| 授業名 | Organizational Management |
|---|---|
| Course Title | Organizational Management |
| 担当教員 Instructor Name | 横山 研治（Kenji Yokoyama） |
| コード Couse Code | NUC439_N23A |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 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 | 2023 UG Nisshin Term1 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
As you know, there are several areas of management disciplines, such as strategy, organizations, HR management, organizational behaviors, and production and operation management. This course "organizational Behavior" is for attaining practical ways of managing an organization. It is an area where you attain practices for managing an organization.
授業の目的（意義） / Importance of this course
This course is connected to the University's mission of educating innovative and ethical leaders who can apply their knowledge and values to advance business and society.
By taking part in this course, participants will deepen their understanding of several key functions of organizational management - planning, organizing, leading, and controlling. Moreover, participants will understand the roles and responsibilities of managers in organizations and the importance of communication with other organizational members. Overall, the course is designed to arouse participantsʼ awareness on the importance and challenges of making decisions on organizational management and provides them with a holistic perspective of managing an organization.
By taking part in this course, participants will be equipped with fundamental knowledge in the following areas: planning, organizing, leading, controlling, managerial roles, managerial responsibilities, and communication.
By taking part in this course, participants will deepen their understanding of several key functions of organizational management - planning, organizing, leading, and controlling. Moreover, participants will understand the roles and responsibilities of managers in organizations and the importance of communication with other organizational members. Overall, the course is designed to arouse participantsʼ awareness on the importance and challenges of making decisions on organizational management and provides them with a holistic perspective of managing an organization.
By taking part in this course, participants will be equipped with fundamental knowledge in the following areas: planning, organizing, leading, controlling, managerial roles, managerial responsibilities, and communication.
到達目標 / Achievement Goal
1. Describe and explain the four key functions of management - planning, organizing, leading, and controlling.
2. Describe and explain key managerial roles and responsibilities and the skills needed for those roles and responsibilities.
3. Appreciate the importance of communication in organizational management.
2. Describe and explain key managerial roles and responsibilities and the skills needed for those roles and responsibilities.
3. Appreciate the importance of communication in organizational management.
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
LG6 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
受講後得られる具体的スキルや知識 Learning Outcomes
The learning outcomes of this course are as follows:
1. You will acquire necessary knowledge and skills for organizational behavior.
2. You will acquire several flameworks necessary for managing organizations and human resources.
3. You will acquire leadership skills and attitude necessary for managing human resources.
1. You will acquire necessary knowledge and skills for organizational behavior.
2. You will acquire several flameworks necessary for managing organizations and human resources.
3. You will acquire leadership skills and attitude necessary for managing human resources.
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 | 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
The students will be evaluated according to the following criteria:
1. Pre-reading the cases is reflected on your class performance and participation.
2. Participation in the group discussion is also evaluated in addition to the class wide discussion.
3. Class wide discussion is the main part of your evaluation. Frequency and quality are the two major criterion for evaluation. You will be encouraged to positively participate the discussion.
1. Pre-reading the cases is reflected on your class performance and participation.
2. Participation in the group discussion is also evaluated in addition to the class wide discussion.
3. Class wide discussion is the main part of your evaluation. Frequency and quality are the two major criterion for evaluation. You will be encouraged to positively participate the discussion.
授業スケジュール Course Schedule
第1日（Day1）
The class of each day flows as follows:1. Introduction of the day
2. Group discussion
3. Introduction of the case
4. Case discussion
5. Wrap-up and reflections
●使用するケース
Toraya, CCJB-HBS-222068-02Assignment 1: Would Mitsuhiro’s endeavor to expand the product line to reach a wider customer base be in line with the well-being of the company?
Assignment 2: Would there be a risk of damaging Toraya’s image as a luxury brand?
Assignment 3: Would global expansion be the right decision for the firm with a long history of offering traditional sweets to the royal family and premium customers in Japan?
Assignment 4: Analysis the status quo of the company, clarify the crucial issue, and draft a reform plan by using the 7s flamework.
第2日（Day2）
The class of each day flows as follows:1. Introduction of the day
2. Group discussion
3. Introduction of the case
4. Case discussion
5. Wrap-up and reflections
●使用するケース
Lego Bricks: Fit for the Big Screen, CCJB-UVA-S-0296-02Assignment 1: Knudstorp has carried out a few reforms since 2004 focusing on LEGO’s core values. What do you think LEGO’s core values are?
Assignment 2: Assess what Knudstorp did from 2004 to 2008?
Assignment 3: Describe the competitive environment of the global toy industry in the case.
Assignment 4: Do you think attempting to compete with Disney and Pixar was another case of over-diversification, or not?
Assignment 5: If LEGO’s attempt turned out to be successful, would that raise awareness around the brand to drive sales to REGO’s core products?
Assignment 6: What story and characters should represent the brand, and how might these help toy sales?
