| 授業名 | Introduction to Management |
|---|---|
| Course Title | Introduction to Management |
| 担当教員 Instructor Name | Sookyoung Lee |
| 科目ナンバリングコード Course Numbering Code | GBA112 |
| 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 |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2026 UG Nisshin Term3 |
| コード Course Code | NUC448_N26B |
授業の概要 Course Overview
Mission Statementとの関係性 / Connection to our Mission Statement
This course aims not only to develop a fundamental understanding of management but also to encourage students to think critically about responsible and ethical management. In line with the NUCB mission, the course seeks to help students develop as innovative, ethical, and respectful future leaders.
授業の目的（意義） / Importance of this course
Organizations operate in increasingly dynamic and complex environments. Managers are expected to make sound decisions, work effectively with people, and respond to changing business challenges. This course introduces the fundamental concepts of management, including strategy, organizational structure, human resource management, organizational behavior, and operations, providing students with a foundation for further study in business. Throughout the course, students will apply these concepts to real business cases, developing the ability to analyze managerial issues from multiple perspectives.
学修到達目標 / Achievement Goal
By the end of this course, students are expected to:
1. Uunderstand the fundamental concepts and functions of management.
2. Apply basic management frameworks to analyze organizational issues and business cases.
3. Develop the ability to think critically about responsible and ethical managerial decision-making.
1. Uunderstand the fundamental concepts and functions of management.
2. Apply basic management frameworks to analyze organizational issues and business cases.
3. Develop the ability to think critically about responsible and ethical managerial decision-making.
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
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
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
Upon successful completion of this course, students will be able to:
1. Understand the fundamental theories and frameworks used to analyze management and organizations.
2. Identify major issues and challenges faced by modern organizations.
3. Apply basic management concepts and frameworks to analyze business cases and managerial problems.
4. Build a foundation for further study in management and related business disciplines.
5. Develop a balanced and critical perspective on managerial decision-making.
1. Understand the fundamental theories and frameworks used to analyze management and organizations.
2. Identify major issues and challenges faced by modern organizations.
3. Apply basic management concepts and frameworks to analyze business cases and managerial problems.
4. Build a foundation for further study in management and related business disciplines.
5. Develop a balanced and critical perspective on managerial decision-making.
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 | 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 % | |
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 read the assigned OpenStax chapter and the designated case before each class. They should complete and submit a Preparation Report based on the assigned case questions prior to the class meeting. The preparation report is intended to help students organize their initial ideas before participating in class discussions and activities.
During class, students will participate in lectures, discussions, and case analyses. At the end of each class, they will complete a brief Reflection Log to record how their understanding has changed or developed through the day's learning. These Preparation Reports and Reflection Logs will form the basis of the Final Reflective Paper, in which students will synthesize their learning and reflect on how their perspectives on design thinking and innovation have evolved over the course.
During class, students will participate in lectures, discussions, and case analyses. At the end of each class, they will complete a brief Reflection Log to record how their understanding has changed or developed through the day's learning. These Preparation Reports and Reflection Logs will form the basis of the Final Reflective Paper, in which students will synthesize their learning and reflect on how their perspectives on design thinking and innovation have evolved over the course.
授業スケジュール Course Schedule
第1日（Day1）
Management Role in Organization and Strategy●使用するケース
Chris Johnson and JAX IndustriesCCJB-UVA-E-0474-2
第2日（Day2）
Designing Organizational Structure●使用するケース
Board Director Dilemmas - Digging into DetailCCJB-HBS-120106-04
第3日（Day3）
Managing Human Resources and Labor Relations●使用するケース
Keisha Y. TaylorCCJB-UVA-OB-1372
第4日（Day4）
Actions speak louder than words' What to do to address racial disparities.CCJB-UVA-OB-1323
●使用するケース
Achieving World-Class Operations Management第5日（Day5）
MeisterClean: Turning Supply Chain into a Competitive AdvantageCCJB-IMD-7-1580
●使用するケース
Strategic Analysis第6日（Day6）
Strategy and Strategic Factors at ACME Birdseed CompanyCCJB-UVA-8-0357-2
●使用するケース
The Strategic Management Process第7日（Day7）
Coffee Wars in India: Starbucks 2015CCJB-HBS-715453
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。
Authorized absences = check the handbook/guidebook for eligibility and proceed at the Educational Affairs.
Absence correction (a discrepancy in the record) = get a written confirmation/note from me and go to the Educational Affairs. Refer to your "Students: 1-stop source" Google Folder for deadlines, schedules, and everything else.
*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 | 10 % |
| 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 | 20 % |
| 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
Minimum attendance requirement to complete the course (eligibility for acquiring credits) = 11 out of 14 periods of attendance. Otherwise, the course will be incomplete and you will receive an "IN" grade.Authorized absences = check the handbook/guidebook for eligibility and proceed at the Educational Affairs.
Absence correction (a discrepancy in the record) = get a written confirmation/note from me and go to the Educational Affairs. Refer to your "Students: 1-stop source" Google Folder for deadlines, schedules, and everything else.
配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials
- ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
- 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
- 詳細は「教室における電子機器の利用マナー・教材の適切な利用に関するガイドライン」を確認のうえ、教員の指示に従い、責任をもって遵守してください。
- Active participation and shared learning is at the core of the case method learning. Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
- Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class. Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author's permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.
- Please refer to the "Classroom Technology Guidelines / Guidelines for Properly Using Course Materials" for details, and follow the instructor's directions. You are expected to comply with these guidelines responsibly.
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
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
As most students were in their first year, additional theoretical explanations could further support their understanding alongside the case discussions and in-class activities.
担当教員のプロフィール About the Instructor
The instructor holds a PhD in Management and Organizations from the Kellogg School of Management, Northwestern University. Her research is grounded in strategy and organizational theory, examining how institutional environments, governance structures, stakeholder dynamics, and social entrepreneurship shape organizational behavior and strategic outcomes at the intersection of business and society.
She has taught strategic management, organizational behavior, leadership, and related subjects at undergraduate, master’s, and MBA levels across North America, Europe, and East Asia. Her teaching combines rigorous analytical frameworks with participant-centered dialogue, emphasizing structured reasoning, contextual awareness, and responsible leadership in complex and evolving organizational settings.
Refereed Articles
- (2025) Social Entrepreneurial Intention Change by Gender during the COVID-19 Pandemic. Journal of Social Entrepreneurship 16 (3): 19420676
- (2025) Gendered Morality and Positivity in Social Entrepreneurship: A Trend Analysis across Global Crises. Journal of Social Entrepreneurship 19420676, 19420684
- (2024) The Effects of Morality and Positivity on Social Entrepreneurial Intention. Journal of Social Enterpreneurship 15 (1): 9420676/19420684
Refereed Proceedings
- (2022). The Mediating Effect of PsyCap on Social Entrepreneurial Intention by Gender and Pandemic. Academy of Management Proceedings. Academy of Management Annual Meeting. 1. 4. Seattle, USA