7 ) Û%Ê'2&É 1&ì © Û Â · chapter 11. flexible budgeting and overhead (continued) chapter 13....

2020 5 1

International University of Japan Graduate School of International Management (Master's Program)

2020 Spring Term Course Schedule code

ACT4110101 Course title Managerial Accounting

Name of Instructor Lee, Hyunkoo Credits 2

Instructor's contact information

Office#

Office Hours Until the virus situation improves, there will be no office hour. If you need a meeting, please send an email to set up one.

E-mail

Class Schedule Day / Period

Wed.6〜7

Course Description This course introduces students to the evolving role of managerial accounting in

digital business environments. The course highlights the informational need of managers in planning, controlling and decision making, and shows how to take advantage of accounting information. The course will enable students to express real world business problems in a systematic way and solve them by applying managerial accounting concepts and techniques. Topics include cost estimation, cost analysis, activity based costing, cost-volume-profits analysis, budgets and standards, responsibility accounting and transfer pricing, and decision-making in various business situations. As the environments surrounding business have evolved over time, standard management tools and techniques often couldnʼt keep up with the trend. Many management consulting firms have competed to provide wide range of tools and fill the gap between management tools and reality. This course also exposes students to various management consulting practices. As a potential consumer or a provider of a consulting product, students will be able to get indispensable knowledge and realistic perspective on the fast-paced world of management consulting.

Delivery Methods The class will be held on line. I l̓l reserve a class and email you the link. You access Zoom though the link. If the situation improves later, we might consider switching back to a classroom format. The course will use problem solving and case discussion in workshop style as a main pedagogical method. It relies heavily on students ̓pre-study of teaching materials. Students are expected to perform all reading assignments and exercises prior to attending a class. In each class, a short lecture, student presentations and discussion, and problem solving activities will follow. Also a quiz will be given frequently to motivate students ̓preparation.

Assessment The final grade will be based on the following factors: Class Participation 5%

Group Presentation 10% Quizzes 10% Individual Reports 15% Final Exam 40% Case Reports 20% Total 100% Group presentation will be held in a classroom in week 8. In case that is not feasible, the 10% mark for the presentation will be reallocated to the group case reports (20% → 30%). Likewise, if the final test is not feasible, it will be replaced with another individual report.

Prerequisites Financial Accounting (ACT1010) or an equivalent course elsewhere Textbook(s) Required:

a)Title: Managerial Accounting : Creating Value in a Dynamic Business Environments, b)Edition: 12, c)Author: Hilton, R. and Platt, D, d)Publisher: McGraw-Hill , e)Year: 2020, f)ISBN: 978-1260566390 Reference Books / Journal Articles: a)Title: Cost Accounting: A Managerial Emphasis, b)Edition: 14, c)Author: Datar, S., Foster, G, Rajan, M, Ittner, C and Horngren, T , d)Publisher: Prentice-Hall, e)Year: 2012, f)ISBN: 978-0273753872 a)Title: Cost & Effect, b)Edition: 1, c)Author: Kaplan, R. and Cooper, R, d)Publisher: Harvard Business School Press, e)Year: 1997, f)ISBN: 978-0875847887

Note on Textbooks and Reference Books

Class Outline Session Theme / Case Readings / Study Questions 1 Introduction Chapter 1. Changing Role of

Managerial Accounting Appendix III 1-6, 12, 13, 24

2 Cost concept Chapter 2. Basic Cost Management Concepts Chapter 6. Cost Behavior (read pp268-275) 2-1, 2, 6, 7, 18, 19, 26, 28, 31, 42, 50, 6-4

3 Cost Estimation Chapter 3. Product Costing in a Batch Production 3-2, 5, 6, 10, 16, 19

4 Cost Estimation Chapter 3. (Continued) 3-30, 32, 44, 50, 53 (1-3), 60

5 Cost Estimation Chapter 3. (Continued) 3-53(1-3), 58

6 Activity Based Costing Chapter 5. Activity Based Costing (ABC) 5-6, 7, 10, 11, 14, 26, 27, 46, 50

7 Activity Based Costing Individual Report Assignment I Due Chapter 5. Activity Based Costing (ABC) (Continued)

8 Activity Based Management

Chapter 5. Activity Based Management Chapter 15. Target Costing (pp681-686) 5-35, 63, 65

9 Cost-Volume-Profit Analysis

Chapter 7. Cost-Volume-Profit Analysis (Appendix included) 7-2, 5, 6, 9, 13, 16, 18, 25, 28, 35, 45

10 Profit Planning Chapter 9. Profit Planning (Budgeting) 9-1, 14, 16, 21, 24, 29, 34

11 Responsibility Accounting Standard Costing

Individual Report Assignment II Due Chapter 12. Responsibility Accounting Chapter 10. Standard Costing (skip Appendix) 12-1, 2, 3, 10, 11, 14, 27, 30, 32 10-2, 6, 9, 15, 21, 22, 30, 35, 40

12 Standard Costing Balanced Scorecard Flexible Budgeting

Chapter 10. Standard Costing (Continued) Chapter 12. Balanced Scorecard (self-study, read pp534-548) Chapter 11. Flexible Budgeting and Overhead (skip Appendix) 12-19, 24 11-2, 3, 7, 9, 11, 12, 16

13 Flexible Budgeting Investment Center Evaluation

Chapter 11. Flexible Budgeting and Overhead (Continued) Chapter 13. Investment Center 11-26, 28, 30 13-5, 7, 8, 14, 19, 29

14 Transfer Pricing Chapter 13. Transfer Pricing 13-20, 34, 49

15 Case presentation and discussion: TBA

16 Case presentation and discussion: TBA

Chapter 14. Decision Making (skip Appendix, self study) 14-7, 8, 10, 14, 31, 33, 36, 41, 49, 52

Others 1. The class starts from April 1. Once you registers, you will get a notice from me. 2. The course outline is tentative. The case assignment will be adjusted later based on the situation. 3. No audit or no withdrawal is allowed.



ACT4120101 Course title International Taxation

Name of Instructor Fujimoto, Noriko Credits 1


Office#

Office Hours

E-mail


Tue.4〜5 4/14, 4/21, 4/28, 6/2

Course Description

The main purpose of this course is to obtain basic understanding of Japanese domestic tax laws and international taxation. This course also attempts to summarize the laws related to investment transactions from overseas to Japan. By taking this course, students will not only have broad information of business practices and taxation in Japan but also be aware of on-going international taxation issues.

Delivery Methods This course mainly consists of lectures and discussions based on actual stories. The students will learn more about tax examination procedures by watching DVD. This course also extends opportunity of making team presentation on basic concept of foreign tax credit by a case study from Harvard business school. Course material includes books released by KPMG, information provided by Ministry of Finance, National Tax Agency and JETRO (Japan External Trade Organization).

Assessment 1. Class attendance 25% 2. Team Presentation 25% 3. Class Participation 25% 4. Take-home-examination 25% *April 28st Examination release May 12th Answer sheet submission

Prerequisites Textbook(s) Required:

a)Title: Taxation in Japan 2019, b)Edition: 2019, c)Author: , d)Publisher: KPMG, e)Year: 2019, f)ISBN: Reference Books / Journal Articles: a)Title: Investing in Japan , b)Edition: , c)Author: , d)Publisher: JETRO, e)Year: 2019, f)ISBN: a)Title: Learning More About Taxes , b)Edition: , c)Author: , d)Publisher: Ministry of Finance , e)Year: 2019, f)ISBN: a)Title: International taxation , b)Edition: , c)Author: , d)Publisher: National Tax Agency, e)Year: , f)ISBN:


1.Harvard Business School/9-206-014/August 16,2005 2.DVD: A taxing woman

Class Outline Session Theme / Case Readings / Study Questions 1 Introduction/Tax and -Self introduction

business environment in Japan

-Form of entry to Japanese market -Major taxes in Japan -Labor environment in Japan -Discussion/Karoshi

2 International taxation -Tax convention -OECD/BEPS -Discussion/Panama papers

3 International taxation -Foreign Dividend Exclusion -Transfer Pricing -Anti-Tax Haven Rules -Foreign Tax Credits -Thin-Capitalization -Earning Stripping Rules -On site drill/Transfer Pricing Foreign Tax Credit

4 Taxation in Japan -Corporate Tax -Individual Tax -Consumption Tax -Inheritance tax and Gift tax -Discussion/OreOre Sagi

5 Case Study/Class Presentation

Note on International tax regimes/Harvard Business School

6 Case Study/Class Presentation

Note on International tax regimes/Harvard Business School

7 Tax administration in Japan

-Tax investigation

8 Tax administration in Japan

-DVD study/A taxing woman

Others Up to 10 students



FIN4200101 Course title Risk Management

Name of Instructor Chuang, Hongwei Credits 2


Office#

Office Hours by appointment

E-mail


Mon.6〜7

Course Description Course rationale:

