2024-2025
Avenue Victor Maistriau 8a
7000 Mons
Fiche ects de l'unité d'enseignement #2442 intitulée :
International management and Human resources
Master en Sciences de l'Ingénieur industriel / orientation Géomètre / Cycle 2 Bloc 2
Master en sciences de l'Ingénieur industriel / orientation Informatique / Cycle 2 Bloc 2
Master en Sciences de l'Ingénieur industriel / orientation Construction / Cycle 2 Bloc 2
Master en Sciences de l'Ingénieur industriel orientation Life data technologies / Cycle 2 Bloc 2
Informations
Responsable d'UE : Laurence BARAS
Bloc : MA2 Geo, MA2 Info, MA2 Co, MA2 LDT
Période : 1er quadrimestre
Durée : 30 h
Crédits : 3 ects
UE Prérequises : aucune
UE Corequises : aucune
Activités d'apprentissage (AA)
- Contemporary management pillars : 10 h, Laurence BARAS
- Human resources management : 10 h, Laurence BARAS
- International management : 10 h, Laurence BARAS
Connaissances et compétences préalables
Concepts of management, balance sheet and income statement
Contribution aux objectifs du référentiel de compétences de l'ARES
- S’intégrer et contribuer au développement de son milieu professionnel
- Travailler en autonomie et en équipe dans le respect de la culture d’entreprise
- Manager des équipes
- Élaborer une stratégie de communication
- Entreprendre et innover, dans le cadre de projets personnels ou par l’initiative et l’implication au
sein de l’entreprise
- Prendre en compte les missions, visions stratégiques et enjeux de son cadre professionnel
- Traduire des stratégies en actions concrètes en s’ajustant à la vision de l’entreprise
- Intégrer les enjeux sociétaux, économiques et environnementaux dans ses décisions
- S’impliquer dans la politique d’amélioration de la qualité
- Participer au développement de la culture de l’entreprise
- Dépasser les cadres ou les limites d’un problème et apporter des solutions innovantes
- Communiquer face à un public de spécialistes ou de non-spécialistes, dans des contextes
nationaux et internationaux
- Maitriser les méthodes et les moyens de communication en les adaptant aux contextes et aux publics
- Communiquer dans une ou plusieurs langues étrangères
- Intégrer les réalités culturelles dans un contexte national et international
- S’engager dans une démarche de développement professionnel
- Assumer la responsabilité de ses décisions et de ses choix
Acquis d'apprentissage spécifiques
The student will be able to (in written and verbally) :
Describe the differences between managers and employees
Explain the meaning of the term management
Distinguish between the concepts of effectiveness and performance and carry out a performance assessment
Be able to define and explain management and sustainable management;
Be able to define and recognise the personal and technical skills do Managers need
Explain the three key roles of a manager
Describe the four key competencies needed to be a successful manager
Define and explain what Strategic Management is and its four key process steps
Define and explain what design thinking is
Distinguish between management and leadership
Be able to explain the theories of leadership (situational leadership by Hersey and Blanchard) (approach + exercises);
Be able to define and explain the sources (pillars) of modern management, its advantages and disadvantages and its limits: 1)The pre-modern era, 2)The classical school of management, 3) The human relations school, 4) Quantitative approach to management; 5) Social events and conceptions of management and 6) Management today
To be able to comment, explain and compare the different scientific organisations of work (characteristics, advantages and disadvantages especially of the representatives of the classical school):
FAYOL/FAYOLISM: characteristics, functions of the company, administrative function, pillars of management, principles, ...
TAYLOR/TAYLORISM: characteristics of Taylorism, points of view and interests of the employer and the worker (maximum prosperity in particular), application of its principles to industry, lagging work: its causes, principles of OST, Taylorism in France: success and decline, reforms, ...
TOYOTA/TOYOTISM: characteristics, just-in-time principle, 5 zeros
FORDISM: characteristics and differences with Taylorism
Bureaucracy: the Weberian bureaucratic model (MAX WEBER)
The School of Human Relations: ELTON MAYO, etc.
But also: Robert Owen, Hugo Munsterberg, Mary Parker Follett, Chester Barnard,
To be able to explain and comment on Maslow's pyramid, to criticize it and to apply it to one's team when managing people
Be able to identify and explain the six management styles;
Be able to define and explain Michael Porter's analysis: the 5 competitive forces;
Be able to recognise the different strokes and formulate good ones to motivate your staff + exercises;
Human resources management: explain the different staff categories, evaluation and remuneration, ..., well-being at work
International (strategic and sustainable) management: being able to explain its characteristics and points of attention
How to communicate well, to delegate work, to solve problems and solve conflict, to make decision, ...
