シラバス Syllabus

授業名 Introduction to Management
Course Title Introduction to Management
担当教員 Instructor Name 横山 研治(Kenji Yokoyama)
コード Couse Code NUC427_N20B
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 Term3

授業の概要 Course Overview


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

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

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 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 %

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

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

授業スケジュール Course Schedule

第1日(Day1)

09:20 - 11:00 Lecture about Management Role in Organization and Strategy
11:00 - 11:20 Break
11:20 - 12:10 Case Session
12:10 - 13:00 Case Session



●使用するケース
"Changing strategy can change your opportunity", pp. 215 - 216 in the designated textbook
"Boeing takes off in new direction", pp.217 - 218 in the textbook

第2日(Day2)

09:20 - 11:00 Lecture about Designing Organizational Structure
11:00 - 11:20 Break
11:20 - 12:10 Case Session
12:10 - 13:00 Case Session

●使用するケース
"Team approach flies high at GE aviation", pp. 260 - 261 in the textbook
"Google learns the Alphabet", pp. 269 - 270 in the textbook

第3日(Day3)

09:20 - 11:00 Lecture on Managing Human Resources and Labor Relations
11:00 - 11:20 Break
11:20 - 12:10 Case Session
12:10 - 13:00 Case Session

●使用するケース
"Social Networking and Employee Recruitment", pp. 293 - 294 in the textbook
"Employees on the Move", pp.300 - 301 in the textbook

第4日(Day4)

09:20 - 11:00 Lecture on Motivating Employees
11:00 - 11:20 Break
11:20 - 12:10 Case Session
12:10 - 13:00 Case Session

●使用するケース
"Motivation is culture bound", pp. 350 - 351 in the text book
"Everyone's a CFO", pp.356 - 357 in the textbook

第5日(Day5)

09:20 - 11:00 Lecture on Achieving World-Class Operations Management
11:00 - 11:20 Break
11:20 - 12:10 Case Session
12:10 - 13:00 Case Session

●使用するケース
"Sophisticated supply-chain strategies keep products on the move", pp. 387 - 388 in the textbook
"Can technology save your life?", pp. 396 - 397 in the textbook

第6日(Day6)

09:20 - 11:00 Lecture on Strategic Analysis
11:00 - 11:20 Break
11:20 - 12:10 Case Session
12:10 - 13:00 Case Session

●使用するケース
"Sustainability and Responsible Management: Can LEGO Give Up Plastic?, pp.256 - 257, Principles of Management, OpenStax
'Technology and Innovation: Uber, Lyft, and the Self-Driving Car: The Transportation of the Future Is Coming Soon", pp.264 - 266, Principles of Management, OpenStax

第7日(Day7)

09:20 - 11:00 Lecture on The Strategic Management Process
11:00 - 11:20 Break
11:20 - 12:10 Case Session
12:10 - 13:00 Case Session


●使用するケース
"Technology and Innovation: Amazon Puts Brick-and-Motor Retailers on the Defensive", pp.289 - 291, Principles of Management, OpenStax
"Interface Inc's Strategy for Sustainability", pp.302 - 304, Principles of Management, OpenStax

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。
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

使用ケース一覧 List of Cases

    ケースは使用しません。

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

授業調査に対するコメント Comment on Course Evaluation

newly-appointed instructor

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

  • (2016) Source of Economic Growth in Ethiopia: An Application of Vector Error Correction Model. Australian Academy of Business and Economics Review (AABER) 2(4):






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