MBA

International Management

Assistant pédagogique

Aymeric LACHIVER
igr.international-degree@univ-rennes1.fr
+ 33 2 23 23 77 79


 

Date limite des candidatures
30 avril (après cette date, nous contacter)

Début des cours
Début septembre pour les étudiants étrangers (FLE),
Fin septembre pour les cours de Master

Fin de l’année universitaire
30 septembre (y compris période de stage)

Le Master of Business Administration in International Management, programme de Master 2 enseigné en anglais a été lancé en 2008 par l’IGR-IAE Rennes, école de management de l’Université de Rennes 1. Il est tout particulièrement destiné aux étudiants internationaux titulaires d’un Bachelor’s en 4 ans. Il s’adresse également, aux étudiants français avec un profil en éco-gestion, ainsi qu’à des diplômés avec un parcours en dehors du management (ingénieurs, chimie, santé, sciences humaines et sociales…).

Ancré autour des questions de management international, le programme aidera les étudiants à appréhender les principales étapes de l’internationalisation des entreprises, en mettant l’accent sur l’interdépendance des questions stratégiques, culturelles, commerciales, juridiques, financières et managériales.

L’objectif principal de ce parcours est de fournir aux étudiants les compétences essentielles nécessaires pour poursuivre une carrière en tant que cadre international d’entreprise.

Le programme invite chaque année de nombreux intervenants professionnels et universitaires français et étrangers. En particulier, les étudiants bénéficient de la présence de professeurs invités, venant d’universités partenaires de l’IGR-IAE Rennes en Allemagne, en Espagne, ou au Brésil.

Elément relevé par tous les étudiants ayant suivi ce Master : un environnement multiculturel unique, enrichi par la diversité des profils professionnels et universitaires, et la variété des nationalités représentées dans le groupe. Au-delà d’amitiés durables nouées pendant le programme, cette diversité est l’occasion de créer un réseau professionnel international.

Soucieuse de renforcer les liens avec les pratiques entrepreneuriales et managériales et de faire découvrir le réseau des entreprises partenaires de l’IGR-IAE Rennes, la direction du programme propose des visites d’entreprises, des rencontres avec des diplômés du MBAIM, et un Business Game en fin 2ème semestre, qui permet de valoriser toutes les compétences professionnelles acquises au cours de l’année.

Les étudiants étrangers non-francophones bénéficient d’un cours intensif de français langue étrangère, qui permet à des étudiants débutants en français d’évoluer professionnellement et de mieux connaître la culture et le management à la française.

Le Master of Business Administration in International Management s’adresse aux étudiants sans formation préalable en gestion. Les postes occupés par nos diplômés sont donc extrêmement diversifiés. Voici quelques exemples de leurs emplois :

  • Responsable contrôle de gestion et performance
  • Responsable marketing et communication
  • Responsable planification stratégique
  • Développeur d’affaires internationales
  • Responsable développement de produits
  • Responsable achats et chaîne d’approvisionnement
  • Community Manager
  • Responsable comptabilité
  • Chargé de gestion de projet
  • Responsable de la formation et du développement

Semester 1

TU 1 : Strategy & Innovation
TU 2 : Project Managment
TU 3 : Human Resources Management
TU 4 : Marketing
TU 5 : Finance & Accounting

 

Semester 2

TU 1 : International Financial and Fiscal Management
TU 2 : Industry & Logistics
TU 3: Internationalization & Management
TU 4: Management Game
TU 5 : Internship & report

 

Master 2

  • Objectives

    The aim of the course is to prepare students to the risks and opportunities of an innovative project

    Skills to be acquired

    The students will be able to analyse market environment and technologies in order to launch an innovative product/service

    Program

    Introduction
    Innovative projects
    Entrepreneurship in France
    International trends on Entrepreneurship
    Project – launching an innovative venture/project
    Business models
    Value proposition
    Market study
    Financial forecasting

    Bibliography
    • Strategy : analysis & practice, McGee J., 2015
    • OCDE reports: Global Economic Monitor, Global Entrepreneurship Monitor
    • Diffusion of Innovation, Rogers, E., 2005
    • Business Model Generation, Osterwalder, A; Pigneur, Y., 2010

    Objectives

    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.

    Skills to be acquired

    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.

