Formations

ECTS : 6.00

HCM : 30.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  The students equipped with a variety of theoretical tools in strategic management are confronted with practitioners who will present them with actual strategic management issues. At the end of this course, the student shall be able to critically analyse the complete strategic management process from planning to implementation.

   

  Intended learning outcomes (ILOs):

   

  After this course, students should be able to:

  • Identify and understand the sources of lasting competitive advantage in an international context, in particular how they are built and modified over time
  • Apply appropriate tools and theories to analyse and develop business strategy
  • Define and evaluate root causes of issues in complex management situations
  • Identify drivers and consequences of mergers and acquisitions

   

  Managerial skills:

  • Provide concise summaries of complex cases in both written and oral form
  • Make focused and succinct group or individual presentations
  • Transfer insights from one (historical, geographic, geopolitical) context to another
  • Respect and integrate the opinion of others to move discussions forward
  • Apply analytical frameworks to evaluate and improve the international activities of an organization

   

  Link to the programme:

   

  The advanced strategy course links the concepts in strategy introduced in the Master 1 with the other courses of the Master 2 and is the capstone strategic management course of the programme.

• Prérequis
  

  Strategy course and International Strategy course in the first year of the MIM programme.

ECTS : 6.00

HCM : 30.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  1/ Cross-cultural management

   

  Cross-cultural management situations are increasingly common in contemporary companies’ life and managers’ careers. This course addresses foundations and challenges attached to dealing with multicultural situations and contexts. It particularly puts the emphasis on increasing students’ awareness of their own cultural assumptions and backgrounds. It further identifies relevant perspectives and concepts students might use to comprehend and address drivers behind challenges stemming from cross-cultural issues and national diversity in organizations.

  Practical examples in the form of case studies, hands-on exercices and individual and group work accompany each building block. Also, students will run a web-based simulation (Mt. Everest – Harvard Business Publishing) where they have to deal with and analyze cross-cultural challenges affecting group dynamics, coordination and decision-making.

  Students are expected to prepare carefully each session's required readings, exercices, videos, group and individual project work.

   

  Intended learning outcomes (ILOs):

   

  After this course, students should be able to:

  • apply theoretical and methodological tools to understand and manage the origins and manifestations of national cultural differences in the workplace
  • recognize the influence of students’ own cultures on their actions and decisions
  • analyze cross-cultural situations in organizations and propose managerial solutions to address them
  • identify challenges of managing diversity in organizations and strategies to overcome them

   

  Managerial skills:

  • Decision making and teamwork in multicultural groups
  • Self-awareness in cross-cultural situations

   

  Link to the programme:

  After an introduction to cross-cultural management in the International Strategy course in the M1, this course covers the subject in detail. It is complementary to other courses such as Commercial Negotiation and International Human Resource Management. It further builds on the course Organisational Behaviour in the M1, introducing international perspectives on the covered topics.

   

  2/ International HRM

   

  Key issues in HRM are introduced to the participants, with a focus on the international and practical dimensions. As companies are to go worldwide to get performant (Schwens et al., 2017), managing the human resources and change on the international level becomes a priority. This course aims at presenting accurate and appropriate HRM concepts and operational tools in order to understand the means by which a company can be performant through a higher human capital and a better managed workforce.

   

  Intended learning outcomes (ILOs):

   

  After this course, students should be able to:

  • show a basic understanding and knowledge of HRM concepts,
  • demonstrate skills and tools enabling the concrete application of this knowledge to real issues of concern to companies,
  • gain experience in applying HRM knowledge to issues relevant to international context,
  • develop their ability to critically analyze, assess and deal with the managerial and organizational implications of HRM issues, at different levels of analysis,
  • use HRM tools and adapt them to the international and cultural contexts,
  • anchor the HR policy in the long-run and follow-up its implementation,
  • experiment, share and adapt best practices in terms of HRM.

   

  Managerial skills:

  • Critical analysis and decision making in teams
  • Self-management of project teams
  • Concrete application of HRM knowledge and strategic thinking

   

  Link to the programme:

  The course builds on the course Organisational Behaviour in the first year of the programme and is complementary to the course Cross-Cultural Management in the second year.

• Prérequis
  

  Basic notions of organization theory and organizational behaviour.

ECTS : 6.00

HCM : 30.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  Course description

  The objective of the course is to give a management control culture to students and therefore to scan the major tools used in international firms in cost accounting and management control systems. This involves understanding the tools themselves as well as their usefulness and their interest as important decision making support. These different tools are reviewed in a way to make students understand their contingency feature and the context in which they are the most suitable ones. The course also includes a theoretical and conceptual approach of management control systems to develop students’ critical thinking regarding tools and practices in this context. Eventually, they must be able to match management control systems with the organization they are working for, in terms of information system and responsibilities centres.

