| Course title | |||||
| 無機化学Ⅲ [Inorganic Chemistry Ⅲ] | |||||
| Course category | technology speciality courses | Requirement | Credit | 2 | |
| Department | Year | ～ | Semester | YearLong | |
| Course type | YearLong | Course code | 106i0812 | ||
| Instructor(s) | |||||
| 宮地 悟代, 山本 明保 [MIYAJI Godai, YAMAMOTO Akiyasu] | |||||
| Facility affiliation | Scleroprotein and Leather Research Institute | Office | Kose'Lab | Email address | |
| Course description |
|
This course is a lecture on management strategy in the field of business administration as a practical study among the two types of studies taught at universities (theoretical and practical studies). In practical studies, not only theoretical knowledge but also practical knowledge is important. Business administration as a practical study includes theoretical knowledge of strategy, finance, accounting, marketing, organization, etc. On the other hand, theory alone is an inexhaustible source of real-world knowledge. On the other hand, it also requires knowledge necessary for real business management, which cannot be exhausted by theory alone. This knowledge is very concrete and practical knowledge that is required in the real world, such as how to formulate strategies, make judgments and decisions under uncertain circumstances, and realize specific actions to achieve objectives. In practical studies, it is not enough to understand and analyze the problems that theoretical studies aim to solve. It is always necessary to take action to solve the problem in some concrete way. In other words, by using theoretical knowledge, one understands and analyzes the problem, and then implements it by utilizing practical knowledge. The lecture format is based on the case method, which is used in business schools in Japan and abroad. The goal of the case method is to use cases, which are narrative descriptions of management events that have occurred in actual companies, to gain insight into possible management issues from the cases, and to try to take responsibility for decision-making and solutions to those issues. To achieve this goal, a discussion is required in which the participants of the lecture will share their various opinions. After the case discussion, there is no right answer. This is because, although problems similar to the case may arise, exactly the same problems will never arise. In other words, unlike mathematics, there is no final correct answer to management problems. The correct answer is what each participant constructs for himself/herself through discussion. The lecture process consists of three steps: individual preparation, group discussion, and class discussion. In the individual preparation, participants read the case, make their own judgments about what the case says, what the situation is, and what the potential problems are, and come up with a plan of what they would do. Students are encouraged to put themselves in the shoes of the characters and read the case as if they were being forced to make decisions. Naturally, the case does not contain complete information. Please understand that in actual management situations, it is impossible to make decisions with complete information. (2) Group Discussion: Please conduct an informal group discussion with students only. This group is the same as the members of the group presentation in the lecture and will not change during the six months. The point of having discussions only with students participating in lectures is that it is an exercise in voicing your opinions out loud anyway. By doing so, you can learn what you are thinking and what other participants are thinking. (1) and (2) should be completed before the start of each lecture. (iii) Plenary discussion: All participants will engage in class discussion. The diversity of participants will be greater than in group discussions, and the exchange of various opinions will lead to the discovery of new issues to consider. Through these plenary discussions, the students will continually experiment with their own decision-making, making their own judgments and proposing their own actions. |
| Expected Learning |
|
Perspectives of Knowledge and Understanding The student will be able to explain the relationship between business strategy theory and technology strategy. Understand the relationship between technology strategy and environmental analysis, and be able to analyze the environment. Understand and explain the process of developing and implementing technology strategy. Understand and explain the evaluation and development of technology strategy. Perspectives of Thinking and Judgment To be able to analyze and explain issues and problems in business strategy and technology strategy from various perspectives using knowledge and frameworks of business strategy and technology strategy in real business. Perspective of interest and motivation To be able to apply knowledge and frameworks of technological strategy to analyze and propose solutions to technological strategic issues and problems faced by companies and organizations. Attitude To be able to speak up with a sense of purpose and logic in class discussions. Skills and Expressions The ability to incorporate basic knowledge, tools, and frameworks of technology strategy appropriately and effectively into reports and statements. |
| Course schedule |
|
