RNCP RPMS - UE1 - Managing a structure with a team

SUMMARY :

Chapter 1: Understanding the challenges of collecting external information
• Sub-chapter 1.1: Defining information monitoring
• Sub-chapter 1.2: Identifying information needs
• Sub-chapter 1.3: Mapping external information sources

Chapter 2: Designing an effective collection system
• Sub-chapter 2.1: Choosing information search tools
• Sub-chapter 2.2: Structuring a methodical approach
• Sub-chapter 2.3: Collecting data in the field

Chapter 3: Using and analyzing the collected data
• Sub-chapter 3.1: Organizing and sorting information
• Sub-chapter 3.2: Interpreting the results
• Sub-chapter 3.3: Formalizing the teaching

Chapter 4: Making Informed Decisions Based on the Night Before
• Sub-chapter 4.1: Integrating analysis into business strategy
• Sub-chapter 4.2: Managing actions based on monitoring
• Sub-chapter 4.3: Assessing the impact and adapting the approach

Chapter 5: Case studies and professional simulations
• Sub-chapter 5.1: Real-world business case studies
• Sub-chapter 5.2: Supervised practical exercises
• Sub-chapter 5.3: Preparation for assessment and professional development

Summary :

Chapter 1: Understanding the structure and its environment
• Sub-chapter 1.1: Fundamental concepts of organizational structure
• Sub-chapter 1.2: A systemic approach to organizations
• Sub-chapter 1.3: Structure Environment

Chapter 2: Identifying the needs related to a problem
• Sub-chapter 2.1: Defining an environmental problem
• Sub-chapter 2.2: Collecting useful data
• Sub-chapter 2.3: Processing and organizing the collected data

Chapter 3: Building a suitable analysis system
• Sub-chapter 3.1: Choosing the relevant analytical tools
• Sub-chapter 3.2: Adapting the tool to the problem
• Sub-chapter 3.3: Developing an investigation method

Chapter 4: Analyzing concrete data and situations
• Sub-chapter 4.1: Critical reading of environments
• Sub-chapter 4.2: Case studies and simulations
• Sub-chapter 4.3: Synthesis and interpretation of results

Chapter 5: Making Informed Strategic Decisions
• Sub-chapter 5.1: Evaluating strategic options
• Sub-chapter 5.2: From diagnosis to action
• Sub-chapter 5.3: Responsibility and decision-making agility

SUMMARY :

Chapter 1: Understanding the structure and its environment
• Sub-chapter 1.1: Definition of the structure and its environment
• Sub-chapter 1.2: Issues in environmental analysis
• Sub-chapter 1.3: Environmental analysis methods

Chapter 2: Identifying the key players in the external environment
• Sub-chapter 2.1: Typology of environmental actors
• Sub-chapter 2.2: Roles and influences of external actors
• Sub-chapter 2.3: Tools for identifying and analyzing actors

Chapter 3: Identifying the key players in the internal environment
• Sub-chapter 3.1: Mapping Internal Functions
• Sub-chapter 3.2: Interactions and coordination of internal actors
• Sub-chapter 3.3: Tools for analyzing the internal environment

Chapter 4: Integrating stakeholder analysis into a strategic approach
• Sub-chapter 4.1: Strategic diagnosis based on identified stakeholders
• Sub-chapter 4.2: Informed strategic decision-making
• Sub-chapter 4.3: Professional application

Summary :

Chapter 1: Understanding information in your professional environment
• Sub-chapter 1.1: Definition and typology of information
• Sub-chapter 1.2: Information sources and their reliability
• Sub-chapter 1.3: Information as a strategic resource

Chapter 2: Identifying an information need based on a problem
• Sub-chapter 2.1: From the situation to the problem
• Sub-chapter 2.2: Specifying information needs
• Sub-chapter 2.3: Constructing an investigative framework

Chapter 3: Collecting and structuring useful information
• Sub-chapter 3.1: Information search techniques
• Sub-chapter 3.2: Organization and classification of information
• Sub-chapter 3.3: Ensuring the reliability of collected information

Chapter 4: Analyzing the collected data
• Sub-chapter 4.1: Quantitative methods of analysis
• Sub-chapter 4.2: Qualitative methods of analysis
• Sub-chapter 4.3: Putting the results into perspective

Chapter 5: Developing a strategic synthesis
• Sub-chapter 5.1: Synthesis Techniques
• Sub-chapter 5.2: Building an operational recommendation
• Sub-chapter 5.3: Presenting the analysis professionally

Chapter 6: Practical Applications and Real-World Cases
• Sub-chapter 6.1: Cross-cutting case studies
• Sub-chapter 6.2: Collaborative analysis workshops
• Sub-chapter 6.3: Preparation for the certification exam

Course outline

Chapter 1: Understanding strategic intelligence in its environment
• Sub-chapter 1.1: Definition and purposes of strategic intelligence
• Sub-chapter 1.2: Typology of strategic intelligence
• Sub-chapter 1.3: Organizational Environment and Weak Signals