    Program

    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

    Bibliography

    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

    Objectives

    The aim of the FRANCHISING course is to provide students with an appreciation of the importance of franchise chains worldwide. Students will be given an overview of the main trends and issues faced by franchisors (and franchisees) in the retail and service industries, including marketing, management, human resources management and strategy. …

    Skills to be acquired

    The students will be able to analyze the importance of chains in the retail and service industries
    in various developed and emerging countries, and assess the strategies and practices of the franchisors (and franchisees) in the current environment.

     

    Program

    Definition of Franchising
    A focus on know-how
    A focus on brand
    A focus on Internet-related issues

    Bibliography

    There is no mandatory textbook for this course. Students can read:

    Blair, R.D. and Lafontaine, F. (2010). The economics of franchising. Cambridge University Press.

    Articles on various issues faced in franchise chains can be found in academic journals such as Entrepreneurship Theory and Practice, International Journal of Retail & Distribution Management, Journal of Marketing Channels, Journal of Small Business Management, Strategic Management Journal, etc.; in general or specialized press such as Business Week, Franchising World, etc.; and on general or specialized websites such as

    www.entrepreneur.com/franchises/index.html
    www.franchise.org
    www.franchising.com

     

    Prerequisites

    No

    Objectives

    Understanding the effect and purpose of common clauses in international business agreements and identifying the risks related thereto and getting an overview of the legal environment of international business.

    Skills to be acquired

    Assuming that the students, with no legal background yet, might, as future managers, sales agents, purchasers, etc., get involved in contract negotiations, it appears worthful to asses some common pitfalls and associated risks during the contracting process and give an overview of the terms and conditions that should be at the top of any contract checklist.

    The aim being to introduce students to the principles of contract drafting (theoretical overview and practical illustrations) and provide background information to increase understanding of the legal effect and purpose of some common contracting clauses.

    Students will get an overview of the legal environment of international business and develop an understanding of common legal instruments and sources.

     

    Program

    Negotiating international business agreements: avoiding pitfalls and understanding the effect and purpose of most common contracting clauses (3h)
    Getting an overview of the legal environment of international business and developing an understanding of common legal instruments and sources (INCOTERMs, CISG, European directives and regulations, …) (3h)

    Bibliography

    no

    Prerequisites

    None

    Objectives

    The first objective of this course is to acquire the basics of traditional and agile project management for small projects. Then, the increasing complexity of the business world is explained and illustrated through models recognized in both the academic and industrial worlds. The agile scrum mode, the most popular technique for dealing with complexity, is widely discussed and practiced, particularly from the point of view of proactive management of customer needs, negotiation, prioritization and acceptance. The SAFe® module addresses the vision of the lean agile manager of tomorrow in terms of contributing to the development and achievement of his teams.

    Skills to be acquired

    1. Project management basics.
    2. Notion of Business Complexity
    3. The agile scrum mode
    4. The lean agile manager

    Program

    The course materials are in English language

    Bibliography

    Thiagi, a renowned expert in helping people improve their performance effectively and enjoyably. youtube
    The soft part is the hard part” Jim de Piante, 2010, PMI Metropolina Chapter, web
    PMBOK Guide ” Edition 6, PMI
    Shannon and Weaver communication models. Wikipedia
    Demming PDCA Wikipedia
    Schulz 1984
    Simon Sinek – Start With Why – TED Talk Short Edited
    Cynefin – Youtube, web
    Stacey Matrix – web
    Making Project fly: where do we find the pilots? Dr Paul Chapman,#AirbusMPF 2014
    PMI’s Agile Future” – EMEA Global Congress – Roma 2017 – Mike Griffiths
    PMI’s Pulse of the Profession In-Depth Report: Navigating Complexity, September 2013
    Navigating in Complexity, PMI Research, 2014
    Yves Morieux, TED Talk, “6 rules for simplifying increasingly complex work
    ITIL, Information Technology Infrastructure Library, wikipedia
    “SAFE framework” http://www.scaledagileframework.com/
    “scrum Alliance” www.scrumalliance.com
    “The standard for Portfolio Management”, 2nd Edition, PMI
    “The standard from Program Management”, 3rd Edition PMI
    Agile Practice Guide, PMI, 2017
    “Contract Manager: a new project team member” PMI EMEA 2016 Global Conference Barcelona May 2016. Martial Bellec , Olivier Cottard
    Pratique du Contract Management, Optimize the management of the contractual life cycle, Gregory Leveau, Gualino, 2013
    DESIGN THINKING VS. LEAN STARTUP: A COMPARISON OF TWO USER-DRIVEN INNOVATION STRATEGIES Roland M. MUELLER*a and Katja THORINGb
    Lab entry”, Fabernovel Institute Fabernovel Institute
    Jeremy Gutshe of Trendhunter.com
    Tim Brown, CEO, IDEO
    the practical guide to empathy maps, UXPIN, web
    webcredible, the persona definite guide web
    Fribly, the product box, web, download PSD adobe file
    Steve Blank Blog, web

