International Program Coordinator
+33 2 23 23 77 79
Deadline for applications:
Applications will open in February 2019. Students are welcome to contact the program coordinator in order to ask questions and be informed of the applications opening date and procedure.
Students needing to apply earlier (for example applying for a scholarship), are welcome to contact the Master program coordinators in order to get individualized help in their situation. Please let us know which scholarship you are applying for and the application deadline.
September 2, 2019
End of academic year:
September 30, 2020 (including internship period)
"Early bird" application form (Eiffel Scholarship application campaign and other excellence scholarships)
Please fill in the form (use the "fill and sign" command in the latest pdf version) and send it back to the Master program coordinators: email@example.com with supporting documents. Your email should not exceed 15 Mo.
The Master in International Management launched in September 2008 by the University of Rennes1’s Graduate School of Management (IGR-IAE Rennes) is specifically aimed at English-speaking students with a Bachelor's degree.
The specificity of the program is to combine intensive French language courses with a comprehensive academic program in Management taught exclusively in English.
The main aim of the course is to provide students with the essential skills necessary to pursue a career as an International Business Executive.
The Master's program develops students' capabilities to succeed in a dynamic global business environment wiithin international companies.
Tailor-made for future managers, the program arms students with a panorama of up-to-date and indispensable «hard» and «soft» skills in International Management, which will help them incorporate the main steps of the companies' internationalization, by emphasizing on the interdependence of strategic, cultural, commercial, legal, financial and managerial issues.
The aim of the course is to prepare students to the risks and opportunities of an innovative project
The students will be able to analyse market environment and technologies in order to launch an innovative product/service
Entrepreneurship in France
International trends on Entrepreneurship
Project – launching an innovative venture/project
This teaching presents the ins and outs of the process of unification of the European continent; process whose center of gravity is undeniably the European Union. As a product of the metamorphosis into a political project of the three original European Communities, the European Union, apparently doomed to remain in a perpetual state of incompleteness, nevertheless represents the most advanced and most inclusive form of the process of unification of the European continent.
1. Understanding of positioning of the European integration in globalization
2. Goals and fonctionning of the international organizations, other than EU, involved in the process of unifying the European continent.
3. Understanding of the philosophy of the European project to better understand the future developments of the integration of the continent on the eve of important transformations
4. Knowledge of the functioning of the EU institutions and of the main common policies.
5. Find one's way among European treaties and the derived norms of these treaties.
Introduction – the phenomenon of unification of the European continent
Put into perspective, in comparison of other processes of unification in the world
Part 1 - the unification of the European continent through the cooperation between states
1 – the organisation for economic cooperation and development (OECD)
2 – the council of Europe (COE)
3 – the organization for security and cooperation in Europe (OSCE)
4 – the European free trade association (EFTA)
Part 2 - the unification of the European continent through the « method of integration » : the European union
1 – 1947 - 1957 à the genesis of the European communities
2 – the evolution of the European construction from the treaty of Rome to the treaty of Lisbon
3 – the institutional structure
1 - the European council & the European external action service
2 – the bodies of the institutional triangle
3 – the checking bodies
4 – the financial bodies
5 – the advisory bodies
6 – the European agencies : perform specific tasks
• The ABC of EU law, by Klaus-Dieter Borchardt, December 2016
• Accompanying documents made available in the framework of the course, via download on the University Intranet
• Take an interest in international and European issues.
• General culture and open-mindedness.
The aim of the course is to understand the link between company’s strategy and HR management in an international and cross cultural environment.
The students will be able to :
• Discover the link between strategy and HR management
• Understand and assess the impact of cultural differences on HR policies
• Be able to design effective HR processes
• Link between strategy and HR management
o the different stages of internationalization
o the role of HR
• The impact of cultural differences on HR policies
o theories of cultural differences
o impact on HR practices
• Design effective HR processes
o Talent Management, Recruitment
o Case study
We refer to both academic and professional contributions.
We will use exercices, debates, work group sessions, readings of relevant articles.
• “Human Resource Management”, G. Desler, Pearson, 2015.
• “Talent Management”, C. Dejoux; M. Thévenet, Dunod, 2012
• “The hidden dimension”, Edward T. Hall, 1966
Academic Management background
Share one’s own knowledge and participating to the debates
Businesses are under constant pressure and face a rapid change in their competitive environment. Successful performance in such an environment requires an increased understanding of the company's strategy. Those who do not meet this challenge are quickly sanctioned by the market.
