| 授業名 | Introduction to Management |
|---|---|
| Course Title | Introduction to Management |
| 担当教員 Instructor Name | 横山 研治（Kenji Yokoyama） |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | Live Virtual |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 教養教育科目 / Liberal Arts |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2021 UG Nisshin Term3 |
| コード Couse Code | NUC413_N21B |
授業の概要 Course Overview
Mission Statementとの関係性 / Connection to our Mission Statement
What this course aims at is not only to acquire fundamental knowledge and skill sets but also to attain the philosophycal aspect of management, which will I am certain lead you to become an innovative, ethical and respectful leader, which the mission statement of NUCB says.
授業の目的（意義） / Importance of this course
Management is defined in two senses. One is a set of disciplines defined in a narrow sense, such as Organizations and Strategies. The other is a set of disciplines which are studied as a student of a management school, such as marketing, accounting and finance as well as the disciplines in the narrow sense. The latter can be defined as the narrow-sensed management. You are expected to study the narrow-sensed management in this course. If it is analyzed in detail, Management that you will be studying here has four different areas, Organizations, Organizational Behaviors, Human Resource Management and Strategies.
学修到達目標 / Achievement Goal
Students are expected to acquire a fundamental knowledge and skill set for studying further about "Management". What is more imprtant that students are expected to attain is the management philosiphy for you to become respectful, innovative and ethical leaders.
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。
LG6 Managerial Perspectives (BBA)
LG7 International Perspectives (BA)
LG7 International Perspectives (BA)
受講後得られる具体的スキルや知識 Learning Outcomes
When the students have completed this course, they are expected to attain the following learning outcomes:
1. Fundamental theories and models for understanding and analyzing corporate-management-related phenomena
2. Typical issues and challenges to modern management
3. Approaches, solutions and ways of thinking toward the issues and challenges
4. Clear road map for further and in-depth studies on management
5. Flexible and clear mindset about management as the result of the above fours
1. Fundamental theories and models for understanding and analyzing corporate-management-related phenomena
2. Typical issues and challenges to modern management
3. Approaches, solutions and ways of thinking toward the issues and challenges
4. Clear road map for further and in-depth studies on management
5. Flexible and clear mindset about management as the result of the above fours
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 50 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 50 % |
| 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
The course comprises of the following 5 different disciplines and 2 additional critical thinking cases. The students will be evaluated with what how they will participate in group and class-wide discussions, and they should rad the cases and prepare for each question. The students should submit a class review for more than a thousand words every time after each class, totally 7 times. Each review will be commented and evaluated. Each review is given 5 points, totally 35 points. The students will be sitting for the final exam about models, theories, notions, and classifications.
1. Management and Leadership in Today's Organizations (200 minutes)
2. Designing Organizational Structures (200 minutes)
3. Managing Human Resources and labor relations (200 minutes)
4. Motivating Employees (200 minutes)
5. Achieving World-Class Operations Management (200 minutes)
6. Critical Thinking Cases 1(200 minutes)
7. Critical Thinking Cases 2 (200 minutes)
The students are expected to read the relevant chapter of OpenStax before attending to each class, and are also required to read the cases that I’ll be distributing beforehand. The case titles and questions are as follows:
1. Management and Leadership in Today's Organizations (200 minutes)
2. Designing Organizational Structures (200 minutes)
3. Managing Human Resources and labor relations (200 minutes)
4. Motivating Employees (200 minutes)
5. Achieving World-Class Operations Management (200 minutes)
6. Critical Thinking Cases 1(200 minutes)
7. Critical Thinking Cases 2 (200 minutes)
The students are expected to read the relevant chapter of OpenStax before attending to each class, and are also required to read the cases that I’ll be distributing beforehand. The case titles and questions are as follows:
授業スケジュール Course Schedule
第1日（Day1）
第1日（Day1）09:20 - 11:00 Lecture about Management Role in Organization and Strategy