    Prerequisites

    No requirements, all post-graduate students are welcome.

    Assessment method

    Not applicable

    Objectives

    The aim of the course is to understand the link between company’s strategy and HR management in an international and cross cultural environment:

    1. Discover how corporate strategy influences IHRM.
    2. Understand the differences between domestic and international human resources management theory and practices.
    3. Explore the major IHRM functions and how they can be developed in an international context.
    4. Assess the risks related to managing an international workforce.
    5. Understand and assess the impact of cultural differences on HR policies.
    Skills to be acquired

    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

    Program

    •    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.

    Bibliography

    •    “Human Resource Management”, G. Desler, Pearson, 2015.
    •    “Talent Management”, C. Dejoux; M. Thévenet, Dunod, 2012
    •    “The hidden dimension”, Edward T. Hall, 1966

    Prerequisites

    Academic Management background
    Share one’s own knowledge and participating to the debates

    Objectives

    The aim of the course is to understand the basic elements of the dynamics and practices of innovation.

    Skills to be acquired

    The students will be able to differentiate the different types of innovation and to assess the crucial role of companies’ network strategies in the innovation processes.

    Program
    Introduction – The challenge of Innovation Strategy

    T1 – Knowledge creation and innovation processes : baselines
    T2 – Innovation as a process of collaborative research network
    T3 – Role of key actors in the innovation process and some elements on the managerial risk in collaborative research.
    T4- Leadership profiles and Innovation
    Conclusion – Improving “knowledge production”, and “responsible research”

    Bibliography

    The bibliography will be specified during the course

    Prerequisites

    None

    Assessment method

    Written Exam 1h

    Objectives

    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.

    Skills to be acquired

    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.

    Prerequisites

    None. However having an academic background in Marketing and Business Administration in general may be helpful to follow this module.

    Objectives

    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.

    Skills to be acquired

    – 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

    Program

    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

    Bibliography

    – 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.

    Prerequisites

    Accounting knowledge (balance sheet, income statement, cash flow statement)

    Objectives

    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.

    Skills to be acquired

    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

    Program

    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

    Bibliography

    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.

  • Objectives

    The aim of the course is to explain the rules which govern the preparation of financial statements for organisations which comply with international standards.

    Skills to be acquired

    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

    Program

    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

    Bibliography

    International Financial Reporting – A practical guide 6th Edition, Alan Melville, Pearson

    Prerequisites

    A basic understanding of accounting principles would be useful but is not mandatory.

    Objectives

    The aim of the course is to make students knowledgeable about the main characteristics of global logistics networks’ design and control.

    Skills to be acquired

    The students will be able to (help) drive associated decision processes in actual industrial, distribution or service provision contexts.

    Program

    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

    Bibliography

    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

    Prerequisites

    Basic mathematical and business management background

    Objectives

    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.

    Skills to be acquired

    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.

    Program

    1. International Marketing and Product strategies
    2. Price strategies in International Marketing
    3. Place strategies in International Marketing
    4. Communication strategies in International Marketing

    Bibliography

    Hollensen, S. (2011). Global Marketing. Pearson ed.
    Keegan, W.J. and Green, M.C. (2014): Global Marketing. 8th ed., Prentice Hall, London, New York.

    Skills to be acquired

    – 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

    Program

    •     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

    Teaching methods

    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:
    •     Lectures
    •     Discussions of readings
    •     In-class exercises and simulations

    Bibliography

    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

    Objectives

    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.

    Skills to be acquired

    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.

    Program

    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.