Chapter 2: Designing a strategic intelligence system
• Sub-chapter 2.1: Identifying monitoring needs
• Sub-chapter 2.2: Organization and structuring of the system
• Sub-chapter 2.3: Implementation Methodology

Chapter 3: Collecting, Processing, and Analyzing Information
• Sub-chapter 3.1: Information Gathering
• Sub-chapter 3.2: Ensuring the reliability and sorting of information
• Sub-chapter 3.3: Strategic Information Analysis

Chapter 4: Disseminating results and guiding the decision
• Sub-chapter 4.1: Leveraging strategic information
• Sub-chapter 4.2: Communication and collaboration in standby mode
• Sub-chapter 4.3: Monitoring in the service of decision-making

Chapter 5: Evaluating and developing a monitoring system
• Sub-chapter 5.1: Measuring the effectiveness of monitoring
• Sub-chapter 5.2: Continuous system improvement
• Sub-chapter 5.3: Professionalizing the monitoring function

Summary :

Chapter 1: Understanding the structure and its ecosystem
• Sub-chapter 1.1: Defining the structure and its scope of action
• Sub-chapter 1.2: The external environment of the structure
• Sub-chapter 1.3: The internal environment of the structure

Chapter 2: Identifying the structure's stakeholders
• Sub-chapter 2.1: Internal stakeholders
• Sub-chapter 2.2: External stakeholders
• Sub-chapter 2.3: Methodology for identifying interlocutors

Chapter 3: Understanding the roles and responsibilities of the stakeholders
• Sub-chapter 3.1: Functions, missions and expectations of stakeholders
• Sub-chapter 3.2: Communication and coordination between interlocutors
• Sub-chapter 3.3: Case studies and practical application

Chapter 4: Building an Effective Interaction Strategy
• Sub-chapter 4.1: Adapting one's approach according to the interlocutors
• Sub-chapter 4.2: Developing a structured interaction system
• Sub-chapter 4.3: Managing relationships over time

SUMMARY :

Chapter 1: Understanding the internal structure of an organization
• Sub-chapter 1.1: Definition and typology of structures
• Sub-chapter 1.2: Key functions of the organization
• Sub-chapter 1.3: Systemic approach to structure

Chapter 2: Methodology for the internal assessment
• Sub-chapter 2.1: Objectives and challenges of internal diagnosis
• Sub-chapter 2.2: Internal analysis tools
• Sub-chapter 2.3: Collection and processing of internal data

Chapter 3: Detailed Functional Analysis of the Structure
• Sub-chapter 3.1: Diagnosis by function
• Sub-chapter 3.2: Evaluation of overall performance
• Sub-chapter 3.3: Identifying levers for improvement

Chapter 4: Practical Application of Internal Diagnosis
• Sub-chapter 4.1: Business Case Studies
• Sub-chapter 4.2: Conducting a simulated internal diagnosis
• Sub-chapter 4.3: Developing a professional posture

Chapter 5: Synthesis, evaluation and consolidation of skills
• Sub-chapter 5.1: Summary of acquired knowledge
• Sub-chapter 5.2: Skills Assessment
• Sub-chapter 5.3: Preparation for professional action

Summary :

Chapter 1: Understanding the fundamentals of the strategic action plan
• Sub-chapter 1.1: Definition and role of a strategic action plan
• Sub-chapter 1.2: Organizational Environment and Strategic Diagnosis
• Sub-chapter 1.3: Systemic vision and stakeholders

Chapter 2: Identifying needs and formulating a strategic problem
• Sub-chapter 2.1: Understanding needs from data
• Sub-chapter 2.2: Defining a clear strategic problem
• Sub-chapter 2.3: Defining operational strategic objectives

Chapter 3: Designing a coherent strategic action plan
• Sub-chapter 3.1: Structuring the action plan
• Sub-chapter 3.2: Management and governance of the plan
• Sub-chapter 3.3: Risk Management and Adjustments

Chapter 4: Implementation and evaluation of the strategic action plan
• Sub-chapter 4.1: Operational Deployment
• Sub-chapter 4.2: Measuring Strategic Performance
• Sub-chapter 4.3: Capitalization and feedback

Chapter 5: Professional Tools for Implementing the Strategic Action Plan
• Sub-chapter 5.1: Structuring and Planning Tools
• Sub-chapter 5.2: Analysis and decision support tools
• Sub-chapter 5.3: Management and evaluation tools

Summary :