Risk management is often described as being an independent activity of the firm, different from generating revenue. Most micro/macro models start from a framework of certainty and add an error term, a risk term to represent uncertainty. When describing predicted actions that arise from these models, the error or uncertainty term disappears because the modelers assume that it̓ s best to take expectations as their best guess as to future outcomes. However, they are usually biased as the evidence of the 2008 crisis that has already shown the failure of those models and highlighted again the importance of risk management. Risk management is a part of an optimization program, the tradeoffs between risk and return. The boards of banks or corporations are responsible for understanding and challenging the optimization problem where there are always tradeoffs between risk and return. This course is mainly designed to understand such an optimization problem which involves deciding on the level of capital employed not only for working capital, or physical investment capital, or human capital but also the amount of risk capital in deciding on the profitability of various business lines and how they coordinate with each other. Learning objectives: After the global financial crisis of 2007‒2009, the world has changed and realized that there is a large separation between the technocrats who build risk-management models and systems and those who should be using them. The model builders seem to be too far from economics, understanding what risk management can and cannot do and how to structure the risk management problem. Managing risk is at the core of managing any financial organization. Therefore, the learning objective (LOs) of this course are: 1. L4-3 (for 2-year MBA): Demonstrate the ability to interpret concepts and data; 2. L5-2 (for 2-year MBA): Demonstrate understanding of Finance knowledge; 3. L6-1 (for IMBA): Ability to apply the concepts of strategic management, recognizing internal and external strategic contexts; and 4. To bridge that gap and bring academic research together with applications and implementation. This course provides fundamental knowledge for the certificate of Financial Risk Manager (FRM) including risk measurement and quantitative tools which are critical aids for supporting risk management. However, quantitative tools alone are no substitute for judgment, wisdom, and knowledge. Managers within a financial

organization must be, before anything else, risk managers in the true sense of managing the risks that the firm faces. All risk management systems require a careful combination of academic modeling and research with practical applications. While academic research has made a major contribution to risk management techniques, the practice must be aware of the underlying assumptions of these models and in what situations they apply or donʼt apply and adjust them accordingly. Practical applications include understanding data issues in providing inputs to these risk models and in calibrating them consistent with underlying economics.

Delivery Methods Due to the concern of Coronavirus-infected Pneumonia, this course will be conducted online. Slides and course materials will be distributed via email/IUJ Google Drive. The understanding level of students will be upon their own participation/discussion, homework, and case study presentation/conference attending. Further, in order to learn more applicable knowledge from industry, the instructor has a tentative plan to attend the (virtual) conference held by SAS company such as SAS Forum Japan 2020 (date to be determined).

Assessment Grades are based on total points earned on: I Attendance/Conference individual 10%+25%=35% II Homeworks individual 2*20%=40% III Case study/Presentation group 25%

Prerequisites Corporate Finance (FIN 1010) Textbook(s) Required:

Reference Books / Journal Articles: a)Title: Enterprise Risk Management, b)Edition: 2, c)Author: James Lam, d)Publisher: Wiley, e)Year: 2014, f)ISBN: 978-1118413616 a)Title: Implementing Enterprise Risk Management, b)Edition: 1, c)Author: James Lam, d)Publisher: Wiley, e)Year: 2017, f)ISBN: 978-0471745198 a)Title: Risk Management and Financial Institutions, b)Edition: 4, c)Author: Hull, J. C., d)Publisher: Wiley, e)Year: 2015, f)ISBN: 978-1118955949 a)Title: Quantitative Risk Management: Concepts, Techniques and Tools, b)Edition: 2, c)Author: Alexander J. McNeil, Rüdiger Frey, and Paul Embrechts, d)Publisher: Princeton University Press, e)Year: 2015, f)ISBN: 978-0691166278


Class Outline Session Theme / Case Readings / Study Questions 1 I. Risk Management in

Context Ch1. Introduction Ch2. Lessons Learned

ERM CH1-4

2 I. Risk Management in Context Ch3. Concepts and Processes Ch4. What is ERM?

ERM CH1-4

3 II. The Enterprise Risk Management Framework Ch5. Corporate

ERM CH5-11

Governance Ch6. Line Management Ch7. Portfolio Management

4 II. The Enterprise Risk Management Framework Ch8. Risk Transfer Ch9. Risk Analytics Ch10. Data and Technology Ch11. Stakeholder Management

ERM CH5-11

5 III. Risk Management Applications Ch12. Credit Risk Management

ERM CH12

6 III. Risk Management Applications Ch12. Credit Risk Management

ERM CH12

7 III. Risk Management Applications Ch13. Market Risk Management

ERM CH13

8 III. Risk Management Applications Ch13. Market Risk Management

ERM CH13

9 III. Risk Management Applications Ch14. Operational Risk Management

ERM CH14

10 III. Risk Management Applications Ch14. Operational Risk Management

ERM CH14

11 III. Risk Management Applications Ch15. Business Applications

ERM CH15

12 III. Risk Management Applications Ch16. Financial Institutions

ERM CH16

13 IV. ERM Implementation Ch24. Risk-Based

ERM CH24

Decision Making 14 Case study &

Presentation TBA

15 Conference Attending TBD 16 Conference Attending TBD

Others



FIN4400101 Course title Advanced Corporate Finance

Name of Instructor Chow, Yuen Leng Credits 2


Office#

Office Hours By appointment

E-mail


Mon.2〜3

Course Description This course introduces the financial analysis of capital investments and projects.

Recent rapid technological innovation and globalization change existing business faster than ever. Companies must modify their business models all the time. Business reorganization such as M&A might be needed. These considerations should be based on how these actions improve the enterprise value. This course provides basic financial tools for decision making such as cost-volume-profit analysis, forecasting future cash flows, and discount cash flow method to calculate the enterprise value, etc. We also discuss sophisticated methods such as real options which can incorporate the flexibility of strategy into valuation. Course Learning Objectives This course is primarily designed to provide, through cases and lectures, in-depth analyses of concepts and techniques used in capital budgeting. We deal with standard discount cash flow (DCF) methods to evaluate the value of the corporation. We start from the concept of future and present values, interest rates, compound interest. We also learn capital asset pricing model (CAPM) to consider the appropriate discount rate to apply DCF. We also introduce the concept of risk-neutral valuation if estimation of discount rate is difficult. We will learn the basics of financial statements and their analysis in order to forecast the future cash flows. Traditional DCF may not be able to capture the flexibility of managerial decision making. We study real options and how to apply this approach into the valuation. Upon completion of this course, students will be able to: (1) Make investment decisions; (2) Utilize financial statements to evaluate the corporate value; and (3) Apply several capital budgeting tools in real world settings. Career Relevance The basic knowledge of corporate finance is necessary in decision making and implementation of the corporate strategy. Knowledge of corporate finance is essential for managers of both financial and non-financial institutions. Knowledge of corporate finance is not only for financial managers but also for any other types of employee at the corporation. Sales person, non-financial managers, and even engineers could have communication tools with financial managers. By knowing corporate finance, all employee could commit to the corporation in order to improve the corporate values. As for financial professionals, they could make appropriate decision which could improve the corporate values. These knowledge are typically important for Japanese managers as many Japanese corporations suffer from low

valuation in the stock markets in comparison to other stock markets. Course Context or Rationalization This course is related to financial statement and business analysis, debt financing, bond markets, portfolio management, derivatives securities, and risk management. In order to take advanced courses in finance, knowledge taught in the corporate finance course is vital. Advanced corporate finance requires quantitative skills for valuation. Corporate finance cover basic skills in valuation extensively.

Delivery Methods Course materials consist of cases, power point slides, book chapters, various articles, a few exercise problems, homework pieces, and the final report at the end of the term. The final report involves the valuation techniques learnt in class. Power point slides and other class materials will be distributed via email. The level of students understanding will be checked by means of case analysis and scheduled presentation throughout the term. All students are required to analyze all cases before classes for active discussion while only two or three groups are asked to present each case per week. Full preparation and attendance are both required for all of the scheduled sessions in this course. All students are expected to be actively involved in class discussion, especially, in case discussions.

Assessment 1. Assignments (Individual) 40% 2. Project (Group) 20% 3. Case Analysis/ Write-ups (Group) 30% 4. Participation/ Active Involvement in Discussion (Individual) 10% Assignments: There will be two assignments to be completed in this course. Students may discuss these assignments with their fellow students. However, each student is expected to complete and hand in each assignment individually. Each assignment is to be turned in at the beginning of class on the due date. Project: There will be a project to be presented at the end of the course. Students will have to conduct an in-depth case study of a publicly listed company and discuss issues related to capital structure, corporate governance or sustainability efforts. Case Presentations: Students will be asked to form into teams. Each team will be asked to present one case and turn in a write-up for the case they present. The team must fully discuss each case and present solutions and alternatives. Participation: Students are encouraged to come fully prepared for class and actively participate in the class discussions in order to better comprehend the materials taught in class. Students who contribute to the class discussions will be awarded class participation points.

