UE3 - Management and Human Resources
- Description
- Curriculum
- Reviews
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1
The fundamentals of interpersonal communication: active listening, feedbackChapter 1: Fundamentals of Interpersonal Communication
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Sub-chapter 1.1: Basic Principles of Communication
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Sub-chapter 1.2: Communication Styles
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Sub-chapter 1.3: Active Listening Techniques
Chapter 2: Psychology and Group Dynamics
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Subchapter 2.1: Theories of Group Behavior
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Sub-chapter 2.2: Motivation and commitment
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Sub-chapter 2.3: Conflict Management
Chapter 3: Preparing and organizing meetings
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Sub-chapter 3.1: Typology of meetings
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Subchapter 3.2: Strategic Planning
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Sub-chapter 3.3: Logistics and tools
Chapter 4: Meeting Facilitation Techniques
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Sub-chapter 4.1: Role and posture of the facilitator
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Sub-chapter 4.2: Participatory Facilitation Methods
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Sub-chapter 4.3: Facilitating Decision-Making
Chapter 5: Nonviolent Communication and Stress Management
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Sub-chapter 5.1: Principles of Nonviolent Communication (NVC)
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Sub-chapter 5.2: Managing emotions in professional situations
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Sub-chapter 5.3: Assertiveness and self-affirmation
Chapter 6: Evaluation and Continuous Improvement
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Sub-chapter 6.1: Measuring the effectiveness of meetings
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Sub-chapter 6.2: Optimizing communication processes
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Sub-chapter 6.3: Innovation in corporate communication
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2
Public speaking and managing discussions
Chapter 1: The Fundamentals of Public Speaking
Sub-chapter 1.1: Preparing your intervention
Sub-chapter 1.2: Overcoming anxiety and stage fright
Sub-chapter 1.3: Captivating from the very first seconds
Chapter 2: Mastering Non-Verbal Communication
Sub-chapter 2.1: Body language and posture
Sub-chapter 2.2: Facial expression and gaze
Sub-chapter 2.3: The role of visual aids
Chapter 3: Vocal Techniques and Rhythm Management
Sub-chapter 3.1: Vocal projection and articulation
Sub-chapter 3.2: Managing the rhythm of speech
Sub-chapter 3.3: Mobilizing emotion in discourse
Chapter 4: Interaction with the audience
Sub-chapter 4.1: Encouraging exchanges
Sub-chapter 4.2: Maintaining public engagement
Sub-chapter 4.3: Post-intervention analysis
Chapter 5: Advanced Practice and Final Project
Sub-chapter 5.1: Real-life case studies
Subchapter 5.2: Practical Simulations
Sub-chapter 5.3: Final Project
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3
Meeting facilitation techniques: objectives, structure and tools
Summary
Chapter 1: The Basics of Meeting Facilitation
Subchapter 1.1: Types of Meetings
Subchapter 1.2: Strategic Preparation
Sub-chapter 1.3: Roles and postures of the facilitatorChapter 2: Effectively Structuring Meetings
Sub-chapter 2.1: Developing a plan
Sub-chapter 2.2: Group Dynamics
Sub-chapter 2.3: Digital ToolsChapter 3: Advanced Animation Techniques
Sub-chapter 3.1: Interactive Methods
Sub-chapter 3.2: Managing unforeseen events
Sub-chapter 3.3: Participatory FacilitationChapter 4: Post-Meeting Analysis
Sub-chapter 4.1: Synthesis and follow-up
Sub-chapter 4.2: Evaluation of effectiveness
Sub-chapter 4.3: Strategic CommunicationChapter 5: Final Project
Subchapter 5.1: Design
Sub-chapter 5.2: Animation -
4
Conflict management in meetings and negotiation
Summary
Chapter 1: The Foundations of Conflict in the Workplace
Sub-chapter 1.1: Definition and typology of conflicts
Sub-chapter 1.2: Behavioral dynamics and attitudes towards conflict
Sub-chapter 1.3: Impact of conflicts on collective performanceChapter 2: Conflict Prevention and Diagnosis
Sub-chapter 2.1: Prevention Strategies
Sub-chapter 2.2: Identifying weak signals
Sub-chapter 2.3: The manager's role in preventionChapter 3: Advanced Conflict Management Techniques
Subchapter 3.1: Formal Solution Methods
Sub-chapter 3.2: Strategic Negotiation
Sub-chapter 3.3: Sustainable resolution and post-conflict follow-upChapter 4: Practical Application
Sub-chapter 4.1: Real-life case studies
Subchapter 4.2: Practical Simulations
