Curriculum
Organizational Behavior and Leadership
Course Objectives
The purpose of this course is to help students develop the leadership skills they need to be more effective in the practical business world. Students will learn key frameworks and their applications enabling them to grow into leaders that can cope better with the increasingly rapid changes taking place in today's business environments.
In this course, “Organizational Behavior and Leadership” is defined as the “approach” an individual person (often a leader) takes to lead members toward organizational goals that are aligned with corporate strategy. At the same time, this course is designed to enable students to look back on their own professional careers and apply key lessons learned to their actual work place. Applying theories and concepts covered in the classroom in this way, helps students to deepen their understanding and to internalize contents. Specifically, the course uses a series of business cases to examine possible solutions the protagonist (a business manager or a corporate division chief featured in the case) can adopt to lead his or her organization out of an event or challenge that occurs in the case. Cases also provide details on operating conditions, business characteristics, and other factors related to management strategies which can be explored and analyzed through group work and discussion.
All six classes will be run using the case method with class discussions and group work forming a major component of class activity. The main themes that will be covered in this course are: Leadership, Empowerment, Group Management, Change Management, Leadership at times of emergency and Fostering an Ideal Corporate Culture.
In this course, “Organizational Behavior and Leadership” is defined as the “approach” an individual person (often a leader) takes to lead members toward organizational goals that are aligned with corporate strategy. At the same time, this course is designed to enable students to look back on their own professional careers and apply key lessons learned to their actual work place. Applying theories and concepts covered in the classroom in this way, helps students to deepen their understanding and to internalize contents. Specifically, the course uses a series of business cases to examine possible solutions the protagonist (a business manager or a corporate division chief featured in the case) can adopt to lead his or her organization out of an event or challenge that occurs in the case. Cases also provide details on operating conditions, business characteristics, and other factors related to management strategies which can be explored and analyzed through group work and discussion.
All six classes will be run using the case method with class discussions and group work forming a major component of class activity. The main themes that will be covered in this course are: Leadership, Empowerment, Group Management, Change Management, Leadership at times of emergency and Fostering an Ideal Corporate Culture.
Course Details
Programs: Full-time MBA, Part-time MBA, Pre-MBA
Discipline: Organizational Behavior and HRM
Course Level: Fundamental Course
Required/Elective Course: Required Course
Number of Credits: 1.5
Report: Day 4
Hours Per Class: 3 hours
Class Capacity: 35 (Part-time MBA)
Discipline: Organizational Behavior and HRM
Course Level: Fundamental Course
Required/Elective Course: Required Course
Number of Credits: 1.5
Report: Day 4
Hours Per Class: 3 hours
Class Capacity: 35 (Part-time MBA)
Theme/Reading Materials
Day 1
Session A
| THEME | Middle Leaders’ Inner Conflicts and Personal Growth during Organizational Change |
|---|---|
| CASE | ・ Donna Dubinsky and Apple Computer, Inc (A) |
Session B
| THEME | Middle Leaders’ Inner Conflicts and Personal Growth during Organizational Change (Continued) |
|---|---|
| CASE | ・ Donna Dubinsky and Apple Computer, Inc (A) |
Day 2
Session A
| THEME | Corporate management and leadership |
|---|---|
| CASE | ・ Starbucks Corporation (A) |
Session B
| THEME | Empowerment-based Leadership |
|---|---|
| CASE | ・Taro Foods |
Day 3
Session A
| THEME | Group Management and Team Building |
|---|---|
| CASE | ・The Reform of Kirin Brewery: The V10 Project (A) |
Session B
| THEME | Group Management and Team Building (Continued) |
|---|---|
| CASE | ・The Reform of Kirin Brewery: The V10 Project (A) |
Day 4
Session A
| THEME | Organizational Change and Management |
|---|---|
| CASE | ・Corning Glass Works: The Electronic Products Division (A) |
Session B
| THEME | Organizational Change and Management (Continued) |
|---|---|
| CASE | ・Corning Glass Works: The Electronic Products Division (A) |
Day 5
Session A
| THEME | Leadership during times of emergency |
|---|---|
| CASE | ・ PLUS Corporation JOINTEX Company: A response to the March 2011 Great East Japan Earthquake (A) |
Session B
| THEME | Leadership during times of emergency (Continued) |
|---|---|
| CASE | ・ PLUS Corporation JOINTEX Company: A response to the March 2011 Great East Japan Earthquake (A) |
Day 6
Session A
| THEME | Managing Corporate Entrepreneurship |
|---|---|
| CASE | ・3M Optical Systems: Managing Corporate Entrepreneurship |
Session B
| THEME | Managing Corporate Entrepreneurship (Continued) |
|---|---|
| CASE | ・3M Optical Systems: Managing Corporate Entrepreneurship |
If you wish to start from the Pre-MBA,
Faculty