Be able to explain what risk management is
==>According to the progress of the course
+ exercises
+ To be able to understand and explain the articles seen in class on all subjects
Contenu des AA
Contemporary management pillars
I. Principles of management :
- What does management mean ?
- How do managers differ from others ? Levels of managers. Efficiency and Effectiveness. What kind of personal and technical skills do Managers need. Key roles
- What is strategic management ? Process. Design thinking.
II. The sources of Contemporary Management
1. The pre-modern era
2. The classical school of management
3. The human relations school
4. Quantitative approach to management
5. Social events and conceptions of management
6. Management today... Sustainable Management
+ be able to understand and explain the articles and case studies seen in class on all subjects.
Human resources management
Leadership versus management
Situational Leadership
Design and Strategic thinking : how and when ? + Systemic analysis
Changing approaches to management
How can I manage human ressources : different staff categories, six key management styles, ..., ?
How and when to take a decision ?
How to coach and accompany teams in a changing process ?
Evaluation and remuneration
Well-being at work
Enneagram to solve conficts
==> according to course progress
International management
Global, international ... sustainable management. Tools towards an ecological transition.
- Culture and ideology
- Good communications :
How to communicate well ? (//intercultural communication)
How to solve problems and conflicts ?
- Bureaucracy and regulatory standards
==> according to course progress
Répartition des heures
Contemporary management pillars : 9 h de théorie, 1 h d'exercices/Labos
Human resources management : 8 h de théorie, 2 h d'exercices/Labos
International management : 8 h de théorie, 2 h d'exercices/Labos
Méthodes d'enseignement
Contemporary management pillars : cours magistral, approche interactive, approche par situation problème, approche avec TIC, étude de cas
Human resources management : cours magistral, approche interactive, approche par situation problème, approche avec TIC, étude de cas
International management : cours magistral, approche interactive, approche par situation problème, approche avec TIC, étude de cas
Langues d'enseignement
Contemporary management pillars : anglais
Human resources management : anglais
International management : anglais
Supports
Contemporary management pillars : copies de présentations, notes de cours, notes d'exercices, activités sur eCampus, Moodle
Human resources management : copies de présentations, notes de cours, notes d'exercices, activités sur eCampus, Moodle
International management : copies de présentations, notes de cours, notes d'exercices, activités sur eCampus, Moodle
Ressources bibliographiques
Contemporary management pillars
Business Strategy, The Economist, a guide to effective decision-making, Third Edition, 2015, by Jérémy Kourdi
How Management works ? The concept visually explained, New Edition, 2022, Dorling Kindersley
Human Resource Management, 2019, Sixteenth
Public Speaking Communication Strategies, 2021, Roberto Grasso, Independently published
Formation : accompagner les équipes à la gestion du changement
Training at Vlerick Business School : Take the lead in Sustainability Management
Human resources management
Business Strategy, The Economist, a guide to effective decision-making, Third Edition, 2015, by Jérémy Kourdi
How Management works ? The concept visually explained, New Edition, 2022, Dorling Kindersley
Human Resource Management, 2019, Sixteenth
Public Speaking Communication Strategies, 2021, Roberto Grasso, Independently published
Formation : accompagner les équipes à la gestion du changement
Training at Vlerick Business School : Take the lead in Sustainability Management
International management
Business Strategy, The Economist, a guide to effective decision-making, Third Edition, 2015, by Jérémy Kourdi
How Management works ? The concept visually explained, New Edition, 2022, Dorling Kindersley
Human Resource Management, 2019, Sixteenth
Public Speaking Communication Strategies, 2021, Roberto Grasso, Independently published
Formation : accompagner les équipes à la gestion du changement
Training at Vlerick Business School : Take the lead in Sustainability Management
Évaluation et pondération
Méthode d'évaluation : note globale à l'UE
Langues d'évaluation : anglais
Modalités d'évaluation :
Written exam : 70%
Oral exam : 30%
Report de note d'une année à l'autre pour l'AA réussie en cas d'échec à l'UE :
- Contemporary management pillars : oui
- Human resources management : non
- International management : non