Chapter 1: Understanding Project Mode
• Sub-chapter 1.1: Definition and characteristics of project mode
• Sub-chapter 1.2: Types of projects in SMEs
• Sub-chapter 1.3: Project culture in the company
Chapter 2: Designing and Planning a Project
• Sub-chapter 2.1: Needs and Context Analysis
• Sub-chapter 2.2: Structuring the project
• Sub-chapter 2.3: Planning and Budgeting
Chapter 3: Managing and Monitoring a Project
• Sub-chapter 3.1: Management tools and methods
• Sub-chapter 3.2: Communication and coordination
• Sub-chapter 3.3: Managing risks and unforeseen events
Chapter 4: Evaluating and closing a project
• Sub-chapter 4.1: Measuring performance and results
• Sub-chapter 4.2: Capitalizing on experience
• Sub-chapter 4.3: Administratively and symbolically closing the project
Chapter 5: Practical Application – Capstone Project
• Sub-chapter 5.1: Project Launch
• Sub-chapter 5.2: Deployment and monitoring
• Sub-chapter 5.3: Project presentation and evaluation

Summary :
Chapter 1: Understanding the company and its environment
• Sub-chapter 1.1: The foundations of the company
• Sub-chapter 1.2: The company's external environment
• Sub-chapter 1.3: The company's place in its ecosystem
Chapter 2: The Internal Organization of the Company
• Sub-chapter 2.1: Organizational Structures
• Sub-chapter 2.2: Management and Governance
• Sub-chapter 2.3: The key functions of the company
Chapter 3: Internal Processes and Organizational Performance
• Sub-chapter 3.1: Management processes
• Sub-chapter 3.2: Performance Tools
• Sub-chapter 3.3: Information and Change Management
Chapter 4: The company's resources
• Sub-chapter 4.1: Human Resources
• Sub-chapter 4.2: Financial resources
• Sub-chapter 4.3: Tangible and intangible resources
Chapter 5: The company's strategy and development
• Sub-chapter 5.1: The foundations of business strategy
• Sub-chapter 5.2: Managing Development
• Sub-chapter 5.3: Strategic Decision-Making

Summary :

Chapter 1: Introduction to the social and solidarity economy (SSE)
• Sub-chapter 1.1: Understanding the SSE
• Sub-chapter 1.2: Institutional and legal framework
• Sub-chapter 1.3: Social and Solidarity Economy in the Global Economic Context

Chapter 2: The actors in the social and solidarity economy
• Sub-chapter 2.1: Typology of actors
• Sub-chapter 2.2: Support networks and structures
• Sub-chapter 2.3: Case studies of emblematic actors

Chapter 3: The economic and social challenges of the social and solidarity economy
• Sub-chapter 3.1: Contribution of the social and solidarity economy to the economy
• Sub-chapter 3.2: Social and environmental issues
• Sub-chapter 3.3: Limits and challenges of the social and solidarity economy

Chapter 4: Managing and steering a social economy structure
• Sub-chapter 4.1: Governance and Participative Management
• Sub-chapter 4.2: Economic and Financial Management
• Sub-chapter 4.3: Strategic Development and Innovation

Summary :

Chapter 1: Introduction to the French institutional environment
• Sub-chapter 1.1: The foundations of public action
• Sub-chapter 1.2: Levels of administration in France
• Sub-chapter 1.3: The role of institutional economic actors

Chapter 2: Consular chambers and their organization
• Sub-chapter 2.1: Chambers of Commerce and Industry (CCI)
• Sub-chapter 2.2: Chambers of Trades and Crafts (CMA)
• Sub-chapter 2.3: Chambers of Agriculture

Chapter 3: Public administrations and their operation
• Sub-chapter 3.1: The central administration of the State
• Sub-chapter 3.2: Local authorities
• Sub-chapter 3.3: Tax, social and economic administrations

Chapter 4: The economic and strategic role of chambers of commerce
• Sub-chapter 4.1: Business Support
• Sub-chapter 4.2: Training and skills development
• Sub-chapter 4.3: Spatial planning and local development

Chapter 5: Governance and relations between institutions
• Sub-chapter 5.1: Coordination between public and private actors
• Sub-chapter 5.2: Public policies and their territorial implementation
• Sub-chapter 5.3: Contemporary Governance Challenges

Summary :

Chapter 1: Foundations of Corporate Culture
• Sub-chapter 1.1: Definition and origins of the concept
• Sub-chapter 1.2: Essential components of corporate culture
• Sub-chapter 1.3: Typologies and analytical models

Chapter 2: Strategic Issues of Corporate Culture
• Sub-chapter 2.1: Impact on performance and cohesion
• Sub-chapter 2.2: Organizational Culture and Identity
• Sub-chapter 2.3: Corporate culture and contemporary challenges

Chapter 3: Diagnosis and evaluation of corporate culture
• Sub-chapter 3.1: Cultural diagnostic methods
• Sub-chapter 3.2: Analytical tools and indicators
• Sub-chapter 3.3: Identification of discrepancies and areas of tension

Chapter 4: Managing and steering corporate culture
• Sub-chapter 4.1: Role of the leader and management
• Sub-chapter 4.2: Levers for action and tools for transformation
• Sub-chapter 4.3: Managing culture in an SME

SUMMARY :

