| 授業名 | Introduction to Management |
|---|---|
| Course Title | Introduction to Management |
| 担当教員 Instructor Name | Kuok Kei Law |
| コード Couse Code | NUC409_N19B |
| 授業形態 Class Type | 講義 Regular course |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2019 UG Nisshin Term3 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
This course aims to introduce learners to the concepts and theories of management as well as some recent trends. It also enables learners to apply related concepts and theories to different case scenarios and contexts.
The course is suitable for students who are new to BBA and thus need to acquire some basic knowledge on what business is and what management is about. The course is also designed in such a way that it facilitates students to get used to the case study teaching method that is widely used in senior year classes.
The course is suitable for students who are new to BBA and thus need to acquire some basic knowledge on what business is and what management is about. The course is also designed in such a way that it facilitates students to get used to the case study teaching method that is widely used in senior year classes.
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
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
受講後得られる具体的スキルや知識 Learning Outcomes
1. Anticipate some of the constrains and challenges of management.
2. Analyze the influence of the environment and culture in managing organizations.
3. Explain the essences of strategic management, human resources management, and operations management.
2. Analyze the influence of the environment and culture in managing organizations.
3. Explain the essences of strategic management, human resources management, and operations management.
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 % |
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
Students are expected to study each case and prepare their own insights to the questions in this syllabus. 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 may be given to each studentʼs opinion, but students will know if their opinions are
appreciated by listening to their classmatesʼ feedback.
“Traditional” teaching method means explanation/summary of some key concepts/theories by the lecturer prior to or after the case discussion.
The course is conducted in 7 classes. Each class is composed of two parts:
1. Open discussion of assigned questions – The class starts with discussions for the assigned case questions. Students volunteered or named will have a chance to share their opinions to the class. Students will also have a chance to discuss with their classmates before the open discussion.
2. Hidden questions/tasks – in the latter half of each class, the lecturer will provide the students with one or two questions/tasks that are not given in the assignment questions. Students will be divided into small groups for discussing the questions or accomplishing the tasks.
Students do not need to submit any written reports in the usual classes. Instead, they are expected to share their opinions verbally to the class. There are quizzes at the beginning of each class. Moreover, students need to submit a final report in the last class. More details about the final report will be given in due course.
appreciated by listening to their classmatesʼ feedback.
“Traditional” teaching method means explanation/summary of some key concepts/theories by the lecturer prior to or after the case discussion.
The course is conducted in 7 classes. Each class is composed of two parts:
1. Open discussion of assigned questions – The class starts with discussions for the assigned case questions. Students volunteered or named will have a chance to share their opinions to the class. Students will also have a chance to discuss with their classmates before the open discussion.
2. Hidden questions/tasks – in the latter half of each class, the lecturer will provide the students with one or two questions/tasks that are not given in the assignment questions. Students will be divided into small groups for discussing the questions or accomplishing the tasks.
Students do not need to submit any written reports in the usual classes. Instead, they are expected to share their opinions verbally to the class. There are quizzes at the beginning of each class. Moreover, students need to submit a final report in the last class. More details about the final report will be given in due course.
授業スケジュール Course Schedule
第1日（Day1）
Theme: Understanding management's context: constraints and challenges●使用するケース
Title: Dressing up第2日（Day2）
Theme: Managing in a global environment●使用するケース
Title: Held hostage第3日（Day3）
Theme: Managing change and innovation●使用するケース
Title: Too big to change?第4日（Day4）
Theme: Strategic management●使用するケース
Title: Faded signal第5日（Day5）
Theme: Managing human resources●使用するケース
Title: Social connections第6日（Day6）
Theme: Motivating employees●使用するケース
Title: Everyone deserves $70k – or not: Attracting, motivating and keeping people at Gravity Payments第7日（Day7）
Theme: Managing operations●使用するケース
Title: Smooth ride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。
Students are strongly encouraged to participate proactively in class discussions.
*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 | 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
Reports are expected to be submitted before the deadline. Late submission will NOT be accepted and will result in a score of zero. Note that these are strict rules with no exceptions.Students are strongly encouraged to participate proactively in class discussions.
教科書 Textbook
- Stephen P. Robbins, Mary A. Coulter「Management (14th global edition)」Pearson（2018）978-1292215839
参考文献・資料 Additional Readings and Resource
https://openstax.org/details/books/principles-management
Other relevant business articles/video clips/notes will be distributed/used on occasional basis.
Other relevant business articles/video clips/notes will be distributed/used on occasional basis.
授業調査に対するコメント Comment on Course Evaluation
This is the first year I take charge of this course. Hope you find this course enjoying and useful.
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 primary research interests include knowledge management and human resource management. His work has appeared in renowned international journals such as European Management Journal, Human Resource Management Review, and Journal of Knowledge Management. Two of his research work won best-paper and research awards in 2013 and 2016 respectively. At his current university, Dr. Law received Teaching Awards for the academic years 2020/21 (Outstanding), 2021/22, and 2022/23 as well as Research Award for the academic year 2020/21.
（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
- (2023) What Is Next? The Longer-Term Managerial Challenges following COVID-19. Sustainability 15(18):
- (2023) The effect of short-term performance fluctuations on long-term performance: evidence from the English Premier League. Team Performance Management 29(1/2): 1352-7592
- (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
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). 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
- (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