Prerequisites Corporate Finance and Financial Accounting or consent of instructor Textbook(s) Required:

Reference Books / Journal Articles: a)Title: Corporate finance, b)Edition: , c)Author: Jonathan Berk, Peter DeMarzo,Berk, Jonathan,DeMarzo, Peter M.,, d)Publisher: Pearson, e)Year: 2017, f)ISBN: 9780134083278

a)Title: Principles of Corporate Finance, b)Edition: 13, c)Author: Richard Brealey, Stewart Myers, Franklin Allen, d)Publisher: McGraw Hill, e)Year: 2020, f)ISBN: 9781260013900


Journal Articles, Case materials

Class Outline Others



FIN4420101 Course title M&A and Restructuring

Name of Instructor Hiraki, Takato Credits 2


Office#

Office Hours Tursday 10:30 am - 14:30 pm

E-mail


Thu.4〜5

Course Description Upon completion of this course, the students enrolled will be able to:

1) Use valuation techniques along corporate restructuring and M&A strategies, 2) Assess deriving factors behind corporate restructuring and M&A transactions, 3) Establish economic perspectives to social impacts of corporate restructuring and M&A transactions. This course is useful for student careers in financial advisory as well as in corporate financial management in a global context. Financial advisories, for example, help facilitating various forms of corporate transactions including corporate restructuring and M&As. The student analytical skills required for financial advisory should advance through carefully selected cases. The course is organized in a valuation context in each case categorized by asset transaction and finance type. Thus, the students are expected to explore todayʼs one of the most exciting real world business transactions.

Delivery Methods Course materials consist of HBS cases, and various journal and internet articles for class discussion. For each class, related questions to class discussion are provided in advance. The final examination at the end of the term takes a take-home case write-up form. Power points slides and other class materials will be uploaded to network course folders. All students should be fully prepared to attend each class meeting and are expected to be active in class discussion.

Assessment Participation to Class Discussion (by 30%) Case Presentation (by 20%) Homework (by 20%) Case Write-up as Final Exam. (by 30%) Students are asked to form a study group consisting of two to three. Each group is expected to meet the instructor weekly on a rotation basis at least twice during the term. Each HBS case will be assigned to one of the groups along the schedule of case presentation.

Prerequisites Corporate Finance and Investments (preferred) Textbook(s) Required:

Reference Books / Journal Articles: a)Title: Fundamentals of Corporate Finance, Asia Global Edition, b)Edition: 2nd, c)Author: Ross, S.A., R.W. Westerfield, J. Jaffe, et al., d)Publisher: McGraw-Hill

Education, e)Year: 2015, f)ISBN: 9814595047 a)Title: Mergers, Acquisitions, and Other Restructuring Activities, b)Edition: 10th, c)Author: D. M. DePamphilis, d)Publisher: Acedemic Press, e)Year: 2019, f)ISBN: 9780128150757 a)Title: Principles of Corporate Finance, b)Edition: 12th Ed., c)Author: R. Brealey, S. Myers, and F. Allen, d)Publisher: McGraw-Hill Education, e)Year: 2016, f)ISBN: 978-1260565553


HBS Cases, main materials, appear in each weekly schedule and case questions are separately provided in the course folder.Class notes are also saved in the class folder set in the network computer.

Class Outline Session Theme / Case Readings / Study Questions 1 Week 1 (1)

Introduction Overview: What Are Corporate Restructuring and M&A? Required Reading: D: Part I. 1. ; BMA: PART 10

2 Week 1 (2) Multiples

Valuation using “multiples” in asset or ownership transactions.

3 Week 2 (1) Valuation for Asset Transaction

Multiples, DCF (WACC, APV and FCF) and Real Options Required Reading: Damodaran, “Living with Noise: Valuation in the Face of Uncertainty,” Journal of Applied Corporate Finance, Vol. 22. No. 2, 2013. (also see: his free text homepage at NYU Stern School)

4 Week 2 (2) Valuation for Asset Transaction Mini cases: TBA

Numerical Examples through mini cases

5 Week 3 (1) Equity Carve-outs

Carve-out Transactions: US. vs. Japan

6 Week 3 (2) Equity Carve-outs HBS Case 1

Carve-out Transactions in the U.S. Case 1 : Equity Carve-out E.I. du Pont de Nemours and Co.: The Conoco Split-off (A)

7 Week 4 (1) Equity Carve-outs and Long-run Effects in Japan

Japanese Manufacturing Group Formation and Re-integration: Going public and goring private

8 Week 4 (2) HBS case 2

Case 2: NEC Electronics (once used in Japanese Corporate Finance course in

Winter 2020.) 9 Week 5 (1) Corporate

Spin-offs Corporate Break-up Transaction: Spin-offs, Carve-outs and Targeted Stocks: Three break-up transactions

10 Week 5 (2) HBS Case

Case 3: Kerr-McGee

11 Week 6 (1) Real Option in M&A

Real Options in M&A Reading:Real Options in the related sections in BMA Book.


HBS Classical Case on the Use of Real Option valuation Case 4: MW Petroleum Corp.(A)

13 Week 7 (1) LBO / MBO

Leverage and Equity Transactions D: Chapter 13 (buyouts in a more general context and see how special LBO and MBO are) HBS Classical Case of LBO Leverage and Equity Transactions D: Chapter 13 (buyouts in a more general context and see how special LBO and MBO are)


Case 5: RJR Nabisco (We discuss a HBS Classical Case of LBO and learn full-scale valuation of acquisition target.)

15 Week 8 (1) Bankruptcy and Reorganization

Bankruptcy and Debt Restructuring


U.S. auto industry during the global financial crisis: Case 6: Chryslerʼs Sale to Fiat

17 Case Write-up as a final report

Hostile Takeovers in Global Context Required Reading: D: Chapter 17 (Cross-Border M&A) Case 6: Rocheʼs Acquisition of Genentech

Others None.



ITC4110101 Course title Data Analytics and Artificial Intelligence

Name of Instructor Aung, Zaw Zaw Credits 2


Office#

Office Hours Monday - Friday 13:00- 15:00

E-mail


Thu.2〜3

Course Description Artificial intelligence (AI) is rapidly emerging as the most important digital core

technology of our time. Recent advances, particularly in machine learning ̶ its ability to take over various complex human tasks - have led to widespread use of AI applications in almost all industries. This game changing technology can help accomplish many business activities with greater accuracy and at a fraction of the time it would take humans to do the same. AI offers a way to trace the patterns in data that are undetectable by humans and helps businesses and the managers to do many tasks in profound ways. The course provides you an introduction to the key concepts and techniques of machine learning and AI and how they fit in with your business goals. This course offers the tools and expertise needed for young managers to optimize their approach and be fully prepared to enter the field of AI. This course offers a range of methods, tools and strategies to help people from different educational backgrounds adapt to the learning process. This course will give you: - A contextual understanding of AI, its history, and evolution, helping the MBA candidates to make relevant predictions for its future trajectory. - The ability to identify and assess the possibilities for AI in your organization and build a business case for its implementation. - A strong conceptual understanding of the technologies behind AI such as machine learning, deep learning, neural networks, and algorithms.

Delivery Methods This course include lectures, case discussions, take home exercises and AI project experiments.

Assessment Class Participation: 40% Individual Essay: 30% AI Project (Group Report): 30% (Class participation includes - case assignment reading, discussion, take home exercise, lab sessions and attendance)

Prerequisites No Textbook(s) Required:

Reference Books / Journal Articles:


Class Outline Week 1: Artificial intelligence ecosystem Week 2: AI and machine learning: Understanding the black box Week 3: Understanding deep learning and neural networks Week 4: Working with intelligent machines, when, and when not, to rely on AI Week 5: How to drive AI in your business Week 6: Building AI Projects, how to collaborate with AI specialists and data scientist Week 7: AI Project: Hand-on experience Week 8: The ethics of artificial intelligence, The impact on society

Others 30



JDP4060101 Course title Business Leaders in Japan

Name of Instructor Kikkawa, Takeo Credits 2


Office#

Office Hours Fri 12:00-13:00

E-mail


Fri.2〜3

Course Description The learning objectives of this course are two-fold. One is to give the students a

broad understanding on how Japanese business leaders acted in the process of the industrialization and economic growth. Another is for the students to learn logical frameworks on entrepreneurship in general. The beginning two sessions focus on historical overview of the Japanese business leaders from the Meiji Restoration of 1868 to the present time. The next twelve sessions discuss on representative leaders, Shibusawa Eiichi, Kobayashi Ichizo, Toyoda Kiichiro, Nishiyama Yataro, Idemitsu Sazo, Matsushita Konosuke, Ibuka Masaru, Morita Akio, Honda Soichiro, Fujisawa Takeo, Doko Toshio, Inamori Kazuo, Suzuki Toshifumi, Yanai Tadashi, and Son Masayoshi. The last two sessions summarize the whole contents of the course and have a general discussion on entrepreneurship. The first thirty minutes of Session 3 to 14 are spent by instructorʼs lecture based on documents distributed beforehand, and the rest time is devoted to open discussion based on Studentʼs memo. Students are asked to submit discussion memo (one page) for several sessions to be used in the class except the first day of the course. The deadline for e-mail submission to the instructor is the midnight on Tuesday before the designated Friday class.

Delivery Methods Assessment Class participation and discussion: 40%

Memo submission: 30% Term paper: 30%

Prerequisites None Textbook(s) Required:



Class Outline Session Theme / Case Readings / Study Questions 1 Orientation ----/what and how to learn in

this course 2 Overview Document on the overview of

the Japanese business leaders/ What is the historical context?

