BACHELOR

4201030 CR Stratégie d’entreprise

Crédits : 3
2 heures de cours
Période : semestre d’hiver
Mode d'évaluation : écrit

L’enseignement de Stratégie se caractérise par sa pluridisciplinarité. Il s’agit de proposer, au-delà d’approches spécialisées sur une fonction particulière, une vision globale de l’entreprise qui prenne en compte chacune des fonctions dans leur interdépendance.

Le Management Stratégique repose sur des outils de diagnostic et d’analyse concrets qui doivent être maîtrisés par tout étudiant désireux de progresser au sein de l’entreprise. Ils lui permettent de replacer ses actions dans la logique du développement stratégique de l’organisation dans laquelle il se trouve.

Examen
L’examen final portera sur l’ensemble du cours sous la forme d’une ou plusieurs questions à développement et de questions à choix multiples.

Possibilites d'Encadrement
Par ailleurs, 3 types de travaux peuvent être encadrés dans le cadre de ce cours:

• Projet de recherche de Bachelor
  Le projet de recherche de bachelor (de 40 pages maximum) doit comporter une partie théorique et une application pratique

• Term paper de Licence
  Le travail écrit de licence (de 20 pages maximum) doit comporter une partie théorique ou une application pratique

• Mémoire de Licence
  Le mémoire de licence (de 40 pages maximum) doit comporter une partie théorique et une application pratique

Pour l'ensemble des travaux écrits, la sélection des projets de recherche sera faite en fonction de la qualité de la proposition (2 à 3 pages) et de la pertinence par rapport au cours. Les études de cas, si possible multimédia seront favorisées.

Les propositions de recherche doivent être envoyés à Thibaut BARDON à : Thibaut.Bardon@hec.unige.ch

Les étudiants dont le projet aura été sélectionné pourront alors solliciter un rendez-vous à la même adresse email afin d'être guidé dans leur travail

4104011 CR Gestion d'entreprise

Crédits : 3
2 heures de cours
Période : semestre d'hiver

Inscrit au semestre d’automne, ce cours est obligatoire pour le bachelor en gestion et le bachelor en sciences économiques.

Il s’agit d’un cours intégré dans lequel divers intervenants - appartenant tous au corps enseignant de HEC - présentent, à tour de rôle, les principaux aspects de la gestion en prenant comme fil conducteur les fonctions essentielles de l’entreprise : la stratégie, les ressources humaines, l’organisation, le marketing, la production et le contrôle des coûts, la finance et enfin la comptabilité.

PROGRAMME COMPLEMENTAIRE

4201052 Management strategique

Crédits : 3
2 heures de cours
Période : semestre d'été

Le Management Stratégique repose sur des outils de diagnostic et d’analyse concrets qui doivent être maîtrisés par tout étudiant désireux de progresser au sein de l’entreprise. Ils lui permettent de replacer ses actions dans la logique du développement stratégique de l’organisation dans laquelle il se trouve.

Examen
L’examen final portera sur l’ensemble du cours sous la forme d’une ou plusieurs questions à développement et de questions à choix multiples

MASTER

4301149 CR Customer Oriented Organization

Credits: 3
Spring semester

Sessions
There will be a 4-hour session every 2 weeks (instead of weekly sessions).
14.15-18.00
Room MR 030, except first session (Voie Creuse, room C, 12.15-14.00 only).

23 February        Introduction
9 March        Organization and client orientation
23 March        Managing with the brand
13 April        Customer loyalty programs
27 April        Brand communities (Computer room session)
11 May        Customer value
25 May        Information and CRM

Course rationale:
An applied course
Theoretical elements
Cases and situations discussed during sessions
A field work in groups
A managerial approach:
We often mix up CRM tools and Customer Orientation
The main focus is on managerial issues: organization, culture and behavior
Main questions dealt with in the course are:
What type of organization is more likely to develop a client orientation?
How can the brand be used as leverage for internal management?
What is customer value?
How to build customer loyalty
How to optimize the use of CRM tools

Assessment
1. Group exam (40% of final grade)
In a group of 4, prepare a case study matching the subject of one of the session. This case study is conducted in the organization of your choice.
Library, databases, Internet search, etc.
+ At least two interviews (filmed)
Form and contents of the presentation, as well as oral presentation skills will be graded.
• Analysis of the case using course contents and key references.
• Presentation of the case (part 1) and proposed solution (part 2), 15mn. Q&A, 10mn.
Presentation dates: 13 April, 11 May, 25 May

2. Group exercise and presentation during the Brand Communities session (10% of final grade)
Guidelines will be given during the first part of the session.

3. Individual exam (50% of final grade)
Multiple choice questionnaire + 1 open question (2 hours).

Mandatory readings provided on Dokeos



4301131 CR Learning organisation, knowledge management

Credits: 3
Spring semester

Sessions
There will be a 4-hour session every 2 weeks (instead of weekly sessions).
14.15-18.00
Room MR 030, except first session (Voie Creuse, room C, 14.15-16.00 only).