Sub-chapter 4.3: Final ProjectChapter 5: Strategic Conflict Management in the Organization
Sub-chapter 5.1: Integration into organizational culture
Sub-chapter 5.2: Leadership and Crisis Management
Sub-chapter 5.3: Systemic Approach
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5
Change management: strategies to optimize performance
Chapter 1: Strategic Foundations of HRM
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Sub-chapter 1.1: Evolution and current challenges of HRM
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Sub-chapter 1.2: Legal and ethical framework of HRM
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Sub-chapter 1.3: HR management in an international context
Chapter 2: Key HR Processes
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Sub-chapter 2.1: Innovative Recruitment and Selection
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Sub-chapter 2.2: Skills and Career Management
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Sub-chapter 2.3: Training and development of human capital
Chapter 3: Compensation and Benefits
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Sub-chapter 3.1: Total Compensation Strategies
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Sub-chapter 3.2: Payroll Management
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Sub-chapter 3.3: Executive Compensation and Governance
o Paragraph 1: Issues and regulations concerning executive compensation
Chapter 4: Human Capital Management and Organizational Performance
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Sub-chapter 4.1: Employee Engagement and Experience
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Sub-chapter 4.2: Management of collective performance
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Sub-chapter 4.3: Social relations and social dialogue
Chapter 5: Innovation and digitalization of the HR function
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Sub-chapter 5.1: Digital Transformation of HR
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Sub-chapter 5.2: New forms of work organization
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Sub-chapter 5.3: HR and the platform economy
Chapter 6: Measuring and Managing HR Performance
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Sub-chapter 6.1: Social Audit and Social Management Control
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Sub-chapter 6.2: ROI and value creation through HR
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Sub-chapter 6.3: Benchmarking and continuous improvement of HR practices
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6
Introduction to Human Resource Management: Role, Missions and Challenges
Summary
Chapter 1: General Introduction to Human Resource Management
• Sub-chapter 1.1: Definition and scope of HRM
• Sub-chapter 1.2: Contemporary Issues in HRM
• Sub-chapter 1.3: The HR function in the organization
Chapter 2: The fundamental missions of the HR function
• Sub-chapter 2.1: Recruitment and Integration
• Sub-chapter 2.2: Skills and Career Management
• Sub-chapter 2.3: Administrative and legal management of personnel
Chapter 3: Tools and methods for HR management
• Sub-chapter 3.1: Performance Evaluation
• Sub-chapter 3.2: Remuneration and Recognition
• Sub-chapter 3.3: Engagement and quality of work life
Chapter 4: Human Resources Management as a Strategic Lever
• Sub-chapter 4.1: Strategic Alignment of HR
• Sub-chapter 4.2: Managing the HR function through data
• Sub-chapter 4.3: Transformation of the HR function
Chapter 5: Practical Case Studies and Simulations
• Sub-chapter 5.1: HR Diagnosis of a Fictitious Organization
• Sub-chapter 5.2: Simulations of common HR situations
• Sub-chapter 5.3: Reflective review of HR practices
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7
Skills assessment: methods and tools (individual interview, evaluation)
Summary
Chapter 1: Introduction to Skills Assessment
• Sub-chapter 1.1: Definition and challenges of skills assessment
• Sub-chapter 1.2: Legal and ethical framework for evaluation
• Sub-chapter 1.3: Major Theoretical Models of Evaluation
Chapter 2: The Skills Assessment Process
• Sub-chapter 2.1: Identification of needs and evaluation objectives
• Sub-chapter 2.2: Designing an appropriate assessment tool
• Sub-chapter 2.3: Steering and conducting the evaluation
Chapter 3: Methods for Assessing Skills
• Sub-chapter 3.1: The individual performance review
• Sub-chapter 3.2: Skills assessment
• Sub-chapter 3.3: Other assessment methods and tools
Chapter 4: Analysis and Use of Evaluation Results
• Sub-chapter 4.1: Processing and analysis of collected data
• Sub-chapter 4.2: Decision-making and post-evaluation actions
• Sub-chapter 4.3: Feedback and long-term monitoring
Chapter 5: Case studies and real-life scenarios
• Sub-chapter 5.1: Designing an evaluation system in an SME
• Sub-chapter 5.2: Diagnosis of an existing assessment system