Chapter 1: Foundations of Ethics and Responsibility in Organizations
• Sub-chapter 1.1: Understanding key concepts
• Sub-chapter 1.2: The evolution of values and norms in management
• Sub-chapter 1.3: Ethical frameworks and charters
Chapter 2: Integrating ethics and professional conduct into the organizational structure
• Sub-chapter 2.1: Ethical diagnosis of the structure
• Sub-chapter 2.2: Building an ethical and professional conduct policy
• Sub-chapter 2.3: Governance and exemplary management
Chapter 3: Environmental Responsibility and Sustainable Development
• Sub-chapter 3.1: The fundamentals of sustainable development
• Sub-chapter 3.2: Environmental management in structures
• Sub-chapter 3.3: Collective and territorial responsibility
Chapter 4: Decision-making and responsible management
• Sub-chapter 4.1: Ethics in managerial decision-making
• Sub-chapter 4.2: Managing ethical and environmental performance
• Sub-chapter 4.3: Crisis management and ethical resilience
Chapter 5: Practical Applications and Case Studies
• Sub-chapter 5.1: Designing an ethical and sustainable action plan (developed version)

SUMMARY

Chapter 1: Understanding the fundamentals of the operational organizational chart
• Sub-chapter 1.1: Definition and role of the organizational chart
• Sub-chapter 1.2: Strategic and managerial issues
• Sub-chapter 1.3: Link with the company's culture and structure

Chapter 2: Diagnosing Organizational Needs
• Sub-chapter 2.1: Identifying key missions and processes
• Sub-chapter 2.2: Analyzing the positions and required skills
• Sub-chapter 2.3: Collecting and processing internal data

Chapter 3: Designing a suitable operational organizational chart
• Sub-chapter 3.1: Principles of organizational structuring
• Sub-chapter 3.2: Choosing an organizational model
• Sub-chapter 3.3: Graphic development and representation tools

Chapter 4: Implementing and managing the organizational chart
• Sub-chapter 4.1: Managing Organizational Change
• Sub-chapter 4.2: Monitoring and evaluating organizational effectiveness
• Sub-chapter 4.3: Case studies and simulations

Chapter 5: Towards an evolving and resilient organization
• Sub-chapter 5.1: New organizational paradigms
• Sub-chapter 5.2: Impacts of digital technologies
• Sub-chapter 5.3: Anticipating future changes

SUMMARY

Chapter 1: Understanding the dynamics of organizational change
• Sub-chapter 1.1: Foundations of change in organizations
• Sub-chapter 1.2: Theories and models of change
• Sub-chapter 1.3: Actors and resistance to change

Chapter 2: Diagnosing the Need for Change
• Sub-chapter 2.1: Strategic and organizational analysis
• Sub-chapter 2.2: Identifying weak and strong signals
• Sub-chapter 2.3: Formulation of the need for change

Chapter 3: Designing an appropriate change strategy
• Sub-chapter 3.1: Defining the objectives and challenges of change
• Sub-chapter 3.2: Development of the transformation plan
• Sub-chapter 3.3: Choosing a change management method

Chapter 4: Mobilizing teams in the transformation
• Sub-chapter 4.1: Communicating Change
• Sub-chapter 4.2: Leadership and managerial posture
• Sub-chapter 4.3: Supporting employees

Chapter 5: Evaluating and Sustaining Change
• Sub-chapter 5.1: Measuring the impact of change
• Sub-chapter 5.2: Capitalizing on the experience of change
• Sub-chapter 5.3: Ensuring organizational continuity and agility

SUMMARY

Chapter 1: Understanding the issues surrounding profiles and job descriptions
• Sub-chapter 1.1: Strategic role of profiles and job descriptions
• Sub-chapter 1.2: Context for developing profiles and job descriptions
• Sub-chapter 1.3: Links with HR processes

Chapter 2: Identifying needs and defining job scope
• Sub-chapter 2.1: Needs Analysis Methods
• Sub-chapter 2.2: Defining missions and responsibilities
• Sub-chapter 2.3: Collection and processing of field data

Chapter 3: Building a coherent and operational job profile
• Sub-chapter 3.1: Typical structure of a job profile
• Sub-chapter 3.2: Definition of expected skills
• Sub-chapter 3.3: Consistency with classification grids

Chapter 4: Writing a clear, precise, and engaging job description
• Sub-chapter 4.1: Good writing practices
• Sub-chapter 4.2: Essential content of a job description
• Sub-chapter 4.3: Validation and distribution of the job description

Chapter 5: Leveraging Profiles and Job Descriptions in Daily Management
• Sub-chapter 5.1: Support for operational management
• Sub-chapter 5.2: Support for collective dynamics
• Sub-chapter 5.3: HR Decision Support Tool

Chapter 6: Case studies and professional scenarios
• Sub-chapter 6.1: Critical analysis of existing profiles and records
• Sub-chapter 6.2: Complete development of a device
• Sub-chapter 6.3: Assessment of learning outcomes and reflective feedback

SUMMARY

Chapter 1: Understanding the company's strategic objectives
• Sub-chapter 1.1: Defining the company's strategy
• Sub-chapter 1.2: Identifying HR issues related to strategy
• Sub-chapter 1.3: Analyzing the link between strategy and skills needs