Assignment 7: Analysis the status quo of the company, clarify the crucial issue, and draft a reform plan by using the 7s flamework.
第3日（Day3）
The class of each day flows as follows:1. Introduction of the day
2. Group discussion
3. Introduction of the case
4. Case discussion
5. Wrap-up and reflections
●使用するケース
Zoom Video vs. Microsoft Teams, CCJB-HBS-721483Assignment 1: Evaluate Zoom’s income statements.
Assignment 2: Develop Zoom’s vision and competitive strategy with Microsoft Teams post Covid.
Assignment 3: According to the above competitive strategy, evaluate each of Zoom’s services and products in the case.
Assignment 4: Analysis the status quo of the company, clarify the crucial issue, and draft a reform plan by using the 7s flamework.
第4日（Day4）
The class of each day flows as follows:1. Introduction of the day
2. Group discussion
3. Introduction of the case
4. Case discussion
5. Wrap-up and reflections
●使用するケース
Toyota Tsusho in the South Pacific, CCJB-IVE-9B20M134Assignment 1: Why would TTC want to transform its subsidiary office in Brisbane Australia into a regional headquarters? Was Brisbane an appropriate location?
Assignment 2: What are the strengths, weakness and characteristics of regular subsidiaries versus RHQs?
Assignment 3: How does a regional headquarters establish legitimacy and value with respect to a company’s corporate headquarters and country-based affiliate?
Assignment 4: Assess the effectiveness of the changes in TTC’s Brisbane office as they relate to the goals of a regional headquarters.
Assignment 5: Analysis the status quo of the company, clarify the crucial issue, and draft a reform plan by using the 7s flamework.
第5日（Day5）
The class of each day flows as follows:1. Introduction of the day
2. Group discussion
3. Introduction of the case
4. Case discussion
5. Wrap-up and reflections
●使用するケース
Roasting Plant Coffee: From Engineer’s Dream to Customers’ Delight, CCJB-IMD-7-2391Assignment 1: What is a start-up? What is the difference between a start-up and a going concern?
Assignment 2: Why has Roasting Plan failed to scale so far?
Assignment 3: What is Roasting Plant’s value proposition?
Assignment 4: Analysis the status quo of the company, clarify the crucial issue, and draft a reform plan by using the 7s flamework.
第6日（Day6）
The class of each day flows as follows:1. Introduction of the day
2. Group discussion
3. Introduction of the case
4. Case discussion
5. Wrap-up and reflections
●使用するケース
Is Netflix Building A House of Cards? CCJB-IMD-7-2185Assignment 1: What does the competitive landscape look like?
Assignment 2: What resources and capabilities can give Netflix a competitive edge?
Assignment 3: How sustainable is Netflix’s content strategy and expansion model?
Assignment 4: What platform opportunities does Netflix have?
Assignment 5: Is Netflix’s “content first strategy” a sufficient competitive advantage or is Netflix building a “House of Cards”?
Assignment 6: Analysis the status quo of the company, clarify the crucial issue, and draft a reform plan by using the 7s flamework.
第7日（Day7）
The class of each day flows as follows:1. Introduction of the day
2. Group discussion
3. Introduction of the case
4. Case discussion
5. Wrap-up and reflections
●使用するケース
Adidas: how to keep running in a post-COVID-19 world, CCJB-IMD-7-2222-02Assignment 1: How has digital disruption transformed retail? Will this disruption continue?
Assignment 2: Adidas has done a lot to push its digital presence. In which area of the value chain has the company made changes? Have these changes continued to its overall competitiveness?
Assignment 3: How has the pandemic impacted adidas business and what is to be expected in the aftermath of COVID-19? Will brick-and-mortar stores become less relevant for Adidas in a post-COVID-19 world?
Assignment 4: Following a general trend, Adidas shifted all its manufacturing to Asia. Are the rising trade tensions and the outlook of a de-globalized world often anticipated in the media likely to turn this manufacturing model into a strategic issue for Adidas’? Should Adidas reconsider where to manufacture its products to diversify its risks and future-proof its value chain?
Assignment 5:Analysis the status quo of the company, clarify the crucial issue, and draft a reform plan by using the 7s flamework.
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 | 70 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 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 | 30 % |
| 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
- no textbook will be used「no textbook will be used.」no textbook will be used（no t）
参考文献・資料 Additional Readings and Resource
There is no set textbook for this course, but students can refer to an open source textbook by the following weblink:
Principles of Management (Open Textbook)
https://openstax.org/details/books/principles-management
Additional readings and videos will be distributed and shown in class.
Principles of Management (Open Textbook)
https://openstax.org/details/books/principles-management
Additional readings and videos will be distributed and shown in class.
授業調査に対するコメント Comment on Course Evaluation
This is the first course that I have taught. However, I should try to use latest cases.
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
- (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):