RNCP MCOM - UE3 - Managing a team and a sales network
- Description
- Curriculum
- Reviews
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1
Report and analysis of HR practicesSummary :
Chapter 1: Theoretical Foundations and Contemporary Challenges of HR Practices
• Sub-chapter 1.1: Conceptual frameworks of human resource management
• Sub-chapter 1.2: Societal, economic and legal issues of HR practices
• Sub-chapter 1.3: Organizational culture and its impact on HR practices
Chapter 2: HR Diagnostic Methodology
• Sub-chapter 2.1: Identifying HR needs
• Sub-chapter 2.2: Designing an HR analysis system
• Sub-chapter 2.3: Ethics and confidentiality in HR analysis
Chapter 3: Using HR Data and Analytical Tools
• Sub-chapter 3.1: Qualitative analysis of HR practices
• Sub-chapter 3.2: Quantitative analysis of HR data
• Sub-chapter 3.3: Introduction to People Analytics
Chapter 4: HR Practices in Context: Case Study and Benchmarking
• Sub-chapter 4.1: Critical review of existing HR systems
• Sub-chapter 4.2: Benchmarking and HR best practices
• Sub-chapter 4.3: Complete and contextualized case study
Chapter 5: Reporting, Communication and Transformation of HR Practices
• Sub-chapter 5.1: Preparation of an HR analysis report
• Sub-chapter 5.2: Communicating results to stakeholders
• Sub-chapter 5.3: Supporting HR Change
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2
Conflict management and labor law
Summary :
Chapter 1: Legal and Institutional Framework of Labor Disputes
• Sub-chapter 1.1: Foundations of labor law
• Sub-chapter 1.2: Typology of workplace conflicts
• Sub-chapter 1.3: Conflict Regulation Bodies
Chapter 2: Conflict Prevention in Labor Relations
• Sub-chapter 2.1: Social dialogue and participatory management
• Sub-chapter 2.2: Management and prevention of tensions
• Sub-chapter 2.3: Preventive HR Policies
Chapter 3: Legal Management of Individual Disputes
• Sub-chapter 3.1: Termination of the employment contract
• Sub-chapter 3.2: Workplace harassment (moral and sexual)
• Sub-chapter 3.3: Litigation Procedures
Chapter 4: Legal Management of Collective Disputes
• Sub-chapter 4.1: The right to strike
• Sub-chapter 4.2: Collective conflicts and social negotiation
• Sub-chapter 4.3: Case studies and feedback
Chapter 5: Managerial Strategies and Legal Decisions
• Sub-chapter 5.1: Integrating law into HR strategy
• Sub-chapter 5.2: Decision-making in a conflict context
• Sub-chapter 5.3: Simulation and professional role-playing
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3
Leadership and motivation of sales teams
SUMMARY : Chapter 1: Foundations of Business Leadership
1.1 — Key Concepts of Leadership
1.2 — Specifics of leadership in sales teams
1.3 — Levers of influence and authorityChapter 2: Theories and Dynamics of Motivation
2.1 — Major Motivational Models
2.2 — Motivation in a commercial context
2.3 — Identification and diagnosis of motivational leversChapter 3: Managing and leading a sales team
3.1 — Team organization and structuring
3.2 — Managerial leadership and collective dynamics
3.3 — Monitoring of individual and collective performanceChapter 4: Tools, Rituals, and Strategies of Applied Motivation
4.1 — Remuneration, recognition and rewards
4.2 — Training, skills development and empowerment
4.3 — Digitalization and technological leversChapter 5: Case studies, professional practices and simulations
5.1 — Real-life business cases
5.2 — Role-playing games and simulations
5.3 — Tutored projects and reflective feedbackChapter 6: Synthesis, evaluation and career prospects
6.1 — Summary of achievements and self-assessment
6.2 — Final Evaluation
6.3 — Professional opportunities -
4
Managerial communication techniques
SUMMARY :
Chapter 1: Foundations of Managerial Communication
• Sub-chapter 1.1: Definition and role of communication in management
• Sub-chapter 1.2: Communication Theories and Models
• Sub-chapter 1.3: Ethics, culture and communicationChapter 2: Tools and Techniques of Managerial Communication
• Sub-chapter 2.1: Verbal and non-verbal communication
• Sub-chapter 2.2: Professional Written Communication
• Sub-chapter 2.3: Digital communication and collaborative toolsChapter 3: Postures and skills of the communicating manager
• Sub-chapter 3.1: Leadership and Influential Communication
• Sub-chapter 3.2: Interpersonal communication and conflict management
• Sub-chapter 3.3: Feedback, recognition and motivationChapter 4: Design and implementation of a managerial communication system
• Sub-chapter 4.1: Diagnosis of communication needs
• Sub-chapter 4.2: Developing a managerial communication plan
• Sub-chapter 4.3: Evaluation and adjustmentChapter 5: Case studies and professional simulations
• Sub-chapter 5.1: Analysis of existing systems
• Sub-chapter 5.2: Simulation of managerial situations
• Sub-chapter 5.3: Managerial Communication Project -
5
Conflict management and internal negotiation
Summary :
Chapter 1: Foundations of Conflict Management
• Sub-chapter 1.1: Understanding organizational conflict
• Sub-chapter 1.2: Theories of Conflict
• Sub-chapter 1.3: Mapping conflicts in the workplaceChapter 2: Managerial Postures in the Face of Conflict
• Sub-chapter 2.1: The manager's role in prevention
• Sub-chapter 2.2: Intervention Strategies
• Sub-chapter 2.3: Development of soft skillsChapter 3: Internal Negotiation: Principles and Levers
• Sub-chapter 3.1: Fundamentals of Negotiation
• Sub-chapter 3.2: Effective Negotiation Process
• Sub-chapter 3.3: Internal relational and political issuesChapter 4: Operational Tools and Devices
• Sub-chapter 4.1: Analysis and diagnostic tools
• Sub-chapter 4.2: Integrated management systems
• Sub-chapter 4.3: Monitoring, management and evaluationChapter 5: Case Studies and Real-Life Scenarios
• Sub-chapter 5.1: Concrete case studies
• Sub-chapter 5.2: Role-playing games and simulations
• Sub-chapter 5.3: Reflective feedback and debriefing