(1) Based on an understanding of issues related to management strategy and the corporate environment, the necessary knowledge, frameworks, tools, etc. will be explained and discussed in relation to the development and implementation of technology strategy in relation to case studies. Management strategy and technology strategy: Technology strategy related to establishing and maintaining competitive advantageTechnology strategy and environment analysis: Analyze the uncertain future business environment and clarify the issues to be covered by the technology strategy. Strategy development and implementation: Develop and implement technology strategies for the target issues. Strategy evaluation: Evaluate the technology strategy from various perspectives. Deployment of strategies: To deploy technological strategies in various ways. (2) Based on the knowledge, frameworks, and tools acquired through the lectures, students will analyze, discuss, and seek solutions to the technology strategy issues and problems faced by the companies discussed in the cases. (3) Cases and materials used in the lectures will be uploaded to the class support system "Moodle". (4) In addition to the lectures, there will be three case group presentations and four case reports (including the final report). 01. Guidance and class procedures Relationship between research and management, especially strategy and marketing 02. Theories of technology management (1) Business environment analysis, models of technological innovation Case analysis: to be determined 03. Theory of technology management (2) Competitive domain, value chain Case analysis: TBD 04. Technology strategy (1) Management strategy and technology strategy, technology roadmap Case analysis: To be determined Case report 1 05. Technology strategy (2) Intellectual property, alliance Case analysis: To be determined 06. 1st case group presentation 07. New business creation strategy (1) Product development process, open innovation Case analysis: To be determined 08. New business creation strategy (2) organizational structure, internal entrepreneurs Case analysis: To be determined 09. New business creation strategy (3) business model, business ecosystem Case analysis: To be determined 2nd case report 10th Technology Marketing Strategy: Customer Value Creation 4 Stages Concept Case Analysis: To be determined 2nd group presentation 11th Technology marketing strategy: Core technology strategy Core competence, RBV Case analysis: To be determined 12th R&D project management: Stage gate Case analysis: To be determined 3rd case report 13th Guest lecture 14th M&A and Corporate Venturing Venture, CVC Case Analysis: To be determined 15th Case Group Presentation 3rd Session Final Report |
| Prerequisites |
|
In addition to the 30 hours of class time, students must prepare and review for the course according to the standard number of hours for this university. 1) Classes will be conducted mainly through class discussions during lecture time using business cases. Therefore, participation in discussions in preparation for case analysis is required. 2) Knowledge of accounting and marketing is also required for lectures, discussions, and report writing on business strategy. Students must take Introduction to Accounting in the first semester and B2B Marketing in the second semester. |
| Required Text(s) and Materials |
|
No textbook will be used. Case materials will be distributed in advance. Each lecture will have pre-assigned books and literature (required reading) and reference materials. The lectures will be given on the assumption that the students have read the required readings in advance. The contents of the required readings are positioned as prerequisite knowledge for the class. In the lectures, we will set up our own questions based on this prerequisite knowledge, and we would like to deepen the discussion with the students on questions that have no solutions. There is a considerable amount of reading to be done in advance for each week, so I strongly recommend that you save up for your preparation as soon as possible after reading this syllabus. |
| References |
|
Management [Essential Edition] - Fundamentals and Principles Peter F. Drucker (Author), Atsuo Ueda (Translator) Diamond Inc; Essential Edition (2001/12/14) [New Edition] Competitive Strategy I, II Michael E. Porter (Author), Hirotaka Takeuchi (Translator), DIAMOND 2018/7/19 Strategic Management Theory Garth Salona et al., translated by Yoko Ishikura, Toyo Keizai Inc. 2002 Strategic Safari by Henry Mintzberg, edited by Yoshinori Saito, Toyo Keizai Inc. 2012 Introduction to Business Analysis by Koichi Otsu, Diamond Inc. 2013 Competitive Strategy as a Story by Ken Kusunoki, Toyo Keizai Inc. 2010 Visionary Company by James C. Collins, translated by Yoichi Yamaoka, Nikkei BP Publishing Center, 1995 Open Innovation by Henry Chesbrough et al., translated by Takahiro Nagao, Eiji Press 2008 Blue Ocean, New Edition by Chang Kim, translated by Shoei Iriyama, Diamond Inc. 2015 Stage-Gate Method by Cooper, Eiji Shuppan 2012 JT's M&A by Koji Shinkai, Nikkei BP Publishing 2015 |
| Assessment/Grading |
|
Grading Criteria: (1) Class discussion 50% (2) Report 20% (3) Group presentation 30% Report evaluation criteria: (1) Comprehension of class content, (2) Discussion skills, (3) Practical application skills, (4) Argumentation skills, (5) Effort in writing If a student is absent more than three times, he/she will not be evaluated. Grading for online lectures will be based on class participation, quizzes, assignments, and final reports. Grades will be based on 30% regular marks, 30% quizzes and assignments, and 40% final reports. Grading is based on a 5-point system: S: 90 points or above; A: 80 points or above but less than 90 points; B: 70 points or above but less than 80 points; C: 60 points or above but less than 70 points. Grades will not be given to students whose attendance rate is less than 70%, but attendance alone will not be considered a class participation. |
| Message from instructor(s) |
| ？I believe that a person approaches the image of the person he or she had in his or her mind when young. Never give up your dreams. Never give up on your dreams, and never spare any effort. It is important to keep believing that that day will surely come. |
| Course keywords |
| Office hours |
| accept qestions at any time. Please contact in advance by e-mail → hideki-hayashida@go.tuat.ac.jp |
| Remarks 1 |
| Remarks 2 |
| Related URL |
| Lecture Language |
| Japanese |
| Language Subject |
| Last update |
| 4/26/2023 9:16:57 AM |