Chapter 2: Diagnosing Skills Needs
• Sub-chapter 2.1: Qualitative approaches to diagnosis
• Sub-chapter 2.2: Quantitative approaches to diagnosis
• Sub-chapter 2.3: Summarize the diagnosis and formulate the needs

Chapter 3: Designing a skills development system
• Sub-chapter 3.1: Training and Development Engineering
• Sub-chapter 3.2: HR mechanisms and internal mobilization
• Sub-chapter 3.3: Managing the skills development plan

Chapter 4: Making Strategic Skills Decisions
• Sub-chapter 4.1: Arbitrating between internal and external solutions
• Sub-chapter 4.2: Managing priorities in a constrained environment
• Sub-chapter 4.3: Evaluate and adjust the choices made

Chapter 5: Case studies, tools and real-life scenarios
• Sub-chapter 5.1: Real-world business case studies
• Sub-chapter 5.2: Methodological Workshops
• Sub-chapter 5.3: Simulation of strategic decisions

Summary

Chapter 1: Understanding the challenges of reception and integration
• Sub-chapter 1.1: Foundations and definitions
• Sub-chapter 1.2: Consequences of a successful or failed reception
• Sub-chapter 1.3: Legal and regulatory framework

Chapter 2: Diagnosing Reception and Integration Needs
• Sub-chapter 2.1: Analysis of the expectations of new employees
• Sub-chapter 2.2: Analysis of the organizational context
• Sub-chapter 2.3: Evaluation of existing practices

Chapter 3: Designing a reception and integration system
• Sub-chapter 3.1: Development of the integration pathway
• Sub-chapter 3.2: Content and tools of the system
• Sub-chapter 3.3: Internal Communication and Coordination

Chapter 4: Managing and evaluating the integration of new employees
• Sub-chapter 4.1: Monitoring the integration process
• Sub-chapter 4.2: Performance and Satisfaction Indicators
• Sub-chapter 4.3: Continuous improvement of the system

Chapter 5: Case studies and professional scenarios
• Sub-chapter 5.1: Business Case Studies
• Sub-chapter 5.2: Development of a fictitious integration device
• Sub-chapter 5.3: Role-playing games and simulation

SUMMARY

Chapter 1: Legal and institutional framework of the internal regulations
• Sub-chapter 1.1: Legal basis of the internal regulations
• Sub-chapter 1.2: The role of internal regulations within the company
• Sub-chapter 1.3: Development and modification processes

Chapter 2: Content and Scope of the Internal Regulations
• Subchapter 2.1: Mandatory and optional clauses
• Sub-chapter 2.2: Issues of clarity and readability
• Sub-chapter 2.3: Case studies and benchmarks

Chapter 3: Disciplinary Procedures: Framework and Issues
• Sub-chapter 3.1: Typology of disciplinary sanctions
• Sub-chapter 3.2: Conduct of the disciplinary procedure
• Sub-chapter 3.3: Employee rights and remedies

Chapter 4: Managing discipline: posture, dialogue and exemplary conduct
• Sub-chapter 4.1: The manager's role in applying the rules
• Sub-chapter 4.2: Managerial communication and ethics
• Sub-chapter 4.3: Training, cohesion and corporate culture

Chapter 5: Practical Implementation and Operational Tools
• Sub-chapter 5.1: Diagnostic and assessment methods
• Sub-chapter 5.2: Implementation of an effective disciplinary system
• Sub-chapter 5.3: Case studies, role-playing games and simulations

Chapter 6: Skills Assessment and Validation of Acquired Experience
• Sub-chapter 6.1: Formative and summative assessment methods
• Sub-chapter 6.2: Monitoring individual skills
• Sub-chapter 6.3: Educational assessment and career prospects

Summary

Chapter 1: Introduction to disability and managerial challenges
• Sub-chapter 1.1: Understanding the different forms of disability
• Sub-chapter 1.2: Regulatory framework and employer obligations
• Sub-chapter 1.3: Social representations and stereotypes

Chapter 2: Identifying the needs of people with disabilities
• Sub-chapter 2.1: Needs analysis methodology
• Sub-chapter 2.2: Typology of adaptation needs
• Sub-chapter 2.3: Assessment and diagnostic tools

Chapter 3: Development of support mechanisms
• Sub-chapter 3.1: Designing an individualized action plan
• Sub-chapter 3.2: Mobilization of internal and partner resources
• Sub-chapter 3.3: Monitoring, evaluation and adjustments

Chapter 4: Inclusive and Sustainable Management Practices
• Sub-chapter 4.1: Compassionate and ethical management
• Sub-chapter 4.2: Team leadership and cohesion
• Sub-chapter 4.3: Communication and a culture of inclusion

Chapter 5: Case studies, simulations, and evaluation
• Sub-chapter 5.1: Business Case Studies
• Sub-chapter 5.2: Case studies and role-playing exercises
• Sub-chapter 5.3: Assessment of learning outcomes