23 February        Introduction
2 March        Knowledge development
16 March        Organization and culture
30 March        The organization of knowledge management
20 April        Developing competences
4 May            What technology and when?
18 May        Learning from the environment


Beyond managerial fads, knowledge is now perceived as the key resource in a constantly changing environment. The basis for the global momentum of implementing knowledge management is the need to understand the real value of knowledge, to create new management philosophies, standards and practices and to establish new models of success.
Knowledge Management as a course subject examines the movement away from the traditional paradigm of "hoarding knowledge" to a structured approach. This creates an incentive for sharing knowledge, and establishes a knowledge management framework.

In this course we will focus on the organizational, managerial and cultural changes that are necessary to compete in the current knowledge economy. A number of IT tools will of course be presented; however, the main objective is to give participants a concrete understanding of the essential actions to change behaviors within organizations.

Objectives
After completion of this course students should be able to:
1.    Identify and understand the benefits, concepts and techniques of knowledge management.
2.    Understand the impact of the increasing significance of knowledge on stakeholders, organizational design & processes, and organizational culture.
3.    Identify and understand knowledge management infrastructures, implementation strategies and the initiatives to meet different business needs. These are based on creating a knowledge environment that supports business goals.
4.    Understand the role of supporting technology.
5.    Understand and identify technologies - the Internet, Intranets, groupware, and          expert systems - that support knowledge sharing objectives.

Course Content

1. Introduction
Review of basic concepts of knowledge management from which the students will gain a better understanding of the role(s) knowledge fulfils within organisations, and of the wide range of available approaches to knowledge management.

2. Knowledge development
Knowledge is presented as a dynamic process. This session addresses the development of new knowledge, as well as and individual and organisational learning.

3. Organization and culture
The concept of organisational culture is one of the key elements for the development of effective KM. The necessary changes are challenging but several techniques can be used to overcome resistances.

4. The organisation of knowledge management
Knowledge management has its own specificities in terms of organization. Knowledge workers are an important part of it. In particular, they have to adopt a selective and transversal approach to different knowledge topics.

5. Developing competences
The ultimate aim of KM is to develop new competences at the individual and organizational level. This implies the need for an alignment of both levels. Human resources and assessment issues are developed in this session.

6. What technology and when?
Review of technologies involved in knowledge development and sharing. The role of technology is also discussed with the concept of IT climate.

7. Learning from the environment
The environment – either through alliances, benchmarking or environment scanning – is one of the key sources for new knowledge development.

Assessment
1. Group exam (50% of final grade)
In a group of 4, prepare a case analysis of the application of knowledge management in the organization of your choice.
Library, databases, Internet search, etc.
+ At least two interviews (filmed): one with an actor responsible for the development of knowledge and one with an end-user.
Form and contents of the presentation, as well as oral presentation skills will be graded.
15mn presentation, 10mn Q&A.
Presentation dates: 20 April, 4, 18 May.
Objective
Action-based research aiming at practically contributing to the KM practices of a given organization.
(See detailed assignment guidelines)

2. Individual exam (50% of final grade)
Multiple choice questionnaire + 1 open question (2 hours).

Primary Readings
Argyris, C. & Schön, D. A. (1974) Theory in practice: increasing professional effectiveness, Jossey-Bass
Davenport, T. H. and Prusak, L. (1998) Working Knowledge, Boston, Massachusetts: Havard Business School Press
Nonaka, I. and Taceuchi, H. (1995) The Knowledge-Creating Company, New York: Oxford Press

Further Readings: Provided on Dokeos.

4301108CR Methodology for Master's Thesis

Spring semester

Course Session
Friday 12 March: 10.15 – 13, 14.15 – 18
Uni Dufour, room 259.
Group presentations
Fridays: April 30, May 7, 21, 28
10.15 – 14
Uni Dufour, room 259.
    Mandatory attendance for all students, not only those presenting

Assessment
1. Oral presentation: (35%)
•    20mn presentation (to be sent one week ahead to teaching team + feedback group)
•    10 min feedback + Q&A from another group
•    10 min feedback + Q&A from teaching team
2. Feedback + Q&A for another group (15%)
•    Each group must evaluate the oral presentation of another group
•    Give feedback on strengths and weaknesses, prepare questions, give them directions to improve their piece.
3. Written report
•    ≈25 pages (including references), double spaced, Times 12 (50%)
•    Taking feedback into account!!
•    The objective is to present a coherent structure for a master’s thesis: Literature review, research question formulation + justification of relevance, Full research design (methodology, methods, analysis tools), expected result and relevance justification.
•    This reflects what should be presented to assistants/professors when submitting a master’s thesis proposal. Do not arrive empty-handed!

Course material available on Dokeos