3 Shibusawa (1) Document on the Japanese industrialization/ What are the

conditions? 4 Shibusawa (2) Document on Shibusawa

Eiichi/how to contribute to the industrialization

5 Kobayashi Document on Kobayashi Ichizo/how to lead urbanization

6 Toyoda Document on Toyoda Kiichiro/how to establish the automobile industry

7 Nishiyama & Idemitsu Document on Nishiyama Yataro & Idemitsu Sazo/how to lead the “Japanese Miracle”

8 Matsushita Document on Matsushita Konosuke/how to lead “Consumption Revolution”

9 Ibuka & Morita Document on Ibuka Masaru & Morita Akio/how to found SONY

10 Honda & Fujisawa Document on Honda Soichiro & Fujisawa Takeo/how to found HONDA

11 Doko Document on Doko Toshio/how to rebuild companies and the country

12 Inamori Document on Inamori Kazuo/how to make a new entry

13 Suzuki Document on Suzuki Toshifumi/haw to make an innovative “Convenience Store System”

14 Yanai & Son Document on Yanai Tadashi & Son Masayoshi/how to take risks for innovations

15 Summary ----/What is the common logic of the Japanese business leaders?

16 General discussion ----/What is learned in the course?

Others



JDP4070101 Course title Monozukuri (Manufacturing) Management in Japan

Name of Instructor Fujimoto, Takahiro, Heller, Daniel Arturo, Aoki, Katsuki, Higashi, Hidetada, Yasumoto, Masanori, Yokozawa, Kodo

Credits 2


Office#

Office Hours

E-mail


Sat.3〜4

Course Description Japanese manufacturing has become synonymous with high quality, low cost, and

timely delivery. In this course, we will examine how and why Japanese firms are able to achieve the right mix of QCD, while also pursuing the flexibility and continuous improvement needed to be competitive over the long term. We will introduce the Japanese word, monozukuri (which covers product development, manufacturing, and sales), to provide a unifying view of customer-centric management that extends beyond a narrow understanding of “making things” into service management and innovation.

Delivery Methods The course will be taught through lectures and class discussion. Assessment We expect all students to engage actively the readings and lecture material during

class. As the primary way to measure each studentʼs participation and engagement of the class material, a 1-page reaction document about the reading(s) for that class must be submitted at the beginning of each class (50% of grade). A longer test, which will cover the content of the whole course, will be given in the last class (50% of grade).

Prerequisites Textbook(s) Required:

a)Title: Industrial Competitiveness and Design Evolution, b)Edition: 1, c)Author: Fujimoto, T. and Ikuine, F., eds.,, d)Publisher: Springer, e)Year: 2018, f)ISBN: 9784431551447 Reference Books / Journal Articles: a)Title: Product Development Performance : Strategy, Organization, and Management in the World Auto Industry, b)Edition: , c)Author: Kim B. Clark, Takahiro Fujimoto,Clark, Kim B.,藤本, 隆宏,, d)Publisher: Harvard Business School Press, e)Year: 1991, f)ISBN: 0875842453 a)Title: Industries and Disasters: Building Robust and Competitive Supply Chains, b)Edition: , c)Author: Fujimoto, T. and Heller, D.A., eds., d)Publisher: Nova Science, e)Year: 2017, f)ISBN: 1536129069 a)Title: Industrial Competitiveness and Design Evolution, b)Edition: , c)Author: Fujimoto, T. and Ikuine, F., eds., d)Publisher: Springer, e)Year: 2018, f)ISBN: 9784431551447 a)Title: Japanese management in evolution : new directions, breaks, and emerging practices, b)Edition: , c)Author: edited by Tsutomu Nakano,中野, 勉, 経営学,, d)Publisher: Routledge, Taylor & Francis Group, e)Year: 2018, f)ISBN: 1138673366

a)Title: Kaizen (Ky'zen) : the key to Japan's competitive success, b)Edition: , c)Author: Masaaki Imai,今井, 正明,, d)Publisher: McGraw-Hill Pub. Co., e)Year: 1986, f)ISBN: 007554332X a)Title: The Toyota way to service excellence : lean transformation in service organizations, b)Edition: , c)Author: Jeffrey K. Liker, Karyn Ross,Ross, Karyn,Liker, Jeffrey K,, d)Publisher: McGraw-Hill Education, e)Year: 2017, f)ISBN: 1259641104 a)Title: Designing the Future: How Ford, Toyota, and other World-Class Organizations Use Lean Product Development to Drive Innovation and Transform Their Business, b)Edition: , c)Author: Morgan, J. M., & Liker, J. K., d)Publisher: McGraw-Hill Education, e)Year: 2018, f)ISBN: 1260128784 a)Title: Platform Revolution, b)Edition: , c)Author: Parker, G.G., Van Alstyne, M.W., and Choudary, S.P., d)Publisher: Norton, e)Year: 2016, f)ISBN: 0393249131 a)Title: Information rules : a strategic guide to the network economy, b)Edition: , c)Author: Carl Shapiro and Hal R. Varian,Shapiro, Carl,Varian, Hal R.,, d)Publisher: Harvard Business School Press, e)Year: 1998, f)ISBN: 978-0875848631


• Aoki, K. and Lennerfors, T.T. (2013a) The new, improved keiretsu. Harvard Business Review, 91(9), pp.109-113. • Aoki, K. and Lennerfors, T.T. (2013b) “Whither Japanese Keiretsu?: The Transformation of vertical Keiretsu in Toyota, Nissan and Honda 1991-2011”. Asia Pacific Business Review, 19(1): 70-84. • Aoki, K., Staeblein, T. and Tomino, T. (2014) Monozukuri capability to address product variety: A comparison between Japanese and German automotive makers. International Journal of Production Economics, 147, pp.373-384. • Fujimoto, T. (2001) The Japanese automobile parts supplier system: the triplet of effective inter-firm routines. International Journal of Automotive Technology and Management, 1(1): 1-34.

Class Outline Session Theme / Case Readings / Study Questions 1 4/4

The Basics of Manufacturing-Monozukuri Management (FUJIMOTO, Takahiro)

[READINGS: Fujimoto and Ikuine (2018)]

2 4/11 Japanese Monozukuri Management Overseas -- Anxiety that drives kaizen: When does anxiety hamper or facilitate kaizen? (YOKOZAWA, Kodo)

[READING: Imai (1986)]

3 4/18 Monozukuri and the

[READING: Heller and Fujimoto (2017)]

Japanese Auto Industry (HELLER, Daniel)

4 4/25 Supply Chain Disruption and Recovery at Toyota (HELLER, Daniel)

[READING: Fujimoto and Heller (2017)]

5 5/9 Japanese Supplier System (AOKI, Katsuki)

[READINGS: Aoki and Lennerfors (2013a, 2013b), Aoki et al. (2014), Fujimoto (2001)]

6 5/16 Product Development of Japanese Manufacturing Firms: Products and Services (HIGASHI, Hidetada)

[READINGS: Liker & Ross(2016), Morgan & Liker (2018)] [SUPPLEMENTARY READING: Clark and Fujimoto (1991)]

7 5/23 Understanding the relevance of technology platforms to firms' knowledge: The challenge and issues facing Japanese firms in the digital age (YASUMOTO, Masanori)

[SUPPLEMENTARY READINGS: Fujimoto and Ikuine (2019), Parker et al. (2016), Shapiro and Varian (1999)]

8 5/30 (8:50-10:20, 10:30-12:00) Japanese Manufacturing in the Era of Digitization: The Capability-Architecture-Performance Approach (FUJIMOTO, Takahiro)

[READING: Fujimoto and Ikuine (2018)]

Others



MCM4100101 Course title Business Presentation

Name of Instructor Ahmed, Mohammed Khurshid Credits 2


Office#


E-mail


Tue.4〜5

Course Description “Presentation is the killer skill we take into the real world.”--The McKinsey Mind.

This course could also be called “Power Presentation." It is intensive and fast-paced. It has highly interactive and enjoyable classroom dynamics mainly because of active participation and positive contributions by the students. It is both a deeply conceptual and a highly practical course. It focuses on developing “presenterʼs mindset” and “psychological presence,” as well as, practical skills for effective presentations as applicable to individuals in leadership positions in organizations. It builds up one's psychological confidence as a presenter in front of an audience. The course is designed to increase your understanding and awareness about the importance of persuasive communication, to learn more about the concepts and theories associated with it and how to apply them in a simple, practical, logical, and thoughtful way. Fundamental to this is influence, or how you move people to your way of thinking with or without formal authority. The success of anything you set out to achieve in business or profession will depend largely on your ability to influence others to support, act, fund, buy, vote, or influence yet others. This course will help you to analyze audience, develop arguments, test your ability to persuade and influence in speaking, and to improve your overall ability to effectively communicate as leaders. More specifically, at the conclusion of this course, students should: ・ be able to speak simply, logically and assertively ・ be more confident, understand nervousness and be able to work to overcome it ・ be able to structure and deliver a clear, logical, prepared presentation to an audience, based on value to the audience ・ understand the concept of messaging, and know how to find, construct and deliver a strong and sticky message ・ understand how, and be able, to constructively address emotion in an audience through verbal and nonverbal communication ・ be able to give and receive constructive feedback

・ understand influence, and how to influence decision making and behavior using verbal persuasion The short-term benefit of this course will be your ability to formulate and deliver effective class presentations during your IUJ study. In the long run, you will develop communication skills vital for your professional development and advancement.

