
PhD Acco
ounting, Schhool of Accounting, University of W
Waterloo,
Ontario MSc Sciencces Comptab
bles, Universit du Qubbec, Montral
B.A.A. Sciences
S
Co mptables, Universit
U
du Qubec, H
Hull
Comptable agr/Chhartered accountant (ICCA)
A lESSECC depuis 20007

Pierre BO
ONNEAULT, professeur enseignant
D.E.A. Scciences de G estion, Univversit Pariss XII-Val-de--Marne
Licence en
e Sciences Economiquees, Paris I-P
Panthon-Soorbonne
Diplme ESSEC
A lESSECC depuis 19772

Florence CAVELIUS, professeur enseignant associ


Doctorat en Sciencess de Gestion
n, Universit
Paris X-Nannterre
D.E.A. Geestion et Dynnamique des Organisatiions, ESSEC--ESCP-MinesPolytechn
nique-Univeersit Paris X-Nanterre
X
Agrgatioon Economiee
et Gestion, Option Coomptable Diplme de lEDHEC, Opption
Finances-Gestion-Coomptabilit
A lESSECC depuis 20009

Charles CHO,
C
professseur
Responsaable du dpaartement Co
omptabilit-Contrle dee gestion
Directeurr du Centre ddExcellencee Manageme
ent et Socitt
PhD in Bu
usiness Adm
ministration,, University of Central FFlorida
MSc in Acccounting, U
University off Central Flo
orida
B.Sc. in Accounting,
A
University of
o Central Fllorida
A lESSEC depuis 201 1

30
Catalo
ogue des cours//Course Catalog
g 2015-2016

Wolfgang DICK, professeur enseignant


Doctorat en Sciences de Gestion, Universit Paris XII-Val-de-Marne
Diplom-Kaufmann, Universitt des Saarlandes Diplme Ecole
Suprieure de Commerce de Paris
A lESSEC depuis 1996

Roger DINASQUET, professeur honoraire


Doctorat en Sciences de Gestion, Universit Paris XII-Val-de-Marne
Matrise en Gestion, Universit Paris IX-Dauphine Diplme
dExpertise Comptable
A lESSEC depuis 1973

Anastasios ELEMES, professeur assistant


PhD in Financial Accounting, Rotterdam School of Management
MSc in Finance and Investments, Rotterdam School of Management
A lESSEC depuis 2015

31
Catalogue des cours/Course Catalog 2015-2016

CPT

Ren DEMEESTERE, professeur honoraire


D.E.S. Sciences Economiques D.E.A. Sciences de Gestion
Ingnieur diplm de lEcole Polytechnique de Paris
A lESSEC depuis 1974

CPT

Christoph ENDENICH, professeur assistant


Doctoral Study in Management Accounting, TU Dortmund University,
Germany Study of Business Administration, University of Cologne,
Germany
A lESSEC depuis 2015

Andrei FILIP, professeur associ


Doctorat en Sciences Economiques et Sociales, Universit
de Genve, Suisse M.A. Decision and Management Control
in Accounting, The Bucharest Academy of Economic Studies,
Romania B.A. in Accounting and Management Information
Systems, The Bucharest Academy of Economic Studies, Romania
A lESSEC depuis 2009

Marie-Landre GOMEZ, professeur associ


Doctorat en Sciences de Gestion, Universit Paris X-Nanterre
D.E.A. Stratgie et Management, Universit Paris IX-Dauphine
Diplme ESSEC
A lESSEC depuis 2003

Michel GORDIN, professeur enseignant associ


Directeur Excutif du Centre de Formation des Apprentis (CFA)
I.C.G. Cycle de Management suprieur Licence en Sciences
Economiques, Universit Paris I Diplme de lInstitut Suprieur
dElectronique de Paris (ISEP)
A lESSEC depuis 2008

32
Catalogue des cours/Course Catalog 2015-2016

Anne JENY-CAZAVAN, professeur


Doctorat en Sciences de Gestion, HEC D.E.A. Concepts et Mthodes
du Diagnostic dEntreprise, Universit Paris IX-Dauphine Matrise
en Finance, Universit Paris IX-Dauphine
A lESSEC depuis 2002

Bernard LECA, professeur


Agrgation de lenseignement suprieur Doctorat en sciences
de gestion, Universit de Lille 1
A lESSEC depuis 2015

Stefan LINDER, professeur assistant


PhD in Management Control, CBS, Copenhagen, Danemark
Doctorat in Economic Science, WHUOtto Beisheim School
of Management, Germany MSc in Economics and Business
Administration, WHUOtto Beisheim School of Management,
Germany
A lESSEC depuis 2011

33
Catalogue des cours/Course Catalog 2015-2016

CPT

Thomas JEANJEAN, professeur


Directeur Gnral Adjoint en charge de la Formation Permanente
Doctorat en Sciences de Gestion, Universit Paris IX-Dauphine
Agrgation dEconomie et Gestion, Ecole Normale Suprieure
de Cachan Magistre de Sciences de Gestion, Universit Paris IXDauphine
A lESSEC depuis 2010

CPT

Philippe LORINO, prrofesseur m


minent
Doctorat en Sciencess de Gestion
n, Universit
Paris XII-VVal-de-Marne
Habilitaation dirigger des recherches, Universit Pariss XII-Val-deeMarne Ingnieur
I
diiplm de lEcole Polyte
echnique dee Paris Eco
ole
Nationalee Suprieuree des Mines de Paris
A lESSECC depuis 19993

Daphne LUI,
L professseur assistan
nt
Campus de
d Singapouur
PhD in Acccounting, LLondon Busiiness School MSc in Fiinance,
London Business
B
Schhool BSc in
n Economicss, Chinese U
University
of Hong Kong,
K
Hong Kong
A lESSECC depuis 20009

Nicolas MOTTIS,
M
pro fesseur
Doctorat en Economiie, Ecole Polytechnique
e, Paris Haabilitation
diriger les recherchhes, Universsit Paris IX--Dauphine D.E.A.
Mthodes Scientifiquues de Gestiion, Universsit Paris IX--DauphineEcole Pollytechnique--Ecole des Mines
M
Ecolle Suprieurre
de Commerce de Nanntes
A lESSECC depuis 19995

Luc PAUG
GAM, professseur assistaant
PhD in Fin
nancial Accoounting, Universit Paris IX-Dauphhine
Chartered
d Financial A
Analyst, CFA
A Institute MSc in Finaance
(Master 104),
1
Univerrsit Paris IXX-Dauphine
A lESSEC depuis 201 2

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ogue des cours//Course Catalog
g 2015-2016

Chrystellle RICHARD , professeurr associ


Doctorat en Sciencess de Gestion
n, Universit
de Montpeellier II
D.E.A. Co
omptabilit, Dcision, Contrle,
C
Universit
Paris IX-D
Dauphine A
Agrgation dEconomie
e et de Gestiion, Option
Comptabiilit et Gesti
tion Financire, Ecole Normale Suprieure
de Cachan, Dpartem
ment Econom
mie et Gestio
on
A lESSECC depuis 20008

Grard VIENS, profeesseur honorraire


C.B.E., Northwesternn Universityy, Chicago Certified Heealthcare Risk
Manager Diplme H
HEC
A lESSECC depuis 19772

Peter WA
ALTON, profeesseur hono
oraire
PhD Lond
don School oof Economiccs MSc in Accounting
A
& Finance,
London School
S
of Ecoonomics B.A.
B French, German, Ecconomics,
London University
U
A lESSECC depuis 20000

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ogue des cours//Course Catalog
g 2015-2016

CPT

Carlos RA
AMIREZ, proofesseur asssoci
Habilitattion dirige r les rechercches, Universit Paris 1 PanthonSorbonnee PhD in S ociology, EH
HESS, Paris Agrgatioon de sciencces
sociales Diplme H
HEC
A lESSECC depuis 20114

CPT

Adrian ZIICARI, profeesseur enseignant assocci


PhD in Bu
usiness Admiinistration, Universidad
d de Rosarioo, Argentinaa
CFA Chartterholder, CFFA Institute, USA MBA
A, Universiddad Adolfo
Ibez, Chile
A lESSEC depuis 20099

Hors dp
partement
Annick ANCELIN-BO
A
OURGUIGNO
ON, professe
eur
Habilitation dirige r les rechercches, Universit Paris IXX-Dauphinee
D.E.A. et Doctorat enn Sciences de
d Gestion, Universit
U
PParis IPanthon
n-Sorbonne Diplme ESSEC Coa
ach certifiee (Rseau
Pluridis)
A lESSECC depuis 19992

Les ch
hargs de cou
urs / Adj
djunct Lecture
L
ers
Cette listte est donne sous rseerve de channgements.
Albert AIDAN Floriee ALLENET Franois BO
OUYER Passcale CHASTAING-DOBLI
LIN Henry
ALINCOURT Christian FFRAY Paul JOHNSON-FFERGUSON Marie-Paulle
CLAVIJO Adrien DA
LABREUR
R Sbastien
n de LA LANDE Pascal de LA MORIINERIE Fra
anois de LAAUBIER
Ghislainee LAVAL - Beenoit LE NOR
RMAND Jeaan-Marc MEVVELLEC Kirrsty WALKERR PAOLI
Nicolas PPONCET Benjamin RIBA
AULT Nathhalie ROHMEER Edouard
d SATTLER Marie-Laurre
TROLLIETT Antoine VAN
V DER ELS
ST.

36
Catalo
ogue des cours//Course Catalog
g 2015-2016

DEV

Droit et Environnement de lEntreprise


Public and Private Policy

DEV

Professeurs responsables / Department Heads : Genevive HELLERINGER, pour le ple Droit ;


Patrice NOISETTE, pour le ple Environnement de lEntreprise
Assistantes / Assistants : Annabelle ALANOIX, Sverine BLAIS, Dorothe QUITTELIER

Le dpartement est structur autour


de trois ples : Droit, Environnement
de lEntreprise et Immobilier.
Le dpartement Droit et Environnement
de lEntreprise dveloppe ses activits
denseignement autour de ces ples
complmentaires en intgrant
des spcialisations professionnelles
ou acadmiques.

The department is structured around three


topics: Law, Business Environment and Real
Estate.
Courses in the Public and Private Policy
department are essentially divided into
two complementary streams, each of
which has its own professional or academic
specializations.

1. PLE DROIT
Le droit est une composante majeure de
la vie des affaires. Aussi les professionnels
qui dirigent et accompagnent les
entreprises doivent-ils acqurir une
culture juridique de base et dvelopper
de bons rflexes lgard des risques
et des opportunits juridiques. Le droit
fait donc partie intgrante de la formation
dun manager accompli.

1. LAW
Law being a major dimension of business,
managers need to acquire a basic legal.
Courses give students the basic knowledge
required of managers. For students wishing
to pursue advanced coursework in business
law, the department offers a Law Program.
By partnering with other universities (see
chapter Partnership Agreements), it has
set up a dual track that students may follow
in order to gain entry into the legal
professions, including, in particular, the
practice of law. Professors also offer work
experience (research credits).

Une formation de base est offerte aux


futurs managers : elle les introduit une
dimension indispensable de la vie des
affaires. Une formation ouverte vers les
ralits juridiques de lentreprise est
offerte aux tudiants juristes qui
rejoignent lcole. Pour les tudiants qui
souhaitent accder une formation plus
avance en droit des affaires, le
dpartement propose la filire Cursus
Droit (voir Filires). Des partenariats
ont t mis en place avec les universits
pour articuler la double formation que ces
tudiants devront suivre pour accder
aux professions juridiques (avocat,
notamment). Les professeurs proposent
galement la ralisation de travaux
dinitiation la recherche (UV de
recherche), y compris dans le cadre
du CEDE (un centre de recherche
transversal en conomie et droit dirig par
V. de Beaufort et F. Jenny).
38

Catalogue des cours/Course Catalog 2015-2016

2. BUSINESS ENVIRONMENT
2.
BUSINESS
These
courses ENVIRONMENT
foster an awareness
These
courses fosterofanthe
awareness
and understanding
business local
and
understanding
of
the
business
and social environments and
their local
and
social environments
their main
management.
They focusand
on three
management.
They focus
on three main
areas of professional
study:
areas
of professional
study: business
- Regional
and environmental
-strategy,
Regionallocal
and government
environmental
business
management
strategy,
local
government
management
and strategy;
and
strategy;
- Social
entrepreneurship and the corporate
-social
Socialresponsibility;
entrepreneurship and the corporate
social
responsibility;
- Public-private negotiation and mediation.
- Public-private negotiation and mediation.
Three chairs*, an institute** - the Institute
Three
chairs*,and
anEducation
institute**
the Institute
for Research
on- Negociation
for
Research
and
Education
on Negociation
(ESSEC
IRENE)
- and
a Research
center ***
(ESSEC
- and a Research center ***
overseeIRENE)
this instruction.
oversee this instruction.

Trois chaires*, un Institut** et un Centre


Trois
chaires*, un permettent
Institut** etdeunstructurer
Centre ces
de recherche***
de recherche*** permettent de structurer ces
enseignements.
enseignements.

*The three chairs are the Urban Economy Chair led


*The
three chairs
areVALLERUGO,
the Urban Economy
by Professor
Franck
the SocialChair led
by
Professor Franck
VALLERUGO,
the Social
Entrepreneurship
Chair
led by Professor
Thierry
Entrepreneurship
led by Professor
SIBIEUDE and theChair
Philanthropy
Chair ledThierry
by
SIBIEUDE
and the Philanthropy
led by
Professor Anne-Claire
PACHE (seeChair
Chairs).
Professor Anne-Claire PACHE (see Chairs).
**The activities of the Institute for Research and
**The
activities
of the Institute
Research
and
Education
on Negotiation
(ESSECforIRENE)
include
Education
on Negotiation
IRENE)
include
interdisciplinary
research, (ESSEC
practical
training
interdisciplinary
research,
practicalintraining
workshops, and field
interventions
post-conflict
workshops,
andteam
field is
interventions
in post-conflict
situations. The
located in Cergy,
Singapore
situations.
Theand
team
is located
in Cergy,
Singapore
(IRENE ASIA),
Brussels
(IRENE
EUROPA).
(IRENE
and Brussels
EUROPA).
It is led ASIA),
by Professor
Aurlien(IRENE
COLSON.
It
led by Professor
Aurlien
COLSON.
Forisfurther
information,
see www.essec-irene.com
For further information, see www.essec-irene.com

* La chaire dEconomie Urbaine, dirige par


*
chaire dEconomie
Urbaine, dirige
par
leLa
professeur
Franck VALLERUGO,
la chaire
le
professeur Franck
VALLERUGO,
la chaire
dEntrepreneuriat
Social
dirige par
le professeur
dEntrepreneuriat
dirige
par le professeur
Thierry SIBIEUDE, Social
la chaire
Philanthropie
dirige par
Thierry
SIBIEUDE,
la chairePACHE
Philanthropie
dirige par
le professeur
Anne-Claire
(cf. Chaires).
le professeur Anne-Claire PACHE (cf. Chaires).
**LInstitut de Recherche et dEnseignement sur la
**LInstitut
Recherche
dEnseignement
sur la
Ngociation de
(ESSEC
IRENE)etdveloppe
une recherche
Ngociation
(ESSECdes
IRENE)
dveloppe
une
interdisciplinaire,
ateliers
pratiques
derecherche
formation
interdisciplinaire,
des ateliers
pratiques
de formation
et des actions de terrain
en situations
post-conflits.
et
des actions
deSingapour
terrain en (IRENE
situations
post-conflits.
Prsent
Cergy,
ASIA)
et Bruxelles
Prsent
Cergy, Singapour
(IRENE
et Bruxelles
(IRENE EUROPA),
il est dirig
par leASIA)
professeur
(IRENE
AurlienEUROPA),
COLSON.il est dirig par le professeur
Aurlien
Pour plusCOLSON.
dinformations : www.essec-irene.com
Pour plus dinformations : www.essec-irene.com

***Center for, Consultation, Negotiation,


***Center
for,Conception
Consultation,
Environment,
andNegotiation,
Territories - CONNECT :
Environment,
and Territoriesresearches
- CONNECTon
:
has for missionConception
to lead interdisciplinary
has
for missiondialogues
to lead interdisciplinary
researches
the territorial
and their links with
the on
the
territorial
dialogues
theirthey
linksfit.
with
theled by
processes
of decision
intoand
which
It is
processes
decisionDEinto
which
they
fit. It is led by
Professor of
Laurence
CARLO.
For
further
Professor
Laurence
DE CARLO. For further
information,
see http://connect.essec.edu
information, see http://connect.essec.edu

***Le Centre CONNECT (Concertation, Ngociation,


***Le
Centre CONNECT
(Concertation,
Ngociation,
Environnement,
Conception
et Territoires)
a pour
Environnement,
et Territoires)
a pour
mission de menerConception
des recherches
transdisciplinaires
mission
de mener desterritoriales
recherches transdisciplinaires
sur les concertations
et leurs liens avec
sur
les concertations
territoriales
et leurs
avec
les processus
de dcision
dans lesquels
ilsliens
sinsrent.
les
processus
deledcision
dansLaurence
lesquelsDE
ilsCARLO.
sinsrent.
Il est
dirig par
professeur
Il
estplus
dirig
par le professeur
Laurence DE CARLO.
Pour
dinformations
: http://connect.essec.edu
Pour plus dinformations : http://connect.essec.edu

39

39 Catalog 2015-2016
Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

DEV

2. PLE ENVIRONNEMENT DE
2.
PLE ENVIRONNEMENT DE
LENTREPRISE
LENTREPRISE
Il sagit de sensibiliser les tudiants la
Il
sagit de sensibiliser
les tudiants externe
la
comprhension
de lenvironnement
comprhension
de
lenvironnement
externe
des entreprises, la fois territorial, socital
des
entreprises,
la foisdeterritorial,
socital
et politique.
Trois axes
prparation
et
politique. Trois
axes
de prparation
professionnelle
sont
privilgis
:
professionnelle
sont privilgis
:
- la stratgie territoriale
et
- la
stratgie territoriale
et
environnementale
de lentreprise
et la
environnementale
de lentreprise
et la
gestion et la stratgie
des collectivits
gestion
et
la
stratgie
des
collectivits
publiques ;
;
- publiques
lentrepreneuriat
social et la
- lentrepreneuriat
socialdeetlentreprise
la
responsabilit sociale
;
responsabilit
sociale
de
lentreprise
;
- la ngociation, la mdiation et la
- la
ngociation,ainsi
la mdiation
et la
gopolitique,
que la concertation
gopolitique,
public-prives.ainsi que la concertation
public-prives.

DEV

3. PLE IMMOBILIER
3.
IMMOBILIER
LesPLE
tudiants
ont la possibilit de suivre des
Les
tudiants ont
la possibilit
suivre des
enseignements
transverses
lisde
aux
enseignements
transverses
lis
aux
problmatiques immobilires des grands
problmatiques
immobilires
des grands
comptes et des collectivits
locales,
ainsi
comptes
et des de
collectivits
locales, ainsi
quaux mtiers
lasset management
quaux
mtiers
lasset management
immobilier
et dudemontage
doprations
immobilier
et du
montage
immobilires.
Une
chaire *doprations
et une filire **
immobilires.
chaire ces
* etenseignements.
une filire **
permettent deUne
structurer
permettent de structurer ces enseignements.

3. REAL ESTATE
3.
ESTATE
TheREAL
students
have the possibility to follow
The
students haveteachings
the possibility
follow
cross-functional
in bothtopoles
cross-functional
teachings
in
both
poles
relative to Real Estate Economics, Finance
relative
to Real Estate
Economics,
Finance
and Management.
These
courses foster
an
and
Management.
These courses
an
awareness
and understanding
of foster
corporate
awareness
and
understanding
of
corporate
and local authority real estate issues as well
and
local
authority
estate issues
as well
as real
estate
asset real
management
professions.
as
real estate
A chair
* and aasset
real management
estate track **professions.
structure
Athese
chairteachings.
* and a real estate track ** structure
these teachings.

*La chaire Immobilier et Dveloppement Durable


*La
chaire
et Ingrid
Dveloppement
Durable
dirige
parImmobilier
le professeur
NAPPI-CHOULET
dirige
par le professeur
NAPPI-CHOULET
(cf. Chaires).
Pour plusIngrid
dinformations
: www.essec(cf.
Chaires). Pour plus dinformations : www.essecimmobilier.fr
immobilier.fr
**La filire Immobilier accrdite RICS dirige par
**La
filire Immobilier
accrdite RICS
dirige
par
le professeur
Ingrid NAPPI-CHOULET
(Royal
Institution
le
Ingrid NAPPI-CHOULET
(Royal Institution
of professeur
Chartered Surveyor)
(cf. ch. Filires)
of Chartered Surveyor) (cf. ch. Filires)

*The Real Estate and Sustainable Development Chair


*The
EstateIngrid
and Sustainable
Development Chair
led byReal
Professor
NAPPI-CHOULET
led
by Professor Ingrid
NAPPI-CHOULET
(see."Chaires).
For further
information, see:
(see."Chaires).
For further information, see:
www.essec-immobilier.fr
www.essec-immobilier.fr
**The Real Estate Track accredited by the RICS
**The
Estate Track
accredited
by the led
RICSby
(RoyalReal
Institution
of Chartered
Surveyor)
(Royal
Institution
of Chartered Surveyor)
by
Professor
Ingrid NAPPI-CHOULET
(see. ch.led
"Filire)
Professor Ingrid NAPPI-CHOULET (see. ch. "Filire)

40

40 Catalog 2015-2016
Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

DEEVD31246
Droitt des mdias

DEEVD31228
PProprit
inttellectuelle
DEEVD31300
Eloquence
et rhtorique

DEVD31216
D
Droit concurrence

DEVD31122
D
Droit & politiques
de
d lEurope
DEVD31116
D
Droit des contrats

DEVD31212
D
Pratique
des affaires
a
intles

COMM
MUNICATION
ETT MEDIAS

VENTE, ACHAT,
FONCTIONS
F
COM
MMERCIALES

DEEVD31250
Droiit ingnierie
fiinancire

DEEVD31132
Droit fiscal interne
& interl
DEEVD31227
Law and
Gloobalization

DEEVD31126
Droitt des affaires

COM
MPTABILITE,
CON
NTROLE DE
GESTTION, AUDIT,
F
FINANCE
DENTREPRISE

DEVVD31227
La
aw and
Glob
balization

DEV
VD31224
Droitt europen
dess affaires

DEV
VD31250
Droit
ing
gnierie
fin
nancire

CO
ONSEIL,
STRA
ATEGIE ET
AN
NALYSE,
FU
USIONACQU
UISITIONS

DEVD
D31132
Droit fisccal interne
& innterl

DEVD
D31212
Praatique
des affaiires intles

DEVEE31200
D
Droit
et entreppreneuriat

ENTREPR
RENEURIAT
MANA
AGEMENT
GEN
NERAL

DEVD
D31132
Droitt fiscal
internee & interl

DEVD
D31250
Droit in
ngnierie
financire
DEVCC31252
Droit urbanisme
& imm
mobilier

DEVD
D31220
Droit bancaire
b
et bo
oursier

FINANCE DE
MAR
RCHE,
BAN
NQUE,
ASSURANCE,
GESTTION DE
PATRIIMOINE,
IMMO
OBILIER

DEVVD31227
Law and Globalization

DEV
VD31114
Dro
oit Pnal
des affaires
DEV
VD31300
Elo
oquence
et rh
htorique

-Droit des affaires


-Droit public
-Droit europen

La filire Droit :
une filirre ddie,
abritant trois
t
spcialisa
ations :

FON
NCTIONS
JURIIDIQUES,
AVOCATTS, JURISTE
DENTTREPRISE

DEVC31134
EEtat et gouvernance

DEVD31300
Elooquence et rhtorique

Filiree Droit, spcialisation :


Droit ppublic et droit europeen
- DEVDD31130
Droit ppublic de lentreprise
- DEVDD31244
Institu
tutions de lUE&lobbyin
ng
- DEVDD31122
Droit & politiques de lEurop
pe
- DEVDD31224
Droit eeuropen des affaires
DEVD31227
Laaw and Globalization

FOONCTION PUBLIQUE,
ORGANISATIONS
IINTERNATIONALES,
LOBBYING

DEV

DEVD31116
Droit
des contrats
DEVE31200
Droit
et
entrepreneuriat

DEVD31242
Droit du travail

RESSOURCES
HUMAINES

Au--del de la diversit ddes secteurs dactivitt et des environnem


ments juridiques qui leur sont propres, lees grandes familles de
d fonctions occupees par les diplms ESSEC
E
requirent
certtaines connaissances et comptences spcifiques en matiree juridique. Le tableaau ci-dessous permett de les identifier. Nu
ullement destin bbrider votre souhait de
d suivre tel ou tel
cou
urs (qui pourra rvleer une apptence pour la fonction au service de laquelle il see met), il doit vous aiider reprer les 2 ou 3 cours les plus im
mmdiatement pertin
nents pour votre
projjet professionnel.

onctions ? Which
h law courses forr which functionss?
Quels cours de droiit pour quelles fo

DEVE31268 - B
Faire un business
plan social

DEVN31130
Ngociation, dmocratie
locale
DEVC31252
Droit urbanisme &
immobilier

DEVC31408
Sm. Chaire co. urbaine

DEVC31202
Gestion des collectivits
locales

DEVC31208
Urbanisme et amnagement

DEVC31406
Sm. application co.
urbaine

DEVC31402
Sm. Chaire ent. social

DEVC31206 - A
Grer une entreprise sociale

DEVC31204
Marketing urbain

DEVC31212
Politiques publiques locales

DEVC31112
Enjeux de lconomie
sociale

DEVC31114
Economie urbaine
et rgionale

DEVC31110
Acteurs publics

DEVC31404
Sm. applic entrepreneur
social

DEVC31210
Resp. soc. Ent. & dv.
durable

DEVE31102
Philanthropie et impact

Cours dapprofondissement
Specialization courses

A
B: il est fortement recommand de suivre A avant B
NB : les prrequis sont indiqus pages suivantes

DEVC31134
Etat et gouvernance

Gouvernance et conomie urbaine, Innovation et entrepreneuriat social / Urban governance and economics, Social
innovation and entrepreneurship
Entrepreneuriat social
Economie urbaine
Social
Entrepreneurship 
Urban Economics

DEV

Cours de base
Basic courses
Sminaires
de chaires
Chair Seminars

B : il est fortement recommand de suivre A avant B

DEVI31430
Sm. application immobilier

DEVI31432

Urbanisme et amnagement

Droit urbanisme & immobilier

Sm. Chaire immobilier

DEVC31208

NB : les prrequis sont indiqus pages suivantes

DEVI31254
Investissements immobiliers

DEVC31252

DEVI31250
Montage opration immobilire

DEVI31233

Management immobilier

Marchs & produits immobiliers

International Property Market


Analysis

DEVI31256

DEVI31130

Gestion Immobilire / Real Estate Management

Cours dapprofondissement
Sminaires de chaires

Basic courses
Specialization courses
Chair Seminars

DEV

Cours de base

Droit Pnal des affaires

Droit des contrats


Droit & politiques de lEurope
European Law

Droit des affaires

Doing Business

Droit public de lentreprise

DEVD31114

DEVD31116
DEVD31122
DEVD31125

DEVD31126

DEVD31127

DEVD31130

Pratique des affaires intles

Droit concurrence

Droit bancaire et boursier

Droit europen des affaires

Law and Globalization

Proprit intellectuelle

Intellectual Property

International Business Law

Cursus droit Droit civil 1

Cursus droit Droit civil 2

Droit du travail

Institutions de lUE&Lobbying

DEVD31212

DEVD31216

DEVD31220

DEVD31224

DEVD31227

DEVD31228

DEVD31229

DEVD31231

DEVD31232

DEVD31234

DEVD31242

DEVD31244

DEVD31132 Droit fiscal interne & interl


Cours dapprofondissement / Specialization courses

Etat et gouvernance

DEVC31134

Cours de base / Basic courses (*)

DROIT / LAW (DEVD)

DROIT / LAW

DEVD31228

V. de Beaufort

G. Helleringer

G. Helleringer

G. Helleringer

G. Helleringer

G. Helleringer

DEVD31126

DEVD31125
DEVD31122

DEVD31134

Equivalent(s)
Equivalent(s)

DEVD31229

Prrequis obligatoire(s)
Mandatory prerequisite(s)

G. Helleringer

G. Helleringer

V. de Beaufort

H. Bouthinon-Dumas

V. de Beaufort

G. Helleringer

H. Bouthinon-Dumas

V. de Beaufort

G. Helleringer

G. Helleringer

V. de Beaufort
G. Helleringer

G. Helleringer

H. Bouthinon-Dumas

F. Vallrugo, V. de Beaufort

Responsable(s) du cours
Course coordinator(s)

DEV

Droit ingnierie financire

Sminaire DEV

Montage opration immobilire

Investissements immobiliers

Management immobilier

DEVI31250

DEVI31254

DEVI31256

Sm. application immobilier

Sm. Chaire immobilier

DEVI31430

DEVI31432

SEMINAIRES DE CHAIRE / CHAIR SEMINARS

DEVI31252

Intl Property Market Analysis

DEVI31233

(recommended: DEVI31129 or DEVI31130)

I. Nappi-Choulet

DEV

Ce sminaire porte sur des thmes variables en fonction des intrts des professeurs du dpartement comme des intervenants extrieurs. Ce sminaire a un enseignement dune
dure comparable celle dun cours et faisant lobjet dUV.
*Ces cours donnent les connaissances indispensables acqurir avant tout approfondissement de la matire concerne. Ils sont galement des prrequis pour
des cours plus approfondis / These courses give basic knowledge useful for advanced courses. They are also prerequisites for specialized courses.

I. Nappi-Choulet

I. Nappi-Choulet

(recommended: DEVI31129 or DEVI31130)

I. Nappi-Choulet

I. Nappi-Choulet

I. Nappi-Choulet

P. Noisette

Droit urbanisme & immobilier

DEVC31252

Equivalent(s)
Equivalent(s)
DEVI31129

(recommended: DEVI31129 or DEVI31130)

Prrequis obligatoire(s)
Mandatory prerequisite(s)

I. Nappi-Choulet

Responsable(s) du cours
Course coordinator(s)

A. Colson, L. De Carlo

DEVI31130 Marchs & produits immobiliers


Cours dapprofondissement / Specialization courses

Cours de base / Basic courses (*)

GESTION IMMOBILIERE /
REAL ESTATE MANAGEMENT (DEVI)

DEVD31402

In italic, courses taught in English.

H. Bouthinon-Dumas

G. Helleringer
DEVE31200 Droit et entrepreneuriat
Cours transversal ou de synthse/Sminaire thmatique / Trans-disciplinary or synthesis course/Thematic course or seminar
H. Bouthinon-Dumas
DEVD31300 Eloquence et rhtorique

DEVD31250

Cours dapprofondissement / Specialization courses (suite)


G. Helleringer, V. de Beaufort
DEVD31246 Droit des mdias

Responsable(s) du cours
Course coordinator(s)

Prrequis obligatoire(s)
Mandatory prerequisite(s)

Equivalent(s)
Equivalent(s)

Economie urbaine et rgionale

Etat et gouvernance

DEVC31114

DEVC31134

Grer une entreprise sociale

Urbanisme et amnagement

Resp. soc. Ent. & dv. durable

Politiques publiques locales

DEVC31206

DEVC31208

DEVC31210

DEVC31212

Sm.applic. ent. social

Sm. application co. urbaine

Sm. Chaire co. urbaine

DEVC31404

DEVC31406

DEVC31408

Philanthropie et impact

Faire un business plan social

DEVE31102

DEVE31268

ENTREPRENEURIAT / ENTREPRENEURSHIP (DEVE)

Sm. Chaire ent. social

DEVC31402

SEMINAIRES DE CHAIRES / CHAIRS SEMINARS

F. Vallrugo

T. Sibieude

A-C. Pache

F. Vallrugo

F. Vallrugo, P. Noisette

T. Sibieude

T. Sibieude

F. Vallrugo

T. Sibieude

P. Noisette

T. Sibieude

F. Vallrugo

Marketing urbain

DEVC31204

L. de Carlo

F. Vallrugo, V. de Beaufort

F. Vallrugo

T. Sibieude

Ngociation, dmocratie locale


Cours dapprofondissement / Specialization courses
DEVC31202 Gestion collectivits locales

DEVN31130

Enjeux de lconomie sociale

DEVC31112

(recommended: DEVC31112)

(recommended: DEVC31114 and DEVC31110)

(recommended: DEVC31110 and DEVC31212)

DEVD31134

GOUVERNANCE ET ECONOMIE URBAINE, INNOVATION ET ENTREPRENEURIAT SOCIAL / URBAN GOVERNANCE AND ECONOMICS, SOCIAL INNOVATION AND
ENTREPRENEURSHIP
Cours de base / Basic courses (*)
DEVC31110 Acteurs publics
F. Vallrugo

ENVIRONNEMENT DE LENTREPRISE /
BUSINESS ENVIRONMENT

DEV

Mediation Workshop

DEVN31263

DEVN31263
DEVN31262

A. Colson
A. Colson

A. Colson, T. Chao

Negotiate Bus. Deals China (T4 Singapore)

DEVN31401

Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

*Ces cours donnent les connaissances indispensables acqurir avant tout approfondissement de la matire concerne. Ils sont galement des prrequis pour
des cours plus approfondis / These courses give basic knowledge useful for advanced courses. They are also prerequisites for specialized courses.

In italic, courses taught in English.

A. Colson, L. Bibard

Co-dveloppement dans les pays mergents

DEVN31300

Cours transversal ou de synthse/Sminaire thmatique / Trans-disciplinary or synthesis course/Thematic course or seminar

Atelier de mdiation

DEVN31262

DEVN31240

DEVN31140 or DEVN31141 or DEVN31130


or DEVN31260

A. Colson

Advanced Negotiation Workshop

DEVN31241

DEVN31140 or DEVN31141 or DEVN31130 or


DEVN31260

A. Colson

DEVN31241

DEVN31140

A. Colson

DEVN31141 Negotiation Workshop


Cours dapprofondissement / Specialization courses

Ngociations complexes

DEVN31141

A. Colson

DEVN31240

DEVN31260

L. de Carlo

Atelier de ngociation

DEV

Equivalent(s)
Equivalent(s)

Ngociation, dmocratie locale

Prrequis obligatoire(s)
Mandatory prerequisite(s)

DEVN31140

Responsable(s) du cours
Course coordinator(s)

DEVN31130

Cours de base / Basic courses (*)

NEGOCIATION / NEGOTIATION (DEVN)

ENVIRONNEMENT DE LENTREPRISE /
BUSINESS ENVIRONMENT

DEV

DEVC31110
Acteurs publics

- DEVC31204, relatif au marketing


territorial (principe de concurrence entre
collectivits locales et plans stratgiques
de dveloppement conomique) ;
- DEVC31212, relatif aux politiques
publiques locales.
Evaluation :
Quiz intermdiaire pour moiti de la note
et quiz final pour lautre moiti.

Objectifs :
- Dresser un panorama introductif
des enjeux auxquels sont confrontes
les organisations publiques locales,
- Analyser les politiques publiques quelles
ont mises en place pour y faire face.
La connaissance de ces organisations
un peu particulires et la matrise de leurs
outils de gestion vous seront utiles dans
votre vie professionnelle, que vous soyez
gestionnaires de ces collectivits ou de
leurs satellites, ou que vous ayez vous
inscrire, au sein de grands groupes privs,
dans une dmarche de partenariat
public/priv.
Thmes abords :
Le monde des collectivits locales
a profondment et rapidement volu ces
dernires annes, avec des comptences
largies mais des contraintes financires
et juridiques accrues, une demande
sociale croissante mais aussi lmergence
dune vritable concurrence entre
territoires ingalement dots.
Le Management public local est le
rsultat dune modernisation conduite par
les collectivits les plus dynamiques.
Inspir des modes de gestion du secteur
priv mais respectueux de lintrt
gnral, il cherche dgager des marges
de manuvre nouvelles pour une gestion
plus active des besoins de la population
et pour anticiper le dveloppement
des territoires.
Les collectivits locales et leurs satellites
sont plus que jamais incontournables dans
lconomie locale et nationale, recrutent
des agents contractuels extrieurs de haut
niveau, traitent un volume considrable
daffaires avec le secteur priv.
Vous pourrez, par la suite, prciser vos
connaissances du domaine en suivant
trois cours dapprofondissement :
- DEVC31202, relatif aux modes de gestion
des collectivits locales (DSP, marchs
publics, PPP) et leurs finances ;

DEVC31112
Les enjeux de l'conomie sociale
Objectifs :
Le secteur de lconomie sociale joue
en France et en Europe un rle essentiel.
Associations, fondations et organismes
dinsertion prennent en charge des pans
entiers de laction sanitaire, sociale,
culturelle, sportive et environnementale.
Mutuelles et coopratives contribuent
de longue date au dveloppement
conomique et au dynamisme
de nombreux territoires. Le poids
conomique et le rle social de ces
structures se dveloppent et font voluer
leur positionnement vis--vis des autres
acteurs du monde conomique et
politique.
Quelles sont les caractristiques lgales
et organisationnelles des diffrentes
structures du secteur ? Quelle fut leur
volution ? Quels dfis vont-elles devoir
relever dans le futur ?
Ce cours sadresse aux tudiants
qui souhaitent dcouvrir le secteur
de lconomie sociale et comprendre
ses enjeux spcifiques. Ils peuvent suivre
le cours dans la perspective de parfaire
leur culture conomique gnraliste, de
simpliquer bnvolement dans le secteur
ou de sy investir professionnellement.
Thmes abords :
Le cours permettra aux tudiants de
dcouvrir lensemble des grandes familles
de lconomie sociale : associations,
coopratives, mutuelles et fondations,
ainsi que certains secteurs dactivit :
mdico-social, logement social, commerce
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Catalogue des cours/Course Catalog 2015-2016

Objectifs :
Linteraction avec la sphre Etat
concerne de nombreux acteurs
conomiques et sociaux du secteur priv,
la fois comme client et comme
rgulateur (consulting, audit, immobilier,
lobbying, sant, tlcom). En outre,
les enjeux spcifiques du public
requirent de connaitre les codes propres
la fonction publique dEtat.
Ce cours est destin sensibiliser un
tudiant ESSEC ces enjeux mais aussi
faire partie de la chaire dEconomie
urbaine, de la filire Droit (Droit public),
de la filire PrepENA
Thmes abords :
- Initier les tudiants aux rgles
constitutionnelles, aux codes de la
sphre Etat et la gestion publique
au sein de ses institutions ;
- Faire acqurir aux tudiants
en entreprises des comptences
de ngociations vis--vis des
interlocuteurs tatiques ;
- Favoriser le recrutement des tudiants
de lESSEC au sein des administrations
et particulirement des ministres
conomiques et financiers.
Pdagogie :
Ce cours accueille des intervenants
extrieurs : un professeur des universits
spcialiste de droit constitutionnel, des
anciens lves de lESSEC actuellement en
poste la direction du Budget du ministre
de lEconomie et des Finances, etc.
- 1 partie sur un contenu thorique portant
sur le droit constitutionnel puis enjeux
de gestion publique de la sphre Etat,
en insistant sur les points de droit et les
enjeux concernant la vie des entreprises.
- 2 partie dite dapplication avec
des cas et des simulations (ngociation
entreprise/ministre, ngociation
AAI/entreprises, runion
interministrielle).

DEVC31114
Economie urbaine et rgionale
Objectifs :
Prsenter les thories et les pratiques
du dveloppement conomique local,
la fois dans une logique de concurrence
et de comptitivit et dorganisation
spatiale des villes et des territoires.
Thmes abords :
Ce cours sattache ainsi passer en revue
dun point de vue thorique et
oprationnel :
- Les modles de croissance et/ou de dclin
des villes (thorie de la base, dynamique
des villes, mtropolisation, etc.) ;
- Les choix de localisation des entreprises,
inter urbains (modles micro
conomiques, comportementaux, etc.)
ou intra urbains (sociologie urbaine,
conomie spatiale thorique, etc.) ;
- Lamnagement du territoire.
Pdagogie :
Plusieurs exemples et tudes de cas
illustreront la rflexion dveloppe.
Un jeu des villes sera propos sur deux
sances, en quipes, sous forme dune
simulation informatique des modles
de croissance urbaine.
Evaluation :
Examen final et jeu des villes.

re

me

49
Catalogue des cours/Course Catalog 2015-2016

DEV

DEVC31134
Etat et gouvernance

quitable, insertion par lactivit


conomique.
Pdagogie :
Ce cours sappuie sur des tmoignages
dexperts reconnus du secteur, qui
viennent partager avec les tudiants les
spcificits et enjeux de leur famille.
Evaluation :
Lvaluation du cours se fait sur la base
de deux quiz et de la participation orale
des tudiants.

DEV

DEVC31202
Les modes de gestion des
collectivits et des services urbains

et leurs champs dintervention et


de comprendre les mcanismes de base
de leur fonctionnement et de leur
organisation.
Evaluation :
Lvaluation du cours se fait sur la base de
deux quiz intermdiaires et un quiz final.

Prrequis - cf. tableaux


Objectifs :
Lobjectif de ce cours est de prsenter les
diffrents modes de gestion des services
publics urbains et des collectivits tant
sous langle financier que juridique
et oprationnel.
En effet, les collectivits territoriales
grent seules ou dans le cadre de
regroupements intercommunaux ou
syndicats mixtes, leurs affaires propres
mais aussi une multitude de services
urbains, soit directement soit par
le recours des partenaires privs, suivant
des modalits qui sont nombreuses
et diverses.
Thmes abords :
Aprs une sance dintroduction
synthtisant et rappelant les comptences
et caractristiques des collectivits
locales, le cours prsentera les enjeux et
les outils principaux de la gestion
financire et budgtaire des collectivits
tant au plan macro (poids conomique)
que micro (fonctionnement interne)
(3 sances).
Puis la gestion en rgie, par le biais
des marchs publics (1 sance),
la dlgation de service public (2 sances)
et le partenariat public priv tel que dfini
par lordonnance du 17 juin 2004, seront
prsents et analyss.
Le recours la socit dconomie mixte
et les spcificits de ce modle seront
galement prsents (1 sance). Enfin, les
consquences de lintercommunalit sur
les diffrents modes de gestion seront
analyss (1 sance). La dernire sance
sera consacre un quiz final.
Recommandation :
Il est prfrable, pour une meilleure
approche de ce cours, davoir suivi
le cours DEVC31110 qui vous permet de
dcouvrir la diversit des acteurs publics
locaux, de connatre leurs comptences

DEVC31204
Marketing urbain
Prrequis - cf. tableaux
Objectifs :
La ville est ici replace dans son
environnement concurrentiel tant externe
vis--vis des entreprises dsireuses de
simplanter sur son territoire, quinterne
lgard de toutes les catgories de
citoyens et acteurs concerns par
diffrents enjeux et territoires de la ville.
Ce cours prsente les choix stratgiques
effectus par les collectivits locales pour
faire face cette double demande. Il tente
de rpondre en particulier des questions
de fond et de mthodes :
- Quest-ce quune ville et en quoi est-elle
en situation de march ?
- Comment doit-elle adapter son
organisation interne pour faire face
cette situation ?
- Dans un contexte politique, quelle
communication conomique pour une ville
et avec quels moyens ?
- Vendeurs de ville, fiction ou ralit ?
Thmes abords et pdagogie :
Le cours, bti sur une possible analogie
entre la ville et lentreprise, propose des
limites cette analogie. Il discute les
objectifs, les concepts et les mthodes
du marketing dfini dans le cadre de
lentreprise et les traduit dans le contexte
urbain. Le marketing dans la ville, cest
aussi une srie de mtiers nouveaux et
originaux qui font une entre remarque
dans les collectivits locales franaises.
Une occasion de les dcouvrir.
Recommandation :
Il est prfrable davoir suivi
pralablement le cours dconomie
50

Catalogue des cours/Course Catalog 2015-2016

danalyser et comprendre de manire trs


concrte les enjeux de la stratgie et
du management des initiatives finalit
sociale.
Ce cours est dispens dans le cadre
dun sminaire intensif dune semaine.
Si la nature trs interactive du cours se
prte bien cette formule concentre,
il nen reste pas moins que lassimilation
dun nombre important de cas en
une courte priode requiert des tudiants
un investissement important et une
organisation rigoureuse. Le bnfice
de cette pdagogie interactive ne sera
en effet rel que si les tudiants ont lu
et analys les cas et jeux de rle avant
le cours.
Les protagonistes des cas (entrepreneurs
ou managers) participent, dans la mesure
du possible, la deuxime partie du cours
pour faire bnficier les tudiants de leur
exprience et expertise.
Evaluation :
Lvaluation des tudiants est faite sur
la base de :
- La participation en classe (analyse des cas
et jeux de rle) (50%) ;
- La rdaction de mmos prparatoires aux
cas (20%) ;
- Lanalyse dun cas de synthse (30%).

DEVC31206
Stratgie et management des
organisations finalit sociale
Cours anciennement intitul :
Entrepreneuriat social
Prrequis - cf. tableaux
Objectifs :
Au travers de lanalyse de 9 cas rels,
franais et trangers, slectionns pour
leur caractre exemplaire et innovant
dans les domaines de la solidarit
internationale, du dveloppement local,
de linsertion sociale et professionnelle
et de la responsabilit sociale de
lentreprise, ce cours permet aux
tudiants de dcouvrir et de sapproprier
les outils de stratgie et de management
adapts leur permettant dentreprendre
et de grer des entreprises sociales.
Thmes abords :
- Processus entrepreneurial dans le secteur
de lconomie sociale ;
- Stratgie de financement et recherche
de fonds ;
- Marketing social ;
- Gestion des ressources humaines
(bnvoles/salaris) ;
- Evaluation de limpact social ;
- Alliance et partenariats stratgiques
trans-sectoriels ;
- Dveloppement et expansion ;
- Gouvernance.
Pdagogie :
La pdagogie du cours est fonde
sur ltude de cas et la pratique de jeu
de rles, permettant aux tudiants

DEVC31208
Urbanisme et amnagement
Objectifs :
Dcouverte des concepts et des mthodes
de lurbanisme et de la transformation des
villes et des quartiers par lamnagement
urbain.
Thmes abords :
Le cours articule deux approches
thmatiques :
- Une premire approche porte sur
l'histoire des villes et de leur gestion,
lmergence de lurbanisme et ses
doctrines, ses principales mthodes
et outils actuels ;
- La seconde approche porte sur les
nouveaux enjeux du dveloppement des
51

Catalogue des cours/Course Catalog 2015-2016

DEV

urbaine et rgionale (DEVC31114)


qui introduit, au regard de lanalyse
conomique, les concepts de
concurrence et de demande territoriales
des entreprises, et le cours Acteurs publics
(DEVC31110) qui dcrit le fonctionnement
des administrations publiques locales
fortement dcisionnaires dans les
processus de planification stratgique.
Evaluation :
Examen final.

DEV

villes et de lurbanisme, sur leur impact


pour les disciplines et les mtiers
et sur lmergence des problmatiques
de management ;
- Deux sances sont en outre consacres
des visites de terrain.
Pdagogie :
Le cours associe des apports conceptuels
et mthodologiques, des discussions,
des tudes de cas en sance (notamment
un jeu de simulation conomique dune
opration damnagement) et des visites
de terrain.
Evaluation :
- Ralisation dune contribution thmatique
lenrichissement du cours, sous forme de
fiche numrique.
- Etude en groupe dun projet actuel
damnagement urbain en matire
dconomie, de mthode et de
gouvernance (relation entre dimensions
techniques et managriales), restitue
sous la forme dun expos.

en plus mles au management


de lentreprise.
- Une prsentation de la dimension
juridique de la gestion de lenvironnement
et du dveloppement durable avec la
prsentation des grands principes du droit
de l'environnement, au premier rang
desquels le principe de prcaution, ainsi
que les principaux outils de la fiscalit
verte.
- La prsentation du concept de
responsabilit sociale de lentreprise
et des outils disponibles pour permettre
aux entreprises de dvelopper leurs
activits conomiques dans le cadre
du dveloppement durable, en prenant
mieux en compte lenvironnement
au sens large et la dimension sociale.
Une attention particulire sera porte
aux questions de gouvernance
du dveloppement durable au sein
des entreprises.
Pdagogie :
Ce cours propose une pdagogie innovante
alliant acquisition des connaissances
en e-learning et travail de groupe amenant
une immersion terrain. Ce travail
permettra aux tudiants de sinterroger sur
les modalits de partenariat entre des
associations et des grandes entreprises pour
crer de linnovation sociale et/ou
environnementale.
Evaluation :
Lvaluation du cours se fait sur la base
dun quiz et dun dossier raliser par
groupes de 5 sur des questions lies
la RSE, avec les entreprises partenaires
du cours.

DEVC31210
Responsabilit sociale
de lEntreprise
et dveloppement durable
Objectifs :
Lobjectif de ce cours est de dcrire les
modalits de prise en compte du
dveloppement durable par les
entreprises et de dfinir les contours du
concept de Responsabilit Sociale de
lEntreprise. Une ou plusieurs entreprises
partenaires interviennent en fil rouge tout
au long du cours.
Thmes abords :
Ce cours de socio-conomie comprend trois
parties :
- Une dfinition et une analyse des
fondements du dveloppement durable
dans ses dimensions conomique, sociale
et environnementale. On verra comment
les questions lies lenvironnement,
nes de proccupations hyginistes
et esthtiques, se sont trouves de plus

DEVC31212
Politiques publiques locales
Prrequis - cf. tableaux
Objectifs :
Depuis les annes 80 et la
dcentralisation, la ville est
progressivement devenue un lieu
dlaboration et dapplication de
politiques publiques, nagure dvolues
52

Catalogue des cours/Course Catalog 2015-2016

DEVC31252
Droit de lurbanisme, de limmobilier
et de lenvironnement
Objectifs :
Ce cours porte sur les bases du droit de
lespace bti, qui repose essentiellement
sur trois grands codes distincts (code de
lenvironnement, code de la construction
et de lhabitat, code de lurbanisme).
Son objectif est dapporter aux tudiants
une bonne comprhension des principes
de ce droit, notamment de la hirarchie
des normes et des rgles, de ses
principales dispositions et de leurs
implications pour les professionnels
de lurbanisme et de limmobilier. Il leur
permettra ainsi de comprendre les
contraintes et risques oprationnels
dordre juridique et de dialoguer avec
les juristes spcialiss.
Il sadresse particulirement aux
tudiants de la chaire dEconomie
Urbaine, de la chaire Immobilier
et dveloppement durable et du Mastre
spcialis Management Urbain
et Immobilier.
Thmes abords :
Les origines et lobjet du droit de
l'urbanisme, lurbanisme rglementaire
(RNU, PLU et carte communale, SCOT,
secteurs sauvegards), individuel
(autorisations et permis) et oprationnel
(lotissement et ZAC). Les origines,
principes et acteurs du droit de
lenvironnement, la sensibilit dun site
au regard des contraintes
environnementales, les principales
procdures environnementales et
les principales autorisations. Le droit de
53

Catalogue des cours/Course Catalog 2015-2016

DEV

questions dvaluation des politiques


publiques.
Ce cours sinscrit dans la continuit du
cours DEVC31110 Acteurs publics locaux
et anticipe le cours DEVC31202 Gestion
des collectivits locales.
Evaluation :
Quiz final.

lEtat dconcentr : politique de la ville,


logement, transports, action sociale
et conomique. Dans le mme temps, son
rle dans la gestion du territoire sest
accru et autonomis : matrise des
documents durbanisme, gestion urbaine
de proximit (eau, dchets). Son
autonomie financire accrue lui a permis
par ailleurs de conduire, seule ou en
partenariat, des grands programmes
damnagement.
Cest la croise de ces trois champs
(politiques publiques, amnagement et
gestion dun territoire) que se situent les
politiques publiques locales.
Quels sont les enjeux spcifiques et les
objectifs des politiques locales ? Comment
labore-t-on une politique locale ? Avec
quel moyen une ville peut-elle la mettre
en uvre ? Comment articuler ces
politiques publiques locales avec celles
conduites par lEtat ? Comment valuer
une politique locale ? Telles sont les
questions qui seront traites dans ce
cours. A lissue du programme, les lves
auront acquis :
- Une vision globale des politiques locales
et de leur volution ;
- Une comprhension des enjeux propres
chaque politique sectorielle, dans
leur laboration et leur mise en uvre ;
- Une connaissance des mthodes
et pratiques locales pour conduire
ces politiques ;
- Un aperu des mtiers, fonctions
et comptences requises dans
la conduite de ces politiques.
Thmes abords :
- Une premire partie sattache
circonscrire la notion de politiques
publiques locales, den prciser
sa spcificit et ses enjeux dans son
laboration et sa mise en uvre ;
- Une deuxime partie traite des principales
politiques publiques locales et de leur
articulation avec les politiques publiques
nationales ;
- Une troisime partie est axe sur les

DEV

DEVC31404
Sminaire dapplication
dEntrepreneuriat social

proprit, la gestion locative, le droit de


la vente et les marchs privs de travaux.
Mthodes pdagogiques :
Prsent par des juristes spcialiss,
le cours associe des apports de
connaissances avec des approches pratiques
de cas, notamment autour dune situation
servant de fil rouge aux diffrents thmes
abords. Chaque sance repose
sur des lectures pralables indispensables
au suivi du cours.
Evaluation :
Quiz intermdiaires et quiz final.

Objectifs :
Approfondir un questionnement concret
au travers dactivits de recherche
applique, dimmersion terrain et
dexprimentation.
Thmes abords :
Les thmes abords varient dune anne
lautre et sont en lien troit avec les
problmatiques de la chaire (par exemple,
les annes passes, innovation sociale,
base of the Pyramid au Nord, au Sud,
essaimage des entreprises sociales)
en partenariat avec une ou plusieurs
entreprises membres de la chaire.
Lobjectif est daboutir la cration
de services sociaux innovants.
Pdagogie :
Les tudiants contribueront en groupe
aider des entrepreneurs sociaux
rsoudre une problmatique cl pour
dvelopper limpact social de leur action.
Les 6 mois seront structurs selon
3 tapes cls inspires des mthodes
de design thinking :
- Une phase de collecte dinsights
sur le terrain, auprs des bnficiaires
des services et de lensemble des parties
prenantes
- Une phase de crativit permettant
dimaginer des pistes de solutions
partir des informations collectes sur
le terrain
- Des phases de prototypage et de test des
solutions auprs des parties prenantes
NB : Ce travail se fait sur deux trimestres
conscutifs T2 et T3, il nest donc
pas possible de solliciter une inscription
uniquement pour le T3.
Evaluation :
Prsentation orale et rendu dun rapport
crit mi-parcours (T2) et en fin de
sminaire (T3).

DEVC31402
Sminaire de chaire Entrepreneuriat
social
Le sminaire de chaire est rserv aux
membres de la chaire et donnera lieu
lattribution dune UV une fois que le
programme denseignement de la chaire,
lexception du stage, aura t valid.
Le sminaire de chaire est le lieu de
rencontre privilgi entre les tudiants
de la chaire et des entrepreneurs sociaux,
des acteurs de lconomie sociale et de
la responsabilit sociale de lentreprise.
Il est conu pour permettre aux tudiants
de dcouvrir des vocations, des mtiers,
des organisations et de comprendre
les enjeux et problmatiques essentiels
de ceux qui entreprennent avec une
mission sociale.
Le sminaire de chaire est compos :
- de journes dimmersion, visites de
terrain la rencontre des entrepreneurs
sociaux ;
- dune journe dengagement auprs
dune association du Val-dOise ;
- de deux week-ends collectifs de team
building ;
- dun voyage de chaire dune semaine
ltranger ;
- dune participation aux vnements de la
chaire permettant de simmerger dans les
problmatiques de lentrepreneuriat
social.
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Catalogue des cours/Course Catalog 2015-2016

DEVD31114
Droit Pnal et droit pnal des affaires
Ce cours est ouvert prioritairement aux
tudiants de la filire Droit mais galement
accessible aux autres tudiants.
Objectifs :
La vie des affaires reste soumise de
nombreuses rgles pnales qui touchent
pratiquement tous les aspects de la vie
de lentreprise. Le droit pnal exprime
les valeurs fondamentales que la socit
entend opposer la logique
conomique, comme la protection de
la partie faible, la prservation du march,
le respect de lenvironnement voire la
moralisation du capitalisme. Ce cours sera
galement loccasion de sinterroger sur
la pertinence et lefficacit de la rpression
comme mode de rgulation des relations
conomiques, sur lutilisation stratgique
de la menace pnale ou encore sur le risque
spcifique qui dcoule du droit pnal pour
les entreprises et leurs dirigeants.
Thmes abords :
- Les notions fondamentales du droit pnal
et de la procdure pnale.
- Les infractions communes applicables
la vie des affaires (escroquerie, abus
de confiance).
- Les infractions spcifiques (blanchiment,
corruption, abus de biens sociaux, dlits
dinitis).
Pdagogie :
Les premires sances de ce cours
prsenteront le cadre gnral de
lapplication du droit pnal des affaires :
les acteurs et les rgles relatives la
rpression et la sanction des infractions.
La deuxime partie du cours dressera un
panorama des diffrentes infractions des
affaires, en suivant la logique conomique
du dploiement de lactivit de lentreprise
dans son environnement conomique,
politique et social. Les tudiants seront
invits prsenter ces infractions spciales
sous la forme dexposs.
La troisime partie du cours consistera
approfondir des types dinfractions

Objectifs :
Pour les tudiants plus particulirement
intresss soit par la gestion et la
stratgie des collectivits publiques,
des villes notamment, soit par la stratgie
territoriale de lentreprise, ou encore
par la gestion de leau, il est possible
de participer des travaux dapplication
sur des thmes dfinis avec les partenaires
de la chaire dEconomie Urbaine.
Thmes abords :
A titre dexemple, des sminaires des
annes prcdentes ont trait les sujets
suivants :
- Elaboration de la politique culturelle
dun territoire, pour le compte de
la Ville de Cergy ;
- Analyse de la prise en compte des
politiques en faveur des banlieues dans
les projets de dveloppement des grandes
agglomrations franaises, pour le
compte de la Dlgation interministrielle
la Ville ;
- La responsabilit territoriale de
lentreprise (prparation dune enqute
nationale) ;
- Problmatiques de la gestion de leau,
cot, gouvernance et pollution lchelle
de la France et du bassin Seine-Normandie
(en partenariat avec lAgence de lEau
Seine-Normandie).
Pdagogie :
Ces travaux, raliss en quipes
restreintes, sont suivis la fois par
les professeurs enseignants et par
les commanditaires de ltude ou de
la recherche.

DEVC31408
Sminaire de chaire dEconomie
urbaine
Rserv aux tudiants de la chaire.
Voir chapitre Chaires.

55
Catalogue des cours/Course Catalog 2015-2016

DEV

DEVC31406
Sminaire dapplication dEconomie
Urbaine

DEV

particuliers comme : les infractions


relatives la comptabilit, les abus de
biens sociaux et les infractions boursires
(dlits dinitis, manipulations
de cours).
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.

dtre et de leur utilisation par les acteurs


de la vie conomique. Un cas fil rouge est
tudi au fil des sances. Certaines
questions spcifiques seront approfondies
travers des exposs courts.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.

DEVD31116
Droit des contrats et ingnierie
contractuelle

DEVD31122
Droit communautaire et politiques
de lUnion Europenne

Ce cours fait partie de la filire Droit mais


est ouvert tous les tudiants.
Objectifs :
Instrument de lchange de biens, services,
instruments financiers, le contrat est
naturellement au cur des relations
daffaires. Son usage sest encore intensifi
au cours des dernires dcennies, en mme
temps quil se transforme et se rend apte
rgir des situations de longue dure ainsi
que des relations volutives. Le manager
doit comprendre cette contractualisation,
en saisir les opportunits et se prmunir
contre ses risques de manire efficace.
Le cours sadresse non seulement aux
futurs juristes, mais aussi tous ceux qui
veulent comprendre le fonctionnement des
relations contractuelles et savoir en tirer
parti dans lorganisation et le
dveloppement des entreprises.
Thmes abords :
Ce cours est consacr dune part ltude
approfondie des rgles contractuelles
(formation, interprtation, effets) et des
pratiques contractuelles (priode
prcontractuelle et ngociation, clauses
particulires...). Dautre part, il aborde
quelques contrats de particulire
importance dans le monde des affaires
tels que SPA (share purchase agreement),
contrat de garantie, pacte, mandat,
contrat dentreprise.
Pdagogie :
Cet enseignement touche la matrise
technique des rgles du droit des contrats
ainsi qu la comprhension de leur raison

Les agents conomiques et les citoyens


doivent matriser les rgles du jeu
labores chelle de lUnion Europenne
et la combinaison avec les rgles
nationales.
Thmes abords :
Dans une perspective concrte, seront
tudis le systme institutionnel
et juridique et les principes du droit
europen ; les mcanismes dapplication
(contentieux), ltat de ralisation
du march intrieur (grands principes
et exceptions aux liberts de circulation,
les rgles de la concurrence, les aides
dtat, les SIEG Un aperu de certaines
politiques communes (Politique
commerciale et OMC, politique
du consommateur) complte le cours.
Pdagogie :
Exposs du professeur le plus interactif
possible, tudes de textes, cas pratiques,
recherches sur le portail internet de lUnion
Europenne, exposs, revues de presse.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.
> Filire Droit : option Droit
europen et option Droit public

DEVD31125
European Law
For the course outline, please consult the
equivalent course DEVD31122.

56
Catalogue des cours/Course Catalog 2015-2016

to understand different types


of transactions, to consider the pros and
cons of each structure, and
to determine the most suitable structure
for the business objectives
of the parties.
At the end of this course, the student
should be able to, or should have
improved his or her ability to:
- Prepare a global or regional plan for
developing multinational markets for a
companys products (only an
introduction)
- Understand the attributes of
x a commercial agent,
x a distributor,
x a licensee for production, trademark
use, or marketing and sales,
x a branch or subsidiary in another
country wholly or partially owned
x a joint venture either contractual or
corporate with a partner in another
country
- Consider the short-term versus longterm advantages of various relationships
- Prepare a term sheet or heads of
agreement for each of the relationships to
be considered
- Understand the process of bringing a
transaction to closing and
implementation following closing
- Consider forms of dispute resolution
national courts, arbitration, mediation
governing law (including whether each
country respects the rule of law) and
execution and collection of a judgment or
award.
Course Method:
This course will be a combination of
presentations, readings, discussion of
cases, drafting exercises, open discussion
and interactive comparison of the various
students work, and conclusions derived
from the work the students have done.
Assessment:
A combination of individual and group
assignments.

Objectifs :
Ce cours est destin familiariser les
lves avec les notions juridiques de base
du droit des affaires et les initier
aux modes de raisonnement juridiques.
Thmes abords :
On y abordera les thmes suivants :
- Diffrences entre droit commercial
et droit civil.
- Lutilisation des preuves en justice.
- Larbitrage.
- Les instruments de paiement : lettres
de change, chques, cartes de crdit.
- Les srets : droit de rtention, gage,
hypothques, cautionnement.
Un polycopi en forme de plan structur et
de textes lgislatifs sera fourni aux lves.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.

DEVD31127
Doing Business
Course Description:
This course is designed to give students an
introduction to the different forms of
international business transactions that
companies in different countries may
enter into to participate in the current
global economy. These include short-term
and long-term relationships involving
import-export, local manufacture and
joint ventures. Choosing a good partner,
choosing the appropriate business
arrangement, and structuring these
transactions are critical for effective,
fruitful and profitable long-term
relationships between different parties in
multiple countries. The course will cover
the main forms of transactions with
objectives and issues, multicultural
considerations, and strategies for
achieving mutually beneficial goals.
Course Objectives:
The objective of this course is
to provide a framework in which
57

Catalogue des cours/Course Catalog 2015-2016

DEV

DEVD31126
Droit des affaires

DEV

DEVD31130
Droit public de l'entreprise

- Le logement social.
- Les contrats de partenariats public-priv.
- Lencadrement du march par le droit.
Pdagogie :
Chaque sance est organise autour dun
cas pratique, qui permettra une approche
dynamique du thme propos.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.
> Filire Droit : option Droit public
et filire PrpENA

Objectifs :
Les projets publics sont les piliers
de lorganisation de la socit.
Il ny a pas de vie collective possible,
pas de socit organise, sans
traitement et acheminement deau, sans
infrastructures de transports, sans
hpitaux ni organisation de la sant,
sans production et acheminement
dnergie Ces projets publics
se ralisent au carrefour de lintrt
gnral et des grands quilibres
conomiques. Il en va bien entendu
de la viabilit du modle de socit.
Pas un tunnel sous la Manche sans
une perspective, mme long terme,
de rentabilit conomique.
Sans tre inconciliables, deux logiques
trs distinctes sont alors rapprocher.
La dfense de lintrt gnral conduit
rguler. Les intrts conomiques
poussent librer. Chacun venant au
secours de lautre tour de rle comme
latteste le rcent plan de relance de
lconomie. Larbitrage entre ces deux
forces est le reflet du modle de socit
que lon sest choisi. La charte de cet
arbitrage, cest le droit public des
affaires. Lobjectif de ce cours est de
familiariser les futurs chefs dentreprises
et cadres de grands groupes avec le droit
public des affaires, ses acteurs et leurs
modalits dintervention dans la sphre
conomique, mais par le biais dune
approche systmique, qui leur permettra
den apprhender pleinement les
finalits.
Thmes abords :
- Le champ dapplication du droit public
des affaires.
- Notions des marchs publics.
- La dlgation de service public.
- Les contrats publics et leur mode de
passation.
- Le montage dune opration durbanisme.
- Les aides publiques.

DEVD31132
Droit fiscal interne & international
Objectifs :
Lobjectif est de fournir aux tudiants
les bases du droit fiscal, quils se destinent
des carrires tournes vers la gestion,
la comptabilit ou la finance, ou des
carrires plus spcialises en matire
juridique et fiscale.
Thmes abords :
Sagissant des aspects fiscaux dans un
contexte franais, le cours traite dabord
de limpt sur les socits : dtermination
du rsultat fiscal, fiscalit des
transactions et des LBO, intgration
fiscale. Sont galement prsentes les
autres taxes majeures touchant les
entreprises : TVA, taxe professionnelle.
Sont ensuite exposes les modalits du
contrle fiscal et du contentieux fiscal.
Enfin, le dernier volet du cours est
consacr la fiscalit des personnes
physiques (IR et ISF).
Sagissant de la fiscalit internationale,
le cours traite des principales dfinitions
telles que les notions de rsidence et
dtablissement stable, ainsi que celles
dvasion et doptimisation fiscale.
Dans un 2 temps, le cours se concentre
sur les principaux flux internationaux
(dividendes, intrts et plus-values).
Lobjectif est de permettre aux tudiants
de sappuyer sur les conventions
internationales et de les articuler avec
le droit fiscal local, tout en ayant un
me

58
Catalogue des cours/Course Catalog 2015-2016

Objectifs :
Les rgles poses au titre du maintien
de la concurrence sur un march doivent
tre apprhendes par les acteurs
conomiques et intgres dans leur
stratgie chelle globale.
Ce cours a pour objet dtudier les rgles
rgissant les relations entre entreprises,
les pratiques visant
leur dveloppement et celles relatives
leur clientle. Il sagit de fournir
aux tudiants les lments qui leur
permettront, quel que soit leur domaine
dactivit, de tenir compte des contraintes
juridiques lorsquils prendront des
dcisions. Il vise galement leur fournir
les lments permettant de ragir aux
actions de leurs concurrents. Ltude part
du cadre gnral des rgles et institutions
concernes par le droit de la concurrence
et sattarde sur les sujets suivants : les
ententes, les rseaux de distribution, les
abus de domination, les aides dtat, les
concentrations, les pratiques restrictives,
la concurrence dloyale. Un focus
spcifique sur le Droit de la prospection
commerciale sur internet ; le droit de
la vente lectronique et des lments de
droit de la P.I. sur Internet (marque, noms
de domaines).

DEVD31212
Droit et pratique des affaires
internationales
Objectifs :
Ce cours a pour objet de prsenter les
cadres et les mcanismes juridiques dont
la connaissance est indispensable
quiconque veut oprer sur le plan
international. La pratique des affaires
lchelle internationale soulve en effet
des difficults spcifiques.
Thmes :
Parmi les thmes abords : la vente
internationale, la convention de Vienne
et regards sur les pratiques en Europe ;
choix du droit applicable; la rsiliation
unilatrale ; le rglement des litiges
et notamment le recours larbitrage.
Pdagogie :
Le cours se concentre sur des questions
pratiques, lesquelles sont loccasion
daborder des problmes juridiques
thoriques. Ltude des ramifications
dun cas pratique qui sarticule autour
dun contrat international
dapprovisionnement sert de fil rouge.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.