11:00 - 11:20 Break
11:20 - 13:00 Case Session
●使用するケース
Day 1Kyocera Corporation: The Amoeba Management
CCJB-HBS-195064-02
Assignment Questions
1. What is Kyocera’s competitive strategy?
2. What is the amoeba management system?
3. Would the amoeba management system work in your country?
第2日（Day2）
第2日（Day2）09:20 - 11:00 Lecture about Designing Organizational Structure
11:00 - 11:20 Break
11:20 - 13:00 Case Session
●使用するケース
Day 2Japan Airlines: Turning around to take off again
CCJB-SMU-17-0021
Assignment Questions
1. Why was bankruptcy inevitable for JAL? What steps were the most important for Kazuo Inamori to have taken first, and why?
2. How did the M&A with Japan Air System impact JAL?
3. Why was aircraft standardization such an important step in installing profitability in JAL and creating a sustainable business model?
4. Why was the AMOEBA management system so important for an organization like JAL?
第3日（Day3）
第3日（Day3）09:20 - 11:00 Lecture on Managing Human Resources and Labor Relations
11:00 - 11:20 Break
11:20 - 13:00 Case Session
●使用するケース
Day 3Mabuchi Motor Co., Ltd.
CCJB-IVE-9A98M034
Assignment Questions
1. Multinational enterprises use expatriates as a control mechanism, to transfer skills and to develop managers. Why is the decline in the number of Japanese expatriates?
2. What are the key elements of Mabuchi’s strategy and structure? What are their strengths and weaknesses? How might these factors be affected by NIHAO?
3. What alternatives to NIHAO were available? Are these alternatives consistent with Mabuchi’s corporate strategy?
4. In September 1995, what should Mabuchi do?
第4日（Day4）
第4日（Day4）09:20 - 11:00 Lecture on Motivating Employees
11:00 - 11:20 Break
11:20 - 13:00 Case Session
●使用するケース
Day 4The Fukushima Nuclear Disaster: Leadership in Crisis
CCJB-SMU-12-0014
Assignment Questions
1. What are the major options, uncertainties, outcomes, and consequences in the decision faced by Yoshida?
2. In your view, what is the most appropriate frame through which to view the above decision? Can you think of other frames that are also available?
3. What ethical consideration do you think are relevant for this decision?
4. How might cultural aspects play into the above decision-making process?
第5日（Day5）
第5日（Day5）09:20 - 11:00 Lecture on Achieving World-Class Operations Management
11:00 - 11:20 Break
11:20 - 13:00 Case Session
●使用するケース
Day 5The Future of the Fashion Industry in a Post-Covid-19 World
CCJB-IMD-7-2266
Assignment Questions
1. What challenges did the fashion industry face during the COVID19 crisis? How did the pandemic expose vulnerabilities in the industry?
2. Which competitive forces are likely to impact the fashion industry and its overall attractiveness in a post-COVID19 world?
3. What strategic actions can fashion companies take to build sustainable competitive advantages in the psot-COVID19 era?
第6日（Day6）
第6日（Day6）09:20 - 11:00 Lecture on Strategic Analysis
11:00 - 11:20 Break
11:20 - 13:00 Case Session
●使用するケース
Day 6Yamato Transport: Valuing and Pricing Network Services (A)
CCJB-HBS-704475
Assignment Questions
1. What are Yamato’s competitive advantages?
2. What is the customer value that Yamato created by offering a ski transportation service? What would you recommend a price for this service? The same questions are for offering a residential pick-up service.
3. As a consultant for one of Yamato’s competitors, what strategy would you recommend to successfully compete with Yamato?
第7日（Day7）
第7日（Day7）09:20 - 11:00 Lecture on The Strategic Management Process
11:00 - 11:20 Break
11:20 - 13:00 Case Session
●使用するケース
Day 7TA-Q-BIN and the Value Networking Design: Yamato Group’s Bid for International Expansion
CCJB-HBS-704475
Assignment Questions
1. Under the pressure of fierce competition in the domestic market, how should Yamato sustain its success in Japan?
2. Yamato has started the service of not C to C and B to C but the B to B in the international market since the domestic C to C model wouldn’t work overseas market. It this the short cut for their success in the international market?
