シラバス Syllabus

授業名 Leadership and Change
Course Title Leadership and Change
担当教員 Instructor Name Ted Katagi
科目ナンバリングコード Course Numbering Code
授業形態 Class Type
授業形式 Class Format
単位 Credits
言語 Language JP
科目区分 Course Category
学位 Degree
開講情報 Terms / Location 2018 GSM Tokyo Fall
コード Course Code EST219_G18T
メジャー Major

授業の概要　Course Overview

Mission Statementとの関係性 / Connection to our Mission Statement

授業の目的（意義） / Importance of this course

.
＜For reference, this is the content of last year's class.＞

Provide a good foundation for MBA students interested in Leadership and Management. Topics covered include: knowledge of your own style and
goals, how others perceive you (through the lens of different personalities), Leadership Challenge – how to Lead Change, Leading an Organization, and
Finding your own leadership Style.
The perspective of the class is that of the practicing executive. Actual situations will be discussed and related to real world usage. The course aims to
improve your effectiveness in an organization through enhancing leadership and interpersonal skills.
The course will use participatory classroom exercises for students to learn not just the theory but how to use leadership principles through interaction
in class in groups.

学修到達目標 / Achievement Goal


本授業の該当ラーニングゴール　Learning Goals

*本学の教育ミッションを具現化する形で設定されています。

LG1 Critical Thinking

受講後得られる具体的スキルや知識　Learning Outcomes

.

TBD

SDGsとの関連性　Relevance to Sustainable Development Goals

教育手法　Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 0 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 100 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

事前学修と事後学修の内容、レポート、課題に対するフィードバック方法　Pre- and Post-Course Learning, Report, Feedback methods

TBD

授業スケジュール　Course Schedule

＜For reference, this is the content of last year's class.＞

DAY ONE Know Thyself
1) Please read the following document, "How would you define your values?"Finish this and be prepared to discuss those values with your classmates
2) Please finish the following on define yourself:Example: (Mine when I was about 30)To be a board member of a large Enterprise Company and then
run my own Innovative Startup to bring a new idea into the world.
· Create a ‘personal belief statement – 30 min to one hour· First Draft Version - this does NOT have to be perfect. BUT please get your draft in writing
with all the following:• What is my Personal Mission? (one sentence)• What do I stand for? Name three things that you stand for?• What 3 words
describe your unique strengths – (provide list of descriptors)
Log onto the net and take the following Myers Briggs Personality Assessment Test:
3. Myers Briggs Assessment - 10-Minute Testhttp://www.my-personality-test.com/personality-type/NOTE:There are no "right" answers just as there is
no single best personality.This test is a light version of a detailed test.If there is interest, we can provide more detailed tests to take for the class as a
follow up.
4. Read the Kansai Digital Phone Case - can be found on the Harvard Business Publishing Website
Product Number: 106006-PDF-ENG
Answer the following Questions
What leaderships challenges did the protagonist face at Kansai Digital Phone.
What Strategies were used to overcome these challenges.
Read the Case “Kazuo Inamori, A Japanese Entrepreneur”
Product Number: 08039-PDF-ENG
read pages 5 (from the Establishment of Kyocera) to page-20
Answer the Following Questions:
1) How does Inamori-san reflect the 5 Traits of the Leadership Challenge?
2) How does Inamori-san reflect values that are Japanese?
3) How does Inamori-san reflect the Global Mindset? (this is a guess)
3) What will you incorporate in your management style?
Read “The Five Practices of Exemplary Leadership”; Kouze & Posner – assigned reading (executive summary)
https://books.google.co.jp/books/about/The_Five_Practices_of_Exemplary_Leadersh.html?id=gmz3QCGCb3AC&hl=en
Participants select and facilitate one module each – (receive f/b, and leadership points)
DAY TWO
Fast Retailing Group (Tadashi Yanai)
Product Number: 711496-PDF-ENG
Read the case - pages 6-17 AND exhibit 4 page 21
1) What did you learn from the case that you will actually use in daily practice?
2) What aspects of Global Mindset (HITS) does Yanai-san best execute on? Any aspects are missing?
3) How did Yanai-san reflect principles of the 5 Leadership Challenge?
4) Compare and contrast Yanai-san with Inamori-san. What parts seem most effective?
Read the Nissan Case - Carlos Ghosn Nissan's U Turn
Product Number: INS726-PDF-ENG
1) How does his leadership style differ from Inamori, Yanai, and Welch?
2) How is it the same?
3) What aspects of his leadership style are like those in a Gaishi kei?
4) What aspects of his leadership are different than the usual Gaishi kei?

第1日（Day1）



第2日（Day2）



第3日（Day3）



第4日（Day4）



第5日（Day5）



第6日（Day6）



第7日（Day7）



成績評価方法　Evaluation Criteria

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 100 %
クラス貢献度合計 Class Contribution Total 100 %
予習レポート Preparation Report 0 %
小テスト Quizzes / Tests 0 %
シミュレーション成績 Simulation 0 %
ケース試験 Case Exam 0 %
最終レポート Final Report 0 %
期末試験 Final Exam 0 %
参加者による相互評価 Peer Assessment 0 %
合計 Total 100 %

評価の留意事項　Notes on Evaluation Criteria

配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials

  1. ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
  2. 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
  1. Active participation and shared learning is at the core of the case method learning. Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
  2. Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class. Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author's permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.

教科書　Textbook

  • .「TBD」.（.）

参考文献・資料　Additional Readings and Resource

.

授業調査に対するコメント　Comment on Course Evaluation

.

担当教員のプロフィール　About the Instructor　


Professor: Ted Katagi
Language: English
Ted is currently CEO of Kenja Corporation, a B2B Cloud Collaboration platform company selling to Enterprise Customers. He was also Head of Private Equity Asia for Fidelity Investments, Chief Marketing Officer of Vodafone Japan and Verizon Wireless (west), and Global Head of Commercial Strategy for Vodafone. Ted also worked at IBM and Bain and Company and holds an MBA from Harvard Business School as well as Computer Science and Economics degrees from UC Berkeley.

ページ上部へ戻る