DEVD31220
Droit de la banque et des marchs
financiers
Objectifs :
Au moment o la crise financire met
en lumire le besoin de rgles et
de rgulation, ce cours vise prsenter
les principaux mcanismes juridiques
sur lesquels reposent lactivit bancaire
et les marchs financiers.
Ce cours sadresse aussi bien des juristes
qui voudraient approfondir cette matire,
en vue dune spcialisation en droit des
affaires, qu des tudiants qui veulent
59

Catalogue des cours/Course Catalog 2015-2016

DEV

DEVD31216
Droit de la concurrence

aperu pratique au travers dtudes de cas


et de jurisprudences.
Pdagogie :
Un enseignement dispens par deux
praticiennes, sur la base de
problmatiques et exemples concrets,
le tout dans une approche interactive.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.
> Filire Droit : option Droit des
affaires

DEV

comprendre lenvironnement juridique


dans lequel ils seront amens travailler.
Thmes abords :
Le systme financier et le droit qui le rgit.
Les marchs bancaires : march du crdit,
march des services de paiement, march
de la gestion de lpargne. Les marchs
financiers : march primaire des capitaux,
march des fonds dinvestissement,
march boursier et march du contrle des
socits cotes (OPA).
Pdagogie :
Chaque sance sera consacre un
march particulier. La prsentation
gnrale du cadre juridique et
institutionnel de chaque march
permettra de mettre en vidence
les acteurs prsents (en particulier
les intermdiaires), les autorits
de rgulation (AMF, etc.), les biens
et les services offerts (titres, contrats).
Ensuite, des questions particulires feront
lobjet dapprofondissements sous
la forme dexposs.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.

dune comparaison des rgles des


Etats-membres en droit boursier (OPA) afin
de faire ressortir les modes de Corporate
Governance dun Etat lautre et leur
rapprochement ventuel sous la houlette
communautaire.
Pdagogie :
Cours aussi interactif que possible
du professeur, interventions extrieures
et cas dquipes formeront un mix
pdagogique.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.
Filire Droit : option Droit europen
et Droit des affaires - Partenariat
Master 2 Droit des affaires de Sceaux et
Master de Droit priv de lUCP.

DEVD31227
Law and Globalization
Globalization is as important for the
economy as for the law. In such a context,
a comparative legal approach to the
prevailing legal systems provides a
strategic tool in the management of any
conflict. It helps recognize similarities
and differences among the systems, at the
level of structures, and in their most
concrete solutions.

DEVD31224
Droit europen des affaires
Thmes abords :
Les rapprochements entre entreprises :
partenariats, fusions, prises de contrle
se dveloppent largement dans le cadre de
lUnion Europenne. Ces oprations sont
complexes raliser car elles seffectuent
dans un cadre imparfaitement harmonis.
Ce cours est ax sur les diffrentes
dimensions juridiques des M&A et des
groupes dentreprises lchelle de lUE.
La question principale qui se pose est celle
de lmergence dun droit des groupes
europens et dune Corporate Governance
leuropenne. Pour y rpondre,
un examen des apports du droit
communautaire de la concurrence puis
dun droit des socits europen
(et ses limites) seront effectus, complts

DEVD31228
Protection juridique des droits
de proprit intellectuelle
Thmes abords :
Les droits de proprit intellectuelle
revtent pour les socits un enjeu
conomique capital.
Savoir matriser les diffrentes notions
de marques, brevets et dessins
et modles, savoir protger ses crations
immatrielles, savoir les dfendre, valuer
leur cot et leur valeur comprendre leur
importance est essentiel dans le monde
de lentreprise.
La concurrence dloyale, pendant
habituel des actions en contrefaon, sera
galement tudie.
60

Catalogue des cours/Course Catalog 2015-2016

DEVD31229
Intellectual Property
In todays world, the promotion and
protection of intellectual property (IP)
within a corporation are at the core of the
latters economic growth. IP can
represent a companys most valuable
intangible asset without which it would
not be able to pursue its development.
IP law has therefore become omnipresent
regardless of the underlying economic
activity.
As such, every manager should fully
comprehend IP notably in terms of value
and cost as well as risk and opportunity.
With that in mind, the course will focus on
the fundamentals: copyright, patents,
trademarks, and trade secrets from a
national and from an
international/comparative law
perspective.
Students will be provided with a 360 view
of IP issues a corporation could encounter
and will have a better understanding of
how to identify and manage IP
violations.
The course will also consider the
evolutions of IP law at the digital age.
Emphasis will be given to a practical
approach of the subject matter.

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Catalogue des cours/Course Catalog 2015-2016

DEV

partir de cas despce essayer de se


projeter dans les situations pratiques.
Nous inviterons des intervenants
extrieurs du monde de la Proprit
Industrielle venir livrer leur exprience.
Evaluation :
Lvaluation sera base sur les lments
suivants :
- Un examen en fin de session constitu
par un cas pratique
- Une question purement thorique
de contrle des connaissances sera
galement pose.
- Un expos sur un thme prcis

La construction lgale du droit de la


proprit intellectuelle, aussi bien dans sa
branche littraire et artistique que dans sa
branche industrielle sest faite par tapes.
Il sagit de droits trs anciens qui ont
toujours cherch privilgier les auteurs
ou les titulaires de ces droits.
Avec la construction europenne et les
dernires modifications lgislatives,
le droit de la proprit intellectuelle est
devenu un droit indispensable
la pratique dune activit conomique.
Le cours tant dispens par une avocate,
cest une approche pratique qui est
privilgie.
Mais nanmoins les tudiants devront
de manire indispensable acqurir
un savoir lgal et thorique qui leur
permettra de mieux apprhender
la pratique des dossiers. Le cours les
y aidera.
Limportance de la matire tant
considrable et le temps denseignement
tant limit, il est important pour les
tudiants dacqurir au moins quelques
rflexes de nature identifier les
problmes de droit qui pourraient se poser
dans le cadre dune activit ultrieure.
Objectifs :
A la fin de ce cours, les tudiants seront
capables de :
- Distinguer et expliquer et utiliser
les diffrents systmes de protection
instaurs par le droit franais
et communautaire de la proprit
intellectuelle.
- Savoir si une marque est valable ou non.
- Diligenter une action en contrefaon.
- Evaluer les dommages et intrts.
- Reconnatre un acte de concurrence
dloyale et un acte de contrefaon.
Pdagogie :
Le cours aborde dans un premier temps les
outils thoriques (articles de loi, textes,
doctrines) et nous mettons
immdiatement en pratique par ltude de
cas, les dcisions de jurisprudence les plus
saillantes et nous invitons les lves

DEV

DEVD31231
International Business Law

DEVD31232
Cursus droit - Droit civil 1

Objectives:
This course explores two related parts:
first, it examines the substantive rules
that may govern international commercial
transactions such as international sales or
the financing of international trade. The
governing substantive rules often derive
from international instruments such
as conventions, EU directives and model
laws. The course will analyze the Vienna
Sales Convention, the UNIDROIT Principles
of International Commercial Contracts
and the Uniform Customs and Practice for
Documentary Credits, prepared by
the International Chambers of Commerce.
Starting from the general framework,
policies and common problems of
transnational commercial law the course
will enable the student to understand the
specific rules found in the international
trade conventions, model laws and
contractual codes. Secondly, the course
investigates the different procedures
that are available to enforce the
substantive rights studied in the first part
of the course. In the second part the
course focuses on international
commercial arbitration which has become
the preferred method of resolving
international disputes - a truly fascinating
area of the law.
Teaching method and E-learning:
Teaching will be as interactive as possible:
lectures combined with class discussions,
team work and presentations.
Grading pattern:
The final grade is based on the following
elements:
Team presentations (1/3 of final grade);
Take-home (1/3 of final grade);
In-class quiz (1/3 of final grade).
Bibliography:
All materials will be made available on the
course webpage.

Voir chap. Filires

DEVD31234
Cursus droit - Droit civil 2
Obligations - Responsabilit
Voir chap. Filires

DEVD31242
Droit du travail
Objectifs :
Ce cours sadresse tous les tudiants,
et pas seulement ceux qui se destinent
une carrire RH.
Par nature, le droit du travail concerne
tout le monde et la sensibilisation des
tudiants aux rgles applicables dans leur
futur environnement professionnel
constitue le principal objectif de ce cours.
Thmes abords :
Laccent sera donc mis sur le contrat de
travail : mise en perspective, contenu,
excution, rupture, sans oublier la
dimension capitalistique (attributions
dactions, management package en
private equity, etc.) et la dimension
internationale.
Sera galement abord le droit collectif
du travail, dont les institutions
reprsentatives du personnel
en particulier.
Pdagogie :
Un polycopi en forme de plan structur et
de textes lgislatifs sera fourni aux lves.
Evaluation :
Lvaluation sera faite sur la base
dun quiz final, dun ventuel quiz
intermdiaire et dinterventions orales
sur la base du volontariat.

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Catalogue des cours/Course Catalog 2015-2016

de lexpression publique ; publicit


et mdias ; problmes spcifiques
la presse crite ; droit de laudiovisuel ;
droits dauteur, droits de diffusion ;
le droit des nouveaux mdias :
tlmatique, progiciels, multimdia,
protection des donnes personnelles,
contrat et responsabilits sur Internet,
protection des incorporels, contrats
et fraude informatique.
Objectifs :
Donner aux tudiants une perception (i)
des risques juridiques apprhender dans
le cadre de lutilisation des technologies
de linformation (internet, systme
dinformation) et des mdias et des
moyens de les prvenir (ii) des outils
juridiques et judiciaires leur permettant
de protger et valoriser les incorporels.
Pdagogie :
Prsentation des principes fondamentaux,
illustration par la jurisprudence et par des
cas pratiques.
Evaluation :
Modalits mixant travaux individuels et
collectifs. Voir plan de cours disposition.

Objectifs :
LUnion Europenne forme un ordre
institutionnel et juridique spcifique quil
convient de bien matriser afin den saisir
les enjeux politiques en tant que citoyen
mais galement dintgrer dans
sa stratgie dagent conomique.
Thmes abords :
Le cours prsente les caractristiques du
systme, analyse lquilibre de pouvoirs
entre les Etats Membres et lUnion
Europenne et la rpartition des centres
de pouvoir au sein de lUnion. Un exercice
prospectif sur lavenir et le contenu du
projet europen intervient pour rpondre
lactualit. La prsentation des
mcanismes institutionnels est faite dune
manire concrte, pour permettre
aux futurs acteurs conomiques de saisir
la dmarche du lobbying. Une rflexion
approfondie sur le lobbying, sa pratique
et ses enjeux complte le cours.
Pdagogie :
Cours aussi interactif que possible,
exposs ou /et cas de groupe ou
individuels, lectures, revues de presse
rgulires, interventions de praticiens,
utilisation du site europa et dautres sites
dinformations europens.
Evaluation :
Modalits mixant travaux individuels
et collectifs.
Filire Droit : option Droit europen
et Droit public + Filire Prep ENA
Partenariat M2 Ethique des affaires de
lUCP.

DEVD31250
Droit de lingnierie financire
Objectifs :
Ce cours propose de montrer comment
les techniques du droit des socits
peuvent tre exploites pour raliser
des oprations financires complexes
(les montages). Il constitue donc
un cours avanc de droit des socits
destination des futurs praticiens
du droit des affaires, mais aussi de ceux
qui veulent embrasser les mtiers de
la finance et de la gestion de patrimoine.
Ce cours sera utile en particulier aux ASTDroit et aux tudiants du Cursus droit.
Les tudiants qui nont pas suivi de cours
de droit des socits pourront suivre
ce cours condition de faire un rattrapage
pralable par la lecture dun ouvrage
en droit des socits.

DEVD31246
Droit des mdias et des technologies
de linformation
Thmes abords :
Cours abordant, dun point de vue
juridique, les problmes suivants : sources
du droit des mdias ; protection
de limage de lentreprise ; limites
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DEV

DEVD31244
Droit institutionnel europen
et activits de lobbying

DEV

Thmes abords :
- Les techniques de stabilisation et de
verrouillage du contrle ;
- Les cessions de contrle (M&A) ;
- Les montages de transmission familiale
dentreprises ;
- Les montages dacquisition de socits
et dactifs avec effet de levier (LBO, etc.) ;
- Les montages de financement et de
refinancement sophistiqus (mission de
titres complexes, titrisation) ;
- Les montages doptimisation fiscale.
Pdagogie :
Les sances seront consacres aux
montages dits de haut de bilan les plus
utiles dans la pratique du droit des
affaires et du financement. Des praticiens
(notaires, avocats daffaires, fiscalistes)
interviendront dans cet enseignement
qui se veut rsolument pratique.
Un cas pdagogique rel sera propos aux
tudiants.
Evaluation :
Evaluation partir dexercices pratiques.
Voir plan de cours disposition.

- Le choix des arguments et les autres


techniques de persuasion
- La rdaction dun discours destin tre
prononc par soi-mme ou par autrui
(travail de plume)
- Llocution et la gestuelle de lorateur
- Les techniques rhtoriques classiques
et contemporaines (storytelling)
Pdagogie :
Ce cours est rsolument pratique.
Chaque tudiant pourra samliorer, en
dveloppant partir de ses qualits
personnelles sa matrise des techniques
de lloquence et de la rhtorique.
La prsentation de discours clbres et les
tmoignages dorateurs (tnors du
barreau) permettront galement aux
tudiants de saisir les ressorts dune
loquence efficace.
Evaluation :
Evaluation essentiellement fonde
sur les exercices pratiques et les analyses
de discours.

DEVD31300
Eloquence et rhtorique : savoir faire
un bon discours

Objectifs :
Ce cours a pour objectif de fournir aux
tudiants les clefs de comprhension
des grandes transformations luvre
dans les relations internationales
contemporaines. Il souligne les grandes
lignes dinflexion du systme
international et des rapports
internationaux depuis la fin de la guerre
froide. Il permettra aussi dtudier les
transformations qui ont profondment
modifi lenvironnement des grandes
entreprises et des activits conomiques
en gnral. Outre le basculement
du monde opr par les puissances
mergentes, le cours mettra laccent sur
les nouveaux enjeux autour du contrle
des ressources, du cyberespace et de
lenvironnement. Le cours se conclura sur
le sens et les orientations de la
globalisation conomique et les tensions
et crises inhrentes la mondialisation.

DEVD31402
Sminaire DEV

Objectifs :
Ce sminaire sadresse aux tudiants
qui veulent amliorer leur capacit
convaincre un auditoire en apprenant
faire un bon discours. Cest un exercice
essentiel, non seulement pour les futurs
plaideurs ou responsables politiques, mais
aussi pour les dirigeants conomiques
et ceux qui les conseillent.
Thmes abords :
- Les diffrents genres de discours
(plaidoirie, rquisitoire, discours
politique, discours de circonstance,
discours managrial, discours
de mobilisation, dbat, etc.)
- La prparation dun discours (analyse
de lauditoire, identification de lobjectif
du discours)
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ses enjeux sectoriels et managriaux ainsi


que ses volutions rcentes. Il leur
permettra dacqurir les outils danalyse
et les comptences ncessaires pour crer
et grer des initiatives philanthropiques
(fondations, entreprises mcnes, fonds
dinvestissements).
Thmes abords :
Introduction la philanthropie
(dfinitions, comparaison
internationale) ;
Les diffrents types de philanthropie
(petits et grands donateurs, familles,
communauts, mcnat dentreprise) ;
Les enjeux nouveaux et les tendances
actuelles (capital-risque philanthropique,
investissement social, partenariats
philanthropiques).
Pdagogie :
Le cours sappuie sur diffrentes
modalits pdagogiques :
Des exposs magistraux transmettant aux
tudiants les informations essentielles
concernant la ralit du secteur et ses
enjeux ;
Lanalyse, dans le cadre de discussions
animes par le professeur, de cas
pdagogiques franais et internationaux
illustrant des enjeux importants
rencontrs par les acteurs
philanthropiques ;
Des changes avec des acteurs et
professionnels du secteur partageant avec
les tudiants leur exprience
de la philanthropie ;
Un travail de groupe dans le cadre dun
projet stratgique permettant
aux tudiants dchanger avec dautres
tudiants partageant les mmes centres
dintrts et de formuler, en quipe,
des recommandations sur un mode
professionnel.
Evaluation :
Lvaluation du cours se fera sur la base
de deux critres :
La participation orale (50%)
Le projet stratgique (50%)

DEVE31102
Philanthropie : stratgies et impact
Objectifs :
Lentre dans le XXI sicle marque
clairement un tournant pour la
philanthropie. Philanthropie stratgique,
capital-risque philanthropique
ou investissement social sont autant de
nouveaux concepts qui questionnent les
modles philanthropiques traditionnels,
leurs modalits dintervention et leur
impact.
Ce cours a pour ambition de faire
comprendre aux tudiants le champ de
la philanthropie, son rle dans la socit,
me

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Thmes abords :
- Gopolitique mondiale : les facteurs
et les problmatiques.
- Le systme international : volution
et nouveaux rapports de force.
- Crises, conflits et guerres : les ressorts
de la conflictualit. Etudes de cas.
- La place des Etats-Unis dans le monde.
- LUnion Europenne est-elle une
puissance ?
- Les puissances mergentes.
- Les religions dans le monde : entre
influence et conflits.
- Environnement, contrle des ressources
et cyberespace.
- Rguler la mondialisation ?
- Les enjeux de la transition nergtique
Pdagogie :
Le cours repose sur une pdagogie
progressive prsentant dans un premier
temps les concepts fondamentaux
du systme international, puis abordant
les rapports internationaux et le jeu
des Puissances avant de sinterroger sur
les thmatiques transversales de
la mondialisation. Cette approche se
doublera dchanges interactifs bass
sur la connaissance de textes essentiels
ainsi quun commentaire de lactualit
internationale. Exposs et travaux
individuels et collectifs sur
des thmatiques approfondir.

DEV

DEVE31200
Droit et entrepreneuriat

singularits des entreprises sociales.


Ce cours a pour objectif de fournir
aux tudiants une mthodologie et une
exprience pratique, par le biais de
la construction du business plan social
dune nouvelle entreprise dont la mission
prdominante est sociale (ou
environnementale).
Plus largement, il permet aux tudiants de
comprendre les enjeux spcifiques relatifs
la cration et la gestion dune
entreprise sociale. Ce cours permet en
outre aux tudiants de dvelopper leurs
comptences entrepreneuriales.
Les tudiants qui envisagent de crer
leur propre entreprise sociale auront
la possibilit de dmarrer leur projet
loccasion de ce cours, alors que les
autres acquerront une prcieuse pratique
en dveloppement dentreprise.
A la fin du cours, les tudiants devront :
- Savoir construire et rdiger le business
plan dune entreprise sociale ;
- Prsenter oralement ce business plan
social des partenaires et investisseurs
potentiels ;
- Evaluer de faon critique le business plan
dune entreprise sociale.
Thmes abords :
- Dfinition du projet
- Analyse dopportunit
- Production et oprations
- Business model
- Stratgie marketing
- Stratgie financire
- Mesure de la performance
Pdagogie :
Par groupes de quatre, pendant le cours,
les tudiants construisent le business plan
social dune entreprise sociale. Les projets
pourront tre proposs tant par les
tudiants que par les professeurs. Le cours
associe lacquisition des lments
mthodologiques essentiels via lectures et
cours e-learning, des simulations de
prsentation avec feedback collectif, des
temps de travail en groupe avec lappui
dun tuteur.

Objectifs :
Lobjectif de ce cours est de permettre
aux tudiants de sapproprier de manire
concrte les diffrents aspects juridiques
de la cration dune entreprise et de son
dveloppement. Ce cours sinscrit dans
la filire Entrepreneuriat et a vocation
complter les enseignements
dj dispenss sur les autres aspects.
Thmes abords :
Parmi les thmes abords la cration et
les critres de choix dune structure
sociale ; le rachat dune socit in bonis
ou en difficult ; aspects relatifs la
fiscalit, la concurrence, la proprit
intellectuelle.
Pdagogie :
Une dimension spcifique de
lenvironnement juridique de
lentrepreneur est aborde chacune des
sances. Des exercices pratiques et de
nombreux exemples, proposs notamment
par les professionnels convis
intervenir, permettent une mise
en situation des problmes abords.
Evaluation :
Cet enseignement fait lobjet dun travail
collectif ainsi que dun examen individuel
destin vrifier les connaissances
techniques acquises.

DEVE31268
Faire un business plan social
Objectifs :
Comme toute nouvelle entreprise, une
entreprise qui se lance avec une mission
sociale a besoin dun business plan
soigneusement construit, permettant
lentrepreneur de formaliser son projet
et ses objectifs, sa stratgie, son business
model et ses prvisions financires.
Pourtant, la cration dune entreprise
sociale est spcifique par bien des
aspects. Afin de prendre en compte ces
spcificits, loutil traditionnel
du business plan doit tre adapt aux
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Catalogue des cours/Course Catalog 2015-2016

Cours magistral + cas multimdia en salle


informatique.
Evaluation :
Quiz + cas.

DEVI31233
International Property Market
Analysis
This course is mandatory for Real Estate
track students (RICS accreditation).
Objectives:
This course covers the principal issues
of international property market analysis
with the objective of making students
aware of the globality of real estate
investment and management.
It aims to give an understanding of real
estate market analysis, in the broader
context of (global) real estate investment
and development. This knowledge will
help course participants to meet new
challenges and opportunities in real
estate markets across national borders.
Topics:
The assessment of real estate returns,
property market analysis, real estate
strategy and factors of the decisionmaking process of international property
investment. It also includes a session
dedicated to the RICS code of ethics.
Teaching methods:
Professionals of real estate finance,
property asset management and
development lecture in this course,
offering basic concepts to analyse
international property markets.
Grading pattern:
Course assessment includes a group minithesis on one of the issues developed
in the class and a final examination.

DEVI31130
Analyse des marchs et produits
immobiliers
Le cours est obligatoire pour les tudiants
de la chaire Immobilier et Dveloppement
Durable.
Objectifs :
Ce cours de base apporte les concepts
fondamentaux de lanalyse conomique
et financire des diffrents marchs
immobiliers dentreprise. Ce cours
constitue notamment un prrequis
recommand pour le cours DEVI31254
Investissements immobiliers et
DEVI31256 Management immobilier.
Le cours aborde les notions de base
de lanalyse des marchs immobiliers
dentreprise (tude des principaux
indicateurs, volution des marchs,
systmes dacteurs, etc.) et
de linvestissement immobilier.
Thmes abords :
Economie des marchs, Immobilier de
bureaux et dentreprise, Asset
management, Investissement immobilier.
Pdagogie :
Le cours est structur en deux parties :
la premire expose la mthodologie
et les principaux indicateurs
indispensables ltude des marchs
immobiliers. La seconde partie repose sur
la mise en pratique des outils au travers
dtudes de cas, danalyses de marchs
et de prises de dcisions darbitrage
immobilier (salle informatique).
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DEV

Lors du dernier cours, les quipes


prsenteront leur business plan social
devant un jury compos denseignants
et dacteurs coutumiers de lvaluation
de business plans.
Evaluation :
La note finale du cours sera attribue
sur les bases de :
- Lvaluation du business plan social
rdig (50%)
- Lvaluation de la prsentation orale
finale (50%)

DEV

Thmes abords :
- Processus de production immobilire.
- Marchs immobiliers, environnement
conomiques et cycles.
- Contextes lgal, juridique et fiscal.
- Logiques financires.
Pdagogie :
- Approche thorique et tude de cas.
- Modlisation financire (travaux
pratiques sur Excel).
Evaluation :
Etude de cas finale + mini-rapports.

DEVI31250
Financement et montage
doprations immobilires court
et moyen terme
Objectifs :
Ce cours dapprofondissement aborde
les pratiques du montage doprations
immobilires et permet aux tudiants
de disposer des notions de base
permettant d'analyser un risque
immobilier. L'tude de cas pratiques de
bilans de promotion immobilire et la
rencontre avec des acteurs de l'immobilier
(promoteurs, asset managers,
investisseurs et banquiers) donnent aux
tudiants l'occasion d'apprhender l'tat
du march franais et ses tendances
moyen terme.
Thmes abords :
- Prsentation du march et de ses
principaux acteurs.
- La problmatique foncire
(amnagement, ZAC).
- Le financement des oprations de
promotion immobilire.
- Quelques notions juridiques appliques
l'immobilier.
- Bilan et plan de trsorerie associ.
- L'impact des nouvelles normes
environnementales.
Pdagogie :
L'essentiel du cours est dispens de
manire interactive au moyen d'tudes
de cas pratiques. Une visite de site vient
conclure le cycle.
Evaluation :
Note de synthse partir d'un dossier rel
de financement.

DEVI31256
Management de limmobilier
de lentreprise
Prrequis - cf. tableaux
Le cours est obligatoire pour les tudiants
de la chaire Immobilier et Dveloppement
Durable.
Objectifs :
Le cours aborde tous les fondamentaux
de la gestion de limmobilier dexploitation
du point de vue des Grands Utilisateurs.
Quel que soit leur secteur, les entreprises
ont besoin dimmobilier pour exercer leur
activit, celui-ci reprsentant en gnral de
25 40% des actifs des socits et le second
poste de dpenses aprs les salaires. La
fonction immobilire au sein de lentreprise
volue depuis quelques annes, dans
un contexte de management par la valeur
actionnariale. De plus, les marchs de
limmobilier dentreprise sont cycliques,
avec de sensibles variations des loyers sur
des priodes relativement courtes,
qui peuvent lourdement affecter, en cas
de pnurie sur les marchs locatifs,
les quilibres dexploitation de lentreprise
moyen et long terme.
Thmes abords :
Le cours est divis en 4 parties qui se
compltent et abordent tous les
fondamentaux de limmobilier
dexploitation du point de vue des Grands
Utilisateurs :
- La direction immobilire dans lentreprise,

DEVI31254
Investissements immobiliers
Prrequis - cf. tableaux
Objectifs :
- Fournir une bonne comprhension
de lindustrie immobilire
- Prsenter les lments cls dune
stratgie dinvestissement immobilier
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Catalogue des cours/Course Catalog 2015-2016

Le sminaire de chaire est rserv aux


membres de la chaire et donnera lieu
lattribution dune UV une fois que le
programme denseignement de la chaire,
lexception du stage, aura t valid.
Objectifs :
Le sminaire de chaire est conu autour
de rencontres professionnelles.
Il permet des personnalits du monde de
limmobilier (montage doprations,
financement, asset management, conseil
fusion-acquisition, etc.) de faire part de leur
exprience et de leur savoir-faire et de
prsenter des cas concrets aux tudiants
de la chaire Immobilier et Dveloppement
Durable.
Thmes abords :
Le sminaire accueille rgulirement des
cadres dirigeants de socits foncires
cotes, des directeurs immobiliers de
grands groupes, de fonds
dinvestissement, de banques daffaires,
de conseils immobiliers, des promoteurs
et dveloppeurs immobiliers, ainsi que
des professionnels de lamnagement
foncier et urbain intresss par les
questions immobilires et par le
renouvellement urbain (Collectivits
locales, Caisse des Dpts, S.E.M., etc.).
Pdagogie :
La sance est compose de deux parties :
- Prsentation institutionnelle
- Etudes de cas avec les tudiants
Un voyage de chaire ltranger est
organis chaque anne.
Evaluation :
Les binmes sont tenus danimer le dbat
lissue des prsentations et de raliser
un compte-rendu dtaill du sminaire
selon la charte fournie par la chaire.
La note du sminaire de chaire est base
sur un quiz, la prise en compte dune note
de participation orale lors des sminaires
et la qualit rdactionnelle du compterendu.

DEVI31430
Sminaire d'application d'analyse
immobilire
Nombre dUV : 2UV
Pour les tudiants de la chaire ou non,
plus particulirement intresss par
lconomie et la finance immobilires,
il est possible de travailler en binme
sur des thmes dapplication dfinis
notamment avec les partenaires
de la chaire Immobilier. Les travaux sont
suivis la fois par le professeur
enseignant et par les commanditaires
de la recherche. Le sminaire
dapplication se droule sur deux
trimestres (T2 et T3).
Thmes abords :
Thmes touchant lconomie, la finance
et le management immobiliers.
Pdagogie :
Le sminaire sarticule autour de sances
collectives de travail de prsentation
et de mthodologie, de rencontres en
entreprise avec les commanditaires et de
sances de travail par binme lESSEC.
Evaluation :
Les tudiants ralisent un mmoire
collectif et une note de synthse.
Les rsultats de leur tude sont prsents
en soutenance la fin du trimestre 2
et la fin du trimestre 3.

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DEV

DEVI31432
Sminaire de Chaire immobilier

- Les aspects rglementaires et fiscaux de


limmobilier dexploitation,
- Le space planning,
- Le financement de limmobilier
dexploitation.
Pdagogie :
Le cours est compos de sances
enseignes par des intervenants
extrieurs sur la base de cas rels. Une
visite de site avec rencontre dun directeur
immobilier est organise chaque anne.
Evaluation :
Quiz + mini rapports.

DEV

DEVN31130
Ngociation et dmocratie locale

opportunits de dveloppement personnel


(connaissance de soi permettant
de meilleures interactions avec autrui).
Pdagogie :
Le cours fera appel des mthodes
varies : exposs, tudes de cas et jeu
de rles multimdia.
Evaluation :
La note finale sera individuelle.
Un quiz permettra dvaluer lanalyse de
lexprience de ltudiant dans le cadre
du jeu de rles et ses rponses quelques
questions de cours.

Objectifs :
Le cours aborde les processus de dcision
publics en matire damnagement
du territoire et de gestion des collectivits
territoriales : projets, implantation
dquipements ou agrandissement
dinfrastructures de gestion des dchets,
transports en commun, aroports, ports,
etc. Ces processus de dcision comptent
parmi les plus complexes aujourdhui,
au sens o ils font intervenir de nombreux
acteurs (reprsentants de lEtat, des
collectivits territoriales, des entreprises,
des habitants, associations de dfense
de lenvironnement, etc.) ayant chacun
des intrts et motivations de nature
diffrente : que devient alors le concept
dIntrt Gnral ? Peut-on encore
opposer intrt gnral et intrts dits
particuliers ? Lenjeu devient plutt de
permettre le dialogue, la concertation, la
ngociation entre acteurs et de favoriser
la recherche commune de solutions.
Aussi ces processus de dcision sont-ils
des terrains de ngociation privilgis.
Thmes abords :
Aprs avoir tudi lvolution de ces
processus depuis les annes 60,
les tudiants participent la simulation
dune concertation sur un projet
particulier, tir dun cas rel : celui de
lautoroute A104 qui doit relier Cergy
et Orgeval.
La simulation consiste en un jeu de rles
multimdia, La Francilienne, qui permet
aux tudiants de faire lexprience
dun processus de dcision conflictuel
et dapprendre progressivement le
grer, grce lacquisition de concepts et
mthodes de ngociation et de mdiation.
Lexprience individuelle et collective
des tudiants est analyse, entre autres,
grce des concepts psychologiques et
socio-psychologiques. Les concertations,
ngociations et mdiations exprimentes
deviennent ainsi pour les tudiants des

DEVN31140
Atelier de ngociation
Objectifs :
- Grer les dimensions et tensions lies aux
personnes, aux processus et aux problmes
de fond en ngociation.
- Accrotre les comptences analytiques
et interpersonnelles des participants aux
ngociations.
- Aider les participants mieux prparer,
conduire et rendre compte des
ngociations, les leurs et celles des autres.
- Dvelopper les comptences dcoute
et de parole actives.
- Elaborer des stratgies pour les
ngociations internes et externes aux
organisations.
- Prendre conscience des facteurs de succs
et dchec en ngociation.
- Matriser les concepts et outils de louvrage
Mthode de Ngociation (2010).
Thmes abords et plan du cours :
Questionner avant dagir ; Prparer avant
de ngocier ; Lessentiel avant lvident
en matire de processus ; Ecouter avant de
parler ; Dvelopper des solutions cratrices
de valeur avant de rpartir la valeur cre ;
Structurer le mandat interne avant de grer
les interactions externes ; Reconnatre les
motions avant de chercher des solutions
aux problmes de fond ; Approfondir la
mthode avant dapprocher les diffrences
culturelles ; Btir les coalitions avant
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Catalogue des cours/Course Catalog 2015-2016

- Increasing their competencies in active


listening and speaking.
- Elaborating strategies for negotiations
within and outside their organization.
- Raising awareness of success and failure
factors in negotiation
- Managing the tools and concepts of The
First Move. A Negotiators Companion
(2010).
Topics:
Questioning your strategy before acting ;
Preparing before negotiating; Structuring
the process before problem-solving;
Listening before; Creating value before
distributing value; Structuring the
mandate behind the table before
managing the interactions at the table;
Managing emotions before problemsolving; Deepening methods before
addressing cultural differences; Building
coalition before dealing with multilateral
negotiations; Synthesis and quiz.
Pedagogical methods:
Conceptual tools Interdisciplinary
corpus of classical theories (Callires,
Pecquet, etc.) and contemporary research
(Fisher & Ury, Lax & Sebenius, Mnookin,
Susskind, Brett): philosophical and
historical inputs, social and cognitive
psychology, game theory, sociology of
organizations, etc.
Preparation, simulations, debriefing and
summaries This practical workshop is
based on the preparation of role plays by
the students, on their involvement in
these simulations and on the discussions
that follow, which are facilitated by the
instructor, who, at the end of each
session, summarizes the key theoretical
lessons.
Grading pattern:
The course grade is based on three
elements:
- A final quiz (50%). It takes place during
the last session of the seminar and checks
the understanding of concepts and their
application in the different role plays.
It requires a thorough reading of the

DEVN31141
Negotiation Workshop
Objectives:
- Understanding the dimensions and
tensions relating to people, process and
problems in negotiation.
- Developing the participants analytical
and interpersonal skills in negotiation.
- Helping participants better prepare,
manage and debrief negotiation sessions,
theirs and those they witness.
71

Catalogue des cours/Course Catalog 2015-2016

DEV

de mener des ngociations multipartites ;


Synthse et quiz.
Pdagogie :
Outils conceptuels Corpus
interdisciplinaire des thories classiques
(Callires, Pecquet, etc.) et
contemporaines (Fisher & Ury, Lax &
Sebenius, Mnookin, Susskind, Brett) :
apports philosophiques et historiques,
psychologie sociale et cognitive, thorie
des jeux, sociologie des organisations, etc.
Prparation, simulation, rflexion
et structuration. Cet atelier pratique se
fonde sur la prparation des cas par
les tudiants, sur leur implication dans
des jeux de rle et sur des discussions
facilites par lintervenant, lequel en fin
de session rsume les apports thoriques.
Evaluation :
La note finale se dcompose en trois parties :
- Une note de quiz (50 %). Le quiz a lieu
durant la dernire session du sminaire
et porte sur lintgration des concepts,
ainsi que sur leur application dans
les diverses simulations. Il suppose une
lecture approfondie de louvrage
Mthode de ngociation (A. Lempereur
et A. Colson).
- Une note de participation (30 %).
Elle est fonde sur la prparation
aux sances et sur les interactions
en sance.
- Une note de fiche (20 %) ralise
partir de lanalyse dun documentaire
reprenant des ngociations relles.

DEV

book The First Move. A Negotiators


Companion.
- Participation (30%), based on the
preparation of the sessions
(2 memoranda) and the interactions
in class.
- A short synthesis (20%) on the basis of a
video document.

souvent inspires de cas rels. Les


tudiants seront amens les prparer,
les ngocier, et
les analyser avec lintervenant. Latelier
est la fois interactif
et intensif.
x
Outils Le cours sappuie sur un
corpus interdisciplinaire (Brett,
Druckman, Lewicki, Zartman, etc.) :
science politique, histoire, psychologie,
thorie des jeux, sociologie des
organisations, etc.
Des responsables dentreprises
ou dorganisation pourront tre invits
pour partager leur exprience pratique
de ngociations complexes.
Evaluation :
Elle se fonde sur trois lments :
x Participation aux changes (25%).
x Quiz final (25%). Vrification des
connaissances acquises.
x Un bref rapport remis aprs
le cours et analysant soit un livre
important en ngociation
(une liste sera propose), soit une
ngociation relle tire de lactualit
(mini tude de cas) (50%). Les meilleurs
travaux pourront tre diffuss sur le site
Internet dESSEC IRENE (www.essecirene.com).

DEVN31240
Atelier de ngociations complexes
Prrequis - cf. tableaux
Objectifs :
- Approfondir les acquis de lAtelier
de ngociation (prrequis) et apprendre
des mthodes avances de gestion
des ngociations complexes.
- Savoir surmonter les impasses
et les blocages en ngociation.
- Grer les ngociations multi-acteurs /
multilatrales.
- Acqurir des comptences en ngociation
interculturelles.
- Mieux connatre les ressorts
psychologiques de linfluence en
ngociation.
- Devenir un bon analyste de ngociations
relles dans la vie des affaires
internationales.
Thmes abords et plan du cours :
Rappel interactif des principaux acquis de
lAtelier de ngociation ; Influence et
psychologie en ngociation ; Surmonter
les blocages relatifs au processus de
ngociation (I) ; Surmonter les blocages
relatifs au processus de ngociation (II) ;
Surmonter les blocages relatifs
aux questions de fond ; Grer
une ngociation multilatrale ;
La ngociation interculturelle (I) ;
ngociation interculturelle (I) ; Session
dapplication / Analyse de cas rels ;
Synthse et quiz.
Mthodes pdagogiques :
x
Prparation, mises en situation
pratiques, analyses et synthses
Ce sminaire de ngociations complexes
sappuie sur des mises en situation le plus

DEVN31241
Advanced Negotiation Workshop
Prerequisite(s) - cf. tables
Objectives:
- Implementing, and going beyond, the key
learnings of the Negotiation Workshop
(Atelier de ngociation) which constitutes
a prerequisite for this one.
- Overcoming deadlocks and stalemates in
complex negotiations.
- Managing effectively multilateral
negotiations.
- Increasing participants competencies in
intercultural negotiations.
- Knowing better the psychological and
tactical sources of influence in
negotiation.
72

Catalogue des cours/Course Catalog 2015-2016

Objectifs :
- Prendre conscience du rle de la
mdiation dans la gestion des conflits
des interactions familiales au contexte
international, en passant par la vie
quotidienne des organisations.
- Mettre en uvre les principes et outils
du mdiateur.
- Dvelopper une mthode efficace
de facilitation et de responsabilisation,
de structuration des principes et des
tapes, de questionnement et dcoute,
de crativit et de cration de valeur.
- Matriser les concepts et outils pour
comprendre le primtre de la
mdiation, ses principes structurants,
son processus, ses techniques pour
approfondir le pass et dvelopper des
pistes de solution pour le futur.
- Surmonter des piges possibles dans
la recherche dun accord et dans
la restauration dune relation.
- Prendre la mesure des dfis thiques
de la mdiation.
Thmes abords et plan du cours :
Le primtre de la mdiation ; La
pertinence de la mdiation ; Le processus
de la mdiation ; Le positionnement du
mdiateur ; Du pass au prsent ; prsent
au futur; Les principes thiques du
mdiateur ; Les piges du mdiateur ; La
pluralit de mdiation; Synthse et quiz.
Pdagogie :
Mthode thorique et pratique fondant
une mdiation oprationnelle
Prparation, simulation, rflexion
et structuration. Cet atelier pratique
se fonde sur la prparation des cas par
les tudiants, sur leur implication dans
des jeux de rle et sur des discussions
facilites par lintervenant, lequel en fin
de session rsume les apports thoriques.
Evaluation :
La note finale se dcompose en deux
parties :
73

Catalogue des cours/Course Catalog 2015-2016

DEV

DEVN31262
Atelier de mdiation

- Being an effective analyst of real-life


business negotiations.
Topics and course agenda:
An interactive refresher on negotiation
practice and theories ; Influence &
Psychology in Negotiation Processes ;
Overcoming Deadlocks on Process (I) ;
Overcoming Deadlocks on Process (II) ;
Overcoming Stalemate on Problem ;
Managing a Multilateral Negotiation ; CrossCultural Negotiation (I) ; Cross-Cultural
Negotiation (II) ; Application Session /
Analysis of Real Cases ; Synthesis and quiz.
Pedagogical methods:
x Preparation, simulations, debriefing
and summaries This advanced workshop
is based on the preparation of negotiation
simulations by the students, on their
involvement in these simulations and on
the discussions that follow, which are
facilitated by the instructor, who, at the
end of each session, summarizes the key
theoretical lessons.
x Conceptual tools Interdisciplinary
corpus of contemporary theories and
research (Brett, Druckman, Lewicki,
Zartman, etc.): political science, history,
psychology, game theory, sociology of
organizations, etc.
x Guest speakers may be invited
(agenda permitting) to share their
negotiation experience.
Grading pattern:
The course grade is based on three
elements:
x Participation based on the preparations
of the sessions and the interactions in class
(25%).
x A final quiz (25%). It takes place during
the last session of the seminar and checks
the understanding of concepts and their
application in the different role plays.
x A report hand in later, analysing either a
major book on negotiation (a list will be
provided), or a real-life business
negotiation (mini-case study) (50%). Best
reports will be released on ESSEC IRENEs
website (www.essec-irene.com).

DEV

Une note de participation (50 %). Elle est


fonde sur la prparation aux sances
et sur les interactions en sance.
Une note de rapport final (50 %). Aprs
validation de son choix de sujet auprs
du responsable du cours, chaque tudiant
approfondira, dans un rapport final
de 6 pages, un thme qui attestera de sa
comprhension individuelle des concepts
du cours et de louvrage Mthode de
mdiation.

Preparation, simulations, debriefing and


summaries. This practical workshop is
based on the preparation of role plays by
the students, on their involvement in
these simulations and on the discussions
that follow, which are facilitated by the
instructor, who, at the end of each
session, summarizes the key theoretical
lessons.
Grading pattern:
The course grade is based on two
elements:
- Participation (50%): based on the
preparations of the sessions and the
interactions in class.
- A final report (50%): each student needs
to choose a topic, to validate his choice
with the instructor and to produce a sixpage report, aiming to demonstrate
his/her individual understanding of the
concepts developed throughout the
course and the book Mthode de
Mdiation.

DEVN31263
Mediation Workshop
Objectives:
- Illustrating the role of mediation in
conflict management from family
disputes to international crises, via the
daily life of organizations.
- Putting into practice the mediators
principles and tools.
- Developing an efficient method of
facilitation and empowerment,
structured around principles and steps,
including questioning and listening,
creativity and value creation.
- Mastering the concepts and tools
necessary to understand the perimeter
of mediation, its structuring principles,
its process and the techniques necessary
to address past issues and develop
possible solutions for the future.
- Overcoming possible traps on the way
toward settlement and reconciliation.
- Assessing the ethical challenges of
mediation.
Topics:
Mediations Perimeter ; Mediations Pros
and Cons ; The Mediation Process ; The
Mediators Positioning ; From the Past to
the Present ; From the Present to the
Future ; The Mediators Ethical Principles ;
Avoiding Traps in Mediation ; The Plurality
of Mediation ; Synthesis and Quizz.
Pedagogical methods:
A theoretical and practical method aiming
at an operational mediation

DEVN31300
Dialogue entre parties prenantes
et co-dveloppement dans les pays
mergents
Prsentation :
La contribution des entreprises, en
particulier des multinationales, au
dveloppement des zones, notamment
de grande pauvret, o elles mnent
des oprations est un sujet controvers :
de quoi faut-il rendre les entreprises
responsables ? Quelles sont leurs
responsabilits vis--vis de quelles parties
prenantes ? Comment mesurer la qualit
de cette interaction, et trouver des pistes
damlioration du dialogue entre parties
prenantes afin de prvenir les conflits
et favoriser les logiques coopratives ?
A partir dune typologie des diffrents
domaines de responsabilit des
entreprises (conomique et financire,
sociale, socitale et environnementale,
politique), le cours sefforcera de mettre
en vidence les conditions dun dialogue
74

Catalogue des cours/Course Catalog 2015-2016

75
Catalogue des cours/Course Catalog 2015-2016

DEV

le point de vue dautres parties


prenantes. Les tudiants seront aids
prendre de la hauteur tout en
simpliquant trs concrtement dans
la rflexion sur des questions concrtes,
impliquant diffrents acteurs et
notamment des personnes en situation
de vulnrabilit, dans une approche
collaborative.
4. Intgrer les enjeux socitaux :
Les tudiants montreront des aptitudes
intgrer les proccupations culturelles
et thiques dans leur pratique
professionnelle. Cest lobjectif central
de ce cours.
Pour atteindre ses objectifs, le cours
conjuguera :
- Des apports thoriques (au croisement
de la philosophie morale et politique,
de lconomie et du management) ;
- Des mises en situation concrte grce
des cas pratiques ;
- Des exercices ponctuels mettant
en lumire des aspects spcifiques;
- Le partage dexprience entre
participants, et entre participants et
animateur, grce une approche trs
interactive du cours.
Evaluation :
- Une synthse crite de vos principaux
apprentissages personnels, en
tablissant des liens avec les concepts
prsents dans louvrage Ethique
et entreprise (Atelier, 2013). Cette
synthse sera ralise lors de la dernire
sance (50%) ;
- Un travail de groupe ralis partir de
lanalyse dune des tudes de cas (30%) ;
- Une note refltant votre participation
active aux exercices et aux discussions
en classe (20%).

fcond entre parties prenantes et dune


contribution prenne des entreprises
au dveloppement local, aussi bien que
national et mondial. Les analyses
thoriques sappuieront sur des enqutes
qualitatives et quantitatives ralises
dans le cadre du programme CoDev auprs
des filiales de diffrents groupes dans des
pays du Sud (Total au Nigeria, Rio Tinto
Alcan au Ghana, Veolia et Michelin en
Inde, Danone en Indonsie et au Mexique)
dans le cadre de partenariats avec ces
entreprises ainsi quavec des ONG (CCFD)
et agence publique de dveloppement
(AFD). Le cours vise fournir des outils
thoriques aussi bien qu vise
oprationnelle aux tudiants, en vue de
renforcer leurs capacits de management
responsable dans des marchs complexes.
Objectifs :
1. Grer les processus :
Les tudiants matriseront les concepts
et les thories relatifs la responsabilit
socitale des entreprises et en
particulier au dialogue entre parties
prenantes, afin d'allier avec efficacit
connaissances thoriques et expriences
pratiques.
2. Savoir-faire face la complexit :
Les tudiants feront preuve d'une relle
aptitude comprendre et rsoudre des
situations et des problmes de
management complexes en appliquant
des comptences analytiques, en crant
des solutions innovantes, en prenant
et en dployant des dcisions, travers
des tudes de cas lies aux recherches
menes par le programme CoDev auprs
de diffrentes filiales dans diffrents
pays du Sud.
3. Dvelopper son sens du leadership :
Les enjeux lis la contribution des
entreprises au dveloppement dans des
marchs complexes impliquent des
engagements forts de la part des
dirigeants anims dune vision, capables
de se remettre en cause et soucieux
de prendre des dcisions en intgrant

DEV

DEVN31401
Negotiate Business Deals in China:
A Cross-Cultural Perspective

session, summarizes the key theoretical


lessons.
x Conceptual tools Interdisciplinary
corpus of contemporary theories and
research: political science, history,
psychology, game theory, sociology of
organizations, etc.
Grading pattern:
The course grade is based on two elements:
x Participation based on the preparations
of the sessions and the interactions in
class (50%).
x A professional project hand in later
(50%). Best projects will be released on
ESSEC IRENEs website (www.essecirene.com).

Given on the ESSEC Campus in Singapore


Objectives:
- Understanding how culture impacts the
negotiators behavior
- Knowing negotiation and communication tensions inherent to a
cross-cultural environment
- Developing operational responses, both
in the preparation of negotiations, and
at the negotiation table
- Having comprehension of the historical
and cultural context influencing Chinese
negotiating behaviors
- Learning how Chinese people
communicate and decode what they
really want to say
- Gaining the knowledge about how to
influence Chinese people and their
organizations: 5 key words and
12 negotiation implications
- Knowing the motivations and interests
Chinese people value, the negotiation
strategies and tactics used the most
often in the Chinese business world
Topics and course agenda:
How culture impacts negotiation; The
Process Dimension of cross-cultural
negotiations; The People Dimension of
cross-cultural negotiations; Problem
Dimension of cross-cultural negotiations;
Historical and Cultural Influences on
Chinese negotiation; The Process
Dimension of Chinese negotiation; People
Dimension of Chinese negotiation; The
Problem Dimension of Chinese negotiation
Pedagogical methods:
x Preparation, simulations, debriefing
and summaries This advanced
workshop is based on the preparation of
negotiation simulations by the students,
on their involvement in these
simulations and on the discussions that
follow, which are facilitated by the
instructor, who, at the end of each
76

Catalogue des cours/Course Catalog 2015-2016

Ple D
Droit et Immobili
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Ple D
Droit et Immobili
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Viviane
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A lESSE
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Huguess BOUTHINO
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Jacquess DELGA, prrofesseur ho


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Jacques
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Techniq
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A lESSE
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depuismiques
19990 (CAPET STE) Avvocat la Coour dAppel de
A lESSEEC depuis 19990

77

Catalogue
C
des c ours/Course
Cattalog 2015-2016
77
Catalogue
C
des c ours/Course Cattalog 2015-2016

DEV

Les prrofesseurs du dp
parteme nt / Facu
ulty Depa
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Les prrofesseurs du dp
parteme nt / Facu
ulty Depa
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DEV

Genevive HELLERINGER, professeur associ


Genevive
HELLERINGER,
professeur
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Co-responsable
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Juris doctor
Columbia University Doctorat en droit
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lESSEC depuis 2006
A lESSEC depuis 2006

Ingrid NAPPI-CHOULET, professeur


Ingrid
NAPPI-CHOULET,
professeuret Dveloppement Durable
Titulaire
de la chaire Immobilier
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Urbanisme,
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UniversitSciences-Po
Paris XII-Val-de-Marne
Universit
Paris
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A lESSEC
depuis
1995
A lESSEC depuis 1995

Olivier de TISSOT, professeur honoraire


Olivier
de TISSOT,
professeur
honoraire
Doctorat
dEtat en
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D.E.S. HEC
Sciences
en A
Sciences
lESSECCriminelles,
depuis 1984Universit dAix-en-Provence Diplme HEC
A lESSEC depuis 1984

78

Catalogue des cours/Course


Catalog 2015-2016
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Catalogue des cours/Course Catalog 2015-2016

Laurencce de CARLO
O, professeu
ur
Laurenc
ce Amnageme
de
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A lESSEEC depuis 19994

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P
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A lESSEEC depuis 20005

Patrice NOISETTE, pprofesseur enseignant


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(MS
M
MUI) du Mastre
et Doctora
Immo
obilier
(MS M
MUI)
at durbanism
me, Universsit Paris VIIII Diplmee ESSEC
Doctora
at durbanism
Universsit Paris VIIII Diplmee ESSEC
A lESSE
EC depuisme,
20011
A lESSEEC depuis 20011

Anne-Cllaire PACHEE, professeu


ur associ
Anne-Cl
laire
PACHEE, A
professeu
ur ch
associ
Directeu
ur Gnral
Adjoint
en
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Ecolle, des programmes
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des programmes
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ps et
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es Spcialis
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et des prrogrammes M
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e de la chair
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e de
opie
PhD in
Organization
O la chairre Philanthr
nal Behavio
r, INSEAD Master in PPublic
PhD
in Organization
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rvard
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ersity
terme
in ESSEC
Urban Planning, Ecole
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ale des Ha
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s etUnive
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esMast
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Nationa
aleEC
des
Pontss20
et
Chausses Diplm
me ESSEC
A lESSE
depuis
010
A lESSEEC depuis 20010
79

Catalogue
C
des c ours/Course
Cattalog 2015-2016
79
Catalogue
C
des c ours/Course Cattalog 2015-2016

DEV

Ple EEnvironnement de lEntreeprise / Business


B
Environm
ment
Ple EEnvironnement de lEntreeprise / Business
B
Environm
ment

DEV

Alain SA
ALLEZ, proffesseur hono
oraire
Alain
SA
ALLEZ,
proffesseur
oraire
nistration des Entreprisses, Facult de Droit
Doctora
at en Econom
mie ethono
Admi
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at Sen
Econom
mie
et Administration
es A,
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ses,School
Facultofde
et des
ciences
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onomiques,
Paris I dMB
Wharton
Finance,
F Droit
et Univers
des Sciences
onomiques,
I MBA.,
of Finance,
F
ity of Eco
Penns
sylvania Paris
Eiisenhower
Foundation
F Whartonn School
ffellowship
Univers
ityeof
Pennssylvania Eiisenhower Foundation
F
ffellowship
ESSEC
Diplme
Diplme
e ESSEC
A lESSE
EC depuis 19969
A lESSEEC depuis 19969

Thierry SIBIEUDE, professeur enseignant


professeur
Thierry
SIBIEUDE,
enseignant
Directeu
EC IIES (Institut de lIn novation ett de
ur acadmiq
que de lESS
Directeu
urpreneuriat
acadmiqque
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lEntrep
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lEntrep
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Professe
eur, titulaire
neuriat Soci al
e de la chairre Entrepren
Professe
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e de
la chair
re Entrepren
neuriat
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at en
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tion de lEn
vironnemen
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t phine
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-Dauphine
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en
n Gestion,
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U
Paaris
IX-Daup
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nPaGestion,
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phine
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en Droit, UMatrise
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aris X-Nante
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enECDroit,
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depuis
19996 Paaris X-Nanterre
A lESSE
A lESSEEC depuis 19996

n SINACEUR
R, professeurr associ
Marwan
Marwan
R, professeur
r associ
PhD ninSINACEUR
Organization
O
nal Behavio
r, Stanford University
University
PhD
in Organization
O in Managem
nal
Behavio
r, Stanford
Master
ment,
ESCP,
Paris
P
Master
inEC
Managem
P
A lESSE
depuisment,
20015ESCP, Paris.
A lESSEEC depuis 20015

Franck VALLERUGO
V
O, professeu
ur enseignan
nt
Franck
VALLERUGO
V e de la chair
O, re
professeu
urmie
enseignan
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dEconom
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neEC
Diplm
dingnieur ENSCP Diplme
D
ESSSEC
A lESSE
depuis e20000
A lESSEEC depuis 20000

80

Catalogue
C
des c ours/Course
Cattalog 2015-2016
80
Catalogue
C
des c ours/Course Cattalog 2015-2016

PhD in European Law, University of Cambridge Trinity College


A lESSEC depuis 2015

Les chargs de cours / Adjunct Lecturers


Cette liste est donne sous rserve de changements.
Les
chargs de cours / Adjunct Lecturers
Ple Droit et Immobilier
Cette
liste est BARTHEZ
donne sous
rserve
de changements.
Anne-Sophie
Nacra
BENIKEN
Anne-Ccile BERNET Eric BOURLION Emmanuel
BREEN

Olivier
CAHN

Frederick
DULLES

Herv DUPONT Fabrice EPSTEIN Roxana FAMILY


Ple Droit et Immobilier
Eric
FOUCHE

Marie-Hlne
GAMBIER

Constance
de GARIDEL
GIRARD Franois
Anne-Sophie BARTHEZ Nacra BENIKEN Anne-Ccile
BERNET Bruno
Eric BOURLION
Emmanuel
GORDON
Yves-Ren
Olivier HUYGHUES-DESPOINTES
Dominique
KRIEF FAMILY
Florence
BREEN
Olivier
CAHN GUILLOU
Frederick DULLES
Herv DUPONT Fabrice
EPSTEIN Roxana
LETESSIER

Franois
LHEMERY

Gilles
LHUILIER

David
LUSSIGNY

Michle
MERGUI
Ishem
Eric FOUCHE Marie-Hlne GAMBIER Constance de GARIDEL Bruno GIRARD Franois
METIDJIYves-Ren
Marc-Philippe
MONTEIL
Fabrice
NAFTALSKI Philippe
RINCAZAUXKRIEF
Silke
ROCHELOIS
GORDON
GUILLOU
Olivier
HUYGHUES-DESPOINTES
Dominique
Florence
Thibaut deFranois
SAINT SERNIN
Franck
SEKRI
Nicolas
SPITZ
LETESSIER
LHEMERY
Gilles
LHUILIER
David
LUSSIGNY Michle MERGUI Ishem
METIDJI Marc-Philippe MONTEIL Fabrice NAFTALSKI Philippe RINCAZAUX Silke ROCHELOIS
Ple Environnement de lEntreprise
Thibaut de SAINT SERNIN Franck SEKRI Nicolas SPITZ
Francis AMPE Kvin ANDR Eric ARDOUIN Imen BENHARDA Linda BENRAS Herv
BOURDAIS
Ta-Wei CHAO
Laure COLLIEX Herv DUPONT Thierry GADAUD Arthur Gauthier
Ple
Environnement
de lEntreprise

Frdric
KLETZ

Sverine
LOMBRIERELinda
TrinhBENRAS
LEDUYENHerv
Joseph
Francis AMPE Kvin ANDR LEBRUN-KUAN
Eric ARDOUINBenot
Imen BENHARDA
MALA Francesco
MARCHI
Ccile
RENOUARD
Damien
Fahimeh
AnneBOURDAIS
Ta-Wei CHAO
Laure
COLLIEX
Herv
DUPONTROBERT
Thierry
GADAUD ROBIOLLE
Arthur Gauthier
Lise
RODIER

Frans
SCHRAM

Pierre
VEROT
Frdric KLETZ Sverine LEBRUN-KUAN Benot LOMBRIERE Trinh LEDUYEN Joseph


MALA Francesco MARCHI Ccile RENOUARD Damien ROBERT Fahimeh ROBIOLLE AnneLise
VEROT
 RODIER Frans SCHRAM Pierre




81
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81
Catalogue des cours/Course Catalog 2015-2016

DEV

Andreas VON GOLDBECK, professeur associ


PhD in European Law, University of Cambridge Trinity College
A lESSECVON
depuis
2015 professeur associ
Andreas
GOLDBECK,

82
Catalogue des cours/Course Catalog 2015-2016

ECO

Economie / Economics

ECO

Professeur responsable / Department Head : Patricia CHARLETY


Assistante / Assistant : Sophie LEMANN
Professeur responsable / Department Head : Patricia CHARLETY
Assistante / Assistant : Sophie LEMANN
Si jai pu voir loin, cest que jtais
If I have seen further, it is by standing
assis sur des paules de gant.
on the shoulders of giants.
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Isaac
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seen further, it is by standing
Si jai
pu voir loin, cest que jtais
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assis sur des paules de gant.
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Economics studies the choices of
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rsultent. Pouren
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conomie
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otherenvironment.
business strategies
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tarification)
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further study
in a variety of
fields
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in conjunction
with
desfaon
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dans diffrentes
structures
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areas ofcourses
faculty
de
plus approfondie
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the
legal environment.
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de march en liaison
avec le contexte lgal.
specialization,
(diffrenciation,
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of fields
Les cours
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des
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dans
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specialization,
including
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and
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International
Les
cours doption
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LaborEconomics
Economics, Advanced
aux spcialisations des
lapprofondissement
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An Economics Track
is offeredGovernance,
for students
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banque, Economie
domaines
lis du travail,
International
Economics
interested in a career in consulting
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approfondie,
aux
spcialisations
des professeurs :
or national
or international
finance
and
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Economics
Track is offered
for students
Gouvernement
dentreprise,
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Monnaie
et banque,
Economie
du travail,
banking orin
fora students
are planning
interested
career in who
consulting
internationale, etc.
Macroconomie
approfondie,
to
pursue doctoralstudies
after
ESSEC.
or national
or international
finance
and
Gouvernement
dentreprise,
Economie
Une filire Economie
est propose
aux
Under certain
a student
may
banking
or forcircumstances,
students who are
planning
internationale,
etc. par une carrire dans
tudiants intresss
replace
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last year of theafter
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with
to
pursue
ESSEC.
le conseil,
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the firstcertain
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the PhD in Economics
Une
filire les
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est propose
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ouune
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in orderthe
to receive
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tudiants
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replace
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with
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de poursuivre
des tudes
at the
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asPhD
the ESSEC
MSc
le
les institutions
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et
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in Economics
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(See
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Specialized
bancaires,
nationales
ou internationales,
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to receive
a MasterTracks).
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aprs
lESSEC. Sous
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de poursuivre
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il est les
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annelESSEC.
du Master
parcertaines
la premire
anne de
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Sous
conditions,
PhD
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le Master 2
il
estEconomics
possible deenremplacer
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simultanment
au diplme
anne
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par la premire
anne de
ESSEC
(voir le chapitre
Filires).
PhD
Economics
en vue dobtenir
le Master 2
en Economie simultanment au diplme
84
Catalogue des cours/Course Catalog 2015-2016
ESSEC (voir le chapitre Filires).
84
Catalogue des cours/Course Catalog 2015-2016

B : A est un prrequis obligatoire

B : il est fortement recommand de suivre A avant B

B : A et B sont complmentaires

ECOA31129
Asian Economies
[Singapore]

ECOA31123
Macroeconomic
Theory & Dvpt

ECOI31233
Microeconomics
of Banking

ECOA31421
Dept Seminar
Nobel Ideas in Economics

ECOA31205
Sustainable Energy
Economics

ECOA31226
Analyse
de conjoncture

ECOA31203
Economie
du travail

ECOA31157
Monnaie
et banque

ECO

ECOI31260/261
Economie de
la Sant /Health
Economics

ECOI31231
Corporate Finance
& Governance

ECOI31253
International
Economics

Principles of Finance

Cour
Cours
fondamental Cours dapp
Sminaire
dintrodu
Core Course
Seminar
Elect
Sminaire

Marketing Management
Strategy & Management

Cours fondamental

Cours dapprofondissement

ECOI31142/143
Economie Managriale
Business Economics

Core Course

Coursdapprofondissement
Cours
dintroduction
Elective Courses

Elective Courses

Pour les tudiants Bachelor et AST / For Bachelor and AST Students
ECOI21020/021 Microconomie / Microeconomics (Bachelor)
ECOI31080/ECOI31081(AST)

Cours
dintroduction

Sminaire
Cours fondamental
CoreSeminar
Course
Seminar

Pour les tudiants Bachelor et AST / For Bachelor and AST Students
ECOA21030/031 Macroconomie / Macroeconomics (Bachelor)
ECOA31180 (AST)

urs dapprofondissement
Cours
ndamental
dintroduction
Course
Elective Courses

Responsable(s)
du cours /Course
coordinator(s)
Prrequis obligatoires
Mandatory prerequisite(s)

K. Lamiraud

ECOI31143

P. Charlty

International Economics

Economie de la sant

Health Economics

ECOI31253

ECOI31260

ECOI31261

K. Lamiraud

ECOI31142 or ECOI31143

ECOI31142 or ECOI31143

Prrequis /
Prerequisite(s)
Recommand(s)
/Recommanded

Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

In italic, courses taught in English.

ECOI21020 or ECOI21021 or
ECOI31080 or ECOI31081
ECOI21020 or ECOI21021 or
ECOI31080 or ECOI31081
ECOI21020 or ECOI21021 or
ECOI31080 or ECOI31081

A. Dosis

Microeconomics of Banking

ECOI31233

K. Lamiraud

ECOI21020 or ECOI21021 or
ECOI31080 or ECOI31081 and
FINE31123 or FINE31124
ECOI31142 or ECOI31143

P. Charlty

ECOI21020 or ECOI21021 or ECOI31080


or ECOI31081
ECOI21020 or ECOI21021 or ECOI31080
or ECOI31081

Cours de gestion / Management course


ECOI31231 Corporate Finance &
Governance

Business Economics

K. Lamiraud

Pre-MSc Microeconomics

Cours fondamental / Core course


ECOI31142 Economie managriale

ECOI31081

Cours pr-MSc / Pre-MSc course (Rserv aux tudiants admis sur titre / Reserved for the AST students)
ECOI31080 Pr-MSc Microconomie

MICROECONOMIE /
MICROECONOMICS (ECOI)

ECOI31260

ECOI31261

ECOI31252

ECOI60101,
ECOI31230

ECOI31142

ECOI31143

ECOI31081,
ECOI21020 or
ECOI21021
ECOI31080,
ECOI21020 or
ECOI21021

Equivalent(s)
Equivalent(s)

ECO

E. Santacreu-Vasut
N. Pepito
A. Fourans
R. Vranceanu
E. Santacreu-Vasut
R. Vranceanu

Cours de gestion / Management courses


ECOA31123 Macroeconomic Theory & Devpt

ECOA31129 Asian Economies (T4 Singapore)

ECOA31157 Monnaie et banque

ECOA31203 Economie du travail

ECOA31205 Sustainable Energy Economics

ECOA31226 Analyse de conjoncture

ECOI21020 or ECOI21021 or
ECOI31080 or ECOI31081

ECOI21030 or ECOI21031 or
ECOI31080 or ECOI31081

Prrequis obligatoires
Mandatory prerequisite(s)

Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

In italic, courses taught in English.

ECOA31421 Dept Seminar: Nobel Ideas


in Economics

E. Santacreu-Vasut,
G. Celik

R. Vranceanu

Cours de base / Basic courses


ECOA31180 Macroconomie

Sminaire / Seminar

Responsable(s) du cours
Course coordinator(s)

MACROECONOMIE /
MACROECONOMICS (ECOA)

Prrequis /
Prerequisite(s)
Recommand(s)
/Recommanded

ECO

ECOA21030

Equivalent(s)
Equivalent(s)

ECO

ECOA31123
Macroeconomic Theory
ECOA31123
and Development
Macroeconomic
Prerequisite(s) cf.Theory
tables
and Development
Objective:
Prerequisite(s)
cf.the
tables
This course studies
long run
Objective:
determinants of economic growth and
This
course studies
long
runwe study
development.
In thethe
first
part,
determinants
of economictheories
growthof
and
the core macroeconomic
development.
In the
part,
we to
study
economic growth.
Wefirst
apply
these
study
the East
core Asian
macroeconomic
theories
of
growth miracle.
In the
economic
growth.
We apply
second part,
we focus
on thethese
role to study
the
East Asian growth
miracle.
In the
of institutions
for economic
development.
second
part, we
thepolitical,
role
In particular,
wefocus
studyon
how
of
institutions
for economic
development.
financial
and legal
institutions
help or
In
particular,
weIn
study
hamper
growth.
the how
thirdpolitical,
part, we
financial
legal institutions
help or
study theand
interaction
between economic
hamper
growth.
In the
third of
part,
we
growth and
broader
aspects
society,
study
the
interaction
between
such as
inequality,
poverty
andeconomic
the
growth
and broader aspects of society,
environment.
such
as inequality, poverty and the
Topics:
environment.
Part I: Theories of Economic Growth
Topics:
(The Solow model, Human capital models,
Part
I: Theories
of Economic Growth
The model
of Ideas)
(The
Solow
model, Human
capital
models,
Part II:
Institutions
and Growth
(Legal,
The
modeland
of Ideas)
Financial
Political institutions)
Part II:
Growth
III:Institutions
Inequality, and
Poverty
and (Legal,
the
Financial
and Political institutions)
Environment
Part
III: Inequality,
Teaching
method: Poverty and the
Environment
The course will be based on a mix of
Teaching
method:
articles, book
chapters and lecture notes.
The course
will
based on
mixcourse
of
readings
arebedetailed
inathe
articles,
book
lecture notes.
outline and
arechapters
subject and
to change.
The
readings
are detailed in the course
Grading
pattern:
outline
are subject
to change.
Gradingand
is based
on: Three
problem sets
Grading
pattern:
(30%), two
memos (15%), one group work
Grading
is based
Three
problem sets
(15%) and
a finalon:
exam
(40%).
(30%), two memos (15%), one group work
(15%) and a final exam (40%).
ECOA31129

Asian Economies
ECOA31129
This course is given on the ESSEC Campus
Asian
Economies
in Singapore.

a picture of the rapidly evolving economies


in the region and tries to figure out their
afuture
picture
of the rapidly
evolving economies
prospects
and challenges.
in
the region
to like
figure
out their
It thus
tacklesand
hottries
topics
economic
future
prospects
and challenges.
decoupling,
international
trade,
It
thus tacklescorruption,
hot topics exchange
like economic
inequalities,
rate
decoupling,
international
trade,
regimes, ageing,
etc.
inequalities,
corruption, exchange rate
Course content:
regimes,
ageing,
The course
will beetc.
organized as follows:
Course
content: Growth in Asia in the 20th
1. Introduction:
The
course
organized
as follows:
century;
2. will
The be
Asian
Crisis (1997)
and its
1.
Introduction:
Growth
Asia inthe
theworld
20th
aftermath;
3. Asia
in andinbeyond
century;
The
Asian Crisis
(1997)
and its
financial2.
and
economic
crisis
(2007-2009);
aftermath;
3. Asia in and
beyond
the world
4. Asia in international
trade
patterns;
financial
andrate
economic
(2007-2009);
5. Exchange
policiescrisis
in Asia;
4.
in international
tradevs
patterns;
6. Asia
Investment
in Asia: China
the rest
5.
policiesand
in Asia;
of Exchange
the region;rate
7. Income
consumption
6.
Investment
inaAsia:
vs thegrowth
rest
in Asia:
towards
moreChina
balanced
of
the region;
7. Incomeand
andpoverty
consumption
model?;
8. Inequalities
in
Asia: towards
a more
balanced
growth
reduction;
has the
poverty
reduction
model?;
8. Inequalities
andconclusion:
poverty risks
process eased?;
9. General
reduction;
has the
reduction
and challenges
for poverty
Asian economies;
process
10. Finaleased?;
exam 9. General conclusion: risks
and
challenges
for Asian economies;
Grading
pattern:
10.
The Final
final exam
grade includes three components:
Grading
pattern:
regular tests
and class participation (30%);
The
finalspecial
grade includes
three components:
Country
reports (40%);
and a final
regular
tests and class participation (30%);
exam (30%).
Country special reports (40%); and a final
exam
(30%).
ECOA31157

Monnaie et banque
ECOA31157
Introduction:
Monnaie
et banquemontaire
Ce cours dconomie

Introduction:
analyse les thories montaires et leurs
Ce
cours dconomie
montaire
applications
pratiques
pour nos
analyse
les modernes.
thories montaires et leurs
conomies
applications
pratiquespour
nosle lien
La mthode propose
qui fait
conomies
modernes.
entre la thorie
et la politique montaires,
La
propose laqui
fait le lien
et,mthode
plus gnralement,
politique
entre
la thorie
et la politique
montaires,
conomique
permet
une comprhension
et,
plus gnralement,
politique
conceptuelle
et pratiquelades
grandes
conomique
permet et
une comprhension
questions montaires
conceptuelle
et pratique
des grandes
macroconomiques
daujourdhui.
questions
montaires et
Thmes abords:
macroconomiques
- Le rle de la banquedaujourdhui.
centrale, des
Thmes
abords:
banques,
des mnages, des entreprises
- Le rle de la banque centrale, des
88 banques, des mnages, des entreprises

This
course is given on the ESSEC Campus
Objective:
in
Singapore.
This
course analyses the fundamental
Objective:
economic changes in Asia that occurred
This
course
analyses
the fundamental
during
the last
few decades.
It draws
economic changes in Asia that occurred
during the last few decades. ItCatalogue
draws des cours/Course Catalog 2015-2016
88
Catalogue des cours/Course Catalog 2015-2016

un socle de connaissances pertinentes


pour lanalyse critique du contexte
un socle de connaissances
conomique
dans lequel lespertinentes
futurs
pour lanalyse
critique
ducontexte
managers
seront
amens
prendre leurs
conomique dans lequel les futurs
dcisions.
managers
seront:amens prendre leurs
Thmes
abords
-dcisions.
Fonctionnement dune conomie en
Thmes
abords
: du travail, march
quilibre
: march
- des
Fonctionnement
titres, marchdune
de laconomie
monnaie. en
: marchdune
du travail,
march
- quilibre
Fonctionnement
conomie
en
des titres,de
march
la monnaie.
situation
crise :de
demande
globale,
- consommation,
Fonctionnementinvestissement
dune conomie; dficit
en
situation
de crisede
: demande
globale,
public
et gestion
la dette publique.
consommation,
investissement
- Politique
montaire
et politique; dficit
public et gestion de la dette publique.
budgtaire.
et du
politique
- Politique
Echanges montaire
avec le reste
monde.
budgtaire.
Etude
de lefficacit de diffrentes
- Echanges
le reste du monde.
politiquesavec
conomiques.
Etude de lefficacit
de diffrentes
Pdagogie
:
politiques
conomiques.
Thorie,
applications,
exercices.
Pdagogie ::
Evaluation
Thorie,
exercices.
Quiz
la applications,
fin du cycle denseignement.
Evaluation :
Quiz
la fin du cycle denseignement.
ECOA31203

Macroconomie : introduction
ECOA31180
Rserv exclusivement aux tudiants admis
Macroconomie
sur titre. Cours suivi: introduction
avec les tudiants

Introduction
:
connatre et comprendre
les mcanismes
Plusrgissent
que jamais,
il est important
de
qui
le march
du travail,
connatre
comprendre
leslemploi
mcanismes
les
facteursetqui
influent sur
et
qui
rgissent
le march
travail,
le salaire,
de mme
que du
le rle
de la
les facteurs
qui influentensur
lemploi
politique
conomique
matire
de et
lutte
le salaire,
de mme Le
quecours
le rle
de la
contre
le chmage.
propose
politique conomique
en thories
matire de lutte
lexamen
des principales
contre le chmage.
coursdu
propose
contemporaines
du Le
march
travail,
lexamen
des principales
thories
en
sappuyant
sur lanalyse
des situations
contemporaines
du march
du travail,
concrtes.
Les tudiants
intresss
par
en sappuyant
sur lanalysedans
des situations
une
carrire dconomiste
le secteur
concrtes.
Les tudiants
intresss par
public ou dans
des organisations
une carrire dconomiste
dans
le secteur
internationales
y trouveront
aussi
matire
ou dans
des organisations
public
rflexion.
La participation
des tudiants
internationales
y trouveront
aussi matire
aux dbats est souhaite
et apprcie.
rflexion.
Objectifs
: La participation des tudiants
dbats estlesouhaite
et apprcie.
-aux
Comprendre
fonctionnement
Objectifs
: du travail.
du march
- Comprendre le fonctionnement
du march du travail.