Intended for a public of students of first competence outside the management, the purpose of the course is to acquire a transversal decision-making autonomy, a systemic methodology of analysis, an aptitude to the structuring of Due Diligence.
1. Introduction: Mastering key concepts of strategy.
- Analysis of the global environment (pivot variables)
- Analysis of the competitive environment (the Porter approach, the factors of evolution, the framework of analysis of the competitors);
2. The systemic diagnosis of the organization, a renovated approach
The main strategic levers
Strategic interactions and the impact on diagnosis
Analysis of the strategic capacity and projection of the strategic potential of the organization
Stratégor, 2016, 7 ème édition, Dunod
Stratégique, Johnson, G., Whittington, R., Scholes, K., Fréry, F (2014), Pearson Education
Gervais Michel et Herriau Christophe, Stratégie de l’entreprise, 2011, Economica
The aim of the course is to provide students with an understanding of the specificities a current evolutions and challenges of the Luxury industry. A specific focus will be placed on the structure of the Luxury Fashion Industry (significant groups, actors, and brands), Luxury Fashion brands and products and communication strategies.
At the end of this module, students will be able to:
- Define the essence of luxury
- Explain the fundamentals of Luxury branding and Luxury marketing and the different strategies implemented in this business.
- Be able to review product strategies and communication specificities of various Luxury Fashion brands and explain how they are the reflection of the brand identity and positioning
- Communicate and efficiently using language skills and presentation skills during students report and presentations. The teacher is expecting a good level of public speaking and presentations (e.g., PPT) skills.
None. However having an academic background in Marketing and Business Administration in general may be helpful to follow this module.
« Cultural orientation framework » from M. Philippe Rosinski.
Comprendre l’influence de la culture sur le comportement des collaborateurs au travail
Créer une grille de lecture commune de travail et d’entente.
Identifier les effets de la culture dans la communication.
S’entraîner à adapter les situations quotidiennes à chaque individu. En déduire les comportements managériaux adéquats.
- The International Profiler. 22 intercultural dimensions
- Seminar objectives
Day 2 :
- Do we have Common Cultural Dimensions with China, Brazil, Portugal, Spain, Italy, South-Africa, Indonesia, Poland etc
Day 3 :
- What are the five cultural leadership characteristics ?
- Working on a common culture
- How to manage emotions in an intercultural environment
- How to express difficult feelings in an intercultural environment.
1. Coaching across Cultures, Philippe Rosinski 2003.
2. Living and working in France, Geneviève Brame – Kogan Page 2004.
3. We Europeans, Richard Hill – Europublic 1992.
4. Cultures and Organisations, Geert Hofstede – McGraw-Hill book company 1991.
5. Le Manager Global – Comment piloter une équipe Multiculturelle ? DUNOD 2004.
6. Mind your Manners, Managing Business cultures in the new global Europe,
John Mole, Nicholas Brealey Publishing 2004.
7. Culture et mondialisation, Philippe d’Iribarne – Editions du Seuil 2001.
8. La logique de l’honneur, Philippe d’Iribarne – Editions du Seuil 2002.
9. Manager une équipe Multiculturelle – ESF editeur 2004.
10. Le langage du changement, Paul Watzlawick – Editions du Seuil 1980.
11. Euro Managers and Martians, Richard Hill – Europublic 1992.
12. Commerce entre cultures, Jean-Claude Usunier – Editions PUF 1992.
The main aim is to propose tolls and methods to evaluate the overall financial health of companies. From reading and deciphering financial statements, performance, profitability and the whole risk of a business will be assessed and analysed to help managers to make decisions.
- Be able to implement many financial ratios and traditional indicators in function
of the financial question
- Analyze the figures in order to conclude about the financial health of a business
Introduction: What is financial diagnosis?
Section 1: Remind about financial statements
Section 2: Analyzing Performance and Profitability
Section 3: Evaluating Cash-flow position
Section 4: Estimating operating Risk
- Essentials of Financial Analysis. George T. Friedlob, Lydia L. F. Schleifer.
- Financial Analysis. A Controller's Guide, Second Edition by Steven Bragg (Hardcover)
- Vernimmen : Corporate Finance, Broché.