• Sub-chapter 5.3: Professional assessment and support for change
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8
Professional development and training: training plan and career progression
Summary
Chapter 1: Introduction to professional development and training
• Sub-chapter 1.1: Strategic issues of training in organizations
• Sub-chapter 1.2: Legal and regulatory framework for vocational training
• Sub-chapter 1.3: Theoretical Approaches to Professional Development
Chapter 2: Identifying Professional Development Needs
• Sub-chapter 2.1: Methods for analyzing training needs
• Sub-chapter 2.2: Alignment of individual and organizational needs
• Sub-chapter 2.3: Prioritization and planning of training activities
Chapter 3: Designing a Training Plan
• Sub-chapter 3.1: Architecture of the training plan
• Sub-chapter 3.2: Selection of service providers and internal design
• Sub-chapter 3.3: Communication and mobilization around the training plan
Chapter 4: Management and evaluation of the training program
• Sub-chapter 4.1: Operational monitoring of the training plan
• Sub-chapter 4.2: Measuring the effectiveness of training
• Sub-chapter 4.3: Valuing prior learning and recognizing skills
Chapter 5: Prospects for innovation in training and professional development
• Sub-chapter 5.1: New educational and technological trends
• Sub-chapter 5.2: Agile and Experiential Approaches
• Sub-chapter 5.3: Ethics and responsibility in vocational training
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10
Principles of team management: roles, management styles and motivation
Chapter 1: Fundamentals of Monitoring and Benchmarking
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Subchapter 1.1: Introduction to strategic intelligence
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Sub-chapter 1.2: Principles of benchmarking
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Subchapter 1.3: Legal and ethical framework
Chapter 2: Information Research Methodology
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Sub-chapter 2.1: Identifying Information Needs
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Subchapter 2.2: Advanced Search Techniques
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Sub-chapter 2.3: Data Collection and Monitoring Tools
Chapter 3: Information Analysis and Processing
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Subchapter 3.1: Information Analysis Techniques
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Sub-chapter 3.2: Analysis and visualization tools
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Sub-chapter 3.3: Interpretation and synthesis of results
Chapter 4: Setting up a monitoring and benchmarking system
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Sub-chapter 4.1: Organization and management
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Sub-chapter 4.2: Selection and implementation of tools
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Sub-chapter 4.3: Evaluation and optimization of the system
Chapter 5: Strategic Applications of Intelligence and Benchmarking
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Sub-chapter 5.1: Competitive intelligence and strategic positioning
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Subchapter 5.2: Innovation and R&D
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Sub-chapter 5.3: Decision support and risk management
Chapter 6: Final Project and Practical Application
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Sub-chapter 6.1: Design of a monitoring and benchmarking system
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Sub-chapter 6.2: Conducting a real-world case study
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Sub-chapter 6.3: Presentation and defense of the project
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11
Conflict management: identification, analysis and resolution
Chapter 1: Theoretical Foundations of Conflicts
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Sub-chapter 1.1: Definition and typology of conflicts
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Sub-chapter 1.2: Origins and mechanisms of conflicts
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Sub-chapter 1.3: Impacts of conflicts on the organization
Chapter 2: Diagnosis and analysis of conflict situations
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Subchapter 2.1: Tools for early conflict detection
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Sub-chapter 2.2: Conflict Analysis Methodology
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Sub-chapter 2.3: A systemic approach to organizational conflicts
Chapter 3: Conflict Resolution Strategies and Techniques
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Sub-chapter 3.1: Approaches to conflict management
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Sub-chapter 3.2: Communication and emotional management