Economie du travail
ECOA31203 :
Introduction
Economie
du travail
Plus que jamais,
il est important de

Rserv
aux tudiants admis
du cycle exclusivement
Bachelor (= ECOA21030).
sur titre. Cours
suivi avec les tudiants
Objectifs
:
du cours
cycle Bachelor
ECOA21030).
Ce
initie les(=tudiants
aux
Objectifs :
reprsentations
thoriques
Ce cours
initie les tudiants
aux
du
fonctionnement
de lconomie
reprsentations
thoriques
gnrale
et des moyens
de la politique
du fonctionnement
lconomie
conomique,
dans ledecadre
de
gnrale et des
moyens deetlade
politique
lintgration
europenne
conomique,
dans le cadre de
louverture internationale.
Laccent
lintgration
europenne
de politiques
est
plac sur les
modalitsetdes
louverture internationale.
budgtaires
et montaires, Laccent
sur
est
plac sur les par
modalits
des
politiques
les mcanismes
lesquels
elles
budgtaires les
et montaires,
influencent
variables et sur
les
les mcanismes
par lesquels
elles
indicateurs
fondamentaux
: prix,
influencent
les variables
et les taux
salaires,
activit,
taux dintrt,
indicateurs
fondamentaux
prix,
de
change, etc.
Ces notions: constituent
salaires, activit, taux dintrt, taux
de change, etc. Ces notions constituent 89

Catalogue des cours/Course Catalog 2015-2016

89
Catalogue des cours/Course Catalog 2015-2016

ECO

et des pouvoirs publics dans la


dtermination des variables montaires
et desque
pouvoirs
publics
dans
telles
le taux
dintrt
etlala monnaie.
dtermination
montaires
- Les
mcanismesdes
devariables
transmission
telles
que lemontaire
taux dintrt
etproduction
la monnaie.
du
secteur
vers la
- Les
mcanismes
de transmission
et les
prix.
du secteur montaire
vers
production
- Leurozone,
avec leuro,
la la
Banque
et les prix.
centrale
europenne et la politique
- Leurozone,
avecauleuro,
montaire sont
cur la
deBanque
lanalyse.
centrale
europenne
et la politique
Les
questions
internationales
sont aussi
montaire sont au cur de lanalyse.
incorpores.
Les questions
Pdagogie
: internationales sont aussi
incorpores.
Cours
sur les grandes thories montaires
Pdagogie
:
et
macroconomiques,
en faisant le lien
Coursles
surquestions
les grandes
thories montaires
avec
conomiques
de tous
et macroconomiques,
ensuivies.
faisant le lien
les
jours et les politiques
avec les questions
conomiques de tous
Evaluation
:
les choix
jours et
Au
: les politiques suivies.
-Evaluation
Un examen: partiel vers le milieu
Auduchoix
:
trimestre.
- Un
examen
vers le milieu
Ou un
projetpartiel
de recherche
thorique
du trimestre.
et/ou
empirique (environ 40 % de
- Ou
un projet de recherche thorique
la note).
et/ou empirique
(environ
40 %: un
de
Obligatoire
pour tout
le monde
la note).
examen
final (environ 60 % de la note).
Obligatoire pour tout le monde : un
examen final (environ 60 % de la note).
ECOA31180

ECO

Grading pattern:
Grading is based on: Final exam (60%),
Grading
pattern:
two memos
(30%) and in class
Grading
is based
on: Final exam (60%),
participation
(10%).
two memos (30%) and in class
participation
ECOA31226 (10%).

- Analyser lefficacit des politiques


conomiques en matire de lemploi.
- Renforcer
Analyser lefficacit
des politiques
les comptences
conomiques
en matire
de lemploi.
en
mthodologie
conomique.
-Thmes
Renforcer
les comptences
abords
:
en mthodologie
conomique.
Modle
noclassique
et keynsien, rappel
Thmes
abords
:
des concepts
lmentaires.
La thorie
Modle
noclassique
et keynsien,
du dsquilibre.
Courbe
de Phillips rappel
des
conceptsinflation-chmage.
lmentaires. La thorie
et arbitrage
Salaire
du
dsquilibre.
Courbe
Phillips
defficience,
thorie
des de
syndicats.
et
Le arbitrage
modle deinflation-chmage.
recherche demploiSalaire
:
defficience,
thorie
des syndicats.
quilibre partiel,
quilibre
complet.
Le
de recherche
demploi :
Lesmodle
processus
dappariement.
quilibre
partiel,
quilibre complet.
Pdagogie
:
Les
processus dappariement.
- Cours.
Pdagogie
: courts labors et prsents
- Etude de cas
- Cours.
par des groupes dtudiants.
- Lectures
Etude de obligatoires.
cas courts labors et prsents
par des groupes
dtudiants.
Evaluation
:
- Lectures
obligatoires.
Examen en
fin du cycle denseignement.
Evaluation
: (exposs et prsence
- Participation
- Examen
en fin du cycle denseignement.
obligatoire).
- Participation (exposs et prsence
obligatoire).
ECOA31205

Analyse de conjoncture
ECOA31226
Introduction :
Analyse
de conjoncture
Ce cours constitue
un approfondissement

Sustainable Energy Economics


ECOA31205
Prerequisite(s) - cf. tables
Sustainable
Objective: Energy Economics

Prerequisite(s)
cf. tables
The objective of- the
course is to introduce
Objective:
the students to the challenges and
The
objective of
the course
to introduce
opportunities
posed
by the is
management
the
students
challenges
and
of energy
andtoitsthe
link
to environmental
opportunities
posed
by theeconomics
management
issues. Combining
energy
with
of
energy and its
link to environmental
environmental
economics,
we study
issues.
economics
with
energy Combining
in terms of energy
strategic,
institutional
environmental
economics,
study
and social aspects
using thewe
tools
energy
in terms
of strategic, institutional
of economic
theory.
and
social aspects using the tools
Topics:
of
economic
theory.
Part
I: Introduction
Topics:
Part II: Energy markets
Part I:
III:Introduction
Institutional features
Part II:
IV: Energy
Energy,markets
environment and society
Part
III: Institutional
Teaching
methods: features
Part
IV: Energy,
environment
and of
society
The course
will be
based on a mix
Teaching
methods:
articles, book
chapters and lecture notes.
The course
will
based on
mixcourse
of
readings
arebedetailed
inathe
articles,
book
lecture notes.
outline and
arechapters
subject and
to change.
The readings are detailed in the course
outline and are subject to change.

90

Introduction
:
de lenseignement
en macroconomie et
Ce
cours constitue
un approfondissement
conomie
internationale.
Son objectif est
de
lenseignement
en au
macroconomie
et
dinitier
les tudiants
mtier danalyste
conomie
internationale.
objectif est
de conjoncture
(banques, Son
socits
dinitier
lesorganisations
tudiants au mtier
danalyste
de bourse,
internationales).
de
(banques,
socits
Uneconjoncture
partie du cours
est consacre
de
bourse,
organisations
internationales).
ltude
des
politiques conomiques.
Une
partie
cours est
Pendant
le du
trimestre
lesconsacre
tudiants
sont
ltude
dessuivre
politiques
conomiques.
censs
de prs
lactualit
Pendant
le trimestre
les tudiants
conomique.
On prsentera
des
sont
censsde
suivre
de prsdinformations
lactualit
techniques
recherche
conomique.
des
conomiques On
surprsentera
internet, dutilisation
techniques
recherche
et danalysede
des
bases dedinformations
donnes
conomiques sur
internet,
et les
grandesdutilisation
rgles
et
danalyse des
bases de donnes
conomiques.
Lvaluation
se fera sur
conomiques
et les
grandes
rgles
un examen final
et sur
la base
de rapports
conomiques.
se fera sur
de conjonctureLvaluation
(pays ou actualit
un
examen final et sur
base
de rapports
macroconomique)
quelales
tudiants
de
conjoncture
(pays ou
prsenteront
pendant
lesactualit
sances.
macroconomique)
que les tudiants
Normalement, les tudiants
souhaitant
prsenteront
sinscrire ont pendant
dj suiviles
unsances.
cours
Normalement,
les tudiants souhaitant
de Macroconomie.
sinscrire
Objectifs ont
: dj suivi un cours
de
Macroconomie.
- Mthode
danalyse de la ralit
Objectifs
:
conomique.
- Renforcement
Mthode danalyse
de la ralit
des comptences
conomique.
danalyse conomique.
- Prparation
Renforcement
comptences
audes
mtier
de conjoncturiste.
danalyse
conomique.
Thmes
abords
:
-Indicateurs
Prparationetau
mtier
de conjoncturiste.
bases
de donnes,
lments
Thmes
:
danalyseabords
keynsienne
en conomie
Indicateurs
et basesetde
donnes,
lments
ouverte, conomie
politique
montaire,
danalyse
en conomie
march dukeynsienne
travail, croissance,
analyse
ouverte,
et politique montaire,
du risqueconomie
pays.
march
du travail,
croissance, analyse
Pdagogie
:
du
risque
pays.obligatoires, exposs, dbats.
Cours,
lectures
Pdagogie :
Cours, lectures obligatoires, exposs, dbats.

Catalogue des cours/Course Catalog 2015-2016

90
Catalogue des cours/Course Catalog 2015-2016

ECOI31081
Pre-MSc Microeconomics
ECOI31081
Pre-MSc course, reserved for the AST students.
Pre-MSc
Microeconomics
Objectives:

Pre-MSc
course,
forfundamentals
the AST students.
This course
willreserved
cover the
Objectives:
of microeconomics with a focus
This
course will behavior.
cover the fundamentals
on competitive
Both theory
of
a focus decisions
andmicroeconomics
its applicationswith
to economic
on
arecompetitive
stressed. behavior. Both theory
and
its applications to economic decisions
Topics:
are
- Thestressed.
economic approach: Introduction
Topics:
to supply and demand analysis
- The
economicvs.
approach:
Introduction
(substitutes
complements,
normal vs.
to
supplygoods,
and demand
analysis
inferior
elasticities).
(substitutes
vs. complements,
normal vs.
- Consumer
theory
(preference, utility,
inferior
budget, goods,
optimalelasticities).
choice, demand).
- Allocation
Consumer theory
(preference,
utility,
over time
(time preference,
budget,
choice, demand).
discountoptimal
factor, interest
rate,
- Allocation
over choice).
time (time preference,
inter-temporal
discount
factor,
interest rate,
- Choice
under
uncertainty
(expected
inter-temporal
choice).
utility, risk aversion,
insurance).
- Producer
Choice under
uncertainty
theory
(short run(expected
vs. long run,
utility,
risk aversion,
insurance).
cost minimization,
profit
maximization,
- Producer
theory (short
run vs. long run,
firm and industry
supply).
cost minimization,
profit
maximization,
- Market
imperfections
(taxation,
firm
and industry
supply).
asymetric
information).
-Teaching
Market imperfections
methods: (taxation,
asymetric information).
- Lectures.
Teaching
methods:Introduction to
- Online textbook:
- Lectures.
Economic Analysis by Preston McAfee,
- Online
textbook:
Introduction
customized
version
for ESSEC. to
Economicsessions.
Analysis by Preston McAfee,
- Tutorial
customized
version for ESSEC.
Grading
pattern:
-Grading
Tutorialissessions.
based on weekly problem sets
Grading
pattern:exam (40%), a final exam
(5%), a midterm
Grading
is based
on weekly
problem sets
(55%) and
classroom
participation
(5%),
a midterm
exam (40%),
a final
exam
and behavior
(generally
-1/0/+1
out of
(55%)
and weight
classroom
participation
20, higher
in special
cases).
and behavior (generally -1/0/+1 out of
20, higher weight in special cases).
ECOI31142

Pr-MSc Microconomie
ECOI31080
Cours de pr-MSc, rserv aux tudiants AST.
Pr-MSc
Objectifs Microconomie
:

Cours
de cours,
pr-MSc,
rserv
aux tudiants
AST.
Dans ce
nous
tudions
les lments
Objectifs
:
fondamentaux
de la microconomie,
Dans
ce cours,
tudionscomptitifs.
les lments
en insistant
surnous
les marchs
fondamentaux
de:la microconomie,
Thmes abords
en
insistant sur
les marchs
comptitifs.
- Lapproche
conomique
: introduction
Thmes
abords
:
lanalyse de loffre et de la demande,
- Lapproche
conomique
: introduction
(substituts et
complments,
biens
infrieurs
lanalyseetdenormaux,
loffre et lasticit).
de la demande,
(substituts
et complments,
biens
- Thorie
du consommateur
(prfrences,
infrieurs
et normaux,
lasticit).
utilit, budget,
choix optimal,
- Thorie
du consommateur (prfrences,
demande).
utilit, budget,
choix optimal,
- Allocation
intertemporelle
(prfrences
demande).
intertemporelles, taux dactualisation,
- Allocation
intertemporelle
(prfrences
taux dintrt,
choix intertemportel).
intertemporelles,
dactualisation,
- Choix
en incertaintaux
(utilit
espre,
taux
dintrt,
choixassurance).
intertemportel).
aversion
au risque,
- Thorie
Choix endu
incertain
(utilit
espre,
producteur
(court
terme
aversion
au risque,
assurance).
et long terme,
minimisation
des cots,
- Thorie
du producteur
maximisation
du profit,(court
offre terme
et
terme, minimisation
des cots,
de long
lentreprise
et de lindustrie).
maximisationde
dumarch
profit, offre
- Imperfection
(taxation,
de
lentreprise
et de lindustrie).
asymtries
dinformation).
-Pdagogie
Imperfection
: de march (taxation,
asymtries dinformation).
- Cours.
Pdagogie
- Manuel en: ligne : Introduction to
- Cours.
Economic Analysis, Preston McAfee,
- Manuel
en ligne
: Introduction
customized
version
for ESSEC. to
Economic Analysis, Preston McAfee,
- Assistanats.
customized: version for ESSEC.
Evaluation
-Exercices
Assistanats.
hebdomadaires (5%), examen
Evaluation
: (40%), examen final
intermdiaire
Exercices
hebdomadaires
(5%), examen
(55%), participation
et comportement
intermdiaire
(40%),
examen
finalsur 20,
en classe (gnralement -1/0/+1
(55%),
comportement
plus de participation
poids dans desetcas
particuliers).
en classe (gnralement -1/0/+1 sur 20,
plus de poids dans des cas particuliers).

Economie managriale
ECOI31142
Prrequis - cf. tableaux
Economie
managriale
Cours fondamental

Prrequis
- cf. tableaux
Introduction
:
Cours
fondamental
Les dcisions
des dirigeants doivent
Introduction
: bonne connaissance
se fonder sur une
Les dcisions des dirigeants doivent
91
se fonder sur une bonne connaissance
Catalogue des cours/Course Catalog 2015-2016
91
Catalogue des cours/Course Catalog 2015-2016

ECO

Evaluation :
- Note examen de fin de cycle.
:
-Evaluation
Note exposs.
- Participation
Note examen (prsence
de fin de cycle.
obligatoire).
- Note exposs.
- Participation (prsence obligatoire).
ECOI31080

ECO

up lucid interpretations of the main facts,


scope and circumstances of their future
up
lucid interpretations
of the
main facts,
responsibilities.
It is highly
recommended
scope
andthe
circumstances
ofbeginning
their future
to attend
course at the
responsibilities.
It is highly
recommended
of the MSc. The course
will assume
to
attend the
at the beginning
knowledge
of course
microeconomics
at the
of
the MSc. The level.
course will assume
undergraduate
knowledge
of microeconomics at the
Topics:
undergraduate
level.
Cost concepts and
competitive markets,
Topics:
externalities and pollution permits,
Cost
concepts
and monopoly,
competitivepricing
markets,
market
power and
externalities
and pollution
permits,
strategies, oligopoly
and game
theory,
market
power and monopoly, pricing
compensation.
strategies,
oligopoly and game theory,
Teaching methods:
compensation.
- Lectures.
Teaching
methods:
- Documents.
-Grading
Lectures.
pattern:
-Midterm
Documents.
exam and final exam.
Grading
pattern:
Participation
is taken into account
Midterm
exam and final exam.
by some instructors.
Participation is taken into account
by some instructors.
ECOI31231

de lenvironnement conomique
de lentreprise, dfini au sens large
de
lenvironnement
conomique
comme
un cadre lgal
et social,
de
lentreprise,
dfini auetsens
large
la structure
du secteur,
un contexte
comme
un cadre
lgal et social,
douverture
internationale.
Le cours
la
structure du
secteur, etfournit
un contexte
dEconomie
managriale
douverture
internationale.
Le cours issus
aux tudiants
des outils analytiques
dEconomie
managriale
fournit et de
de la microconomie
traditionnelle
aux
tudiants
des outils qui
analytiques
issus
lconomie
industrielle,
leur
de
la microconomie
traditionnelle
permettront
danalyser
de manire et de
lconomie
leur
critique les industrielle,
faits styliss qui
et de
mieux
permettront
danalyser
de leurs
manire
comprendre les
enjeux de
futures
critique
les faits Il
styliss
et de mieux
responsabilits.
est vivement
conseill
comprendre
lesnotions
enjeuxau
dedbut
leurs futures
dacqurir ces
du cursus
responsabilits.
Il est vivement
conseill
de MSc. Une connaissance
pralable
dacqurir
ces notionsest
ausuppose.
dbut du cursus
de la microconomie
de
MSc. Une
connaissance
pralable
Thmes
abords
:
de
la microconomie
est suppose.
Concepts
de cots et marchs
comptitifs,
Thmes
abords
:
externalits
et marchs
des droits
Concepts
cots de
et marchs
comptitifs,
polluer,de
pouvoir
march et
monopole,
externalits
et
marchs
des
droits
stratgie de tarification, oligopole
etpolluer,
march et monopole,
thorie pouvoir
des jeux,dermunration
stratgie
de tarification, oligopole
des employs.
et
thorie des
Pdagogie
: jeux, rmunration
des
employs.
- Cours.
Pdagogie
- Lecture de: documents.
-Evaluation
Cours.
:
-Examen
Lectureintermdiaire
de documents.
et examen final.
Evaluation :
Examen intermdiaire et examen final.
ECOI31143

Corporate Finance & Governance


ECOI31231
Prerequisite(s) cf. tables
Corporate
Objectives:Finance & Governance

Prerequisite(s)
cf. tables
In finance, decisions
of firms are often
Objectives:
examined under the implicit assumption
In
finance,
decisions
ofmaximize
firms are the
often
that
the objective
is to
value
examined
under thebyimplicit
assumption
of capital invested
shareholders.
that
the objective
is to maximize
the value
In practice,
the objective
of management
of
capital invested
shareholders.
Business Economics
is broader
than theby
valuation
ECOI31143
In
practice, the objective
of management
of shareholders
wealth. The
separation
Prerequisite(s) - cf. tables
Business
is
than
the valuationand control
of broader
ownership
(shareholders)
Core courseEconomics
of
shareholderspossibly
wealth.leads
The separation
Prerequisite(s)
Introduction: - cf. tables
(management)
to
of
ownership (shareholders)
andonly
control
Core
course decisions should rest upon a
inefficiencies,
and may hurt not
Management
Introduction:
(management)
possibly
leads
to
shareholders but
also other
stakeholders
clear perception of the firms economic
inefficiencies,
and may hurt
not only
Management
decisions
should restasupon a
and even the managers
themselves.
environment broadly
understood
shareholders
but also other
stakeholders
clear
perception
of the
economic
Corporate governance
mechanisms
aim
comprising
a social
andfirms
legal framework,
and
even the
managers
themselves.
environment
broadly understood
as an
at limiting
these
inefficiencies.
a branch competitive
situation, and
Corporate
mechanisms
aim
comprising
a social context.
and legalThe
framework,
This coursegovernance
aims at studying
the main
open international
course
at
limiting these
inefficiencies.
ainbranch
competitive
and an
contributions
of the
academic literature
Business
Economicssituation,
aims at providing
This
course
aims at studying
open
international
context.
The course
to the
understanding
of thesethe main
students
with relevant
analytical
tools
contributions
thelight
academic
in
Business
aims
at providing
mechanisms inofthe
of theliterature
evolution
derived
fromEconomics
the existing
tradition
to
the understanding
of these
students
with relevant
of regulations
and practice.
in microeconomics
andanalytical
industrialtools
mechanisms
in the light of the evolution
derived
from the
tradition
Topics:
organization
andexisting
with some
of their real
of
regulations and practice.
in
microeconomics
industrial
- Takeovers.
world
illustrations, and
enabling
them to build
Topics:
organization and with some of their real
world illustrations, enabling them to build 92 - Takeovers.
Catalogue des cours/Course Catalog 2015-2016

92
Catalogue des cours/Course Catalog 2015-2016

Microeconomics of Banking
ECOI31233
Prerequisite(s) - cf. tables
Microeconomics
of Banking
Objectives:

Prerequisite(s)
- cf.
This course aims
totables
introduce the students
Objectives:
to banking from a microeconomics
This
course aims
to provide
introduce
the students
perspective.
It will
a formal
to
banking of
from
a microeconomics
exposition
economic
modeling
perspective.
It will provide
a formal
of banking activities
and the
role of banks
exposition
economic
modeling
as economicofentities.
Students
will
of
banking activities
the
role of banks
significantly
improveand
their
understanding
as
economic entities.
of real-world
banking Students
activitieswill
and
significantly
improve
their
understanding
the role of banks
in the
financial
of
real-world
banking
system.
Moreover,
theactivities
students and
will
the
role aoffeeling
banks of
in the sources
financialand
acquire
system.
Moreover,
the studentsinwill
consequences
of inefficiencies
the
acquire
feeling
of emphasis
the sources
and
bankingasector
and
will
be given
consequences
of inefficiencies
in system
the
on the regulation
of the banking
banking
sector and
emphasis
will be given
and the financial
service
industry.
on
the regulation of the banking system
Topics:
and
financial
Part the
I: The
role of service
banks inindustry.
the financial
Topics:
system (Liquidity provision, Insurance,
Part
I: TheInnovation)
role of banks in the financial
Financial
system
provision, and
Insurance,
Part II: (Liquidity
Financial Instability
Banking
Financial
Innovation)
Regulation
Part
II: Financial
Teaching
Method:Instability and Banking
Regulation
The material will be a mix of lecture notes,
Teaching
Method:
books chapters
and articles. Throughout
The material will be a mix of lecture notes,
books chapters and articles. Throughout

the course, we will try to emphasize realworld cases. The students will be asked
the
course,
we will
try to to
emphasize
to select
a topic
in order
develop realworld
cases.
The students
willofbe4asked
a group
assignment
in teams
or 5.
to
topichave
in order
to develop
Theselect
teamsa will
regular
meetings with
athe
group
assignment
into
teams
4 or 5.
professor
in order
verifyoftheir
The
teamsAt
will
have
meetings
with
progress.
the
endregular
of the course,
each
the
orderpresentation
to verify their
teamprofessor
will givein
a brief
progress.
theitend
of the course, each
about the At
topic
selected.
team
will give a brief
Gradingpattern
: presentation
about
the topic
it selected.
Assignment
(50%),
Mid-Term Exam
Gradingpattern
: (25%).
(25%), Final Exam
Assignment (50%), Mid-Term Exam
(25%),
Final Exam (25%).
ECOI31253

International Economics
ECOI31253
Prerequisite(s) - cf. tables
International
Introduction: Economics

Prerequisite(s)
- cf.antables
This course offers
introduction to
Introduction:
international trade theory and develops
This
course
offers
introduction
to
the main
tools
for an
trade
policy analysis.
international
trade theory
and develops
We start by studying
the patterns
of trade
the
main tools for
trade inter-industry
policy analysis.
distinguishing
between
We
by studying
the patterns
trade
andstart
intra-industry
trade
flows. Weofthen
distinguishing
betweenanalysis
inter-industry
proceed to an in-depth
of the
and
intra-industry
trade
then
causes
and the effects
offlows.
those We
flows
based
proceed
to an in-depth
analysis
on the concepts
of absolute
and of the
causes
and the
effects of relative
those flows
based
comparative
advantage,
factor
on
the concepts
of absolute
and
abundance
and relative
factor
intensity,
comparative
advantage,
relative
factor
increasing returns
to scale
and imperfect
abundance
and
relative
intensity,
competition.
Finally,
wefactor
will explore
the
increasing
returns
to scale and
imperfect
effects of trade
on economic
growth
and
competition.
Finally,
we will
the
wage inequality,
discuss
the explore
role
effects
of trade on
economic growth
and
of multinational
corporations
and foreign
wage
the role
directinequality,
investment,discuss
and analyze
countries
of
multinational
corporations
and foreign
motives
for regulating
international
trade.
direct
Topics:investment, and analyze countries
motives
for regulating
international
trade.
Trade patterns;
Ricardian
model; SpecificTopics:
Factors model; Heckscher-Ohlin model;
Trade
patterns;
Ricardian
model;returns;
Specifictrade and
inequality;
increasing
Factors
Heckscher-Ohlin
firms in model;
the global
economy; FDI,model;
trade
and inequality;
increasing
returns;
outsourcing,
and product
fragmentation;
firms
in theand
global
industrial
tradeeconomy;
policy. FDI,
outsourcing,
and product fragmentation;
Teaching methods:
industrial
and trade
policy.
Lectures, articles,
and
in-class exercises.
Teaching
methods:
Grading pattern:
Lectures,
articles, and in-class exercises.
Final examination.
Grading pattern:
93 Final examination.

Catalogue des cours/Course Catalog 2015-2016

93
Catalogue des cours/Course Catalog 2015-2016

ECO

- The role of shareholders.


- Management compensation.
The roleofofdirectors.
shareholders.
- Boards
- Objective
Management
compensation.
of the
firm: stakeholders
- Boards
of directors.
versus shareholders.
- Objective of the firm: stakeholders
Pedagogy:
versus shareholders.
Readings
will be distributed. The course
Pedagogy:
will
consist in:
Readings
will be of
distributed.
The course
1)
Presentation
theories/empirical
will findings
consist in:
topic (professor)
1) Presentation of cases
theories/empirical
2)
by students
findings
topic
(professor)
(by
groups
of three)
2) Testimonials
Presentation by
of cases
by students
3)
practitioners.
(by groups
of three)
Grading
pattern:
3) Testimonials
by practitioners.
Grading
will be based
on an individual
Grading
pattern:
exam
(50%),
on class presentation (25%)
Grading
will
be based on an individual
and
paper
(25%).
exam (50%), on class presentation (25%)
and paper (25%).
ECOI31233

ECO

Evaluation :
- Examen final (100% note).
Evaluation
:
- Examen crit.
- Dure
Examen
(100% note).
: 3final
heures.
- Examen
crit.
Sans documentation.
- Dure : 3 heures.
-ECOI31261
Sans documentation.

ECOI31260
Economie de la sant
ECOI31260
Prrequis - cf. tableaux
Economie
Objectifs : de la sant

Prrequis
- cf. tableaux
Ce cours applique
les outils de lanalyse
Objectifs
: au march des biens
conomique
Ce
les outils
de lanalyse
de cours
sant.applique
Les objectifs
du cours
sont de :
Health Economics
conomique
au march
descomprhension
biens
- Permettre une
meilleure
ECOI31261
de
sant.
Les
objectifs
du
cours
sont
de
:
Prerequisite(s) - cf. tables
des problmes lis au financement et
Health
Economics
- Permettre
comprhension
Objectives:
la rformeune
des meilleure
systmes de
sant auxquels
Prerequisite(s)
- cf. the
tables
des
lisdeaulOCDE.
financement et
This course applies
tools of economics
fontproblmes
face les pays
Objectives:
- Montrer
la rforme
des systmes
de sant
auxquels
to the health care market. The goals of this
lintrt
de lanalyse
conomique
This
course
applies the tools of economics
font
face les pays
lOCDE.
course
are to:
(en particulier
desde
outils
to
healththe
care
market. The goals
of this
-microconomiques
Montrer lintrt de
conomique
(1)the
Improve
understanding
of some
etlanalyse
conomtriques)
course
are
to:
(en
particulier
des
outils
of
the
major
issues
that
societies
with
pour la comprhension du march de
(1)
Improve
the understanding
of some
microconomiques
et conomtriques)
different
institutional
backgrounds
la sant.
of
major
issues
that societies
with and
pour
la du
comprhension
du march
de
arethe
faced
with,
in relation
to the design
A la fin
cours les tudiants
seront
different
backgrounds
la
sant. :
financinginstitutional
of health care
systems.
capables
are
faced with, inthe
relation
to the
design and
A
la fin du cours
tudiants
seront
(2) Demonstrate
use and
usefulness
- Dappliquer
desles
thories
conomiques
financing
of health
care
systems.
capables
:
of economic
analysis,
particularly
des situations
concrtes lies au march
(2)
Demonstrate the
use as
and
usefulness
-deDappliquer
microeconomics,
as well
variety
la sant. des thories conomiques
of statistical/econometric
economic analysis, particularly
- Danalyser
des situations
lies au march
tools used to
des concrtes
donnes qualitatives
et
microeconomics,
wellmarket
as variety
de
la sant. dans le domaine de la sant.
analyze the healthascare
and health
quantitatives
of
statistical/econometric
tools used to
-Public
Danalyser
care
reforms.
cibl des
: donnes qualitatives et
analyze
theofhealth
care market
andshould
health
quantitatives
dans le domaine
de la sant.
By the end
the course,
students
- Etudiants intresss
par le secteur
care
reforms.
Public
cibl(assurance
:
be able
to:
de la sant
sant, industrie
By
the end
of thetocourse,
students
should
-pharmaceutique,
Etudiants intresss
le secteur
- Apply
theories
practical
healthcare
santpar
publique,
bepolicy
able to:
de
la sant
(assuranceorganisations
sant, industrie
situations.
gestion
hospitalire,
- Demonstrate
Apply theoriesability
to practical
healthcare
pharmaceutique,
sant publique,
to analyze
qualitative
internationales etc.).
policy
situations.data in the field of
gestion
hospitalire,
organisations
and quantitative
- Etudiants
des chaires
Sant et Innovation
- Demonstrate
ability to analyze qualitative
internationales
health economics.
Thrapeutique. etc.).
and quantitative
dataresearch
in the field
of
-Thmes
Etudiants
chaires
Sant et Innovation
- Present
theories and
findings
du des
cours
:
health
Thrapeutique.
orally. economics.
- Contexte : la croissance des dpenses
-Targeted
Present audience:
theories and research findings
Thmes
de sant.du cours :
orally.
- La
Contexte
: lade
croissance
dpenses
- MSc
students interested in the health
demande
sant et des
de capital
sant.
Targeted
audience:
de
care sector
(health insurance, drug
- Lasant.
demande et loffre dassurance sant
- MSc
studentspublic
interested
the health
-(Comptition
La demande en
de assurance
sant et desant
capital
companies,
healthinpolicy,
; sant.
care
sector
(health insurance,
drug
-Comment
La demande
et loffre
dassurance
hospital
administration,
international
justifier
lintervention
de sant
lEtat
companies,
public
(Comptition
en assurance
sant ; des
organizations
etc.).health policy,
en assurance sant
? Comportements
hospital administration,
international
Comment
de lEtat
- Students
of the Health Chair.
agents en justifier
prsencelintervention
dassurance sant).
organizations
etc.). programs.
en
assurance
sant
? Comportements
des
- Students
on exchange
- Autres
thmes
: conomie
de lobsit,
-Topics:
Students of the Health Chair.
agents
prsence dassurance
sant).
analyseen
conomique
de lobservance
-AsStudents
on exchange
-thrapeutique.
Autres thmes : conomie de lobsit,
this course
focuses onprograms.
microeconomic
Topics:
analyse
conomique
de lobservance
and statistical/econometric tools and is
Pdagogie
:
As
this course
on microeconomic
thrapeutique.
primarily
basedfocuses
on empirical
examples from
- Lectures.
and
statistical/econometric
and is
Pdagogie
: en cours.
various
health care systems,tools
it illustrates
- Participation
primarily based on empirical examples from
- Lectures.
94 various health care systems, it illustrates
- Participation en cours.
Catalogue des cours/Course Catalog 2015-2016

94
Catalogue des cours/Course Catalog 2015-2016

ECO

and provides a greater understanding


of the economic tools taught in economics
and provides
a greater understanding
classes,
and complements
existing courses
of the Health
economic
tools
taught in economics
in
Chair
track.
and complements
existing
-classes,
Background:
the growth of
healthcourses
care
inexpenditures.
the Health Chair track.
- Does
Background:
theApply
growth
health
care
Economics
toof
Health
Care?
expenditures.
- The
Demand for Health Care and for
- Does
Economics
Health
Capital. Apply to Health Care?
- Demand
The Demand
Health
Care and
for
and for
Supply
of Health
Insurance
Health Capital.
(Basics
of economics of uncertainty and
- Demand
andCompetition
Supply of Health
Insurance
risk theory;
and health
plan
(Basics of
economics
of uncertainty
and
choice;
Agentss
behaviors
generated
riskHealth
theory;
Competition
and health
plan
by
Insurance
systems;
Why social
choice;insurance?).
Agentss behaviors generated
health
by Health
Insurance
systems;
Why social
- Special
issues:
Economics
of obesity;
health insurance?).
Economics
of smoking.
- Special issues:
Economics of obesity;
Teaching
methods:
Economics
of smoking.
Readings,
class
participation, class
Teaching methods:
presentations
Readings,pattern:
class participation, class
Grading
presentations
The
final exam will make up 100% of
Grading
pattern:
the
grade:
final exam
will make up 100% of
-The
Written
examination.
grade:3 hours.
-the
Length:
- No
Written
examination.
document
allowed.
- Length: 3 hours.
- No document allowed.
ECOA31241

Dept. Seminar
ECOA31241
Nobel Ideas in Economics
Dept. Seminar- cf. tables
Prerequisite(s)
Nobel Ideas in Economics
Objectives:

Prerequisite(s)
cf. tables the contributions
This course will -introduce
Objectives:
of Nobel prize winner in
This
course will
introduce
thebycontributions
economics.
It will
be taught
a team of
of
Nobel prize
in
professors.
Forwinner
each lecture,
the
economics.
willpresent
be taught
a team of
professor(s)Itwill
theby
analytical
professors.
ForNobel
eachlaureate's
lecture, the
details of the
work and
professor(s)
will presenttothe
discuss its connections
realanalytical
life
details
of the As
Nobel
work and
applications.
partlaureate's
of the course
discuss
its connections
towill
realwrite
life an
evaluation,
each student
applications.
As connecting
part of the course
essay, either by
one of the
evaluation,
each
write an or to
lecture topics
to astudent
real lifewill
observation
essay,
either
by connecting
onesociety;
of the or
an open
question
affecting our
lecture
topics two
to a of
real
observation
or to
by discussing
thelife
lecture
topics in
an
open to
question
affecting our society; or
relation
each other.
by discussing two of the lecture topics in
95
relation to each other.

Catalogue des cours/Course Catalog 2015-2016

95
Catalogue des cours/Course Catalog 2015-2016

ECO

Les proofesseurrs du dp
partemen
nt / Facullty Department M
Members
Les proofesseurrs du dp
partemen
nt / Facullty Department M
Members
Giuseppe
e BERLINGIEERI, professseur assistan
nt
PhD in Economics, Loondon School of Econom
mics, Englannd
Giuseppe
BERLINGIE
ERI, profess
nt Englannd
MSc in Eceonomics,
Loondon
Schoseur
ol ofassistan
Econom
mics,
PhD
in Economics,
Loondon
School of Econom
mics, Englannd
A lESSEC
depuis 201
5
MSc in Economics, Loondon School of Econom
mics, Englannd
A lESSEC depuis 201 5

Gorkem CELIK,
C
profeesseur assocci
PhD in Ecconomics, N orthwestern
n University, Evanston, Illinois, USA
Gorkem
CEconomics,
profeesseur
B.A. inCELIK,
Bilkentassoc
Unici
iversity, Ankkara, Turkeyy
PhD
in Ec
N09
orthwestern
n University, Evanston, Illinois, USA
Cconomics,
depuis 200
A lESSEC
B.A. in Economics, Bilkent Uniiversity, Ankkara, Turkeyy
A lESSECC depuis 20009

Patricia CHARLETY,
professeur
C
Responsaable du dpaartement Ecconomie
Patricia
professeur
Cnance, Whaarton
PhD in FiCHARLETY,
Schooll, Universityy of Pennsylvvania D.E..A.
Responsa
able
du dpa
artementdEt
Ecconomie
Economie
e, Diplme
IInstitut
tudes Politiq
ques de Pariis Master of
o
PhD
in Fiand
Wha
arton
Schoolty
l, University
y of Pennsylv
vania ESSEC
D.E.C.A.
Finance
anance,
Econom
my,
Universit
of Pennsyylvania
Dipplme
Economie
Diplme
IInstitut dEttudes Politiq
ques de Pariis Master of
o
A lESSECCe,depuis
19885
Finance and
a Econom
my, Universitty of Pennsyylvania Dipplme ESSECC
A lESSECC depuis 19885

U, professeu
Franois CONTENSOU
ur honoraire
e
Professeu
ur agrg enn Sciences et
e Technique
es de Gestio n
Franois
U, Droit
professeu
D.E.S. dee CONTENSOU
la Facult dde
et des
dur honoraire
Sciencesse Economiquues de Paris
Professeu
agrg
en
n Sciences
eences
Technique
de Gestio n
Diplme ur
ESSEC
- Lice
ence
en Scieet
Econoes
miques
D.E.S.
deeC la
Facult
dde Droit et des
d Sciencess Economiquues de Paris
A lESSEC
depuis
19772
Diplme ESSEC - Liceence en Scieences Economiques
A lESSECC depuis 19772
96
Catalo
ogue des cours//Course Catalog
g 2015-2016

96
Catalo
ogue des cours//Course Catalog
g 2015-2016

Andr FO
OURANS, p rofesseur m
minent
PhD in Bu
usiness Adm
ministration (Economy and
a Finance ), Indiana
Universitty Doctoraat dEtat en Sciences
S
Eco
onomiques, Universit
de Paris II
I MBA, Unniversity of Illinois
I
Ingnieur ESBB, Paris
A lESSECC depuis 19774
Andr FO
OURANS, p rofesseur m
minent
PhD in Bu
usiness Adm
ministration (Economy and
a Finance ), Indiana
Universitty Doctoraat dEtat en Sciences
S
Eco
onomiques, Universit
de Paris II
I MBA, Unniversity of Illinois
I
Ingnieur ESBB, Paris
A lESSECC depuis 19774

Marc GUY
YOT, professseur enseign
nant
Doctorat en Sciencess Economiqu
ues, Institutt dEtudes PPolitiques
de Paris D.E.A. Relaations Economiques Intternationalees, Institut
dEtudes Politiques dde Paris D..E.S.S. Economie Industtrielle,
Universitt de Franchhe-Comt
Marc
GUY
profess
seur enseign
nant
A lESSEC
CYOT,
depuis
20007
Doctorat en Sciencess Economiqu
ues, Institutt dEtudes PPolitiques
de Paris D.E.A. Relaations Economiques Intternationalees, Institut
dEtudes Politiques dde Paris D..E.S.S. Economie Industtrielle,
Universitt de Franchhe-Comt
A lESSECC depuis 20007
Frdric JENNY, proffesseur
Co-directteur du Centtre Europen
n de Droit ett d'Economiie
Doctorat dEtat en Scciences Econ
nomiques, Universit
U
Paaris II-Assas
PhD in Economics, Harvard Un
niversity Masters in Ecconomics,
Harvard University
U
Diplme ESSSEC
Frdric
fesseur
prof
A
lESSECCJENNY,
depuis 197
72
Co-directteur du Centtre Europen
n de Droit ett d'Economiie
Doctorat dEtat en Scciences Econ
nomiques, Universit
U
Paaris II-Assas
PhD in Economics, Harvard Un
niversity Masters in Ecconomics,
Harvard University
U
Diplme
ESSSEC
97
Catalo
des cours/
/Course Catalog
g 2015-2016
A lESSEC
Cogue
depuis
19772

97
Catalo
ogue des cours//Course Catalog
g 2015-2016

ECO

Anastasios DOSIS, pprofesseur asssistant


PhD in Eco
onomics, Unniversity of Warwick,
W
UK M.Phil, Ecconomics,
Universityy of Athens MSc Matheematics for Finance,
F
Athhens
Universityy of Econom
mics and Busiiness
A lESSEC depuis 20133
Anastasios DOSIS, pprofesseur asssistant
PhD in Eco
onomics, Unniversity of Warwick,
W
UK M.Phil, Ecconomics,
Universityy of Athens MSc Matheematics for Finance,
F
Athhens
Universityy of Econom
mics and Busiiness
A lESSEC depuis 20133

ECO

Karine LA
AMIRAUD, pprofesseur associ
a
PhD in Ecconomics, Paaris School of Economiccs and Univeersity
of Lausan
nne M.A. i n Economics, Paris School of Econoomics
MSc in Ecconomics, H EC Paris
Karine
LA
pprofesseur associ
a
A lESSEC
CAMIRAUD,
depuis 20110
PhD in Ecconomics, Paaris School of Economiccs and Univeersity
of Lausan
nne M.A. i n Economics, Paris School of Econoomics
MSc in Ecconomics, H EC Paris
A lESSECC depuis 20110

Patricia LANGOHR, pprofesseur enseignant


e
assistant
PhD in Maanagerial Ecconomics an
nd Strategy,, Kellogg Schhool
of Manag
gement, Norrthwestern University
U
Diplom Volkkswirtin,
Humbold
dt-Universitt zu Berlin,, Germany Matrise d Economie
Patricia
pprofesseur
enseignant
e
assistant
appliquLANGOHR,
e, Universitt
Paris IX-D
Dauphine
PhD
in Ma
Ec
conomics an
nd Strategy,, Kellogg Schhool
A lESSEC
Canagerial
depuis 200
06
of Manag
gement, Norrthwestern University
U
Diplom Volkkswirtin,
Humbold
dt-Universitt zu Berlin,, Germany Matrise d Economie
applique, Universitt Paris IX-D
Dauphine
A lESSECC depuis 20006

Nona PEPITO, professseur assistant


Campus de Singapoour
PhD in Ecconomics, N
National University of Siingapore M
M.A. in
Economics, Universiity of the Ph
hilippines-Diiliman B.AA. in
ant
Nona
PEPITO,
sseur
assist
profesdde
Economi
cs, Ateneo
Davao
Un
niversity,
Ph
hilippines
Campus
Singapo
our
A lESSECCde
depuis
201
11
PhD in Ecconomics, N
National University of Siingapore M
M.A. in
Economics, Universiity of the Ph
hilippines-Diiliman B.AA. in
Economics, Ateneo dde Davao Un
niversity, Ph
hilippines
A lESSECC depuis 20111

Grard de
d POUVOUR
RVILLE, proffesseur
Directeur de lInstituut dEconom
mie et de Management dde la Sant
Titulaire de la Chairee ESSEC-SAN
NTE
Doctoratt dEconomiee et Adminisstration dess Entreprisess, Universit
Grard
de
darseille
POUVOUR
dAix-Ma
II RVILLE,
D
D.E.S enprof
Scifesseur
ences Econo
omiques, Paaris I
Directeu
de lInstituut
dEconom
mie
et de Made
Diplme rdIngnieur
ytechnique
dnagement
Paris dde la Sant
r, Ecole
Poly
Titulaire
la Chaire
NTE
A lESSECCde
depuis
200e07ESSEC-SAN
Doctoratt dEconomiee et Adminisstration dess Entreprisess, Universit
dAix-Maarseille II D
D.E.S en Sciences Econo
omiques, Paaris I
Diplme dIngnieurr,98
d Paris
Ecole Polyytechnique de
Catalo
des cours/
/Course Catalog
g 2015-2016
A lESSEC
Cogue
depuis
20007

98
Catalo
ogue des cours//Course Catalog
g 2015-2016

Estefania
a SANTACREEU-VASUT, professeur
p
assistant
a
PhD in Ecconomics, U niversity off California, Berkeley
MSc in Ecconomics, U niversitat Pompeu
P
Fabrra B.A. in EEconomics,
Universittat Pompeu Fabra
A lESSECC depuis 20110
Cristina
a TERRA, proofesseur
PhD in Economics,
E
PPrinceton University, Princeton, USSA
M.A. in Economics, Princeton University,
U
Princeton,
P
U
USA
M.A. in Economics, PUC-Rio, Riio de Janeiro, Brazil
A lESSEEC depuis 20015
Cristina
a TERRA, proofesseur
PhD in Economics,
E
PPrinceton University, Princeton, USSA
M.A. in Economics, Princeton University,
U
Princeton,
P
U
USA
M.A. in Economics, PUC-Rio, Riio de Janeiro, Brazil
A lESSEEC depuis 20015
Radu VRA
ANCEANU, p rofesseur
Doctorat en
e Sciences Economiques, Universiit Paris II-AAssas D.E.A.
Economie Applique, Institut dEEtudes Politiiques de Parris
Habilitatio
on dirigerr des rechercches, Univerrsit Paris I--Sorbonne
A lESSEC depuis 19944
Radu VRA
ANCEANU, p rofesseur
Doctorat en
e Sciences Economiques, Universiit Paris II-AAssas D.E.A.
Economie Applique, Institut dEEtudes Politiiques de Parris
Habilitatio
on dirigerr des rechercches, Univerrsit Paris I--Sorbonne
A lESSEC depuis 19944
Andr-Pa
aul WEBER, professeur honoraire
Doctorat dEtat, Univversit de Paaris I D.E.S
S. Sciences EEconomiquees,
Universit de Nancy
A lESSEC depuis 197 5
Andr-Pa
aul WEBER, professeur honoraire
Doctorat dEtat, Univversit de Paaris I D.E.S
S. Sciences EEconomiquees,
Universit de Nancy
A lESSEC depuis 19799
5
Catalo
ogue des cours//Course Catalog
g 2015-2016

99
Catalo
ogue des cours//Course Catalog
g 2015-2016

ECO

Estefania
a SANTACREEU-VASUT, professeur
p
assistant
a
PhD in Ecconomics, U niversity off California, Berkeley
MSc in Ecconomics, U niversitat Pompeu
P
Fabrra B.A. in EEconomics,
Universittat Pompeu Fabra
A lESSECC depuis 20110

ECO

Les chargs de cours / Adjunct Lecturers


Cette liste est donne sous rserve de changements.
Thierry AIMAR Catherine BILLARD Xavier CARON Sbastien LEMEUNIER Wilfried SAND-

Les
chargs de cours / Adjunct Lecturers
ZANTMAN
Cette liste est donne sous rserve de changements.

Thierry AIMAR Catherine BILLARD Xavier CARON Sbastien LEMEUNIER Wilfried SANDZANTMAN

100
Catalogue des cours/Course Catalog 2015-2016

100
Catalogue des cours/Course Catalog 2015-2016

FIN

Finance / Finance

FIN

Professeur responsable / Department Head : Jocelyn MARTEL


Assistantes / Assistants : Chafika BENGHELAB, Pauline DELCAUT, Linda MAILLE,
Vanessa THOMAS
http://www.essec.fr/professeurs-et-recherche/les-departements/finance.html

Le dpartement Finance de lESSEC propose


aux tudiants un ensemble de cours qui leur
permet datteindre trois objectifs.
Premirement, se familiariser avec lunivers
de la finance son langage, ses institutions,
les problmes soulevs par cette discipline et
les solutions quelle propose. Deuximement,
assimiler les fondements thoriques de la
finance en matrisant les modles de prise de
dcision tudis et en comprenant leurs
limites. Finalement, acqurir des
connaissances pratiques et institutionnelles
qui aideront les tudiants sinsrer dans
la vie professionnelle. Le dpartement Finance
considre la partie thorique de
lenseignement comme fondamentale car
constituant le meilleur moyen pour amliorer
la comprhension des phnomnes rels
et la qualit des prises de dcision.
Le dpartement offre une filire Finance
qui rcompense les tudiants ayant valid une
slection de cours Cergy et/ou Singapour
(voir chapitre Filires). Cette filire est
partenaire du CFA Institute.
Les professeurs-chercheurs du dpartement
constituent un collectif de comptences dans
des domaines-cls de la finance. Les axes
principaux de recherche du dpartement sont
les suivants : Produits Drivs, Gestion des
Risques, Matires Premires, Gestion dActifs,
Macro Finance, Microstructure des Marchs
Financiers, Fusions et Acquisitions, Private
Equity, Gouvernance dEntreprise, Faillite
et Rorganisation Financire, et Finance
Immobilire. Les professeurs chargs de cours
occupent des postes haute responsabilit
dans des entreprises et assurent des cours
dans les domaines en relation avec leur
comptence professionnelle.

ESSECs Finance Department offers a set of


courses enabling students to achieve three
objectives. The first is to become familiar
with the world of finance: its language,
its institutions, the problems it raises and
the solutions it proposes. The second is
to acquire the theoretical foundations of
finance by mastering the decision-making
models studied and understanding their
limitations. The third is to gain the practical
and institutional knowledge that will help to
launch their careers. The Finance Department
considers the theoretical content of its
courses fundamental, because theory is the
best means to a better understanding of real
phenomena and quality decision-making.
The department offers a Finance Track for
students having successfully completed
a selection of courses taught in Cergy and/or
in Singapore (see chapter Specialized
Tracks). The Finance Track is offered in
partnership with the CFA Institute.
The departments research professors provide
broad expertise in key areas of finance.
Their main research focuses are Derivative
Products, Risk Management, Commodities,
Asset Management, Macro Finance, Financial
Market Microstructure, Mergers and
Acquisitions, Private Equity, Corporate
Governance, Bankruptcy and Financial
Reorganization, and Real Estate Finance. The
adjunct lecturers occupy high-level positions
in business and teach courses related to their
areas of professional expertise.

102
Catalogue des cours/Course Catalog 2015-2016

In italic, courses taught in English.

FINM31266
Trading & organis. des
marchs

FINM31213
Agri-food
Commodity Markets

FINM31208
Finance immobilire

FINE32217
Firm Valuation

FINM32206
Gestion bancaire

FINA32402
Gestion de patrimoine

FINM31164/31165
Marchs financiers/
Financial Markets

FINE32203
Private Equity

FINE31254
Evaluation stratgique
et fin.

FINE31252/31253/32218
Fusions et acquisitions/
Mergers and Acquisitions

FINM31273
Fixed Income

FINS31351/31353
Financial Policy/
Politique financire

FINE31123/31124
Principles of Finance/
Fondements de la finance

Pour les tudiants AST/For AST students


FING31080/31081
Pr-MSc Finance/Pre-MSc Finance

FINE31126/31128/32109
Finance dentreprise/
Corporate Financial Mngt

FING31402
Sminaire thique
en finance

FINM31162/31163/32203
International Finance/
Finance internationale

FINE31130
Gestion financire
court terme

Pour les tudiants Bachelor


FING21021
Gestion financire

FINM32407
Risk Management
Project

FINM31277
Options &
Applications

FINM31224
Advanced Options

FIN

Description dtaille en page suivante

Prrequis obligatoire

FING31251
Bank Management

FINM31270/31271/
FINM32107
Options/Options

FINM31260/31261
Portefeuille & investissements/
Portfolio & Investment

FINE32219
Analyse financire

FING31113
Energy&C Models Applications

FING31115
Energy&C Markets & Products

J. Martel

FINE31124

S. Arcot, J-M. Gaspar

Corporate Financial Management

Corporate Financial Management

Gestion financire court terme

Fusions et acquisitions

Mergers and Acquisitions

Mergers and Acquisitions

FINE31128

FINE32109

FINE31130

FINE31252

FINE31253

FINE32218

FINE31123 or FINE31124
FINE31123 or FINE31124

S. Arcot

FING21021 or FING31080 or
FING31081
FING21021 or FING31080 or
FING31081
FING21021 or FING31080 or
FING31081
FING21021 or FING31080 or
FING31081
FINE31123 or FINE31124

FING21021 or FING31080 or
FING31081
FING21021 or FING31080 or
FING31081

Prrequis / Prerequisite(s)
Obligatoire(s) / Mandatory

FINE31123 or FINE31124

Prrequis / Prerequisite(s)
Obligatoire(s) / Mandatory

S. Arcot, J-M. Gaspar

F. Declerck

F. Longin

S. Arcot

J-M. Gaspar

Cours de gestion / Management course


FINE31126 Finance dentreprise

Fondements de la finance

J. Martel

Responsable(s)
du cours/Course
coordinator(s)

Responsable(s)
du cours/Course
coordinator(s)

Cours fondamental / Core course


FINE31123 Principles of Finance

FINANCE DENTREPRISE /
CORPORATE FINANCE (FINE)

FINA32402 Gestion de patrimoine

Cours de gestion / Management course

ACTUARIAT / ACTUARIAL, INSURANCE


(FINA)

FINE31126 or FINE31128 or
FINE32109
FINE31126 or FINE31128 or
FINE32109
FINE31126 or FINE31128 or
FINE32109

FINE31123 or FINE31124

FINE31123 or FINE31124

FINE31123 or FINE31124

FINE31123 or FINE31124

FINE31253,
FINE32218
FINE31252,
FINE32218
FINE31252,
FINE31253

FINE31128,
FINE32109
FINE31126,
FINE32109
FINE31126,
FINE31128
FINE31131

FINE31123

Description dtaille en page suivante


FINE31124

Equivalent(s)/
Prrequis / Prerequisite(s)
* Ce cours ne sera pas offert
en 2013-2014
Equivalent(s)
Recommand(s)/Recommanded
Prrequis obligatoire

Equivalent(s)/
Prrequis / Prerequisite(s)
Recommand(s)/Recommanded Equivalent(s)

FIN

Private Equity

Firm Valuation

Analyse financire

FINE32203

FINE32217

FINE32219

(FINE31123 or FINE31124) and


(FINE31126 or FINE31128 or
FINE32109)
(FINE31123 or FINE31124) and
(FINE31126 or FINE31128 or
FINE32109)
(FINE31123 or FINE31124) and
(FINE31126 or FINE31128 or
FINE32109)
Prrequis / Prerequisite(s)
Obligatoire(s) / Mandatory

J. Martel

Responsable(s)
du cours/Course
coordinator(s)

J. Martel

J. Martel

FINE31123 or FINE31124

J-M. Gaspar

A. Roncoroni

Cours de gestion / Management course


FING31113 Commodity Products and Models

Energy and Commodity Markets

Bank Management

FING31115

FING31251

A. Roncoroni,
F. Declerck
F. Longin

J-M. Gaspar

FING31081

Pre-MSc Finance

(FINE31123 or FINE31124) and


(FINM31164 or FINM31165)
(FINE31123 or FINE31124) and
(FINM31164 or FINM31165)
FINE31123 or FINE31124

Cours pr-MSc / Pre-MSc course (Rserv aux tudiants admis sur titre / Reserved for the AST students)
FING31080 Pr-MSc finance
F. Declerck

FINANCE GNRALE / GENERAL


FINANCE (FING)

Evaluation stratgique et fin.

FINE31254

(FINM31164 or FINM31165) and


(FINM31270 or FINM31271 or
FINM32107)

CPTC31080 or CPTC31081

CPTC31080 or CPTC31081

FIN

FING31259

FING31080

FING31081

Equivalent(s)/
Prrequis / Prerequisite(s)
Recommand(s)/Recommanded Equivalent(s)

(FINE31126 or FINE31128 or
FINE32109) and (FINE31252 or
FINE31253)

S. Ramos

Finance internationale

Finance internationale

Marchs financiers

Financial Markets

Finance immobilire

Agri-food Commodity Markets

Advanced Options

Portefeuille & investissement

Portfolio & Investment

Trading & organis. des marchs

Options

FINM31163

FINM32203

FINM31164

FINM31165

FINM31208

FINM31213

FINM31224

FINM31260

FINM31261

FINM31266

FINM31270

P. Poncet,
A. Roncoroni

FING21021 or FING31080 or
FING31081
FINE31123 or FINE31124

S. Ramos

L. Lescourret

FINE31123 or FINE31124

S. Ramos

FING21021 or FING31080 or
FING31081
FING21021 or FING31080 or
FING31081
FING21021 or FING31080 or
FING31081
FING21021 or FING31080 or
FING31081
FINE31123 or FINE31124

FING21021 or FING31080 or
FING31081

Prrequis /Prerequisite(s)
Obligatoire(s) /Mandatory

FINM31270 or FINM31271 or
FINM32107
FINE31123 or FINE31124

J. Li

F. Declerck

M. Baroni

A. Roncoroni

A. Roncoroni

S. Ramos

S. Ramos

Responsable(s)
du cours/Course
coordinator(s)

Cours de gestion / Management course


FINM31162 International Finance

FINANCE DE MARCH /
MARKET FINANCE (FINM)

FINM31164 or FINM31165

(FINM31164 or FINM31165) and


(FINM31270 or FINM31271 or
FINM32107)
(FINM31164 or FINM31165) and
(FINM31270 or FINM31271 or
FINM32107)
FINE31123 or FINE31124

FING21021 or FING31080 or
FING31081

FINE31123 or FINE31124

FINE31123 or FINE31124

FINE31123 or FINE31124

FINE31123 or FINE31124

FINE31123 or FINE31124

Prrequis /Prerequisite(s)
Recommand(s)/Recommanded

FINM31271 or
FINM32107

FINM31260

FINM31261

FINM31164

FINM31162,
FINM32203
FINM31162,
FINM31163
FINM31165

FINM31163,
FINM32203

Equivalent(s)
Equivalent(s)

FIN

Sminaire thique en finance*

Responsable(s)
du cours/Course
coordinator(s)
M. Baroni

Prrequis / Prerequisite(s)
Recommand(s)/Recommanded

Prrequis / Prerequisite(s)
Recommand(s)/Recommanded

(FINM31164 or FINM31165)and
(FINM31270 or FINM31271 or
FINM32107)
Prrequis / Prerequisite(s)
Obligatoire(s) / Mandatory
(FINE31123 or FINE31124) and
(FINE31126 or FINE31128 or
FINE32109)
(FINE31123 or FINE31124) and
(FINE31126 or FINE31128 or
FINE32109)
Prrequis / Prerequisite(s)
Obligatoire(s) / Mandatory

FINM31273

FINM31164 or FINM31165

FINM31164 or FINM31165

FINE31123 or FINE31124
(FINE31123 or FINE31124) and
(FINM31164 or FINM31165)
FINM31270 or FINM31271 or
FINM32107
FINE31123 or FINE31124

FINM31164 or FINM31165

FINE31123 or FINE31124

Equivalent(s)
Equivalent(s)

FINS31351

FINS31353

Equivalent(s)
Equivalent(s)

FINM31270 or
FINM32107
FINM31270 or
FINM31271

Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

FIN

(*)Ce cours est obligatoire pour les tudiants admis en filire Finance. Il ne donne pas lieu la validation dune UV. / Mandatory course for students who follow the Finance Track. It does not give any
credit.

FING31402

SEMINAIRE DTHIQUE / ETHICS SEMINAR

M. Baroni

A. Fulop

Politique financire

Risk Management Project

FINM32407

FINS31353

Gestion bancaire

FINM32206

P. Poncet,
A. Roncoroni
F. Longin

Financial Policy

Options & Applications

FINM31277

A. Fulop

FINS31351

Fixed Income

FINM31273

Responsable(s)
du cours/Course
coordinator(s)
M. Baroni

Options

FINM32107

P. Poncet,
A. Roncoroni

SYNTHESE / SYNTHESIS (FINS)

Options

FINM31271

FIN

FINA32402
Gestion de Patrimoine*

mathematics and finance before taking


this course.
The purpose of this course is to introduce
students to the main building blocks of
financial theory. The two main objectives are:
i) To acquire an in-depth knowledge of
the core corporate finance and financial
market theories;
ii) To be able to identify the right model
in order to analyze corporate and
investors decisions.
In addition, students should be able to
demonstrate their ability to use the
technical tools and confront their
knowledge with real life situations in
order to deliver recommendations on
fundamental issues such as the firm's
investment and financing decisions.
Topics:
Topics covered include a refresher on
interest rates, discounting and capital
budgeting (investment) decisions under
certainty, absence of arbitrage and
financial assets valuation, risk and
portfolio analysis (mean-variance
model), the capital asset pricing model
(CAPM) and market efficiency,
introduction to options, capital structure
theory, valuation and leverage and an
introduction to market imperfections
(e.g., taxes, bankruptcy costs and agency
problems).
Teaching methods:
Lectures and problem sets. A teaching
assistant will conduct 4 sessions
dedicated to solving exercises.
Grading pattern:
A mid-term exam (M), and a final exam (F).
The final exam (F) is common to all
sections.
The final grade (G) is a weighted average of
M and F, calculated as follows: G = 40%M +
60%F.

Prrequis - cf. tableaux


*Cours commun avec les Mastres
Spcialiss et le MSc in Finance.
Objectifs :
Dcrire les caractristiques principales
de lenvironnement et du march
de la gestion de patrimoine. Prsenter
les marchs et produits dpargne
et de placement, en particulier dans
le domaine des assurances. Analyser
le cadre juridique, fiscal et commercial
de la profession. Dcrire la dmarche
de diagnostic et de bilan patrimonial.
Thmes abords :
- Lenvironnement conomique et
financier de la gestion de patrimoine
- Le cadre juridique et fiscal
- Les composantes du patrimoine et leurs
objectifs
- Les marchs et produits dpargne
et de placements dans le domaine
des assurances
- Les autres produits de placements
- La stratgie de gestion de patrimoine
- Les modes dintermdiation financire
et de distribution des produits
dpargne et de placements
- Le rle et la dmarche du conseil
en gestion de patrimoine
Pdagogie :
- Cours
- Discussion de cas
- Intervention dun professionnel
du Conseil en Gestion de Patrimoine
- Etudes de dossiers

FINE31123
Principles of Finance
Prerequisite(s) - cf. tables
Core course
Objectives:
Students are strongly encouraged to take
this course in the early stages of their
coursework.
Exchange students should check that
they have the required level in
108

Catalogue des cours/Course Catalog 2015-2016

Prrequis - cf. tableaux


Cours fondamental
Objectifs :
Il est trs vivement conseill de suivre
ce cours en dbut de scolarit.
Ce cours est dconseill aux tudiants en
change nayant pas le niveau ncessaire
en mathmatiques et en finance.
Ce cours donne les bases conceptuelles
sur les principes fondamentaux en
thorie financire. Les deux objectifs
essentiels du cours sont :
i) De dmontrer une comprhension des
diffrentes thories en finance
dentreprise et en finance de marchs
ii) Dtre en mesure didentifier le modle
le plus pertinent afin dtudier les
dcisions des entreprises et des
investisseurs. De plus, les tudiants
doivent tre en mesure dappliquer
les outils techniques de la finance afin
de confronter leurs connaissances
thoriques des situations relles
et dmettre des recommandations sur
des questions fondamentales telles
les dcisions dinvestissement ou de
financement des entreprises.
Thmes abords :
Le rappel de notions de taux dintrt,
dactualisation et de choix
dinvestissement en avenir certain,
notions dabsence darbitrage et
valuation des actifs financiers, risque et
choix de portefeuille (modle moyennevariance), valuation des actifs financiers
lquilibre (MEDAF) et efficience des
marchs, introduction aux options,
politique dendettement, choix dune
structure du capital et valorisation
dentreprise ainsi quune introduction
aux imperfections de march (e.g., taxes,
cots de faillite et problme dagence).
Pdagogie :
Cours magistral, soutenu par 4 sances
dassistanat.

FINE31126
Finance d'entreprise
Prrequis - cf. tableaux
Objectifs :
Ce cours traite de la dcision de
financement des ressources
permanentes de lentreprise. Les
objectifs dapprentissage du cours sont
les suivants :
(i) Identification des besoins de
financement;
(ii) Etude des diffrents titres financiers
la disposition des entreprises
pour lever des fonds (actions, dettes,
produits hybrides, produits
de financement hors bilan);
(iii) Comprhension des avantages,
cots et risques respectifs de ces
instruments.
Thmes abords :
Parmi les points analyss, on peut citer :
les plans de financement, lintroduction
au risque de crdit, thorie statique
de la structure de capital, limpact des
dcisions de financement sur la
rsolution des conflits actionnaires/
grants et actionnaires/ cranciers, les
cots dagence de la dette et des capitaux
propres, les processus dintroduction
en bourse et laugmentation de capital,
la thorie des options, introduction aux
obligations convertibles.
Pdagogie :
Cours magistral, soutenu par 2 sances
dassistanat et des sries dexercices.
Evaluation :
Note finale = 40 % Q1 + 60 % Q2 o Q1 =
quiz intermdiaire et Q2 = quiz final.

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FIN

Evaluation :
Un quiz intermdiaire (QI) et un quiz
final (QF). Le quiz final (QF) est commun
lensemble des sections donnes sur
le trimestre.
La note finale (N) correspond la
moyenne pondre de QI et QF : N = 40%
QI + 60% QF.