    Bibliography

    •    Crane, Andrew & Matten, Dirk. Business Ethics, Oxford, University Press, latest edition.
    •    Weiss, Joseph W.  Business Ethics: A Stakeholder and Issues Management Approach. Thomson Southwestern

    Prerequisites

    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.

    Objectives

    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?

    Skills to be acquired

    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.

    Program

    Concepts presentation and discussions on
    Worldview Intelligence and the Art of Participatory Leadership
    A participative approach for leading, convening and engaging

    Bibliography

    No

    Prerequisites

    Academic and MBA personal experience

    Objectives

    This module of 20 contact hours will enable students to understand how to manage staff from different cultures in the international business context. Leading on from a selection of cross-cultural frameworks, students will learn to apprehend common behaviour traits found in different cultures and prevalent in the local business environment.

    Skills to be acquired

    From the knowledge gained during the module, students will develop pertinent management
    skills focusing on: Cross-cultural communication (verbal and non-verbal), Multi-cultural
    (virtual) teamwork,Expatriation management,Negotiation across cultures,Staffing issues
    in joint ventures, mergers and acquisitions.

    Program

    Each 3 hour session will be based around:

    A presentation of the key concepts
    Application exercises related to the key concepts in the form of team case analyses, debates, presentations, role plays, …)

    Session 1 (3 hours):        Introduction to cultural frameworks / Cross-cultural communication

    Session 2 (3 hours):        Multi-cultural (virtual) teamwork / Expatriation management

    Session 3 (3 hours):        Quiz 1 / Negotiation across cultures

    Session 4 (4 hours):        Staffing issues in joint ventures, mergers and acquisitions

    Session 5 (4 hours):        Business culture presentations

    Session 6 (3 hours):        Conclusions / Quiz 2

    Bibliography

    Gesteland, R. (1999). Cross-cultural Business Behaviour – Marketing, Negotiating and Managing across Cultures. Copenhagen Business School Press.
    Hall, E.T. (1990). The Hidden Dimension. Anchor.
    Hofstede, G., Hofstede, G.J. & Minkov, M. (2010). Cultures and Organizations – Software of the mind. 3rd edition, Harper Collins Business.
    Schneider S.C., Barsoux, J-L. & Stahl, G. K. (2014). Managing Across Cultures. 3rd edition, Pearson Financial Times Prentice Hall.

    Additional web resources:

    Atlas and Boots (Best countries for expats 2018)
    https://www.atlasandboots.com/remote-jobs/best-countries-for-expats/

    Commisceo Global (Country Guides to Culture, Customs and Etiquette)
    https://www.commisceo-global.com/resources/country-guides

    Cross-cultural communication
    https://www.mindtools.com/CommSkll/Cross-Cultural-communication.htm

    Cultural Intelligence
    https://www.mindtools.com/pages/article/cultural-intelligence.htm

    Geert and Gert Jan Hofstede

    Culture

    The 7 Dimensions of culture (Trompenaars, F. & Hampden-Turner, C.)
    https://www.mindtools.com/pages/article/seven-dimensions.htm

    Objectives

    The aim of the course is to master the global strategy of a company

    Skills to be acquired

    The students will be able to make decisions in order to optimize a company activities (market share, production, rentability…)

    Program

    Simulation game

    Bibliography

    Management books

    Prerequisites

    Master in BA knowledge

 

Les étudiants français s’acquittent des seuls frais d’inscription universitaires réglementaires, dans la mesure où ils ne bénéficient pas des cours de Français Langue Étrangère, ni de l’accompagnement spécifique offert aux étudiants étrangers. Ils doivent postuler sur la plateforme de candidature de l’Université Rennes 1.

Afin d’être inscrits en tant qu’étudiants étrangers francophones, ceux-ci doivent avoir un niveau de français répondant aux critères suivants : niveau C1 justifié par un test officiel (TEF, TCF, DELF/DALF…) ou une preuve de diplôme universitaire en langue française obtenu précédemment dans une université française.
Les frais d’inscription pour ces étudiants étrangers francophones sont de 243 € (étudiants européens) ou 950 € (non européens).

Les étudiants étrangers originaires des pays faisant partie du dispositif Etudes en France doivent postuler par ce biais.

Ce Master 2 est enseigné en anglais. Il accueille également des étudiants anglophones.

Admission requirements and procedure

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