Delivery Methods This is an online course offered through Zoom. There will be sixteen 90-minute sessions, spread over eight weeks. Classes will consist of interactive lectures, group discussion, and presentation activities. In addition, Google Classroom will be used to share course information and materials and participate in any written class discussions and communications. This course is designed to develop both sound conceptual understanding and practical skills. Hence, presentation training occupies 50% of the classroom time. The training part is highly individualized. Since this is an online course, the focus of the presentation delivery will be on “presenting to the virtual audience” and “talking to the camera.” The course consists of lectures, group discussions, interactive exercises, and a series of individual & team presentations with immediate constructive feedback. In addition to text materials from various sources, the course will make use of a series of selected TED-talks for modelling and in-class discussions. Examples of expert presenters and presentation commentators from YouTube and other video sources will also be used. Each week, the sessions will usually begin with individual presentation activities, applying the learning and giving and receiving feedback. There is as much practice as possible in speaking in group environment, and receiving helpful feedback from peers, the TA and the instructor. During the follow-up session, there will be interactive lectures and active discussions, leading to assigned presentation and discussion activities for the following week.

Assessment Regular and timely attendance, active class participation, positive contributions to class dynamics & group work, and persistent individual efforts are crucial parts of the learning experience in this course. The final grade will be based on: o Team presentations (mid-term and final): 50% o Individual practice presentations: 20% o Regular and timely attendance: 10% o Engagement, as demonstrated by consistent and clear presence in the Zoom gallery, preparedness based on assigned readings, active involvement in and positive contributions to class activities and discussions, giving and receiving peer feedback comments, and positive group work for team presentations: 20%

Prerequisites This course does not require any prior training or experience in oral presentations. However, students with prior training or experience will also find this course useful

to further develop their conceptual understanding and practical skills. 1st-year MBA, E-biz students, and 2nd-year MBA students from GSIM (including exchange program students) may enroll. MA students from GSIR may also enroll.

Textbook(s) Required: a)Title: Powertalk Training Resource Book, b)Edition: , c)Author: Robert Burnside, d)Publisher: , e)Year: , f)ISBN: a)Title: Talk Like TED, b)Edition: , c)Author: Carmine Gallo, d)Publisher: St. Martin's Press, e)Year: 2014, f)ISBN: Reference Books / Journal Articles: a)Title: Presentation Zen, b)Edition: 2nd , c)Author: Garr Reynolds, d)Publisher: New Riders, e)Year: 2012, f)ISBN: a)Title: Presenting to Win, b)Edition: , c)Author: Jerry Weissman, d)Publisher: Pearson Education, e)Year: 2009, f)ISBN: a)Title: Presence, b)Edition: , c)Author: Amy Cuddy, d)Publisher: Little, Brown, and Company, e)Year: 2015, f)ISBN: a)Title: Influence: The Psychology of Persuasion, b)Edition: , c)Author: Robert Cialdini, d)Publisher: Harper Business, e)Year: 2006, f)ISBN: a)Title: The 7 Triggers to Yes: The New Science Behind Influencing People's Decisions, b)Edition: , c)Author: Russell Granger, d)Publisher: McGraw-Hill, e)Year: 2008, f)ISBN: a)Title: To Sell is Human: The Surprising Truth About Moving Others, b)Edition: , c)Author: Daniel Pink, d)Publisher: RiverHead Books, e)Year: 2012, f)ISBN: a)Title: The Story Teller's Secret, b)Edition: , c)Author: Carmine Gallo, d)Publisher: St. Martin's Press, e)Year: 2016, f)ISBN: a)Title: Sell with a Story, b)Edition: , c)Author: Paul Smith, d)Publisher: AMACOM, e)Year: 2016, f)ISBN: a)Title: Brain Rules, b)Edition: , c)Author: John Medina, d)Publisher: Pear Press, e)Year: 2009, f)ISBN: a)Title: TED Talks: The Official TED Guide to Public Speaking, b)Edition: , c)Author: Chris Anderson, d)Publisher: Nicholos Brealey Publishing, e)Year: 2016, f)ISBN:


Business case: The Toronto-Dominion Bank: Customer Service Index (A) [Note: The mid-term and the final team presentations will be based on this case. Each group will prepare and make their presentation separately on this case. Detailed guidelines will be given in the class.]

Class Outline The course will be structured in terms of four 2-week modules, beginning week 2. Each module will cover key topics and activities. Hence, the following schedule is organized in terms of 2-week modules. Class Outline In addition, each week will consist of two sessions, as follows:

--First session: Applications, practice, feedback (based on presentation assignments) --Second session: Interactive lectures & discussions (leading to next week's applications, practice & feedback) Topics & activities I (Weeks 2-3) --Setting up the class (Zoom, Google Classroom); step-by-step check --Communication, presentation, persuasion --Presentation purpose --Understanding the audience --Core messaging (making a pitch) --Giving & receiving feedback -- Practice & feedback session: Making a pitch Topics & activities II (Weeks 4-5) --Assertiveness, presence, influence --Verbal communication in presentations --Core messaging & its development (elevator speech and its structure & flow) --Practice & feedback session: Elevator speech Topics & activities III (Weeks 6-7) Mid-term team presentations and feedback (recorded) Non-verbal communication in presentations Story telling & emotional engagement Topics & activities IV (Weeks 8-9) --Story telling presentations --Presentation structure, flow, & coordination in final team presentations --Final presentations & feedback (recorded) Note: The above schedule may be slightly modified, depending on pacing and class dynamics. In addition, online delivery of sessions through Zoom may be a factor affecting pacing.

Others This course is online, taught remotely. The instructor will be conducting the sessions from home in Tokyo. At the same time, Eliana Huo (a 2nd year MBA student) will be serving as the Teaching Assistant from the IUJ Campus.



MGT1280101 Course title Corporate Social Responsibility

Name of Instructor Yokose, Tsutomu Credits 1


Office#

Office Hours Tuesday, 9:00-18:00 Wednesday, 9:00-18:00 Other date: By appointment

E-mail


Wed.2〜3 Apr. 1, Apr. 8, Apr. 15, Apr. 22

Course Description During this course the following topics will be covered

• Concept of Corporate Social Responsibility(CSR) • Industry level CSR • Corporate citizenship • Protecting human rights and environment as a company • Country local rules vs global ethical roles • Balance between corporate benefit and strategic risk in social responsibility • The role of leaders in generating CSR strategy Upon completion of this course, student should be able to: ・ Understand and exercise how a company build the strategy in Corporate Social Responsibility, what the responsibility of a corporate in the society, how to balance the benefit among stakeholders. ・ Gain the essential concept, mindset and analytical skills to be a business leader with social responsibility role. This course provide students opportunities to embody their knowledge, concept, theories and learning in the other programs as leaders in the dynamic business environment. At the new start of business career after their graduation, the discussion and practices in this program will help student to have confidence in their leaderʼs tasks. Upon completion of this course, student should be able to: (1) Able to clearly identify the central problem/issue to demonstrate understanding of socially responsible leadership concepts and practices (LG2-1) (2) Able to influence the attitudes and behaviors of others to accomplish a socially responsible goal (LG2-3) (3) Be able to outline strategies for socially responsible companies

(LG2-2)

Delivery Methods Interactive lecture, case study, group discussion and presentation Assessment Overall grading assessment

Learning Objectives Assessment methods (1) (2) (3) Contribution to Class discussion 20% 30% --- Group Presentation 10% 30% 10% Case memo (3 times) 30% 30% 30% Final Report (Individual case analysis)40% 10% 60% Weight on Final Grade 30% 30% 40% Notes: The last row lists the weights of each learning objective on the final grade.




Case Materials: • Class participants are expected to prepare all case study materials in advance to the class with assigned questions, as indicated in the course schedule. Cases; ・ CSR and the Tobacco Industry Universite De Geneve 713-067-1 ・ Royal Dutch/Shell in Nigeria(A) HBS 9-399-126 ・ Apple: Privacy vs Safety? (A) HBS 9-316-069 ・ NESPRESSO: How to protect your brand from social media attacks IMD-7-1772・ Genzymeʼs CSR Dilemma: How to Play its HAND HBS 9-910-407 Recommended Journal Articles and periodicals, etc. : - The Truth about CSR Harvard Business Review ‒ January February 2015,

Class Outline Session Theme / Case Readings / Study Questions

1 - Industry level CSR - Definition of CSR - Stakeholder analysis

2 Case: CSR and the Tobacco Industry (case memo submission)

Assigned questions 1. Who are the stake holders? and what are the key issues? 2. What CSR strategies or initiatives would your recommend to the board? 3. Should the tobacco industry be regulated? To what extent and in what ways?