FINE31124
Fondements de la finance

FIN

FINE31128
Corporate Financial Management*

FINE31130
Gestion financire court terme

Prerequisite(s) - cf. tables


*In common with the Specialized Masters
and the MSc in Finance equivalent to
FINE32109 Corporate Financial.
Management
Objectives:
This course studies the theory and
practice of how a firm is financed. At the
end of the course, students should:
Calculate a firms financing needs,
formulate a matching financial policy,
and suggest ways to implement it;
Understand the theories behind firms
capital structure choices and their
interaction with firm value, as well as
their relation with the broad capital
market trends, players and institutions;
Learn how derivative securities can help
firms achieve their financial policy goals.
Topics:
Introduction to financial management.
Financial planning, sustainable growth.
Modigliani-Miller propositions and debt
tax shields. Trade-off theory and
bankruptcy costs. Advanced capital
structure theory: personal taxes, agency
theory, shareholder-bondholder
conflicts. Equity issuance, initial public
offers, secondary equity offers, rights
issues, costs of equity issuance.
Shareholder-manager conflicts. Dividend
policy. Binomial pricing of options.
Equity and debt as options. Convertibles.
Teaching method:
Lectures supplemented by case studies
and a session with an invited guest
speaker (based on availability).
Grading pattern:
The grade for the cases C is equal to the
arithmetic mean of the grades of the
cases. The participation grade P can take
the values {-1, 0, 1}. The final grade
is equal to the exam grade E plus
P if E+P < 10, and is equal to 0.5uC +
0.5u(E+P) otherwise.

Prrequis - cf. tableaux


Objectifs :
Aprs avoir suivi ce cours, les tudiants
sont capables dtablir des prvisions
de flux et de besoin de financement
de lentreprise (plan de trsorerie),
de dterminer la couverture optimale
de ce besoin laide dinstruments
financiers, de calculer les flux dintrts
lis ces instruments et de porter
un jugement pertinent sur lutilisation
de ces instruments en terme de
rentabilit, de liquidit et de risque.
Thmes abords :
Le cours prsente les diffrents aspects
de la fonction du trsorier : la recherche
dinformations sur lentreprise pour
apprcier sa situation financire,
lutilisation doutil de prvision des flux
de trsorerie, la mise en place de
financements ou de placements court
terme pour couvrir le besoin de
financement de lentreprise ou grer les
disponibilits, la gestion des comptes
bancaires en date de valeur,
la ngociation avec les banques,
lorganisation de la fonction de trsorerie
au sein de lentreprise ainsi que
lutilisation de produits drivs pour
grer les risques financiers de
lentreprise (risque de prix, risque de
taux et risque de change).
Pdagogie :
La pdagogie mise en uvre repose
sur des cours magistraux, des lectures
darticles, des tudes de cas et des
travaux pratiques sur tableur.
Cours disponibles sur www.longin.fr.
Evaluation :
La note finale pour ce cours correspond
la note du quiz. La moyenne des notes
des exercices est prise en compte dans
le cas o la note du quiz est suprieure
10/20.

110
Catalogue des cours/Course Catalog 2015-2016

- Thories explicatives des bonnes


et mauvaises motivations pour mener
des M&A (mergers & acquisitions).
- Droulement dune fusion-acquisition
et facteurs-cls de succs.
- Mcanismes de dfense contre une
opration publique dachat (OPA).
Pdagogie :
Cours magistral accompagn de plusieurs
tudes de cas. Un professionnel est aussi
invit pour confronter son exprience
et les points de vue des participants.
Evaluation :
La note finale est la rsultante de
la notation des tudes de cas et
dun examen individuel en classe.

Prrequis - cf. tableaux


Objectifs :
Ce cours approfondit les oprations
financires de haut de bilan en matire
de fusions, acquisitions et
restructurations dentreprises. Lobjectif
est que les tudiants :
- Cernent le rle central de lvaluation
dune entreprise dans llaboration
dune dcision stratgique lors dune
restructuration dentreprise, notamment
en cas de fusion, acquisition,
dgagement ;
- Sachent analyser la situation dune
entreprise et en mesurer la valeur selon
diffrentes mthodes actuarielles
(DCF), comparables (boursiers et de
transactions), patrimoniales ;
- Connaissent les principales formes
de restructurations, leurs cots
et bnfices ;
- Sachent mettre au point lingnierie
financire pour restructurer une
entreprise ;
- Matrisent les incitations et motivations
pour des fusions, acquisitions et alliances ;
- Jugent la cration ou destruction
de valeur dune opration : qui profitet-elle ?
Thmes abords :
- Restructurations dentreprises et
cration de valeur.
- Critres de choix dune forme
dorganisation : grande ou petite
entreprise ?
- Mthodes de valorisation dune
entreprise et application plusieurs cas :
mthodes actuarielles (DCF par le WACC
ou la valeur prsente ajuste), mthodes
des comparables boursiers et des
comparables de transactions, mthodes
patrimoniales.
- Valorisation dentreprises plusieurs
divisions, de firmes internationales,
de firmes non cotes.

FINE31253
Mergers and Acquisitions*
Prerequisite(s) - cf. tables
*In common with the Specialized Masters
and the MSc in Finance, equivalent to
FINE32218 Mergers & Acquisitions.
Objectives:
This course studies M&A activity from a
financial perspective. At the end of the
course, students should : Understand
how valuation plays a central role in the
merger process; Carry out valuation
analysis of complex corporate/financial
structures; Analyze the terms of a M&A
deal in a knowledgeable way,
understanding its value implications
as well as the incentives and motivations
of the major participants.
Topics:
Introduction. History and features of
M&A. Valuation using DCF models.
Valuation using multiples. Valuation:
multi-divisional businesses, privatelyheld firms.
Theories of merger activity: good and
bad reasons to do M&A. Empirical
evidence on M&A activity. The holdout
problem. Deal negotiation tactics.
Takeover defences. Structuring the deal:
financing method, form of payment, tax
implications. Theory and empirical
evidence on divestitures. Leveraged Buy111

Catalogue des cours/Course Catalog 2015-2016

FIN

FINE31252
Fusions et acquisitions

FIN

dactivits de conseil en stratgie et de


banque daffaires.
Pdagogie :
Cours magistral, qui sappuie galement
sur lutilisation de cas.
Evaluation :
Lvaluation du cours repose sur
un dossier dtude qui est un rapport
dvaluation dentreprise. Elabor
en petit groupe par les lves au fur et
mesure de lavancement du cours,
le dossier dtude est divis en 4 parties :
Prsentation de la Socit ; Dynamique
des Marchs et de la Position
Concurrentielle ; Stratgie et Rsultats
Prvisionnels ; Cash Flows, Actualisation
et Valorisation. A partir de la sance 3,
les lves doivent remettre lune des
quatre parties qui constituent le dossier
dtude. Le travail remis fait lobjet
de recommandations et de directions.
La note du cours est fonde sur la qualit
de la brochure finale et la qualit de la
prsentation orale, effectue en sance
plnire par les diffrents groupes
dlves.

Outs (LBOs). Theory and empirical


evidence on LBOs.
Teaching method:
Lectures supplemented by case studies
and a session with an invited guest
speaker (based on availability).
Grading pattern:
The grade for the cases C is equal to
the arithmetic mean of the grades of the
4 cases.
The participation grade P can take the
values {-1, 0, 1}.
The final grade is equal to the exam grade
E plus P if E+P < 10, and is equal to 0.5uC
+ 0.5u (E + P) otherwise.

FINE31254
Evaluation stratgique et financire
des entreprises
Prrequis - cf. tableaux
Objectifs :
Lobjectif du cours est de familiariser
les tudiants avec les techniques
de lvaluation des entreprises, trs
largement utilises loccasion de
montages financiers de haut de bilan,
doprations de fusions & acquisitions
ou doprations dinvestissement en
capital, avec un accent mis sur les aspects
pratiques. En outre, les tudiants
apprhenderont les liens entre la finance
et la stratgie et, en particulier, comment
les deux domaines sarticulent dans
le cadre de fusions-acquisitions.
Thmes abords :
Evaluation dentreprises ; Mtiers,
Positionnement et Performance ;
Dynamique des Marchs et Position
Concurrentielle ; Analyse Stratgique
et Financire des Oprations de Fusionsacquisitions ; Pratique du M&A ;
Evaluation et Financement des Socits
Cotes. Ces thmes seront abords au
travers dillustrations tires de la vie des
affaires et dtudes de cas qui illustreront
lutilisation des techniques de
lingnierie financire dans le cadre

FINE32203
Private Equity*
Prrequis - cf. tableaux 
*En commun avec les Mastres Spcialiss
et le MSc in Finance.
Objectifs :
Sensibiliser les tudiants la cration
dentreprise et son fonctionnement,
lanalyse financire et lvaluation des
entreprises ainsi quaux diffrents
mtiers du Private Equity.
Les cours seront la fois thoriques et
pratiques par ltude de cas, notamment
lanalyse de socits et/ou de
transactions ralises lors doprations
de capital investissement (capital risque,
capital dveloppement, LBO, oprations
de rachat de portefeuilles de fonds,
investissement fonds primaires...).
Thmes abords :
- Recherche de l'information
112

Catalogue des cours/Course Catalog 2015-2016

Cf. syllabus en ligne


Dure : 25 heures
Intervenant : Muriel FAURE

FING31080
Pr-MSc Finance
Prrequis - cf. tableaux
Cours de pr-MSc, rserv aux tudiants AST.
Objectifs :
Le cours apporte les bases indispensables
pour comprendre les activits financires
de lentreprise. De plus, il sert de point
dappui aux autres cours de finance.
Thmes abords :
A partir des documents fournis par
la comptabilit financire, le cours est
centr sur la gestion financire de
lentreprise afin de prvoir et optimiser
les dcisions court terme, les dcisions
dinvestissement et de financement.
Les concepts dquilibre du bilan, de flux
financiers et de valeur nette prsente
sont approfondis.
Pdagogie :
Cours magistral, accompagn dexercices.
Evaluation :
Examen intermdiaire et examen final,
crits individuels en classe.

FINE32217
Firm Valuation*
Prerequisite(s) - cf. tables
*In common with the Specialized Masters
and the MSc in Finance.
Objectives:
This course is the corporate finance
extension of the Financial Theory
course. The objective is to present the
different methods used to estimate the
value of a firm and the problems arising
in valuing specific assets such as
intangibles. In addition, we discuss
issues such as the treatment of minority
interests, pension funds and leasing.
Topics:
- Cash flows to equity-holders and
the firm
- Cost of equity and cost of capital
- Impact of capital structure on the
cost of equity, cost of capital and firm
value
- Adjusted present value (APV) vs.
Discounted Cash Flows (DCF)
- Valuation with multiples (market
and transacitons)
- Valuation of intangible assets
- Treatment of minority interests,
pension funds, leasing, etc.
Teaching method:
Lectures and case studies in class
Grading pattern:
Case study (40%) and ii) Equity analyst
report on a firm (60%). Both are done by
groups of 4 students.

FING31081
Pre-MSc Finance
Prerequisite(s) - cf. tables
Pre-MSc course, reserved for the AST students.
Objectives:
The objective is to provide the elementary
tools in financial management. In
addition, it represents the starting point
for those students interested in taking
more advanced courses in the field. At
the end of the course, students should be
able to: be knowledgeable about the
universe of Finance (its language, its
institutions, the problems it addresses
and the solutions it proposes); extract
information from a companys financial
statements and use them to make
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Catalogue des cours/Course Catalog 2015-2016

FIN

FINE32219
Analyse financire

- Analyse financire (compte


de rsultat, bilan et tableaux de
financement)
- Evaluation dactifs
- Pactes dactionnaires
- Structuration de fonds
- Montages financiers (capital risque,
LBO, capital dveloppement,
transactions secondaires)
Pdagogie :
- Cours et tudes de cas.
- Exposs de professionnels.

FIN

Teaching method:
Course lectures introduce to key concepts
and current practices in the domain of
concern. A third of the course is entirely
devoted to practical implementation of
computer-based tools in an Excel
environment. The approach is
operational (as opposed to academic).
Grading pattern:
Final in-class written exam (50%),
problem set (25%) and class
participation (25%)

informed financial decisions; perform


basic valuation.
Topics:
What Finance is about. Time value of
money. Basic Financial Mathematics. From
accounting statements to cash-flow.
Financial ratio analysis. Sources and uses
of funds. Working capital management.
Capital Budgeting decisions. NPV, IRR.
Bond and stock valuation. Basic concepts
in capital structure.
Teaching method:
Lectures supplemented by in-class
exercises.
Grading pattern:
Grades are calculated as follows: Denote
by M the mid-term grade and by E the
final exam grade.
The final grade G is equal to E if E < 9, and
is equal to 0.4*M + 0.6*E if E 9.

FING31115
Energy and Commodity Markets
and Products*
Prerequisite(s) - cf. tables
*In common with the MSc in Finance.
Objectives:
This course introduces the participant to
the fast-growing financial markets of
energy sources and commodities.
We mainly focus on market description,
position structuring, security trading,
and risk management. A learning-bydoing approach is followed: we introduce
topics through practical examples and
then identify general rules. Our goal is to
prepare to recruiting interviews for job
positions in a large variety of areas
concerned with energy and commodity
markets.
Topics:
Commodity Markets, Spot-Forward Parity,
Gold Markets, Oil markets, Gas Markets,
Basic and complex Structures, Risk
Analysis and Management.
Teaching method:
Course lectures introduce to key concepts
and current practices in the domain of
concern. A class meeting prior to final
exam is devoted to meeting an invited
practitioner working in the area of energy
and commodity markets.
Grading pattern:
Final in-class written exam (50%) + class
participation (50%).

FING31113
Energy and Commodity Models
and Applications*
Prerequisite(s) - cf. tables
*In common with the MSc in Finance.
Objectives:
This course offers the basic quantitative
toolkit to analyze and model energy and
commodity prices. We introduce the
participant with the construction and use
of continuous and discrete time models
of energy and commodity prices.
Techniques are introduced and applied to
real case studies. In addition, we provide
with an overview of estimation and
simulation methods. The design of the
course focuses on conceptual
understanding and practical use of the
proposed tools. Our goal is to prepare to
recruiting interviews for job positions in a
large variety of areas concerned with
energy and commodity markets.
Topics:
Basic Tools, Commodity Price Modeling,
Monte Carlo Simulation, Value-at-Risk
(VaR) Analysis, Pricing European options,
Time series models, Volatility models.
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Catalogue des cours/Course Catalog 2015-2016

Grading pattern:
Evaluation is based 1) on active class
participation as evaluated by the speaker
(20%), 2) on take-home work and oral
presentations (20%), and 3) on final
exam (60%).

Prerequisite(s) - cf. tables


*In common with the MSc in Finance.
Objectives:
This course is meant for those who want
to work in the banking and financial
industry, and wish to gain a better and
broader understanding of the sector,
especially of the complex challenges in
terms of profitability and regulatory
constraints it is facing in the wake of the
recent financial crisis. The course
material is specially tailored to provide
students with all the necessary
knowledge needed to apply to risk
management and internal audit
functions, but also to positions in credit
rating or regulatory agencies, as well as
in consulting firms working with the
financial industry. This course will also
prove very helpful for those willing to
work as middle and front officers, as they
will learn how a bank is managed,
according to what key indicators, towards
which financial and operational results,
and hedging against what kind of risks.
All this will allow future financial
professionals to understand how their
own activity fits in to the bank business
as a whole.
Topics:
Overview of the banking and financial
industry; Financial analysis of a bank
profit & loss account and balance sheet,
Asset Liability Management (ALM);
Strategies and business development
issues of the banking sector; Financial
and banking crisis; Accounting and
prudential regulation; Credit and Market
Risks; Outlooks for the banking and
financial industry.
Organization of class:
The course provides theoretical and
practical tools through lectures, readings
and interventions of experts and business
executives.

FING31402
Sminaire thique et dontologie
des mtiers de la finance*
Rserv aux tudiants de la filire Finance.
Voir chapitre Filires.
Nombre d'UV : 0.00
Total des heures : 10.00
Enseignant : N. COLUMELLI, Consultante CFA
Prrequis conseill : stage pralable dans le
milieu de la finance (Broker, Investment
Banking ou Asset Management).
*En commun avec les Mastres Spcialiss
et le MSc in Finance.
Objectifs :
La validation du cours est obligatoire
pour les tudiants souhaitant valider
la filire Finance, il ne rapporte pas dUV.
Le Code dthique du CFA Institute
prsente des exigences leves en
matire de formation, dintgrit et
dexcellence professionnelle. Ces normes
dthique conditionnent et prennisent
la confiance du public vis--vis des
marchs financiers et des professionnels
de linvestissement.
Ce cours a pour but danalyser ce code
de dontologie et :
(i) Didentifier les meilleurs standards
de conduite professionnelle ;
(ii) De savoir raisonner de faon
dontologique ;
(iii) De prendre des dcisions qui
maintiennent ou promeuvent intgrit
et professionnalisme dans le milieu
de la finance.
Thmes abords :
Parmi les cadres danalyse abords, on
peut citer la gouvernance dentreprise,
les marchs financiers, lanalyse
financire et la gestion dactifs. En
particulier, les thmes qui seront traits
sont les suivants : le professionnalisme,
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FIN

FING31251
Bank Management*

FIN

Teaching method:
Lectures supplemented by problem sets
and analysis of case studies/current
events.
Grading pattern:
The final grade is based on a final
examination (50%), a midterm
examination (30%) covering the first part
of the course, and homework
assignments (20%).

lintgrit des marchs financiers,


les obligations fiduciaires, les conflits
dintrt, lanalyse financire,
les recommandations et opration de
placement, et la responsabilit vis--vis
de lemployeur.
Pdagogie :
Le cours magistral sappuie
galement sur la rsolution de cas
pratiques, afin dillustrer et danalyser
les standards dthique financire.
Evaluation :
Participation (50%) et quiz (50%).
Le cours est valid si la note finale est
suprieure ou gale 10.

FINM31163
Finance internationale*
Prrequis - cf. tableaux
*En commun avec les Mastres Spcialiss,
quivalent au FINM32203
International Finance.
Objectifs :
L'objectif est double. Il sagit, d'une
part, d'apprhender les grands quilibres
et le fonctionnement des principaux
mcanismes financiers internationaux.
D'autre part, ce cours a pour but
danalyser les grandes problmatiques
souleves par la gestion financire en
environnement international, ce qui sera
abord principalement au travers de
ltude des taux de change.
Thmes abords :
Les sujets traits sont les suivants :
description des marchs financiers
internationaux, description des marchs
des changes au comptant et terme,
analyse des dterminants des taux
de change et de linfluence des politiques
conomiques, gestion du risque
de change et produits drivs associs,
diversification internationale des
portefeuilles et valorisation dactifs
en environnement international.
Pdagogie :
Le cours - magistral - sappuie,
galement, sur lanalyse darticles
conomiques et acadmiques.
Evaluation :
Quiz final (50%), quiz intermdiaire
(25%) et prsentation darticles (25%).

FINM31162
International Finance*
Prerequisite(s) - cf. tables
*In common with the MSc in Finance.
Objectives:
The purpose of this course is to study the
financial decisions of corporations and
investors in an international
environment. The course will cover three
main topics. First, we study the economic
and financial implications of exchange
rate movements. Second, we analyze
derivative products available to hedge
exchange rate risk. Last, we focus on the
international diversification of portfolios
and the cost of capital in a global
context.
Topics:
The topics covered in this course are:
financial globalization, international
monetary system, international financial
regulation, capital flows, currency
regimes, contemporary financial crises,
currency exchange markets, triangular
arbitrage, determinants of foreign
exchange rates, fundamental currency
parities, purchasing power parity,
monetary models of exchange rates,
national accounts, foreign exchange
derivative products, international
portfolio choice, global cost of capital,
and international capital budgeting.

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Prrequis - cf. tableaux


Objectifs :
Ce cours vise prsenter les principaux
sujets requis lors des entretiens typiques
pour un poste dans les fonctions
de la gestion des risques, du trading et
d'ingnierie financire auprs des
institutions financires internationales
telles que les banques d'affaires,
les intermdiaires financiers et les
socits d'assurance. On privilgie une
approche inductive : les diffrents sujets
sont prsents par le moyen d'exemples
pratiques et ensuite on identifie des
rgles plus gnrales. On se concentre
sur le fonctionnement des marchs
financiers majeurs (actions, obligations
et nergie) et sur l'valuation et
le trading de produits drivs de base
(forward, swap, option et futures).
Un tiers de chaque cours sera consacr
la prsentation des exercices, au
dveloppement de cas et lexpos d'une
slection de questions abordes lors des
"entretiens-type" auprs des principales
banques d'affaire de Wall Street.
Un projet commun avec le cours
Options FINM31270/271 pourra tre
ralis sil sagit du mme professeur
dans le mme trimestre. Nous
proposerons des solutions dtailles
obtenues par l'application des mthodes
et des outils prsents dans le cours.
Un cours accueillera un invit de banque
d'affaire qui nous fera partager
son exprience : les participants au cours
pourront cette occasion lui donner
leur CV.
A la fin du cours, le participant sera en
mesure de :
- Matriser les lments principaux des
marchs financiers ;
- Dfinir et structurer des positions de
base sur instruments drivs ;
- Identifier et rvler les diffrentes
sources dexposition aux risques dun
portefeuille financier.

FINM31165
Financial Markets*
Prerequisite(s) - cf. tables
*In common with the MSc in Finance
Objectives:
We provide a wide-spectrum training
aimed at tackling recruiting interviews
for job positions in Risk Management,
Asset Trading, and Financial Engineering
at multinational financial institutions
such as investment banks, financial
intermediaries, and insurance
companies. An inductive approach is
117

Catalogue des cours/Course Catalog 2015-2016

FIN

Thmes abords :
Les indices et les oprateurs du march ;
Les produits drivs de base et leur
rplication ; Les contrats terme ; Les
contrats futurs ; Les marchs des taux
dintrt ; Les contrats swap ; Les
marchs des matires premires ; Portes
ouvertes : Rencontre avec un acteur du
march et entretiens de Wall Street ;
Exercices pratiques et cas ; Examen final
(3 heures).
Pdagogie :
Assiduit, prparation et participation :
- On attend des tudiants quils assistent
rgulirement aux cours et adaptent leur
emploi du temps de faon ce quil
corresponde aux besoins du cours.
- Si vous tes absent, vous devrez
rattraper le travail en retard de faon
autonome de prfrence en amont de
labsence ou bien immdiatement aprs.
- Conformment aux rgles nonces dans
le guide des tudes, la justification ou la
vrification des rclamations concernant
les absences peut tre requise.
- Une absence au maximum peut tre
accepte sans fournir de justification.
Evaluation :
Lvaluation se fait selon trois critres :
1) Devoirs maison : srie de problmes
et lectures (25%).
2) Participation en classe value par
le professeur (25%).
3) Examen final : examen crit en classe
(50%).

FINM31164
Marchs financiers

FIN

immediately upon return to class at the


instructors discretion.
As per the study guide, documentation
or verification of claims regarding
absences may be requested.
A maximum of 1 absence can be done
without delivering any justification.
Grading pattern:
Evaluation is based on three criteria:
1) Take-home work: problems sets and
readings (25%).
2) Class participation as evaluated by the
instructor (25%).
3) Final exam: in-class written exam
(50%).

followed: we introduce all topics through


practical examples and then identify
general rules. We focus on the
functioning of major Financial Markets
(Equity, Bond, Credit, and Energy) and
the pricing and trading of Basic
Derivatives (Forward, Swaps, and
Futures). Institutional features of
financial markets, contract engineering,
risk management, and commodity-linked
products are also presented. A shared
project with FINM31270/271 Options
held by the same instructor in the same
term, if any, may be allowed.
The successful participant will:
Learn the main features of financial
markets;
Be able to define and structure basic
derivative positions;
Unveil risky portions of standing
position.
Topics:
Market Indices and Operators; Basic
Derivatives and Replication; Forward
Contracts; Futures Contracts Markets;
Interest Rate Markets; Swap Contracts;
Commodity Markets; Open Day: Meeting a
Practitioner and Wall Street Interviews;
Practical Exercises and Cases; Final Exam
(3 hours).
Teaching method:
The material is delivered through lectures
notes, in class examples, and case
studies. One-third of each class meeting
is devoted to the solution of exercises
and cases. Part of a class meeting is
devoted to the presentation of selected
questions posed during interviews at Wall
Street based investment banks. One class
meeting is jointly held with an invited
practitioner. Students may bring a CV.
Class Attendance, Preparation &
Participation:
Participants are expected to attend
classes regularly and manage schedule
so to meet the course's requirements.
If you are absent, you will be
responsible for arranging makeup work
to be completed prior to the absence or

FINM31208
Finance immobilire
Pr-requis cf. tableaux
Objectifs :
Ce cours dapplication vise approfondir
les concepts financiers danalyse
du risque dans le secteur de limmobilier.
Une prsentation dtaille des
diffrentes oprations immobilires
(promotion immobilire, investissement,
marchands de biens) permettra de
dgager les facteurs principaux de risque.
Thmes abords :
Lanalyse des cash-flows et le choix
dun taux dactualisation pertinent au
travers dexemples feront ressortir les
aspects spcifiques de linvestissement
immobilier. Des outils de mesure
du risque fonds sur les paradigmes de la
thorie financire seront labors.
Lappel au modle de portefeuille et la
thorie des options permettra aux
tudiants de saisir le rle que peut jouer
limmobilier dans lasset management
et de concevoir les financements
appropris au risque de linvestisseur.
Les principaux arbitrages lis aux projets
immobiliers seront aussi prsents.
Pdagogie :
La pdagogie du cours sappuie
notamment sur un outil multimdia
consacr la promotion immobilire
(Promimmob) et sur des simulations
118

Catalogue des cours/Course Catalog 2015-2016

FINM31213
Agri-food Commodity Markets*
Prerequisite(s) - cf. tables
See Chapter Specialized tracks - Agrifood Track
*In common with the Specialized Masters
and the MSc in Finance.
Partners: international traders, food
processors purchasing agricultural
products.
Objectives:
Prices fluctuate a lot, from 1 to 3, on
international commodity (raw materials)
markets. So, risks taken by commodity
producers and manufacturers are very
high.
The objectives are as follows:
- To understand price mechanisms of
international commodity markets and
how price mechanisms are affected by
WTO commercial policies and
agricultural policies (US Farm Bill,
Common Agricultural Policy in the
EU);
- To know the principles, role and
mechanisms of futures markets;
- To identify risks taken by economic
agents;
- To be able to use financial tools (futures
contracts and options) in order to
mitigate risks of price volatility.
Topics:
- The specificity of price mechanisms of
international commodity markets. How
price mechanisms are affected by
commercial policies (WTO) and
agricultural policies (CAP, Farm Bill);
- Principles, role and mechanisms of
futures markets;

FINM31224
Advanced Options*
Prerequisite(s) - cf. tables
*In common with the Specialized Masters.
Objectives:
This course builds on the material
covered in Options and Financial Markets
and Institutions. It is intended for
students who are interested in advanced
derivatives and enhancing their
knowledge of numerical techniques to
price derivatives. We consider exotic
options and American options and the
use of finite-difference methods and
Monte Carlo simulation method for the
pricing of these options. We will take a
learning-by-doing approach in the
course, presenting the methods through
numerous examples and applications.
Topics:
Risk-neutral pricing. Exotic Derivatives.
American options. Finite-difference
methods. Monte Carlo Simulation.
Teaching method:
Lectures supplemented with numerical
applications requiring programming.
Grading pattern:
The final grade is based on 2 homeworks
and (mid-term and final) exams.
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FIN

- Identification of risks taken by


economic agents: producers,
manufacturers, merchants when
hedging, arbitraging or speculating;
- Risk management of price volatility in
trading or sourcing commodities using
futures contracts and options.
Teaching methods:
The course provides theoretical and
practical tools, particularly with the
experience of experts and business
executives.
Grading pattern:
In session 10, an individual exam (50%)
will be done in class to test the
understanding of commodity futures.
Again in session 10, a case study exam
(50%) will be written by group in order to
solve some practical issues.

de situations relles. Lensemble


du cours et des corrigs dexercices
sont disposition des tudiants
sur myessec.com.
Evaluation :
Max [(0,40xE + 0,60xQ) ; Q] o E
reprsente les exercices de groupe
et Q le quiz final.

FIN

FINM31260
Thorie du portefeuille
et investissements

FINM31261
Portfolio Theory and Investment
Analysis

Prrequis - cf. tableaux


Introduction et objectifs :
Lobjectif du cours est dexpliquer les
concepts et les mthodes de la gestion
quantitative des portefeuilles dactions
ainsi que leurs limites. Les aspects
thoriques pratiques et empiriques
seront abords et discuts. De bonnes
notions sur le calcul matriciel et les
modles doptimisation sous contraintes
sont requises. Ce cours fait galement
appel des notions de statistique
et dconomtrie. A ce titre, les tudiants
peuvent suivre conjointement le cours
IDSS31267 Financial Econometrics.
Thmes abords :
Etude statistique des rentabilits,
et prsentation des indices boursiers.
Thorie et application du modle de
Markowitz, de celui du MEDAF et de celui
de lAPT.
LHypothse dEfficience du March
Financier ; Allocations stratgiques
(statiques et dynamiques), allocations
tactiques (stock picking et market
timing). Gestion contre benchmark,
mesures de performance. Allocation dun
portefeuille par simulations Monte Carlo.
Pdagogie :
Cours magistral, dont laspect pratique
est assur par le dveloppement dun
projet ralis en groupe et par des sries
dexercices fonds sur des donnes
relles. Une session sera organise
conjointement avec un praticien invit.
Evaluation :
Quiz final (50%), projets et participation
en classe (50%).

Prerequisite(s) - cf. tables


Objectives:
Portfolio Management is an advanced
finance course recommended for
students who want to pursue careers in
asset management. It is a quantitative
course and draws upon analytical tools
and theories introduced and
demonstrated throughout the course. The
course is coordinated with IDSS31267
Financial Econometrics. Students can
take the two courses simultaneously to
acquire advanced skills. Students should
be familiar with matrix algebra,
optimization methods, as well as basic
statistics and linear regression analysis in
order to understand the material covered
in the course.
Topics:
Risk and Return; Theory and
Implementation of Portfolio Allocation
Models (Markowitz); Models of
Equilibrium in Capital Markets (Capital
Asset Pricing Model; Arbitrage Pricing
Theory); Efficient Market Hypothesis;
Strategic portfolio allocation (static and
dynamic); Tactical portfolio allocation
(stock picking and market timing);
Portfolio Allocation with Monte Carlo
Simulations; Performance Measures.
Teaching methods:
The material is delivered trough lectures
notes, in class examples, case studies and
a project. One class meeting is jointly
held with an invited practitioner.
Grading pattern:
In-class exams (50%), projects and class
participation (50%).

120
Catalogue des cours/Course Catalog 2015-2016

Prrequis - cf. tableaux


Introduction :
Convertir un choix de portefeuille
en une position effective ncessite
de passer des ordres sur les marchs.
Or, selon les rgles prsidant aux
changes, linformation dont disposent
les intervenants, ou les pratiques de
march, les stratgies de placement des
ordres et les politiques de fixation des
prix diffrent, et gnrent des cots
de transaction obrant significativement
la profitabilit du portefeuille.
Objectifs :
Lobjectif du cours est de proposer
une introduction aux questions gnrales
suivantes : comment se forment les prix
sur les marchs (fixing, double enchre
continu, ngociation) ? Quest-ce que la
liquidit ? Comment mesure-t-on
les cots de transaction ? Existe-t-il une
structure de march optimale ?
Thmes abords :
Analyse des diffrences entre
organisations de march (march
de carnet dordres lectronique, march
de teneurs de march, march hybride),
impact de ces structures sur la stratgie
des intervenants (e.g., stratgies
de passage dordres, stratgie
de dtermination des prix) et sur
le processus de prix (volatilit, efficience,
liquidit). Dfinir et comprendre
les diffrentes dimensions de la liquidit
et la gnration des cots de transaction.
Seront galement abords limpact
du trading haute frquence sur
le paysage des marchs financiers
(fragmentation du flux dordres, essor
des dark pools, crises pisodiques
dilliquidit ou flash crash) ou encore
lanalyse des manipulations de march
(corner, squeeze, dlit dinitis, schma
de Ponzi).

FINM31270
Options*
Prerequisite(s) - cf. tables
*In common with the MSc in Finance.
Objectives:
We introduce the main topics required on
typical recruiting interviews for job
positions on Futures Trading, Option
Trading and Advanced Financial
Engineering at multinational financial
institutions such as investment banks,
financial intermediaries, and insurance
companies. An inductive approach is
adopted: we introduce all topics through
practical examples and then identify
general rules. We focus on pricing,
trading and hedging Standard and Exotic
Derivatives in Equity, Foreign Exchange,
Interest Rate, Credit and Commodity
Markets. Arbitrage Pricing Theory is
developed in the framework of the BlackScholes-Merton Model. A particular
attention is put on Risk Hedging
Strategies of derivative books and the
structuring of financial products in
deregulated Energy Markets. One-third of
each class meeting is devoted to the
solution of exercises and cases. A shared
project with FINM31165/164 Financial
Markets and Institutions held by the same
professor is allowed.
Training Day: one class meeting is
devoted to the presentation of selected
questions posed during interviews at Wall
Street based investment banks. We
provide detailed answers to all questions
by applying tools introduced along the
course. Open Day: one class meeting is
jointly held with an invited practitioner.
Students may bring and hand out a CV. As
time permits, part of the course is
devoted to the introduction of
Commodity derivatives and Credit-linked
securities.
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FIN

Pdagogie :
Cours magistral, jeu de simulation de trading.
Evaluation :
Participation (35%) et examen final (65%).

FINM31266
Trading et organisation des marchs
financiers

FIN

Topics:
Option Markets and Arbitrage Bounds;
Static Strategies; Introductory Stochastic
Calculus; The Black-Scholes Model;
Option Hedging; Training Day: Wall Street
Interviews; Open Day: Meeting a Trader;
Monte Carlo Simulation; Hedging
Commodity Risk.
Teaching method:
Lectures supplemented by exercises and a
session with an invited guest speaker.
Grading pattern:
The grade is 1/3 the result of a takehome problem set and 2/3 final in-class
written exam.

et dynamiques impliquant les options


(paramtres grecs, smile, skew).
Quelques options exotiques pourront tre
tudies au passage.
Pdagogie :
Cours magistral, sries dexercices,
lectures personnelles.
Evaluation :
- Deux sries dexercices : rendre par
groupes de 3 ou 4 (20%).
- Lexamen de contrle en fin de cours (80 %).

FINM31273
Fixed Income*
Prerequisite(s) - cf. tables
*In common with the MSc in Finance.
Objectives:
This course introduces the students to
the basics, valuation and hedging of
fixed income securities with and
without credit risk. The course is
targeted to teach the fixed income
basics that a well-trained financial
practitioner should know.
Topics:
- Discount Curves
- Money Market Instruments, Repos.
- FI Hedging Strategies I: Duration
- FI Hedging Strategies Extensions:
Convexity, Multifactor Duration.
- FI forwards and Futures
- Interest Rate Swaps (Valuation and
Applications).
- Credit Market Basics - ratings, credit
spreads, default and recovery.
- Hazard Rates and Valuation of
Defaultable Bonds.
- Credit Default Swaps.
Teaching method:
Lectures supplemented by case studies
and computer exercises.
Grading pattern:
There will be in-class short quizzes,
2 assignments and a final.
In-class short quizzes (20%)
2 assignments (30%).
Final (50%) (100% if below 10).

FINM31271
Options*
Prrequis - cf. tableaux
*En commun avec les Mastres Spcialiss.
Objectifs :
Ce cours prsente les options, leur
valuation et leur utilisation pour la
gestion des risques. Il comporte lanalyse
des principaux contrats, ltude
thorique de lvaluation des options
et de la mise en uvre des stratgies
statiques et dynamiques impliquant
ces produits.
Ce cours technique exige un important
effort de rflexion et de lecture.
Thmes abords :
Les sujets traits sont les suivants :
rappel sur les futures et forwards,
dfinitions et proprits de base,
arbitrage, relations de parit call-put,
convexit du prix des options en strike,
exercice optimal anticip des options
amricaines, une introduction au calcul
stochastique, valuation des options en
temps discret (Cox-Ross-Rubinstein) et
en temps continu (Black-Scholes-Merton
et leurs extensions, taux et volatilit
non constants mais dterministes,
introduction aux taux stochastiques,
notions sur les changements de
probabilit et de numraires),
les relations de risque et de rentabilit
espre, et les stratgies statiques
122

Catalogue des cours/Course Catalog 2015-2016

- How crisis is changing the rules:


regulatory environment, credit risk
pricing.
- Focus on employment stakes in the
financial industry (interviews, jobs,
banking industry opportunities).
- Final in-class written exam.
Teaching method:
Our goal is to balance and enlighten
theory by concrete market applications to
fill the academic gap. Case studies and
client pitch simulations will be done
with students in class. Financial press
analysis (TV/newspapers, research
articles) will be performed on specific
technical topics.
Banking professionals (sales, traders,
structurers, quants) will share their
experiences and provide students with
tips and advices for interviews.
Grading pattern:
- 25 lecture hours at ESSEC, including
case studies with banking
professionals.
Module combines home exam and final
written test:
- On mid-term, a case study will be
performed by groups
- On lesson #10, a written exam will be
proposed.
The final grade is composed of 50% of
the group case study and of 50% of the
final in-class written exam.

Prerequisite(s) - cf. tables*


In common with the MSc in Finance.
Objectives:
The course aims at providing students
with the practice of option markets in
their main dimensions. After having
summarized the most important
fundamental results of option theory, we
will implement them through derivative
and structured product pricing and
structuring concrete examples
(parameters, calibration, models). Then
we will focus on risk management,
studying the everyday management of
a trading book.
We will also present current market
environment and its main business and
regulatory stakes. Last courses will be
partly dedicated to employment
considerations (interviews, jobs, banking
industry opportunities), so that students
are fully equipped to start a career in
option markets.
Topics:
- Option theory fundamental results
reminder. Structure of the financial
world (client typology, role
repartition) and organization of a
trading room (functions, interactions).
- Pricing principles on vanilla
instruments.
- Pricing principles on structured
products: basic EMTN payoffs
structuration and valuation.
- Implementing models in practice:
volatility calibration, hidden
parameters assessment (correlation),
Monte Carlo simulation.
- Wrapping trading strategies into
indices: alpha, beta and quantitative
approaches.
- Trading basics: Greek risk management
(theory vs. market practices).
- Trading main issues through everyday
book management.

FINM32206
Gestion bancaire*
Prrequis - cf. tableaux
*En commun avec les Mastres Spcialiss.
Objectifs :
Ce cours a pour objectif de donner
aux tudiants une vision approfondie
du secteur bancaire : clients, mtiers,
organisation, gestion financire
et gestion des risques, contraintes
rglementaires, perspectives moyen
terme.
Thmes abords :
123

Catalogue des cours/Course Catalog 2015-2016

FIN

FINM31277
Options and Applications*

FIN

hands-on empirical examples worked


out during the class.
- Outside guest lecturers talking about
current topics in risk management
- Group-Project follow-up: The students
need to form groups of 3-4. Then they
need to choose from a list of riskmanagement applications provided
(or they can propose a similar
implementation by themselves) that
they need to work out throughout
the term. Note that completing these
projects will involve a substantial
amount of work, downloading real data,
implementing complex numerical
models on the data and drawing
conclusions from them. Throughout
the term, the groups need to
regularly present their progress and
the problems they encountered
in the form of in-class briefings.
Grading pattern:
In-class final exam (40%), group
project 60%: 30% based on
intermediate presentations, 30%
based on the final report).

- Prsentation des principaux mtiers


de la banque (BFI, Services aux
Investisseurs, Banque de dtail),
analyse du business model
de chaque mtier et des techniques
de gestion financire et de gestion
des risques mises en uvre,
- Analyse du cadre rglementaire
et de son volution,
- Etude des stratgies de sortie de crise
des principaux groupes bancaires.
Pdagogie :
Cours-discussions.
Evaluation :
Mini-mmoire raliser + Etude de cas +
Examen final

FINM32407
Risk Management Project*
Prerequisite(s) - cf. tables
*In common with the Specialized Masters
and the MSc in Finance.
Objectives:
The objective of this course is to
introduce key risk management concepts
to students and to improve their ability to
implement and use these methods
through the realistic implementation of
a risk-management application by the
students.
Topics:
- Greek Letters and VaR
- Bank Regulation and Basel Accords
- Market Risk VaR: The Historical
Simulation Approach
- Market Risk VaR: The Model Building
Approach
- Alternatives to VaR (e.g. Expected
Shortfall)
- Stress Testing
- Economic capital and RAROC
Teaching method:
The class will consist of three main
components:
- Lectures by the professor, introducing
key risk management concepts. Each
theoretical concept is illustrated by

FINS31351
Financial Policy*
Prerequisite(s) - cf. tables
*In common with the MSc in Finance.
Objectives:
To provide real world expertise on best
practices used by M&A and ECM
professionals. A practical approach: how
to originate, negotiate and execute
profitable deals. The key techniques to
being successful and adding value in the
deal making industry.
Topics:
Rationale for M&A Transactions,
Advanced Company Valuations,
Negotiation Techniques & Accounting
Optimization, Financial Structuring,
Takeovers, Mergers, Divestments,
Equity Capital Market Issuances.
Teaching method:
Each session will combine fundamental
coursework with real world case studies.
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FIN

Systematic (non-marked) QCM to sustain


the learning curve, and momentum.
Courses & materials are in English.
Grading pattern:
Oral contribution, case study (40%),
Final exam: case study & Multiple
Choices/QCM (60%).

FINS31353
Politique financire
Prrequis - cf. tableaux
Objectifs :
Lobjectif principal du cours est
dapprendre diagnostiquer
et rsoudre les problmes financiers
de lentreprise, sous langle de la
politique financire. Ce cours constitue
une synthse des enseignements
de Corporate Finance.
Thmes abords :
La gamme des cas utiliss couvre
lensemble des questions financires,
depuis le financement de lexploitation
de lentreprise jusquau choix des
politiques financires de haut de bilan
lies notamment aux investissements,
aux rachats dentreprises, aux
financements hybrides, au LBO et
la politique de dividendes. Le thme
de lvaluation est trs prsent dans
bon nombre de cas.
Pdagogie :
La dynamique pdagogique est assure
par lanalyse de cas rels trs typs
permettant de bien apprhender
les enjeux de situations concrtes.
Evaluation :
Max [(0,5 x C + 0,5 x Q) ; (0,3 x C + 0,7 x
Q)] o C reprsente la moyenne des cas
et Q le quiz final.

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FIN

Les professeurs du dpartement / Faculty Department Members


Florin AFTALION, professeur minent, honoraire
PhD in Finance, Northwestern University Doctorat dEtat
en Sciences Physiques, Universit de Paris MBA, Northwestern
University Ingnieur diplm, Ecole Nationale Suprieure
du Ptrole et des Moteurs
A lESSEC depuis 1972

Sridhar ARCOT, professeur associ


PhD in Finance, London School of Economics, Master of Finance,
London School of Economics, MSc in Accounting & Finance, London
School of Economics Master in Management Studies, Finance,
Welingkar Institute of Management, Mumbai, India B.E.
Mechanical Engineering, Malaviya Regional Engineering College,
Jaipur, India
A lESSEC depuis 2007

Michel BARONI, professeur


Responsable pdagogique du Mastre Spcialis en Techniques
Financires
Habilitation diriger des recherches Universit Paris-Ouest
Nanterre Doctorat en Sciences de Gestion, Universit Paris OuestNanterre Diplme dEtudes Comptables Suprieures Diplme
dEtudes Suprieures Economiques, CNAM Certificat Suprieur
dExpertise Comptable Relations Economiques Diplme HEC
A lESSEC depuis 1989

Christian BITO, professeur enseignant


Doctorat en Sciences de Gestion, Universit dOrlans Doctorat,
HEC D.E.A. Monnaie Finance et Banque, Universit dOrlans
Diplme HEC
A lESSEC depuis 1984

Catalogue des cours/Course Catalog 2015-2016

126
126

Catalogue des cours/Course Catalog 2015-2016

Vronique BUISSON, professeur enseignant associ


Doctorat en Economie et Finance Internationales, Universit
Vronique
BUISSON,
professeur
enseignant
associ
Paris IX-Dauphine
D.E.A.
Economie
Montaire,
Universit Paris IXDoctorat
Economiede
et lEcole
FinanceSuprieure
Internationales,
Universit
Dauphineen
Diplme
de Commerce
de Paris
Paris
IX-Dauphine
D.E.A. Economie Montaire, Universit Paris IXDiplme
de lINALCO
Dauphine
Diplme
A lESSEC depuis
1996de lEcole Suprieure de Commerce de Paris
Diplme de lINALCO
A lESSEC depuis 1996

Patricia CHARLETY, professeur


PhD in Finance, Wharton School, University of Pennsylvania D.E.A.
Patricia
CHARLETY,
professeur
Economie,
Diplme Institut
dEtudes Politiques de Paris Master of
PhD
in Finance,
Wharton
School, University
of Pennsylvania
D.E.A.
Finance
and Economy,
University
of Pennsylvania
Diplme ESSEC
Economie,
Diplme
Institut dEtudes Politiques de Paris Master of
A lESSEC depuis
1985
Finance and Economy, University of Pennsylvania Diplme ESSEC
A lESSEC depuis 1985

Francis DECLERCK, professeur associ


PhD in Finance, University of Illinois, Urbana-Champaign
Francis
DECLERCK,
professeur
associ
Ingnieur
en Agriculture,
Institut
Suprieur Agricole de Beauvais
PhD
in Finance,
of Illinois,
Urbana-Champaign

(ISAB)
MastreUniversity
en Economie
et Gestion
Internationale AgroIngnieur
en ESSEC-IMIA
Agriculture, Institut Suprieur Agricole de Beauvais
Alimentaire,
(ISAB)
Mastre
en Economie et Gestion Internationale AgroA lESSEC
depuis 1996
Alimentaire, ESSEC-IMIA
A lESSEC depuis 1996

127
Catalogue des cours/Course Catalog 2015-2016

127
Catalogue des cours/Course Catalog 2015-2016

FIN

Romain BOULLAND, professeur assistant


PhD in Finance, Universit Paris-Dauphine MSc in Economics and
Romain
BOULLAND,
professeur
assistant
Statistics,
ENSAE BSc
in Economics
and Management, Ecole
PhD
in Finance,
Universit Paris-Dauphine MSc in Economics and
Normale
Suprieure
Statistics,
ENSAE2014
BSc in Economics and Management, Ecole
A lESSEC depuis
Normale Suprieure
A lESSEC depuis 2014

FIN

Andras FULOP, professeur assistant


Andras FULOP, professeur assistant
PhD in Finance, Rotman School of Management, University
PhD in Finance, Rotman School of Management, University
of Toronto M.A. in Economics, University of Toronto
of Toronto M.A. in Economics, University of Toronto
MSc in Economics, Budapest University of Economics Sciences
MSc in Economics, Budapest University of Economics Sciences
A lESSEC depuis 2006
A lESSEC depuis 2006

Jos-Miguel GASPAR, professeur


Jos-Miguel GASPAR, professeur
PhD in Finance, INSEAD MSc in Management, Universidade Nova
PhD in Finance, INSEAD MSc in Management, Universidade Nova
de Lisboa MBA, Universidade Nova de Lisboa BSc in Economics,
de Lisboa MBA, Universidade Nova de Lisboa BSc in Economics,
Universidade Nova de Lisboa
Universidade Nova de Lisboa
A lESSEC depuis 2003
A lESSEC depuis 2003

Jieying HONG, professeur assistant


Jieying HONG, professeur assistant
Campus de Singapour
Campus de Singapour
PhD in Finance, Toulouse School of Economics European Diploma
PhD in Finance, Toulouse School of Economics European Diploma
in Advanced Quantitative Economics, Toulouse School of Economics
in Advanced Quantitative Economics, Toulouse School of Economics
M.A., Economics, Toulouse School of Economics M.A., Finance,
M.A., Economics, Toulouse School of Economics M.A., Finance,
Peking University, B.A., Financial Engineering, Renmin University
Peking University, B.A., Financial Engineering, Renmin University
of China
of China
A lESSEC depuis 2013
A lESSEC depuis 2013

Laurence LESCOURRET, professeur associ


Laurence LESCOURRET, professeur associ
PhD in Finance, HEC Paris D.E.A. Analyse et Politique Economique,
PhD in Finance, HEC Paris D.E.A. Analyse et Politique Economique,
EHESS, Paris D.E.A. en Finance, Universit Paris IX-Dauphine
EHESS, Paris D.E.A. en Finance, Universit Paris IX-Dauphine
EDHEC (Majeure : Finance dEntreprise)
EDHEC (Majeure : Finance dEntreprise)
A lESSEC depuis 2004
A lESSEC depuis 2004

128

128 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

Franois LONGIN, professeur


Franois LONGIN, professeur
Doctorat en Sciences Economiques, HEC Agrgation de
Doctorat
en Sciences
Economiques,
HEC Universit
Agrgation
de VI-Pierre
Mathmatiques
D.E.A.
de Probabilits,
Paris
Mathmatiques
D.E.A. de
Probabilits,
Universit
Paris VI-Pierre
et Marie Curie Diplme
dIngnieur
de lEcole
Nationale
des Ponts
et
Marie CurieMatrise
Diplmeen
dIngnieur
de lEcole
Nationale
desParis
Ponts
et Chausses
Mathmatiques
Pures,
Universit
VIet
Chausses

Matrise
en
Mathmatiques
Pures,
Universit
Paris
VIPierre et Marie Curie
Pierre
et Marie
Curie
A lESSEC
depuis
1994
A lESSEC depuis 1994

Jocelyn MARTEL, professeur


Jocelyn MARTEL, professeur
Responsable du dpartement Finance
Responsable
du dpartement
Finance
Responsable pdagogique
adjoint
du Mastre Spcialis
Responsable
pdagogique
adjoint
du Mastre Spcialis
en Techniques Financires
en
Techniques
Financires
Responsable acadmique MSc in Finance
Responsable
MSc in Finance
Habilitation acadmique
diriger des recherches,
Universit Cergy-Pontoise
Habilitation

diriger
des
recherches,
Universit
PhD in Economics, University of Montreal,
CanadaCergy-Pontoise
Doctoral
PhD
in Economics,
University
of Montreal,
Doctoral
Studies
in Economics,
University
of BritishCanada
Columbia,
Canada
Studies
in
Economics,
University
of
British
Columbia,
Canada
MSc Economics, University of Montreal
MSc
Economics,
University
of
Montreal
A lESSEC depuis 2009
A lESSEC depuis 2009
Patrice PONCET, professeur minent
Patrice PONCET, professeur minent
PhD in Finance, Kellogg School of Management, Northwestern
PhD
in Finance,
School
of Management,
Northwestern
University,
USA Kellogg
Professeur
agrg
des Universits
en Sciences
University,
USA

Professeur
agrg
des
Universits
Sciences
de Gestion Diplm ESSEC Matrise en Droit Priv,enUniversit
de
Gestion
Diplm ESSEC Matrise en Droit Priv, Universit
Paris
II-Assas
Paris
II-Assas
A lESSEC
depuis 1972
A lESSEC depuis 1972

129

129 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

FIN

Junye LI, professeur associ


Junye
LI,deprofesseur
Campus
Singapourassoci
Campus de Singapour
PhD in Economics, Bocconi University, Milan MSc of Science in
PhD
in Economics,
University,
MSc
of Science in
Economics,
BocconiBocconi
University,
Milan Milan
Master
of Engineering
in
Economics,
Bocconi University,
Milan University,
Master of Engineering
in
Systems Engineering,
Beijing Jiaotong
Beijing, China
Systems
Engineering,
Beijing
Jiaotong
University,
Beijing,
China
A lESSEC depuis 2009
A lESSEC depuis 2009

FIN

Roland PORTAIT, professeur honoraire


Roland
PORTAIT,
professeur
honoraire
Professeur
au CNAM
- Chaire de
Gestion Financire des Entreprises
Professeur
au
CNAM
Chaire
de
Financire
des Entreprises
PhD in Finance, Wharton School,Gestion
University
of Pennsylvania

PhD
in
Finance,
Wharton
School,
University
of
Pennsylvania
Diplme Institut dEtudes Politiques de Paris Ingnieur de lEcole
Diplme
dEtudes
Politiques de Paris Ingnieur de lEcole
NationaleInstitut
Suprieure
des Tlcommunications
Nationale
Suprieure
des
Tlcommunications
A lESSEC depuis 1973
A lESSEC depuis 1973

Sofia RAMOS, professeur associ


Sofia
associ
PhD inRAMOS,
Finance,professeur
Swiss Finance
Institute, Lausanne
PhD
in Finance,
Swiss Finance
Institute,
Lausanne
University,
Switzerland
MSc in
Economics,
Universitat
University,
Switzerland

MSc
in
Economics,
Universitat
Pompeu Fabra, Barcelona, Spain MSc in Finance,
Pompeu
Fabra,
Barcelona,
MScSpain
in Finance,
Universitat
Pompeu
Fabra, Spain
Barcelona,
Universitat
Pompeu
Fabra, Barcelona, Spain
A lESSEC depuis
2015
A lESSEC depuis 2015

Andrea RONCORONI, professeur


Andrea
RONCORONI,
professeur
PhD en Finance,
ESSEC-Paris
IX-Dauphine PhD in Applied
PhD
en Finance,
ESSEC-Paris
IX-Dauphine
PhD in AppliedCourant
Mathematics,
University
of Trieste
MSc in Mathematics,
Mathematics,
University
of
Trieste

MSc
in
Mathematics,
Institute of Mathematical Sciences, New York University Courant
Bachelor
Institute
Mathematical
Sciences,
New York University Bachelor
Degree inofEconomics,
Bocconi
University
Degree
in depuis
Economics,
A lESSEC
2001Bocconi University
A lESSEC depuis 2001

Romo TEDONGAP, professeur associ


Romo
TEDONGAP,Universit
professeurdeassoci
PhD in Economics,
Montral Engineers degree
PhD
in Economics,
Universit Economics,
de MontralENSEA
Engineers
degree
in Statistics
and Quantitative
dAbidjan
in
Statistics
and
Quantitative
Economics,
ENSEA
dAbidjan
(A lESSEC partir de janvier 2016)
(A lESSEC partir de janvier 2016)

130

130 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

Vijay YADAV, professeur assistant


Vijay
YADAV,
professeur assistant
Campus
de Singapour
Campus
de SingapourINSEAD MSc in Management, INSEAD
PhD
in Management,
PhD
in Development
Management,Economics,
INSEAD MSc
in Management,
INSEAD
M.Phil
Indira
Gandhi Institute
of
M.Phil
Development
Economics,
of India
Development
Research,
Mumbai,Indira
India Gandhi
MasterInstitute
of Statistics,
Development
Research,
Mumbai,
India
Master
ofStatistics,
Statistics,and
India
Statistical Institute,
Kolkata,
India
BSc
Physics,
Statistical
Institute,
Kolkata,
India BSc
Physics, Statistics, and
Mathematics,
University
of Allahabad,
India
Mathematics,
University
A lESSEC depuis
2011 of Allahabad, India
A lESSEC depuis 2011

Les chargs de cours / Adjunct Lecturers


Les chargs de cours / Adjunct Lecturers
Cette liste est donne sous rserve de changements.
Cette liste est donne sous rserve de changements.
Sami BIASONI Lucy BONMARTEL Thomas BOUVET Grgori COLIN Alexis COLLOMB
Sami
BIASONI
LucyBONMARTEL
Thomas
BOUVET
Grgori
COLIN (Post-doc)
Alexis COLLOMB

Nathalie
COLUMELLI
Grard DESPINOY
Liliana
GONZALES
AMPUERO
Vincent
Nathalie
COLUMELLI
Grard DESPINOY
Liliana
GONZALES
(Post-doc)
Vincent
GOMBAULT
ThomasGOUNEL
Michel JURA
Maxime
LAOT AMPUERO
Patrick LEGLAND
Yves
LE
GOMBAULT
Thomas
GOUNEL
Michel
JURA Maxime LAOTVincent
Patrick LEGLAND
Yves LE
VERGER Abbas
MOHSENI
Clment
PASQUIER-DESVIGNES
RAILLIET Franois
VERGER
AbbasSENTILHES
MOHSENI Clment
PASQUIER-DESVIGNES Vincent RAILLIET Franois
REY Grgoire
Jrmy THIERRY
REY Grgoire SENTILHES Jrmy THIERRY

Professeurs visitants / Visiting Professors


Professeurs visitants / Visiting Professors

Au moment de limpression, la liste des professeurs visitants ntait pas dfinitive.


Au moment de limpression, la liste des professeurs visitants ntait pas dfinitive.
Timothy FISHER,
Timothy
FISHER,
The University
of Sydney, Australie
The University of Sydney, Australie

131

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131 Catalog 2015-2016
Catalogue des cours/Course Catalog 2015-2016

FIN

Peng XU, professeur assistant


Peng
XU,deprofesseur
assistant
Campus
Singapour
Campus
de
Singapour
PhD Collaborative Program in Finance and Economics, Department
PhD
Collaborative
ProgramL.inRotman
FinanceSchool
and Economics,
Department
of Economics
and Joseph
of Management,
of
Economics
and Joseph
L. Rotman
of Management,
University
of Toronto,
Canada
M.A.School
Economics,
University of
University
of Toronto,
Canada
M.A. Economics,
University
of
Toronto, Canada
Bachelor
ofEconomics,
International
Finance,
Toronto,
Canada Bachelor
of and
Economics,
International
Finance,
Dongbei University
of Finance
Economics,
China
Dongbei
of Finance and Economics, China
A lESSECUniversity
depuis 2009
A lESSEC depuis 2009

132
Catalogue des cours/Course Catalog 2015-2016

IDS

Systmes dInformation, Sciences de la Dcision et


Statistiques / Information Systems, Decision
Sciences and Statistics

IDS

Professeur responsable / Department Head : Peter 0CONNOR


Assistantes / Assistants : Patricia FERNANDEZ, Frdrique JEAN-LOUIS
Le dpartement Systmes dInformation,
Sciences de la Dcision et Statistiques
a pour vocation de donner une formation
thorique et pratique dans les domaines
des systmes dinformation et
technologies de linformation, du business
analytics, de la modlisation stochastique
(statistique, conomtrie), de lanalyse
multivarie (data mining et prvision) des
mthodes scientifiques de gestion
(analyse de la dcision, thorie des jeux
et de la ngociation, recherche
oprationnelle).

The Information Systems Decision Sciences


and Statistics Department provides
theoretical and practical instruction in the
fields of information systems and
technologies, Business Analytics,
stochastic modeling (statistics and
econometrics), multivariate data analysis
(exploratory data mining and predictive
modeling), as well as scientific
management methods (decision analysis,
game and negotiation theory, and
operations research).
The idea that effective business
management requires a thorough
knowledge of information and decision
sciences has consistently proved true in
practice. As can be seen by the steady
improvement of equipment
price/performance ratios and information
technologies, as well as the development of
data management software, statistical
packages and telecommunications
networks, together with strategies for
extracting knowledge from data,
information and decision systems are
playing an ever greater role in supporting
the decision-making process related to
business. These systems have become key
to organizational survival. Their quality
and flexibility are determinant of a
companys ability to handle market
complexities and big data. They are vital
tools in developing and implementing
systems that provide businesses with a
competitive edge. Information and
decision systems have gone from being the
purview of a handful of specialists to that
of any competent manager.

Lide selon laquelle la conduite efficace


des organisations suppose la matrise des
Systmes dInformation et Sciences
de la Dcision se vrifie de manire
constante. Lamlioration continue du
rapport performance / prix des matriels,
des technologies de linformation, le
dveloppement des progiciels et logiciels
de gestion, des outils statistiques
et daide la dcision, des rseaux et
tlcommunications et aussi des
stratgies dextraction dinformation
partir de donnes tmoignent du rle
sans cesse croissant des systmes
dinformation et sciences de la dcision
dans tous les processus de dcision en
entreprise. Ces systmes et outils daide
la dcision sont devenus lune des cls
de la survie des organisations.
Leur qualit et leur flexibilit sont
dterminantes dans la capacit des
entreprises faire face la complexit des
marchs et laccroissement de la taille
des donnes traiter (big data).
Ils sont loutil indispensable pour
concevoir, dvelopper et mettre en uvre
des systmes offrant des avantages
concurrentiels aux entreprises.

134
Catalogue des cours/Course Catalog 2015-2016

Catalogue des cours/Course Catalog 2015-2016

IDS

With this in mind, the department offer


De ce fait, les Systmes dInformation
With
this ainrigorous
mind, the
offer
De
ce fait,
les Systmes
dInformation
students
butdepartment
practical grounding
et les
Sciences
de la Dcision
ne sont
students
a rigorous but practical
et
lesseulement
Sciences de
la Dcision
ne sont
in management-related
issues asgrounding
its
plus
laffaire
de quelques
in
management-related
plus
seulement
laffaire de quelques
primary
objective. Many issues
of the as its
spcialistes.
Ils relvent
la
primary
objective.
Many
of the
spcialistes.
Ilsde
relvent
de la
departments
courses
could
be described
responsabilit
tout manager.
departments
courses could be described
responsabilit
delobjectif
tout manager.
as transdisciplinary.
En consquence,
du dpartement
as
transdisciplinary.
En
lobjectif
du dpartement
Students
wishing to familiarize themselves
estconsquence,
avant tout doffrir
aux tudiants
Students
wishing
to familiarize
themselves
est
avant toutdacqurir
doffrir aux
tudiants
with scientific
management
methods
la possibilit
une
formation
with
scientific
management
la
dacqurir
formation
acquire
basic knowledge
thatmethods
can be then
depossibilit
base rigoureuse
maisune
applique
aux
acquire
knowledge
thatThe
canconcepts,
be then
de
base rigoureuse
mais
aux
applied basic
to many
disciplines.
problmes
de gestion.
Unapplique
grand nombre
applied
totechniques,
many disciplines.
The concepts,
problmes
gestion. Unpeuvent
grand nombre
methods,
strategies
of analysis
de cours dude
dpartement
donc
methods,
techniques,
of analysis
de
du dpartement
peuvent donc
and tools to
which theystrategies
are introduced
will
trecours
qualifis
de cours transversaux,
and
tools in
to understanding
which they are other
introduced
willin
tre
qualifis
de cours
transversaux,
be useful
courses
offrant
une culture
de base
aux tudiants
be
useful
in understanding
other
courses in
offrant
culture de base
their
program
of study (Tracks:
Finance,
dsirantune
se familiariser
avecaux
les tudiants
mthodes
their
program
ofActuarial
study (Tracks:
Finance,
dsirant
se familiariser
les permettant
mthodes
Economics,
and
Sciences.
Chairs:
scientifiques
de gestionavec
et leur
Economics,
and Estate
Actuarial
Chairs:
scientifiques
de gestiondans
et leur
Marketing, Real
andSciences.
Sustainable
den faire lapplication
de permettant
Marketing,
Real
Estate
Sustainable
den
faire lapplication
de dune
Development,
Big
Dataand
Analytics)
among
nombreuses
disciplines.dans
Il sagit
Development,
Big Data Analytics) among
nombreuses
disciplines.
sagit dune
others.
initiation des
concepts,Ilmthodes,
others.
initiation
des
concepts,
mthodes,
techniques,
stratgies
danalyse
et outils
The Information Systems, Decision Sciences
techniques,
stratgies danalyse
etcours
outils
utiles la comprhension
dautres
The
Systems, Decision
and Information
Statistics Departments
coursesSciences
utiles
ladans
comprhension
dautres
cours
proposs
le cursus (filires
: Finance,
and
Statistics
Departments
courses
contribute
to what
ESSEC believes
is the
proposs
le cursusChaires
(filires: Marketing,
: Finance,
Economiedans
et Actuariat.
contribute
to what
believes
is the
essential toolkit
of ESSEC
any future
manager.
Economie
ChairesDurable
: Marketing,
ImmobilieretetActuariat.
Dveloppement
essential
toolkit ofthey
anydevelop
future manager.
More specifically,
analytic
Immobilier
et Dveloppement Durable
parmi dautres).
More
specifically,
they develop analytic
excellence
(e.g., problem-solving
ability,
parmi dautres).
excellence
ability,
intellectual(e.g.,
rigor,problem-solving
thorough command
of
Les cours du dpartement Systmes
intellectual
thorough command
of
Les
cours du dpartement
technology, rigor,
data collection,
organization,
dInformation,
Sciences deSystmes
la Dcision et
technology,
data collection,
organization,
dInformation,
Sciences de
Dcision et
modeling, statistical
processing,
Statistiques contribuent
aula
dveloppement
modeling,
statistical
processing,
Statistiques
contribuent
au dveloppement
interpretation
and reporting
of results)
de comptences
que lESSEC
juge
interpretation
and reporting
of results)
de
comptencesque
juge
and help in managing
complexity
indispensables
toutlESSEC
futur manager.
and
help
in managing
indispensables
tout futur manager.
(e.g.,
decision
makingcomplexity
in an uncertain
Il sagit, plus particulirement,
de
(e.g.,
decision
in information
an uncertain
Il
sagit, plusanalytique
particulirement,
de
environment
bymaking
means of
lexcellence
(aptitude
environment
by meansweak
of information
lexcellence
analytique
(aptitude
retrieval approaches,
signal
la rsolution
de problmes,
rigueur
retrieval
approaches, weak signal
intellectuelle,
la rsolution matrise
de problmes,
rigueur
detection).
de la technologie,
detection).
intellectuelle,
matrisede
delinformation,
la technologie,
collecte et traitement
Please visit our website at http://isdscollecte
et traitement
de linformation,
organisation,
modlisation,
analyse
Please
visit our websitetoatdownload
http://isdsdepartment.essec.edu
our
organisation,
modlisation,etanalyse
statistique, interprtation
prsentation
department.essec.edu
to download
our
brochure, which provides
information
statistique,
interprtation
et prsentation
des rsultats)
et de la gestion
de la
brochure,
which research
provides interests
information
on our facultys
and
des
rsultats)
et de ladans
gestion
de la
complexit
(dcision
lincertain
on
our facultys research interests and
activities.
complexit
(dcision dans
lincertain
au moyen dapproches
dobtention
activities.
au
moyen dapproches
dobtention
de linformation,
dtection
de signaux
de
linformation, dtection de signaux
faibles).
faibles).
Nous vous invitons visiter le site
Nous
vous invitons visiter le site partir
http://isds-department.essec.edu
http://isds-department.essec.edu
partir
duquel vous pourrez tlcharger notre
duquel
vous
pourrez
tlcharger
brochure
et vous
informer
sur lesnotre
brochure
et vous
informer
les
thmatiques
et activits
desur
recherche
thmatiques
et activits de recherche
de nos professeurs.
de nos professeurs.
135
Catalogue des cours/Course
135 Catalog 2015-2016

IDSI31129/
IDSI31130***
Database
Management
Base de donnes

Databases

IDSI31343
Digital
Transformation

IDSI31235
e-Business in Asia

IDSE31301
E-Business
Entrepreneurship

IDSI31341
e-Business
Strategy&Operations

e-Business

** Cours conseill dans la filire Actuariat


** Recommanded course in the Actuariat Track
*** Cours requis dans la filire Expertise comptable
*** Mandatory course in the Expertise comptable Track

IDSI31338 /
IDSI31339
Cration de sites Web
Website creation

Internet
& networks

Cours lectifs

Le dpartement propose une filire Systmes dinformation en anglais


The department proposes an Information Systems Track en English

IDSI31224**
Langage C

IDSI31406 /
IDSI31407**
Programmation VBA
VBA Programming

IDSI31377***
Business
Intelligence

Decision
Support

OU

Pour les tudiants admis


sur titre non dispenss
IDSI31088 / IDSI31089
Pr-MSc Informatique
Pre-MSc Computing Skills

Cours de base/Basic
courses

IDSI31132 / IDSI31133
Excel avanc pour
managers
Advanced Excel for
Managers

Programming and Excel

Pour les tudiants


admis sur concours
IDSI21020
Introduction
linformatique

Ple Systmes dinformation (Information Systems)

IDS

Cours fondamental / Core Course


IDSI31134 / IDSI31135
Management de lIT lre numrique
Managing IT in the Digital Age

Cours de base
Basic Courses

Cours lectifs
Elective courses

IDSM31183
Financial Mathematics

IDSD31113
Decision Analysis

IDSD31376
Transformation des conflits

IDSD31375
Quantitative Risk Management

Mathmatiques
Mathematics

Aide la Dcision
Decision Models

(*) suivant la voie dadmission

IDSS31401
Predictive Analytics with SAS

IDSS31267
Financial Econometrics

IDSS31263
Mthodes statistiques

IDSS31201
Forecasting

IDSS31165
Big Data Analytics

IDSS31161
Introduction to Econometrics

Statistiques
Statistics

Pour les tudiants admis sur titre non dispenss


IDSM31080 /IDSM31081
Pr-MSc Mathmatiques / Pre-MSc Mathematics
IDSS31080 / IDSS31081
Pr-MSc Statistiques / Pre-MSc Statistics

Ple Sciences de la Dcision et Statistiques (Decision Sciences and Statistics)

Pour les tudiants admis sur concours (*)


IDSM21020
Mathmatiques
IDSM21024
Outils mathmatiques
IDSM21025
Mthodes mathmatiques
IDSS21020
Modlisation statistique
IDSS21030
Statistique en gestion

IDS

ACTUARIAT

Convention ESSEC ISUP

Cours recommands / Recommended courses

Cours recommands / Recommended courses

Cours conseills :
FINM31162 / FINM31163
Finance internationale
International Finance
FINM31224
Advanced Options
FINM31260 / FINM31261
Gestion de portefeuille
Portfolio Management

Cours obligatoires :
FINM31164 / FINM31165
Marchs financiers
Financial Markets
FINM31270 / FINM31271
Options/Options
FINM31260/31261
Gestion de portefeuille
Portfolio Management

Finance/Finance

Economie / Economics
Filire Economie Applique

Finance / Finance
Filire Finance de March

Autres dpartements
Other departments

Le Dpartement IDS coordonne galement deux filires : BAM Track ( Business Analytics Methods) et IS (Information Systems) (voir rubrique Filires).