   

  Regarding the working load, every week, students are expected to attend 3 hours of course, including a theoretical and conceptual part and a practice part through case studies and exercises, and to dedicate at least 2 hours to the personal homework (course review, exercises and case studies, preparation of oral presentations or readings).

   

  Intended learning outcomes (ILOs):

   

  After this course, students should be able to:

  • Understand the relations between management control systems, organizations’ strategy, structure and performance formation,
  • Understand the conditions of use of the major management control tools in different managerial contexts,
  • Master management control tools in order to contribute to better effectiveness and efficiency of organizations,
  • Improve decision making at different organization’s level through the use of management control tools,
  • Evaluate the limits between efficiency and ethics,
  • Stimulate and manage performance.

   

  Managerial skills

  • Collect and synthesize relevant data
  • Debate different points of view
  • Adapt tools to different context
  • Apply ethical considerations to management decisions

   

  Link to programme

  Management control is an important element to consider when creating and managing a business strategy and in direct relation to accounting and finance issues. Therefore, this course links with the courses of Accounting and Finance of the first year of the MIM programme, and the Strategy courses of the first and the second year of the MIM programme.

• Prérequis
  

  Strategy concepts, knowledge in accounting and finance.

ECTS : 5.00

HCM : 30.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  Course description

  This workshop aims at improving your interpersonal communication and relationship management skills in negotiation situations. Beyond theories, how do you actually prepare, implement, and debrief a negotiation strategy in order to conclude a deal or to solve a conflict? Are you able to ask appropriate questions, or to present convincing arguments to a client, to a business parnter? Are you creative in developing options which are rooted in criteria of legitimacy? How do you react to a question or to an argument from the other side? Are you able to overcome different obstacles to successful negotiations: cognitive, emotional, institutional, cultural, etc.? In other words, are you aware of how you really behave in negotiation and conflictual contexts? Is it always about you? Should you behave the same way, or differently? How can you learn to be a better negotiator?

   

  Participants will be presented with practical simulations that they will be asked to prepare before and during class, to play with their classmates, in pairs or in teams, and finally to debrief with the entire group. Students will discuss their strategies and difficulty encounters. Summary lectures will end each session. The whole pedagogy is based on “telling, showing and doing” in order for each participant to progressively elaborate a more efficient personal negotiation method. Students should spend 30-45 minutes journaling after each day to prepare the final assignment.

   

  In addition to preparing students for real-life business negotiations, this course develops skills to manage conflicts in a variety of situations.

   

  Intended learning outcomes:

  After this course, students will be able to:

  • Assess the key principles of the negotiation process and the tensions which impact it
  • Use a common set of skills and strategies for settling differences without winners or losers
  • Recognize the common elements of seemingly different negotiations in a variety of test situations
  • Make better deals and contracts, especially in international contexts
  • Deal separately with issues of substance, relationship and process in a negotiation
  • Apply how to turn differences into mutual gain
  • Recognize how to overcome cognitive barriers in negotiation

     

  Managerial skills:

  • Improved analytical skills when evaluating their own and other’s negotiation
  • Improved working relationships in team concept
  • Increased interpersonal communication skills
  • Conflict management skills
  • Knowledge of how to really learn from experience
  • Enhanced negotiation skills

   

  Link to the programme

  This course focuses on putting into practice, transforming knowledge learned in other courses to achieve concrete goals. It partly builds on the course Cross-cultural Management in the second year.

• Prérequis
  
  • Getting to Yes by Roger Fisher, William Ury & Bruce Patton (Penguin, 1981, 1991)

ECTS : 4.00

HCM : 18.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

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• Prérequis
  

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ECTS : 4.00

HCM : 18.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  Course description

  Trade has changed a lot in the last 25 years. The coming of new actors mainly from emerging countries changed the balance of trade between nations. In parallel, production got more complex: goods are no longer assembled entirely within the bounds of one factory in one country. Instead, many goods are assembled in "global value chains" in which products are designed in one country but made from parts built in several countries and assembled in another country. The contours of industrial competitiveness are now increasingly defined by the outlines of international production networks rather than the boundaries of nations. This reorganization in a context of globalization of the exchanges created imbalances within countries and between countries with as a result winners and losers. Economists who have long argued that free trade makes everyone richer see their view challenge and free-trade has become a choice target for populist politicians in many Western democracies. In order to understand these recent developments on trade, we will have to go back to the basis of theories and practices of international trade: international transactions that involve a physical movement of goods and services; factors of production (migration, foreign direct investment, outsourcing…); financial implications (balance of payment, current account deficit, exchange rates…). We will also cover a number of related subjects, including the different theories on trade, the issue of globalization, trade patterns, trade agreements, trade policy, trade conflicts, trade and development, trade and environment, the role of the WTO, regional economic integration…

   

  Case studies of recent international trade issues will be studied to illustrate the main topics.