3. How should they take advantage of their domestic C to C and B to C overnight delivery services for the success I the global market?
4. What risk is involved in their international expansion? What are the necessary factors to succeed in the international market
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。
*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 | 65 % |
| クラス貢献度合計 Class Contribution Total | 65 % |
| 予習レポート Preparation Report | 35 % |
| 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
教科書 Textbook
- Lawrence Gitman, Carl McDaniel Amit Shah, Monique Reece, Bethan Talsma, James Hyatt Linda Koffel,「Introduction to Business 」OpenStax (Open Source)（2020）
- 「Principles of Management」OpenStax（2020）
参考文献・資料 Additional Readings and Resource
Oliver Williamson, Organization Theory: From Chester Barnard to the Present and Beyond, Oxford University Press, 1995
Moorhead & Griffin, Organizational Behavior, Houghton Mifflin, 1995
Michael Porter, Competitive Advantage, Free Press, 2008
Michael Porter, Competitive Strategy, Free Press, 2008
Jay Barney and Delwyn Clark, Resource-Based Theory: Creating and Sustaining Competitive Advantage, Oxford University Press, 2007
Martin Christopher, Logistics and Supply Chain Management, FT Press, 2016
Moorhead & Griffin, Organizational Behavior, Houghton Mifflin, 1995
Michael Porter, Competitive Advantage, Free Press, 2008
Michael Porter, Competitive Strategy, Free Press, 2008
Jay Barney and Delwyn Clark, Resource-Based Theory: Creating and Sustaining Competitive Advantage, Oxford University Press, 2007
Martin Christopher, Logistics and Supply Chain Management, FT Press, 2016
授業調査に対するコメント Comment on Course Evaluation
Students need more thoretical explanation, since almost all are 1st year and sophomore students.
担当教員のプロフィール About the Instructor
Professor Dr. Kenji Yokoyama attained a bachelor of economics at Waseda University and a doctor of management later. His specialties are international trade practices and strategic management. He wrote more than 50 paper articles for PRJs and made more than 40 academic presentations about these areas. With his academic contribution, he was awarded the "International Trade Promotion Award" twice in 1992 and 1995, and the "Foreign Trade Academy Award" in 2002. He has been active in promoting multi-cultural education not only in Japan but also in the entire Asia Pacific area. For these activities, he was nominated and shortlisted for the Asia Contribution Award and the Asia Future Award three times in a raw from 2019 to 2020.
（実務経験 Work experience）
Before joining NUCB Business School, he had worked for Ritsumeikan Asia Pacific University (APU) for 21 years. He was one of the founders of APU. He took the positions of an Associate Dean for Academic Affairs, Dean for Admissions, Dean for Student Affairs, Dean for School of Management, Advisor to President and Vice-President during the 21 years. He was President of the AAPBS (Association of Asia Pacific Business Schools) and is now the advisor to the president. He is also the Vice-Chair of the Business School Committee at JUAA. He has been working for various public organizations as head of committees and so forth.
Refereed Articles
- (2025) Assurance of learning under accreditation pressures: institutional struggles and lessons from AACSB. Quality Assurance in Education 1(17): 0968/4883
- (2025) Balancing research and education in the context of AACSB accreditation acquisition and maintenance. Journal of Applied Research in Higher Education 17(7): 2050-7003
- (2025) Transition of dynastic control: An empirical analysis of Japanese listed firms. Business Succession 14(1):
- (2024) Impact of AACSB Accreditation on Education Quality: Perception of Faculty in an Accredited School in Japan. International Journal of Educational Management
- (2016) Source of Economic Growth in Ethiopia: An Application of Vector Error Correction Model. Australian Academy of Business and Economics Review (AABER) 2(4):
Refereed Proceedings
- (2025). Consumer Animosity and Boycott Dynamics in Emerging Market: Evidence from Egypt and Implications for Global Business Strategies. IBIMA Conference Proceedings .44th IBIMA Conference in Glanada. 1. 2. Glanada, Spain