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Sub-chapter 3.3: Problem-solving tools and methods
Chapter 4: The manager's role in conflict management
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Sub-chapter 4.1: Manager's Posture and Skills
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Sub-chapter 4.2: Managerial Prevention Strategies
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Sub-chapter 4.3: Managerial intervention in crisis situations
Chapter 5: Legal and Institutional Aspects of Conflict Management
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Subchapter 5.1: Legal framework for conflict management at work
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Sub-chapter 5.2: Role of employee representative bodies
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Sub-chapter 5.3: HR Policies and Conflict Prevention
Chapter 6: Conflict Management in an International Context
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Sub-chapter 6.1: Cultural Specificities in the Approach to Conflicts
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Sub-chapter 6.2: Conflicts in multicultural teams
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Sub-chapter 6.3: Conflict resolution in international joint ventures and partnerships
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12
Leadership and group dynamics: team management tools
Summary
Chapter 1: Introduction to Leadership and Group Dynamics
• Sub-chapter 1.1: Foundations of Leadership
• Sub-chapter 1.2: Understanding group dynamics
• Sub-chapter 1.3: Leadership and collective performance
Chapter 2: Leadership Styles and Their Application
• Sub-chapter 2.1: The main leadership styles
• Sub-chapter 2.2: Adapting your style to the context
• Sub-chapter 2.3: Case studies of leadership styles
Chapter 3: Managing Intercultural Teams
• Sub-chapter 3.1: Understanding cultural diversity
• Sub-chapter 3.2: Leadership in an intercultural context
• Sub-chapter 3.3: Practices and tools for intercultural management
Chapter 4: Conflict Management within Teams
• Sub-chapter 4.1: Nature and sources of conflicts
• Sub-chapter 4.2: Conflict Resolution Techniques
• Sub-chapter 4.3: Case study and simulation
Chapter 5: Developing Sustainable and Ethical Leadership
• Sub-chapter 5.1: Ethical Leadership and Social Responsibility
• Sub-chapter 5.2: Building your sustainable leadership posture
• Sub-chapter 5.3: Skills assessment and career planning
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13
Intercultural management: understanding and managing cultural diversity
Summary
Chapter 1: Introduction to Intercultural Management
• Sub-chapter 1.1: Understanding the concept of culture
• Sub-chapter 1.2: Foundations of intercultural management
• Sub-chapter 1.3: Major Theories of Culture
Chapter 2: Analyzing and Understanding Cultural Differences
• Sub-chapter 2.1: Mapping cultural dimensions
• Sub-chapter 2.2: Intercultural analysis methodologies
• Sub-chapter 2.3: Influence of stereotypes and cultural biases
Chapter 3: Communicating effectively in an intercultural context
• Sub-chapter 3.1: Fundamentals of intercultural communication
• Sub-chapter 3.2: Managing cultural misunderstandings and conflicts
• Sub-chapter 3.3: Working in a multicultural team
Chapter 4: Developing Intercultural Skills
• Sub-chapter 4.1: Building a posture of cultural openness
• Sub-chapter 4.2: Adapting management to diversity
• Sub-chapter 4.3: Establishing an inclusive environment
Chapter 5: Practical Application of Intercultural Management
• Sub-chapter 5.1: Real-life case studies
• Sub-chapter 5.2: Intercultural simulations and role-playing games
• Sub-chapter 5.3: Final Project: Intercultural Diagnosis and Action Plan
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14
Planning and forecasting of activities
Summary
Chapter 1: Foundations of Planning and Forecasting Management
• Sub-chapter 1.1: Challenges of forecasting management in organizations
• Sub-chapter 1.2: Theoretical Approaches to Planning
• Sub-chapter 1.3: Normative frameworks and reference tools
Chapter 2: Diagnosis, needs assessment and framing of the planning framework
• Sub-chapter 2.1: Strategic and operational analysis of the environment
• Sub-chapter 2.2: Identification of anticipated needs
• Sub-chapter 2.3: Design of the forecasting management system
Chapter 3: Budget preparation and forecasting management tools
• Sub-chapter 3.1: Construction of the overall budget
• Sub-chapter 3.2: Operational and sectoral budgets
• Sub-chapter 3.3: Forecast dashboards
Chapter 4: Forecasting Techniques and Data Modeling
• Sub-chapter 4.1: Main forecasting methods
• Sub-chapter 4.2: Analysis of forecast data
• Sub-chapter 4.3: Digital tools and automation
Chapter 5: Monitoring, Control and Revision of Forecasts
• Sub-chapter 5.1: Budget monitoring and variance analysis
• Sub-chapter 5.2: Revision of real-time forecasts
