Actualités et agenda
Nos formations
Établissement
Langue d'enseignement
English
Matières
STRATEGY MANAGEMENT
Ce cours apparaît dans les formation(s) suivante(s)
Bachelor in International Business
- Crédits ECTS: 3.00
Responsable(s)
P.MITRA
Intervenant(s)
Paulami MITRA
Présentation
Prérequis
Students must be able to ask critical questions and be open-minded. Basics in strategy, organizational theory and organizational behavior are recommended
Objectifs
At the end of this course, the student should have developed a reasonably comprehensive understanding of the importance of ethical and responsible behavior in management activities and corporate development. In particular, the student should be able to:
AOL:
2.B Solve professional dilemmas using concepts of CSR and ethics
Others:
1. Critically examine the values and ethical assumptions brought to business decisions, both by himself and by others;
2. Identify societal considerations linked to business activities and question ‘business as usual’ management and corporate practices;
3. Evaluate arguments for and against “corporate social responsibility” ideas being included in corporate strategy and suggest ways of integrating stakeholder input into corporate decision-making processes;
4. Apply theory to practice by emphasizing how business and non-business actors can collaboratively contribute to the creation of positive social and environmental change.
AOL:
2.B Solve professional dilemmas using concepts of CSR and ethics
Others:
1. Critically examine the values and ethical assumptions brought to business decisions, both by himself and by others;
2. Identify societal considerations linked to business activities and question ‘business as usual’ management and corporate practices;
3. Evaluate arguments for and against “corporate social responsibility” ideas being included in corporate strategy and suggest ways of integrating stakeholder input into corporate decision-making processes;
4. Apply theory to practice by emphasizing how business and non-business actors can collaboratively contribute to the creation of positive social and environmental change.
Présentation
This is a preliminary description of the course content - It is likely to be slightly adapted before the start of the course)
Module I: Introduction to the course and individual responses to ethical and social responsibility issues
1. Introduction: Business, society and the case of managerial and corporate ethics.
2. Back to the roots: Ethical theories and models of ethical decision-making.
Module II: Organizational responses to ethical and social responsibility issues
1. The role of business in society and the corporate social responsibility debate
2. Designing strategic corporate social responsibility policies: A critical perspective
Module III: Responsible leadership
1. Connecting individual and organizational challenges: The need for globally responsible leadership
Module I: Introduction to the course and individual responses to ethical and social responsibility issues
1. Introduction: Business, society and the case of managerial and corporate ethics.
2. Back to the roots: Ethical theories and models of ethical decision-making.
Module II: Organizational responses to ethical and social responsibility issues
1. The role of business in society and the corporate social responsibility debate
2. Designing strategic corporate social responsibility policies: A critical perspective
Module III: Responsible leadership
1. Connecting individual and organizational challenges: The need for globally responsible leadership
Modalités
Organisation
| Type | Amount of time | Comment | |
|---|---|---|---|
| Présentiel | |||
| Cours interactif | 11,00 | ||
| Cours magistral | 10,00 | ||
| Autoformation | |||
| Lecture du manuel de référence | 12,00 | ||
| Recherche | 7,00 | ||
| Travail personnel | |||
| Group Project | 16,00 | ||
| Individual Project | 16,00 | ||
| Overall student workload | 72,00 | ||
Évaluation
Students' evaluation will be based on:
- Class participation and continuous evaluation (30%)
- Group project (including presentation - 30%)
- One individual essay (20%)
- One individual project (20%)
- Class participation and continuous evaluation (30%)
- Group project (including presentation - 30%)
- One individual essay (20%)
- One individual project (20%)
| Control type | Duration | Amount | Weighting |
|---|---|---|---|
| Contrôle continu | |||
| Participation | 24,00 | 9 | 30,00 |
| Autres | |||
| Projet Collectif | 0,00 | 1 | 30,00 |
| Projet Individuel | 0,00 | 1 | 20,00 |
| Rapport écrit | 0,00 | 1 | 20,00 |
| TOTAL | 100,00 | ||
Ressources
Bibliographie
Zadek, S. (2004). “The Path to CSR”. Harvard Business Review, 82(12), 125–132. -
Kramer, M. and Pfitzer, M. (2016). “The Ecosystem of Shared Value”. Harvard Business Review, October, 80–89. -
Illia, L., Zyglidopoulos, SC, Romentl, S., Rodriguez-canovas, B., and Gonzalez del Valle Brena, A. (2013). “Communicating Corporate Social Responsibility to a Cynical Public”. MIT Sloan Management Review 54(3): 15-18. -
Banaji, M.R., Bazerman, M. and Chugh, D. (2003). “How (un)ethical are you? Harvard Business Review, 81(12): 56–64 -
When fashion meets social innovation: The case of a hybrid social entrepreneurial venture. - Mitra, P.
Kramer, M. and Pfitzer, M. (2016). “The Ecosystem of Shared Value”. Harvard Business Review, October, 80–89. -
Illia, L., Zyglidopoulos, SC, Romentl, S., Rodriguez-canovas, B., and Gonzalez del Valle Brena, A. (2013). “Communicating Corporate Social Responsibility to a Cynical Public”. MIT Sloan Management Review 54(3): 15-18. -
Banaji, M.R., Bazerman, M. and Chugh, D. (2003). “How (un)ethical are you? Harvard Business Review, 81(12): 56–64 -
When fashion meets social innovation: The case of a hybrid social entrepreneurial venture. - Mitra, P.
Case study
Ressources Internet
IESEG Online
Mohin, T. (2014). “Are sustainability reports driving change or just 'losing the signal'?”. The Guardian
(All relevant documents and required readings will be posted on the course intranet site. It is expected that students will regularly check the content of the intranet site)
Stout, L. (2016). “The Dumbest Business Idea Ever. The Myth of Maximizing Shareholder Value”. Evonomics.comMohin, T. (2014). “Are sustainability reports driving change or just 'losing the signal'?”. The Guardian