Accounting knowledge (balance sheet, income statement, cash flow statement)
This module develops an understanding of issues related to the elements of costs and costs systems. It develops abilities to prepare, analyze and interpret accounting information on cost elements in various cost systems.
It also introduce them to the techniques that management accountants use to assist managers in their decision-making tasks and to evaluate performance.
1. Outline issues relating to product costs and cost systems
2. Describe the role and uses of different types of cost systems
3. Select appropriate methods for costing elements of cost (e.g. labour, materials and overhead) into products or services
4. Select and apply cost systems appropriate to the decision
An introduction to management accounting
1. Basic concepts of cost accounting
• Costs and cost objects
• Two classifications
2. Full absorption costing
• Basic concepts
• Full costing in multi-product/service businesses
• Going further
3. Partial costing and CVP
• Cost-volume-profit analysis: Variable cost, contribution margin, break-even point (BEP), operating gearing
• Relevant cost and marginal analysis
• Going further
4. Using costs for various purposes
• Using costs to assess past performance, inventories valuation and budgeting
• Using costs to make specific types of decisions: make or buy, sell or process further, continue or close down, pricing and special order decisions, product mix decisions when capacity constraints exist
Atrill P. et McLaney E. (2009). Management Accounting for Decision Makers, Pearson Education.
Horngren C.T., Datar S. et Rajan M. (2015). Cost accounting: A managerial emphasis 15th edition, Pearson Education.
The aim of the course is to analyse financial risks management in European companies
Skills to be acquired
The students will be able to analyse risk in a company and understand risk hedging
- Credit management in Europe
- Commodities price hedging
- Forex market and currencies quotation
- Currency risk hedging
- Interest rates risk hedging technics
Basics of international economics and finance
The aim of the course is to explain the rules which govern the preparation of financial statements for organisations which comply with international standards.
The students will be able to …
- Understand the objective of general purpose financial reporting and identify the primary users of financial reports
- Explain the qualitative characteristics of useful financial information
- Understand the important assumptions which underlie the preparation of financial statements
- Understand the criteria which determine whether or not an element should be recognised in the financial statements
- Understand the structure and content of each component of a set of financial statements
- Prepare a statement of financial position, a statement of comprehensive income and a statement of changes in equity, in accordance with the requirements of IAS 1
1) The regulatory framework
2) The IASB conceptual framework
3) Discounting and present value
4) Presentation of financial statements
5) The statement of cash flows
6) Analysis of financial statements
International Financial Reporting – A practical guide 6th Edition, Alan Melville, Pearson
A basic understanding of accounting principles would be useful but is not mandatory.
The aim of the course is:
• to provide students with a critical awareness of the principal concepts of International Marketing.
• to enable students to work effectively in organisations operating in an increasingly global environment.
• to give students experience in analysing and managing complex data to provide solutions to international marketing problems.
After completing the course, students should be able:
• to get awareness of the importance of the role of international marketing in the development of a company.
• to identify the strengths and weaknesses of the company to potential markets.
• to adapt business strategy to the characteristics of each external environment.
1. International Marketing and Product strategies
2. Price strategies in International Marketing
3. Place strategies in International Marketing
4. Communication strategies in International Marketing
Hollensen, S. (2011). Global Marketing. Pearson ed.
Keegan, W.J. and Green, M.C. (2014): Global Marketing. 8th ed., Prentice Hall, London, New York.
- Gaining competencies to reflect companies international business activities critically
- Gaining decision-making-oriented competency (e.g., self-management)
- Ability to evaluate complex, innovative situations as they are typical of companies international business activities
• Qualitative and quantitative trends in the international business environrnent
• Modes of foreign market entry
• Theoretical approaches for the explanation of different modes of foreign market entry
• Strategies of international companies
• Organization of international companies 1: archetypes of macro structures
• Organization of International companies Il: Empirical studies referring to strategy and structure of international companies
• Organization of International companies III: technocratic and person oriented coordination of international companies
• Conceptual and methodological approaches to country culture
Participants are expected contribute to the class through their comments, questions, and examples from their experience. Some readings may be assigned to supplement the in-class material. More specifically, the course will use the following teaching methods:
• Discussions of readings
• In-class exercises and simulations
International Business: Environments and Operations (12th Edition) by John Daniels, Lee Radebaugh, Daniel Sullivan
International Business - Competing in the Global Marketplace - 6th Edition (2007) by Charles Hill
International Dimensions of Organizational Behavior by Nancy J. Adler and Allison Gundersen
This course prepares students to analyse and evaluate critical issues regarding the social, ethical and environmental responsibilities of business, to transfer sustainability-related knowledge and ethical theories to business practice, and to assess the relevance of CSR tools and apply them to specific business needs.