3 - Influence of market and institutional failures to business - Corporate citizenship - Corporationʼs role in protecting human rights and the environment

4 Case: Royal Dutch/Shell in Nigeria(A) (case memo submission)

Assigned questions 1. Why has Shell become the subject of criticism and controversy? 2. During its time in Nigeria, what, if anything, should Shell have done differently 3. What is your appraisal of Shell̓ s stated business principle of noninvolvement in political matters? 4. As Brian Andersen, what would you recommend to Shell̓ s Committee of Managing Directors regarding the death sentence for Saro-Wiwa and his co-defendants? What, if anything, would you do personally about this matter? 5. What advice would you give Shell̓ s leadership going forward? What the about the liquefied nature gas projects?

5 - New CSR challenges in digital age - Tensions between responsibilities to customers and

responsibility to society - Avoidance or prevention of harms - Reconciliation of potential tensions among business leaderʼs responsibility in global context

6 Apple: Privacy vs Safety? (A) (case memo submission)

Assigned questions 1. If you wee Cook, would you comply with the court order to help the FBI access the data on the iPhone used in the San Bernardino shooting? Why and why not? 2. What are Appleʼs responsibilities for public safety? 3. What are Appleʼs responsibilities for customer privacy? Does Cook have additional responsibilities to take into account in this situation? If so, what are they? 4. Does your answer to providing access vary with the government agency or national government requesting the data? Why or Why not? 5. Is there a way for Cook to resolve the apparent tensions among these various responsibilities?

7 - How to switch from managing daily business into a crisis management mode - How to analyze critical stakeholders during a crisis and assess risks and opportunities - How to protect brand equity during a public attack on the core value of the company and its brand - How to keep a meaningful conversation between

different stakeholders through all appropriate channels - How to measure crisis communication effectiveness by tracking key performance indicators

8 NESPRESSO: How to protect your brand from social media attacks (Group presentation and role playing)

Assigned questions 1. Describe and visualize the value chain “from the crop to the cup” in the example of Nespresso. Donʼt get lost in any detail but focus on the main processes required. Make sure that you donʼt forget “adverting” and “retailing” and “brewing” experience. 2. Which part of Nespressoʼs value chain in Solidar attacking? 3. How would you describe the key elements of the Nespresso brand?

Others



MGT4330101 Course title General Management

Name of Instructor Zhang Zhang, Yingying Credits 2


Office#

Office Hours After class or by appointment.

E-mail


Thu.2〜3

Course Description General Management: Processes and Action (GMPA) focuses on implementation,

and the way that general managers (GM) get things done. Typically, they work through processes ‒ sequences of tasks and activities that unfold over time, such as strategic planning, business development, and budgeting ‒ to move their organizations forward and achieve results. Skills at influencing the design, direction, and functioning of processes is therefore essential to effective GM, and the aim of processes of GMPA is to develop in students a deeper understanding of these activities and their links to performance. It does so by describing a number of critical organizational and managerial processes, outlining their basic elements and operating characteristics, and exploring how they are best influenced and led. Throughout, the focus is on high-level processes that are of interest to GMʼs. Structure After a brief introduction to the process perspective, the course is divided into five parts. Each corresponds to an essential task of general management and the associated processes for carrying it out. Module II focuses on strategic processes ‒ those recurrent tasks, activities, and systems that general managers use to set broad direction and goals. These processes help determine organizational purpose; establish targets; ensure alignment across divisions, functions, and hierarchical levels; and provide ways for capabilities and competitive positioning to evolve over time. The next two modules focus on behavioral processes. Typically, these patterns of behavior become programmed into the organizational fabric; over time, they become accepted as “the way we do things around here”. Modules III and IV focus on two representative examples of these types of processes: organizational learning and decision-making. Learning processes determine how individuals and organizations create, acquire, interpret, transfer, and retain knowledge; they, too, may take a variety of forms. Decision-making processes determine how individuals and organizations overcome conflicts, choose among alternatives, and reach agreement. A variety of approaches are possible, and the cases in this section compare the strengths and weaknesses of different modes of decision-making, as well as the GMʼs role in guiding them. The final two sections of the course shift attention from the organization to individuals. Module V focuses on managerial processes: the patterns of behavior, influence, and action that GMʼs use to oversee the work of subordinates and ensure that goals are achieved. Here, a critical contrast is between formal and informal

approaches, and between processes for managing hierarchical and lateral relations. Some managers use tightly specified control systems to monitor and direct employees; others rely on qualitative information and personal contacts. The strengths and weaknesses of these approaches are explored, as are the associated management styles. There are equally significant differences between the challenges of managing hierarchically ‒ down to subordinates and up to bosses ‒ and laterally to peers, who are either fellow division managers or functional heads. Finally, the last module (VI) focuses on change processes. The challenge of initiating and leading change are described in a number of settings, including rapid growth, maturity, and decline. All require new behaviors and ways of working, and all place extraordinary demands on GMʼs.

Delivery Methods The case method is mainly used for the teaching of this course. The cases to be used are contained in the text book. You are expected to read and analyze them at home prior to the discussion in the class. Apart from these cases, it is assumed that each of you review the readings at the beginning of each Module.

Assessment - Class participation (40%) - Group presentation (20%) - Case Report (20%) - Peer review (20%)

Prerequisites Knowledge of strategic management, accounting, finances, marketing, operations, logistics, etc., is desirable but not unconditional prerequisites.

Textbook(s) Required: Reference Books / Journal Articles: a)Title: General Management: Processes and action, text and cases, b)Edition: , c)Author: Garvín, David, d)Publisher: McGraw-Hill, e)Year: 2002, f)ISBN: a)Title: Reconsidering Change Management: Applying evidence-bases insights in chance management practices, b)Edition: , c)Author: ten Have, Steven; ten Have, Wouter; Huijsmans, A.; Otto,M., d)Publisher: Routledge, e)Year: 2017, f)ISBN:


Class Outline Week Theme/Case Readings/Study questions 1 Module 1: Introduction: The Process Perspective & Strategic Processes Case: Emerging Business Opportunities at IBM Organizational and managerial processes, resource allocation, New business creation, corporate entrepreneurship 2 Module 2: Strategic Processes Case: The National Geographic Society Case: Time Life Setting direction, strategy-making under uncertainty, corporate and divisional perspective

3 Module 3: Learning Processes Case: Childrenʼs Hospital and Clinics Reading: Building a Learning Organization 4 Module 3: Learning Processes Case: MindTree Knowledge management systems, communities of practice 5 Module 4: Decision-Making Processes Case: Ctrip: Scientifically managing travel services (data driven decision making) Consensus and conflict-based decision processes Reading: Making fast Strategic Decisions in High-Velocity Environment 6 Module 5: Managerial Processes Case: Zensar: The future of vision communities Organizational culture, employee involvement and commitment 7 Module 5: Managerial Processes Case: Growing pains at Stroz Friedberg Reading: Transition to General Management 8 Module 6: Change Processes Case: Pepsi̓ s Regeneration, 1990-1993 Reading: Leveraging Processes for Strategic Advantage

Others



MGT4460101 Course title Innovation and New Business Creation

Name of Instructor Wakayama, Toshihiro Credits 2


Office#


E-mail


Mon.4〜5

Course Description Introduction: Creating, Exploiting and Managing Discontinuities

This course is about New Business Creation driven by innovation and related discontinuous changes in the competitive environment. The course aims to nurture the following entrepreneurial capabilities for future managers: ① Recognizing business opportunities, formulating them as viable business concepts and managing initial business launch. ② Growing your new businesses, often in the context of preexisting, "legacy" businesses. Regarding (1) above, the special attention goes to disruptive strategies, which are very often (but not necessarily) launched in emerging economies and disrupt established businesses in developed economies. Toyota, Sony and many other Japanese companies in the post-war poverty in Japan are all good examples of effective "disrupters", disrupting or sometimes annihilating businesses of US and European countries. Regarding (2) above, many managers often face the challenge of growing new businesses in the context of legacy businesses. This is the classical dilemma, known as "exploration-exploitation ambidexterity". Namely, for any growth strategy, managers must explore new opportunities for tomorrow's living (exploration) while at the same time managing old businesses for todayʼs living (exploitation), where the old and the new compete for limited resources and often demand conflicting strategic priorities. Even for entrepreneurial startups, the founding teams, in todayʼs fast-moving competitive environments, face the ambidexterity challenge early on in its business development (developing and offering new products and services just to stay minimally competitive). Learning Objectives =================== - Learn a set of concepts and frameworks that help you recognize business opportunities amid the complex dynamics of todayʼs competition. - Learn how to frame those new opportunities as competitively viable business concepts. - Deeply understand the ambidexterity challenge and nurture proper mindset to function as the ambidextrous manager. Topics ====== 1. Redefining the Basis of Competition through Disruptive Strategy

2. Extending your Resource Base beyond the Organizational Boundary 3. Aligning your Business with Shifting Industry Structure 4. Exploiting De-commoditization for New Business Creation 5. Embracing the Conflicting Themes of Exploration and Exploitation 6. Reinventing the Process of New Business Creation 7. Revitalizing the Organization for Innovation-driven Growth 8. Leveraging Emerging Economies for New Business Creation

Delivery Methods Case-based, interactive learning

Assessment Grading > Final exam: 60% > Class Participation: 40%

Prerequisites > What is Strategy? M. Porter, Harvard Business Review, November-December 1996.

