Learning outcomes

Following the course, students will be able to: • Define the practice of "management", its actors, its key elements • Define the management process, its objectives and the difficulties associated with this activity (general culture of organisational management) • Provide conceptual and/or technical solutions to management issues in an organisation • To approach the management problem with a critical view: to understand which management tools are the most suitable, to target the strengths and weaknesses of the different theories studied in the lecture • Adopt a human perspective on the management process and assimilate the basic concepts of ethical and responsible management

Goals

  1. Cultivating an In-depth Knowledge and Enlightened Culture of Management and Organizations: The course aims to enrich students' overall understanding of the vast field of management and organization. The aim is not only to master the tools and techniques, but also to understand the ideologies, issues and challenges shaping this constantly evolving field.
  2. Mastering and Applying the Essential Models of Organizational Management: The course focuses on learning about proven management theories and models. Students will have the opportunity to contextualize these models by applying them to existing business case studies, reinforcing the relevance and applicability of the concepts covered.
  3. Acquire an Enlightened Historical Perspective on the Evolution of Management: In addition to focusing on current practices, the course offers a methodical exploration of the historical evolution of management. Students discover the significant contributions of authors and thinkers who have shaped the field, offering a well-rounded view and deeper understanding.
  4. Understanding and Mastering the Human Dimension of Business Management: The human component is inseparable from any effective management strategy. The course therefore deals with interpersonal dynamics, employee motivation and the communication skills required for effective management. 
  5. Steeped in the Principles of Leadership and Authority while Adopting a Critical Approach: Leadership is approached not only as a skill to be developed, but also as a concept to be studied critically. The course evaluates various leadership theories and models, enabling students to understand the nuances and implications of each approach.
  6. Address the transposition of management principles from the organizational level to the project level within the organization

Content

Part 1 - Principles of organizational management
 
Chapter I - General introduction to management
  • The company
  • The organization
  • Economics vs. management
  • Managers
  • Stakeholders
Chapter II - Organizational structure
 
  • Organizational functions
  • Generic forms of organization
  • Organization charts and structures

Chapter III - Human factors in management

  • The pyramid of needs
  • Flow theory
  • Conflict management
  • Change management
  • Career anchors
Chapter IV - Management and Leadership
  • Division of labor
  • Types of coordination
  • The managerial grid
  • The leadership continuum
Part 2 - Project management principles
 
Chapter I - Agile methods
 
Chapter II - Design thinking
 
Part 3 - Team dynamics workshop

Assessment method

• For 100%: a three-hour closed-book written examination on theoretical and practical issues as presented during the course. Teaching methods • The course is structured around ex-cathedra sessions in which students are invited to participate; • A compulsory seminar is organised on the theme of team management

Sources, references and any support material

Some references: • H. Mintzberg, Structure et dynamique des organisations, Éditions d'Organisation, 1982 • Mihály Csíkszentmihályi, Beyond Boredom and Anxiety, San Francisco, CA, Jossey-Bass, 1975, 1st ed. • Schein, E. H. (2006). Career anchors. Pfeiffer. • Henry MINTZBERG "Management Journey to the Centre of Organisations". • Douglas McGregor. The Human Side of Enterprise, McGrawHill, 1960. • Robert Tannenbaum and Warren H. Schmitt, "How to choose a leadership pattern", Harvard Business Review, 36, March-April, pp95-101 • Michael Porter, "The Five Competitive Forces That Shape Strategy", Harvard Business Review, January 2008, pp. 78-93 • Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. If you read nothing else on strategy, read the best-selling articles, 71. • Kaplan, R. S., & Norton, D. P. (1995). Putting the balanced scorecard to work. Performance measurement, management, and appraisal sourcebook, 66, 17511. • Glazer, R. (1993). Measuring the value of information: The information-intensive organization. IBM Systems Journal, 32(1), 99-110 • A Guide to the Project Management Body of Knowledge (Pmbok Guide) • Abraham Maslow, "A Theory of Human Motivation", Psychological Review, no. 50, 1943, pp. 370-396

Language of instruction

Français