SUMMARY

Chapter 1: Legal and institutional framework for professional inclusion
• Sub-chapter 1.1: Recognition of disability in the workplace
• Sub-chapter 1.2: Regulatory planning mechanisms
• Sub-chapter 1.3: Ethical and strategic issues of inclusion

Chapter 2: Diagnosis of workstation adaptation needs
• Sub-chapter 2.1: Analysis of the work situation
• Sub-chapter 2.2: Taking into account the employee's unique circumstances
• Sub-chapter 2.3: Mobilization of internal and external resources

Chapter 3: Designing a planning or adaptation device
• Sub-chapter 3.1: Typology of possible layouts
• Sub-chapter 3.2: Developing a personalized action plan
• Sub-chapter 3.3: Communication and Change Management

Chapter 4: Monitoring, evaluation and adjustment of the systems
• Sub-chapter 4.1: Monitoring indicators and evaluation tools
• Sub-chapter 4.2: Managing changing situations
• Sub-chapter 4.3: Capitalization and feedback

Chapter 5: Case studies and professional simulations
• Sub-chapter 5.1: Analysis of real-life cases of successful development
• Sub-chapter 5.2: Simulation of diagnoses and action plans
• Sub-chapter 5.3: Reflective work and professionalization

Summary

Chapter 1: Understanding the concept of professional practice
• Sub-chapter 1.1: Definition and issues
• Sub-chapter 1.2: Theoretical Reference Frameworks
• Sub-chapter 1.3: Professional self-reflection techniques

Chapter 2: Identifying professional needs and issues
• Sub-chapter 2.1: Individual and collective diagnostic tools
• Sub-chapter 2.2: Collection and interpretation of field data
• Sub-chapter 2.3: Formulation of professional issues

Chapter 3: Designing an improvement mechanism
• Sub-chapter 3.1: Choosing an intervention method
• Sub-chapter 3.2: Developing an action plan
• Sub-chapter 3.3: Communication and support for change

Chapter 4: Analyzing the data and results
• Sub-chapter 4.1: Analysis and reporting tools
• Sub-chapter 4.2: Critical reading of the results
• Sub-chapter 4.3: Organizational Learning

Chapter 5: Making informed decisions and taking a long-term view
• Sub-chapter 5.1: Strategic Decision-Making
• Sub-chapter 5.2: Sustainability of the systems
• Sub-chapter 5.3: Continuing Professional Development

Summary

Chapter 1: Understanding the concept of staffing needs
• Sub-chapter 1.1: Definition and issues
• Sub-chapter 1.2: Typologies of staffing needs
• Sub-chapter 1.3: Actors and responsibilities

Chapter 2: Methods for analyzing staffing needs
• Sub-chapter 2.1: Classical Approaches
• Sub-chapter 2.2: Decision support tools
• Sub-chapter 2.3: Diagnosis of concrete situations

Chapter 3: Forecasting and anticipating developments
• Sub-chapter 3.1: Factors influencing the evolution of needs
• Sub-chapter 3.2: Prospective Scenarios
• Sub-chapter 3.3: Monitoring and continuous adaptation

Chapter 4: Developing a forecasting management system
• Sub-chapter 4.1: Workforce planning (forward-looking management of jobs and skills)
• Sub-chapter 4.2: Recruitment and mobility strategies
• Sub-chapter 4.3: Supporting Change

Chapter 5: Professional Practice and Business Cases
• Sub-chapter 5.1: Professional Context
• Sub-chapter 5.2: Sectoral Case Studies
• Sub-chapter 5.3: Oral presentation and feedback

Summary

Chapter 1: Foundations of Management
• Sub-chapter 1.1: Definition and challenges of management
• Sub-chapter 1.2: Management and organization
• Sub-chapter 1.3: Key manager skills

Chapter 2: The main management styles
• Sub-chapter 2.1: Typology of managerial styles
• Sub-chapter 2.2: Theoretical approaches to management styles
• Sub-chapter 2.3: Choosing an appropriate management style

Chapter 3: Contemporary Management Models
• Sub-chapter 3.1: Agile Management
• Sub-chapter 3.2: Collaborative Management
• Sub-chapter 3.3: Intercultural Management

Chapter 4: Application of management styles in a professional context
• Sub-chapter 4.1: Analysis of managerial situations
• Sub-chapter 4.2: Change Management
• Sub-chapter 4.3: Decision-making and conflict management

Chapter 5: Towards a responsible and sustainable managerial approach
• Sub-chapter 5.1: Ethics and managerial responsibility
• Sub-chapter 5.2: Well-being at work and quality of life
• Sub-chapter 5.3: Development of managerial skills

SUMMARY

Chapter 1: Foundations of Managerial Communication
• Sub-chapter 1.1: The basics of interpersonal communication
• Sub-chapter 1.2: The importance of communication in team leadership
• Sub-chapter 1.3: Internal communication tools and channels