Cours conseills :
IDSD31375
Quantitative Risk Management
IDSI31224
Langage C
IDSI31406 / 31407
Programmation VBA
VBA programming

Cours obligatoires :
IDSM31183
Financial Mathematics
IDSS31263
Mthodes statistiques
IDSS31161
Introduction to Econometrics
IDSS31267
Financial Econometrics
IDSS31165
Big Data Analytics

IDSD31113
Decision Analysis
IDSS31263
Mthodes statistiques
IDSS31161
Introduction to Econometrics
IDSS31267
Financial Econometrics

IDSD31375
Quantitative Risk Management
IDSM31183
Financial Mathematics
IDSS31263
Mthodes statistiques
IDSS31267
Financial Econometrics

Dpartement Systmes dinformation, Sciences de la Dcision et Statistiques/


Information Systems, Decision Sciences Department and Statistics

RELATION AVEC DAUTRES DEPARTEMENTS : FILIERES ET CONVENTION


LINK WITH OTHER DEPARTMENTS: SPECIAL TRACKS & AGREEMENT

IDS

Responsable(s) du cours / Prrequis obligatoire(s) / Mandatory


Course coordinator(s)
prerequisite(s)

Pre-MSc Computing Skills

IDSI31089

Managing IT in the Digital Age

IDSI31135

E-Business Entrepreneurship

Database Management

Base de donnes

Excel avanc pour managers

Advanced Excel for Managers

Langage C

IDSE31301

IDSI31129

IDSI31130

IDSI31132

IDSI31133

IDSI31224

Cours de gestion / Management courses

Mgt de lIT lre numrique

IDSI31134

Cours fondamental / Core course

Pr-MSc Informatique

IDSI31088

SIDI31224

IDS

IDSI31132, SIDI31132,
SIDI31133

N. Prat
I. Comyn-Wattiau

IDSI31133, SIDI31132,
SIDI31133

SIDI31130, IDSI31129

N. Prat

I. Comyn-Wattiau

SIDI31129, SIDI31130,
IDSI31130

I. Comyn-Wattiau

IDSI31134, SIDI31134,
SIDI31135

SIDI31227, SIDE31301

(IDSI21020 & IDSI21022) or (IDSI31088/089 &


IDSI31090/091) or former codes (SIDI21020 & SIDI21022)
or (SIDI31088/089 & SIDI31090/091)

J. Ondrus

IDSI31135, SIDI31134,
SIDI31135

IDSI31088, SIDI31088,
SIDI31089

IDSI31089, SIDI31088,
SIDI31089

Equivalent(s) /
Equivalent(s)

J. Ondrus

(IDSI21020 & IDSI21022) or (IDSI31088/089 &


IDSI31090/091) or former codes (SIDI21020 & SIDI21022)
or (SIDI31088/089 & SIDI31090/091)

N. Prat

F. Chan

Cours pr-MSc / Pre-MSc courses (Rserv aux tudiants admis sur titre / Reserved for the AST students)

SYSTEMES DINFORMATION /
INFORMATION SYSTEMS (IDSI)

Cration de sites Web

Website Creation

e-Business
Strategy&Operations

Digital Transformation

Business Intelligence

Programmation VBA

VBA Programming

Seminar in Information Systems

IDSI31338

IDSI31339

IDSI31341

IDSI31343

IDSI31377

IDSI31406

IDSI31407

IDSI31421

SIDI31227, SIDI31341

P. OConnor

IDSI31406, SIDI31406,
SIDI31407
SIDI31421

P. OConnor
P. OConnor

Transformation des conflits

IDSD31376

IDSD31375, SIDD31375,
SIDD31376, SIDD31377

IDSD31376, SIDD31375,
SIDD31376, SIDD31377

M. Kratz

Quantitative Risk Management

IDSD31375

L. Alfandari

SIDD31112, SIDD31113

L. Alfandari

Decision Analysis

IDSD31113

Prrequis obligatoire(s)
Mandatory prerequisite(s)

Responsable(s) du cours
Course coordinator(s)

SCIENCES DE LA DECISION ET STATISTIQUES /


DECISION SCIENCES AND STATISTICS (IDSD)

Equivalent(s)
Equivalent(s)

IDSI31407, SIDI31406,
SIDI31407

P. OConnor

N. Prat

SIDI31377

IDSI31338, SIDI31333,
SIDI31338, SIDI31339

J. Ondrus

J. Ondrus

IDSI31339, SIDI31333,
SIDI31338, SIDI31339

MKGM31225, SIDI31235

J. Ondrus

J. Ondrus

In italic, courses taught in English.


Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

E-Business in Asia (Singapore


T4)

IDSI31235

Cours de gestion / Management course (suite)

IDS

Pre-MSc Mathematics

IDSM31081

Financial Mathematics

Pre-MSc Statistics

IDSS31081

Big Data Analytics

Forecasting

Mthodes statistiques

Financial Econometrics

Predictive Analytics with SAS

IDSS31165

IDSS31201

IDSS31263

IDSS31267

IDSS31401

(recommended : IDSS31161 or
SIDS31160 or SIDS31161)

SIDS31267

G. Chevillon
G. Chevillon, L. Alfandari

SIDS31263

J-P. Indjehagopian

IDS

SIDS31163, SIDS31165

V. Esposito Vinzi
G. Chevillon

SIDS31160

IDSS31080, SIDS31080,
SIDS31081

G. Chevillon

J. Rombouts

IDSS31081, SIDS31080,
SIDS31081

G. Chevillon

In italic, courses taught in English.


Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

Introduction to Econometrics

IDSS31161

Cours de gestion / Management courses

Pr-MSc Statistiques

IDSS31080

SIDM31182, SIDM31183

IDSM31080, SIDM31080,
SIDM31081

L. Alfandari

M. Kratz

IDSM31081, SIDM31080,
SIDM31081

L. Alfandari

Cours pr-MSc / Pre-MSc course (Rserv aux tudiants admis sur titre / Reserved for the AST students)

STATISTIQUES / STATISTICS (IDSS)

IDSM31183

Cours de gestion / Management course

Pr-MSc Mathmatiques

IDSM31080

Cours pr-MSc / Pre-MSc course (Rserv aux tudiants admis sur titre / Reserved for the AST students)

MATHEMATIQUES / MATHEMATICS (IDSM)

IDS

IDSD31113
Decision Analysis

These tools are used in such domains as


Supply Chain and Operations
Management, Human Resources,
Marketing, Finance and Risk Management.
The ability to analyze, model and structure
a decision problem will be more stressed
and emphasized than the proper solving
techniques, although the participants will
learn to use some solving tools.
Teaching methods:
The course will alternate presentations,
exercises and team workshops using case
studies introduced and discussed during
the course. Participants are stimulated
and encouraged to propose models during
class, as well as to use their own
experience to discuss the applicability and
limits of the proposed models. A challenge
will also be proposed and graded.
Grading pattern:
Grading is based on two case studies in
team (40% including challenge and 30%),
an individual modeling test (20%) and
a team exercise (10%).

Objectives:
This course presents decision models for
managerial decision-making. To locate
facilities, plants or distribution centers,
plan production and inventory, size
human resources, price a product, design
a telecommunication network, divide a
sales territory into regions, schedule
activities in a large-size project: here are
some examples of rather complex
decision-making situations for which
ones common sense, pocket calculator or
intuition is generally not sufficient to see
clearly how to proceed and what to do. To
launch a new product, invest in a new
project, change production technology,
are other examples where the decisionmaker has to make a bet on the future, i.e.
on how the environment will react to
his/her decisions, for uncertain gains.
How to make a confident decision? How
much additional information is worth in
such a decision context? Which cognitive
biases occur in such decision-making
situations?
The course aims at providing answers
to these questions. High stakes and big
data often lead the decision-maker to
seek for decision-support tools. This
course is designed to introduce
decision analysis and decision-aid
techniques to the students.
Topics:
As for methods and models, we will
mainly use:
- Linear Programming for modeling
optimal planning problems
(3,5 sessions)
- Graph Theory for project planning and
scheduling (1,5 session)
- Decision trees, probabilities and decision
criteria for decision-making under
uncertainty (3,5 sessions)
- Game Theory for competitive decisions
(1,5 session)

IDSD31375
Quantitative Risk Management
Application in Finance
Topics:
This course covers a quantitative study of
the Risk Management (RM), using
probability and statistics language.
It develops the main theoretical concepts
and modeling techniques of QRM, for
the students to acquire practical tools
to solve real problems. We will discuss risk
management (RM) in the context
of finance and insurance, but RM
technology applies also to other sectors
of industry.
Mains concepts include loss distributions,
risk measures, interdependence and
concentration of (extreme) risks, using
techniques deriving from probabilistic
modeling and statistical analysis, copulas
and extreme value theory.
This course is strongly recommended for
the students who are interested into:
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Catalogue des cours/Course Catalog 2015-2016

permettant une meilleure comprhension


des concepts prsents.
3. Analyse de cas historiques (lectures
et vido).
Evaluation :
Lvaluation du cours porte sur des
travaux crits individuels (mmo
danalyse, fiche de lecture ou recherche
thmatique) ; elle intgre galement
la participation au cours des sances.

IDSE31301
E-Business Entrepreneurship
Objectives:
The continued growth of the Internet in
parallel with the development of
commodity technology resources and
tools has fundamentally lowered the
barriers to the creation and development
of new businesses. Yet, few students fully
appreciate the depth and breadth of eBusiness models that continue to
transform our business and private lives.
The purpose of this course will be to
explore, in partnership with the students,
the breadth of e-Business models with a
focus on entrepreneurial ventures and
new forms of business that entrepreneurs
might leverage. Furthermore, the course
also has the explicit goal of helping
students recognize how they might create
a new business or transform an existing
business through entrepreneurial activity.
Learning goals:
On completion, participants will be able:
- To use tools for analyzing and innovating
e-Business models (framework and
exploration of types of business models),
- To understand the economic foundations
for and variation in e-Business models
(e.g., network effects, platforms, niche
markets),
- To understand the social and
psychological foundations for and
variation in e-Business models (e.g.,
customer needs, psychological drivers),
- To put in practice operating principles
for e-Business models (e.g., new venture

IDSD31376
Transformation des conflits
Objectifs :
La gestion des conflits est une activit
conduisant les individus ayant des
responsabilits dans une entreprise ou
une organisation chercher rsoudre
des conflits pouvant survenir entre eux.
Cest donc une activit quotidienne,
aux enjeux varis, quun futur diplm
doit savoir matriser. Lobjectif de ce cours
de 10 sances est de permettre une
comprhension du mcanisme des conflits
et des modes majeurs de rsolution des
conflits, ainsi que des mcanismes de la
ngociation et de la mdiation afin den
matriser la prparation et la conduite.
Thmes abords :
1. Apports conceptuels et thoriques.
2. Jeux de rles avec mise en situation,
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Catalogue des cours/Course Catalog 2015-2016

IDS

Financial risk management


Market finance
Actuarial and financial mathematics.
It is a compulsory course in the actuarial
track ESSEC-ISUP.
Prerequisites:
Probability and statistics play a
fundamental role in this course; students
are expected to have a good knowledge of
the basics of these subjects. To complete
this course, it is advised to participate to
the seminars on Risk Analysis given by
Professionals or Academics twice a month
at La Dfense EEE.
For more information, see:
http://crear.essec.edu/working-group-onrisk/
Grading pattern:
Two options:
1) Final (oral or written) exam (E) +
continuous evaluation CC (participation,
homework / cases (groups of at most 2
students) or small quiz during a session).
Final grade : (E+CC)/2
2) Final exam (E) + mid-term exam (ME) +
CC (defined above).
Final grade : (E+ME+CC)/3

IDS

IDSI31089
Pre-MSc Computing Skills

metrics, customer acquisition funnels,


crowd-sourcing, lean startup tactics),
- Develop new e-Business models
(entrepreneurial student projects).
Topics:
E-Business models description and
design; Economic, social, and
psychological foundations; Developing
and validating new e-Business models
models and economics; Monetization;
Socialization; Virtualization; Aggregation;
Mobilization.
Grading pattern:
A variety of different assessment methods,
both practical and theoretical, will be
used in this course. Specifically these will
include:
- Collaborative knowledge project
- New venture idea development
- Individual participation
- Group participation
- Optional individual assignment.

Contact hours: 12.50


Pre-MSc course reserved for the AST students.
This five-week course provides an
introduction to the spreadsheet package
Microsoft Excel. This course is intended for
AST students with less experience of
computing. Spreadsheet applications are
indispensable in business. Executives use
Excel (or alternative spreadsheet
software) to set up simple organizational
information systems based on numeric
data and also to improve personal
productivity. At the end of the course
students should be able to use the basic
and some advanced features of Excel as
illustrated in the course material for their
own spreadsheet applications. This course
will be delivered primarily through an
online self-learning platform. Students
will be given access to the platform and
are required to go through the selflearning modules in the five-week period.
Students can freely choose to work at
their own place or at school. Lab sessions
are scheduled so students can work in the
lab or/and seek guidance from the
professor.
Overview of Course Content:
- Introduction to Excel
- Working with Formulas and Functions
- Enhancing Worksheet Appearance
- Expanding Uses of Workbook Data
- Auditing, Analyzing and Consolidating
Data
- Exploring Data and Table Features
- Exploring Macros
Grading pattern:
Assessment is based on an online
assessment and a written final exam.

IDSI31088
Pr-MSc Informatique
Cours de pr-MSc, rserv aux tudiants AST.
Total des heures : 12.50
Objectifs :
Ce cours a pour objectif de former
au tableur Excel, indispensable tout
manager.
Contenu du cours :
- Prsentation des principaux concepts
dun tableur
- Etude des principales fonctions
(mathmatiques, logiques, recherche, etc.)
- Aide la dcision avec un tableur
- Liens entre feuilles de calcul
- Gestion des donnes avec un tableur
- Cration de graphiques
Evaluation :
Lvaluation se fera par des cas rendre
dune sance sur lautre et un quiz final.
La prsence en cours est obligatoire et
comptabilise.

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place des solutions informatiques.


Ce cours a pour objectif de les amener
jouer le rle d'utilisateurs avertis, aptes
prendre en compte les impacts
organisationnels induits par les choix
de ces solutions. Les bases de donnes
sont au cur de toutes les applications
informatiques, qu'elles soient
dveloppes en spcifique, ou achetes
en tant que solution spcialise
(progiciel) ou solution gnrique (ERP).
Thmes abords :
Ce cours aborde de faon quilibre
les deux aspects suivants :
- participer la conception d'une base
de donnes,
- manipuler une base de donnes avec
le langage SQL.

Objectives:
Databases are present in every information
system (IS). Database Management
Systems (DBMS) allow IS specialists to
build secure and efficient databases.
Managers have to be implied in these
projects to answer key questions, such as:
Who is allowed to access information
systems? Who classifies information
deriving access rights? Which business area
must this database cover? Does this
database meet our requirements?
The objective of the course is to enable
students to play an active role in IS project
teams. They will be able to translate
functional requirements in database
structures. Students will be able to
understand the organizational impact of IS
choices.The course does not require prior
knowledge in IS.
Teaching method:
Each session consists of a half theoretical
part and a practical application.
At the end of the course, students are able
to understand and criticize database
solutions, to interact with a database
using the SQL language, and to
participate in an IS project. Three
different softwares are used.
Grading pattern:
Assessment will be based on homework
(40%), a midterm exam (30%) and a final
exam (30%).

IDSI31132
Excel avanc pour managers
La matrise des systmes informatiques
personnels, en constante et rapide
volution, est une tape incontournable
de lefficacit professionnelle des cadres
de lentreprise.
Ce cours a pour but de permettre aux
tudiants damliorer leur productivit
personnelle en matire de conception
et dexploitation doutils de gestion
et de dcision.
Contenu :
- Mthodologie et outils de conception
de modles Excel.
- Fonctions et fonctionnalits Excel
avances.
- Excel et la gestion des donnes.
- Conception et ralisation de macros
en Visual Basic Application pour Excel.
Evaluation :
Lvaluation se fera sur le quiz final
individuel (100%).

IDSI31130
Bases de donnes
Objectifs :
Les bases de donnes sont
incontournables dans toutes les fonctions
de l'entreprise. Un bagage technique
minimal est requis. Au-del, l'objectif du
cours est de permettre aux tudiants de
jouer un rle actif dans les comits de
projet et de pilotage, apportant la
connaissance fonctionnelle aux quipes
d'informaticiens en charge de la mise en
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Catalogue des cours/Course Catalog 2015-2016

IDS

IDSI31129
Database Management

IDS

IDSI31133
Advanced Excel for Managers

processus oprationnels ou dcisionnels.


Pour effectuer ces choix sereinement, il
nest pas ncessaire dtre un spcialiste
de la technologie, mais il faut en
matriser les concepts de base.
- Manager la ressource que sont les SI/TI.
Thmes abords :
Ce cours fondamental aborde
principalement les thmes suivants :
introduction au management des SI/TI ;
SI/TI et stratgie; mise en place
des SI et gestion de projet ; scurit des SI
et protection de la vie prive ;
externalisation des SI et cloud
computing ; management et
reconfiguration des processus mtiers ;
bases de donnes et management
des connaissances ; progiciels de gestion
intgrs (ERP) ; gestion de la chane
logistique (SCM), identification par radiofrquence (RFID), Internet des objets ;
gestion de la relation client (CRM
oprationnel et analytique) ; e-business ;
business intelligence, entrepts de
donnes, et analyse des big data ; mdia
sociaux.
Pdagogie :
Ce cours fondamental a une orientation
rsolument managriale, il met laccent
sur les implications des SI/TI pour les
managers et les organisations. Le cours
requiert une participation active des
tudiants. Il alterne :
- La prsentation thorique des concepts,
- La mise en pratique immdiate via
lutilisation systmatique dtudes de cas
rels, couple avec dautres mthodes
pdagogiques (par exemple : tmoignages
dintervenants, dmonstrations
de logiciels, discussion de vidos).
Evaluation :
Participation, cas, projet, quiz.

Excel is the most setup application in the


world. Its knowledge is an asset for all the
executives who have to:
- Make pivot tables
- Data functions
- Database functions
- Create charts
- Create dashboards
- Import data (Web, Text functions)
Moreover, Excel is able to create programs
(Macros) when the manager wants to
create a specific application. And, of
course, it is necessary to know most of the
tips and shortcuts to work faster with
efficiency.
Grading pattern:
Assessment will be based on cases,
a project applying the concepts, tools
presented in the course, and a quiz.

IDSI31134
Management de lIT lre
numrique
Prrequis - cf. tableaux
Cours fondamental
Les systmes dinformation (SI) et
technologies de linformation (TI) jouent
aujourdhui un rle stratgique dans les
organisations. Les SI/TI sont au cur
du mtier de tout manager, quelles que
soient sa fonction ou son activit
(planification stratgique, dfinition
de campagnes marketing, suivi des
performances). La matrise des concepts
de base spcifiques aux SI/TI est donc
indispensable tout diplm ESSEC.
Ce cours fondamental vise rpondre
ce besoin, en dmystifiant la
technologie.
A lissue du cours, les tudiants possderont
les connaissances indispensables pour
pouvoir :
- Effectuer les choix de SI/TI les plus
adapts aux processus mtiers quils
auront grer ou dans lesquels ils
interviendront, quil sagisse de
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Catalogue des cours/Course Catalog 2015-2016

Knowledge Management; Introduction to


Enterprise Resource Planning (ERP),
Supply Chain Management (SCM) and
Customer Relationship (CRM) systems;
Internet of Things; e-business specificities;
Business Intelligence, Data Warehousing
and Big Data analysis; and Social media.
Teaching & Learning methods:
Teaching methods include seminars, case
studies, articles, videos and other material
from the web, group and individual
contributions. The course is participative.
Many of you can provide real world context
for what we will be discussing in the class.
Grading pattern:
Continuous assessment will include some
of the following: tests, presentations,
reports, case studies and other group and
individual contributions.

Prerequisite(s) - cf. tables


Core course
Objectives:
A modern organization cannot function
without information systems (IS), which
are applications of information
technology (IT) for organizations and
individuals. People in organizations are
not equipped to deal with situations
that occur without knowing about what
IS exist in organizations, how they
affect organizations and their
employees, how they are developed, and
how they can be made more efficient and
effective. The topic is therefore essential
for any management student.
Through a brief presentation of various
key issues, application areas, case
studies and presentations of students
research and/or own experience, this
course discusses a number of key issues
concerned with IT and IS in
organizations, choices about which
together form part of an organizations IT
and IS strategy. Learning outcomes
include acquaintance with relevant IS
strategies and models together with the
links with the wider business and
business strategy; an understanding
about how a number of factors may
contribute to the success or otherwise of
IS implementation; and an appreciation
of the main IS/IT issues in organisations
as evidenced by case studies and
other literature (including material
on the Web).
Course content:
This core course covers the following
topics: introduction to the management of
Information Systems (IS) and Information
Technology (IT); IS/IT strategy;
implementation of IS; IS project
management; IT security and protection of
privacy; IS outsourcing and cloud
computing; Business of process
reengineering activities; Databases and

IDSI31224
Langage C
Lobjectif de ce cours est dapprendre la
programmation et pratiquer un langage
de rfrence : le C. Cest un langage de
haut niveau, structur et puissant dont la
popularit ne cesse de crotre. Il devient
un standard de fait pour lapprentissage
des langages comme PHP, Java, C++,
Javascript
Thmes abords :
Le cours aborde la fois lalgorithmique,
donnant aux tudiants les concepts
ncessaires lcriture facile de bons
programmes et la programmation
en langage C.
Pdagogie :
Les cas utiliss sont des problmes
de gestion classiques.
Evaluation :
Lvaluation se fera sur la moyenne
des notes attribues aux exercices,
la participation en cours, en TD et en TP.

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IDS

IDSI31135
Managing IT in the Digital Age

Grading pattern:
A variety of different assessment methods,
both practical and theoretical, will be
used in this course. Specifically these will
include:
- An e-Business report and presentation
- Mini-cases and exercises
- Class participation.

IDS

IDSI31235
E-Business in Asia
Given on the ESSEC Campus in Singapore
Introduction:
E-Business is the ability to exchange
information and perform transactions
between enterprises, their business
partners and consumers using electronic
media. The growth in the use of the World
Wide Web as a consumer information and
transaction media has had a huge impact
on the operations and management of
most business in the early 21st century. In
many cases, the nature and power
structure of the entire sector has changed
practically overnight.
Organizations of all size are being forced
to consider the implications of ECommerce for their continued growth and
survival. Furthermore, e-Business has
brought new opportunities for
organizations to innovate in different
industry sectors. Adopting a managerial
approach, this module provides students
with the knowledge needed to participate
in such decisions. A special focus is given
to the Asian markets.
Learning goals:
On completion, participants will :
- Understand the technological elements
that drive successful electronic
commerce initiatives in Asia;
- Be able to participate in the design,
development, implementation and
assessment of electronic business
projects;
- Understand current trends and issues in
the Asian electronic marketplace; and
- Be prepared for the operational, tactical
and strategic management of electronic
business projects.
Topics:
E-Business technology; B2C and B2B
applications in Asia; models and
economics; payment; security and trust
online; mobile commerce; legal, ethics,
and social issues.

IDSI31338
Cration de sites Web
Thmes abords :
La premire partie de ce cours propose
des cadres de rfrence et une dmarche
pour concevoir et construire un site Web :
analyse stratgique, analyse de lexistant
et de lenvironnement, spcifications
des fonctionnalits principales, choix des
lments de solution, dmarche volutive
et itrative de construction du site,
budgets et gestion de ce projet.
La deuxime partie fait le point sur ltat
de lart relatif la cration de pages Web.
Les tudiants appliqueront lensemble de
ces concepts, travers des outils logiciels,
notamment des diteurs HTML, un
langage de programmation Web et la
gestion daccs une base de donnes
travers des cas pratiques et un projet
personnel. Ce cours permet un tudiant
de concevoir et crer un site Web normal
et de comprendre les problmatiques
techniques.
Evaluation :
Lvaluation se fera sur la participation
en cours (20 %), la rdaction de projet
(aspects fonctionnels et techniques) (40%)
et ralisation des projets (40%).

IDSI31339
Website creation
Topics:
The first part of this course introduces a
conceptual framework and process to
design websites: strategic analysis,
requirement and specification analysis,
technical choices, iterative and
incremental approach to building
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IDSI31341
e-Business Strategy & Operations
Course Content and Objectives:
(Note : This course was formely entitled
Developing e-Business)
The growth in the use of both the Web
and mobile as a consumer information and
shopping media has transformed many
sectors. In many cases, the nature and
power structure of the entire sector has
changed practically overnight. Thus,
having a customer focused transaction
presence has become a necessity for
practically every company, and many
companies now exist solely in the online
space as pure-play electronic
businesses.
Adopting a managerial rather than a
technical approach, this course provides
participants with the knowledge needed
to participate in and manage the
development of e-Business. Its aim is not
to teach coding or other technical skills,
but to help participants understand the
processes involved and give them the
knowledge and competencies to be able to
interact effectively with development
professionals.
Learning goals:
The course aims to provide a managerial
perspective on contemporary issues
surrounding website and e-Business

IDSI31343
Digital Transformation
Introduction:
The exponential rise of digital
technologies over the past couple of years
has deeply transformed the world we live
in. Companies have had to undergo a
radical transformation:
- They need to acquire new competencies;
for this, they are ready to entrust
digital natives with posts of
responsibility. These young recruits have
to demonstrate their ability to respond
to the new business challenges that the
company is faced with,
- They call upon specialized agencies that
can provide them with solutions on a
given domain of expertise, but without
necessarily bringing them a global
approach that responds to all the new
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creation. Upon completion, participants


should understand:
- The alternative revenue models that can
be used to fund e-Business companies;
- The website development process;
- How to successfully drive customers
to websites using electronic marketing
techniques;
- The role of Social Media and Web 2.0
in customer interactions
- Current trends and issues in the
electronic marketplace.
Teaching methods:
A combination of lecture, mini-cases and
group discussion will be used to achieve
the course objectives. Learning will be
reinforced through the use of a group
project focused on developing and driving
business to a specific website.
Grading pattern:
The module will be assessed using a
combination of mini-cases and interactive
exercises, prepared in groups both in class
and between classes, a group electronic
marketing assignment, class
participation.

a website, and web project management.


The second part presents the state of the
art of webpage design. The students will
apply all concepts for a personal project
using software such as HTML editors,
a web programming language, and
a database. This course allows students
to design and implement a web site and
understand the technical issues.
Grading pattern:
The final grade will depend on a written
report on requirements and specifications
analysis (40%), the implementation of the
project (20%), and active class
participation (40%).

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in order to illustrate and understand


successful and failed cases.
- One objective will be to solve cases
where companies had to implement
digital transformations at different level
of the firm. The students have to present
their findings orally in front of a
professional jury. The objective is that
the student learns how to convince
top managers that their solution is
the right one.
Topics:
Introduction to Digital Transformation,
Transformation of Business models,
Customer Experience Marketing
Revolution & Predictive Analytics,
Customer Experience All channels
paradigm, Branding & Advertising on
Digital channels, Digital Operations,
Digital HR / People 2.0, Digital IT, Digital:
What's next?
Grading pattern:
3 team case studies, as homework (60%)
(Each case represents 20% of the final
grade).
Final team case study, to be presented
during session 10 (40%).

challenges that they are confronted


with.
Capgemini Consulting is specialized in
accompanying companies in their digital
strategy and providing them with a global
approach to solving new challenges. We
work in all domains of the company:
Strategy, Marketing, Distribution, After
sales service...
Key principles:
1. Inputs from specialists:
a. Consultants specialized in digital
marketing, social media..., with crosssectorial experience
b. Guest lecturers from companies that are
pioneers in the digital domain (such as:
Google, Voyages-sncf.com, BNP Paribas,
pagesjaunes.com...)
2. Innovative course content:
a. Latest market trends
b. An in-depth study of business
challenges that companies face in the
digital domain
3. Real life case studies:
a. Practical application through case
studies based on real projects that
Capgemini Consulting teams have
worked on
4. Interactive format:
a. Lecture-based sessions to present the
fundamentals
b. Workshops/case studies to ensure that
students have appropriated the content
Learning goals:
- This course aims at establishing
theoretical and practical foundations for
the emergence and rationale of the
digital transformation of companies. It
will help students to confront real issues
companies have when they need to
adapt themselves to the new digital
trends.
- This course will provide students with
tactical frameworks and practical
experiences for dealing with complex
trends and competitive environments. It
will explore a variety of available cases

IDSI31377
Business Intelligence
Management is about making decisions.
In todays business environment,
decisions are more and more complex, and
the amount of data available for analysis
is growing dramatically. In this context,
managers are increasingly relying on
information technologies to analyze these
data and assist them in decision making.
This course is about Business Intelligence
(BI), defined as the technologies and
processes for collecting, blending,
modeling, analyzing and visualizing data
in order to gain insights and make better
decisions.
BI plays a critical role in supporting the
decision-making process, helping
managers to make informed decisions.
Moreover, in the age of big data, BI and
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IDSI31407
VBA Programming
Objectives:
Mastering the Visual Basic application
language is an advantage for students
and a must in some professional sectors.
This course is for students willing to
acquire in-depth knowledge on the
language used for developing applications
in the Excel environment, and more
generally to familiarize themselves with
the Object approach. A good command of
Excel is required.
Topics:
- Concepts of the object-oriented approach
- Elements of language and environment
development
- Procedure management
- Realisation and implementation of
applications
- Grading pattern:
Final examination (100%).

IDSI31406
Programmation VBA
Objectifs :
La matrise du langage Visual Basic
Application est un atout pour les
tudiants et, dans certains secteurs
professionnels, une ncessit.
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Ce cours est destin aux tudiants


souhaitant acqurir une connaissance
approfondie du langage de
dveloppement dapplications dans
lenvironnement Excel et, plus
gnralement, se familiariser avec
lapproche Objet. Une bonne
connaissance dExcel est recommande.
Programme :
- Concepts de la programmation oriente
objet.
- Elments du langage et environnement
de dveloppement.
- Gestion des procdures.
- Ralisation et mise en uvre
dapplications.
Evaluation :
Lvaluation se fera sur le quiz final
individuel (100%).

analytics are key strategic differentiators


between companies.
The course presents information systems
and technologies pertaining to decision
making (including data warehousing,
OLAP, dashboards and scorecards, big
data analysis, and data mining), as well as
BI-specific modeling techniques (including
multidimensional modeling). The course
stresses:
- hands-on experience with tools and
languages. The tools and languages used
in this course are a tool for multi-criterion
decision analysis based on the Analytic
Hierarchy Process, Tableau (for data
discovery, visualization, and
dashboarding), and the R language
coupled with the Rattle graphical user
interface (for data mining). With these
tools and languages, and the underlying
models and methods, the course covers
the various types of analytics: diagnostic
(a.k.a. inquisitive), predictive, and
prescriptive analytics.
- application to concrete decision examples
from various domains (marketing,
finance, operations).
The ultimate aim of the course is to arm
students with the knowledge and skills
pertaining to the use of IT for decision
making.
Grading consists in cases and a project.
The cases check that students master the
models, methods, languages and tools
presented in class. The project applies
these models, methods, languages and
tools to a concrete (real or fake) decision
problem, and critically analyzes the
support provided by IT to solve the
problem.

Pdagogie :
Des exposs magistraux des concepts
alterneront avec des tudes de cas
et exercices en sance et des sessions
de simulation sur ordinateur.

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IDSI31421
Seminar in Information Systems
(Also given on the ESSEC Campus in
Singapore)
This seminar provides students with an
opportunity to deepen their knowledge
on different topics in information
systems. The content will depend on
professors' current interests and latest
developments.

IDSM31081
Pre-MSc Mathematics
Pre-MSc course, reserved for the AST students.
Contact hours : 12.50 + examen
Objectives:
This course gives a refresher of basic
mathematics such as counting and sum
calculus, graphs of functions, limits and
differentiation, as well as an introduction
to optimization. As Curwin & Slater say,
calculus is about the measurement
of change. It provides the methodology to
calculate the rate of change and indeed,
whether the rate of change is decreasing
or increasing. Measuring change and
optimizing decisions or prices have
natural applications to various fields of
management, especially economics,
finance and optimal planning. Modelling a
demand function is also useful in
marketing. Analytical tools are needed
then to evaluate how deeply and how fast
the managerial environment varies,
to measure what the impact of a given
policy is, and also help make the best
decisions.
Teaching method :
Educational talks will alternate with case
studies and computer-aided simulation
sessions.

IDSM31080
Pr-MSc Mathmatiques
Cours de pr-MSc, rserv aux tudiants
admis sur titre.
Total des heures : 12.50 + examen
Objectifs :
Ce cours donne une mise niveau sur
les fondamentaux mathmatiques
que sont les techniques de calcul et de
dnombrement, les grandes familles
de fonctions et leurs graphes, les limites
de fonctions, le calcul de drives et
les intgrales, ainsi quune introduction
loptimisation. Comme Curwin & Slater
lcrivent, calculus is about the
measurement of change. It provides the
methodology to calculate the rate of
change and indeed, whether the rate of
change is decreasing or increasing.
Mesurer le changement et optimiser
des dcisions de production, dallocation
de ressources ou de tarification ont
des applications naturelles dans divers
domaines du management, notamment
en conomie, finance et en planification
de gestion. Modliser une fonction
de demande est galement utile
en marketing. Des outils danalyse
quantitative sont alors ncessaires pour
valuer quel rythme et avec quelle
intensit lenvironnement conomique
et managrial est en train dvoluer, quel
est limpact dune politique de gestion
donne, ainsi que pour aider prendre
les meilleures dcisions possibles.

IDSM31183
Financial Mathematics: Probability
in Finance
Objectives:
The main objective is to lay the
mathematical, mainly probabilistic,
foundations for market finance (portfolio
management, risk analysis, pricing
options, etc.).
We will revisit and introduce probabilistic
concepts, illustrating them with some
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IDSS31081
Pre-MSc Statistics
Pre-MSc course reserved for the AST students.
Contact hours: 25.00 + exam
Objectives:
Statistics mainly comprises three large
domains. Data production in business
basically refers to sampling and surveys.
Descriptive statistics allows exploring and
summarizing data by means of tables,
numerical measures and graphics.
Stochastic modeling is based on
probabilistic methods that constitute the
area of mathematical statistics.

IDSS31080
Pr-MSc Statistiques
Cours de pr-MSc, rserv aux tudiants AST.
Total des heures : 25.00 + examen
Objectifs :
Schmatiquement, la statistique peut tre
dcoupe en trois grands domaines :
la production des donnes, lexploration
des donnes et la modlisation alatoire.
La production des donnes en gestion
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utilise principalement des techniques de


sondage. La statistique descriptive permet
dexplorer et de synthtiser les donnes.
La modlisation alatoire en relation avec
les donnes sappuie sur des mthodes
probabilistes appeles statistique
mathmatique.
Ce cours vise prsenter les principaux
concepts, mthodes et dmarches utiliss
dans les trois domaines de la statistique.
Des exemples concrets sont prsents
pour faciliter la comprhension des
concepts et mthodes statistiques.
Thmes abords :
- Analyse exploratoire univarie
- Les relations statistiques entre deux
variables : tableaux de contingence,
mixtes, corrlation
- Calcul des probabilits, lois usuelles
(binomiale, Poisson, Normale)
- Infrence statistique : estimation dune
moyenne et dune proportion
- Infrence statistique : qualits des
estimateurs
- Infrence statistique : estimation par
intervalle de confiance
- Infrence statistique : tests statistiques
Rgression linaire simple
Evaluation :
Le contrle de connaissances se fera
partir :
- Dun examen intermdiaire (40%)
- Dun examen final (60%)

models, from the binomial model to the


Black-Scholes model considered as a first
approximation to the real world of option
pricing.
These models, artificial from a finance
perspective and simple, lead us to
essential ideas and important
probabilistic methods of the stochastic
calculus, used as a foundation to develop
more refined models.
Topics:
Probability basics (probability space and
random vectors, CLT, conditional
expectations), new notions in
probability (stochastic processes,
Brownian motion, martingales),
introduction to It stochastic calculus ,
simple models for option pricing
(binomial model, Black-Scholes model),
hedging, simulation methods.
This course is strongly recommended to
the students who are interested into
market finance insurance, actuarial
science. Mandatory course in the Actuarial
Track ESSEC-ISUP.
Elective course in the Financial Market
Option (Finance Track).
Grading pattern:
Two options:
1. Final (oral or written) exam (E) +
continuous evaluation CC (participation,
homework/cases (groups of at most
2 students) or small quiz during a
session). Final grade: (E+CC)/2.
2. Final exam (E) + mid-term exam (ME) +
CC (defined above). Final grade:
(E+ME+CC)/3.

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we will use R in the class room but the


students are free to use any software.
At the end of this course, students should
be able to build econometric models and
use software. They will also have to be
able to assess the validity of econometric
studies.
This course is strongly recommended for
students who choose Finance Market Track
of Finance Department. This course is also
a prerequisite to access the actuarial
ESSEC- ISUP Track for the Actuary degree.
This course is essential for students who
are orientated towards the M2
"Probability and Applications in Finance".
Topics:
Econometrics could be defined as the use of
mathematical, statistical and probabilistic
tools for the study of economic phenomena
apprehended from data in the context of
specific business/economics/finance
models.
Briefly, an economic model is a
representation of a formal economic theory.
From an economic model, econometrics
aims to:
(i) Specify the shape and relationship
between the variables used in economic
theory to develop an econometric model.
(ii) Estimate the parameters of this
specified econometric model.
(iii) To test the assumptions of the
economic model that is to say, confirm
economic assumptions from observed
data.
(iv) Explore the logical consequences of
the economic assumptions and the
estimated specification (analysis of
economic policy measures, conditional
prediction, construction of scenarios...).
As mentioned above, the definition of
a theoretical framework is a prerequisite
for econometric modeling. This practice
may, however, be challenged by saying
that a priori theoretical models determine
the model structure and outweigh the
statistical analysis of data. In particular, it
is not certain that the patterns of

This course aims at presenting the main


concepts, methods and strategies used in
the three domains of statistics. Several
real examples will be also presented so as
to make the understanding of concepts
and statistical methods easier and directly
connected to business and related fields
where they provide support to decision
making processes.
Topics:
Univariate Exploratory Analysis
Statistical relationships between two
variables: contingency tables, mixed
tables, correlation
Probability and most commonly used
random variables: Binomial, Poisson and
Normal
Statistical Inference: sampling
distributions, estimation of a mean and a
proportion
Statistical Inference: quality of estimators
Statistical Inference: confidence intervals
Statistical Inference: hypothesis testing
Simple Linear Regression Model
Grading pattern:
The final grade is composed of:
- A mid-term test (40%)
- A final exam (60%)

IDSS31161
Introduction to Econometrics
This course aims to introduce the basic
concepts of econometrics and modeling
approaches so that students are able to:
- Implement suitable statistical methods
for the construction of econometric
models
- Assess the validity of econometric
models
- Use econometrics software.
The assimilation of the concepts of this
course, learning tools and modeling
approaches will be based on examples in
the fields of finance, insurance,
marketing... Although many software
packages exist: Econometric Views (E Views), RATS, SAS, MATLAB, S -Plus...
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IDSS31165
Big Data Analytics
Objectives:
This course deals with statistical methods
for the analysis of the so-called Big Data.
It aims at developing analytical problemsolving skills while presenting
quantitative methods apt to support
decision-making processes in the face of
uncertainty. Participants shall learn how
to manage complex data sets with an
information retrieval approach. They will
use a specialized technology and will work
on a statistical project in teams so as to be
trained on integrating the thinking of
others in the interpretation and reporting
of result.
More specifically, this course provides the
students with the methodological
principles of the multidimensional data
analysis methods most often used in
private companies (e.g. in the areas of
marketing, quality control, human
resources, strategic management,
finance, customer satisfaction, credit
scoring), in public institutions and for
research in social sciences. Furthermore,
the course lets the students familiarise
with the practice of these methods and
how to present the results to decision
takers.
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Data analysis consists of a set of


techniques and methods apt to analyze
complex systems characterized by
numerous quantitative and/or categorical
variables. This course aims at extracting
knowledge from multidimensional data
by exploring, describing, visualizing and
synthesizing the relationships between
the observed variables when limited
information is available on the domain of
interest so that structural and typological
factors need to be identified.
Typical applications refer to the analysis
of survey data, the exploitation of Big
Data (by means of the so-called Data
Mining approach) characterized by
hundreds (see thousands) variables and
thousand (see millions) statistical units
(e.g. credit card transactions, databases
on customers, telephone calls, etc.). In
such a case, the aim is to move from raw
data to valuable information and
knowledge by looking (mining) for
interesting patterns (or departures from
patterns) of behaviours in the vast
amount of collected numbers and facts.
Finally, the course shall enable students
to choose the most appropriate data
analysis method in accordance with the
nature of the variables in the dataset at
hand and the objectives of the research
itself and to properly interpret the results.
Topics:
- Data preparation: merging, sampling and
variable transformation techniques;
- Variables selection and discovery in data:
Principal Component Analysis,
Hierarchical Cluster Analysis among
others;
- Classification and Prediction: Regression,
Decision Trees, Ensemble Methods, among
others;
- Unstructured data, pattern recognition
and text mining;
- Data Visualization: plotting and
representing the results of the analysis.

causality between selected variables are


correct. Therefore, the current
econometric approach starts by searching
without a prior theoretical causal
relationship between variables from
purely statistical methods.
This course will be illustrated using
examples specifically oriented finance,
economics or marketing following the
profile of the students enrolled in this
course.
Grading pattern:
Assessment will be based on a final exam
(E) and three Homeworks (HW) in groups
of 2 or less. The final score is calculated as
follows: 0, 60 E + 0, 40 HW.

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economics, finance, operations


management... The students must
understand the conceptual difficulties
associated with forecast production in
order to develop an appreciation of the
various techniques and examples studied
in the lecture. The aim of the course is to
develop students judgment and critical
sense in order to be able toproduce and
evaluate operational forecasts.
To achieve this, they need to understand
how forecasting is possible, and how it
can go awfully wrong. The recent
economic and financial crisis provides a
welcome reminder of the latter aspect.
Objectives:
Upon successful completion of the course,
students shouldpossess valuable
practical analytical skills that will equip
them with a competitive edge in almost
any contemporary workplace. In
particular, the knowledge acquired in this
course will benefit those who plan careers
in analytics, marketing, strategic
consulting, financial services, and more.
More formally, the course will provide
participants with the following skills and
knowledge:
- Understand the importance of
forecasting for planning and decision
making
- Be familiar with the difference between
descriptive and forecasting goals, and
understand the notion of predictability
- Understand how different models and
methods can be used for forecasting
time series and be familiar with popular
methods, including automated
forecasting techniques
- Know how to evaluate the performance
of a forecasting method, and to compare
and combine methods
The course is complementary to
IDSS31401 "Predictive Analytics with
SAS" but different in the sense that
the focus in the Forecasting course is
on understanding the methodology,
techniques and limits to forecasting

Teaching methods:
The course will be articulated between
four types of activities:
- Lectures: presenting the statistical
methods and approaches
- Cases studies in classes: delivered by the
lecturers or guest speakers
- Practical applications (Computer
sessions): in class or take-home
- Presentations of the results (delivery &
feedback): the students will have to
present their results in a real-life situation
One of the courses objectives is the
practical application of statistical tools
used for analyzing data. The software used
in this course is R and the students are
encouraged to develop their R skills
outside class.
Grading pattern:
A statistical analysis of real-life type of
data and a case study will be completed by
the end of the course. First, the statistical
analysis shall be prepared by the students
in teams (a written report has to be
handed in to the teacher); second,
recommendations will be delivered as it
would be in a company.
There will also be an individual test in
class, and students will be graded for
participations, discussions and
presentations.

IDSS31201
Forecasting
Introduction:
Forecasting is probably one of the most
open questions since its very object is to
anticipate the future and there is no a
priori right or wrong answer. Most
forecasts might eventually turn out to be
correct, if one is able to wait long
enough
The aim of the course is for students to
understand the methods of forecasting
which are used in Business and
Economics. The emphasis is put on the
methodological aspects with multiple
examples taken from marketing,
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IDSS31263
Mthodes statistiques en finance
et actuariat
La statistique est dcoupe,
classiquement, en trois domaines :
- La production des donnes
- Lanalyse exploratoire
- La modlisation probabiliste
La production des donnes consiste
gnralement collecter des donnes en
utilisant des techniques de sondages
alatoires et non-alatoires, des plans
dexpriences ou des techniques de
constitution de panels. Ces donnes
peuvent aussi provenir dorganismes de
diffusion de donnes conomiques
(par exemple lInsee, lOCDE).
Le but de lanalyse exploratoire des
donnes, appele aussi statistique
exploratoire est de synthtiser, structurer
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linformation contenue dans les donnes.


Son rle consiste mettre en vidence des
proprits de lchantillon dont les
donnes sont issues et de suggrer des
hypothses sur la population do provient
lchantillon. Un cours sur les Big Data
propose une extension de cette analyse
exploratoire. Dans cette tape, il nest pas
fait rfrence un modle probabiliste.
Ce cours porte sur le troisime domaine :
la modlisation probabiliste utilisant
laxiomatique de Kolmogrov. Les mthodes
utilises dans ce cadre, constituent la
statistique mathmatique ou statistique
infrentielle.
Les donnes lies aux observations y sont
dcrites dans un cadre de modles
alatoires appels modles statistiques.
La statistique mathmatique a donc pour
but de confronter les modles la ralit.
Elle procde donc par cohrence externe.
Cette dmarche sapplique dans les
domaines aussi varis que la biostatistique
qui requiert des comptences statistiques
pour la gntique, lpidmiologie, la
biologie, la physique, les tudes
sociologiques et dans les domaines de la
gestion comme lconomie, la finance,
le marketing, la gestion des risques pour
des banques, des compagnies dassurance
ou des entreprises technologiques
Thmes abords :
Ce cours prsente les concepts de la
statistique infrentielle qui constitue
la branche de la statistique mathmatique
la plus en relation avec les probabilits.
Les donnes dobservations sont dcrites
dans le cadre dun modle statistique
caractris par une famille de lois de
probabilit gnralement paramtres.
La dmarche consiste alors estimer
le(s) paramtre(s) caractrisant la loi de
probabilit partir des rsultats observs,
construire des intervalles de confiance
sur ce(s) paramtre(s) et effectuer des
tests statistiques.

through statistical and econometric


analyses. IDSS31201 is more a course on
how to use the software SAS for
forecasting.
Topics:
Sessions are as follows, practical examples
and business cases from marketing
(sales & demand, innovation diffusions),
supply chain and operations (planning),
economics and finance are presented in
lectures. A forecasting competition takes
place throughout the course.
- Forecasting Principles: Characterizing
Time Series and the Forecasting Goal;
- Time Series decomposition: analyzing
historic patterns
- Smoothing for forecasting
- Forecasting as predictive regression
- Univariate Time Series Models
- Causal Time Series models
- Artificial Neural Networks
- Monitoring and combining Forecasts
- Data Mining and Robust Forecasts
Evaluation:
- 1/3 Continuous assessment
- 1/3 Quiz:
- 1/3 Project

IDS

Pdagogie :
Les concepts prsents sont illustrs
partir dexemples issus de la finance de
march, de lassurance, de la gestion des
risques climatiques, industriels en relation
avec les valeurs extrmes.
Ce cours est trs vivement conseill aux
tudiants qui sorientent vers la finance de
march (filire Finance : volatilit, analyse
de risque value at risk, la gestion des
risques, valeurs extrmes, drives
climatiques, options...), lassurance et
lactuariat. Ce cours est indispensable pour
les lves sorientant vers le Master
Probabilits & Applications la Finance
(Universit Paris VI-Pierre et Marie Curie).
Ce cours est obligatoire pour les tudiants
qui souhaitent sorienter vers la filire
Actuariat (Convention ESSEC-ISUP,
diplme Actuaire). Cest aussi un cours
lectif de loption Finance de March au
sein de la filire Finance.
Evaluation :
Lvaluation de ce cours est faite partir
de devoirs maison utilisant un logiciel
de statistiques (R, XLStat) et dun
examen (40% et 60% respectivement).

Risk (VaR), etc., illustrate the concepts


and tools.
The aim of econometrics is to provide
theoretical models with a link to actual
data. Hence, empirical implementation is a
necessity in such a course. We mainly use
E-Views and R, but alternative econometric
software packages are also presented
(OxMetrics, Matlab).
This course enables students to directly
develop an operational modeling ability in
market finance, macroeconomics,
insurance and actuarial science.
Topics:
- Dynamic linear models: ARMA, VAR and
cointegration (Equilibrium Correction
Models),
- Conditional volatility models: ARCH,
GARCH, EGARCH and stochastic
volatility,
- Risk measurement (Value-at-Risk and
extensions),
- Forecasting,
- Ongoing developments in long memory,
fractional integration, market
microstructure
Compulsory course:
- For students who aim forthe Actuarial
studies / Insurance track and the diploma
from the Institut des Actuaires (IA, as
part of the ESSEC-ISUP agreement).
Accepted course for the:
- Market Finance track, Applied Economics
track, Business Analytics Methods Track
Grading pattern:
Course evaluation consists in
- A continuous assessment: theoretical
and computer-based cases to hand in on
a regular basis. This is the key element of
the course where students are asked to
think beyond the course; question the
models and assumptions and put their
knowledge down to practical
implementation. These cases require a
significant amount of work and may give
the opportunity to a classroom
presentation (70 %).

IDSS31267
Financial Econometrics
Prerequisite(s) cf tables
This course is aimed at students interested
in dynamic modeling in finance
(esp. market finance), macroeconomics,
insurance and actuarial studies. It is also
profitable to those interested in
quantitative analyses in marketing and
operations management.
Objectives:
This course allows students to understand
and use the econometric models developed
over the last two decades (in particular by
the 2003, 2010 and 2013 Nobel Prize
recipients in Economics) to analyze
dynamic phenomena. Case studies on asset
price forecasting, interest rates, exchange
rate determination, portfolio allocation
(CAPM), Volatility measurements, Value at
158

Catalogue des cours/Course Catalog 2015-2016

IDSS31401
Predictive Analytics with SAS
Introduction:
This course covers the skills required for
analyzing data and assembling analysis
flow diagrams using the tool set of SAS
Enterprise Miner, for both:
predictive modeling (decision tree,
regression, and neural network models)
and pattern discovery (segmentation,
association, and sequence analyses).
A minimum level in statistics is necessary
for that course, although the course will
concentrate more on the tool and
software SAS Enterprise Miner than
the underlying statistical models, which
will be introduced at the beginning
of each session.
The course mixes management, statistics,
operations research and computer science
skills. It is a tool-oriented course based
on a predictive modeling SAS software
that will be used in computer rooms.
It is complementary to IDSS31201
Forecasting, IDSS31165 Big Data
Analytics and IDSS31161 Introduction to
Econometrics which are all quantitative
methodological courses that present the
statistical models.
The course is also a complement to
IDSI31377 Business Intelligence, which
also deals with data mining, but the focus
is here on predictive modeling, statistical
and regression models.
The course is compulsory for the Chair
Strategic Business Analytics and an
elective of the track Business Analytics
Methods.
Objectives:
Upon successful completion of the course,
students should possess an operational
knowledge of the SAS Enterprise Miner
software in order to achieve the following:
159

Catalogue des cours/Course Catalog 2015-2016

IDS

- Build and understand predictive models


such as decision trees, regression
models, neural networks (and other
algorithms like SVM, PLS Regression,
Knn...)
- Compare and explain complex models
- Design scoring tools, generate and use
score codes
- Define a SAS Enterprise Miner project
and explore data graphically
- Modify data for better analysis results
(transform variables, missing data)
- Apply association and sequence
discovery to transaction data (clustering
techniques)
- Use other modeling tools such as rule
induction, gradient boosting, and
support vector machines
Grading pattern:
The assessment will be based on
3 elements:
- A Case Study, to be done by Teams
of 2-3 students (50%)
- A Multiple-Choice Form: individual
(30%)
- A participation grade (20%)
NB: this course also prepares to the SAS
predictive modeling certificate.

- A final quiz: the aim is to check that


students have understood the main
concepts of the course (30 %).

IDS

Les professeurs du dpartement / Faculty Department Members


Les professeurs du dpartement / Faculty Department Members
Laurent ALFANDARI, professeur
Laurent
ALFANDARI,
professeur
Responsable
de la filire
Business Analytics Methods
Responsable
de
la
filire
Business
Analytics
Methods
Doctorat en Informatique,
(Recherche
Oprationnelle),
Universit
Doctorat
en Informatique,
(Recherche
Paris IX-Dauphine
D.E.A.
MthodesOprationnelle),
scientifiques de Universit
gestion, Universit
Paris
IX-Dauphine
D.E.A.
Mthodes
Paris
IX-Dauphine
Diplme
ESSECscientifiques de gestion, Universit
Paris
IX-Dauphine

Diplme
ESSEC
A lESSEC depuis 2000
A lESSEC depuis 2000

David AVISON, professeur minent


David
AVISON, professeur
Habilitation
diriger desminent
recherches, Universit de Nantes
Habilitation
diriger des
recherches,
deSystems
Nantes Development,
PhD A Contingency
Framework
for Universit
Information
PhD
A Contingency
for Information
Systems(CNAA),
Development,
Aston
University Framework
MSc in Applications
in computing
Polytechnic
Aston
University
MSc
in Applications
computingof(CNAA),
Polytechnic
of North
London
B.A.
in Economics,inUniversity
Leicester
of A
North
London
B.A.
lESSEC
depuis
2000in Economics, University of Leicester
A lESSEC depuis 2000

Dominique BRIOLAT, professeur honoraire


Dominique
BRIOLAT,
professeur honoraire
PhD en Systmes
dInformation,
Universit Laval, Qubec D.E.S.S.
PhD
en Systmes
dInformation,
Universit
Qubec D.E.S.S.
Systmes
dInformation,
Universit
Paris Laval,
I-Panthon-Sorbonne
Systmes
Universit
Paris I-Panthon-Sorbonne

DiplmedInformation,
Ecole Suprieure
de Commerce
de Reims Diplme Institut
Diplme
Ecole
Suprieure
de Commerce
Diplme
Institut
dEtudes
Politiques
de Paris
Licencede
enReims
Sciences
Economiques,
dEtudes
Politiques
de Paris Licence en Sciences
Economiques,
Universit
Paris I-Panthon-Sorbonne
Certificate
in Management
Universit
Paris
I-Panthon-Sorbonne
Education,
Northwestern
University Certificate in Management
Education,
A lESSECNorthwestern
depuis 1972 University
A lESSEC depuis 1972

Frank K.Y. CHAN, professeur assistant


Frank
CHAN, professeur
assistant
PhDK.Y.
in Information
Systems,
Hong Kong University of Science and
PhD
in Information
Systems,
Hong Kong
University
of Science
andKong
Technology
BBA.
in Information
Systems
and Finance,
Hong
Technology
BBA.
in Information
Systems and Finance, Hong Kong
Universityof
Science
and Technology
University
Science
and Technology
A lESSECofdepuis
2013
A lESSEC depuis 2013

160

Catalogue des cours/Course


Catalog 2015-2016
160
Catalogue des cours/Course Catalog 2015-2016

Isabelle COMYN-WATTIAU, professeur


Responsable
pdagogiqueprofesseur
du Mastre Spcialis Management
Isabelle
COMYN-WATTIAU,
des Systmes
d'Information
en Rseaux
Responsable
pdagogique
du Mastre
Spcialis Management
Professeur
CNAM
des
Systmesau
d'Information
en Rseaux
Doctorat au
dUniversit
en Systmes Informatiques, Universit Paris VI
Professeur
CNAM
DiplmedUniversit
dIngnieurendeSystmes
lInstitutInformatiques,
dInformatiqueUniversit
dEntreprise,
Doctorat
Paris(IIEVI
CNAM)dIngnieur
Habilitation
diriger des
recherches, Universit
de Versailles
Diplme
de lInstitut
dInformatique
dEntreprise,
(IIEA lESSEC
depuis 1988
CNAM)
Habilitation
diriger des recherches, Universit de Versailles
A lESSEC depuis 1988

Anne-Marie DUSSAIX, professeur honoraire


Docteur deDUSSAIX,
3 cycle en
Statistique
Mathmatique, Universit Paris VIAnne-Marie
professeur
honoraire
Pierre de
et Marie
Curie
D.E.A. Economtrie
Licence
en Mathmatiques
Docteur
3 cycle
en Statistique
Mathmatique,
Universit
Paris VIPuresetetMarie
Appliques
Licence
en Sciences
Economiques
Pierre
Curie D.E.A.
Economtrie
Licence
en Mathmatiques
A lESSEC
depuis 1971
Pures
et Appliques
Licence en Sciences Economiques
A lESSEC depuis 1971
me

me

Vincenzo ESPOSITO VINZI, professeur


Doyen des
professeurs
Vincenzo
ESPOSITO
VINZI, professeur
Responsable
de la spcialisation Operations Management and Decision
Doyen
des professeurs
Sciences du
PhD. Operations Management and Decision
Responsable
deprogramme
la spcialisation
Post-Doctoral
Fellowship,
University Federico II at Napoli, Italy
Sciences
du programme
PhD.
PhD in Computational
University
II atItaly
Napoli,
Post-Doctoral
Fellowship,Statistics,
University
Federico Federico
II at Napoli,
Italy
Master's
degree in Business
and
Economics,
University
II
PhD
in Computational
Statistics,
University
Federico
II at Federico
Napoli, Italy
at Napoli,
Italyin Business and Economics, University Federico II
Master's
degree
lESSECItaly
depuis 2007
at ANapoli,
A lESSEC depuis 2007
161
Catalogue des cours/Course
Catalog 2015-2016
161
Catalogue des cours/Course Catalog 2015-2016

IDS

Guillaume CHEVILLON, professeur associ


M.Phil & D.Phil
in Economics,
University
Guillaume
CHEVILLON,
professeur
associof Oxford Diplme dIngnieur
des Mines
de Paris
M.Phil
& D.Phil
in Economics, University of Oxford Diplme dIngnieur
A Mines
lESSECdedepuis
des
Paris 2006
A lESSEC depuis 2006

IDS

Jean-Pierre INDJEHAGOPIAN, professeur minent


Jean-Pierre
INDJEHAGOPIAN,
minent
Responsable
scientifique desprofesseur
conventions
double diplme avec Centrale
Responsable
scientifique des conventions double diplme avec Centrale
Paris et lENSAE
Paris
et lENSAE
Doctorat
en Statistiques, Universit Paris VI-Pierre et Marie Curie
Doctorat
Statistiques, Universit Paris VI-Pierre et Marie Curie
D.E.A. en
de Probabilits,
D.E.A.
de Probabilits,
Universit Paris VI-Pierre et Marie Curie
A lESSEC
depuis 1970
A lESSEC depuis 1970

Marie KRATZ, professeur


Marie
KRATZ, professeur
Responsable
de la filire Actuariat ESSEC-ISUP
Responsable
de CREAR
la filire
Actuariat
ESSEC-ISUPEcono-financire
Directrice de
Centre
de Recherche
Directrice
de CREAR
et Actuarielle
sur leCentre
Risquede Recherche Econo-financire
et HDR
Actuarielle
sur leenRisque
Doctorat
Mathmatiques Appliques UPMC Paris VI & Center
HDR
Doctorat
en Mathmatiques
forStoch.
Processes,
UNC ChapelAppliques
Hill, USA UPMC Paris VI & Center
forAStoch.
Processes,
UNC Chapel Hill, USA
lESSEC
depuis 2006
A lESSEC depuis 2006

Yan LI, professeur associ


YanCampus
LI, professeur
associ
de Singapour
Campus
de Singapour
Vice-Doyenne
des Professeurs de lESSEC Asie-Pacifique
Vice-Doyenne
des Professeurs
lESSEC University
Asie-Pacifique
PhD in Information
Systems,deNational
of Singapore
PhD
in Information
Systems,
National
University
of Singapore

MSc
in Information
Systems,
National
University
of Singapore
MSc
in Information
Systems,
National
University
of Singapore
B.A.
in Information
Sciences,
Nanjing
University
B.A.
in Information
Sciences, Nanjing University
A lESSEC
depuis 2007
A lESSEC depuis 2007

Ivana LJUBIC, professeur associ


Ivana
LJUBIC,
professeur
associ
Venia
docendi
for Operations
Research, University of Vienna Doctoral
Venia
docendi
for Operations
Research,
of Vienna
Doctoral
Studies
of Computer
Sciences,
FacultyUniversity
of Computer
Science,
Vienna
Studies
of Computer
Sciences, Faculty of Computer Science, Vienna
Institute
of Technology
Institute
of Technology
A lESSEC
depuis 2015

A lESSEC
depuis 2015


162

Catalogue des cours/Course


Catalog 2015-2016
162
Catalogue des cours/Course Catalog 2015-2016

Peter OCONNOR, professeur


Responsable
du dpartement
Peter
OCONNOR,
professeur Systmes dInformation, Sciences de
la Dcision etduStatistiques
Responsable
dpartement Systmes dInformation, Sciences de
QueenetMargaret
University College, Edinburgh, Scotland Master of
laPhD,
Dcision
Statistiques
Science
(Management
Information
Systems),
SchoolScotland
of Business
Studies,
PhD,
Queen
Margaret University
College,
Edinburgh,
Master
of
University
of Dublin, Trinity
College,
Ireland School
HigherofDiploma
Hotel &
Science
(Management
Information
Systems),
BusinessinStudies,
Catering Management,
Dublin
Institute
of Technology,
Irelandin- Bachelor
University
of Dublin, Trinity
College,
Ireland
Higher Diploma
Hotel &
in Management
Science,
University
of Dublin,
Trinity College,
Catering
Management,
Dublin
Institute
of Technology,
IrelandIreland
- Bachelor
A Management
lESSEC depuisScience,
1996 University of Dublin, Trinity College, Ireland
in
A lESSEC depuis 1996
Jan ONDRUS, professeur assistant
Co-Directeur
la recherche
de la chaire Mdia & Entertainment
Jan
ONDRUS, de
professeur
assistant
PhD in Business
Systems,
HEC
Lausanne,
University of
Co-Directeur
de laInformation
recherche de
la chaire
Mdia
& Entertainment
Lausanne,
Switzerland
MScSystems,
in Information
Systems,University
HEC Lausanne,
PhD
in Business
Information
HEC Lausanne,
of
UniversitySwitzerland
of Lausanne, Switzerland
Lausanne,
MSc in Information Systems, HEC Lausanne,
A lESSEC depuis
2007 Switzerland
University
of Lausanne,
A lESSEC depuis 2007

Nicolas PRAT, professeur associ


Habilitation
diriger desassoci
recherches en Informatique Universit ParisNicolas
PRAT, professeur
Dauphine (PSL
Research
Doctorat
en Systmes
Habilitation
diriger
des University)
recherches en
Informatique
Universit ParisdInformation,
Universit
Paris IX-Dauphine
D.E.A.
Informatique,
Dauphine
(PSL Research
University)
Doctorat
en Systmes
Universit ParisUniversit
IX-Dauphine
Mastre Spcialis
enInformatique,
Conception
dInformation,
Paris IX-Dauphine
D.E.A.
et GestionParis
des Systmes
dInformation
et de Dcision,
Groupe ESSEC
Universit
IX-Dauphine
Mastre Spcialis
en Conception
Diplme
et
GestionESSEC
des Systmes dInformation et de Dcision, Groupe ESSEC
A lESSECESSEC
depuis 1999
Diplme
A lESSEC depuis 1999

163
Catalogue des cours/Course
163 Catalog 2015-2016
Catalogue des cours/Course Catalog 2015-2016

IDS

Julien MALAURENT, Professeur assistant


PhD inMALAURENT,
Business Administration,
ESSEC Doctorat en Sciences de Gestion,
Julien
Professeur assistant
ESSEC-Universit
Cergy-Pontoise,
Master
in research-Information
PhD
in Business Administration,
ESSEC
Doctorat
en Sciences de Gestion,
Systems, ESSEC-University
de la Sorbonne-CNAM
Paris
ESSEC-Universit
Cergy-Pontoise,
Master in research-Information
Master inESSEC-University
International Management,
IAE NantesParis
Systems,
de la Sorbonne-CNAM
A lESSEC
depuis 2013 Management, IAE Nantes
Master
in International
A lESSEC depuis 2013

IDS

Jeroen V.K. ROMBOUTS, professeur


Jeroen
ROMBOUTS,
professeur
PhD in V.K.
Econometrics,
CORE,
Universit Catholique de Louvain (UCL),
PhD
in Econometrics,
CORE, Universit
Catholique
de Louvain
(UCL),
Belgium
Master in Statistics,
UCL, Belgium
Master
in Econometrics,
Belgium
Master
in Statistics,
UCL, Belgium
Master
in Econometrics,
UCL, Belgium
Master
in Economics,
Katholieke
Universiteit
Leuven
UCL,
Belgium
Master
A lESSEC
depuis
2013 in Economics, Katholieke Universiteit Leuven
A lESSEC depuis 2013

Les chargs de cours / Adjunct Lecturers


Les
chargs de cours / Adjunct Lecturers
Cette liste est donne sous rserve de changements.

Cette liste est donne sous rserve de changements.


Raymond BALDY Yann BLANCHARD Youssef-Ruthel BOURHIM Nicolas CHAINE Franck COMBE
Raymond
BALDY Yann
BLANCHARD
Youssef-Ruthel
Nicolas CHAINE
Franck
COMBE
Herv DECLIPEUR
Delphine
DUBART
Abdellah EL BOURHIM
OUHABI Jean-Luc
FARGIER
Dominique
Herv
Delphine
EL OUHABI
FARGIER
Dominique
FAUREDECLIPEUR
Naji FREIHA
PierreDUBART
GIRARD Abdellah
Christophe
HARRERJean-Luc
Vronique
HEIWY Thanh-T
HUA
FAURE
Naji FREIHARicardo
Pierre GIRARD
Christophe
HEIWY Thanh-T
HUA
AlainLHOMMEAU
PEREZ NUCKEL
Eric HARRER
PLANTIER Vronique
Yana PONOMAROVA
Genevive
ROLLET
Alain LHOMMEAU
Ricardo
PEREZ NUCKEL
Eric
PLANTIER
Yana PONOMAROVA
Genevive
Jean-LouisROQUE
Nicolas
SILBERMAN
Sonia
SIREYJOL
Samira SI-SAD CHERFI

ROLLET
Jean-Louis
ROQUE TRUONG.
Nicolas SILBERMAN Sonia SIREYJOL Samira SI-SAD CHERFI
Olivier STUL
Trong-Tuong
Olivier STUL Trong-Tuong TRUONG.





