シラバス Syllabus

授業名 Organizational Management
Course Title Organizational Management
担当教員 Instructor Name Kuok Kei Law
コード Couse Code NUC408_N20A
授業形態 Class Type 講義 Regular course
授業形式 Class Format
単位 Credits 2
言語 Language EN
科目区分 Course Category
学位 Degree BBA
開講情報 Terms / Location 2020 UG Nisshin Term1

授業の概要 Course Overview

The course aims to equip students with fundamental knowledge in several aspects of organizational management, including production management, value chain management, information management, quality management, intellectual capital management, and organizational change management. These aspects are chosen for discussion because of their prevalent and significant nature for organizational sustainability in modern business environment. Overall, the course is designed to arouse students’ awareness on the importance and challenges of making decisions on organizational management and provides them with a holistic perspective of managing an organization. Case studies are employed in class as they not only serve as a platform for mutual learning amongst students in an educational setting, but they also enable students to apply theories/models learnt from the class and equip them with sound analytical skills which will have a significant impact on their future career.

本授業の該当ラーニングゴール Learning Goals


LG1 Critical Thinking
LG2 Diversity Awareness
LG4 Effective Communication

受講後得られる具体的スキルや知識 Learning Outcomes

1. Analyze the value chain system of organizational production.
2. Associate information management, quality management, and intellectual capital management with organizational competitive advantages.
3. Anticipate some of the challenges in managing organizational change and suggest appropriate actions.

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 10 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 90 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

Students are expected to study each case and prepare their own insights to the assignment questions. The class is based on open discussions and students are facilitated to exchange their opinions with their classmates. During the open discussions, students are expected to think flexibly and adjust their opinions. No specific comment will be given to each student’s opinion, but students will know if their opinions are appreciated by listening to their classmates’ feedback.

Students do not need to submit any written reports in the usual classes. Rather, they are expected to share their opinions verbally to the class. They need to submit a final report one week after completion of the course. More details about the final report will be given in due course.

授業スケジュール Course Schedule


Theme: Managing production
The first class introduces students to manufacturing operations issues common to small-scale production, specifically in new and growing ventures. The discussion case illustrates the importance of considering end-consumer product needs in the production process. Students will have opportunities to make suggestions and decisions relating to production and expansion and use supportive rationales to defend their recommendations.

Cavanaugh’s Kubbs


Theme: Managing value chain
The second class moves beyond production to examine value chain management, referring to the efficient and effective management of a series of work activities that add value at each step from raw materials to finished products. It differs from mere production in that it focuses more on the type of values added in the production process. The discussion case specifically focuses on the impact of outsourcing decision on value chain management.

Mattel in China – ‘The Outsourcing and the Recall’


Theme: Managing information technology
The third class discusses the management of information, particularly gathered from mobile technology. Nowadays, information not only guides companies’ production, it is also a source of competitive advantage if managed and protected well. Information and technology management, however, is also full of challenges as illustrated in the discussion case.

Mobile Technology in Sales Force Automation: A Case of Adidas America


Theme: Simulation
The fourth class allows students to integrate what have been learnt in the first three classes to design a cost-effective and flexible supply chain of a global phone manufacturer in a simulation setting.

Global Supply Chain Management Simulation V2


Theme: Managing quality
The fifth class deals with product quality management as well as organizational reactions and remedies on quality issues. Managing product quality is the key to a variety of positive organizational outcomes such as attracting and retaining customers, increasing efficiency, and minimizing costs. Through the discussion case, students will be able to understand costs of quality, quality processes, quality management, root cause analysis, and other quality-related concepts.

Cost of Quality – The Case of Suzlon’s Blade Recall


Theme: Managing intellectual capital
The sixth class discusses the management of organizational intellectual property (IP). In modern knowledge-based era, organizational intellectual capital and the IPs generated from it represent the major sources of competitive advantage. Organizations thus need to on the one hand protect tehir IPs and on the other hand exploit the IPs to generate income. The discussion case highlights an incident of an organization’s IP being stolen by its partner organization and invites students to think of ways to resolve the conflict.

Intellectual Property Negotiation Between Mukashi Games and Pixie


Theme: Managing organizational change
The seventh class focuses on the challenging issue of organizational change: what is the role of manager in the change process? How can employees be motivated to accept and embrace the change? When is a change needed? These different questions are covered in the discussion case and students will be guided to discover answers and generate insights on the management of organizational change.

Tony Hsieh at Zappos: Structure, Culture and Change

成績評価方法 Evaluation Criteria

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 30 %
クラス貢献度合計 Class Contribution Total 30 %
予習レポート Preparation Report 0 %
小テスト Quizzes / Tests 30 %
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 40 %
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

使用ケース一覧 List of Cases


教科書 Textbook

  • David S. Bright, Anastasia H. Cortes, Eva Hartmann, K. Praveen Parboteeah, Jon L. Pierce, Monique Reece, James S. O’RourkeJeffrey Muldoon, Joy LeopoldLaura M. Leduc, Jason Lambert, Donald G. Gardner, Margaret A. White, Amit Shah, Siri Terjesen, Joseph Weis「Principles of Management (https://openstax.org/details/books/principles-management)」OpenStax(2020)978-0-9986257-7-5

参考文献・資料 Additional Readings and Resource

Relevant business articles / video clips / notes will be distributed on occasional basis.

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 

Dr. Law is an Associate Professor in the area of management at NUCB Business School. He gained his PhD from City University of Hong Kong. His research interests include knowledge management and human resource management. His work has been published in book, book chapter and international referred journals such as European Management Journal, Human Resource Management Review, and Journal of Knowledge Management. Two of his co-authored research articles won best paper and research awards in 2013 and 2016 respectively. At his current university, Dr. Law received Outstanding Teaching Award and Teaching Award for the academic years 2020/21 and 2021/22 at the Undergraduate School and also received Research Award for 2020/21 at the Business School.

(実務経験 Work experience)

Prior to joining NUCB, Dr Law worked at the Open University of Hong Kong, where he started his academic career and rose quickly from Assistant Lecturer to Lecturer to Assistant Professor during his nine years of tenure. He has extensive experiences in delivering business management courses at both the undergraduate and postgraduate levels as well as supervising research and dissertations.

Refereed Articles

  • (2022) Application of learning organization 2.0: a case study of Ricoh Ena Forest Japan. The Learning Organization
  • (2021) Online or Offline? Coaching Media as Mediator of the Relationship between Coaching Style and Employee Work-related Outcomes. Australian Journal of Management
  • (2020) Sustainable HRM: An extension of the paradox perspective. Human Resource Management Review
  • (2020) Knowledge Creation for Whom?. NUCB Insight 9
  • (2020) Do film festivals attract tourists?. Current Issues in Tourism

Refereed Proceedings

  • (2017). Knowledge appropriation, justice climate and performance management - A theoretical framework. Proceedings of the British Academy of Management 2017 Conference .British Academy of Management 2017 Conference. 1. 3. University of Warwick
  • (2016). Exploring employees' communication behaviors in knowledge sharing: A hierarchal perspective. Proceedings of the 81st Annual Conference of the Association for Business Communication .The 81st Annual Conference of the Association for Business Communication. 1. 3. Albuquerque, New Mexico
  • (2016). Tacit knowledge management of firefighters: An exploratory study on the fire service department in Hong Kong. Proceedings of the 8th International Conference on Innovation and Knowledge Management in Asia Pacific .The 8th International Conference on Innovation and Knowledge Management in Asia Pacific. 1. 3. Ariston Hotel, Kobe