Textbook(s) Required: Reference Books / Journal Articles:


Required Materials ================== Articles (available in the course folder, not all of them printable): > Disruptive Technologies: Catching the Wave, Bower and Christensen, Harvard Business Review, 1995 > Finding the Right Job for your Product, Sloan Management Review, Christensen, Anthony, Berstell and Nitterhouse, Sloan Management Review, 2007 > Skate to Where the Money will be, Christensen, Raynor and Verlinden, Harvard Business Review, 2001 > The Ambidextrous Organization, OʼReilly III and Tushman, Harvard Business Review, 2004 > How GE is Disrupting itself, Immelt, Govindarajan and Trimble, Harvard Business Review, 2009 Cases (must be purchased): > Pandesic * Pandesic ‒ The Challenge of a New Business Venture (A), 399129-PDF-ENG, Harvard Business School, 2005 (Revised). * Pandesic ‒ The Challenge of a New Business Venture (B), 399130-PDF-ENG, Harvard Business School, 2005 (Revised). > Apple Computer 2002, 702469-PDF-ENG, Harvard Business School, 2005 (Revised). > Apple Inc. in 2015, 715456-PDF-ENG, Harvard Business School, 2015. > Stone Finch, Inc.: Young Division, Old Division, 3214-PDF-ENG, Harvard Business School, 2010(Revised)

> Emerging Business Opportunities at IBM (A), 304075-PDF-ENG, Harvard Business School, 2005(Revised) > GEʼs Imagination Breakthroughs: The Evo Project, 907048-PDF-ENG, Harvard Business School, 2008(Revised)

Class Outline Weekly Schedule Week 1: Redefining the Basis of Competition through Disruptive Innovation > Course Overview > Readings ・ Disruptive Technologies: Catching the Wave, HBR Week 2: Extending the Scope of Innovation beyond Products (Why "superior" products alone are not enough to win) > Readings: Finding the Right Job for your Product, Sloan Management Review > Case ・ Pandesic ‒ The Challenge of a New Business Venture (A) ・ Pandesic ‒ The Challenge of a New Business Venture (B) Week 3: Aligning your Business with Shifting Industry Structure > Readings: None > Case ・ Apple Computer 2002, 9-702-469, Harvard Business School, 2005 (Revised). Week 4: Exploiting De-commoditization for New Business Creation > Readings ・ Skate to Where the Money will be, HBR > Case ・ Apple Inc. in 2015 Week 5: Embracing the Conflicting Themes of Exploration and Exploitation > Readings ・ The Ambidextrous Organization, HBR, April 2004 > Case ・ Stone Finch, Inc.: Young Division, Old Division Week 6: Reinventing the Process of New Business Creation > Readings: None ・ > Case ・ Emerging Business Opportunities at IBM (A) Week 7: Revitalizing the Organization for Innovation-driven Growth > Readings: None > Case ・ GEʼs Imagination Breakthroughs: The Evo Project Week 8: Leveraging Emerging Economies for New Business Creation

> Readings: How GE is Disrupting itself, HBR > Case: None > Wrap-up

Others Class size limitation: 30



MGT4490101 Course title Negotiation Strategy



Office#


E-mail


Wed.2〜3 5/13, 5/20, 5/27, 6/3

Course Description Due to the rapid change within todayʼs global business environment, business

leaders at every level and in every industry must balance various working styles, build efficient management teams, and develop sharp negotiation skills to remain competitive. This course will help students to understand the best practices in business negotiations as well as how to effectively resolve conflicts in everyday business situations. A business negotiation may be sometimes the formal affair that takes place across the proverbial bargaining table, in which a business people argues and discusses a wide variety of issues for either individual or mutual gain. Alternatively, such negotiations may be much less formal, such as a meeting between a business person and several fellow employees whose collaboration is need to get a job done. Upon completion of this course, student should be able to: 1. Outline strategies of negotiation, conflicts and business communication, which help students at the new start of business career after graduation, through discussions and practices in this program to have confidence in the daily tasks 2. Embody their knowledge, concept, theories and learnings in the other programs as the dynamic business conflicts resolution. 3. Gain the fundamental management skills required to succeed in students ̓future work environment as a business leader. Students will gain such skills through case studies, short cases and role playing in negotiation environment This course provide students pragmatic environment to exercise their business capability by using their knowledge and theories in negotiation environment. Through the realistic situations which are settled in role playings, case studies and class discussion, students will be enable to gain the essential mind-set and own behaviors to be business leaders to manage negotiation. Through not only theoretical approach but also practical exercise, students will obtain the real life capability to lead business strategy and people.

Delivery Methods Teaching Methodology : Interactive lecture, role playing, case study and discussion Assessment Overall grading assessment

10% Attendance 20% Class participation 20% Group presentation / Report (one time each ‒ total 2 times : Frasier ‒ presentation, V-Cola ‒ Group Strategy Note) 20% Case memo ‒: (Week 2) Name your own price and Luna Pen (A)

30% An individual report Prerequisites None Textbook(s) Required:

Reference Books / Journal Articles: a)Title: Harvard Business Essentials, Negotiation, b)Edition: , c)Author: , d)Publisher: Harvard Business School , e)Year: 2003, f)ISBN: 13: 978-15913911 a)Title: Getting to YES; Negotiating Agreement Without Giving In, b)Edition: , c)Author: ・ Roger Fisher and William Ury,, d)Publisher: Penguin (Non-Classics), e)Year: , f)ISBN: 13: 978-01431187


Case Materials: Name Your Price: Compensation Negotiation at Whole Health Management (A) HBS 9-908-064 Luna Pen (A) Michael A. Wheeler, Kathleen McGinn, HBS 9-396-156 Frasier (A) Guhan Subramanian, Michelle Kalka, HBS 9-801-447 V-Cola General Instructions Ian Larkin, Andrew Wasynczuk, Nithyasri Sharma, HBS 9-912-04

Class Outline Session Theme / Case Readings / Study Questions 1 Types of Negotiation :

Key Concepts; BATNA, Reservation Price, ZOPA, Value Creation Through Trades

2 Role playing of basic communication skills: Union negotiation

3 Cross cultural negotiation Complex Negotiation

(individual case memo): Name Your Price Luna Pen (A)

4 Case Study : 1) Name your own price 2) Luna Pen (A)

5 Preparation; 9 steps Negotiation Skills; Listening, Asking questions, and others .• Game theory and its application to negotiation

6 Case Study : Frasier (A)

Case question : Analysis of the case as NBC player

Group Presentation 7 V-Cola (case study :

role playing ‒ final group simulation)

Case assignment : (Group memo) Build each companyʼs strategy for negotiation

8 Group Negotiation simulation Wrap Up and Review

Others up to 24 students



MGT4540101 Course title Competing in Emerging Markets

Name of Instructor Zhang Zhang, Yingying Credits 2


Office#

Office Hours After class or by appointment.

E-mail


Fri.2〜3

Course Description This course of Competing in Emerging Markets focuses on the challenges and

opportunities associated with business and management in emerging markets. By examining the various social economic and institutional factors particular to emerging markets, the course addresses specific organizational strategies that firms need to pursue to overcome these obstacles and exploit opportunities in emerging markets. Multinationals from emerging markets are also discussed in this subject. The course combines lectures, class participation, cases, and a number of visiting speakers will help to tie the course theory to business practice.

Delivery Methods Both lecture, group discussion and practical sessions are used for the teaching of this course.

Assessment The assessment will be based on: 1. Class participation (70%) 2. Group report (30%) In addition, occasional and unannounced quizzes may take place. Class Participation Grading Criteria: Each student will be graded in terms of participation in each session. The grade is 1-4 scale. 4 is excellent, 3 is good, 2 is poor while 1 is very poor. 1: Participation of a student has negatively impacted the class; A student arrives 15 minutes late to the class without any justified reason; A student leaves the class before the time without any justified reason. 2: A student is present but hasn't participated; Participation of a student is insignificant; A student is second-time justified absent. 3. Participation of a student has positively impacted the class. 4: Participation of a student has significantly and positively impacted the class. Notes: - Participation includes (not an exhaustive list) participating in discussions, asking questions, adding comments, or providing feedback. - Frequency of participation is not counted in a class with more than 15 students. - If a student is first-time (per day, not per session) justified absent, the grade will use the average of her/his overall participation. - If a student is absent without any justification, the grade will be 0.