In order to become managers, students need to demonstrate critical awareness of corporate social responsibility issues in management.
This module supports the MBAIM program learning outcomes related to students being able to:
1. Integrate sustainability practices into company management and policies, thus creating sustainable value.
2. Manage organizational change and innovation, as building CSR into the company's management often requires significant change.
This module enables students to find responsible solutions to business problems by finding innovative solutions taking into consideration international and interdisciplinary differences.
The students will be able to:
1. Critically evaluate the theoretical and conceptual approaches to CSR.
2. Appraise how a company identifies its stakeholders and manages the relationships with them.
3. Assess the strategic opportunities provided by CSR and sustainability.
4. Apply the concepts of CSR to formulate recommendations at the managerial level.
This module is designed to enable students to deal with social and environmental challenges and the related ethical dilemmas. The main subjects covered include:
• Introduction to CSR and sustainability.
• CSR concepts and theories.
• CSR, leadership and governance.
• Stakeholder theory and management.
• The institutional environment of CSR.
• CSR, sustainability and corporate strategy.
• Embedding CSR in management and organization.
• Sustainable banking and socially responsible investment.
• Crane, Andrew & Matten, Dirk. Business Ethics, Oxford, University Press, latest edition.
• Weiss, Joseph W. Business Ethics: A Stakeholder and Issues Management Approach. Thomson Southwestern
Students are expected to have a business undergraduate degree and to have a good knowledge of corporate policy and strategy and of management in all its dimensions.
This course covers the challenge of interacting, managing and leading across cultural differences and national boundaries. Cultural differences are hard to understand because, although their consequences are obvious, it is not easy to analyze, describe or categorize them. Culture is actually highly complex.
For future manager, being aware of the variety of issues and opportunities that arise when we take action outside our own culture is a key factor for success
- To consider the importance of intercultural communication
- To learn to think across cultural differences
- To be aware of issues and challenges involved in global business
- Skills, expertise and work required toward personal and professional growth
- To negociate across different cultures
- To emphasize on the opportunities of doing business with different cultures.
- Introduction to the global business environment and cross cultural management
- Understanding cultural differences
- Communication and negociation across boundaries
- Doing business in North America
- Corporate Culture VS National culture
The aim of the course is to learn
- How do we as leaders convene strategic conversations that enable us to support our work in organizations and communities?
- How do we understand difference as an asset from which we all can grow?
The students will be able
1. To speak with intention: noting what has relevance to the conversation in the moment.
2. To listen with attention: respectful of the learning process for all members of the group.
3. To tend the well-being of the circle: remaining aware of the impact of our contributions.
Concepts presentation and discussions on
Worldview Intelligence and the Art of Participatory Leadership
A participative approach for leading, convening and engaging
Academic and MBA personal experience
The aim of the course is to make students knowledgeable about the main characteristics of global logistics networks’ design and control.
The students will be able to (help) drive associated decision processes in actual industrial, distribution or service provision contexts.
Supply chain design:
o Role of the production/operations function and a supply chain in an organization
o Production/operations management (POM) and supply chain management (SCM)
o Major factors of production system and production management
Supply chain control:
o Inventory management
o Production planning and control
o Logistics decision models in SCM
Bozarth, C.C. and Handfield, R.B., (2008). Introduction to Operations and Supply Chain Management, 2nd ed., Pearson International Edition.
Russel, S.R. (2008). Operations and supply chain management, 6th International student edition Ed. , Published by John Wiley & Sons
Taylor, D. (2001). Manufacturing operations & supply chain management: lean approach, Int. Thomson Business Press
Basic mathematical and business management background
The aim of the course is to master the global strategy of a company
The students will be able to make decisions in order to optimize a company activities (market share, production, rentability…)
Master in BA knowledge
Tuition fee for the academic year, inclusive of 300 hours of French classes, is 6 500 EUROS* . This does not include the CVEC (Student and Campus Life Contribution, 90 € for 2018-2019) and other living expenses.
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