• Sub-chapter 5.3: Communication, reporting and governance
Chapter 6: Case studies, scenarios, and simulations
• Sub-chapter 6.1: Sectoral Case Study
• Sub-chapter 6.2: Interactive budget simulations
• Sub-chapter 6.3: Presentation of a preliminary project
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15
Introduction to budget management: costs, margins and calculation of indicators
SUMMARY
Chapter 1: Fundamentals of Budget Management
• Sub-chapter 1.1: Definition and purposes of budget management
• Sub-chapter 1.2: Typology of corporate budgets
• Sub-chapter 1.3: Link between budget, management control and performance management
Chapter 2: The Cost Logic in Budget Management
• Sub-chapter 2.1: Cost Classification
• Sub-chapter 2.2: Cost Calculation Methods
• Sub-chapter 2.3: Costs and decision-making
Chapter 3: Analysis of Margins and Key Indicators
• Sub-chapter 3.1: Measurement and interpretation of margins
• Sub-chapter 3.2: Budgetary performance indicators
• Sub-chapter 3.3: Budget Management Dashboards
Chapter 4: Developing and monitoring a budget
• Sub-chapter 4.1: Budgetary Process
• Sub-chapter 4.2: Forecasting expenses and revenues
• Sub-chapter 4.3: Budgetary control and adjustments
Chapter 5: Practical Applications and Case Studies
• Sub-chapter 5.1: Business case study: preparing a provisional budget
• Sub-chapter 5.2: Profitability Analysis of a Product Portfolio
• Sub-chapter 5.3: Budgetary management simulation
Chapter 6: Contemporary Challenges of Budgetary Management
• Sub-chapter 6.1: Digitalization and decision-making tools
• Sub-chapter 6.2: Integrating CSR into budget management
• Sub-chapter 6.3: Perspectives and limitations of traditional budgetary approaches
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16
Analysis of the company's resources and means (human, financial, material)
Summary
Chapter 1: Introduction to the analysis of the company's resources and means
• Sub-chapter 1.1: Conceptual framework and issues
• Sub-chapter 1.2: Objectives of resource analysis
• Sub-chapter 1.3: Methodology for analyzing resources
Chapter 2: Human Resources Analysis
• Sub-chapter 2.1: Current situation and workforce planning
• Sub-chapter 2.2: HR Indicators and Performance
• Sub-chapter 2.3: HR Case Studies
Chapter 3: Analysis of Financial Resources
• Sub-chapter 3.1: Financial diagnosis of the company
• Sub-chapter 3.2: Budgeting and financial allocation
• Sub-chapter 3.3: Financial Case Studies
Chapter 4: Analysis of material and logistical resources
• Sub-chapter 4.1: Assessment of material resources
• Sub-chapter 4.2: Logistics optimization and supply chain
• Sub-chapter 4.3: Logistics Case Studies
Chapter 5: Strategic Integration of Resources and Decision-Making
• Sub-chapter 5.1: A systemic approach to resources
• Sub-chapter 5.2: Decision-making in complex environments
• Sub-chapter 5.3: Cross-cutting synthesis case
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17
Case study and budget recommendations
SUMMARY
CHAPTER 1: FOUNDATIONS OF BUDGETARY MANAGEMENT
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Sub-chapter 1.1: Issues and objectives of the budgetary process
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Sub-chapter 1.2: Budget Typology
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Sub-chapter 1.3: Architecture of the budgetary system
CHAPTER 2: METHODOLOGY OF THE BUDGETARY CASE STUDY
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Sub-chapter 2.1: Identifying the budgetary problem
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Sub-chapter 2.2: Data Collection and Processing
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Sub-chapter 2.3: Critical analysis and budgetary diagnosis
CHAPTER 3: DEVELOPMENT AND MANAGEMENT OF A BUDGETARY MECHANISM
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Sub-chapter 3.1: Construction of the provisional budget
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Sub-chapter 3.2: Budgetary Tools and Dashboards
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Sub-chapter 3.3: Monitoring, adjustments and control
CHAPTER 4: INTEGRATED CASE STUDY AND RECOMMENDATIONS
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Sub-chapter 4.1: Presentation of the case study
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Sub-chapter 4.2: Processing the group case study
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Sub-chapter 4.3: Strategic Defense and Recommendations
CHAPTER 5: STRATEGIC OPENINGS AND EVOLUTIONS OF THE BUDGETING FUNCTION
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Sub-chapter 5.1: Limitations and criticisms of the traditional budgeting model
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Sub-chapter 5.2: Innovations and alternatives in budget management
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Sub-chapter 5.3: Digital and Sustainable Challenges
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