New York University NYU in Paris

1. New York UniversityNYU in Paris Best In France Case Study HEC, Autumn 2003 Group ES1.b Murat Dedeoglu Gabriel Gomez-Celaya Justin Oppelaar Alexandre Minaev

2. NYU in Paris – History & Business Model Students & Services Why did NYU Come to France? Merging Institutional Cultures Benefits and/or Limitations of Being in France (Cultural, Administrative & Financial) Essential Advice to Newcomers AGENDA

3. What is NYU in Paris? • NYU opened its Paris campus on the Rue de Passy in 1969 • Campus was NYU’s second venture abroad (after Madrid in the late 1950s) • Began with a few dozen students – now accepting 130 for the spring 2004 semester • Overseen directly by the College of Arts & Sciences in New York (along with Madrid; other study-abroad programs run by the central administration) • 50/50 mix between NYU students and students from other schools

4. NYU In Paris - Financials • NYU is technically a non-profit entity – in the U.S. and in France • But NYU in Paris is highly profitable – the campus makes between $1.5 and 2 million in profits per semester. • Paris and Madrid are the only profitable abroad programs to date • Other programs – including London, Florence and Prague – weren’t started until the mid 90s • NYU tuition, board & fees (at home and abroad) currently totals $41,106

5. Students & Services • Students study abroad for a summer, semester or full year during their third year of undergraduate study, or in the summer only for post-grad students • Why do they come? • To improve French language skills • To immerse themselves in a foreign culture • For some, to be “on vacation in Paris for four months” • However, NYU keeps the bar high academically – “We gear our activities to students who are here for the right reasons” • What does NYU in Paris Offer? • Intensive language training • Courses in literature, history & arts • Frequent cultural excursions in Paris and across France

6. Why did NYU Come To France? • Original founder, Tom Bishop, was head of the French department at NYU for 35 years – built the Paris campus from the ground up based on personal contacts • Objectives: • to expand the breadth of its offerings to students in New York • To offer a hands-on opportunity to practice the language taught in classes back home – “our two primary goals are language acquisition and cultural immersion” • “We bring our clients a very specific service - they are full-time students of France and of French culture. Everything we do is focused on giving them the best possible experience”

7. Merging Institutional Cultures: Paris vs. New York • Staff of NYU in Paris have had minimal difficulty interfacing with French culture • Staff is split 50/50 between U.S.- and French-born employees; adjunct faculty is 75% French on average • No explicit hiring policies - In general managerial positions are held by expatriates (though the directorship is currently held by a Frenchwoman) • Employment laws are “totally different” – i.e. much more restrictive. But the small office size keeps management -employee relations cordial & minimizes conflict

8. Merging Institutional Cultures: New York vs. Paris • Ironically, the most friction comes in dealing with the “home office” in New York. • Employees say bureaucracy and anonymity is much greater there, because of its size and scope • Cultural ignorance in New York is also a problem: • Ex. NYU’s New York legal office doesn’t understand the requirements of doing business in France – resulting in much unnecessary bureaucratic hassle • French paperwork requirements (permits, visas, etc.) take longer than they should because everything must be approved through New York

9. Benefits & Limitations I • 35-Hour Work Week: NYU in Paris has made its work hours more flexible by providing extra vacation days (6-9 weeks) in return for work beyond 35 hours/week • Hiring: NYU hasn’t had big problems finding qualified personnel in France (“we have never had to recruit”) – though hiring expenses can be significant • Ex. hiring at $50,000 salary, expect 40% more for payroll taxes • Salaries: For French employees, pay is competitive with local standards. Expats retain their New York salary and are paid in dollars (not so advantageous right now!)

10. Benefits & Limitations II • Firing: Much more difficult than in the U.S. – If someone is fired in France, it almost inevitably ends in a court trial (La Prudhomme) • “The bottom line is, the employee is always right.” • That said, NYU has had few problems – again because of its small size and personal contact among employees • Cultural Adjustment for Staff: Generally minimal, because professors and staff are already very familiar with French culture and norms • According to one professor: “I am extremely comfortable in both cultures, plus there is a great staff at NYU (Paris) that is very gracious

11. Essential Advice • Be aware of your surroundings • “Things are done differently here. You are in a legal framework that requires a certain level of maintenance.” • Make sure you have the full support AND understanding of the home office • Give managers in France a minimum level of trust and autonomy to do the job as they see fit • “The local staff are more aware of what is going on and what needs to happen to make the business a success” • Be open-minded - and patient • “the rhythm of life here is different. The understanding of time here is not always in the ‘Anglo-Saxon’ way.”

12. A Hearty Thanks To: • Caroline MontelDirector, NYU in Paris (caroline.montel@nyu.edu) • Christopher BouchardAdministrative Manager, NYU in Paris (cb53@nyu.edu) • Henriette GoldwynProfessor, NYU in Paris(hg3@nyu.edu)

13. Our Team: • Murat Dedeoglu Murat.Dedeoglu@mailhec.net • Gabriel Gomez Celaya Gabriel.GomezCelaya@mailhec.net • Alexandre MinaevAlexangre.Minaev@mailhec.net • Justin OppelaarJustin.Oppelaar@mailhec.net