   

  Intended learning outcomes (ILOs):
   

  After this course, students should be able to: 

  • Understand the global concept of trade.
  • Understand the different trade theories.
  • Examines how firms conduct international trade and what strategies are used.
  • Appreciate the links between finance and trade.
  • Be aware of the open issues related to trade (Regionalisation trends, regulation, trade policies...).

   

  Managerial skills:

  • Critical analysis
  • Awareness of economical, legal and geopolitical implications of international trade

   

  Link to programme:

  This course builds on the course in International Strategy of the first year of the MIM programme.

• Prérequis
  

  Basic knowledge in international strategy and economics

   

ECTS : 4.00

HCM : 18.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  Course description

  This course aims to give students a broad perspective on the major challenges in international supply chain management. On completion of this module, students will be able to understand the effects of globalization on supply chain flows and organisation and attached current trends, identify different models of supply chains as they exist in different industries and analyze challenges attached to outsourcing vs subcontracting, lean-management and supplier-vendor relationships.

   

  Intended learning outcomes (ILOs):

   

  After this course, students should be able to:

  • Comprehend issues of global supply chain management
  • Identify subcontractors’ strategies, stakes and outcomes in global terms
  • Understand the contractual setting and implications for Aerospace subcontracting
  • Analyze advantages and challenges of global sourcing
  • Evaluate and acknowledge future developments and challenges for aerospace subcontractors

   

  Managerial skills:

  • Make focused and well-rounded group presentations
  • Transfer and adapt insights from one industry sector context to another (aerospace to pharma and digital)
  • Respect and integrate the opinion of others to move discussions forward
  • Apply analytical frameworks to evaluate and improve the supply-chain activities of an organization

   

  Link to programme

   

  The course builds on concepts in strategy and international strategy in the 1st year of the MIM programme and links with other courses of the second, in particular ‘Advanced Strategy and International Business Development’.

• Prérequis
  

  Strategy courses, or equivalent to the courses in strategy and international strategy in the first year of the MIM programme.

   

   

ECTS : 3.00

HCM : 30.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  The practitioner conferences aim at confronting students with practitioners sharing their expertise and practical know-how in a specific field.

   

  Students need to attend a minimum of four practitioner conferences (or three if they subscribe to the 6-hour conference in Marketing). They can attend of course more conferences than that.

   

  Most conferences will take place in Amphitheater Dupeyroux but will all be accessible also remotely for those who are not located in Toulouse at the moment.

• Prérequis
  

  Courses in strategic management, finance, accounting, international management control, international marketing.

ECTS : 12.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  Students opting for a career in business administration in the second year of the programme are required to perform an internship in an international company, either in France or abroad, during minimum 6 months.

  The missions to be performed during the internship are to be defined in mutual agreement between the company and the responsible professor. In any case the international component is clear: the company should have transnational activities. While courses help to prepare for and to search an internship, it is the student’s responsibility to find an internship within a company.

• Prérequis
  

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ECTS : 10.00

HCM : 18.00

Langue d'enseignement : Anglais

• Objectifs pédagogiques
  

  Course description

  Managing and delivering projects in a professional manner is an essential skill for international managers. The courseon International project management covers the basics of project management, how to plan and monitor a project, how to make team work easier and less stressful, and how to identify common problems and create strategies to address them. Students will complete the module with a simulation game and a 2-month real-life consulting project.

   

  Intended learning outcomes (ILOs):

  After this course, students should be able to:

  • manage a project through all stages
  • apply tools to plan projects efficiently
  • analyze and resolve challenges of project implementation
  • produce deliverables as determined by client
  • apply skills and concepts learned in other courses according to needs of the consulting project

   

  Managerial skills:

  • Manage the client-vendor relationship
  • Work effectively in a group
  • Adapt communication for a managerial audience

   

  Link to the programme:

  Coherent with the philosophy of the Master to prepare managers who are ready to deal with transnational business issues, the course provides students with a hands-on project management and consulting experience. Final deliverables are due by end of February after all other classes have ended, and this allows students to integrate skills and knowledge from all MIM courses.

• Prérequis
  

  Courses in strategic management, finance, accounting, international management control, international marketing.