Description du cours

Intitulé de l'Unité d'Enseignement

International Management and Negotiation

Code de l'Unité d'Enseignement


Année académique

2019 - 2020



Nombre de crédits


Nombre heures







Langue d'enseignement


Enseignant responsable

Saad Sed

Objectifs et contribution de l'Unité d'Enseignement au programme

This course is intended for students with a Bachelor’s Degree in Management or Business Administration who want to develop their abilities to work at the international level with companies engaged in partnerships, joint-ventures, mergers and so on.
AA1 : International Management and HRM
? AA1 course is designed from an organizational, a cultural and an international human resources management point of view.
Concepts, methods and tools are presented following a systemic approach to the organizations enabling students to understand international organizational management. This approach contributes to a better assessment of the performance of international organizations. The latter is linked to the coherence of the global system: it takes into account components such as environment, vision, strategy, structure, culture and international human resources management.
Part A1 will pay particular attention to organizational and cultural compatibilities between partners and the sort of relationship they may maintain or want to maintain. Major organizational and cultural issues will be raised, such as leadership style, change management, organizational learning, and multicultural team management.
Part A2 will focus on international human resources management, presenting different possible strategies and practices. Special attention will be given to the consistency of the global system.
AA2 : International Communication and Negotiation

? AA2 course concern communication and business negotiation in a multicultural environment
The objective of the course is to better understand and master the theory and the dynamics of communication and business negotiation in a multicultural environment.

AA1 Learning goals: At the end of this course, students are expected to be able to decode the organizing aspects, to assess their performance and to come up with ideas for enhancing performance. In addition, they will also know how organizational, cultural and HR issues in international companies respond to ever-increasing change, internationality, cultural diversity and globalization.
AA1 Learning objectives: Make an Organizational, Cultural and Human Resources Management Audit of an international company mobilizing theoretical models and following a rigorous methodology.
o analyze how an international company is organized and why
o understand the opportunities and difficulties of an international company in terms of organizing, culture dimension and human management issues
o understand the organizational and cultural challenges a particular international company is facing and how they can be solved
o recognize the IHR strategy and be able to explain the International HR challenges and how they can be solved by IHR Practices
o find ways to improve global performance in the light of organizational culture
o investigate strengths, weaknesses and implications of different forms of international organizations

AA2: It is not uncommon for people to sometimes assume that the globalization of the world and in particular, the globalization of business, has resulted in an undifferentiated market through the melding and blending of cultures in a global melting pot. Yet, assuming that the world is homogenous would be a grave error.
In this course, we will study the principles of negotiation and communication. We will consider the process of cultural analysis, negotiation styles, studies on how culture affects the negotiation process, and guidelines for becoming an effective intercultural communicator and negotiator.

Prérequis et corequis

Basics of management, International strategy, International business, Organizational theory and HR management

Description du contenu

AA1 : International Organizational Management
- Part A1: Organizing Global Business
• International organizations and their organizational and cultural challenges today
• Organizational and cultural audit: A systemic approach.
• Culture, corporate culture and organizations.
• Organizing an international company
• Methodology appropriate to organizational and cultural audits
• Intercultural management and performance

- Part A2: International HR Management
• HRM versus IHRM
• International organizations and control systems
• IHRM and Multinational Strategy
• The components of an integrated HR System (E.H Schein)
• Mergers & acquisitions ( and integration) issues
• Role of International HR professionals / line managers
• Main items of IHRM in global companies
• Main IHR Processes
• Specific International issues
• Key questions regarding the future
AA2 - International Negotiation and communication
• Key Elements of Negotiation and Communications
• Relevant Theories
• Building Successful Relationships
• Negotiation Styles and Approaches
• Culturally Responsive Strategies for Negotiation
• Discussion of Culture and Negotiation: Weiss (1994), Sebenius (2002), Salacuse (1998)
• Role Simulation Activity

Méthodes pédagogiques

AA1 : International Organizational Management
• Theory (Volume I): Interactive lectures, models, best practices, illustrations, discussions
• Guest speakers : International Executives and IHR Managers
• Team work business case (Volume II): "Organizational, cultural and IHRM Audit of a global company"

AA2 - International Negotiation and communication
Students will prepare for the course by completing assigned readings and participating in course meetings. Course sessions will include a mix of lecture and discussion, following the Socratic Method. Class sessions will include group work and role-playing as well as activities designed to enable students to apply course concepts in the context of group discussion. Students will complete a written final examination to demonstrate competence in the course content and the ability to analyze a situation and make a recommendation for a plan of negotiations.

Mode d'évaluation

See pedagogical document

Références bibliographiques

See pedagogical document