Chapter 2: Methods and typologies of professional meetings
• Sub-chapter 2.1: The different types of meetings
• Sub-chapter 2.2: Preparing and organizing an effective meeting
• Sub-chapter 2.3: Facilitating, moderating, and concluding a meeting

Chapter 3: Conducting Professional Interviews
• Sub-chapter 3.1: Typology of managerial interviews
• Sub-chapter 3.2: Interview Preparation
• Sub-chapter 3.3: Maintenance Techniques

Chapter 4: Decision-making tools and collaborative practices
• Sub-chapter 4.1: Methods of collective decision-making
• Sub-chapter 4.2: Collaborative Facilitation Techniques
• Sub-chapter 4.3: Monitoring, evaluation and continuous improvement

Chapter 5: Case studies and professional training
• Sub-chapter 5.1: Contextualized case studies
• Sub-chapter 5.2: Role-playing games and simulations
• Sub-chapter 5.3: Development of a guide to good practices

SUMMARY

Chapter 1: Understanding the challenges of vocational training
• Sub-chapter 1.1: Regulatory and institutional framework
• Sub-chapter 1.2: Strategic issues in training
• Sub-chapter 1.3: Typology of training actions

Chapter 2: Identifying training needs
• Sub-chapter 2.1: Analysis of individual and collective needs
• Sub-chapter 2.2: Tools and methods of analysis
• Sub-chapter 2.3: Formalizing needs and prioritizing

Chapter 3: Designing a training program
• Sub-chapter 3.1: Instructional Design
• Sub-chapter 3.2: Selection of speakers and materials
• Sub-chapter 3.3: Logistics and Planning

Chapter 4: Implementing and managing the training program
• Sub-chapter 4.1: Operational launch of the training
• Sub-chapter 4.2: Real-time animation and adaptation
• Sub-chapter 4.3: Budgetary Management and Steering

Chapter 5: Evaluating the impact and capitalizing on training actions
• Sub-chapter 5.1: Evaluation of learning outcomes and satisfaction
• Sub-chapter 5.2: Measuring Organizational Impact
• Sub-chapter 5.3: Continuous improvement and sustainability

COURSE OUTLINE

Chapter 1: Foundations of Delegation and Supervision
• Sub-chapter 1.1: Principles of delegation
• Sub-chapter 1.2: The challenges of supervision in the organization
• Sub-chapter 1.3: Managerial Posture and Leadership

Chapter 2: Legal and regulatory framework for personnel administration
• Sub-chapter 2.1: Overview of the employer's legal obligations
• Sub-chapter 2.2: Disciplinary Law and Dispute Resolution
• Sub-chapter 2.3: Personal Data and GDPR

Chapter 3: Organization and distribution of administrative responsibilities
• Sub-chapter 3.1: Mapping of HR administrative activities
• Sub-chapter 3.2: Identification of actors and associated roles
• Sub-chapter 3.3: Formalizing delegated responsibilities

Chapter 4: Tools and methods of administrative supervision
• Sub-chapter 4.1: HR Management Dashboards
• Sub-chapter 4.2: HR Software (HRIS) and Digital Tools
• Sub-chapter 4.3: Effective Supervision Techniques

Chapter 5: Practical Application: Case Study and Delegation Simulation
• Sub-chapter 5.1: Analysis of a real or simulated situation
• Sub-chapter 5.2: Designing a delegation plan
• Sub-chapter 5.3: Presentation and evaluation of student projects

COURSE OUTLINE

Chapter 1: Foundations of Delegation and Supervision
• Sub-chapter 1.1: Principles of delegation
• Sub-chapter 1.2: The challenges of supervision in the organization
• Sub-chapter 1.3: Managerial Posture and Leadership

Chapter 2: Legal and regulatory framework for personnel administration
• Sub-chapter 2.1: Overview of the employer's legal obligations
• Sub-chapter 2.2: Disciplinary Law and Dispute Resolution
• Sub-chapter 2.3: Personal Data and GDPR

Chapter 3: Organization and distribution of administrative responsibilities
• Sub-chapter 3.1: Mapping of HR administrative activities
• Sub-chapter 3.2: Identification of actors and associated roles
• Sub-chapter 3.3: Formalizing delegated responsibilities

Chapter 4: Tools and methods of administrative supervision
• Sub-chapter 4.1: HR Management Dashboards
• Sub-chapter 4.2: HR Software (HRIS) and Digital Tools
• Sub-chapter 4.3: Effective Supervision Techniques

Chapter 5: Practical Application: Case Study and Delegation Simulation
• Sub-chapter 5.1: Analysis of a real or simulated situation
• Sub-chapter 5.2: Designing a delegation plan
• Sub-chapter 5.3: Presentation and evaluation of student projects

COMPLETE COURSE SUMMARY

Chapter 1: Understanding the challenges of cross-functional work
• Sub-chapter 1.1: Definition and characteristics of cross-functional work
• Sub-chapter 1.2: The actors in cross-functional work
• Sub-chapter 1.3: Risks and obstacles to transversality