Prerequisites No specific prerequisite. Preferably the basic knowledge on International

Management. Textbook(s) Required:

a)Title: Doing Business in Emerging Markets, b)Edition: 2, c)Author: S. Tamer Cavusgil, Pervez N. Ghauri, and Ayse A. Akcal, d)Publisher: Sage Publications. (DBEM), e)Year: 2013, f)ISBN: Reference Books / Journal Articles: a)Title: Understanding Multinationals from Emerging Markets, b)Edition: , c)Author: Alvaro Cuervo-Cazurra, and Ravi Ramamurti (Eds.), d)Publisher: Cambridge University Press, e)Year: 2014, f)ISBN: a)Title: Emerging Markets Rule: Growth Strategies of the New Global Giants, b)Edition: , c)Author: Mauro Guillen, and Esteban Garcia Canal, d)Publisher: The McGraw-Hill Companies, e)Year: 2013, f)ISBN: a)Title: Winning in emerging markets: a road map for strategy and execution., b)Edition: , c)Author: Tarun Khanna, Krishna G. Palepu and Richard J. Bullock, d)Publisher: Harvard Business Press., e)Year: 2010, f)ISBN: a)Title: The Competitive Advantage of Emerging market Multinationals., b)Edition: , c)Author: Peter J. Williamson, Ravi Ramamurti, Alfonso Fleury and Maria T, d)Publisher: Cambridge University Press, e)Year: 2013, f)ISBN: a)Title: The Oxford Handbook of Management in Emerging Markets, b)Edition: , c)Author: Robert Grosse, Klaus E. Meyer, d)Publisher: Oxford University Press, e)Year: 2019, f)ISBN: 978019683948 a)Title: Competitiveness in Emerging Markets, b)Edition: , c)Author: Datos Khajeheian, Mike Friedrichsen, Wilfried Modinger, d)Publisher: Springer, e)Year: 2018, f)ISBN:


Class Outline Session Theme / Case Readings / Study Questions 1 Introduction: Overview

of Emerging Markets Case: Acer Inc. Case: Acer, Inc: Taiwanʼs Rampaging Dragon

DBEM Chapter 1

2 Introduction: Overview of Emerging Markets Case: Acer Inc. Case: Acer, Inc: Taiwanʼs Rampaging Dragon

DBEM Chapter 1

3 Macro Environment in Emerging Markets Case: Global Wine War

DBEM Chapter 2-3

4 Macro Environment in Emerging Markets

DBEM Chapter 2-3

Case: Global Wine War 5 Opportunities and

Trends in Emerging Markets Reading: The Rising Power of Emerging Markets Discussion: Sinkovis et al. (2014), Rising Power of Emerging Markets

DBEM Chapter 4

6 Opportunities and Trends in Emerging Markets Discussion: Sinkovis et al. (2014), Rising Power of Emerging Markets

DBEM Chapter 4

7 Companies from Emerging Markets Case: Mahindra & Mahindra in South Africa

DBEM Chapter 5

8 Companies from Emerging Markets Case: Mahindra & Mahindra in South Africa

DBEM Chapter 5

9 Analysis of Selected Emerging Markets Group Discussion

DBEM Chapter 6

10 Analysis of Selected Emerging Markets Group Case: Tenmou, the Angel Investment Group in Bahrain

DBEM Chapter 6

11 Strategies of Emerging Markets Case: Bottled Water Industry in Uzbekistan

DBEM Chapter 7-8

12 Strategies of Emerging Markets Case: Bottled Water Industry in Uzbekistan

DBEM Chapter 7-8

13 Negotiation and Relationships in Emerging Markets Role Play & Group Discussion

DBEM Chapter 8-9

14 Negotiation and Relationships in Emerging Markets Case: Negotiating with Chinese business partner

DBEM Chapter 8-9

15 Assessing Risks and Opportunities in Emerging Markets

DBEM Chapter 10

16 Assessing Risks and Opportunities in Emerging Markets Case: Colombia and th3 economic premium of peace

DBEM Chapter 10

Others Working groups will be formed in the first week of the class.



MGT4550101 Course title Leadership



Office#


E-mail


Tue.2〜3 4/7, 4/14, 4/21, 5/5

Course Description In every industry and organization, business persons are expected to acquire and

develop a capability to lead their people, teams, and organization. Due to the rapid change at the age of globalization, business leaders are now facing with the critical and tough situation and they are required to respond to the change by making the best decision consistent to the vision and mission shared among the organizational members. Business leaders must understand how their leadership is effectively functioned in their decision making, especially in the critical situation. Furthermore, in order to achieve organizational goals, they must understand the difference between the management systems and their leadership power by empowering their people and applying organizational resources. Upon completion of this course, student should be able to: ・ understand what leadership is, how to use leadership, and how to develop leadership capabilities in order to become a competent business leader ・ gain the essential leadership concept required to succeed in their future career and work environment as a business leader. ・ become effective business leaders who can implement and lead business goals in organization environments. This course provide students opportunities to embody their knowledge, concept, theories and learning in the other programs as leaders in the dynamic business environment. At the new start of business career after their graduation, the discussion and practices in this program will help student to have confidence in the daily tasks.

Delivery Methods Interactive lecture, role playing, case study and discussion Assessment Overall grading assessment

・ 15% Attendance ・ 25% Contribution to class discussion ・ 30% 1 page Case Memo (Week 1, 2, 3) ‒(Bill Gates and Steve Jobs, Mount Everest-1996, 3M Optical Systems) ・ 30% Final reports


Reference Books / Journal Articles: a)Title: John P. Kotter on What Leaders Really Do , b)Edition: , c)Author: John P. Kotter, d)Publisher: , e)Year: , f)ISBN: ISBN-13: 978-087


Case Materials: • Bill Gates and Steve Jobs (HBS 9-407-028) • Mount Everest ‒ 1996 (HBS 9-303-061) • 3M Optical Systems (HBS 9-395-017) • Michael Fernandes at Nicholas Piramal (9-408-001)

Class Outline Session Theme / Case Readings / Study Questions 1 Leadership

Competency How a leader should explore their capability

Submit pre-reading case memo: “Bill Gates and Steve Jobs” The assigned questions: 1) Compare the leadership style and approached of Gates and Jobs. Similar? Different? 2) Who do you believe the better business leader?

2 Case Video : Iron Ladies Liberia

Group discussion items 1) How effectively Johnson Sirleaf showed her leadership in each situation? 2) What kind of leadership competencies are required to solve tough situation shown in the video?

3 Leadership and Systems

4 Case: Mount Everest ‒ 1996 (HBS 9-303-061)

1) Why did this tragedy occur? What is the root cause of this disaster? 2) What is your evaluation of Scott Fischer and Rob Hall as leaders? Did they make some poor decisions? If so, why? 3) What are the lessons from this case for general managers in business enterprises?

5 Empowerment and Leadership

6 Case : 3M Optical Systems

1) As Andy Wong, how would you handle the authorization for expenditure (AFE) for the re-launch of the privacy screen? 2) As Paul Guehler, would you approve the AFF if Wong set it

up to you? 3) How effective had Wong been as a front-line manager in 3M context? How effective had Guehler been as a 3M division president? 4) What is it about 3M that makes it perhaps the most consistently entrepreneurial large company in the world?

7 Conflict resolution by leadership

8 Case : Michael Fernandes at Nicholas Piramal

1) What issues are at stake within the business development function? 2) What should Fernandes do? And how should he do it?

Others up to 25 students



MGT4570101 Course title Human Resource and Global Talent Management

Name of Instructor Hirose, Shinichi Credits 2


Office#

Office Hours

E-mail


Wed.4〜5

Course Description This course deals with various fundamental concepts of human resource

management (HRM) and global talent management (GTM), especially in globally deployed organizations. It provides a practical understanding of significant issues and knowledge for working with typical challenges. The contents covered under human resource management (HRM) lay the foundations for people management practices. The materials included under global talent management (GTM) offer the class participants the opportunity to be exposed to the most contemporary people management challenges among global organizations. Another focal point of this course is regarding the assessment and development of globally diversified people. We examine various methods for people evaluation and training. [Learning Objectives] Under the umbrella concept of human resource management, we learn the following three topics: - Job Grading and Compensation Structure - Succession Planning and Advancement Procedures - People and Organization Development (OD) - People Analytics Under the umbrella concept of global talent management, we learn the following three topics: - Global Mobility - Expatriate Management - Local Workforce Management Associated with assessment and development of people, we consider the following aspects: - Assessment Techniques and Procedures - Ensuring Fairness [Career Relevance]

This course is suitable for the students who seek deeper understandings on people and organization management under the global context. The knowledge and skills expected to be acquired in this course are highly relevant for those who plan to pursue general management and human resource careers. [Course Context and Rationalization] The global organizations today face competitive challenges regarding speed for their people deployment worldwide. Organizations can no longer rely on their headquarters for their global mobility management (hub-and-spoke structure), but they need to operate under the concept of “distributed network” so that any regional operations can directly access the resource of other regions without having interactions with their headquarters. Another critical issue is assessment and development of the highly diverse group of people. Any assessment should be perceived to be fair by members of the organization, and it should provide management with valid and non-biased findings. Similarly, the people development activities need to be appropriate and adequate so that they can impact the diverse range of people with customized approaches.

Delivery Methods Delivery Methods: 1. Case discussions 1.1. Group discussions in the virtual breakout rooms on Zoom 1.1.1. Each student MUST join the breakout with individual preparation by reading and analyzing the case material(s) 1.1.2. Group discussions will take place in the breakout rooms with pre-assigned group members 1.2. Class discussion, where each student is expected to speak up individually 2. Lectures (includes critical concepts of the week, supplementary topics, and the case wrap up) 3. Guest speaker session on the topic of People Analytics.

Assessment - Weekly Case Memos (submit 1 to 3 pages of analysis memo by

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