164

Catalogue des cours/Course


164 Catalog 2015-2016
Catalogue des cours/Course Catalog 2015-2016

MGT

Management / Management

MGT

Professeur responsable / Department Head : Gilles van WIJK


Professeur
Department
Head Nathalie
: Gilles van
WIJK Christiane DESHAIS,
Assistantesresponsable
/ Assistants /: Nathalie
ARACIL,
DELFORGE,
AssistantesSTENEK-FELDER
/ Assistants : Nathalie ARACIL, Nathalie DELFORGE, Christiane DESHAIS,
Alexandra
Alexandra STENEK-FELDER
Le Management a pour objectif de dvelopper Management endeavors to develop a
Le
a pour
objectif de dvelopper
Management
endeavors
to develop
a and
uneManagement
vision globale
de lentreprise.
Cest
comprehensive
perspective
on the firm
une
visionles
globale
de lentreprise.
Cest
comprehensive
perspective onoffer
the therefore
firm and
pourquoi
enseignements
du dpartement
its actors. The departmental
pourquoi
les domaines
enseignements
du dpartement
its
actors.
departmental
offer therefore
couvrent les
de la Stratgie,
covers
the The
domains
of Strategy,
couvrent
les domainesdudeComportement
la Stratgie,
covers
the domainsOrganizational
of Strategy, Behaviour,
de lEntrepreneuriat,
Entrepreneurship,
de
lEntrepreneuriat,
du Comportement
Entrepreneurship,
Behaviour,
Organisationnel,
des Ressources
Humaines,
Human Resources,Organizational
and the social and
Organisationnel,
des Ressources
Humaines,
Human
and the
social and and
ainsi que limbrication
du Management
politicalResources,
embeddedness
of Management
ainsi
limbrication
du Management
political
and
et de que
lEntreprise
dans son
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the Firm.embeddedness
Managers playof
anManagement
essential role:
et
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the
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Les son
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andseminars
they define
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lexemple,: ils
et font
ils dfinissent
lesils
priorits.
courses and
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by the The
lexemple,
etcours
ils dfinissent
les priorits.
Cest courses
and prepare
seminarsstudents
offered for
by the
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et les sminaires
prparent
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such
pourquoi
lesresponsabilits
cours et les sminaires
prparent department
prepare
such by
la prise de
dans lentreprise
responsibilities
in thestudents
world offor
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enlapermettant
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dans lentreprise
responsibilities
in the world ofofbusiness
by
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developing an understanding
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of theissues,
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la dynamique des
awareness
of the
and
sociales et interpersonnelles
dansrelations
lentreprise, creating
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inside
the individual
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sociales
et interpersonnelles
dans lentreprise,
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notamment
par le dveloppement
des
in particular
throughinside
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notamment
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development
of
capacits depar
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dthique, in
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courses in ethics,
capacits
de rflexion
par des cours
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skills by courses
in ethics,
de psychologie
et philosophie.
Les questions
psychologyreflexive
and philosophy.
Issues regarding
de
psychologie
et philosophie.
Les questions
psychology
and philosophy.
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concernant
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strategy, structure,
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concernant
la stratgie,
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organizational
les comportements,
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behaviour,
human resources,
and
les
comportements,
les ressources
humaines
behaviour,
humanmust
resources,
and
et linitiative
entrepreneuriale
doivent
tre
entrepreneurship
find mutual
et
linitiative
entrepreneuriale
doivent tre
entrepreneurship
mustIn
find
mutual the ESSEC
mises
en cohrence
dans la pratique
coherence in practice.
addition,
mises
en cohrence
la pratique
coherence
in practice. In addition,
du management.
Le dans
ple Entrepreneuriat
Ventures Entrepreneurship
programthe ESSEC
du
management.
Le ple Entrepreneuriat
Ventures
Entrepreneurship
program
ESSEC
Ventures dveloppe
en particulier
particularly
develops the specific
ESSEC
Ventures dveloppe
en particulier
particularly
theand
specific
la problmatique
de la cration
et du
perspectivesdevelops
of starting
managing a new
la
problmatique
de la cration et du
perspectives
of starting and managing a new
management
entrepreneurial.
venture.
management
entrepreneurial.
venture.
Les enseignements
du dpartement
Teachings of the department include:
Les
enseignements
du dpartement
Teachings
of the required
department
include:
comprennent
:
Two core courses,
for the
Master
comprennent
:
Two
core courses, required for the Master
Deux cours fondamentaux,
requis pour
program:
Deux
cours
program:
le Master
: fondamentaux, requis pour
- MGTP31101 Organizational Behaviour
le
Master : Comportement organisationnel
- MGTP31101
Organizational
Behaviour
- MGTP31100
MGTS31103 Strategy
and Management
- MGTP31100
organisationnel
-Specialization
MGTS31103 Strategy
Management
coursesand
with
six major
MGTS31102 Comportement
Stratgie et management
Specialization
-Des
MGTS31102
Stratgie et management
cours dapprofondissement
avec six
orientations: courses with six major
Des
cours dapprofondissement
avec six
orientations:
orientations
majeures :
- Entrepreneurship
orientations
majeures :
- Human
Entrepreneurship
- Entrepreneuriat
Resource Management
- Entrepreneuriat
- Human
Resource
Management des Ressources Humaines
Management
andManagement
Organizational Processes
- Management des
Ressources
Humaines
- Management
and
Organizational
Processes
et processus
organisationnels
Psychology and
Personal
Development
- Psychologie
Managementetetdveloppement
processus organisationnels
- Services
Psychology
PersonalStrategy
Development
personnel
andand
Innovation
- Psychologie
dveloppement
personnel
- Strategy
Services and Innovation Strategy
Stratgie desetservices
et de linnovation
- Stratgie des services et de linnovation
- Strategy
- Stratgie
166

166 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTE31282
Crer, manager & cder une PME
MGTE31360/31361
Entrepreneuriat
Entrepreneurship

MGTS31263
Competitive Strategy

MGTS31265
Corporate Strategy

MGTA31239
Internationalizatin Services

Innovat Global & Resp.

Innovat, global et resp.

MGTA31142/31143

MGTA31141
Innovation Process Management

Management & marketing des services


Services Management & Mkg

MGTA31138/MGTA31139

Management des services


Services Management

MGTS31404
Pratique conseil en stratgie

MGTS31275
Global Strategy & Luxury Bus.

MGTS31271
Managing Intl Business in Asia

MGTS31268
Les fondements de la stratgie

MGTM31235
Creative Industries Management

MGTM31234
Management culturel

Management
du secteur de la culture
Management
of the Cultural Sector

MGTE31369
Cleantech Entrepreneurship

MGTE31364/31365
Capital investissement
Introduction to Private Equity

MGTE31362/31363
Concevoir un projet dent.
New venture design & planning

MGTE31281
Internet-based Investing

MGTS31261
Intl Strategy & Management

MGTS31266/31267
Stratgie industrielle
Industry & Strategy Practice

Entrepreneuriat
Entrepreneurship

Stratgie
Strategy

MGTS31403
New Bus. Devpt-Agri-food Sect.

MGTS31401
Agri-food Sustainable Dvt

Management of the
Agri-food Sector

Management du secteur
agro-alimentaire

MGTM31226/31227
Management des organisations
Management of Organizations
MGTM31237
Adv. Qualit. Research Methods
MGTM31241
Mging.Social Rel & Networks
MGTM31407
Lead. & Diversity Chair Sem
MGTM31420/31421
Sminaire de recherche MGT
Research Seminar in MGT

Management & processus organisationnels


Management and Organizational Processes

MGTP31204/31205
Ethique et dcision
Business Ethics

MGTM31214/31215
Philosophie et commerce
Philosophy and Trade
MGTM31307
Globalization and Governance

Management & humanits


Management & Humanities

MGTP31200/31201
Thorie de la personnalit
Personality Theory
MGTP31203
Intercultural Management
MGTP31206/31207
Profils personnels et carrire
Personality Style and Careers
MGTP31208
Travail, individu et socit
MGTP31210/31211
Mise en scne du comportement
Behaving in Public: a Training
MGTP31481
Team Building Seminar

MGTM31212
Gestion ressources humaines
MGTM31233
Managing Workforce Diversity
MGTM31302
Mobilit intle et expatriation

Ressources humaines
Human Resources

MGT

Stratgie pr l'lectromobilit

MGTS31408

Chaire Armand Peugeot


Armand Peugeot Chair

Psychologie et dveloppement
personnel
Psychology and Personal Development

MGTP31100/31101
Thorie & comportement organi.
Organizat Theory & Behaviour

Cours fondamentaux / Core Courses


MGTS31102/31103
Stratgie et management
Strategy and Management

MGTA31142
MGTA31238

H. Mathe, X. Pavie
H. Mathe, X. Pavie

Internationalizat in Services

MGTA31239

S. Sgourev

MGTM31235 Creative Industries Management

New Bus. Dvpt-Agri-food Sect.

MGTS31403

Crer, manager & cder une PME

Entrepreneuriat

Entrepreneurship

Concevoir un projet dentreprise

New venture design & planning

Capital investissement

Introduction to Private Equity

Cleantech Entrepreneurship

MGTE31282

MGTE31360

MGTE31361

MGTE31362

MGTE31363

MGTE31364

MGTE31365

MGTE31369

In italic, courses taught in English.

Internet-based Investing

MGTE31281

ENTREPRENEURIAT / ENTREPRENEURSHIP

Agri-food Sustainable Dvt

MGTS31401

MGTE31364
J. Lepoutre

MGTE31365

H. Bouchikhi

MGTE31362

MGTE31363

H. Bouchikhi

(recommended: MGTE31360 or MGTE31361)

H. Bouchikhi

MGTE31360
(recommended: MGTE31360 or MGTE31361)

F. Cavarretta
H. Bouchikhi

MGTE31361

H. Bouchikhi

H. Bouchikhi

H. Bouchikhi

O. Fourcadet

O. Fourcadet

MANAGEMENT DU SECTEUR AGRO-ALIMENTAIRE / MANAGEMENT OF THE AGRI-FOOD SECTOR

L. Bibard

MGTM31234 Management culturel

MANAGEMENT DU SECTEUR DE LA CULTURE / MANAGEMENT OF THE CULTURAL SECTOR

MGTA31143

H. Mathe, X. Pavie

Innovat, Global & Resp.

MGTM31405

H. Mathe, X. Pavie

Innovation Process Management

MGTA31141

MGTA31143

MGTA31138, MKGA31139

H. Mathe, X. Pavie

Services Management & Mkg

MGTA31139

MGTA31142 Innovat, global et resp.

MGTA31139

H. Mathe, X. Pavie

Equivalent(s)
Equivalent(s)

MGTA31138 Management & marketing des services

Prrequis obligatoire(s)
Mandatory prerequisite(s)

Responsable(s) du cours
Course coordinator(s)

MANAGEMENT DES SERVICES /


SERVICES MANAGEMENT

MGT

MGTM31226

G. van Wijk

Adv. Qualit. Research Methods

Mging.Social Rel & Networks

MGTM31237

MGTM31241

MGTM31420

L. Bibard

Lead. & Diversity Chair Sem

MGTM31214

L. Bibard

Philosophy and Trade

Globalization and Governance

Ethique et dcision

Business Ethics

MGTM31215

MGTM31307

MGTP31204

MGTP31205

MGTP31204

L. Bibard

In italic, courses taught in English.


Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

MGTP31205

L. Bibard

M-L. Djelic

MGTM31215

L. Bibard

MGTM31214 Philosophie et commerce

MANAGEMENT & HUMANITS / MANAGEMENT & HUMANITIES

MGTM31407

SEMINAIRE DE CHAIRE / CHAIR SEMINAR


S. Grschl, J. Takagi

MGTM31421

L. Bibard

MGTM31421

Research Seminar in MGT

MGTM31420 Sminaire de recherche MGT

V. Yakubovich

A. Metiu

MGTM31227

G. van Wijk

Management of Organizations

MGT

Equivalent(s)
Equivalent(s)

MGTM31227

Prrequis obligatoire(s)
Mandatory prerequisite(s)

MGTM31226 Management des organisations

Responsable(s) du cours
Course coordinator(s)

MANAGEMENT & PROCESSUS


ORGANISATIONNELS / MANAGEMENT &
ORGANIZATIONAL PROCESSES

Organizat Theory & Behaviour

MGTP31101

Personality Theory

Intercultural Management

Profils personnels et carrire

Personality Styles and Careers

Travail, individu et socit

Mise en scne du comportement

Behaving in Public: a Training

Team Building Seminar

MGTP31201

MGTP31203

MGTP31206

MGTP31207

MGTP31208

MGTP31210

MGTP31211

MGTP31481

MGTP31200

MGTP31206

A. Bernard

S. Grschl
J-L. Cerdin

Managing Workforce Diversity

MGTM31233

MGTM31302 Mobilit intle et expatriation

In italic, courses taught in English.


Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

J-M. Peretti, J-L. Cerdin

MGTM31213

MGTP31210

L. Bibard
J. Takagi

MGTP31211

L. Bibard

J. Takagi,
A. Ancelin-Bourguignon

MGTP31207

A. Bernard, M. Thvenet

J. Takagi

MGTP31201

J. Takagi

MGTP31100

J. Takagi

MGTP31101

Equivalent(s)
Equivalent(s)

J. Takagi

Prrequis obligatoire(s)
Mandatory prerequisite(s)

J. Takagi

MGTM31212 Gestion ressources humaines

RESSOURCES HUMAINES / HUMAN RESOURCES

Thorie de la personnalit

MGTP31200

Cours de gestion / Management courses

Thorie & comportement organi.

MGTP31100

Cours fondamental / Core course

PSYCHOLOGIE ET DVELOPPEMENT PERSONNEL Responsable(s) du cours


Course coordinator(s)
PSYCHOLOGY AND PERSONAL DEVELOPMENT

MGT

Strategy and Management

MGTS31103

Competitive Strategy

Corporate Strategy

Stratgie industrielle

Industry & Strategy Practice

Les fondements de la stratgie

Managing Intl Business in Asia

Global Strategy & Luxury Bus.

Pratique conseil en stratgie

MGTS31263

MGTS31265

MGTS31266

MGTS31267

MGTS31268

MGTS31271

MGTS31275

MGTS31404

J. Barthlmy

A. Som

A. Chatterjee

MGTS31408

Stratgie pr l'lectromobilit

C. Donada

In italic, courses taught in English.


Chaque cours du dpartement a un total de 25 heures de cours et rapporte 1 UV, sauf exception indique dans le descriptif.
Each course of the department has a total of 25 contact hours and awards 1 UV, unless otherwise stated in the course outline.

MGTS31102 or MGTS31103

MGTS31266

O. Fourcadet

MGTS31267

A. Som

MGTS31102 or MGTS31103

H. Hoang

MGTS31260

C. Donada

MGTS31102 or MGTS31103

O. Fourcadet

A. Som

MGTS31102

H. Hoang

MGT

Equivalent(s)
Equivalent(s)

MGTS31103

Prrequis obligatoire(s)
Mandatory prerequisite(s)

H. Hoang

Responsable(s) du cours
Course coordinator(s)

CHAIRE ARMAND PEUGEOT / ARMAND PEUGEOT CHAIR

Intl Strategy & Management

MGTS31261

Cours de gestion / Management courses

Stratgie et management

MGTS31102

Cours fondamental / Core course

STRATEGIE / STRATEGY

MGT

MGTA31139
MGTA31139
Services Management and Marketing
Services Management and Marketing

MGTA31141
MGTA31141
Innovation Process Management
Innovation Process Management

Objectives:
Objectives:
Service industries are rapidly emerging as
Service
rapidly
emerging
the mostindustries
dominantare
force
in most
world as
the
most dominant
force in
most world
economies.
In developed
economies
up to
economies.
In developed
economies
upGNP
to
70% of the labour
force and
70-80% of
70%
of the labour
force
and 70-80%
of GNP
are accounted
for by
services
in Europe
and
are
accounted
North
America.for by services in Europe and
North
America.
Tourism,
hotels and restaurants,
Tourism,
hotels
andservices,
restaurants,
education,
medical
as well as
education,
medical
services, as well
as
transport and
telecommunication
services,
transport
consultingand
andtelecommunication
other professional services,
services
consulting
and other
are all categorised
as professional
services. Theservices
course
are
all categorised
as services.
Theproblems
course
addresses
the distinct
needs and
addresses
the distinct
needs and
problems
of such service
organizations
in terms
of
of
such service
organizations
in terms
of
marketing,
production
and human
resource
marketing,
production and human resource
management.
management.
Services possess several unique
Services
possessthat
several
unique
characteristics
require
a distinctive
characteristics
that require
approach to strategy
bothaindistinctive
its
approach
to strategy
both inThis
its course
development
and execution.
development
course
expands uponand
andexecution.
adapts theThis
marketing
expands
upon andconcepts
adapts the
marketing
and management
covered
in
and
management
concepts
coveredcourses.
in
previous
related-topic
foundation
previous
Topics: related-topic foundation courses.
Topics:
The stimulation of innovation in service
The
stimulationthe
of innovation
in service
organizations,
selection and
organizations,
and
implementationthe
of selection
appropriate
implementation
ofthe
appropriate
technologies, and
rationalization
technologies,
and the
rationalization
of value providing
processes.
of
value providing
Teaching
method:processes.
Teaching
method:
The teaching
method includes case
The
teaching
includes
case work.
studies,
classmethod
discussions
and group
studies,
class
discussions
andsupport
group work.
This course
benefits
from the
This
course
benefits
from the support
of ISIS,
Institute
for Strategic
Innovation
of
ISIS, Institute
StrategicCSC,
Innovation
& Services,
and itsfor
partners:
EDF and
&
LaServices,
Poste. and its partners: CSC, EDF and
La
Poste.pattern:
Grading
Grading
pattern: and class participation
Case assignments
Case
assignments and class participation
(50%)
(50%)
Individual student presentation n1
Individual
student presentation n1
(25%)
(25%)
Individual student presentation n2
Individual
student presentation n2
(25%)
(25%)

(Given on the ESSEC Campus in Singapore)


(Given
on the ESSEC
in Singapore)
The management
of Campus
innovation
is one of
The
management
of innovation
one of
the most
challenging
aspects ofismodern
the
most challenging
aspects of modern
business.
Although technological
business.
technological
innovationAlthough
is uncertain
and risky, it can be
innovation
is uncertain
risky, itthat
can be
managed. Therefore
it isand
essential
managed.
Therefore
it
is
essential
that
managers understand the strategies, tools
managers
understand
the strategies,
tools
and techniques
for managing
innovation.
and
techniques
for managing
innovation.
Drawing
from leading
innovators
Drawing
fromthis
leading
innovators
experiences,
course
explores how
experiences,
this
course explores
how
firms go about
organizing
for innovation.
firms
go about
organizing
for innovation.
The course
focuses
on understanding
and
The
coursecreativity
focuses on
understanding
managing
and
innovation inand
managing
creativity
and innovation
in
organizations
by examining
the
organizations
by examining
the
relationships among
organizational
relationships
among
organizational
structure, group
dynamics,
and individual
structure,
dynamics, and individual
psychologygroup
in problem-solving
psychology
in problem-solving
organizations.
organizations.
Objectives:
Objectives:
- To provide participants with proven,
- To
provide participants
proven,
best-practice
tools and with
concepts
for
best-practice
tools
andproducts
conceptsand
for
creating winning
new
creating
services, winning new products and
services,
- Guide
participants in the construction of
- Guide
participants
in the construction
winning
business designs
(in strategy,of
winning
business
designs
(in strategy,
marketing, production, supply
chain)
marketing,
supply chain)
around newproduction,
product ideas,
around new
product for
ideas,
- Prepare
participants
the leadership,
- Prepare
participants
for the
leadership,
organizational
structure,
team
working
organizational
structure,
team working
and communication
challenges
of
and
communication
challenges of
modern
innovation management.
modern innovation management.
Topics:
Topics:
Innovation versus inventiveness
Innovation
versus inventiveness
Innovation process:
Stage Gate method
Innovation
process: Stage Gate method
used in big companies
used
in big companies
Innovation
culture and team structures
Innovation
team structures
Innovation culture
process:and
Lead-user
method
Innovation
process: Learning
Lead-userfrom
method
Innovation process:
the
Innovation
customers process: Learning from the
customers
Innovation process: Experience
Innovation
process:
Experience
innovation used
in services
industries
innovation
in services
industries
Innovation used
strategy:
Coordination
with
Innovation
suppliers strategy: Coordination with
suppliers
Innovation strategy: Creation networks
Innovation strategy: Creation networks
172

172 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTA31142
MGTA31142
Innovation, globalisation
Innovation, globalisation
et responsabilit
et responsabilit

Ce cours explore lmergence des modles


Ce
cours exploredelmergence
desainsi
modles
gographiques
linnovation,
gographiques
de linnovation,
ainsi
que la valeur socitale
de la recherche
que
la valeur socitale
delelacadre
recherche
et dveloppement,
dans
dune
et
dveloppement,
dans
le
cadre
dune
rflexion plus large sur la comptitivit
rflexion
plusLelarge
surdulaXXI
comptitivit
des
nations.
dbut
sicle
des
Le dbut
duou
XXI
siclede
a vunations.
de nombreux
pays,
rgions,
a vu de nombreux
pays, ou
de
Singapour
la Finlande,
durgions,
Chili lIsral,
Singapour
la Finlande,
du Chili
lIsral,
placer linnovation
en priorit
deleur
placer
priorit de leur
agendalinnovation
politique eten
conomique.
agendades
politique
Aprs
annes et
deconomique.
leadership amricain
Aprs
des annes
leadership amricain
incontest
dans lede
dploiement
de
incontest
dans
le
dploiement
de en
linnovation, la Chine et lInde sont
linnovation,
la Chine
lInde
sont en
train
daugmenter,
de et
faon
significative,
train
de faon
significative,
leurs daugmenter,
dpenses en R&D,
leur financement
leurs
dpenses
en
R&D,
leur
financement
dinitiatives technologiques grande
dinitiatives
technologiques
grande de
chelle, et lapplication
des politiques
chelle,
et
lapplication
des
politiques
de
rattraper ou de supplanter les Etats-Unis
rattraper
oudans
de supplanter
ou
lEurope
des sriesles
de Etats-Unis
secteurs
ou
lEurope
dans des sries
de secteurs
de haute
technologie.
De nouvelles
de
haute
technologie.
De
nouvelles
approches pour le dveloppement
approches
pour
le dveloppement
de
nouveaux
produits,
la valorisation
de
produits,
la valorisation
du nouveaux
talent, et le
financement
dinitiatives
du
talent,
et
le
financement
sont en train de remodeler ledinitiatives
paysage
sont en train
de remodeler
le paysageet
mondial
des ressources
dinnovation
mondial
des ressources
dinnovation et
lattractivit
des rgions.
lattractivit
descompagnies
rgions.
En
rponse, les
En
rponse, les compagnies
multinationales
visent renforcer leurs
multinationales
visent enrenforcer
capacits dinnovation
adoptantleurs
capacits
en adoptant
la
posturedinnovation
dintgrateurs
de systmes
la
dintgrateurs
dede
systmes
et posture
en pratiquant
larbitrage
et
en
pratiquant
larbitrage
de
linnovation afin de tirer avantages
linnovation
de les
tirer
avantages
des
diffrencesafin
dans
environnements
des
diffrences dans
rglementaires,
ainsiles
queenvironnements
le cot des
rglementaires,
ainsi que des
le cot
des
travailleurs
intellectuels,
services
travailleurs
intellectuels,
des Dans
services
spcialiss et
autres entres.
spcialiss
autres entres.
Dans
ce contexteetmondialis
ax sur
le service
ce contexte mondialis ax sur le service
me
me

173

173 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

et le savoir, les questions concernant


et
le savoir, de
leslaquestions
concernant
la rflexion
responsabilit
des
la
rflexion pour
de la stimuler
responsabilit
des
entreprises
et orienter
entreprises
pour
stimuler etdeviennent
orienter
les processus
dinnovation
les processus dinnovation
fondamentales.
Autrement deviennent
dit, comment
fondamentales.
dit, tout
comment
allier innovation,Autrement
performance
en
allier
innovation,
performance
tout
en
maintenant sous tension la responsabilit
maintenant
sous tension
responsabilit
envers
les citoyens.
Nous la
allons
en
envers
Nous
allons
en avec
discuterles
etcitoyens.
les illustrer
dans
ce cours
discuter
et
les
illustrer
dans
ce
cours
des exemples rels dentreprises. avec
des exemples
Objectifs
: rels dentreprises.
Objectifs
- Apporter: aux tudiants une
- Apporter
aux tudiants
une nationaux
comprhension
des modles
comprhension
nationaux
dinnovation, etdes
desmodles
politiques
de
dinnovation,
et
des
politiques
recherche spcifiques mises en de
uvre
recherche
spcifiques
mises
en uvre
dans
des pays
comme les
Etats-Unis,
dans
deset
pays
comme les Etats-Unis,
la Chine
lInde.
la
Chine
et
lInde.
- Explorer les questions concernant
- Explorer
les questions
concernant
la responsabilit
des entreprises
la
entreprises de
enresponsabilit
relation avec ledes
dveloppement
en
relationtechnologies,
avec le dveloppement
de
nouvelles
de nouvelles
nouvelles
technologies,
de nouvelles
solutions de
techniques avances
solutions
de techniques
avances
et lmergence
de nouveaux
business
et lmergence de nouveaux business
models.
models. les participants un
- Prparer
- Prparer
les participants
un
dploiement
russi et responsable
dploiement
russi etdans
responsable
d'activits
cratives
un paysage
d'activits
cratives dansouvertes
un paysage
globalis d'innovations
globalis
d'innovations
ouvertes
et collaboratives.
et collaboratives
Thmes
abords : .
Thmes
abords
Linnovation
est:llment le plus
Linnovation
est llment
le plus
important
de lconomie
moderne
important
de des
lconomie
moderne
Construction
capacits
dinnovation
Construction
des capacits
dinnovation
et la performance
des organisations
et la
performance
desmodles
organisations
La
mise
en forme des
La
mise en forme
modles
dinnovation
et lades
comptitivit
dinnovation
et
la
comptitivit
des nations
desstimulation
nations de la recherche,
La
La
stimulation
de la recherche,
la proprit
intellectuelle
et les systmes
la proprit
de
diffusion intellectuelle et les systmes
de
diffusion de la R&D et lmergence
La productivit
La
productivit
de ladinnovation
R&D et lmergence
de lenvironnement
de lenvironnement dinnovation
collaboratif
collaboratif
Le rle du sexe, de lge, du bien-tre
Le
rleprogrs
du sexe,
de lge,
dulinnovation
bien-tre
et du
humain
dans
et du progrs humain dans linnovation

Innovation strategy: Coordination across


Innovation
Coordination across
borders andstrategy:
open innovation
borders
open innovation
Gradingand
pattern:
Grading
pattern: to the class discussion,
Solid contribution
Solid contribution
to the
class
discussion,
achievement
of a case
study
and
of the
achievement
of a case
case innovation
study and ofproject.
the
analysis of a real
analysis of a real case innovation project.

MGT

Vers une approche responsable pour


Vers
une approchede
responsable
pour
le dveloppement
linnovation
et
le
de linnovation et
la dveloppement
technologie
la
technologie
Pdagogie
:
Pdagogie
:
Ce cours bnficie
dune pdagogie active
Ce
cours bnficie
dune
active
impliquant
le partage
de pdagogie
rflexions de
impliquant
le partage
de rflexions
de
scientifiques,
de discussions
de
scientifiques,
discussions
lgislateurs, etdedes
dilemmesde
des cadres.
lgislateurs,
et des
dilemmes
cadres.
Lanalyse de cas
rels
plus un des
travail
en
Lanalyse
de
cas
rels
plus
un
travail
en
groupe complte lexprience des lves.
groupe
complte
lexprience des lves.
Evaluation
:
Evaluation
:
Travail de groupe
(50%)
Travail
groupe (50%)
Rapportdeindividuel
(50%)
Rapport individuel (50%)

MGTA31143
MGTA31143
Innovation, Globalization
Innovation,
Globalization
and Responsibility
and Responsibility

the context of a globalized service and


the
contextdriven
of a globalized
and
knowledge
economy,service
questions
knowledge
driven
economy,ofquestions
regarding the
contribution
responsible
regarding
contribution
of responsible
thinking tothe
stimulate
and guide
the
thinking
to process
stimulate
guide the
innovation
areand
becoming
of
innovation
process
are becoming
fundamental
importance.
In otherofwords,
fundamental
importance.
In othercan
words,
how innovation
and performance
be
how
innovation
andneed
performance
can be
reconciled
with the
to maintain
reconciled
withforthe
need toWe
maintain
responsibility
citizens.
will discuss
responsibility
for
citizens.
We
will discuss
and illustrate the course with real
world
and
illustrate the course with real world
examples.
examples.
Objectives:
Objectives:
- To provide students with an
- To
provide students
with aninnovation
understanding
of national
understanding
national
innovation
models, and of of
specific
research
policies
models,
and ofinspecific
research
implemented
countries
such aspolicies
the
implemented
countries
such as the
United States,inChina
and India.
United States,
China and the
India.
- Explore
issues regarding
- Explore
issues of
regarding
responsibility
the firm the
in relation to
responsibility
of the
firmtechnologies,
in relation to
the development
of new
the
development
of
new
technologies,
advanced technical solutions, and the
advanced
solutions,
and the
emergencetechnical
of breakthrough
business
emergence
models. of breakthrough business
models. participants for successful - and
- Prepare
- Prepare
participants
for successful
- and
responsible
- deployment
of creative
responsible
- deployment
creative of
activities in the
globalizedoflandscape
activities
the globalized
landscape of
open and in
collaborative
innovation
open
and collaborative innovation
environment.
environment.
Topics:
Topics:
Innovation as the most important
Innovation
the most
important
ingredient ofasmodern
economy
ingredient
of moderncapabilities
economy and the
Building innovation
Building
innovation
capabilities and the
performance
of organizations
performance
ofinnovation
organizations
The shaping of
models and the
The
shaping of innovation
competitiveness
of nationsmodels and the
competitiveness
of nations
Stimulation of research,
intellectual
Stimulation
of
research,
intellectual
property and systems of diffusion
property
andofsystems
of the
diffusion
Productivity
R&D and
emergence of
Productivity
R&D and the
emergence of
collaborativeofinnovation
environments
collaborative
innovation
Role of gender,
age, well environments
being and
Role
of progress
gender, age,
well being and
human
in innovation
human
in innovation
Toward progress
a responsible
approach to
Toward
a responsible
approach
to
innovation
and technology
development
innovation
Pedagogy: and technology development
Pedagogy:
This course benefits from an active
This
course
benefitsinvolving
from an active
teaching
approach
the sharing
teaching
approach
involving
sharing
of scientists
experiences,
lawthe
makers
of scientists experiences, law makers

The course explores the emergence of


The
coursemodels
explores
the emergence
of as
localized
of innovation,
as well
localized
models
the societal
valueofofinnovation,
research & as well as
the
societal value
of research
&
development,
as part
of a broader
development,
as part
of a broader of
reflection on the
competitiveness
reflection
onbeginning
the competitiveness
of first
nations. The
of the twenty
nations.
The beginning
of theor
twenty
first
century sees
many countries,
regions,
century
sees many
countries,
or regions,
from Singapore
to Finland,
from
Chile to
from
to Finland,atfrom
Israel,Singapore
placing innovation
the Chile
top ofto
Israel,
placingand
innovation
at agenda.
the top of
their political
economic
After
their
and economic
agenda.
After
years political
of uncontested
American
leadership
years
uncontested
American leadership
in theof
deployment
of innovation,
China
in
the
deployment
of innovation,
China
and
India
are significantly
increasing
R&D
and
India are significantly
increasing R&D
expenditures,
funding large-scale
expenditures,
funding large-scale
technology initiatives,
and enforcing
technology
initiatives,
policies to catch
up withand
or enforcing
supplant the
policies
to
catch
up
with
US and Europe in a seriesorofsupplant
high techthe
US
and Europe
in a series oftohigh
sectors.
Novel approaches
newtech
product
sectors.
Novel talent
approaches
to new product
development,
optimization,
and
development,
talentare
optimization,
and
initiative financing
reshaping the
initiative
financing
reshaping
the
global landscape
of are
innovation
resources
global
landscape
of innovation
resources
and region
attractiveness.
In response,
and
region attractiveness.
In response,
multinational
companies aiming
at
multinational
aiming at
strengtheningcompanies
their innovation
strengthening
their
innovation
capabilities adopt
a systems
integrator
capabilities
a systems
integrator
posture and adopt
practice
innovation
posture
andinpractice
arbitrage
order toinnovation
take advantage of
arbitrage
to takeenvironments
advantage ofas
differencesininorder
regulatory
differences
in regulatory
environments
well as the cost
of knowledge
workers, as
well
as the cost
of knowledge
specialized
services,
and otherworkers,
inputs. In
specialized services, and other inputs. In 174
174 Catalog 2015-2016
Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTE31281
MGTE31281
Internet-based (entrepreneurial)
Internet-based
(entrepreneurial)
Investing
Investing

MGTA31239
MGTA31239
Internationalization in Services
Internationalization in Services

This course is part of the Entrepreneurship


This
coursesee
is chapter
part of the
Entrepreneurship
program,
Specialized
Tracks.
program,
Topics: see chapter Specialized Tracks.
Topics:
This course teaches how to make the best
This
course
teaches howand
to make
the best
use of
the information
the tools
use
of theon
information
and
tools
available
the internet
tothe
make
sound
available
ondecisions,
the internet
to at
make
investment
both
the sound
investment
decisions,
both at the
individual and
at the corporate
levels.
individual
the corporate
levels. all
It addressesand
keyat
questions
that challenge
It
addresses keyconcerned
questionswith
thatthe
challenge
entrepreneurs
most all
entrepreneurs
concerned
with
the
mostwhere
efficient use of their limited resources:
efficient
use
of their
limited resources:
where
to find the
best
opportunities
(information);
to
find
bestthe
opportunities
(information);
how
to the
assess
economic value
of target
how
to assess
the economic
value
of target
companies
(intelligence);
how
to optimize
companies
(intelligence);
optimize
the allocation
of available how
cashto
(decision);
the
of drivers
available
(decision);
whatallocation
are the key
of cash
success
for an
what
are the keyinvestor
drivers of
success for an
entrepreneurial
(control).
entrepreneurial
Objectives: investor (control).
Objectives:
The subject aims at preparing students to
The
subject
at preparing
students to
compete
in aaims
global
investment
compete
in a global
investment
environment,
both as
individuals and as
environment,
entrepreneurs.both as individuals and as
entrepreneurs.
Grading pattern:
Grading
pattern:
Evaluation
is based on class participation,
Evaluation
on class participation,
the quality is
ofbased
the opportunities
identified
the
quality offact
thesheets),
opportunities
identified
(investment
and the
(investment
fact
sheets),
and
the
effectiveness of the decisions made in the
effectiveness
of the decisions made in the
Investment Laboratory.
Investment Laboratory.

Objectives:
Objectives:
The mechanisms of international
The
mechanisms
international
development
andofthe
multinational
development
thecompanies
multinational
operations of and
service
differ
operations
of service
companies
differ
markedly from
those of
an industrial
markedly
thosethat
of anthe
industrial
company.from
To ensure
right decisions
company.
thatthat
the cultural
right decisions
are made, To
it isensure
essential
factors
are
made,fully
it is essential
that as
cultural
are taken
into account,
well asfactors
the
are
taken political
fully intorisks
account,
as well as the
potential
of business
potential
political
risksofofthis
business
implantation.
The aim
course is to
implantation.
The
aim
of
this
is to
identify and explain the maincourse
strategic
and
identify
and issues
explainthat
theenable
main strategic
and
operational
the effective
operational
that enableservice
the effective
managementissues
of a large-scale
management
of a guarantee
large-scalesmooth
service
organization and
organization
guarantee
smooth
development and
on the
international
scene. To
development
on the
international
scene.
To
enrich the course
teaching,
the most
senior
enrich
the courseofteaching,
representatives
the sectorthe
willmost
comesenior
to
representatives
of the sector
will come to
explain their international
strategies.
explain
Topics: their international strategies.
Topics:
Developing an international strategic
Developing
an matching
international
strategic
service vision,
capacity
and
service
matching
capacity and
demandvision,
to a global
environment,
demand
to a global
environment,
measurement
of productivity
and quality for
measurement
of productivity
and quality
international services,
reengineering
of for
international
services,
reengineering
delivery processes,
management
of of
delivery
processes,
management
of
technological
investment
and human
technological
investment
and
human
resources in the worldwide expansion
resources
worldwide
expansion
process. Itinisthe
important
to note
that the
process.
It is
important
note
that
course will
also
questiontothe
role
of the
course
will also
question theservice
role ofstrategy.
innovation
in international
innovation
in international service strategy.
Teaching method:
Teaching
method:
The teaching
method primarily includes
The
teaching
primarilyand
includes
cases
studies,method
class discussion
group
cases
class
discussion
work. studies,
This course
benefits
fromand
thegroup
support
work.
This
benefits
fromInnovation
the support&
of ISIS,
thecourse
Institute
for Service
of
ISIS, the
for Service
Strategy,
theInstitute
innovation
centerInnovation
in ESSEC, &
Strategy,
the innovation
ESSEC,
and its partners:
CSC, EDFcenter
and LainPoste.
and its partners: CSC, EDF and La Poste.
175

175 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

Grading pattern:
Grading
pattern: (40%)
Case assignments
Case
Final assignments
examination (40%)
(40%)
Final
Class examination
participation(40%)
(20%)
Class participation (20%)

discussions, and executives dilemmas.


discussions,
and executives
dilemmas.
Real case analysis
and collaborative
work
Real
case analysis
and collaborative
complete
the students
experience. work
complete
the students
experience.
Grading pattern
:
Grading
pattern
Group work
(50%):
Group workassignment
(50%)
Individual
(50%)
Individual assignment (50%)

MGT

Thmes abords :
Thmes
abordsdes
: principaux concepts
- Enseignement
- Enseignement
principaux
concepts
et mthodes des
matriser
;
et mthodes dentrepreneurs
matriser ;
- Tmoignages
;
dentrepreneurs
;
-- Tmoignages
Apports dexperts
sur des sujets
- Apports
dexperts sur des sujets
techniques.
techniques.(non exhaustif) :
Programme
(non
: ;
-Programme
Identification
desexhaustif)
opportunits
-- Identification
des opportunits
;
Valorisation dune
socit ;
-- Valorisation
dune
socit
;
Construction de loffre ;
Constructiondes
de plans
loffrede
;
-- Elaboration
- Elaboration
des ;plans de
dveloppement
dveloppement
; fiscal et juridique ;
- Montage
financier,
-- Gestion
Montagede
financier,
fiscaletetdes
juridique ;
la trsorerie
- Gestion
de
la
trsorerie
et
des
recouvrements ;
recouvrements
; processus majeurs.
- Organisation
des
-Evaluation
Organisation
: des processus majeurs.
Evaluation
:
Examen final.
Examen final.

MGTE31282
MGTE31282
Crer, manager et cder une PME
Crer,
etdans
cder
Ce coursmanager
est propos
le une
cadrePME
de

Ce
cours est
propos dans cf.
le cadre
de
la filire
Entrepreneuriat,
chapitre
la
filire Entrepreneuriat, cf. chapitre
Filires.
Filires.
Objectifs :
Objectifs
: initiatique destin ceux
Un parcours
Un
parcours
initiatique
destin et
ceux
qui ont la fibre
entrepreneuriale
qui souhaitent
ont la fibre dcouvrir
entrepreneuriale
qui
luniversettrs
qui
souhaitent
dcouvrir lunivers
spcifique
du management
des trs
spcifique
du
management
des
entreprises patrimoniales indpendantes.
entreprises
patrimoniales
Ce
cours pratique
est conuindpendantes.
afin de
Ce
cours pratique
est conu
afin de
prparer
humainement
et techniquement
prparer
humainement
et
techniquement
les tudiants :
les
tudiants
:
- Soit
la profession
de conseil indpendant
- Soit

la
profession
en management ; de conseil indpendant
en management
; de N2, puis de
- Soit
une fonction
- Soit
unede
fonction
dirigeant
PME ; de N2, puis de
dirigeant
de PME
; fusion-acquisition ;
- Soit
au mtier
de la
mtiergrer
de laau
fusion-acquisition
;
-- Soit
Soit,au
mieux
sein de grands
- Soit,
mieux
grer au techniques
sein de grands
groupes,
les relations
groupes,
les relations
techniques
et professionnelles
avec
des clients ou
et professionnelles
avec des
clients
ou
fournisseurs
reprsentant
des
petites
fournisseurs
des petites
ou moyennesreprsentant
entreprises indpendantes.
ou moyennes
Evaluation
: entreprises indpendantes.
Evaluation
:
Moyenne pondre
de :
Moyenne
pondre
de : au
- Prsence et participation
- Prsence
et participation
cours (exposs,
revue de au
presse)
cours
(exposs,
de presse)
- Un
devoir
portantrevue
sur quelques
questions
- Un
devoir portant sur quelques questions
de cours
de cours
- Une
tude de cas.
- Une tude de cas.

MGTE31361
MGTE31361
Entrepreneurship
Entrepreneurship
This course is part of the Entrepreneurship

MGTE31360
MGTE31360
Entrepreneuriat
Entrepreneuriat
Ce cours est propos dans le cadre de

Ce
cours est
propos dans cf.
le cadre
de
la filire
Entrepreneuriat,
chapitre
la
filire
Entrepreneuriat,
cf.
chapitre
Filires.
Filires.
Prrequis : Aucun, si ce nest une volont
Prrequis
: Aucun, si ce nest
une volont
franche dentreprendre
!
franche dentreprendre
!
Objectifs
:
Objectifs
: les tudiants au monde
Sensibiliser
Sensibiliser
les tudiants
au monde
de lentrepreneuriat
(explorer).
de lentrepreneuriat
(explorer).
Comprhension
des outils
de base
Comprhension
des outils
de base
pour crer, reprendre
et dvelopper
pour
crer,
reprendre
et
dvelopper
une entreprise.
une entreprise.
176

This
coursesee
is chapter
part of the
Entrepreneurship
program,
Specialized
Tracks.
program,
see chapter Specialized Tracks.
Objectives:
Objectives:
The course aims to introduce participants
Theentrepreneurship
course aims to introduce
participants
to
as a wealth
creation
to
as a wealth
creation
andentrepreneurship
value adding process,
and give
them
and
value
adding
process,
and
give
them
the necessary conceptual and practical
the
necessary
and practical
background
onconceptual
what is involved
in
background
on enterprise.
what is involved
in
creating a new
It is oriented
creatingproviding
a new enterprise.
is oriented
toward
students It
with
the
toward
with the
various providing
cultures ofstudents
entrepreneurial
various
cultures
of
entrepreneurial
activities (covering fully, but not
activities (covering
fully, but not funded
restricted
to, the venture-capital
restricted
startup). to, the venture-capital funded
startup).
Requirements:
Requirements:
It is recommended for students that have
It
is recommended
for students
thatof
have
already
completed the
core courses
an
already
completed
the core
courses of an
MSc,
including
strategy,
Organizational
MSc,
including
strategy,and
Organizational
Behaviour,
accounting
corporate
Behaviour,
accounting
and
corporate
finance.
finance.
Topics:
Topics:
Through the various cases and guests,
Through
thealso
various
cases specific
and guests,
the course
addresses
themes
the course
also addresses specific themes
related
to entrepreneurship:
related
to of
entrepreneurship:
- Funding
nascent firms
Funding aoftechnology-based
nascent firms
-- Starting
company
- Starting a technology-based company

176 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTE31363
MGTE31363
New venture design and planning
New
venture design
and planning
Prerequisite(s)
- cf. tables

Prerequisite(s)
Objectives: - cf. tables
Objectives:
The
purpose of this course is to enable
The
purpose
of this
courseand
is toprofessional
enable
students
to use
academic
students
to
use
academic
and
professional
knowledge and skills to produce a Business
knowledge and skills to produce a Business
Plan.
Plan.
Students planning to launch a new
Students will
planning
toto
launch
a new
business
be able
design
their
business
will be able to design their
venture methodically.
venture
Studentsmethodically.
who do not intend to launch a
Students in
who
not intend
launch a
business
thedoshort
run willtoacquire
business
in theand
short
run will acquire
highly sought
appreciated
business
highly
sought
planning
skills.and appreciated business
planning skills.
Outcomes:
Outcomes:
Business plans produced by teams of
Business
planspractical
produced
by teams
of
3-4 students,
venture
design,
3-4
venture
and students,
hands on practical
integration
of thedesign,
and
hands on
integration
of the
knowledge
acquired
in specialized
knowledge acquired in specialized
courses.
courses.

MGTE31362
MGTE31362
Concevoir une entreprise et laborer
Concevoir
une
entreprise et laborer
un business
plan
un business
plan
Prrequis
- cf. tableaux

Prrequis
- cf.
tableaux
Ce cours est
propos
dans le cadre de
Ce
cours
est
propos
dans cf.
le cadre
de
la filire Entrepreneuriat,
chapitre
la filire Entrepreneuriat, cf. chapitre
Filires.
Filires.
Objectif :
Objectif
: aider les tudiants mettre
Ce cours vise
Ce cours
viseles
aider
les tudiants
en
pratique
connaissances
et mettre
en
pratique lesacquises
connaissances
comptences
dans lesetdisciplines
comptences
acquises
dansunles
disciplines
de
gestion pour
concevoir
projet
de
gestion pour
concevoir
projet plan.
dentreprise
et laborer
unun
business
dentreprise
laborer
un business
plan.
Les tudiantsetayant
un projet
de cration
Les tudiantstrouveront
ayant un projet
decours
cration
dentreprise
dans le
un
dentreprise
trouveront
dans le cours
un
contexte favorable
la ralisation
dune
contexte
favorable

la
ralisation
dune
premire version de leur business plan.
premire
version
leurpas
business
plan.
Les
tudiants
qui de
nont
un projet
Les
tudiants
qui nont pas
unlimmdiat
projet
de cration
dentreprise
dans
de
cration
dentreprise
dans limmdiat
pourront
aiguiser
une comptence
pourront aiguiser une comptence

177

177 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

recherche et apprcie dans les grandes


recherche
apprciedans
les grandes
entreprises.etLaptitude
produire
et
entreprises.
Laptitude
produire
mettre en uvre
un projet
de et
dveloppement
mettre en uvre
projet deune
estun
dsormais
dveloppement
comptence
clefest
quedsormais
les futursune
cadres
comptence
clef que
les futurs cadres
dirigeants doivent
matriser.
dirigeants
Rsultat : doivent matriser.
Rsultat
: plans raliss par quipes
Des
business
Des
business
plansacquisition
raliss pardune
quipes
de 3-4
tudiants,
de
3-4
tudiants,
acquisition
dune
mthodologie de business planning et
mthodologie
de business
planning et
meilleure
intgration
des connaissances
meilleure
intgration
connaissances
acquises dans
les coursdes
spcialiss.
acquises dans
Population
: les cours spcialiss.
Population
: travaillant sur un projet
Les tudiants
Les
tudiants
travaillant ou
surintresss
un projet
de cration dentreprise
de cration
dentreprise
ou intresss
par
lacquisition
dune comptence
en
par
lacquisition
dune comptence en
business
planning.
business
planning.
Evaluation
:
Evaluation
:
- Note du business
plan prsent la fin
- Note
du
business
plan prsent la fin
du trimestre (50%)
du
trimestre
(50%)
- Participation et prsence au cours (30%)
-- Participation
et prsence
au cours (30%)
Contribution aux
travaux d'quipes
(20%)
- Contribution aux travaux d'quipes (20%)

- Social and responsible entrepreneurship


-- Social
and
responsible
entrepreneurship
Starting
new
business within
an
- Starting
newfirm
business
within an
established
(entrepreneurship).
established
firm (entrepreneurship).
Teaching
methods:
Teaching
methods:
This
course
is based on a resource
This
course
is based
on a resource
oriented
learning
approach
and does not
oriented
learning
approach
andStudents
does not
use a specific course textbook.
use responsible
a specific course
textbook. Students
are
for individually
reading
are
responsible
reading
sources
relevantfor
to individually
the course topic,
and
sources
relevant
to
the
course
topic,
and
to conduct case analyses in group. The
to conduct
case analyses
in group.
The to
course
will strongly
encourage
students
course
strongly
students to
preparewill
prior
to classencourage
and to actively
prepare prior
to class andand
to actively
participate
(individually
in groups)
participate
(individuallyand
andclass
in groups)
through presentations
through
presentations
and
class
discussions. Class feedback is welcomed
discussions.
Class feedback is welcomed
and
encouraged.
and
encouraged.
Grading
pattern:
Grading
pattern:
This course
includes a range of student
This course
includes from
a range
of student
group
assignments,
case
group
assignments,
from plan
case preparation
presentation
to business
presentation
businessIndividual
plan preparation
to real startuptoanalysis.
to
real startup
analysis.
Individual
evaluation
is based
mainly
on
evaluation
is based mainly on
participation.
participation.
This course outline applies to sections
This
course
outline applies
to sections
taught
by professor
Cavarretta:
MGTE31361
taught
by
professor
Cavarretta:
MGTE31361
in English and MGTE31360 in French.
in English and MGTE31360 in French.

MGT

Population:
Population:
Students planning to start a company or
planning
to start
a company
or
Studentsto
wanting
hone their
business
planning
wanting
skills. to hone their business planning
skills.
Grading pattern:
Grading
pattern:
- Jury awarded
team score (50%)
-- Jury
awarded
scorescore
(50%)
Peer awarded team
individual
(20%)
-- Professor
Peer awarded
individual
scorescore
(20%)
awarded
individual
(30%)
- Professor awarded individual score (30%)

MGTE31365
MGTE31365
Introduction to Private Equity
Introduction
toofPrivate
Equity
This course is part
the Entrepreneurship

This
coursesee
is part
of the
Entrepreneurship
program,
chapter
Specialized
Tracks.
program,
Topics: see chapter Specialized Tracks.
Topics:
- Introduction to the private equity
- Introduction
to theand
private
equity
industry concepts
stakeholders.
industry of
concepts
and stakeholders.
- Analysis
the various
ranges of capital
- Analysis
of the
various
ranges
of capital
investment
- from
venture
capital
to
investment
- from
venture capital
totools
LBO; in-depth
presentation
of legal
LBO;
of legal tools
used in-depth
in capitalpresentation
investment transactions
used
capital investment
transactions
(shareinpurchase
agreement,
(share
purchase
agreement,
shareholders
agreements,
management
shareholders
agreements,
management
package) along
with finance
and
package)
along
with
finance
and LBO
strategy aspects (debt structuring,
strategy
aspects (debt structuring, LBO
modelling).
modelling).by top professionals in the
- Presentation
- Presentation
by top professionals
in the
field (entrepreneurs,
investors, bankers,
field
(entrepreneurs, investors, bankers,
lawyers).
lawyers).
Grading
pattern:
Grading
pattern:
- Case studies
and final presentation (40%)
-- Case
studies and
final presentation
(40%)
Participation,
readings,
mini-essays
- Participation,
readings,
mini-essays
(60%)
(60%)

MGTE31364
MGTE31364
Capital investissement
Capital
investissement
Ce
cours est
propos dans le cadre de

Ce
cours est
propos dans cf.
le cadre
de
la filire
Entrepreneuriat,
chapitre
la
filire
Entrepreneuriat,
cf.
chapitre
Filires.
Filires.
Thmes abords :
Thmes
abordsthorique
:
- Enseignement
sur les acteurs,
- Enseignement
thorique
sur les
acteurs,
les concepts, les
mthodes
connatre,
les
concepts,
les mthodes connatre,
les erreurs
viter.
les erreursdensemble
viter. sur les diffrents
- Eclairage
- Eclairage
densemble
sur les diffrents
types de capital
investissement
(du
types
capital
capitalderisque
auinvestissement
LBO en passant(du
par le
capital
risque au LBO en passant
par le
capital dveloppement);
prsentation
capital
dveloppement);
prsentation
approfondie
des outils juridiques
(SPA,
approfondie
des outils
juridiques
(SPA,
garantie, pactes,
mcanismes
incitation
garantie,
pactes,
des managers)
et mcanismes
financiers incitation
des
managers)de
et la
financiers
(structuration
dette, modlisation
(structuration
de la dette, modlisation
LBO).
LBO).
- Tmoignages
de professionnels du
- Tmoignages
de professionnels
du
capital investissement
(entrepreneurs,
capital
investissement
(entrepreneurs,
investisseurs, banquiers, avocats).
investisseurs,par
banquiers,
avocats).
- Prsentation
les tudiants
dun
- Prsentation
par les
tudiants
dun
travail de terrain
destin
approfondir
travail
deaspect
terraindu
destin
approfondir
tel ou tel
march
du capital
tel
ou tel aspect du march du capital
investissement.
investissement.
Evaluation
:
Evaluation
:
- Note collective
: question / rponse au
- Note
collective : question / rponse au
cas (20%)
cas (20%)
- Note
individuelle au quiz final (20%)
-- Note
final
(20%)
Note individuelle
individuelle au
au quiz
projet
de recherche
- Note
individuelle
individuel
(40%) au projet de recherche
individuel (40%)
- Participation
(20%)
- Participation (20%)

MGTE31369
MGTE31369
Cleantech Entrepreneurship
Cleantech
Entrepreneurship
Course Overview
and Objectives:

178

Course
Overview
and Objectives:
Cleantech
has become
a booming and
Cleantecharea
hasofbecome
a boomingeffort,
and
exciting
entrepreneurial
exciting
area
of entrepreneurial
effort,
attracting
scientists,
policy makers
and
attracting
scientists,
makers
and
entrepreneurs
aroundpolicy
the notion
that
entrepreneurs
thecan
notion
that
environmental around
problems
be solved
environmental
problems
can be solved
through technological
advancement
and
through
advancement
growing technological
a sustainable business
at theand
growing
a sustainable
business
the
same time.
In this course
we willatintroduce
same
time.
In
this
course
we
will
introduce
the specific challenges of launching new
the
specific
challenges
of launching
new
ventures
(whether
emerging
from a small
ventures
emerging
a small
or a large(whether
organization)
in thefrom
cleantech
or
a large
in the cleantech
space,
andorganization)
explore how different
space,
and explore
different
companies
are ablehow
to cope
with these
companies
challenges.are able to cope with these
challenges.
This course has three objectives:
This
has threeunderstand
objectives:
1) Tocourse
help students
1)theoretical
To help students
understand
explanations for the origins
theoretical
explanations
for grounded
the originsin
of environmental
problems,
of
environmental
problems,
grounded in
environmental
economics
and
environmental
economics and
organizational sociology.
organizational sociology.

178 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTM31212
MGTM31212
Gestion des ressources humaines
Gestion des ressources humaines

Thmes abords :
Thmes
Ce cours abords
prsente:d'une part le cadre
Ce
cours prsente
d'une
part lela
cadre
thorique
dans lequel
s'inscrit
GRH
thorique
s'inscrit
GRH
et d'autre dans
part, lequel
l'ensemble
des la
techniques
et
part,
l'ensemble
techniques
au d'autre
service de
la fonction.
Lades
gestion
au
de lahumaines
fonction. implique
La gestionune
desservice
ressources
des
implique une
priseressources
en chargehumaines
des responsabilits
prise
en charge des
responsabilits
oprationnelles
de gestion
des hommes
oprationnelles de gestion des hommes

179

179 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

par tout cadre ds lors qu'il (ou elle)


par
tout
cadre
ds lors
qu'il
(oudevient
elle)
anime
une
quipe.
"Tous
DRH"
anime
quipe.
"Tous DRH"
le mot une
d'ordre
du partage
de la devient
fonction.
le
mot d'ordre
du partage de la fonction.
Objectifs
:
Objectifs
: gestion des ressources
Ce cours de
Ce
cours deest
gestion
desdans
ressources
humaines
prsent
un double
humaines
objectif : est prsent dans un double
objectif
: fonction ressources humaines,
- Situer la
- Situer
la fonction
ressourcesses
humaines,
stratgique
et contingente,
stratgique
et
contingente,
ses
principales missions et ses moyens
principales
aujourd'hui.missions et ses moyens
aujourd'hui.les participants aux outils
- Sensibiliser
- Sensibiliser
les participants
outils
de gestion dcentralise
desaux
ressources
de
gestionpour
dcentralise
des ressources
humaines
grer, motiver
et
humaines
grer, motiver
dvelopperpour
les potentiels
dontetils seront
dvelopper
lesindividuellement
potentiels dont ils seront
responsables,
responsables,
individuellement
et collectivement
dans une approche
et
collectivement
dans une approche
Tous DRH.
Tous DRH.
Pdagogie
:
Pdagogie
:
Ce cours utilisera
une combinaison de
Ce
cours
utilisera
une combinaison
confrences, lectures,
discussions, de
tudes
confrences,
lectures,
discussions,
tudes
de cas et exercices.
Certaines
sances
de
casorganises
et exercices.
Certaines sances
sont
en partenariat
avec des
sont
organises
en donner
partenariat
entreprises
afin de
une avec des
entreprises
donneraux
unetudiants.
perspective afin
trs de
pratique
perspective
trsdes
pratique
aux tudiants.
En particuliers
DRH viennent
En
particuliers
des DRH
viennent
tmoigner
sur leurs
activits.
tmoigner
Evaluationsur
: leurs activits.
Evaluation
: sur la base de
- Individuelle
- Individuelle
sur en
la base
la participation
coursdeet
la
participation en
cours
ventuellement
d'un
minietquiz en fin
ventuellement
d'unsur
mini
en fin
de cours qui portera
lesquiz
concepts
de
qui portera
sur en
lesclasse
concepts
vuscours
en cours
(prsents
vus
en cours (prsents
en classe
ou dvelopps
dans les ouvrages
ou
dvelopps
dans
lesceouvrages
et articles
exigs
pour
cours).
et articles
exigs
pourdece: cours).
- En
groupe sur
la base
- En. Un
groupe
sursur
la une
basepratique
de :
projet
RH
.. Un
projet sur uned'tudes
pratiquedeRHcas
La prsentation
.prpares
La prsentation
d'tudes de cas
en cours.
prpares en cours.

2) To introduce a number of subdomains


2)inTothe
introduce
a number
of subdomains
cleantech
space (wind,
solar,
in
the cleantech
space (wind,and
solar,
monitoring
and smart-grids)
their
monitoring
and smart-grids)
and their
respective problems,
and
problems,
andcurrent state of
3)respective
To have insights
on the
3)the
To art
have
on the
state
in insights
addressing
the current
challenges
inof
the
art in addressing
the within
challenges
environmental
problems
the in
environmental
problems within the
cleantech industry.
cleantech industry.
Topics:
Topics:
Environmental economics, market failures,
Environmental
economics,
failures,
social movements,
businessmarket
models,
social
movements,
business
models, project
environmental
consumer
behaviour,
environmental
behaviour,
project
finance, ventureconsumer
capital, risk,
systemic
finance,
change. venture capital, risk, systemic
change.
Teaching methods:
Teaching
methods:
This course
will use a combination of
This
course
willdiscussions,
use a combination
lectures,
case
practicalof
lectures,
case
discussions,
practical
exercises and guest speakers.
While the
exercises
and as
guest
the
lectures have
theirspeakers.
objectiveWhile
to help
lectures
as their
objective
to help
studentshave
to have
a solid
theoretical
students
to have
solid
theoretical
understanding
ofathe
origins
of
understanding
of the origins
environmental problems
and of
how
environmental
problems
how
entrepreneurs can
engageand
with
those, both
entrepreneurs
engage
with speaker
those, both
case examples,can
as well
as guest
case
examples,will
as make
well asthese
guesttheoretical
speaker
interventions
interventions
will makeasthese
theoretical
objectives as concrete
possible.
Each
objectives
as concrete
possible.
session should
help theasstudent
to Each
get a
session
should help the
to get a
better understanding
ofstudent
why some
better
understanding
of whycan
some
entrepreneurial
companies
deal with
entrepreneurial
can deal
with
the challenges ofcompanies
environmental
problems
the
environmental
problems
in a challenges
better way of
than
others.
in
a better
way than others.
Grading
pattern:
Grading
pattern:
Team project
(60%)
Team
project
(60%)
Individual
Participation
(10%)
Individual
Participation
(10%)
Group Participation
(10%)
Group
Participation
(10%)
Individual
Assignment
(20%)
Individual Assignment (20%)

MGT

MGTM31214
MGTM31214
Philosophie et commerce
Philosophie et commerce

Objectifs :
Objectifs
Le cours a:pour objectif dexaminer
Le
cours asest
pourdroule
objectif dexaminer
comment
lhistoire de la
comment
sest
droule
lhistoire
de la
philosophie
partir
dune
opposition
philosophie
partir duneet
opposition
initiale entrephilosophie
commerce
initiale
commerce
(poqueentre
de laphilosophie
philosophieet
grecque).
(poque
de
la
philosophie
grecque).
Thmes abords :
Thmes
abords
: un premier temps sur
On sinterroge
dans
On
dans opposition
un premierentre
tempslesur
les sinterroge
raisons de cette
les
raisons et
delacette
opposition
le
commerce
philosophie.
Onentre
examine
commerce
et la philosophie.
ensuite comment
la naissanceOndeexamine
ensuite
comment
la naissance
de
la philosophie
politique
moderne
la
philosophie
politique moderne
a contribu
rapprocher
la philosophie
ades
contribu
rapprocher
la philosophie
questions
conomiques
qui
des
questions
qui de
gouvernent
desconomiques
domaines entiers
gouvernent
des domaines entiers de
la pense contemporaine.
la
pense
Enfin,
lacontemporaine.
lumire de certains textes de
Enfin,
lapolitique
lumire de
textes de
la pense
quicertains
sest dveloppe
la
pense
politique
qui sest
dveloppe
depuis
le XVIII
sicle,
on considre
depuis
le XVIII
sicle, on
considre
le commerce
en relation
avec
lvolution
le
commerce
en relation
avec lvolution
politique
du monde
contemporain.
politique
dumajeure
monde contemporain.
La question
devient alors celle
La
devientest
alors
celle
de question
la libert.majeure
Cette question
aborde
de
la libert.
Cettedu
question
estDieu
aborde
partir
de ltude
mythe du
grec
dupartir
de ltude
du mythe du Dieu grec
commerce
: Herms.
du
commerce
Evaluation
: : Herms.
Evaluation
Lvaluation: du cours se fait partir :
Lvaluation
du cours se
partir sur
: les
- De travaux rguliers
desfait
tudiants
- De
travaux
rguliers
textes
comments
; des tudiants sur les
textesmmoire
comments
; au cours du
- Dun
rdig
- Dun
mmoire
rdig
au cours
du la
trimestre
sur une
question
relative
trimestre
sur une
problmatique
duquestion
cours. relative la
problmatique du cours.
me
me

MGTM31215
MGTM31215
Philosophy and Trade
Philosophy and Trade
Objectives:

the freedom of the subjects. Modern times


the
of the subjects.
Modern
times
can freedom
also be characterized,
among
other
can
also be
features,
bycharacterized,
a change in theamong
views other
of
features,
by a philosophers
change in thetowards
views oftrade.
theorists and
theorists
and philosophers
towards
These non-economic
arguments
protrade.
or
These
arguments
or
againstnon-economic
trade are important
to bepro
known
against
trade are
to be known
by economists
andimportant
related specialists:
by
economists
and
related
specialists:the
even
today, they
help
us understand
even
today,ofthey
help
us understand
the
intricacies
world
politics,
phenomena
intricacies
of
world
politics,
phenomena
like religious fundamentalism, antilike
religiousorfundamentalism,
anti- to
Westernism
the cultural resistance
Westernism
or Without
the cultural
resistance to
globalization.
a like
globalization.
a likehope to shape
understanding,Without
one cannot
understanding,
cannot
hopefrom
to shape
a correct view ofone
current
events,
the
aongoing
correct economic
view of current
events, from
the
globalization,
to the
ongoing
globalization,
to the
the
ascent ofeconomic
international
terrorism or
ascent
of international terrorism or the
war in Iraq.
war
in
Iraq.
Trade is a specific economic activity and,
Trade
is aitsspecific
economic
and,
as such,
technicalities
areactivity
to be learned
as
such, its technicalities
to be be
learned
separately.
However, tradeare
cannot
separately.
trade cannot
bewider
understood However,
without reference
to the
understood
withoutaction
reference
the wider
frame of economic
and,to
most
frame
of economic
action
and, most The
important,
of political
intentionality.
important,
intentionality.
course aimsofatpolitical
describing,
in a loose The
course
aims
at describing,
in afitted
loosewithin
historical
manner,
how trade
historical
manner,conceptions
how trade fitted
the philosophical
aboutwithin
the
philosophical
conceptions
economy
and politics
over time.about
economy
and politics over time.
Methodology:
Methodology:
The course is at once theoretical and
The
courseItisdeals
at once
and
practical.
withtheoretical
various theoretical
practical.
It dealsthe
with
variousoftheoretical
notions through
analysis
literature
notions
through
the and
analysis
literature
and current
cultural
socialofissues.
and
current
cultural and social issues.
Grading
pattern:
Grading
Studentspattern:
participation and commitment
Students
participation
commitment
are determinant
for the and
course
process.
are
determinant
course process.
Assignments
willfor
be the
as follows:
Assignments
will be as follows:
- Individual participation
and
- Individual
participation
and
commitment
(20%),
(20%), study in team,
- 1commitment
case or theoretical
- 1written
case orand
theoretical
study
in team,
presented
in class
(30%),
and presented
in classand
(30%),
- 1written
final thesis
in team, written
- 1presented
final thesis
in team,
written and
in class
(50%).
presented in class (50%).

Objectives:
Most often then not, classical political
Most
often then
not,
political
philosophers
were
notclassical
sympathetic
to
philosophers
were not
sympathetic
to
trade. The reasons
usually
concerned
trade.
The reasons
usually concerned
"economic
externalities",
such as
"economic
such as of moral
(as we shallexternalities",
see) the preservation
(as
we shalland
see)civic
the virtues
preservation
(religious)
of the of moral
(religious)
and
civic
ofathe
citizens. But
this
alsovirtues
reflects
biased
citizens.
But
this
also reflects
a biased
attitude of
the
philosopher
towards
the
attitude
the philosopher
the
political of
power
in the state,towards
respectively
political power in the state, respectively 180
180 Catalog 2015-2016
Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTM31227
MGTM31227
Management of Organizations
Management of Organizations

Thmes abords:
Thmes
abords:
Les problmes
dordre pratique et
Les
problmes
et
stratgique quedordre
pose lepratique
management
stratgique
le management
ncessitent que
une pose
analyse
fine des aspects
ncessitent
une analyseetfine
des aspects
humains, conomiques
structurels
humains,
conomiques
etde
structurels
pour pouvoir
tre rsolus
faon
pour
pouvoir tre
rsolus
de faon un
satisfaisante.
On ne
peut amliorer
satisfaisante.
amliorer
processus queOn
lonnenepeut
comprend
pas.un
processus
que lon
ne comprend
Cest pourquoi
le cours
aborde lespas.
Cest
pourquoi
le cours aborde
les
questions
de structure,
de comportement,
questions
de
structure,
de
comportement,
et certaines mthodes comme la qualit,
et
certaines
mthodes
comme la Les
qualit,
puis
les problmes
de direction.
puis
les problmes
direction. Les
volutions
rcentesde
enrichissent
lanalyse
volutions
rcentes
lanalyse
dans la mesure
o laenrichissent
cration de valeur
se
dans
mesure
o ladans
cration
de valeur se
fait delaplus
en plus
des organisations
fait
de plusetenrelativement
plus dans des
organisations
par projet
moins
dans des
par
projet et
relativement
moins dans des
structures
industrielles
traditionnelles.
structures
industrielles
Ceci ramne
lattention traditionnelles.
sur le rapport
Ceci
ramne
lattention
complexe entre
structuresur
etle rapport
complexe
entre structure
et
comportement.
Enfin, la diffrenciation
comportement.
Enfin,
diffrenciation
entre lorganisation
delaservice
et
entre
lorganisation
de service
et une
lorganisation
industrielle
permet
lorganisation
permet une
mise en uvreindustrielle
des outils danalyse
pour la
mise
en uvre
outils danalyse
pour la
conception
desdes
structures
pour rpondre
conception
structures
rpondre
la fois auxdes
exigences
dunpour
management
intensif
la fois des
aux personnes
exigences dun
management
et dune
prestation
intensif
desirrprochable.
personnes et dune prestation
de qualit
de
qualit irrprochable.
Pdagogie
:
Pdagogie
Laccent est: mis sur lacquisition des
Laccent
mis sur lacquisition
des
mthodesest
danalyse
pour lapplication
mthodes
pour lapplication
pratique etdanalyse
la sensibilisation
aux
pratique
et la sensibilisation
aux
caractristiques
culturelles nationales
caractristiques
culturelles
nationales
dans cette dmarche.
On utilise
la
dans
cettedes
dmarche.
On utilise
mthode
cas, les jeux
de rlelaet la
mthode
cas, les
de rlemthodes
et la
discussiondes
critique
dejeux
certaines
discussion
critique de certaines mthodes
de consultants.
de
consultants.
Evaluation
:
Evaluation
: est essentielle.
La participation
La
est essentielle.
Leparticipation
questionnement
des thories et
Le questionnement
des thories etdans
lidentification
de problmatiques
lidentification
de problmatiques
les cas sont fortement
valoriss. dans
les
cas sont
fortement
valoriss.
Lexamen
final
se fait sur
la base dun cas.
Lexamen final se fait sur la base dun cas.