Chapter 2: Diagnosing information needs in a cross-functional context
• Sub-chapter 2.1: Identifying the necessary information flows
• Sub-chapter 2.2: Auditing existing communication practices
• Sub-chapter 2.3: Formulating a shared diagnosis

Chapter 3: Designing an effective information exchange system
• Sub-chapter 3.1: Choosing appropriate tools and resources
• Sub-chapter 3.2: Structuring the exchange modalities
• Sub-chapter 3.3: Management and continuous improvement of the system

Chapter 4: Mobilizing teams around cross-functional exchanges
• Sub-chapter 4.1: Creating the conditions for collaboration
• Sub-chapter 4.2: Facilitating and regulating information exchange
• Sub-chapter 4.3: Supporting the change in practices

Chapter 5: Case Studies and Practical Application
• Sub-chapter 5.1: Case studies of organizations that have optimized cross-functionality
• Sub-chapter 5.2: Simulation workshops and role-playing games
• Sub-chapter 5.3: Development of a fictitious cross-cutting project

COURSE OUTLINE

Chapter 1: Understanding the challenges of including people with disabilities
• Sub-chapter 1.1: Legal and regulatory framework
• Sub-chapter 1.2: Social and managerial challenges of inclusion
• Sub-chapter 1.3: The manager's role in inclusion

Chapter 2: Identifying the needs related to the disability situation
• Sub-chapter 2.1: Analysis of the work situation
• Sub-chapter 2.2: Individual Interview and Active Listening
• Sub-chapter 2.3: Shared diagnosis

Chapter 3: Designing an inclusive work organization
• Sub-chapter 3.1: Principles of inclusive design
• Sub-chapter 3.2: Adapting processes and tools
• Sub-chapter 3.3: Integrating the human dimension

Chapter 4: Implementing and managing the inclusive organization
• Sub-chapter 4.1: Deployment of the system
• Sub-chapter 4.2: Monitoring and evaluation
• Sub-chapter 4.3: Capitalization and feedback

Chapter 5: Case studies and professional simulations
• Sub-chapter 5.1: Case studies of inclusive businesses
• Sub-chapter 5.2: Group work and simulations
• Sub-chapter 5.3: Skills Assessment

COURSE OUTLINE

Chapter 1: Understanding the regulatory and organizational framework for workplace adaptation
• Sub-chapter 1.1: The legal and regulatory context
• Sub-chapter 1.2: Internal and external actors involved
• Sub-chapter 1.3: Typologies of workstation layouts

Chapter 2: Identifying long-term adaptation needs
• Sub-chapter 2.1: Analysis of disability situations
• Sub-chapter 2.2: Continuous assessment methodologies
• Sub-chapter 2.3: Individualized monitoring and co-construction of solutions

Chapter 3: Designing a system for planning and monitoring developments
• Sub-chapter 3.1: Developing an individualized action plan
• Sub-chapter 3.2: Management and coordination of the system
• Sub-chapter 3.3: Integrating monitoring into HR processes

Chapter 4: Measuring the relevance and effectiveness of the improvements
• Sub-chapter 4.1: Choosing appropriate performance indicators
• Sub-chapter 4.2: Organizing periodic balance sheets
• Sub-chapter 4.3: Managing deviations and critical situations

Chapter 5: Mobilizing the team around an inclusive and sustainable culture
• Sub-chapter 5.1: Awareness and continuing education
• Sub-chapter 5.2: Encouraging local initiatives
• Sub-chapter 5.3: Ensuring the sustainability of the systems over time

Course outline

Chapter 1: Introduction to Change Management
• Sub-chapter 1.1: Issues and context of change
• Sub-chapter 1.2: Definitions and Key Concepts
• Sub-chapter 1.3: The manager's stance and role in change

Chapter 2: Theories and Models of Change Management
• Sub-chapter 2.1: Classical approaches
• Sub-chapter 2.2: Contemporary approaches
• Sub-chapter 2.3: Critiques and limitations of models

Chapter 3: Identifying a Need for Change
• Sub-chapter 3.1: Organizational diagnostic methods
• Sub-chapter 3.2: Stakeholder Identification
• Sub-chapter 3.3: Detection of weak and emerging signals

Chapter 4: Designing a Change Management System
• Sub-chapter 4.1: Defining a shared vision
• Sub-chapter 4.2: Change Planning
• Sub-chapter 4.3: Anticipating resistance and mobilizing stakeholders

Chapter 5: Implementing and Managing Change
• Sub-chapter 5.1: Operational Deployment
• Sub-chapter 5.2: Monitoring, evaluation and adjustments
• Sub-chapter 5.3: Sustaining change

Chapter 6: Case Studies and Real-Life Scenarios
• Sub-chapter 6.1: Analysis of real-life business cases
• Sub-chapter 6.2: Simulations and role-playing games
• Sub-chapter 6.3: Developing a change management project