シラバス Syllabus

授業名 Strategic Change Management
Course Title Strategic Change Management
担当教員 Instructor Name Ricardo Lim
コード Couse Code NUC437_N21B
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 専門教育科目 / Specialized Subject
学位 Degree BBA
開講情報 Terms / Location 2021 UG Nisshin Term4

授業の概要 Course Overview


Change management underlies all innovation and ethical decisions. Without this ability, managers will be unable to explore opportunities, much less make difficult ethical choices.
Organizations must respond to a range of mild to bad storms: leadership and technology changes, competition, M&A, COVID crises. Managers must have an arsenal of tools and moves to steer through the storms. This is the essence of change management.

Because Asia is becoming both hub and spoke for global trade and cutthroat competition, change management is acutely needed. This course helps you see these big- and fine-grained drivers, the different tactical and strategic responses, and the dangers underlying change. If change is managed well, organizations will be more shock-proof.
N/A

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

受講後得られる具体的スキルや知識 Learning Outcomes


Students will be able to,,,

1. Boil change management down to its essence: what tactics and strategies do managers need? When to use them?
2. Understand the drivers and responses of change
3. Know the various change formulas (Gleicher, Kotter, Garvin, Heifetz) and articulate their similarities, differences.
4. Analyze and apply frameworks to real life situations
5. Understand that real life is messy, unique: change formulas guide action, but managers must know when to push and when to hold.

SDGsとの関連性 Relevance to Sustainable Development Goals

Goal 8 働きがいも経済成長も(Decent Work and Economic Growth)

教育手法 Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 30 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 70 %
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

○ Students, expect to spend three hours per week to read and analyze one Harvard Business School case and about 2-3 readings to process each case. I will give guide questions ahead of the case, but students are welcome to push new agendas beyond the questions.
○ Students should expect to do at least one midterm individual and one group final written analysis of case..
○ I will give students mid-course evaluations on class participation.

授業スケジュール Course Schedule

第1日(Day1)

Case discussion on Tiberg Co. and opening course lecture.

●使用するケース
Tiberg Co 487-079-PDF-ENG.

Read: Leading Change: Why Transformation Efforts Fail R0701J-PDF-ENG

Read web articles:
1. Gleicher’s (or the updated Gleicher-Dannemiller) formula for change: https://www.businessballs.com/change-management/formula-for-change/
2. https://www.torbenrick.eu/blog/change-managment/12-reasons-why-people-resist-change/
3. (Optional) https://www.entrepreneurshipinabox.com/223/factors-that-causes-resistance-to-organizational-change/

第2日(Day2)

Road to Hell Case 9-480-074



●使用するケース
Road to Hell (A)

I will distribute Road to Hell (B) 9-480-075 and Road to Hell (C) 9-480-076 cases during classs

第3日(Day3)

Case discussion on Netflix vs.. BLockbuster

●使用するケース
Read
1. https://www.marketplace.org/2020/09/08/ceo-reed-hastings-on-how-netflix-beat-blockbuster/
2. https://www.drift.com/blog/netflix-vs-blockbuster/
3. https://bettermarketing.pub/how-netflix-destroyed-blockbuster-in-just-6-years-4c5c3006fe3e

Prepare to discuss the two companies in class.

第4日(Day4)

Case discussion: Jess Westerly at Kauflauf GmBH HBS 9-913-527

●使用するケース
Case: Jess Westerly at Kauflauf GmBH HBS 9-913-527


Read:

1. https://www.accipio.com/eleadership/mod/wiki/prettyview.php?pageid=136
2. https://www.bwbr.com/a-change-coalition-how-strong-teams-create-successful-change-initiatives/
3. (Optional) The setting for this is communities, but the same lessons apply to organizations: https://ctb.ku.edu/en/table-of-contents/assessment/promotion-strategies/start-a-coaltion/main

第5日(Day5)

Case discussion: “Englishization” at Rakuten 9-412-002 (2012)

●使用するケース
Prepare Language and Globalization: “Englishization” at Rakuten 9-412-002 (2012)

Read: https://www.forbes.com/sites/brentgleeson/2017/03/15/6-principles-for-communicating-a-powerful-vision-for-change/?sh=649f70953097

第6日(Day6)

Case discussion: Ford Motor Company..New Shades of Green Through Soy Foam W13467 (2013)



●使用するケース
Prepare Ford Motor Company..New Shades of Green Through Soy Foam W13467 (2013)
Read: https://medium.com/swlh/the-big-power-of-small-wins-c7709c9e10af

第7日(Day7)

Case discussion: The Rise and Fall of Blackberry HBSP TB0485-PDF-ENG

●使用するケース
Prepare: The Rise and Fall of Blackberry HBSP TB0485-PDF-ENG

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。
講師用内規準拠 Method of Assessment Weights
予習レポート Preparation Report 20 %
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 50 %
ケース試験 Case Exam 0 %
参加者による相互評価 Peer Assessment 0 %
シミュレーション成績 Simulation 0 %
小テスト Quizzes / Tests 0 %
最終レポート Final Report 30 %
期末試験 Final Exam 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

○ Individual Class Participation 50%: I value both quantity and quality of participation. I want to hear your voices, your stories, your opinions, your concerns. Questions are welcome as participation, if they help illuminate difficult concepts for the class. I want to see how critically you can think and how you process your decisions.

○ Written Analysis of Case (WAC)
■ Midterm Individual WAC 20%
■ Final Group WAC 30%

○ Peer Assessment 0%, but used as a basis for bonus individual scores

使用ケース一覧 List of Cases

    ケースは使用しません。

教科書 Textbook

  • N/A「N/A」N/A(N/A)

参考文献・資料 Additional Readings and Resource

See day-to-day readings from the web

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

N/A

担当教員のプロフィール About the Instructor 


Ricardo A. Lim, Ph.D. is a professor at the NUCB Business School and visiting professor at Ritsumeikan APU, Beppu, Japan. He was a former Dean of AIM, former President of the Association of Asia Pacific Business Schools (a consortium of 80 Asian B-schools), founding member of the Global Network to Advance Management at Yale Business School, and Asia-Pacirfic Advisory Council of AACSB. He teaches information systems, statistics, analytics, and design thinking x lean x agile concepts. He has published in the MIS Quarterly and the Journal of Management Information Systems, and serves as Associate Editor for the International Journal of Business and Economics, Taiwan. He currently consults for education and financial services sectors. Before joining academe he was a senior consultant for the Computer Sciences Corporation in Boston and Siemens Computing in Manila. He has a Ph.D. from the U. of Southern California, an MBA from the U. of Virginia, and a B.Com. from McGill University.

Refereed Articles

  • (2021) Developing and Testing a Smartphone Dependency Scale Assessing Addiction Risk. International Journal of Risk and Contingency Management 10(4): 2160-9624
  • (2021) Business Model Innovation: A Study of Empowering Leadership. Creativity and Innovation Management 1467-8691
  • (2021) The Effect of Reciprocity on Mobile Wallet Intention: A Study of Filipino Consumers. International Journal of Asian Business and Information Management 12(2): 1947-9638
  • (2017) The mediating effects of habit on continuance intention. International Journal of Information Management 37(6): 0268-4012
  • (2015) Exploring the Personal Innovativeness Construct: The Roles of Ease of Use, Satisfaction and Attitudes. Asia Pacific Journal of Information Systems 25(4): 2288-5404






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