Objectives:
Objectives:
The aim of this course is to prepare
The
aim of
is to prepare
yourself
to this
leadcourse
and manage
organizations
yourself
leadofand
organizations
and helpto
each
youmanage
to improve
your
and
help each ofofyou
improveat
your
understanding
theto
processes
hand.
understanding
of the processes
at hand.
Recent organizational
developments
in
Recent
in
the fieldorganizational
point towardsdevelopments
a change in value
the
field activities:
point towards
a change
in value
creating
industrial
structures
creating
activities:
industrial
have become
a liability,
and itstructures
is
have
become
a liability,
and it is
important
to have
project-based
important
to have
organizations.
Thisproject-based
understanding will put
organizations.
This
you in a position
to understanding
develop your will put
you
in a position
to develop your
leadership
and management
skills.
leadership
management
skills.
By the end and
of the
course you will
be able
By
the end
of thethe
course
you will be able
to better
read
business
to
better read
the businessand actors.
environment,
organizations
environment,
organizations
You will have enough
insightsand
to actors.
think
You
will
have
enough
insights
to think
your organizational action. Working
on
your
action. Working
on
your organizational
analysis of a situation,
you will better
your
a situation,
will better
knowanalysis
yourselfofand
be able toyou
determine
know
yourself
be able to
determine
effective
ways and
of handling
a variety
of
effective
ways of handling a variety of
critical situations.
critical
situations.
This course
will emphasize the behavioural
This
course
will emphasize
nature
of management
andthe
willbehavioural
explore
nature
of management
willby
explore
the formal
and informaland
levers
which
the
formal
and
informal
levers
by
managers can achieve results in which
managers
can achieve results in
organizations.
organizations.
Teaching methods:
Teaching
methods:
The class is
designed to provide for plenty
The
class is designed
to provide
for plenty
of discussion,
interaction,
and feedback.
of
and we
feedback.
In discussion,
addition to interaction,
formal lectures,
will use
In
addition
to formal
lectures,
will use
group
discussion,
cases,
video we
materials
group
discussion,activities
cases, video
materials
and experiential
to reinforce
the
and
experiential activities to reinforce the
coursework.
coursework.
Grading pattern:
Grading
pattern: will be an important
Class participation
Class
will be
an important
part ofparticipation
the final grade.
In particular,
part
of the
final grade.
In particular,
you are
expected
to contribute
critical
you
are expected
to contribute
critical
comments
on theories,
and good
comments
onthe
theories,
questions on
cases. and
The good
final exam will
questions
onathe
cases.
The final exam will
be based on
case
discussion.
be based on a case discussion.

181

181 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

MGTM31226
MGTM31226
Management des organisations
Management des organisations

MGT

MGTM31233
MGTM31233
Managing Workforce Diversity
Managing Workforce Diversity

conduct independent literature reviews.


conduct
independent
literature
reviews.
The course
will strongly
encourage
The
course
strongly
students
towill
prepare
priorencourage
to class and to
students
to prepare (individually
prior to classand
andin
to
actively participate
actively
(individuallyand
andclass
in
groups) participate
through presentations
groups)
through
and class
discussions.
Classpresentations
feedback is welcomed
discussions.
ClassGuest
feedback
is welcomed
and encouraged.
speakers
will be
and
encouraged.
Guest speakers
will be
included
where possible.
Short video
included
where possible.
Shortunder
video
clips, illustrative
of the topics
clips,
illustrative
the topics
under
discussion,
will beofshown
where
discussion,
be shown
where
appropriatewill
material
exists.
appropriate
material exists.
Grading pattern:
Grading
pattern:
This course
includes a range of student
This
course includes
a range
of student
assignments
reflecting
the diversity
of
assignments
reflecting
diversity
of
students learning
stylesthe
and
educational
students
learning
styles and educational
experiences
and backgrounds.
Detailed
experiences
backgrounds.
Detailed
descriptions and
of each
student assignment
descriptions
of
each
student
assignment
are provided separately.
are provided separately.

Objectives:
Objectives:
The world is changing rapidly. Companies
The
world
is changing
rapidly. borders,
Companies
expand
beyond
their national
expand
beyond
their
national and
borders,
merge with
other
companies,
merge
withorganizational
other companies,
and and
outsource
activities
outsource
organizational
activities and
processes globally.
Technological
processes
globally.
advancements,
newTechnological
migration patterns
advancements,
newemployment
migration patterns
and cross-country
and
cross-country
employment
agreements
provide
opportunities for
agreements
provide
opportunities
forhome
skilled workers
to work
outside their
skilled
workers
work outside
their home
countries.
Manytocountries
face aging
countries.
Many
face aging
populations,
andcountries
historically
populations,
and
historically
disadvantaged
groups
such as persons
disadvantaged
such
as persons
with disabilitiesgroups
become
important
with
disabilities
become
important
members
of labour
markets.
These
members
of labour
markets.
These
demographic
changes
and developments
demographic
changes anddiverse
developments
have created increasingly
MGTM31234
have
createdand
increasingly
diverse
populations
workforces.
In response
MGTM31234
Management culturel
populations
and workforces.
Insuch
response
to the challenges
of managing
Management culturel
Thmes abords :
to
the challenges
such
diverse
workforcesofamanaging
paradigm called
Thmes
: quatre volets
Le cours abords
comprend
diverse
workforces
a
paradigm
called
Diversity Management has emerged in the
Le
cours
comprend
quatre
volets
thmatiques rpartis
sur les
dix sances
Diversity
Management
has emerged in the
past two decades
in Europe.
thmatiques
rpartis
sur
les
dix sances
denseignement
qui
sont
assures
par des
past
two decades
in Europe.
This course
will explore
conceptual
denseignement
qui sont assures par des
intervenants
de
renom.
This
course
will
explore
conceptual
aspects of diversity and diversity
intervenants
renom.
1. La place dede
lart
et de la culture dans la
aspects
of diversity
and
diversity
management
helping
you
to:
1. socit
La place(les
de lart
et de
la culture dans la
aspects
anthropologiques,
management
helping
you
to:
- Identify contextual and environmental
socit
(les aspects
anthropologiques,
les
analyses
historiques,
le mouvement
- Identify
contextual
and
environmental
changes and developments leading to
les
desanalyses
ides). historiques, le mouvement
changes
and diverse
developments
leading to
increasingly
workforces.
ides). conomique des activits
2. des
Le cadrage
increasinglythe
diverse
workforces.
- Understand
historical
background
2. culturelles
Le cadrage :conomique
des
activits
la dynamique
des
liens
- Understand
the historical
and philosophical
roots ofbackground
Diversity
culturelles
:
la
dynamique
des
entre
les
activits
culturelles
etliens
and
philosophical
of key
Diversity
Management
(DM)roots
and its
entre
les activits
culturelles
et
lconomie
gnrale,
la consommation
Management
(DM) and its key
characteristics.
lconomie
gnrale,
la
consommation
des mnages, les emplois (NAF), les
characteristics.
- Understand
DM related concepts,
des
mnages, les les
emplois
(NAF),
les
investissements,
produits
fiscaux,
- Understand
concepts,
approaches,DM
andrelated
practices
including
investissements,
les produits
fiscaux,
les
comptes
en
export
et
import.
approaches,
and
practices
including
hard and soft affirmative action, positive
export et import.
3. les
Lescomptes
supportsen
institutionnels
: tableau
hard
and
soft
affirmative
action, positive
action,
and
equal
opportunities.
3. synthtique
Les supportsdes
institutionnels
: tableau
principales
institutions
action,
and
equal
opportunities.
- Identify current DM initiatives and best
synthtique
institutions
rencontres des
dansprincipales
les activits
- Identify
current
DM initiatives
and best
practices,
and future
trends and
rencontres
culturelles. dans les activits
practices,
future
trends and
challengesand
in this
area.
culturelles.
4.
Les marchs des activits culturelles.
challenges
in
this
area.
Course activities:
4.
Les marchs
des activits
culturelles.
Contrle
: des groupes
dtude
composs
Course
activities:
This course
is based on a resource
Contrle
: des groupes
dtude
de
3
tudiants
prparent
pour
lacomposs
dernire
This
course
is
based
on
a
resource
oriented learning approach and does not
de
3 tudiants
prparent sur
pourunlathme
dernire
sance
une
prsentation
oriented
learning
approach
and
does
not
use a specific course textbook. Students
sance
une
prsentation
sur
un
thme
choisi avec le professeur.
use
a specific course
textbook. Students
are responsible
for researching
secondary
choisi avec le professeur.
are
responsible
secondary
sources
relevantfor
to researching
the course topics
and
sources relevant to the course topics and 182
182 Catalog 2015-2016
Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTM31237
MGTM31237
Advanced Qualitative Research
Advanced
Qualitative
Research
Methods for
High-Quality
Field
Methods
forProjects
High-Quality Field
Consulting
Consulting Projects

MGTM31235
MGTM31235
Creative Industries Management
Creative Industries Management

Objectives:
Objectives:
The objective of the course is to provide
The
objective
of the course
is to provide
practical
experience
in researching
practical
experience
in researching
organizational
settings
with the goal of
organizational
settings with(social,
the goal of
diagnosing organizational
diagnosing
organizational
(social,
technological, communication,
technological,
communication,
performance, etc.)
problems as related by
performance,
problems
as related
organizationaletc.)
members.
Emphasis
will by
be
organizational
members.
Emphasis will be
placed on conducting
ethnographic
placed
on writing,
conducting
research,
andethnographic
presenting. You will
research,
and presenting.
be part of writing,
a team project
analyzingYou will
be
part of a team
project analyzing
organizational
processes
and technologyorganizational
technologyin-use at a localprocesses
business,and
non-profit
in-use
at
a
local
business,
non-profit
organization or service. At the end of this
organization
or service.
endaofstudy
this
class you should
be able At
to the
design
class
you should
ablea to
design a study
that allows
you tobetake
research
that
allows
you
to take
research
question
and
answer
it ausing
appropriate
question
and answer
it usingtechniques.
appropriate
data collection
and analysis
data
collection and analysis techniques.
Topics:
Topics:
Concretely, students will develop the
Concretely,
students will develop the
following skills:
following
skills:
- Designing an empirical study. While you
- Designing
empirical
study.
While
you
might havean
learned
some
of this
in other
might
have
some
ofhelp
this in
courses,
thislearned
practicum
will
youother
courses,
thismaterial
practicum
you
engage that
in will
the help
empirical
engage
that question
material in
world. What
arethe
youempirical
trying to
world.
What
are you
trying to
answer?
Howquestion
should you
go about
answer?
How
go about
attempting
to should
answeryou
these
attempting
answer
questions? to
What
otherthese
factors do you
questions?
What
other engaging
factors doinyou
need to consider when
need
to consider
when engaging in
empirical
research?
- empirical
Gatheringresearch?
data about peoples social and
- Gathering
data about peoples
social
and
cultural environments.
Techniques
will
cultural
environments.
include observing
socialTechniques
dynamics, will
include
observing
social
interviewing
people,
anddynamics,
analyzing
interviewing
people,
and analyzing
organizational
processes.
processes.
- organizational
Analyzing the data
that you collect.
- Analyzing
thatofyou
collect.
Analysis isthe
thedata
process
taking
the data
Analysis
the process
of taking
that you is
gather
and turning
intothe
a data
that
you gather
turning
into
systematic
set ofand
findings
that
letayou
systematic
setFor
of example,
findings that
let you
make claims.
analysis
lets
make
claims.
For why
example,
analysis lets
you say
how and
an organizational
you say how and why an organizational

Objectives:
Objectives:
The objective of the course is to develop
The
objective
of the course
tocreative
develop
students
understanding
of is
the
students
of theofcreative
industriesunderstanding
and their principles
industries
their principles
of
operation,and
recognizing
what differentiates
operation,
recognizing
whateconomic
differentiates
them from more
traditional
them
from more traditional economic
sectors.
sectors.
Topics:
Topics:
The format is interdisciplinary, drawing on
The
formateconomics,
is interdisciplinary,
drawing on
sociology,
organizational
sociology,
economics,
behavior and
strategy.organizational
The seminar is
behavior
strategy.
Thethemes
seminar
is
organizedand
around
several
opera,
organized
around
several
themes

opera,
theatre, museums, film, festivals and the
theatre,
museums,
film, festivals
and theof
art market.
The discussions
of practices
art
market.
The discussions
practicesbyof
cultural
management
will beofinformed
cultural
will be informed
businessmanagement
cases and documentaries
frombya
business
and documentaries
from a
number ofcases
countries.
The topics of interest
number
of interest
are bothof
atcountries.
the micro The
leveltopics
(evaluating
are
at thequality,
micro level
(evaluating
andboth
rewarding
innovation
and
and
rewarding
quality,
innovation
and
risk-taking
cultural
production,
practices
risk-taking
cultural
production,
practices
of fund-raising) and the macro level
of
fund-raising)
and the
level
(industrial
structure
andmacro
competition,
(industrial
structure
and competition,
cost advantage,
differentiation,
allocation
cost
advantage,
differentiation, allocation
of resources,
internationalization
of
resources, internationalization
strategies).
strategies).
To make better use of the course material,
To
better
of the course
it ismake
advised
thatuse
students
alreadymaterial,
have
it
is advisedinthat
students
already have
grounding
Strategy
or Organizational
grounding
Behavior. in Strategy or Organizational
Behavior.
Methodology:
Methodology:
The teaching method is highly interactive.
The
teaching
is highly
interactive.
Discussion
of method
the assigned
readings
will
Discussion
thepart
assigned
occupy the of
first
of eachreadings
session,will
while
occupy
the first
of exclusively
each session, while
the second
part part
will be
the
secondtopart
be exclusively
dedicated
thewill
discussion
of a business
dedicated
to the discussion of a business
case.
case.
Grading pattern:
Grading
pattern: and assignments
Class participation
Class
participation
and assignments
(50%),
final exam (50%).
(50%), final exam (50%).
183

183 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

Evaluation :
Evaluation
Pour 2/3 de:la note finale aprs remise du
Pour
2/3dtude.
de la note
finale aprs remise
du
rapport
La participation
compte
rapport
dtude.
La de
participation
compte
pour le 1/3
restant
cette note finale.
pour le 1/3 restant de cette note finale.

MGT

Methodology:
Methodology:
To convey both theory of social networks
To
both
theorymanagement,
of social networks
andconvey
skills of
network
the
and
skills
network
management,
the
course
willofengage
a variety
of learning
course
will engage
varietystudies,
of learning
tools: readings
froma recent
case
tools:
readings
fromand
recent
studies, case
discussions,
videos
simulations,
discussions,
videos
simulations,
analysis of your
ownand
social
relations and
analysis
ofand
yourskill-building
own social relations
and
networks,
exercises.
networks,
and skill-building exercises.
Grading pattern:
Grading
pattern: (20%)
Class participation
Class
participation
Individual
Network(20%)
Analysis (40%)
Individual
Analysis
(40%)
Field-BasedNetwork
Group Project
(40%)
Field-Based Group Project (40%)

process is effective or ineffective for the


process
users. is effective or ineffective for the
users. professional reports and
Writing
Writing
professional
and
presenting
accordingreports
to the highest
presenting
to To
thebehighest
professionalaccording
standards.
persuasive,
professional
standards.
To bea persuasive,
a consulting report
requires
particular
astructure
consulting
a particular
andreport
style. requires
This course
will
structure
and writing
style. This
course
sharpen your
skills,
and will
will teach
sharpen
yourstrategically
writing skills,
and will teach
you to think
about
you
to think strategically
about
communication
challenges.
communication
challenges.
Teaching methods:
Teaching
The coursemethods:
is basically a practicum.
The
courseitiswill
basically
a practicum.
However,
also rely
on lectures, on
However,
it will
also rely
on lectures,
group work,
on class
discussions,
andon
on
group
work, on class discussions, and on
exercises.
exercises.
Grading pattern:
Grading
pattern: and attendance (15%)
Class participation
Class
participation
and attendance (15%)
Group project (45%)
Group
(45%) (40%)
Variousproject
assignments
Various assignments (40%)

MGTM31302
MGTM31302
Mobilit internationale
Mobilit
internationale
et expatriation
et
expatriation
Objectifs :

Objectifs
:
Ce cours sadresse
particulirement
Ce cours
sadresse
particulirement
aux
tudiants
en fin
dtude et/ou ceux
aux
tudiants en
fin dtude
et/ou ceux
qui souhaitent
rflchir
la mobilit
qui
souhaitent
rflchir

la
mobilit
internationale dans leur vie personnelle
internationale
dansCeux
leur qui
vie personnelle
et professionnelle.
s'orientent
et
professionnelle.
quiaussi
s'orientent
vers
une carrire enCeux
RH ont
intrt
vers
unece
carrire
suivre
cours.en RH ont aussi intrt
Cesuivre
cours.les principales questions
coursce
couvre
Ce
couvre
les principalesetquestions
de cours
la mobilit
internationale
de
de
la mobilit internationale
et de
l'expatriation
avec deux optiques
l'expatriation
avec: deux optiques
complmentaires
complmentaires
1. Sensibiliser les :tudiants la question
1.de
Sensibiliser
tudiants laLes
question
la mobilitles
internationale.
de
la mobilit
internationale.
tudiants
auront
la possibilitLes
d'aborder
tudiants
auront la
d'aborder
les dterminants
depossibilit
l'adaptation
une
les
dterminants
l'adaptation Ils
une
nouvelle
situationdeinternationale.
nouvelle
situation
internationale.
Ils
rflchiront
galement
aux composantes
rflchiront
galement
aux composantes
d'une dcision
d'expatriation
des
d'une
dcision
d'expatriation
desquelle
personnes
afin d'examiner
dans
personnes
afin
d'examiner
dans
mesure la mobilit internationalequelle
peut
mesure
la mobilit
internationale
s'inscrire
la fois dans
leur projetpeut
s'inscrire
fois dans leur projet
personneletlaprofessionnel.
et professionnel.
2.personnel
Exposer aux
tudiants la dmarche
2.etExposer
aux tudiants
la dmarche
les problmes
soulevs
par la gestion
et
problmes
soulevs par la
gestion
de les
la mobilit
internationale.
Seront
de
la mobilit
Seront
abordes
entreinternationale.
autres les politiques
abordes
entre autres
les politiques
de recrutement,
de formation
de
recrutement,
de
formation
et de rmunration des expatris.
et de rmunration des expatris.

MGTM31241
MGTM31241
Managing Through Social Relations
Managing
Through Social Relations
and Networks
and Networks

Objectives:
Objectives:
Social relations and networks have always
Social
relations
andbusiness
networkssuccess
have always
been critical
to the
of
been
critical to teams,
the business
success of
organizations,
and individuals.
organizations,
teams,
and individuals.
New media, such
as Facebook
and
New
media,
suchthem
as Facebook
and
LinkedIn,
make
more visible,
LinkedIn,
make
them more but
visible,
scalable, and
manageable,
at the
scalable,
and
manageable,
but at
the the
same time,
raise
new questions
about
same
time, raise
new questions
very meaning
of social
relations,about
their the
very
meaning
of social
their
ability
to nurture
trust relations,
and cooperation
ability
to
nurture
trust
and
cooperation
and prevent opportunism, and their
and
prevent opportunism,
and their
compatibility
with monetization.
compatibility
In this course,with
our monetization.
search for answers to
In
this
course, our
for answers
to
such
questions
willsearch
be conducted
within
such
questionsof
will
be conducted
within
the framework
more
than a half-century
the
framework
more sciences.
than a half-century
of history
in theofsocial
We will
of
history
inorigins
the social
sciences. their
We will
explore
the
of networks,
explore
the
origins their
of networks,
their
costs and
benefits,
self-organizing
costs
and and
benefits,
their
features,
a variety
ofself-organizing
ways to create
features,
and a through
variety ofcommunication,
ways to create
business value
business
valueand
through
communication,
coordination,
control
within social
coordination,
and control within social
networks.
networks.
184

184 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

3. Create a long-term strategic


3.perspective
Create a long-term
strategic
of business.
We aim to help
perspective
aimchanging
to help
you developof
anbusiness.
intuition We
of the
you
develop
intuitiongovernance
of the changing
business
andan
corporate
business
and
governance
landscape,
in corporate
order for you
to anticipate
landscape,
inbroader
order forbusiness
you to anticipate
trends in the
trends
in the broader business
environment.
environment.
Session
Headings/Themes:
Session
Headings/Themes:
This course
requires you to draw upon and
This
course
requires
to draw upon
and
combine other
areasyou
of business
that you
combine
other
areas
of businessthe
that
you
have studied
while
considering
wider
have
studiedworld
whileand
considering
globalizing
its impactthe
on wider
globalizing
world
its impact
business (and
viceand
versa).
We willoncover a
business
viceinversa).
We will
cover a
number of(and
issues
the course,
including
number
ofstructure
issues in the
including
corporate
andcourse,
governance,
corporate
governance,
regulation,structure
businessand
ethics,
scandals and
regulation,
business ethics,and
scandals
crises, sustainability/CSR,
marketand
crises,
sustainability/CSR,
and
organization among others. market
organization
among others.
Teaching methods:
Teaching
The coursemethods:
is based on a mix of case
The
course isreadings
based onand
a mix
of case
discussions,
active
lecture
discussions,
and debates.readings and active lecture
and
debates.
Grading
pattern:
Grading
pattern:
1. Introduction
and launch of the
1.discussion
Introduction
andsession
launch (from
of thesession 2
in one
discussion
in one
session
to session 9):
group
work (from
(20%)session 2
session2-page
9): group
work (20%)
2.toWritten
reactions
on the
2.case/readings
Written 2-page
the and
forreactions
a secondon
section
case/readings
for
a
second
section
regular participation in discussions:and
regular
participation
individual
work (30%)in discussions:
(30%)
3.individual
Report onwork
one dimension
of
3.globalization,
Report on oneglobal
dimension
of
governance
or
globalization,
global governance
or
contemporary challenges,
in particular
contemporary
challenges,
particular
sustainability or
the rise ofinAsia
or other
sustainability
of Asia
regions/actorsorinthe
therise
world
withor
a other
regions/actors
in the
worldThe
with
a
potentially strong
impact.
theme
potentially
strong
impact.
The
theme
should be agreed upon with the
should
be agreed
upon
thewriting
professor.
It should
leadwith
to the
professor.
It should
to the writing
of a 15-page
report lead
identifying
the
of
a 15-page
reportthe
identifying
the
issue,
its context,
nature of the
issue,
context, the
of the
stakesits
associated,
the nature
main actors
stakes
associated,
the scenarios:
main actors
involved,
the possible
involved,
the
possible scenarios:
group work
(50%).
group work (50%).

MGTM31307
MGTM31307
Globalization and Governance
Globalization and Governance

Objectives:
Objectives:
This course has the following objectives:
This
course hasthe
thenature
following
objectives:
1. Understand
of contemporary
1.business.
Understand
contemporary
We the
looknature
at the of
defining
business.
look atcorporations
the defining
features ofWe
modern
features
of modern
corporations
(particularly
governance
structures) and
(particularly
structures)
evaluate howgovernance
effective they
are in theand
evaluate
effective they are in the
context ofhow
globalization.
globalization.
2.context
Developofthe
ability to handle
2.complexity.
Develop theWe
ability
to handle
analyze
the political,
complexity.
We analyze
the political,
social, economic
and cultural
issues that
social,
economic
cultural
issues that
make the
modernand
business
environment
make
the modern
business
significantly
different
from environment
previous
significantly
different
previous
eras. Synthesizing
thefrom
interconnections
eras.
Synthesizing
the interconnections
between
these aspects
is a crucial
between
thesefor
aspects
is a crucial
starting point
developing
starting
point for
developing
organizational
leadership.
organizational leadership.

185

185 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

Mthodologie :
Mthodologie
:
Ce cours s'organise
autour du site
Ce
cours s'organise
autourvotre
du site
L'expatriation
: Prparez
projet
L'expatriation
: Prparez votre
de mobilit internationale.
Les projet
tudiants
de
internationale.
Lesl'accs
tudiants
quimobilit
suivent le
cours obtiennent
qui
le cours
aux suivent
ressources
de ceobtiennent
site pour lel'accs
cours
aux
ressources
ce sitedepour
le cours
et au-del.
Des de
experts
l'expatriation
et
au-del. Des
experts
de l'expatriation
co-animent
un grand
nombre
de sances.
co-animent
un granddans
nombre
de sances.
Ce cours fonctionne
l'esprit
d'un
Ce
cours
fonctionne
dans
l'esprit
d'un
sminaire avec des changes nombreux
sminaire
avec des changes
nombreux
entre les intervenants
et les participants.
entre
les intervenants
et les participants.
Evaluation
:
Evaluation
L'valuation: se fait 4 niveaux :
L'valuation
se groupe
fait 4 sur
niveaux
1. Un projet de
une :
1.problmatique
Un projet de groupe
sur une
de mobilit
internationale
problmatique
mobilit(25%).
internationale
choisie par les de
tudiants
par les
(25%).
2.choisie
Une tude
de tudiants
cas en groupe
expose
2.lors
Unedetude
de cas en
groupe
expose
la dernire
sance
de cours.
la dernire
sance
de cours.
3.lors
Lesde
tudiants
devront
laborer
un
3.projet
Les tudiants
devront relatifs
laborer leur
un
international
projet
international
relatifs

leur
mobilit (ou non mobilit). Le projet
mobilit
(ou non
mobilit).
projet
international
comptera
pourLe
50%
de
international
la note finale.comptera pour 50% de
finale. au cours est prise en
4.laLanote
participation
4.compte
La participation
au courssuivante
est prise: en
selon la formule
compte
selon=la
:
Insuffisante
-2formule
/ Faiblesuivante
= -1 / Moyenne
=
Insuffisante
= -2/ Excellente
/ Faible = -1= /+2Moyenne =
0 / Bonne = +1
0 / Bonne = +1 / Excellente = +2

MGT

Methodology:
Methodology:
The course combines conceptual,
The
course combines
conceptual,
testimonial,
and experiential
approaches.
testimonial,
and valuable
experiential
approaches.
We draw on four
sources
of
We
draw onto
four
valuable sources
knowledge
accomplish
this: 1) of
knowledge
accomplish
this:
1)
theoretical to
frameworks
and
research
theoretical
frameworks
and
research
findings from academic research
findings fromfaculty);
academic
(permanent
2) research
business and
(permanent
faculty);
businessfrom
and
media accounts
(guest2)speakers
media
accounts
(guest
speakers
from
business and diversity-related
business and diversity-related
foundations);
3) legal and political
foundations);
3)speakers
legal andfrom
political
accounts (guest
the EU, and
accounts
(guest
speakers and
from4)the
EU, and
other
public
institutions;
student
other
public and
institutions;
and 4)
student
experiences
observations
from
experiences
and observations
research projects.
The class willfrom
be highly
research projects.
The class
will be highly
interactive,
and active
participation
in
interactive,
and
active participation in
discussions is
expected.
discussions
is expected.
Grading pattern:
Grading
pattern: & Attendance (30 %)
Class Participation
Class
Participation
& Attendance
In-class
presentations
(20 %) (30 %)
In-class
presentations
Final Group Project (50(20
%) %)
Final
Group
Project (50
1. Class
Participation
& %)
Attendance (30 %)
1.Students
Class Participation
& Attendance
(30at%)
are expected
to be present
Students
are
expected
totime.
be present at
every
class
and
arrive on
every
and arrive
on time.
Simplyclass
attending
classes
is not sufficient
Simply
attending
classes
is not sufficient
to obtain a passing class participation
to obtain
a passing
class
participation
grade.
Effective
class
participation
grade.
class participation
entails Effective
making insightful
comments
entails
making
insightful
comments
appropriate to the question
under
appropriate
the question
under
discussion; ittorequires
listening
and
discussion;
it
requires
listening
and
building on, and advancing the class
building on,Beyond
and advancing
the class
discussion.
2 absences,
you do
discussion.
absences,
you do
not pass andBeyond
do not 2get
the credits.
not
pass
and
do
not
get
the
credits.
2. In-class Presentations (20%)
2.Either
In-class
Presentations
in small
groups or(20%)
individually,
Either
in small
or individually,
students
will begroups
assigned
to a particular
students
willdepending
be assigned
topic/week
onto
thea particular
topic/week depending
relationship
of the topiconofthe
the week to
relationship
of the topic
of the week to
their chair projects.
The students
their chairtoprojects.
Theexpected
studentsto
assigned
a topic are
assigned
tointroductory
a topic are expected
to of
prepare an
presentation
prepare
an
introductory
presentation
of
the topic which covers a general
the topic whichof
covers
a general
understanding
the issues,
the
understanding
of the that
issues,
different approaches
arethe
currently
different
approaches
that
areintroduction
currently
applied to the topic, and an
applied
to the
topic, and
introduction
of
the guest
speaker.
The an
students
are
of
theexpected
guest speaker.
Thethe
students
are
also
to kick-off
discussion
also expected to kick-off the discussion

MGTM31407
MGTM31407
Leadership and Diversity Chair
Leadership and Diversity Chair
Seminar
Seminar

Overview:
Overview:
T2 & T3. The goal of this seminar is to help
T2
& T3. The
goal of thisinseminar
is to help
students
participating
the Diversity
and
students
participating
in thetheir
Diversity and
Leadership
Chair to deepen
Leadership
Chair
deepen
their
understanding
ofto
current
preoccupying
understanding
of current
preoccupying
issues dealing with
diversity
from the
issues
dealing
with diversity
from the(e.g.
perspective
of multiple
stakeholders
perspective
of
multiple
stakeholders
business, political, legal, social etc.).(e.g.
It
business,
political, legal,
etc.). It
will also contribute
to thesocial
finalization
of
will
also research
contribute
to the for
finalization
student
projects
the chair.of
student
research
projects
for the chair.
The seminar
follows
two compulsory
The
seminar
compulsory
courses
that follows
discuss two
diversity,
and
courses
thatstudents
discuss to
diversity,
and
introduces
representatives
of
introduces
students to who
representatives
of
different
stakeholders
will share their
different
stakeholders
whotheir
will share
their
standpoint
and discourse,
actions
standpoint
and discourse,
their actions
and the anticipated
and actual
and
the anticipated
and actual
consequences.
The seminar
highlights the
consequences.
highlights
complexities ofThe
the seminar
field, and
through athe
complexities
of theof
field,
and through
dialectical
process
questioning
and a
dialectical
process
questioning
and
reformulating
ideasofwith
the presenters,
reformulating
ideas
with
the
presenters,
will help students to formulate mental
will help
students
to formulate
mental
maps
of how
the field
is currently
maps
of howwhat
the are
fieldthe
is currently
organized,
on-going debates
organized,
thedirection(s)
on-going debates
in the field what
and inare
what
it is
in the field
in what direction(s)
going.
Suchand
an understanding
is it is
going.
Such
understanding
important
foranstudents
who willisbe
important for in
students
who will dynamic,
be
participating
an increasingly
participating
in an increasingly
complex and diverse
business dynamic,
complex
and diverse
environment.
By the business
end of the seminar,
environment.
Bywell-versed
the end of the
seminar,
students
will be
in all
aspects
students
willand
be will
well-versed
in contribute
all aspects
of diversity
be able to
of
diversity andtowill
be ablediscussions
to contribute
constructively
on-going
on
constructively
to on-going
discussions on
diversity
on different
platforms.
diversity
on different platforms.
Course Objectives:
Course
Objectives:
- Introducing students to the complexity
- Introducing
students
the complexity
of diversity issues
andtodiscourses
of
diversity
issues
and
discourses
- Becoming familiar with the perspectives
- Becoming
with the
perspectives
of multiplefamiliar
stakeholders
and
the
of
multiple stakeholders
the
discussions
around theseand
perspectives
discussions
around
these
perspectives
- Critically analysing these perspectives
- Critically
analysing
these
and showing
how they
areperspectives
related to the
and
showing
how they are related to the
research
project.
research project.
186

186 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

les conseiller des tudiants ayant


les
despartie
tudiants
ayant
djconseiller
effectu une
de leur
cursus de
dj
effectu
unepar
partie
leur cursus de
lESSEC.
Une fois
an,de
le dpartement
lESSEC.
fois par an,
dpartement
propose Une
un sminaire
de le
rflexion
sur les
propose un
sminaire
deetrflexion
les
relations
entre
hommes
femmessur
dans
relations
hommesessentielles
et femmes dans
plusieurs entre
perspectives
plusieurs
perspectives
aujourdhui
: politique,essentielles
psychologique,
aujourdhui :(c.f.
politique,
psychologique,
scientifique
: les biotechnologies
scientifique
: les biotechnologies
appliques (c.f.
lhumain),
religion, etc.
appliques
Evaluation : lhumain), religion, etc.
Evaluation
Le sminaire: demande une participation
Le
sminaire demande
une participation
systmatique
des tudiants
et tudiantes
systmatique
tudiantes
aux
sances etdes
un tudiants
travail de et
discussion
sur
aux
sancesprsents
et un travail
sur
les thmes
par de
lesdiscussion
professeurs.
les
thmes
prsents
par
les
professeurs.
Pour lefficacit de la recherche
Pour
lefficacit
la recherche
du
sminaire,
lesdetudiants
seront au
du
sminaire,
les tudiants seront au
maximum
vingt.
maximum vingt.

MGTM31421
MGTM31421
Research Seminar in Management
Research Seminar in Management

Objectives:
Objectives:
Various topics are covered during this
Various
are covered
this The
seminar,topics
depending
on theduring
professor.
seminar,
depending on
professor.
The
seminar corresponds
to the
a course
in terms
seminar
corresponds
to a course
in terms
of
length
and
grants
credit.
It
is
oriented
Objectifs
: porte sur des thmes
Ce sminaire
of
lengthresearch
and grants
credit. It is oriented
towards
objectives.
Ce
sminaire
porte surdes
desintrts
thmesdes
variables
en fonction
towards research objectives.
Pedagogy:
variables
endu
fonction
des intrts
desdes
professeurs
dpartement
comme
Pedagogy:
Students are responsible, jointly with the
professeurs
du
dpartement
comme
intervenants extrieurs. Ce sminairedes
de
Students
instructor,are
forresponsible,
the shapingjointly
and with the
intervenants
extrieurs.
Ce sminaire
de
recherche un
enseignement
dune dure
instructor,
forofthe
shaping
and
development
the
seminar
outline.
recherche
enseignement
dure
comparable un
celle
dun cours dune
et faisant
development
of
the
seminar
outline.in
Students
are
provided
with
training
comparable
celleson
dun
cours et
lobjet dUV.Mais
optique
estfaisant
oriente
Students
are provided
withcan
training
in
basic
research.
The
theme
change
lobjet
dUV. Mais son optique est oriente
sur la recherche.
basic
research.
The
theme
can change
from
one
term
to
the
next
and
appears
in
sur
la recherche.
Pdagogie
:
from
one
term
to theIn
next
and appears
in
each
term
schedule.
general,
students
Pdagogie
: sont co-crateurs
Les tudiants
each term
schedule.
In general, in
students
already
have
a
good
foundation
the
Les
sont co-crateurs
des tudiants
dveloppements
de lenseignement
already
have a good
foundation
in the
social sciences
and other
management
des
dveloppements
de lenseignement
et reoivent une formation
de base
social
sciences
and
other
management
disciplines. Students approaching the end
et
uneCeformation
base
lareoivent
recherche.
sminairedetraite
disciplines.
Students
approaching
the end
of
their curriculum
will
thus be preferred.
delathmes
recherche.
Ce
sminaire
traite
qui peuvent tre renouvels
of
their
curriculum
will thus offers
be preferred.
Once
a
year
the
department
de
thmes
qui peuvent
renouvels
dun
trimestre
lautre tre
et qui
sont
a yearonthe
department
offers
aOnce
seminar
gender
relations
from
dun
trimestre
lautredu
et temps
qui sont
prciss
dans lemploi
aessential
seminarmodern
on gender
relationspolitical,
from
viewpoints:
prciss
dans
du temps
trimestriel
parlemploi
un descriptif.
Ils
essential
modern
viewpoints:
political,
scientific, religious and others.
trimestriel
descriptif.
Ils
ncessitentpar
uneunbonne
connaissance
scientific,pattern:
religious and others.
Grading
ncessitent
une
bonne
connaissance
gnrale des matires enseignes
Grading
pattern:
The
seminar
requires systematic
gnrale
desHumaines,
matires enseignes
en Sciences
mais aussi des
The
seminar requires
participation
in class systematic
work and discussion
en
Sciences
Humaines,
mais aussi des
autres
disciplines
de la gestion.
participation
in class work
and discussion
of
the
topics
presented.
Enrollment
is
autres
disciplines
de
la
gestion.
Cest pour cette raison que lon doit
of
the topics
presented.
Enrollment is
limited
to
20
students.
Cest pour cette raison que lon doit
187 limited to 20 students.
187 Catalog 2015-2016
Catalogue des cours/Course

MGTM31420
MGTM31420
Sminaire de recherche
Sminaire
de recherche
en management
en
management
Objectifs :

Catalogue des cours/Course Catalog 2015-2016

MGT

after the presentation by the guest


after
the presentation
by thehave
guest
speaker(s),
and thus should
speaker(s),
and thus should have
prepared questions.
questions.
3.prepared
Final Group
project (50%)
3.The
Final
Group
project
group
project
for(50%)
the seminar
The
group project
forthe
thefinal
seminar
constitutes
a part of
chair
constitutes
a
part
of
the
final
chair
project. It should place the chair
project
project.
It should
place context
the chairasproject
in
the general
diversity
in
the general
context
covered
in the diversity
seminar and
also as
covered
in
the
seminar
and
also of the
constitutes the conceptual part
constitutes
the conceptual part of the
Chair
project.
Chairother
project.
Some
useful points to remember:
Somesessions
other useful
points to remember:
Class
will generally
follow the
Class
sessions will generally follow the
format:
format:
- 30 minutes of in-class presentation to
- 30
minutesthe
of topic
in-class presentation to
introduce
introduce
the topic
- 6075
minutes
of presentation by guest
- 6075
minutes of presentation by guest
speakers.
speakers.
- 60-75
minutes of interactive discussions.
-- 60-75
minutes
interactive discussions.
Summary
of theoftopic.
- Summary of the topic.

MGT

Evaluation :
Evaluation
Lvaluation: du cours se fait partir :
Lvaluation
cours sede
faitrflexion
partir autour
:
- dun travaildu
individuel
- dun
travail individuel
de rflexion
de lexprience
de chaque
tudiantautour
lors
de
chaque
tudiant
de lexprience
ses stages oude
dans
le cadre
de la lors
vie
de
ses stages ou dans le cadre de la vie
associative,
associative,
- de
lanalyse dun cas en groupe (souvent
- de
cas en groupeen(souvent
un lanalyse
film ou undun
documentaire),
relation
un
film
un documentaire),
relation
avec
lesou
thories
mobilises en
chaque
avec
les
thories
mobilises

chaque
sance,
sance,
- dun
dossier collectif danalyse dune
- dun
dossier
collectif danalyse dune
situation
managriale.
situation managriale.

MGTP31100
MGTP31100
Thorie et comportement
Thorie
et comportement
organisationnel
organisationnel

Cours fondamental
Cours
fondamental
Objectifs
:
Objectifs
:
La comprhension
et lapprentissage du
La
comprhension
et lapprentissage
du
comportement
organisationnel
peut vous
comportement
organisationnel
peut vous
apporter une meilleure
comprhension
apporter
une meilleure
comprhension
de vous-mme,
des autres
et de vos
de
vous-mme,
des
et de
interactions
dans
leautres
contexte
duvos
travail.
interactions
dansen
leentreprise
contexte du
Le savoir-tre
esttravail.
un
Le
savoir-tre
ende
entreprise
estde
unvotre
lment
important
la russite
lment
important deet
la de
russite
de votre
vie professionnelle
lagrment
vie
professionnelle
etceux
de lagrment
de celle-ci
pour vous et
qui vous
de
celle-ci pour vous et ceux qui vous
entourent.
entourent.
Ce cours a pour objectif de vous permettre
Ce
pour objectif
de vous permettre
de cours
mieuxadcoder
les phnomnes
de
mieuxdans
dcoder
les phnomnes
humains
lenvironnement
des
humains
dans lenvironnement
organisations,
cest--dire tout des
ce que
organisations,
cest--dire
que
lindividu pense,
ressent et tout
fait, ce
afin
lindividu
pense, ressent
et fait,
dtre en mesure
dinfluencer
ce afin
qui
dtre
enet
mesure
dinfluencer
ce quide
se passe
de prdire
ce qui risque
se
se passe
passer.et de prdire ce qui risque de
se
passer. ce qui se passe dans une
Comprendre
Comprendre
qui secomprendre
passe dans une
organisationce
signifie
:
organisation
signifie comprendre
:
- Ce quest le management
des hommes
- Ce
quest
le management
des hommes
et des
quipes
;
et des
quipes ;
- Les
comportements
des individus
- Les
comportements
des individus
(personnalit
et comportements,
(personnalit
motivation) ; et comportements,
motivation)
;
- Le
fonctionnement
des groupes et des
- Le
fonctionnement
des groupes
et des
quipes
(fonctionnement,
dynamique
quipes
(fonctionnement,
dynamique
et performance
des quipes,
et
performance des
quipes,
communication,
conflit
et coopration,
communication,
conflit; et coopration,
pouvoir et leadership)
pouvoir
et leadership)
;
- Les
processus
organisationnels
(culture
- Les
processuschangement
organisationnels
(culture
dentreprise,
et innovation,
dentreprise,
et innovation,
responsabilitchangement
sociale de lentreprise).
responsabilit
sociale de lentreprise).
Pdagogie
:
Pdagogie
Le cours se :structure autour de
Le
se structure
autour
cescours
approches.
Il mobilise
etde
articule
ces
Il mobilise
et articule
des approches.
disciplines aussi
diverses
que la
des
disciplines
diverses
psychologie,
laaussi
sociologie,
la que la
psychologie,
la sociologie,
la
psychosociologie,
lanthropologie,
psychosociologie,
lanthropologie,
lingnierie industrielle.
lingnierie industrielle.

MGTP31101
MGTP31101
Organizational Theory and Behaviour
Organizational Theory and Behaviour

188

Core course
Core
course
Objectives:
Objectives:
The study of organizational behaviour
The
studyaof
organizational
behaviour
provides
foundation
for a better
provides
a foundation
for a of
better
understanding
of yourself,
others and
understanding
of yourself,
of others
of your interactions
in the context
ofand
of
yourThe
interactions
in the
of is an
work.
"know-how"
in acontext
company
work.
Theelement
"know-how"
insuccess
a company
is an
essential
for the
of your
essential
element
for
the
success
of
your
professional life.
professional
life.
The course will
enable you to better
The
course
will behaviour
enable youinto better
decode
human
decode
human
behaviour
in
organizations, i.e., what individuals
think
organizations,
what
think
and feel, as welli.e.,
as of
theindividuals
processes that
and
feel,
as wellItaswill
of the
that
govern
groups.
alsoprocesses
give you the
govern
groups.
It will
give you the
tools that
will help
youalso
influence
tools
that will
you
influenceas well as
individual
andhelp
group
behaviour,
individual
group
as well as
predict theand
effects
of behaviour,
your and others
predict
actions.the effects of your and others
actions.
Topics:
Topics:
The course is structured around three
The
maincourse
areas:is structured around three
main
areas:
- The behaviour
of individuals
- The
behaviourattitudes,
of individuals
(personality,
individual
(personality,
attitudes,
individual
differences and
motivation);
differences
andofmotivation);
- The
operation
groups and teams
- The
operation dynamics
of groupsand
and teams
(functioning,
(functioning,
and
performance; dynamics
communication,
performance;
communication,
cooperation and
conflict; power and
cooperation
leadership); and conflict; power and
leadership);
- The
organizational processes (corporate
- The
organizational
processes
(corporate
culture;
change; ethics
and corporate
culture;
change; ethics and corporate
social responsibility).
social responsibility).

188 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTP31200
MGTP31200
Thorie de la personnalit
Thorie de la personnalit

Objectifs :
Objectifs
: personnes agissent-elles
Pourquoi les
Pourquoi
les le
personnes
agissent-elles
comme elles
font ? Comment
sont-elles
comme
elles
le font ?sont
Comment
sont-elles
devenues
ce quelles
? Pourquoi
devenues
ce quelles
sont ? Pourquoi
sommes-nous
si semblables
et si
sommes-nous
si semblables
et si de
diffrents ? Quelle
est limportance
diffrents
?
Quelle
est
limportance
de ?
linconscient dans nos comportements
linconscient
dansdunos
comportements
?
Quel est le poids
pass
dans nos
Quel
est le poidsactuels
du pass
dansrle
nos jouent
comportements
? Quel
comportements
actuels
Quel rle jouent
les motions dans
notre?comportement
?
les
motions
comportement
Comment
les dans
autresnotre
influencent-ils
notre?
Comment
les autres
influencent-ils
notre
comportement
? Quelle
est limportance
comportement
? Quelle
est limportance
relative de lhistoire
personnelle
? Est-il
relative
? Est-il
possiblede
delhistoire
changer ?personnelle
Comment peut-on
possible
changer
? Comment
changer ?deQuand
peut-on
parler peut-on
de
changer
? Quand
peut-on parler de
pathologie
?
pathologie
? apporter des lments de
Ce cours vise
Ce
cours vise
rponses
ces apporter
questionsdes
en lments
abordant de
:
rponses
cesthories
questions
abordant :
- Les grandes
de en
la personnalit
- Les
grandes
thories ;de la personnalit
et du
comportement
et duquestionnements
comportement ; tels que nature /
- Des
- Des
questionnements
que nature /
culture,
dterminismetels
/ libre-arbitre,
culture,
/ libre-arbitre,
individu dterminisme
/ socit, normal
/
individu
/ socit,
normal
/ / avenir ;
pathologique,
pass
/ prsent
pathologique,
pass / prsent
/ avenir ;
- Quelques
thmatiques
spcifiques
- Quelques
thmatiques
spcifiques
nonces ci-dessous.
A nonces
lissue de ci-dessous.
ce cours, les tudiants auront
A
lissue
ce cours,suivantes
les tudiants
acquis
lesdecapacits
: auront
acquis les capacits suivantes :
189

189 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

- Connatre les principales thories de


- Connatre
les principales
thories de
la personnalit
et du comportement
la
personnalit
et du comportement
individuel
;
individuel
;
- Mieux
comprendre
la personnalit et
- Mieux
comprendre lades
personnalit
les comportements
individus et
partir
les
comportements
de ces
thories ; des individus partir
de ces thories
;
- Apprcier
leurs applications
dans la vie
- Apprcier
leurs
quotidienne
et applications
les pratiquesdans
de la vie
quotidienne
les pratiques
de
managementetdans
les entreprises.
management
dans
les
entreprises.
Thmes abords :
Thmes
abords
:
Les grandes
thories
de la personnalit
Les
grandes
thories :de la personnalit
et du
comportement
du comportement :
- et
Psychanalyse
-- Psychanalyse
Behaviourisme
-- Behaviourisme
Psychologie cognitive
-- Thorie
Psychologie
cognitive
du dveloppement,
cycle de vie
-- Thorie
du dveloppement, cycle de vie
Psychosociologie
-- Anthropologie.
Psychosociologie
-Les
Anthropologie.
thmatiques suivantes seront
Les
thmatiques
suivantes seront
abordes
:
abordes
:
- Linconscient, les mcanismes de
- Linconscient,
les mcanismes de
dfense ;
dfense ; personnalit, narcissisme,
- Lidentit,
- Lidentit,
faux-self ; personnalit, narcissisme,
faux-self
; (joie, violence, peur,
- Les
motions
- Les
motions; (joie, violence, peur,
jalousie)
jalousie) ; entre les personnes (le
- Linteraction
- Linteraction
entre leslautorit
personnes
pouvoir, linfluence,
et (le
le
pouvoir,
linfluence,
lautorit
et le
leadership, la confiance) ;
leadership,
la confiance)
- Le
changement
et rites de;passage ;
-- Les
Le changement
rites de passage
;
pathologies et
: dpression,
nvroses,
- Les
pathologies
: dpression,
psychoses,
perversion,
bordernvroses,
line,
psychoses,
perversion,
border line,
psychopathie
;
psychopathie
-Les
diffrentes;thrapies.
-Les
diffrentes
thrapies.
Pdagogie
:
Pdagogie
Les films et :documents audio-visuels
Les
films et documents
audio-visuels
constituent
la matire premire
constituent
la matire premire
permettant dapprhender
et comprendre
permettant
dapprhender
et comprendre
la complexit
des comportements
des
la
complexit des comportements des
individus.
individus.
Evaluation :
Evaluation
Lvaluation: porte sur la prsentation
Lvaluation
porte
surtravaux
la prsentation
dun expos et
divers
de groupe et
dun
exposfinal
et divers
travaux
et
un dossier
individuel
(50de
%)groupe
:
un
dossier
final
individuel
(50
%)
:
Histoire de vie ou analyse thmatique
Histoire
de vie ou analyse thmatique
dun film (50%).
dun film (50%).

The course draws on several disciplines:


The
course draws
on several
psychology,
sociology,
social disciplines:
psychology,
psychology,
sociology,
anthropology,
to name social
a few.psychology,
anthropology,
to name a few.
Grading pattern:
Grading
pattern:
The evaluation
of the course includes:
The
evaluation
of in
thethe
course
- Individual
work
form includes:
of class
- Individual
workcase
in the
form oforclass
participation,
analyses
reflection
participation,
paper based oncase
the analyses
studentsor reflection
paper
based during
on the his
students
experiences
or her internexperiences
during
his
or her internship(s), or as part of community
life;
ship(s),
or as
of community
life;
- Group
work
in part
the form
of presentations,
- Group
work
in the form
of presentations,
analysis
of articles
or several
cases
analysis
of articles
or several
cases
(managerial
situations),
in conjunction
(managerial
in conjunction
with theoriessituations),
covered in the
course.
with theories covered in the course.

MGT

Teaching methods:
Teaching
methods:
The sessions
will include lectures on
The
sessionsapproaches,
will includediscussion
lectures onon the
theoretical
theoretical
approaches,
discussion
on the
concepts presented,
in-class
discussion
of
concepts
presented,
in-class
of
the assigned
cases, and
from discussion
time to time
the
assigned
cases,
from time to time
films,
role plays,
andand
experiments.
films, role plays, and experiments.

MGTP31201
MGTP31201
Personality Theory
Personality
Objectives: Theory

Objectives:
A solid understanding of factors which
A
solid understanding
factors which
influence
personality isofimperative
in
influence
personality
is
imperative
in
organizational contexts where individuals
organizational
contexts
where
individuals
must work towards
effective
integration
must
workattainment.
towards effective
integration
and goal
Organizations
can
andconsidered
goal attainment.
Organizations
can
be
as collectivities
of different
be
consideredwhose
as collectivities
of different
personalities
interactions
have
personalities
interactions have
wider-spread whose
repercussions.
wider-spread repercussions.
Organizations
also systematically try to
Organizations
also systematically
try to
influence individual
behaviour through
influence
individual
behaviour
through
such means as formalized rules and
such
means as formalized
rules
and
organizational
culture. This
course
organizational
culture.
This
course
provides an overview of key concepts
providestoanpersonality
overview of
related
inkey
theconcepts
psychological
related
to personality
in the
psychological
and social
psychological
literature
with
and
social
psychological
literature
with
the goal of increasing your ability to
the goal of increasing
ability to
to
understand
individual your
behaviour,
understand
individual situations,
behaviour, and
to to
analyze interpersonal
analyze
interpersonal
situations,
and
to
generate potential action plans according
generate
potential
action plans according
to
different
perspectives.
to
different
To
developperspectives.
the following:
To develop the
following:of the main
-Fundamental
knowledge
- Fundamental
the main
psychologicalknowledge
theories ofofpersonality
psychological
theories
of
personality
and individual behaviour.
and individual behaviour.
- Understanding
of their application to
- Understanding
of their application to
management practice.
management
practice.
- Comprehension of psychological
- Comprehension
of change.
psychological
development and
development and change.
Topics:
Topics:
Personality theories:

Personality
- Major
issues theories:
in personality development.
-- Major
issues in
Main schools
ofpersonality
thought in development.
personality
- Main
schools
of thought
in behaviourism,
personality
analysis
(psycho
analysis,
analysis
analysis, behaviourism,
cognitive(psycho
psychology).
cognitiveofpsychology).
- Methods
research into personality and
- Methods
of research into personality and
behaviour.
Inbehaviour.
the first half of the course, we will
In
the first halfcover
of thethe
course,
will
systematically
main we
approaches
systematically
cover
main approaches
to personality in
the the
literature,
and apply
to
personality
in the
literature,
apply
concepts
to case
studies.
In the and
second
concepts
to case
In the second
half,
we will
applystudies.
the approaches
to
half,
we will apply
the approaches
to
organizational
themes
such as mental
organizational
themes
such
as
mental
health, leadership and work identity.
health, leadership and work identity.

MGTP31203
MGTP31203
Intercultural Management
Intercultural Management

One of the impacts of the current


One
of the impacts
of the current
perception
of globalization
of markets and
perception
of internationalization
globalization of markets
firms and the
of and
firms
and
the
internationalization
of
interactions has been the increasing
interactions
hastobeen
the increasing
attention paid
the concept
of culture as
attention
paidto
tobe
theunderstood
concept ofand
culture as
a key element
amanaged,
key element
to
be
understood
and
leading to the term crossmanaged,
leading to the
term
crosscultural management
and
global
cultural
management
and global
leadership.
In this context,
culture is
leadership.
In this context,
culture is
used
as an explanation
for national
used
as an explanation
for national
differences
in management
structure and
differences
in management
structure
practices, and
is often perceived
to beand
the
practices,
anddifficulties
is often perceived
to be the
culprit
when
arise in managing
culprit
difficulties
arise in managing
diversewhen
workforces.
Simultaneously,
there
diverse
workforces.
Simultaneously,
is a perceived need for managers to there
is a perceived
need for
managersskills
to in
develop
more global
leadership
develop
global
leadership
skills in
order to more
deal with
such
complications.
order
withschools
such complications.
There to
aredeal
various
of research
There
are various
schools
of research but
concerning
culture
and management,
concerning
culture
and
management,
but
there is a tendency to rather uncritically
there
is a tendency
to rather
use
popular
researchers
suchuncritically
as Hofstede
use
popularthe
researchers
as Hofstede
to explain
impact andsuch
implications
of
to
explain
the
impact
and
implications
culture on management. This course of
culture ona management.
course to
provides
comprehensiveThis
approach
provides
a comprehensive
approach
to
understanding
intercultural
interactions
understanding
intercultural
interactions
and global leadership issues at both
and
global
issues
at both
macroandleadership
micro-levels
of analysis.
macroand
micro-levels
of
analysis.
Objectives:
Objectives:
The goals of the course are to:
The
goalsaoftheoretical
the courseframework
are to: for
- Provide
- Provide
a
theoretical
framework
for
understanding the concept of culture;
understanding
thetools
concept
of culture;
- Provide
analytical
founded
in
- Provide
researchanalytical
to assesstools
whenfounded
and howinculture
research
to assess when
and how culture
impacts managerial
processes
impacts
managerial
processes
(e.g.
teamwork,
decision-making;
(e.g.
teamwork,
decision-making;
leadership);
assess
the validity of these
leadership);
assess the validity
of these
concepts
in management
practice.
concepts in management practice.
190

190 Catalog 2015-2016


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MGTP31204
MGTP31204
Ethique et dcision
Ethique et dcision

Il est trivial de souligner que lthique est


Il
est trivial
souligner
que dans
lthique
devenue
un de
thme
la mode
les est
devenue
un
thme

la
mode
dans
entreprises prives, publiques, les les
ONG,
entreprises
prives,
les ONG,
etc. Il est encore
pluspubliques,
trivial dinsister
sur
etc.
Il que
est encore
plussert
trivial
dinsister sur
le fait
ce thme
de faire-valoir
le
que ce thmepour
sertlimage
de faire-valoir
auxfait
organisations
quelles
aux
organisations
limage
quelles
doivent
entretenirpour
auprs
de leurs
clients,
doivent
auprs de leurs clients,
usagers,entretenir
etc.
usagers,
etc.
Or, loin de
sajouter aux organisations,
Or,
loin deensajouter
organisations,
lthique
tant queaux
dsignation
de
lthique
en
tant
que
dsignation
de ou
la nature juste ou injuste, efficace
la
nature juste
ou injuste, efficace
ou
inefficace,
des comportements
individuels
inefficace,
des
comportements
et collectifs,
la
fois traverse deindividuels
part
et
la fois le
traverse
de part et
encollectifs,
part, conditionne
fonctionnement
en part,
conditionne le organisationnels
fonctionnement et
les
dysfonctionnements
les
dysfonctionnements
organisationnels
en leur
totalit et tmoigne
de leurs
en
leur
totalit
et
tmoigne
de leurs
performances ou de leurs contreperformances
performances ou
surde
lesleurs
troiscontreplans de
performances
les trois plans
desens.
lconomie, desur
la technique,
et du
lconomie,
la technique,
et du sens.
Cest
en effetdelors
mme de lpreuve
Cest
effet lorsou
mme
de banale,
lpreuve
la plusenordinaire
la plus
la
plus
ordinaire
ou
la
plus
banale,
comme la plus extraordinaire et la plus
comme la plus extraordinaire
exceptionnelle,
des dcisions et la plus
exceptionnelle,
des que
dcisions
organisationnelles,
lthique se met
organisationnelles,
que
son tour luvre et lthique
lpreuve.se met
son tour : luvre et lpreuve.
Pdagogie
Pdagogie
: en franais, le cours
En anglais ou
En anglaisdeourendre
en franais,
leles
cours
sefforce
sensible
tudiants
sefforce
de rendre
sensible
les tudiants
au caractre
la fois
incessant,
au caractre la fois incessant,

MGTP31205
MGTP31205
Business Ethics
Business
Objectives:Ethics

Objectives:
This course provides students with an
This
course provides
students
with an
opportunity
to hone their
understanding
opportunity
to
hone
their
understanding
of decision making through an inquiry
of decision
making through
anreasoning
inquiry
into
the foundations
of moral
into
the analysis
foundations
moral
and the
that of
arise
in areasoning
wide range
andbusiness
the analysis
that arise
a wide range
of
practices,
both in
domestically
of
practices, both domestically
andbusiness
globally.
and
globally.
The central aim of the course is to enable
The central
of the
course is totoenable
students
to aim
develop
a framework
bridge
students
develop a and
framework
to bridge
individualtoleadership
corporate
individual
leadership
and corporate
accountability,
i.e. decipher
pathologies
accountability,
i.e.of
decipher
pathologies
of
power, patterns
prejudice
and deal
of
power,
patterns of
prejudice
and deal
with
miscellaneous
forms
of conflict
of
with
miscellaneous
forms
of
conflict
of
interest.
interest.
Teaching methods:
Teaching
In order tomethods:
reach this goal, the course
In order to theoretical
reach this goal,
the course
articulates
concepts
from
articulates
theoretical
concepts
from
social sciences
(philosophy,
psychology,
social
sciences
(philosophy,
psychology,
sociology) with concrete business cases to
sociology)
with concrete
business
sharpen
students
awareness
aboutcases to
sharpen students awareness about
191

191 Catalog 2015-2016


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Catalogue des cours/Course Catalog 2015-2016

MGT

extrmement exigeant et apparemment


extrmement
exigeant
et apparemment
ordinaire, des
consquences
thiques
ordinaire,
des consquences
thiques
de toute dcision
organisationnelle.
de
toute dcision
organisationnelle.
Il sappuie
systmatiquement
pour cela
Il sappuie
pour cela
sur
des cas systmatiquement
rels, issus des vnements
sur
des cas
rels,
des vnements
rcents
parmi
les issus
plus reprsentatifs
rcents
plusetc.).
reprsentatifs
(affaire parmi
Enron,les
Nike,
Il interroge
(affaire
etc.).
Il interroge
enfin
lesEnron,
faonsNike,
les plus
efficaces
enfin
les faonsles
plus
efficaces
qui permettent
une
quipe
dirigeante
qui
permettent
une quipethiques
dirigeante
de redresser
dessituations
de redresser des situations
thiques
problmatiques.
Enfin, le cours
se fait
problmatiques.
le cours
se fait
partir dexposs Enfin,
magistraux,
dtudes
partir
dexposs
magistraux,
dtudes
de
cas rels
et de textes
de philosophie
de
cas rels etetde
textes de philosophie
conomique
politique.
conomique
et
politique.
Evaluation :
Evaluation : tient compte de la
Lvaluation
Lvaluation
compte dede
la deux
participationtient
des tudiants,
participation
des
tudiants,
de
deux au
tudes de cas et dun mmoire labor
tudesdudetrimestre
cas et dun
labor au
cours
surmmoire
une question
cours
dude
trimestre
surpose
une question
thique
leur choix
lors du cours.
thique
de
leur
choix
pose
lors du cours.
Ces travaux peuvent tre mens
Ces
travaux peuvent
mens(trois
individuellement
ou tre
en groupe
individuellement
ou en groupe (trois
personnes maximum).
personnes maximum).

- Provide the conceptual tools necessary


- Provide
toolsofnecessary
to carrythe
outconceptual
a culture audit
to carry out amanagement
culture audit situations
of
intercultural
intercultural
management
situations
- Identify
cultural
intelligence
as a skill- Identify
intelligence
as a skillset that cultural
can be developed
in order
to
set
that can
be developed
in orderin
to
enhance
managerial
performance
enhance
managerial
performance
in
intercultural situations and global
intercultural situations and global
leadership
leadership
Topics:
Topics:
In this course, we examine
In this course, we
examine to thinking
complementary
approaches
complementary
approaches
to thinking
about culture and
management
and global
about culture
and
management
and
leadership,
and
discuss
the effect
of global
their
leadership,
and methodological
discuss the effect
of their
theoretical and
traditions
theoretical
and can
methodological
traditions
on how culture
be understood.
on how culture can be understood.

MGT

de mettre en vidence les structures de


de
mettre en vidence
les structures
de
la personnalit,
les systmes
de valeurs
la les
personnalit,
systmes
de valeurs
et
mcanismeslescognitifs
propres
aux
et
les mcanismes
cognitifs
propres
individus,
dune part,
dvaluer
les aux
individus,
part,
les
influences dune
relatives
dedvaluer
lenvironnement
influences
relatives
de lenvironnement
social, du milieu
familial
et du systme
social,
milieu
familial et du systme
ducatifdusur
le dveloppement
de la
ducatif surdautre
le dveloppement
de la
personne,
part. Un accent
personne,
part. Unaccord
accent la
particulier dautre
est galement
particulier
est galement
accord
la
comprhension
du processus
dinsertion
comprhension du
processus
professionnelle
et des
modes dinsertion
professionnelle
modesde carrire et
dlaboration deetlades
stratgie
dlaboration
de
vie adulte. de la stratgie de carrire et
de
vie adulte.
Thmes
abords :
Thmes
abordset: styles culturels ;
- Connaissances
styles
-- Connaissances
La mthode desettests
; culturels ;
-- La
La relation
mthodedes
tests; ;
lautre
-- La
lautre ;
Lesrelation
types de personnalit
;
Les attitudes,
types de personnalit
;
-- Les
valeurs et intrts
- Les
attitudes, valeurs
et intrts
professionnels
;
professionnels
;
- Les
choix dinsertion
professionnelle,
-- Les
dinsertion
professionnelle,
Les choix
motivations
et points
dancrage
- Les
motivations
et
points
dancrage
dune carrire ;
dune carrire
;
- Lapproche
du march
de lemploi ;
-- Le
Lapproche
du march
de lemploi ;
recrutement
et la gestion
- Le
recrutement
et
la
gestion
des carrires des jeunes cadres.
des carrires
Pdagogie
: des jeunes cadres.
Pdagogie
:
Diffrents types
doutils sont utiliss :
Diffrents
types
utiliss
:
- Questionnaires,doutils
tests et sont
exercices
auto- Questionnaires,
administrs ; tests et exercices autoadministrs
; statistique
- Outils
danalyse
- Outils
danalyse statistique
multidimensionnelle
;
multidimensionnelle
; et de rflexion
- Travaux
dintrospection
- Travaux
dintrospection
et de rflexion
personnelle ;
personnelle
; et rapports de synthse ;
- Analyses
crites
-- Analyses
crites et rapports de synthse ;
Etude de cas.
-CeEtude
de
cas.
cours est donn selon deux formules :
Ce cours
est donn selon
deuxbloqu
formules
cours
hebdomadaire
et cours
sur:
cours
hebdomadaire et cours bloqu sur
une semaine.
une semaine.

stakeholder analysis, business guidelines


stakeholder
and codes ofanalysis,
conducts,business
rules ofguidelines
whistle
and
codessocial
of conducts,
rulestheir
of whistle
blowing,
ratings and
impact
blowing,
social ratings
and their
impact
on stock markets.
The range
of business
on
stockexplored
markets.throughout
The range of
business
sectors
the
course
sectors
explored
the course
embraces
variousthroughout
specific industries:
embraces
various specific
industries:
Banking, Tobacco,
Petroleum,
Garments,
Banking,
Petroleum,
Garments,
Internet, Tobacco,
Sport Industry,
Weapons,
etc.
Internet,
Sport
Weapons,
This course
doesIndustry,
not aim to
provide etc.
matter
This
course does
aimtotodevelop
provide matter
for learning,
but not
rather
for
learning,
but rather
to develop
thinking.
Teaching
material
is based on a
thinking.
Teaching
material
is based
on a
combination
of business
readings,
case
combination
of business
readings,
case
analyses, interactive
lectures,
extensive
analyses,
interactive
lectures,
class debates
and videos.
Wideextensive
space is
class
debates
and
videos.
Wideto
space
is
devoted to discussion in order
compare
devoted to and
discussion
in order
to compare
judgments
hone the
students
critical
judgments
hone
thestrives
students
critical
sense. This and
course
also
to develop
sense.
This
course
also
strives
to
develop
an international viewpoint and a grasp of
an international
viewpoint
grasp of
cultural
differences.
By the and
timeastudents
cultural
differences.
Bysessions,
the time students
have completed
the 10
they
have
completed
the 10 their
sessions,
they
should
have: improved
individual
should
have:
improved
their individual
and group
skills
in identifying
and
and
groupethical
skills indecisions
identifying
and
analyzing
they
will face
analyzing
ethical
decisions
they
will face
as
managers,
discovered
how
to develop
as
managers,
discovered
to develop
action
plans that
resolve how
conflicts
of
action
plans
resolve
conflictscommon
of
interest,
andthat
learned
to identify
interest, of
and
learned
to failure
identifyincommon
patterns
success
and
patterns
success and failure in
corporateofaccountability.
corporatepattern:
accountability.
Grading
Grading
pattern:
Evaluation
is based on class participation
Evaluation
is based
classand
participation
(30%), a book
essayon
(20%)
a final
(30%),about
a book
essay
(20%)
and a final
essay
a case
study
(50%).
essay about a case study (50%).

MGTP31206
MGTP31206
Profils personnels et carrire
Profils personnels et carrire

Objectifs :
Objectifs
A lissue de: ce cours, les tudiants seront
A
lissue de
ce cours,conscients
les tudiants
seront
devenus
davantage
de leurs
devenus
conscients
de leurs
forces et davantage
de leurs faiblesses
personnelles
forces
de leurs faiblesses
personnelles
en tantetquacteurs
sur le point
de
en
tant quacteurs
sur le point
sengager
dans diffrents
typesdede
sengager
diffrents
typesdes
de choix
situations dans
sociales
impliquant
situations sociales
impliquant
choixde
dorientation
de leur
vie adultedes
(projet
dorientation
de leur vie
adulte
(projet
de
vie, projet de travail,
rapport
la
socit).
vie,
projet
de
travail,
rapport

la
socit).
Ce cours est structur autour de concepts
Ce de
cours
est structur
autour
de concepts
et
mthodes
danalyse
propres
et
mthodes danalyse
propres Il sagit
ladepsychologie
et la sociologie.
la psychologie et la sociologie. Il sagit

MGTP31207
MGTP31207
Personality Styles and Careers
Personality
Objectives: Styles and Careers

Objectives:
This course is essentially based on the
This
course
essentially
based
on theis to
broad
use ofistests.
Its main
objective
broad
use
of
tests.
Its
main
objective
assist students in orientation and is to
assist students
orientationlife.
and
preparation
for in
professional
preparation for professional life.
192

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MGTP31208
MGTP31208
Travail, individu et socit
Travail,
individu
socit
Auparavant
: travail,etrles,
identit, sens

Auparavant
Objectifs : : travail, rles, identit, sens
Objectifs
:
Ce
cours permet
aux tudiants de mieux
Ce
cours permet
aux tudiants
deet
mieux
comprendre
les enjeux
du travail
les
comprendre
les
enjeux
du
travail
et
les
lments qui donnent du sens au travail
lments
quiprofessionnel,
donnent du sens
travail
et
au monde
en au
relation
et
aulvolution
monde professionnel,
engestion
relationdes
avec
des modes de
avec
lvolution
des
modes
de
gestion
des
entreprises et au-del, les mutations de
entreprises
au-del,
de
la socit. Iletdonne
des les
clsmutations
pour analyser
la
Il donne et
desattitudes
cls pourauanalyser
lessocit.
comportements
travail
les comportements
etautres).
attitudes au travail
(les
siens et ceux des
(les
siens et ceux sont
des autres).
Ces comptences
importantes pour
Ces
comptences
sont
importantes
pour
toute personne au travail
; elles sont
toute personne pour
au travail
; elles sont
indispensables
tout manager
indispensables
managerpour les
dquipe ; elles pour
sont tout
essentielles
dquipe
;
elles
sont
essentielles
tudiants qui souhaitent orienterpour
leur les
tudiantsvers
quilasouhaitent
orienter leur
carrire
GRH.
carrire
la GRH.
Le coursvers
permet
galement de travailler
Le cours
permetson
galement
de travailler
en
profondeur
projet professionnel
en
profondeur son projet professionnel
et personnel.
et
personnel.
Il permet
de valider lapprentissage au
Il permet
valider
lapprentissage
au
mme
titredeque
le cours
Profils personnels
mme
titre(MGTP31206/207).
que le cours Profils personnels
et carrire
et
carrire
(MGTP31206/207).
Thmes
abords
:
Thmes
abords
- Le travail
dans la: socit aujourdhui ;
-- Le
dans la socit
Lestravail
reprsentations
et la aujourdhui
place du ;
- Les
reprsentations
et la place du
travail
;
travail
- Le
sens;du travail et le sens au travail ;
-- La
Le personnalit
sens du travail
leimplications
sens au travail
;
etet
ses
dans
- La
et ses implications
dans
lespersonnalit
relations de travail
;
les relations
;
- Les
lmentsde
et travail
la dynamique
de
- Les
lments
et
la
dynamique
de
lidentit ;
lidentit
; professionnelles et les
- Les
identits
- Les
identitsidentitaires
professionnelles
et les
dynamiques
;
dynamiques
identitaires
;
- Les hritages social, culturel,
- Les
hritagesetsocial,
culturel,
conomique
affectif
et leur impact sur
conomique
et
affectif
et leur
les reprsentations et les
choiximpact
de sur
les reprsentations
et les choix de
travail
;
travail
;
- Les
trajectoires
familiale, sociale et
- Les
trajectoires
sociale et
professionnelle familiale,
;
professionnelle ;
193

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MGT

Grading pattern:
Grading
pattern:accuracy and breadth of
Final self-report
Final
self-report accuracy and breadth of
analysis.
analysis.

