| 授業名 | Organization & Leadership |
|---|---|
| Course Title | Organization & Leadership |
| 担当教員 Instructor Name | Kuok Kei Law |
| コード Couse Code | NUC421_N19A |
| 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 Term2 |
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
Organization and Leadership is suitable for students who wish to improve their understanding of a leader’s role in an organization and how effective leadership can contribute to organizational management and performance. This course aims to introduce the theories and practices of leadership and examine some contextual factors affecting effective leadership. The primary function is not to train students to be brilliant leaders; rather, it is to raise students’ awareness on how profoundly a leader can affect an organization so that they would pay attention to their leadership style when they have a chance to lead subordinates or an organization. Case studies are employed in class to enable students to learn flexibly and creatively.
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. Explain the concepts and theories of leadership as well as the importance of the role of a leader in an organization
2. Examine the relationship among leader, followers, and organizational management.
3. Discuss some of the contemporary issues relating to organization and leadership.
2. Examine the relationship among leader, followers, and organizational management.
3. Discuss some of the contemporary issues relating to organization and leadership.
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 answers 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 student’s opinion, but students will know if their opinions are appreciated by listening to their classmates’ 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 days (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 class starts.
2. Open discussion of hidden questions – in the latter half of each class, the lecturer will provide the students with one or two questions that are not given in the assignment questions. Students will be divided into small groups for discussion and they will then share their opinions with their classmates.
Students do not need to submit any written reports in the usual classes. They are only expected to share their opinions verbally to the class. However, students need to submit a final report in the last class. More details about the final report will be given in due course.
“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 days (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 class starts.
2. Open discussion of hidden questions – in the latter half of each class, the lecturer will provide the students with one or two questions that are not given in the assignment questions. Students will be divided into small groups for discussion and they will then share their opinions with their classmates.
Students do not need to submit any written reports in the usual classes. They are only expected to share their opinions verbally to the class. However, 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 - Introduction to Organization and Leadership●使用するケース
Title - From Steve Jobs to Tim Cook – AppleSource - Lussier, R. N., & Achua, C. F. (2016) Leadership: Theory, Application, & Skill Development (6th edition), p. 23-24. Boston USA: Cengage Learning.
第2日（Day2）
Theme - Contemporary Leadership Theories●使用するケース
Title - Ursula Burns: Xerox’s Chairwoman and CEOSource - Lussier, R. N., & Achua, C. F. (2016) Leadership: Theory, Application, & Skill Development (6th edition), p. 349-350. Boston USA: Cengage Learning.
第3日（Day3）
Theme - Leader-member Relationship and Followership●使用するケース
Title - Sun Myung MoonSource - Roe, K. (2014) Leadership: Practices and Perspectives, p. 180-181. Oxford, UK: Oxford University Press.
第4日（Day4）
Theme - Diversity, Ethics, and Leadership●使用するケース
Title - Mary Barra – New CEO of General MotorsSource - Lussier, R. N., & Achua, C. F. (2016) Leadership: Theory, Application, & Skill Development (6th edition), p. 385-386. Boston USA: Cengage Learning.
第5日（Day5）
Theme - Power, Politics, and Leadership●使用するケース
Title - Organizational Power and PoliticsSource - Lussier, R. N., & Achua, C. F. (2016) Leadership: Theory, Application, & Skill Development (6th edition), p. 174-175. Boston USA: Cengage Learning.
第6日（Day6）
Theme - Leadership Development●使用するケース
Title - SELEX GalileoSource - Roe, K. (2014) Leadership: Practices and Perspectives, p. 319-321. Oxford, UK: Oxford University Press.
第7日（Day7）
Theme - Strategic Leadership●使用するケース
Title - Nike in the Era of CEO Mark ParkerSource - Lussier, R. N., & Achua, C. F. (2016) Leadership: Theory, Application, & Skill Development (6th edition), p. 420-421. Boston USA: Cengage Learning.
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 | 60 % |
| クラス貢献度合計 Class Contribution Total | 60 % |
| 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 | 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
Preparation before class and active participation in class are expected.教科書 Textbook
- Robert N. Lussier, Christopher F. Achua「Leadership: Theory, Application, & Skill Development (6th edition)」Cengage Learning（2016）978-1-258-86635-2
参考文献・資料 Additional Readings and Resource
Roe, K. (2014) Leadership: Practices and Perspectives. Oxford, UK: Oxford University Press.
Relevant business articles/video clips/notes will be distributed/used on occasional basis.
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 to launch 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