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.

*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。

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

教育手法 Teaching Method		% of Course Time
インプット型 Traditional		40 %
参加者中心型 Participant-Centered Learning	ケースメソッド Case Method	60 %
	フィールドメソッド Field Method	0 %
合計 Total		100 %

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 Organization
1.1 Case Title: Changing strategy can change your opportunity.
Question 1: What type of planning do you think Gordon Bernard is doing?
Question 2: Because Gordon Bernard's strategy changed only after it purchased the iGEN3, does the shift constitute strategic planning? Why or why not?
1.2 Case Title: Boeing takes off in new direction.
Question 1: What seems to be different in how Boeing and Airbus have approached planning in those days?
Question 2: Do you think Airbus should change its strategic plans to meet Boeing’s or stick with its current plans? Explain.

2. Designing Organizational Structures
2.1 Case Title: Team approach flies high at GE aviation.
Question 1: What challenges do you think HR recruiters face when hiring job candidates who need to have both technical and soft skills?
Question 2: How can experienced team members help new employees be successful in the team structure?
2.2 Case Title: Google learns the Alphabet.
Question 1: If you were a long-time "Googler", how would feel about the change in organizational structure at the company?
Question 2:Do you think the creative work environment fostered by company founders has taken a hit with the new Alphabet organizational structure? Why or why not?
Question 3: What are some advantages and disadvantages of creating separate businesses for the company's moonshot projects?

3. Managing Human Resources and Labor Relations
3.1 Case Title: Social Networking and Recruitment
Question 1: Social networking technology can easily generate a name for an HR recruiting target, but how can the hiring firm convert the target into a candidate who is interested in the job?
Question 2: A social network like LinkedIn is an excellent tool that can be used to build a personal brand and find a new job. In what ways could a job seeker potentially harm their career opportunities on a social networking site?
3.2 Case Title: Employees on the move
Question 1: How is KPMG's Global Code of Conduct intended to influence and guide the personal values and behaviors of its employees and partners?
Question 2: Why must the Code of Conduct be affirmed by employees and partners every year? Why does KPMG include their partners in this program?
Question 3: What are the top four or five job qualifications an employee should have to be considered for an overseas assignment?

4. Motivating Employees
4.1 Case Title: Motivation is Culture Bound.
Question 1: In today’s global business environment, with its diversity of perspectives, can a manager ever successfully use equity theory? Why or why not?
Question 2: What impact, if any, do these cultural differences have on managers managing an entirely American workforce?
4.2 Case Title: Everyone's a CFO>
Question 1: Do you think a CFO-of-the-day program is a good idea for all companies? Why or why not?
Question 2: How comfortable would you be leading the financial discussion at a monthly staff meeting? What could you do to improve your skills in this area?

5 Production and Operation Management
5.1 Case Title: Sophisticated Supply-Chain Strategies keep products on the move.
Question 1: Why are solid supply chain strategies so important?
Question 2: What problem is a company likely to experience without such strategies in place?
5.2 Case Topic: Can technology save your life?
Question 1: How is technology being used to streamline hospital operations, improve the quality of patient care, and provide better outcomes for patients?
Question 2: What criteria should hospitals use to evaluate whether these expensive technologies are worthwhile investments?

6. Strategic Analysis
6.1 Case Title: "Sustainability and Responsible Management: Can LEGO Give Up Plastic?
6.2 Case Title: 'Technology and Innovation: Uber, Lyft, and the Self-Driving Car: The Transportation of the Future Is Coming Soon"

7. The Strategic Management Process
7.1 Case Title: Technology and Innovation: Amazon Puts Brick-and-Motor Retailers on the Defensive
7.2 Case Title: Interface Inc's Strategy for Sustainability

*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	30 %
クラス貢献度合計 Class Contribution Total	30 %
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	35 %
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

• 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）

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

newly-appointed instructor

（実務経験 Work experience）

Refereed Articles

• (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):