Becoming more self-conscious and


Becoming
self-conscious
and
discoveringmore
ones
preferred ways
of using
discovering
preferred ways
of has
using
the abilities ones
and competencies
one
the
abilities
one
has
acquired
is aand
key competencies
factor for future
success.
acquired
is a key
for future success.
What
happens
to factor
us in professional
life
What
happens
to on
us in
professional
lifeand
depends
not just
how
well we think
depends
not
just
on
how
well
we
think
and
interact with others, but also on how we
interact
others,
butand
alsootherson how we
think
andwith
develop
selfthink
and developPeople
self- and
othersrepresentations.
think
and behave
representations.
People
think
in different ways. As a result, and behave
in different ways. Ascan
a result,
misunderstandings
develop.
misunderstandings
can develop.
Understanding different
styles of
Understanding
different
styles of can help
thinking,
learning
and behaviour
thinking,
and behaviour can and
help
us preventlearning
these misunderstandings,
us
prevent
these
misunderstandings,
and
motivates us to actually come to a better
motivates us toof
actually
comeand
to aofbetter
understanding
each other
understanding
of each other and of
ourselves.
ourselves.
All personal styles are not ideally suited to
All jobs.
personal
styles
are not ideally
all
If some
occupations
allowsuited to
all
jobs. Ifin
some
occupations
allow
flexibility
styles
and the expression
of
flexibility
in
styles
and
the
expression
of
stylistic preferences, other ones tend to
stylistic
tend to
reinforcepreferences,
a dominant other
style. ones
So highreinforce
style. So
high-are
potential aordominant
highly talented
people
potential
or highly
people
are
those
people
whosetalented
styles match
their
those
people
whose and
styles
match their To
patterns
of abilities
competencies.
patterns
abilities
and
To
succeed, of
people
need
to competencies.
find compatibility
succeed,
people
need to find
compatibility
and
maintain
coherence
between
how
and
coherence
between
how
theymaintain
think, how
they behave,
professional
they
think,
how
they
behave,
professional
expectations and their preferred styles.
expectations
and their preferred styles.
Topics:
Topics:
Cultural styles and forms of human
Cultural styles and forms of human
intelligence
intelligence
Orientations toward others
Orientations
toward others
Personality styles
Personality styles
Professional
values and interests
Professional
values
and interests
Labour markets
orientation
Labour
markets
orientation
Career beginning strategies
Career beginning
Building
ones lifestrategies
project
Building
ones life project
Pedagogy:
Pedagogy:
Use of a broad set of pedagogical tools:
Use
Testsof a broad set of pedagogical tools:
Tests
Self-diagnosis exercises
Self-diagnosis
Case
studies exercises
Case
Data studies
survey
Data
survey
Written
self-report
Written self-report

MGT

Thmes abords :
Thmes
abordssciences
:
Le dpartement
humaines se
Le
dpartement
sciences
humaines
se
propose
de contribuer
ce
complment,
propose
de contribuer
ce complment,
en proposant
aux tudiants
une
en
proposant aux
unethtrales,
sensibilisation
auxtudiants
techniques
sensibilisation
aux techniques
thtrales,
taye dune rflexion
approfondie
taye
rflexion
sur leurdune
apport
pour le approfondie
comportement
sur
leur apport
le comportement
quotidien
dans pour
le milieu
du travail.
quotidien
Pdagogiedans
: le milieu du travail.
Pdagogie
Le cours est: articul autour de deux
Le
cours
articul
autour
de deux et de
ples
: unest
ple
pratique
dexercices
ples
: un
pleetpratique
jeux de
rles,
un ple dexercices
thorique et de
jeux
de rles,
ettudiants
un ple thorique
permettant
aux
de tirer profit
permettant
aux tudiants
de tirer
sur le plan intellectuel
comme
sur profit
le plan
sur
le plan
intellectuel
comme sur le plan
pratique
dun
tel apprentissage.
pratique
dun
Evaluation
: tel apprentissage.
Evaluation
:
Outre une rflexion
thorique
Outre
une
rflexion
thorique
intermdiaire, lvaluation
du cours
intermdiaire,
du mmoire
cours
sappuie sur la lvaluation
rdaction dun
sappuie
sur sur
la rdaction
dun mmoire
de rflexion
lenseignement
suivi
de
rflexion
sur lenseignement
suivi
pendant
le cours.
Elle suppose donc
pendant
cours. dexcution
Elle supposescnique
donc
un doubleletravail
un
double travail
dexcution scnique
et danalyse
thorique.
et
danalyse
Il est
noterthorique.
que ce cours nest autoris
Il
est tudiants
noter que nayant
ce coursjamais
nest autoris
quaux
suivi
quaux
tudiantsthtral
nayant antrieur.
jamais suivi
denseignement
denseignement thtral antrieur.

- Les tensions et conflits entre les divers


- Les
tensions
et conflitsetentre
les divers
lments
de lidentit
les divers
rles
lments
de lidentit
et les divers ;rles
sociaux, familiaux,
professionnels
sociaux,
familiaux,
;
- La
responsabilit
auprofessionnels
travail ;
-- La
responsabilit
au ses
travail
;
Lactivit
de travail,
dimensions
- Lactivit
ses dimensions
collectivede
et travail,
individuelle
;
collective
et individuelle
; de travail ;
- La
crativit
dans lactivit
-- La
;
La crativit
complexitdans
des lactivit
situationsdedetravail
travail.
-Pdagogie
La complexit
: des situations de travail.
Pdagogie
: repose sur la rflexivit.
La pdagogie
La
repose
sur la rflexivit.
Ellepdagogie
prend appui
sur lexprience
et
Elle
prend appui
sur lexprience
et
la subjectivit
personnelle
des tudiants,
la
subjectivit
personnelle
tudiants,
ainsi
que sur celles
dautresdes
personnes
ainsi
que
sur celles
dautres personnes
via des
films,
des interviews,
etc.
via
des films,
En sance,
elledes
estinterviews,
constitueetc.
dun va-etEn
sance,
constitue
dun va-etvient
entre elle
des est
ateliers
de rflexion,
des
vient
entre
des ateliers
apports
dexprience
etde
desrflexion,
exposs des
apports
dexprience
et des exposs
thoriques.
Entre les sances,
le travail
thoriques.
Entre
sances,
le travail
prend la forme
de les
lectures
ou de
prend
la forme
de lectures
de
rflexions
individuelles
ou ou
collectives.
rflexions
ou collectives.
Evaluationindividuelles
:
Evaluation
Lvaluation: se fait sur la base de
Lvaluation
fait sur la base
de
limplication se
(participation
et travaux
limplication
(participation
et travaux
hebdomadaires,
70%) et la ralisation
hebdomadaires,
la ralisation
dun travail final 70%)
(30%,etrflexion
dun
travail final
(30%,
rflexionaprs
personnelle
remise
rapidement
personnelle
remise rapidement aprs
la fin du cours).
la fin du cours).

MGTP31211
MGTP31211
Behaving in Public: a Training
Behaving
Objectives:in Public: a Training

MGTP31210
MGTP31210
Mise en scne du comportement
Mise en scne
du comportement
Objectifs
:

Objectifs
: des tudiants est telle quen
La scolarit
La
scolarit
des et
tudiants
est telle
eux, sensibilit
intelligence
ne quen
eux,
sensibilit
et intelligence lune
ne
sappellent
pas spontanment
sappellent
pas spontanment
luneet son
lautre. Or, lexercice
du jugement
lautre.
Or, lexercice
du jugement
et son
nonciation
demandent
une synthse
nonciation
demandentdeune
effective et dynamique
cessynthse
deux
effective
dynamique
de avec
ces deux
facults. et
Afin
de prparer
efficacit
facults.
Afin delaprparer
avec efficacit
les tudiants
vie en entreprise,
les
tudiants
ladevie
en entreprise,
il est
important
complter
leur
il
est important
de complter
formation
intellectuelle
par unleur
formation
intellectuelle
par un
apprentissage
de situations
concrtes
apprentissage
de situations concrtes
dinteractions interpersonnelles
au sein
dinteractions
interpersonnelles
au sein
des organisations
: relations de pouvoir,
des
organisations
: relations
de pouvoir,
ngociation
commerciale,
tenue
ngociation
commerciale,
de runion, animations
de tenue
groupes, etc.
de runion, animations de groupes, etc.
194

Objectives:
Public speaking, be it one-on-one or to a
Public audience,
speaking, is
beaitdifficult
one-on-one
or toIts
a
larger
exercise.
larger
audience,
is a People
difficultshow
exercise. Its
a revealing
process.
athemselves
revealing process.
show
not only People
to others
but first of
themselves
not only to others but first of
all to themselves.
all
to themselves.
When
people are confronted to others, a
When
confronted
others,
a
whole people
varietyare
of elements
aretocalled
into
whole
variety
elementsofare
called
into
question:
the of
knowledge
the
subject
question:
the and
knowledge
of the subject
matter, skills
competences,
etc. In
matter,
skills andpeople
competences,
In
communicating,
listeningetc.
ability
communicating,
listeningare
ability
and relationship people
to the audience
in
and
relationship
to the
audience
are inin a
question.
What looks
simple
and easy
question.
What
looks simple
and easy in a
daily life can
suddenly
become
daily
life
can
suddenly
become
problematic, and a source of pressure in
problematic,
and a source
of pressure
specific managerial
situations.
What in
specific
situations.
WhatWhat
words tomanagerial
choose? How
to tell them?
words
to choose?
How
to tell
them? What
to do with
my body?
With
my hands?
to do with my body? With my hands?

194 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTS31102
MGTS31102
Stratgie et management
Stratgie
et management
Cours fondamental

Cours
fondamental
Objectifs
:
Objectifs
: ce cours est double. Dune
Lobjectif de
Lobjectif
cours est
double.
Dune
part, tous de
lesce
sujets
matriser
seront
part,
lesnotamment
sujets matriser
seront
traitstous
dont
la notion
traits
dont notamment
la notion
de management
stratgique,
lanalyse
de
management
stratgique,
lanalyse
de lindustrie et de la concurrence,
de
lindustrie et
deles
la cots,
concurrence,
la domination
par
les stratgies
la
par les
les stratgies
dedomination
diffrentiation,
lescots,
avantages
de
diffrentiation,
les
avantages
comptitifs drivs des ressources, des
comptitifs
drivs
des et
ressources,
des
capacits, les
alliances
la
capacits,
les alliances
la nous
diversification.
Dautre et
part,
diversification.
Dautrede
part,
utiliserons des tudes
cas nous
pour lier
utiliserons
desthmes
tudesau
deproblme
cas pour lier
les diffrents
de mise
les
diffrents
au problme
de mise
en uvre.
Lesthmes
cas refltent
les
en
uvre. Les de
caslarefltent
les
circonstances
vie de lentreprise,
circonstances
de la
vie face
de lentreprise,
et ltudiant doit
faire
un problme
et
ltudiant
doit
faire
face
un
problme
stratgique et y apporter une
rponse
stratgique
y apporter
une au
rponse
comptente.etLes
participants
cours
comptente.
participants
au cours
apprendront Les
utiliser
les techniques
apprendront
utiliser et
lestechniques
danalyse stratgique
valuer
danalyse
valuer
ltendue stratgique
et les limitesetde leur
pertinence.
ltendue
et les
limites
leur
pertinence.
On napprend
pas
quelledeest
la meilleure
On
napprend
quelle est la
meilleure
stratgie,
maispas
dterminer
une
stratgie,
dterminer une
dmarche mais
stratgique.
dmarche
stratgique.
Thmes abords :
Thmes
abords
- Quest-ce
que la:stratgie et la
-formulation
Quest-ce que
la stratgie
stratgique
? et la
formulation
stratgique:?analyse de
- Stratgie dentreprise
-lenvironnement
Stratgie dentreprise
externe: analyse de
lenvironnement
externe
- Les trois stratgies
gnriques :
-domination
Les trois stratgies
gnriques
:
par les cots,
diffrentiation,
domination
focalisation par les cots, diffrentiation,
focalisation

MGTP31481
MGTP31481
Team Building Seminar
Team
Building Seminar
Objectives:

Objectives:
This is a seminar course open to ESSEC
This
is a seminar
course
opencurriculum.
to ESSEC
students
at the end
of their
students
at
the
end
of
their
curriculum.
You will not only acquire group animation
You
onlyhow
acquire
group animation
skillswill
andnot
learn
to effectively
create
skills
andteams,
learn how
to effectively
create
working
but also
how to organize
working
teams, but alsosessions
how to organize
and run team-building
and build
and
team-building
sessions
uponrun
individual
leadership
skills.and build
upon
individual
leadership skills.
Teaching
methods:
Teaching
It involvesmethods:
participation in a one-day
It
involves
participation
in a one-day
training
session
in June with
the cotraining
in June with
the coordinatorsession
and a one-day
training
session
ordinator
a one-day on
training
at the endand
of September
groupsession
at
the end of
September
on group
animation
and
team-building,
followed by
animation
and
team-building,
two days of experience in groupfollowed by
two
days of experience and
in group
animation/facilitation
logistics
animation/facilitation
logistics
through team-buildingand
exercises
with over
through
team-building
exercises
withthe
over
200 in-coming
MSc students.
During
200
in-coming
MScfacilitation,
students. During
the
two days
of group
you will
two
group of
facilitation,
will of
eachdays
be inofcharge
animatingyou
a group
each be in charge of animating a group of
195

195 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

15-20 students through a variety of team15-20


students
through a variety of teambuilding
exercises.
building
exercises.
Grading pattern:
Grading
pattern:
You will be
asked to keep a log of your
You
will beduring
askedthe
to keep
a log and
of your
activities
two days,
to use
activities
during athe
andontoteamuse
that to write-up
15two
pagedays,
report
that
to write-up
a 15behaviour
page report
on teambuilding
and group
based
on
building
and group
behaviour
on
your experience
in the
programbased
and on
your
experience
in the program
and
pre-assigned
readings.
The report
is on
to be
pre-assigned
readings.
handed in at the
end of The
the report
autumnis to be
handed
quarter.in at the end of the autumn
quarter.

Where to look at? How can I feel myself as


Where
toof
look
at? How
can Iisfeel
myself
a source
meaning
which
always
at as
afirst,
source
meaning
is always at
on aofsilent
way which
and sometimes
first,
on a silent
way and sometimes
apparently
senseless?
apparently
senseless?
A pianist cannot
succeed without
A
pianist cannot
succeed
without
practising
his scales;
a dancer
cannot
practising
his scales;
a dancer
dance without
stretching
at thecannot
bar: a
dance
at the bar:
a
public without
speaker stretching
needs to prepare
her/his
public
to prepare
her/his
speechspeaker
as well,needs
performing
on stage,
in
speech
performing on stage, in
front ofas
anwell,
audience.
front
of anmethods
audience.
Teaching
and Objectives:
Teaching
methods
and
Objectives:
A theatrical
training,
rigorously
based,
A
theatrical
training,
rigorously
based,
with
its games
and various
exercises
can
with
andharmony
various of
exercises
help its
yougames
find the
emotioncan
and
help
you find of
thebody
harmony
of emotion and
intelligence,
and thought,
intelligence,
of body
necessary to make
youand
anthought,
effective public
necessary
speaker. to make you an effective public
speaker.
Grading pattern:
Grading
pattern: (40%)
- Class participation
-- Class
Groupparticipation
presentation:(40%)
various works in
- Group
presentation:
various works in
progress
(20%)
(20%)
- 1progress
individual
research assignment: end
- 1term
individual
(40%) research assignment: end
term (40%)

MGT

- Stratgies fondes sur les ressources


-etStratgies
fondes sur les ressources
les comptences
et
les comptences
- Stratgies
dalliance
-- Stratgies
dalliance
Stratgie de
groupe : domaine &
-diversification
Stratgie de groupe : domaine &
diversification
- Stratgie dinternationalisation
-Mode
Stratgie
dinternationalisation
dvaluation
:
Mode
dvaluation
:
Participation
aux discussions,
tudes de
Participation
discussions,
tudes de
cas en groupeaux
et/ou
travail individuel
cas en groupe et/ou travail individuel

MGTS31103
MGTS31103
Strategy and Management
Strategy and Management

- Corporate strategy: scope of the firm &


-diversification
Corporate strategy: scope of the firm &
diversification
- Corporate strategy: Going international
-Grading
Corporate
strategy: Going international
pattern:
Grading
pattern: group case analysis
Class participation,
Class
participation,
group case analysis
and/or
individual assignment.
and/or individual assignment.

MGTS31261
MGTS31261
International Strategy
International
Strategy
and Management
and
Management
Objectives:

Objectives:
Global Strategy is about formulating a link
Global
Strategy
is about formulating a link
between
the vision-mission-goal-action
between
the vision-mission-goal-action
and implementing
the action to gain
and
implementing
the action
to gain
competitive
advantage
over the
competitive
thebetween
competitors.advantage
When this over
is done
competitors.
When this
is donecompanies
between
HQ and subsidiaries
for global
HQ
and subsidiaries
global companies
it becomes
a complexforexercise
for
it
becomes aFor
complex
exercise
for needs
corporates.
this the
corporation
corporates.
this the
to assess theFor
global
andcorporation
the local needs
to
assess the global
anditthe
local
environments
in which
is operating,
environments
in which itthe
is operating,
take into consideration
industry
take
into consideration
the industry
dynamics,
find its resources
and develop
dynamics,
find
its
resources
and develop
its competencies. Some of these
its
competencies.
of converted
these
competencies
can Some
then be
to
competencies
can then
bewill
converted
winning capabilities
that
not onlyto
winning
that
will not
focus on capabilities
the customer
needs,
but only
also
focus
on the
customerand
needs,
but
also
evaluate
competition
make
choices.
evaluate
competition
make choices.
A choice involves
risk and
especially
in everA
choice involves
in everchanging
nationalrisk
andespecially
international
changing
national
environments.
Withand
theinternational
global
environments.
With theatglobal
environment changing
a fast pace
environment
changing
at a fast pace New
corporations are
being transformed.
corporations
are being
transformed. New
business models,
new markets,
business
models,
new markets,
convergence
of products,
consolidation
convergence
of products,
consolidation
through mergers
and acquisitions,
through
and
acquisitions,
strategicmergers
alliances,
outsourcing
and
strategic
alliances,
network effects
are outsourcing
changing theand
way
network
effects
changing
way
corporations
didare
business,
be the
it the
corporations
did
business,
be
it
the
airlines, beverages, cement, telecom or
airlines,
beverages,
the luxury
industry. cement,
With eachtelecom
changeorin
the
industry.
eachhigher.
change To
in
the luxury
context,
the riskWith
becomes
the
context,
becomes
higher.
To
mitigate
thisthe
riskrisk
of doing
global
business,
mitigate
this risk
of doing
global business,
the discussion
of global
strategy
the
discussionany
of global
strategy
encompasses
problem
or opportunity,
encompasses
problem
or opportunity,
in the areas ofany
finance,
production,
in
the areasinformation
of finance, production,
marketing,
technology, and
196 marketing, information technology, and
196 Catalog 2015-2016
Catalogue des cours/Course

Core course
Core
course
Objectives:
Objectives:
The objective of this course is twofold.
The
of thisallcourse
is twofold.
First,objective
we will cover
the need-to-know
First,
will coverdefinition
all the need-to-know
topics,weincluding:
of the nature
topics,
including:
definition
of the nature
of strategic
management,
industry
and
of
strategic management,
and
competition
analysis; cost industry
and
competition
analysis;
cost and
differentiation
advantages,
competitive
differentiation
advantages,
competitive
advantage based
on resources
and
advantage
based
on
resources
and
capabilities, alliances and diversification
capabilities,
strategies. alliances and diversification
strategies.
Second, we will use case studies to learn
Second,
we the
will above
use case
studies
to actual
learn
how to link
topics
to the
how
to link
the above
topics
to the
strategy
making
process.
Cases
dealactual
with
strategy
making process.
Cases deal with
real life experiences
and simulate
real
life experiences
simulate
situations
where the and
student
is the central
situations
where the
student dilemma,
is the central
actor confronting
a strategic
actor
strategic
dilemma,
faced confronting
with the taskaof
providing
an
faced
withanswer
the task
providingstrategic
an
informed
toof
important
informed
to important
strategic
questions.answer
Students
will learn to
use the
questions.
willanalysis,
learn to as
usewell
theas
techniquesStudents
of strategic
techniques
of strategic
as well as
appreciate the
range of analysis,
their applicability
appreciate
the range
of their
applicability
and limitations.
You will
NOT learn
best
and
limitations.
learn
strategy.
Rather,You
youwill
willNOT
learn
to best
strategy.
you will
learn capability.
to
structure Rather,
your strategy
making
structure
Topics: your strategy making capability.
Topics:
- What is strategy and the strategy making
-process?
What is strategy and the strategy making
process?
- Business strategy: Analysis of the
-external
Business
strategy: Analysis of the
environment
external
environment
- Three generic
business strategies: Cost
-leadership,
Three generic
business strategies:
Differentiation,
Focus Cost
leadership,
Focus
- Strategies Differentiation,
based on resources
and
-capabilities
Strategies based on resources and
capabilities
- Business strategy based on alliances
- Business strategy based on alliances

Catalogue des cours/Course Catalog 2015-2016

MGTS31263
MGTS31263
Competitive Strategy
Competitive Strategy

Prerequisite(s) - cf. tables


Prerequisite(s)
Objectives: - cf. tables
Objectives:
This course focuses on the business level
This
course
focuses on
the business
strategy,
examining
issues
central tolevel
its
strategy,
examining
issues central
to its
long and short
term competitive
position.
long and short term competitive position.
197

197 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

Topics:
Topics:
The initial focus is on:
The
initial focus
is on:
1. Industry
analysis,
1.
Industry
analysis,
2. Value
creation
and appropriation,
2.
creation
3. Value
Strategic
gamesand
andappropriation,
tactics.
3.
Strategic
games and
tactics.
This
course analyses
competitive
This
course analyses
interactions
betweencompetitive
industry players
interactions
industry
players
(competitors,between
suppliers,
distributors,
(competitors,
suppliers,
complementors,
etc.). It distributors,
emphasizes a
complementors,
emphasizes
a
vision of strategyetc.).
madeItfrom
a blend of
vision
ofstrategies
strategy made
from a blend
of
indirect
(maneuvers)
and direct
indirect
strategies
(maneuvers)
and direct
strategies.
This course
provides managers
strategies.
This
course provides
managers
with a strong
analytical
base, consistent
with
a strong
analytical
base, consistent
principles,
and
robust insights
useful to
principles,
and robust
insights useful to
develop business
strategies.
develop
strategies.
Teachingbusiness
methods:
Teaching
The coursemethods:
is divided into two parts:
The
course is divided
parts:
1. Interactive
lecturesinto
(4) two
including
1.games
Interactive
lectures
(4) including
and short
exercises,
and short exercises,
2.games
Case discussions.
6 cases.
2.
Case
discussions.
cases.
The learning process6can
be summarized
The
learning process
summarized
as: participants
learncan
bybe
doing
and do
as:
participants
learn
by doing
and do
while
learning. The
course
is both
while
learning.
The course
is both are
conceptual
and practical
as concepts
conceptual
andthen
practical
as concepts
are
presented and
applied,
or identified
presented
andand
then
applied,
or identified
from practice
then
evaluated.
from
practice
then
A special
focusand
is set
on:evaluated.
A
focusofisbusiness
set on: model such as
- special
New forms
- New
forms of business
model
such as
the collaborative
business
model.
collaborative
business
model.
- the
Critical
point analysis,
i.e. boundaries
- Critical
point
boundaries
conditions
of analysis,
strategic i.e.
decisions.
conditions
of strategic decisions.
Grading
pattern:
Grading
The final pattern:
grade is made from:
The
grade is made
Classfinal
participation
(+), from:
Class
participation
(+),presentation + one
Two group
works - one
Two
group(+),
works - one presentation + one
challenge
challenge
3 one-page(+),
in depth critical point analysis
3(+++),
one-page in depth critical point analysis
(+++),
One short self-evaluation (e).
One short self-evaluation (e).

human resource management. This course


human
resource
Thisinternal
course
draws from
both management.
the external and
draws
from both
external
and internal
environment,
thethe
macro
and micro
environment,
the firm
macro
and
economies of the
and
themicro
exogenous
economies
of thevariable
firm andthat
the are
exogenous
and endogenous
the
and
endogenous
variable
that are
the
drivers
for the strategy
making
process.
drivers
thethe
strategy
In that for
sense
coursemaking
is bothprocess.
In
that sense theand
course
is both
interdisciplinary
integrative.
interdisciplinary
and integrative.
Topics:
Topics:
The course will deal with the following
The
course will deal with the following
issues:
issues:
- Globalization and Internationalization
- Globalization
Internationalization
(Environmentand
& Strategy).
(Environment
& Strategy).MNCs
- Managing
and Organizing
- Managing
(Structureand
andOrganizing
Systems). MNCs
(StructureAcross
and Systems).
- Managing
Cultures (Culture).
-- Managing
CulturesHuman
(Culture).
Managing Across
International
Resource
- Managing
International
Human
Resource
(People).
(People).
- Survival
Strategies for Local and Global
- Survival
Strategies
for Local
and Global
Companies
(Emerging
Country
Companies
(Emerging
Country
Scenario).
Scenario).
Teaching
methods:
Teaching
methods:
The approach
taken to deal with these
The
approach
to deal with
these We
queries
will betaken
managerially
oriented.
queries
be managerially
oriented.
We
will use will
a combination
of theory
and case
will
use to
a combination
of theory and case
studies
probe your contextual
studies
to probe
your contextual
familiarity,
analytical
abilities and
familiarity,
analytical
abilities
and
debating skills.
To be an
effective
debating
skills.
To
be
an
effective
manager in an international context, you
manager
an international
have to beinaware
of your owncontext, you
have
to be aware
your own
orientations,
yourofvalues
while learning to
orientations,
yourtovalues
while
listen sensitively
others.
Thislearning to
listen
sensitively
others.toThis
methodology
willto
attempt
maximize
methodology
attempt to maximize
your learning will
experience.
your
learning
experience.
Grading
pattern:
Grading
pattern: and Attendance (25%)
Class participation
Class
Attendance (25%)
Groupparticipation
Case Analysisand
(35%)
Group
CaseCase
Analysis
(35%) (40%)
Individual
Assignment
Individual Case Assignment (40%)

MGT

MGTS31265
MGTS31265
Corporate Strategy
Corporate
Strategy
Prerequisite(s) - cf. tables

MGTS31266
MGTS31266
Stratgie industrielle
Stratgie
industrielle
Objectifs :

Prerequisite(s)
cf. tables
Objectives and-topics:
Objectives
and topics:
Many companies
operate in multiple
Many
companies
operate
multiple
horizontal
(product)
and in
vertical
horizontal (product) and markets.
vertical The
(upstream-downstream)
(upstream-downstream)
markets.
The
study of corporate strategy
seeks to
study
of
corporate
strategy
seeks
to
understand how such expansion can be
understandforhow
can be
beneficial
thesuch
firmexpansion
and how top
beneficial
firmwhen
and how
executivesfor
addthe
value
theytop
operate
executives
add value
whenThis
theycourse
operate
across different
domains.
thus
across different
domains.
This course thus
focuses
on the role
of corporate
focuses
on thewhich
role ofmust
corporate
headquarters
identify new
headquarters
which
must
identify
business opportunities, design
thenew
business
designthe
the
business opportunities,
model, and leverage
business
model,
and
leverage
the
requisite resources and capabilities. To
requisitethese
resources
and capabilities.
To
support
objectives,
top executives
support
these objectives,
top executives
must routinely
evaluate whether
internal
must
routinelyalliances
evaluateor
whether
internal
development,
acquisition
are
development,
alliances
are
the
appropriate
vehicle or
of acquisition
expansion, and
the
appropriate
of expansion,
and
when
divestiturevehicle
of a business
is
when
divestiture
of aexecution
business isis vital to
necessary.
Because
necessary.
is vital to
the
ultimateBecause
successexecution
of these strategies,
the
ultimate
success
of these strategies,
we also
explore
key elements
of strategic
we also explore key elements of strategic
execution.
execution.
The course includes the following topics:
The
course includes
topics:
1. Corporate
modelsthe
andfollowing
the relationship
1. between
Corporateheadquarters
models and the
andrelationship
business
between
headquarters and business
unit.
unit.
2. Vertical integration.
2. Strategic
Vertical integration.
3.
alliances and partnership
3. Strategic
alliances and partnership
management.
management.and integration.
4. Acquisitions
4.
Acquisitions and integration.
Evaluation:
Evaluation:
The course builds on cases, in-class
The courselectures,
builds onand
cases,
in-class
exercises,
readings.
Student
exercises,
lectures,
andcritical
readings.
contributions
are also
to a Student
contributions
areThey
alsoinclude
critical contribution
to a
successful class.
successful
class. They
include
contribution
to
class discussion,
case
write-ups,
and a
to
class
discussion,
and a
final
written
projectcase
and write-ups,
presentation.
final written project and presentation.

Objectifs
: industrielle, on entend
Par stratgie
Par stratgie
industrielle,
entend
lensemble
des
activits eton
moyens
lensemble
des
activits etpour
moyens
dploys par
lentreprise
concevoir
dploys
par lentreprise
concevoir
puis
produire
les biens oupour
services
quelle
puis
produire lesLabiens
ou services
commercialise.
stratgie
vise enquelle
commercialise.
La stratgie
vise enchoix
particulier raliser
les meilleurs
particulier raliser
les meilleurs
choix
technologiques
: technologie
de produits
technologiques
technologie
mais galement :de
processus,de produits
mais
galement dedes
processus,
dimensionnement
sites industriels,
dimensionnement
des sites industriels,
choix
des partenaires
choix
des partenaires
Les principales
stratgies industrielles
Les
principales
industrielles
mises en uvrestratgies
au cours du
XX sicle
mises
uvre auen
cours
du XXplus
sicle
seronten
couvertes,
insistant
seront
couvertes,
en
insistant
plus
particulirement sur les stratgies les plus
particulirement
les stratgies
les plus
rcentes.
Ainsi, lasur
stratgie
historique
de
rcentes.
Ainsi, la stratgie
historique
de
la Ford MotorCompany
autour
dun produit
la
Ford
MotorCompany
autour
dun
produit
unique en processus rigide et intgr
unique
en processus
rigide etassocie
intgr
et
organisation
taylorienne
et
organisation
taylorienne
associe
diffrent
totalement
des stratgies
diffrent
des stratgies
actuelles totalement
de prolifration
de produits
de prolifration
de produits
actuelles
faible dure
de vie.
Flexibilit
faible dure
de vie. reprsentent
et ractivit
Flexibilit
et ractivit
reprsentent
au
mme titre
que qualit
et productivit,
au
titre que
qualit
productivit,
les mme
principaux
attributs
desetsystmes
les
principaux
attributs
des
systmes
industriels modernes. Les technologies
industrielsles
modernes.
flexibles,
politiquesLes
detechnologies
qualit totale,
flexibles,
les politiques
totale,
le juste temps
comme de
lesqualit
nouvelles
le
juste

temps
comme
les
nouvelles
organisations contribuent rconcilier
organisations
contribuent
rconcilier
des
objectifs longtemps
contradictoires,
des
objectifs de
longtemps
defficience,
capacit contradictoires,
dadaptation
defficience,
dadaptation
et
de qualit de
de capacit
vie au travail.
et
de qualit
de vie
Thmes
abords
: au travail.
Thmes
abords
Dans ce cours,
on:tudiera
Dans ce cours, on
successivement
: tudiera
successivement
:
1. Lvolution historique
des stratgies
1.
Lvolution
historique
industrielles dentreprise.des stratgies
industrielles
dentreprise.
2.
Les principaux
systmes industriels.
2.
systmes industriels.
3. Les
Les principaux
dcisions stratgiques
de
3.
Les
dcisions
stratgiques
deprocessus
conception des produits et des
conception
industriels :des produits et des processus
industriels
: loffre de produit ;
- Diversit de
Diversit de loffre
de produit
;
-- Diffrenciation
retarde
des produits
;
-- Diffrenciation
retarde des intgration
produits ;
Focalisation, spcialisation,
- Focalisation,
spcialisation,
intgration
et quasi-intgration
;
et quasi-intgration ;
me
me

198

198 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTS31267
MGTS31267
Industry and Strategy Practice
Industry and Strategy Practice

199

The art of management is to make good


The
art ofinmanagement
is to make good
decisions
complex environments
and
decisions
in complex
environments
with incomplete
or inaccurate
piecesand
of
with
incomplete or inaccurate pieces of
information.
information.
Objectives:
Objectives:
The objective of the course is to provide a
The
objective of
courseand
is toaddress
provide a
methodology
to the
structure
methodology
to structure
and
complex strategic
problems
in address
a rigorous
complex
problemsThis
in aclass
rigorous
but time strategic
efficient manner.
aims
but
time
efficient
manner.
This
class
at teaching a generic problem solvingaims
at
teaching a generic
solving
methodology
that canproblem
help participants
methodology
that canof
help
structure the analysis
anyparticipants
complex
structure
the analysis
of any
business situation
within
thecomplex
context of
business
situation
thethe
context of
any
industry.
It willwithin
provide
any
industry.the
It will
provide
participants
results
fromthe
large
participants the
resultstools
from have
largeused to
management
practices
management
practices
tools have used
evaluate thousands
of organizations
in to
evaluate
thousands
of
organizations
in
manufacturing, retail, services and other
manufacturing,
other
industries
acrossretail,
Latin services
America,and
Europe,
industries
across LatinThese
America,
Asia and Australasia.
data Europe,
provide a
Asia
and
Australasia.
These
provide a
global insight into the basicdata
management
global insight
intomonitoring,
the basic management
practices
around
targets and
practices
around monitoring,
talent management
that firmstargets
adopt and
talent
management
that
firms
adopt
around the world. The course will
examine
around
the world.
The course
link between
management
andwill examine
link
between and
management
andfor
performance
the reasons
performanceinand
the reasons
for firms,
differences
management
across
differences
in management
industries within
countries. across
Beyondfirms,
industries
within
countries.
Beyond
management
consulting,
this
methodology
management
this methodology
can
be helpfulconsulting,
in most business
decision
can
be helpful
in most
decision
processes,
either
whenbusiness
the problem
is not
processes,
either
when
the
problem
clearly defined, or when there is no is not
clearly defined,
or when
is no
existing
methodology
tothere
answer
the
existing
methodology to answer the
problem.
problem.
Topics:
Topics:
The approach taken during this course is a
The
approach
taken during
this course is a
series
of case studies
on different
series of case
studies
on different
industries
taking
examples
of companies
industries taking examples of companies

199 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

de la communication orale seront


de
la communication
orale seront
particulirement
apprcis.
La
particulirement
apprcis.
Lachanges
participation individuelle
aux
participation
individuelle
aux changes
durant les diffrentes
sessions
est
durant
les diffrentes
sessions
est
galement
value et prise
en compte
galement
dans la notevalue
finale. et prise en compte
dans la note finale.

- Internationalisation des processus


- Internationalisation
des processus
industriels.
4.industriels.
Les politiques industrielles novatrices :
4.
politiques
industrielles
novatrices
- LaLes
gestion
stratgique
de la qualit
; :
stratgique
de la
-- La
Lesgestion
technologies
flexibles
; qualit ;
-- La
Lesgestion
technologies
flexibles
;
stratgique
du temps
;
-- La
gestion
stratgique
du
temps
Les organisations flexibles et les ;
- Les
organisations
flexibles
et les
nouveaux
systmes
de contrle
nouveaux
systmes de contrle
stratgique.
stratgique.
Les
thmes traits dans ce cours
Les thmes traits
dans de
ce cours
permettront
galement
couvrir les
permettront
galement
de couvrir lesdu
principaux objectifs
dapprentissage
principaux objectifs
dapprentissage
du
programme
: management
des processus,
programme
: management
des processus,
capacit rsoudre
des problmes
capacit
rsoudre
des problmes
complexes
et apprhender
des situations
complexes et
apprhender des situations
Business
htrognes.
Business
Pdagogie :htrognes.
Pdagogie
: sappuiera sur une grande
La pdagogie
La pdagogie
sappuiera
sur une et
grande
interaction
avec
les participants
sur
interaction
avecvaries
les participants
et sur
les expriences
des consultants
les
expriences
varies
des consultants
auprs
de directions
gnrales
de grands
auprs
directions Anim
gnrales
groupesdeindustriels.
par de
desgrands
groupes
industriels.
Anim
par
des
professionnels, experts de stratgie
professionnels,
experts
de stratgie
industrielle,
ce cours
sappuie
sur des cas
industrielle,
ce cours sappuie
sur des cas
rels contemporains.
Une attention
rels
contemporains.
Une
attention
particulire sera apporte au partage
particulire sera
au partage
dexprience,
surapporte
des secteurs
divers
dexprience,
sur des secteurs
divers
(Grande Consommation,
Industrie
de
(Grande
Consommation,
Industrie
de
Process, Automobile, Tlcoms, Chimie,
Process,
Automobile,
Tlcoms,
Chimie,
Pharma)
et aux diagnostics
rapides
Pharma)
et aux
diagnostics
rapides
en classe. Les
tudiants
participent
en classe. Les
activement
et tudiants
travaillentparticipent
en groupe.
activement
et travaillent
en groupe.
Nous raliserons
galement
des jeux
Nous
raliserons
galement
dentreprise qui permettrontdes
de jeux
dentreprise les
quiprincipales
permettrontcontraintes
de
comprendre
comprendre
les principales
contraintes
et enjeux industriels.
Une visite
de site
et
enjeux industriels.
Une visite de site
industrielle
est envisage.
industrielle :est envisage.
Evaluation
Evaluation
Lvaluation: sappuie essentiellement
Lvaluation
essentiellement
sur
ltude desappuie
cas finale.
Les tudiants
sur
ltude de
finale.de
Les4 tudiants
prsentent
parcas
groupes
ou 5.
prsentent
par
groupes
de
4 oude
5. la
Ils ralisent lanalyse dtaille
Ils ralisent
lanalyse sur
dtaille
la
stratgie
industrielle
un casde
rcent
stratgie
industrielle
sur un cas rcent
et tablissent
une recommandation
et
une recommandation
de tablissent
type conseil.
La clart des
de type conseil. La
recommandations,
le clart
fond etdes
le forme,
recommandations,
le fond et
forme,
la pertinence des analyses,
lale
qualit
la pertinence des analyses, la qualit

MGT

that are leaders in those specific


that
are leaders in those specific
industries.
industries.
Teaching Methods:
Teaching
Methods:
A combination
of theory providing the
A
combination
of theory
providing
the will
basic
tools of analysis
and
case studies
basic
tools
ofcourse
analysis
and
case studies
be used.
The
will
provide
the will
be
used. The with
course
will provide
the
participants
contextual
familiarity,
participants
with contextual
familiarity,
analytical abilities
and debating
skills. It
analytical
abilitieswith
and opportunities
debating skills.
shall also provide
ofIt
shall
also
provide
with
opportunities
role plays to simulate typical client of
role
plays to simulate
client
interactions,
coachingtypical
sessions
to help the
interactions,
coachingthe
sessions
participants structure
cases to
andhelp
livethe
participants
structure
the cases
and live
presentations
in a simulated
client
presentations
in a simulated
client
environment. This
methodology
will
environment.
This methodology
will
attempt to maximize
your learning
attempt
to maximize your learning
experience.
experience.
Grading pattern:
Grading
pattern: and Attendance (25%)
Class participation
Class
Groupparticipation
Work (35%) and Attendance (25%)
Group
WorkAssignment
(35%)
Final-Term
(40%)
Final-Term Assignment (40%)

conception de la stratgie. Importance


conception
de la stratgie.
Importance
du facteur humain
dans la mise
en uvre
du
facteur
humain dans la mise en uvre
de la
stratgie.
de
la stratgie.
Pdagogie
:
Pdagogie
: se dveloppe autour dun
La pdagogie
La
pdagogie
se dveloppe
autour
dun
expos
thmatique
et illustr
qui permet
expos
thmatique
illustr quides
permet
aux participants
de et
comprendre
aux
participants
de comprendre
des
enjeux,
des principes,
des mthodes
enjeux,
desde
principes,
des mthodes
(et lesprit
la mthode)
en vue den
(et
de en
la mthode)
en vue
den
tirerlesprit
bnfice
la transposant
dautres
tirer
bnfice
dautres
domaines.
Arten
dela
latransposant
mobilisationdes
domaines.
Art deExposer
la mobilisation
destester
choses apprises.
les rgles;
choses
apprises.etExposer
les rgles;
tester
leur robustesse
dterminer
leur champ
leur
robustesse
et dterminer
dapplication
(leurs
limites). leur champ
dapplication
Evaluation : (leurs limites).
Evaluation
:
Devoir en sance
dont les modalits et le
Devoir
sanceprciss.
dont lesIlmodalits
et le
contenuenseront
sagit dune
contenu
seront
prciss.
Il
sagit
dune
transposition intelligente (rflchie
transposition
intelligente
et motive) aux
domaines (rflchie
de lentreprise
et
domaines
de lentreprise
de motive)
principesaux
identifis
pendant
les cours.
de principes identifis pendant les cours.

MGTS31268
MGTS31268
Les fondements de la stratgie
Les fondements de la stratgie

MGTS31271
MGTS31271
Managing International Business
Managing
in Asia International Business
in Asia

Objectifs :
Objectifs
: ce cours est dinviter
Lobjectif de
Lobjectif
de la
cedmarche
cours est dinviter
de
rflchir sur
stratgique
rflchir
suren
la dmarche
de
lentreprise
sinspirantstratgique
de la stratgie
lentreprise
enses
sinspirant
de la stratgie
militaire et de
problmatiques.
La
militaire
de ses problmatiques.
La
stratgieet
militaire
et son histoire plusieurs
stratgie
militaire
et son
plusieurs
fois millnaire,
ouvre
deshistoire
perspectives
fois
millnaire,pour
ouvre
des perspectives
intressantes
la stratgie
intressantes
pour lapour
stratgie
dentreprise autant
sa formulation,
dentreprise
autant
pour sa formulation,
ses conditions
de ralisation
que pour son
ses
conditions
de ralisation
que pour
excution.
La capacit
emprunter
desson
excution.
capacit
emprunter
des
expriencesLaissues
dunautre
domaine
expriences
dun autre
domaine
sera le modeissues
opratoire
utile pour
le futur
sera
le mode opratoire utile pour le futur
manager.
manager.
Thmes abords :
Thmes
:
Le cours abords
offre galement
un clairage sur
Le
offre galement
un clairage
sur
lescours
problmatiques
auxquelles
les
les
problmatiques
auxquelles
les
dirigeants dentreprise sont confronts,
dirigeants
dentreprise
sont ou
confronts,
quelles soient
stratgiques
quelles
soient telles
stratgiques
ou
managriales,
que la conduite
des
managriales,
telles
conduite des
hommes. Quelles
sontque
leslacaractristiques
hommes.
Quelles
sont? les
caractristiques
dune vraie
stratgie
Quels
types de
dune
vraiepeut
stratgie
types de
rfrences
avoir?laQuels
stratgie
rfrences
peut avoir
la stratgie
militaire ? Expos
dune
mthode de
militaire ? Expos dune mthode de

(Given on the ESSEC Campus in Singapore)


(Given
the ESSECand
Campus
in Singapore)
Courseon
overview
Objectives:
Course
overview
and
Objectives:
Asia is the largest and most populous
Asia
is the on
largest
most populous
continent
earthand
comprising
30% of its
continent
earth
comprising
30%
land area, on
60%
of its
population,
andof its
land
area, 60%
of itscountries
population,
48 countries.
These
are and
often
48
countries.into
These
countries
are often
categorized
large
blocks such
as
categorized
large
blocks
such
as
Middle East, into
Central
Asia,
South
Asia,
Middle
East,Asia,
Central
South
Asia,
South-East
andAsia,
the Far
East.
South-East
Asia,
and thewithin
Far East.
Although the
countries
these
Although
the
countries
within
these the
blocks have cultural commonalities,
blocks
have
cultural commonalities,
the
realities
of managing
business in each
realities
of managing
business
each
country can
be very different.
We in
will
country
can beconcepts
very different.
We will
discuss some
and business
discuss
someare
concepts
models that
likely toand
be business
applicable in
models
to be
applicable
in
Asia. Wethat
willare
alsolikely
discuss
case
studies set
Asia.
We will
alsoJapan,
discuss
case
studies set
in India,
China,
and
South-East
in
India, China, Japan, and South-East
Asia.
Asia.
The objective of the course is to make you
The
objective
of the
course
is to
make you
familiar
with the
larger
issues
that
familiar
with
thetolarger
managers
need
thinkissues
about that
while doing
managers
tocountries.
think about
doing
business inneed
these
Aswhile
you ponder
business
in these
countries.
As you
ponder
over the core
issues
in the case
studies
200 over the core issues in the case studies
200 Catalog 2015-2016
Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

This course is an elective course and as the


This
is anfocuses
electiveonly
course
andLuxury
as the
namecourse
suggests
on the
name
suggests focuses only on the Luxury
Industry.
Industry.
Objectives:
Objectives:
The world of the luxury business is being
The
world of the
being
transformed.
Theluxury
luxurybusiness
industryisprimarily
transformed.
TheFrance
luxuryand
industry
primarily
originates from
Italy but
as the
originates
from France
and Italy luxury
but as the
world is becoming
borderless,
world
becoming
borderless,The
luxury
housesisare
being corporatized.
local
houses
are being
The local
luxury houses
arecorporatized.
being transformed
to
luxury
are being
transformed
to
global houses
corporations
as they
start competing
global
they
start
competing
across corporations
the world andasnot
only
in their
home
across
theconsolidation
world and notthrough
only in mergers
their home
markets,
markets,
consolidation
through
mergers
and acquisitions,
distribution
through
and
acquisitions,
distribution
through
global
retail networks
are the only
way to
global
retail networks
are the onlytoway
to
build multi-brand
conglomerates
reach
build
multi-brand
conglomerates
reach
size, scale
and efficiency
and reachtowealthy
size,
scale and
efficiency
and reach wealthy
consumers
across
the globe.
consumers
across
thebecome
globe. global firms
As the luxury
houses
As
luxury
become
firms
(tothe
begin
withhouses
we define
themglobal
as MNCs),
(to
withother
we define
them as MNCs),
theybegin
like any
firms encompasses
any
they
like or
anyopportunity,
other firms encompasses
problem
in the areas ofany
problem
or opportunity,
in the areas of
finance, production,
marketing,
finance,
production,
marketing,
information technology, and human
information
technology,This
andcourse
humandraws
resource management.
resource
Thisinternal
course draws
from bothmanagement.
the external and
from
both the and
external
and
internal
environment,
macro
and
micro
environment,
andfirm
macro
and micro
economies of the
focused
on the
economies
the firm
focused
on the
business ofof
luxury.
Hence
it is both
business
of luxury.
Hence
it is both
interdisciplinary
and
integrative.
interdisciplinary
and integrative.
Topics:
Topics:
The course will deal with the following
The
course will deal with the following
issues:
issues:
- Introducing strategy tools and concepts.
-- Introducing
Introducing strategy
tools and
concepts.
the key players
in the
Luxury
- Introducing
keyglobalization
players in the Luxury
industry andthe
their
industry
and
their
strategies.
Did
roleglobalization
of the state play a part
strategies.
Did role
of the
state
play a part
in the evolution
of the
luxury
industry?
in the evolution
of the luxury
industry?
- Organization
of structures
in the
evolution
- Organization
of structures in the evolution
of the luxury business.
of the
luxury
business.
- The
role
of culture
in the creation and of
- The
role of business
culture inand
theits
creation
and of
the luxury
transformation
the
luxury
business
and
its
transformation
during the democratization of the luxury.
during the democratization of the luxury.
201

201 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

MGTS31275
MGTS31275
Global Strategy and the Luxury
Global
Strategy and the Luxury
Business
Business

and understand the content of the


and
understand
theyou
content
of be
theable to
assigned
readings,
should
assigned
be able to
1) Extractreadings,
meaning you
fromshould
the day-to-day
1)news
Extract
the day-to-day
thatmeaning
you see from
on television
and read
news
that you see
television and read
in newspapers
andon
magazines,
newspapers
and magazines,
2)inChoose
and apply
concepts and
2)frameworks
Choose andtoapply
concepts
and
analyze
an organizations
frameworks
to analyze
an organizations
current situation
and future
prospects,
situationabout
and future
prospects,
3)current
Think critically
a business
3)problem
Think critically
about
a
business
by analyzing relevant
problem
by analyzing
relevant
information,
synthesizing
different
information,
different
perspectives,synthesizing
and evaluating
possible
perspectives,
and evaluating
possible
options to achieve
a sound, ethical,
and
options
achieve a sound, ethical, and
practicaltosolution.
practical solution.
Topics:
Topics:
A historical perspective of international
A
historical
perspective
of international
trade
in Asia;
Institutional
voids;
trade
in
Asia;
Institutional
voids;
Managing differences and distances;
Managing
differences
and distances;
Getting familiar
with business
models;
Getting
familiarissues
with business
models;
Contemporary
in Asian countries.
Contemporary
issues in Asian countries.
Teaching methods:
Teaching
The coursemethods:
relies on the case method.
The
course relies
caseatmethod.
Conceptual
clarityonis the
arrived
from
Conceptual
clarity is arrived
at from
contextual familiarity.
Students
are
contextual
Students
are in the
expected tofamiliarity.
prepare and
participate
expected
prepare
participate
in the
classroomtoand
add toand
everyones
learning.
classroom
andbeadd
to everyones
Students will
repeatedly
askedlearning.
what
Students
bein
repeatedly
asked what
would youwill
do?
a given situation.
would
you
do?
in
a
given
situation.
Decisions must be backed up with credible
Decisions
muston
beavailable
backed upevidence.
with credible
reasons based
reasons
based
on available
Applicable
concepts
taught evidence.
in the
Applicable
concepts
taughtup
inwith
the in-class
classroom will
be followed
classroom
will be
followed up
exercises. Case
discussions
willwith
be in-class
exercises.
Casewith
discussions
be and a
supplemented
country will
reports
supplemented
withwill
country
reports
and a
short project that
identify
a business
short
projectinthat
will identify a business
opportunity
Asia.
opportunity
in Asia.
Grading pattern:
Grading
pattern: and one page write-ups
In class exercises
In
exercises
and one
page
write-ups
on class
the case
questions:
Team
(10%)
on
theParticipation
case questions:
(10%)
Class
and Team
Attendance:
Class
Participation
Individual
(30%) and Attendance:
Individual
(30%) Team (20%)
Class Presentation:
Class
Presentation:
Team
(20%)
Project
Reports: Team
(40%)
Project Reports: Team (40%)

MGT

- As luxury companies move from family


- As
luxury companies
move from family
businesses
to global corporations
how do
businesses
to global
corporations
how do
they manage
change
in this process?
they does
manage
changetalent
in thisinprocess?
- How
one manage
the Luxury
- How
does one manage talent in the Luxury
industry?
industry?
- Is
the lure of emerging markets in the
- Is
the lure
of emerging
Luxury
industry
is here markets
to stay? in the
Luxuryinvolvement
industry is here
togrowth
stay? of the
- Asias
in the
- Asias
luxuryinvolvement
business. in the growth of the
luxury business.
- Sustainable
Luxury and CSR strategy.
-Teaching
Sustainable
Luxury and CSR strategy.
methods:
Teaching
methods:
The approach
taken to deal with these
The
approach
to deal with
these We
queries
will betaken
managerially
oriented.
queries
be managerially
oriented.
We
will use will
a combination
of theory
and case
will
use to
a combination
of theory and
case
studies
probe your contextual
familiarity,
studies
to abilities
probe your
familiarity,
analytical
andcontextual
debating skills.
To be
analytical
abilities
andindebating
skills. To be
an effective
manager
an international
an
effective
an international
context
you manager
have to beinaware
of your own
context
you have
be aware
your ownto
orientations,
yourtovalues
whileoflearning
orientations,
yourtovalues
while
listen sensitively
others.
Thislearning to
listen
sensitively
others.toThis
methodology
willto
attempt
maximize your
methodology
will attempt
to maximize
your
learning experience.
In-class
discussions
learning
experience.
discussions
and exchanges
will beIn-class
a critical
part of the
and
exchanges
willbenefit
be a critical
of the
course.
Maximum
(bothpart
learningcourse.
benefit
(bothbelearningwise andMaximum
grade-wise)
can only
assured by
wise
grade-wise)
can only be
your and
attending
class prepared,
theassured
qualityby
of
your
attending classready
prepared,
the quality
your presentations,
to listen
to and of
your
presentations,
ready
to listen to and
debate
with your class
members.
debate
your class members.
Gradingwith
pattern:
Grading
pattern: & Attendance (25%)
- Class Participation
-- Class
Participation
Attendance (25%)
Regular
Group Work&(35%)
-- Regular
Group
Work Report
(35%) (40%)
Individual
Research
- Individual Research Report (40%)

MGTS31401
MGTS31401
Agri-food Sustainable Development
Agri-food Sustainable Development

nowadays. Participants will learn how to


nowadays.
Participants
will operational
learn how to
design company
policy and
design
operational
plan to company
successfulpolicy
buildand
leadership
around
plan
to successful
build leadership around
sustainable
development.
sustainable
development.
Topics:
Topics:
The course focuses on human
The
course focuses
development
issues,ononhuman
one side, such as
development
issues, on
one side,orsuch as
health (e.g., obesity
epidemics)
health
(e.g.,
obesity epidemics)
or
reducing
inequalities
and sustainability
reducing
inequalities
and
sustainability
issues, on the other side, such as
issues,
on thepackaging
other side,reduction,
such as organic
biodiversity,
biodiversity,
packaging
reduction,
food production,
etc. While
most oforganic
the
food
production,
etc.on
While
most of the
course
concentrates
building
course
concentrates
ondevelopment
building
successful
sustainable
successful
initiatives,sustainable
participantsdevelopment
will be guided into
initiatives,
participants
will factor
be guided
the critical discovery
of key
of into
the
critical
discovery
of key factor of
success
of such
initiative.
success
such initiative.
Teachingofmethods:
Teaching
The coursemethods:
provides concepts illustrated
The
provides
concepts
illustrated
withcourse
practical
applications,
simulations
with
practical
applications,
simulations
and cases studies.A group project on a
and
cases
studies.A
ontopic
a
special
topic.
In the group
springproject
2014 the
special
topic.
In the
the topic
was: using
games
to spring
change2014
teenager
and
was:
games
to behaviour.
change teenager
and
youngusing
adults
eating
In 2015
young
adults
In 2015
the most
likelyeating
topic behaviour.
is biodiversity.
the
mostpattern:
likely topic is biodiversity.
Grading
Grading
The final pattern:
grade is made from: a) a group
The
grade
is madeshort
from:individual
a) a group
termfinal
paper;
b) several
term
paper;
b)
several
short
individual
papers; c) class participation.
papers; c) class participation.

MGTS31403
MGTS31403
New Business Development
New
Development
in theBusiness
Agri-food
Sector
in the Agri-food Sector

See ChapterSpecialized Tracks - Agri-food


See
TrackChapterSpecialized Tracks - Agri-food
See Chapter Specialized Tracks- Agri-food
Track
Objectives:
See
TrackChapter Specialized Tracks- Agri-food
Objectives:
After years of relative stability, the agriTrack
The world is changing! New issues are
After
years of
relative
stability,
the agrifood sector
has
recently
been affected
by
The
world isHow
changing!
New issues
are
emerging.
can agri-food
companies
food
sector has challenges.
recently been
by
unprecedented
Foraffected
example,
emerging.
How canposition
agri-food
build a leadership
in companies
a changing
unprecedented
challenges.
Forplayers
example,
the interdependency
between
has
build
leadership
positionofinsustainable
a changing
worldaaround
the concept
the
interdependency
between
players has
increased
and many risks
are becoming
world
around the concept of sustainable
development?
increased
and many
risks are
becoming
systemic. Many
specialists
believe
that
development?
Objectives:
systemic.
Many
specialists
believe
that
new business
paradigms
will
soon emerge.
Objectives:
The main objective of the course is to
new
paradigms
willcome
soontoemerge.
Manybusiness
food executives
have
The
mainparticipants
objective ofwith
the acourse
provide
good is to
Many
food
executivesand
have
come
to even
a similar
conclusion
some
have
provide
participants
a good
understanding
of thewith
current
and future
apressed
similarthe
conclusion
and
some
have
even
RESET button. This course
understanding
of the companies
current andface
future
challenges agri-food
pressed
the RESET
This course
main objective
is tobutton.
help future
leaders to
challenges agri-food companies face
202 main objective is to help future leaders to
202 Catalog 2015-2016
Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGTS31404
MGTS31404
Pratique du management stratgique
Pratique du management stratgique

Prrequis - cf. tableaux


Prrequis
- cf.bas
tableaux
Ce cours est
sur un travail dquipe.
Ce
cours estun
bas
sur un
travail
dquipe.
Il demande
travail
trs
important
Il
demande
un travail
trs important
pendant
et entre
les sances.
Parce quil
pendant
entre
les sances.approfondie
Parce quil
ncessiteetune
connaissance
ncessite
une connaissance
des diffrents
domaines de laapprofondie
gestion des
des
diffrentscedomaines
de la gestion
entreprises,
cours sadresse
surtoutdes
aux
entreprises,
ce
cours
sadresse
surtout aux
tudiants de troisime anne souhaitant
tudiants
troisime
anne
souhaitant
sorienter de
vers
le conseil
lissue
de leur
sorienter
scolarit. vers le conseil lissue de leur
scolarit.
Objectifs :
Objectifs
:
Ce cours rpond
trois principaux
Ce
cours rpond
trois principaux
objectifs
dapprentissage
: la capacit
objectifs
dapprentissage
: la capacit
dapprhension
de situations
complexes,
dapprhension
de situations
complexes,
la capacit dexprimer
son leadership
dans
la
capacit
leadership dans
une
quipe dexprimer
et vis--visson
de partenaires
une
quipelaet
vis--vis
de partenaires
externes,
capacit
grer
un process
externes,
la capacit
grer
processest
sur la dure.
Latteinte
de cesun
objectifs
sur
la
dure.
Latteinte
de
ces
objectifs
rendue possible par la reproduction est
rendue possible par la reproduction

203

203 Catalog 2015-2016


Catalogue des cours/Course
Catalogue des cours/Course Catalog 2015-2016

MGT

dune ou plusieurs missions de conseil


dune
ou plusieurs
missions de conseil
en direction
gnrale.
en
direction
gnrale.
Thmes
abords
:
Thmes
Ce cours abords
forme les:tudiants aux
Ce
cours forme
tudiants
aux
techniques
des les
analyses
stratgiques
techniques
des analyses
stratgiques
mises en uvre
par les consultants.
mises
en uvre
par lespermettront
consultants.aux
Les diffrents
thmes
Les
diffrents
tudiants
de : thmes permettront aux
tudiants
deproblmes
:
- Dfinir les
des cas et missions
- Dfinir
les
problmes
des cas et missions
sur lesquels ils vont travailler,
lesquels
ils vont
travailler,
- sur
Raliser
toutes
les analyses
ncessaires
- Raliser
les analyses
ncessaires
(analysestoutes
marketing,
financires
et
(analyses
marketing, financires et
stratgiques),
- stratgiques),
Identifier les options stratgiques
- Identifier
les options
stratgiques
possibles pour
lentreprise,
lentreprise,
- possibles
Evaluer lespour
conditions
de mise en uvre,
-- Evaluer
les conditions
mise en uvre,
Dterminer
les impactsde
financiers
- Dterminer
les
impacts
financiers
et organisationnels de ces options,
organisationnels
ces options,
- et
Proposer
et dfendrededes
- Proposer
et dfendre des
recommandations.
recommandations.
Pdagogie
:
Pdagogie
:
Tous les travaux
sont raliss par quipe.
Tous
les travaux
sont raliss
parleur
quipe.
Les tudiants
doivent
prsenter
Les
tudiants
prsenter
leur
travail
devantdoivent
un jury de
consultants.
travail
devant undes
jurycabinets
de consultants.
La participation
diffre selon
La
cabinets
diffre selon
lesparticipation
trimestres. Audes
cours
de lanne,
les
trimestres.
Au cours de
lanne,
6 cabinets
interviennent
: AT
Kearney,
6Bain,
cabinets
: ATWyman
Kearney,
BGC, interviennent
Strategy&, Oliver
et
Bain,
BGC,
Strategy&,
Oliver
Wyman
et
Roland Berger.
Roland
Berger.
Evaluation
:
Evaluation
: travaillent en quipe sur des
Les tudiants
Les
tudiants extraits
travaillent
quipede
sur des
cas pratiques
de en
missions
cas
pratiques
extraitsgnrale.
de missions
deles
conseil
en direction
Selon
conseil
en direction
gnrale.
les
trimestres
et selon les
cabinetsSelon
impliqus
trimestres
et selon
les cabinets
impliqus
dans le cours,
les tudiants
doivent
dans
le cours,
tudiants
doiventdans les
prsenter
leur les
travail
directement
prsenter
leur
travail
directement
dans les
locaux des cabinets ou lESSEC. Les
locaux
des cabinets
oude lESSEC.
notes sont
attribues
manire Les
notes
sontetattribues
de manire
collective
non individuelle.
La variation
collective
et est
nonuniquement
individuelle.lie
La variation
individuelle
la
individuelle
uniquement
la
qualit de laest
participation
et lie
la prsence
qualit
de la participation
de ltudiant
en sance. et la prsence
de ltudiant en sance.

identify these challenges and the business


identify
theseopportunities
challenges and
theoffer.
business
development
they
development
opportunities they offer.
Topics:
Topics:
- The concept of development strategy
-- Prospective
The concept on
of development
consumption:strategy
Identifying
- Prospective
on consumption:
Identifying
future consumption
trends and
future
consumption
assessing
their valuetrends
(Goingand
beyond the
assessing
their value (Going beyond the
market study)
market study)
- Prospective
on technology: Identifying
- Prospective
on technology:
Identifying
future technologies
and assessing
their
future
technologies
and assessing their
value for
business development.
value for business
development.
- Integrating
consumption
with
- Integrating
witha new
technology consumption
perspectives into
technology
perspectives
into a new
product development
project.
productmethods:
development project.
Teaching
Teaching
Cases andmethods:
group projects. In fall 2013, the
Cases
group
projects.
In digital
fall 2013, the
topicsand
were:
a) What
can the
topics
were:
a)
What
can
the
digital
technologies bring to the restaurants (with
technologies
to the
restaurants
McDonald andbring
Compass
group)
and b)(with
What
McDonald
and Compass
group)
andtob)the
What
can the digital
technologies
bring
can
the
digital
technologies
bring
to
the
kitchen (With group Seb). In fall 2012, the
kitchen
(With
group
Seb). In the
fall rural
2012,areas
the
two topics
were:
revitalizing
two
revitalizing the rural areas
and topics
feedingwere:
the metropolitans.
and
feeding
the metropolitans.
Grading
pattern:
Grading
pattern: and group project.
Class participation
Class participation and group project.

MGT

MGTS31408
MGTS31408
Stratgies pour llectromobilit
Stratgies pour llectromobilit

Objectifs :
Objectifs
: destination des tudiants
Ce cours est
Ce
destination
des
descours
deuxest
coles
partenaires
detudiants
la chaire
des
deux
coles
partenaires
de la
Armand Peugeot. Ouvert tous
leschaire
Armand Peugeot.
les
tudiants,
il a pourOuvert
objet detous
prsenter
les
tudiants,
il a pour
de prsenter
les
dfis auxquels
sont objet
confronts
lindustrie
dfis
auxquels
sont
confronts
lindustrie
automobile et tous les secteurs
automobile et tous(nergie,
les secteurs
complmentaires
urbanisme,
complmentaires
(nergie,
urbanisme,
etc.) pour faire face
aux demandes
de
etc.) pourdufaire
face
demandes
de
mobilit
futur.
Unaux
accent
particulier
mobilit
du futur.
Un accent
particulier
sera mis sur
les stratgies
pour
les
sera
mis sur
les stratgies
pour les
vhicules
lectriques,
hybrides
et hybrides
vhicules lectriques,
hybrides
et hybrides
rechargeables
qui seront
au cur
du futur
rechargeables
qui seront
au cur du futur
paradigme industriel
et socio-conomique
paradigme
industriel et socio-conomique
de llectromobilit.
de llectromobilit.
Thmes
abords :
Thmes
abords
:
Lautomobile
au cur
:
Lautomobile
au
cur
:
- Des stratgies industrielles
et des
- Des
stratgies industrielles
et des
problmatiques
socio-conomiques
problmatiques
socio-conomiques
et socitales.
et socitales.
- Des
technologies hybrides et de
- Des
technologies hybrides et de
llectromobilit.
llectromobilit.
- Des innovations de rupture.
Des innovations
de rupture.
-- Des
problmatiques
du dveloppement
- Des
problmatiques du dveloppement
durable.
- durable.
Des problmatiques de recharge et
- de
Desconnexion
problmatiques
de recharge
et
au rseau
lectrique.
de connexion
Pdagogie
: au rseau lectrique.
Pdagogie
:
La
connaissance
gnrale du sujet
La
connaissance
gnrale
du sujet
et la
comprhension
des concepts
et
la
comprhension
des
concepts
fondamentaux seront donnes par les
fondamentaux
seront donnes
par les
professeurs
de lESSEC
et de Centraleprofesseurs
deresponsables
lESSEC et dedu
CentraleSuplec, tous
cours.
Suplec,
tous responsables
du cours.
Chaque journe
sera structure
autour
Chaque journe
sera structure
autour
dexposs
didactiques,
dillustrations
dexposs
dillustrations
et de misesdidactiques,
en application
par
et de mises en application
lintermdiaire
dtudes depar
cas, de
lintermdiaire
de cas, de
simulation et dedtudes
tmoignages.
simulation
et de tmoignages.
Les tmoignages
seront donns par des
Les tmoignages
donns
par des
professionnels
et seront
des experts.
Ainsi,
professionnels
etmembre
des experts.
Ainsi, de
lentreprise PSA,
fondateur
lentreprise
PSA, membre
la chaire Armand
Peugeot fondateur
sur les de
la chaire Armand
sur les de
vhicules
hybridesPeugeot
et lconomie
vhicules
hybrides
et lconomie
llectromobilit
sera
activement de
llectromobilit
activement
prsente pendantsera
le cours.
Les directeurs
prsente pendant le cours. Les directeurs

en charge de la R&D avance, des


en
charge de de
la R&D
avance,
des
programmes
vhicules
lectriques,
des
programmes
de vhicules
tudes prospectives
sur leslectriques,
nouvelles des
tudes
sur les nouvelles
formes prospectives
de mobilit viendront
expliquer
formes
de mobilit
viendront
expliquer
les
stratgies
possibles
aux tudiants.
les
possibles
auxtank,
tudiants.
Desstratgies
experts issus
de think
Des
experts issus
de think tank,ou des
de structures
institutionnelles
de structures
institutionnelles
ou des
chercheurs
spcialiss
sur les thmes
chercheurs
spcialissltat
sur les
du cours dvoileront
desthmes
du
cours dvoileront ltat des
questionnements.
questionnements.
Sachant que les stratgies de
Sachant
que les stratgies
de
llectromobilit
sont en mergence,
llectromobilit
sont
enmme
mergence,
plusieurs
solutions
d'un
problme
plusieurs
solutions
d'un valables
mme problme
peuvent tre
galement
peuvent
tre galement
valables
et les problmes
poss sont
encore trop
et les problmes
poss puisse
sont encore
complexes
pour qu'on
leur trop
complexes
pour
qu'on toutes
puisse faites.
leur
appliquer des
recettes
appliquer
des
recettes
toutes
faites.
Cest pourquoi, au cours des discussions,
Cest
pourquoi,
au cours
des discussions,
les
tudiants
seront
amens
faire valoir
les
tudiants
serontetamens
faire valoir
leurs
pro