GMBAGlobal MBA Program
MAN570F2（経営学 / Management 500）Japanese ManagementJapanese Production Management & Supply Chain Management
長谷川 卓也Takuya HASEGAWA
授業コードなどClass code etc
| 学部・研究科Faculty/Graduate school | GMBAGlobal MBA Program |
| 添付ファイル名Attached documents | |
| 年度Year | 2024 |
| 授業コードClass code | W7104 |
| 旧授業コードPrevious Class code | |
| 旧科目名Previous Class title | |
| 開講時期Term | 秋学期前半/Fall(1st half) |
| 曜日・時限Day/Period | 土3/Sat.3, 土4/Sat.4 |
| 科目種別Class Type | 専門講義 |
| キャンパスCampus | 市ヶ谷 / Ichigaya |
| 教室名称Classroom name | 各学部・研究科等の時間割等で確認 |
| 配当年次Grade | 1・2 |
| 単位数Credit(s) | 2 |
| 備考（履修条件等）Notes | Global MBA |
| 実務経験のある教員による授業科目Class taught by instructors with practical experience | ○ |
| カテゴリーCategory | Applied Courses |
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授業の概要と目的（何を学ぶか）Outline and objectives
Since the Meiji Restoration (1868) and the end of World War II (1945), Japan has achieved great success and economic prosperity. While glorious examples are published in textbooks, disappointing examples may or may not be. This course is intended for those who wish to learn about the gap between ideals and reality through unfortunate examples of Japanese-style management and apply the knowledge to future business creation.
1) Identify the gap between ideal and reality
2) Select and analyze a specific case study
3) Identify irrational behavior and countermeasures
到達目標Goal
In addition to general knowledge of innovation science, students will develop critical thinking skills based on behavioral and evolutionary economics, recognize innovation stagnation in the real world, and formulate original hypotheses and responses to overcome it.
この授業を履修することで学部等のディプロマポリシーに示されたどの能力を習得することができるか（該当授業科目と学位授与方針に明示された学習成果との関連）Which item of the diploma policy will be obtained by taking this class?
Will be able to gain“DP1”,“DP3”and“DP5”.
授業で使用する言語Default language used in class
英語 / English
授業の進め方と方法Method(s)（学期の途中で変更になる場合には、別途提示します。 /If the Method(s) is changed, we will announce the details of any changes. ）
Introduction and discussion with two guest lectures and three group presentations. Students are required to submit a "Final Essay". The essay is a short 6 pages in PowerPoint format, so students are required to maximize the density of information in a limited number of words.
アクティブラーニング（グループディスカッション、ディベート等）の実施Active learning in class (Group discussion, Debate.etc.)
あり / Yes
フィールドワーク（学外での実習等）の実施Fieldwork in class
なし / No
授業計画Schedule
授業形態/methods of teaching：対面/face to face
※各回の授業形態は予定です。教員の指示に従ってください。
1[対面/face to face]：Introduction (1)
Self-introduction of the instructor and students
2[対面/face to face]：Lecture (1)
“Japanese management” by Peter Drucker, Business creation and business operation
3[対面/face to face]：Group presentation (1)
"Drucker's paper: Difference between 1971 and 2020"
4[対面/face to face]：Lecture (2)
Innovation science, Structural inertia, Gaussian distribution, The PayPal mafia
5[対面/face to face]：Lecture (3)
Schumpeter theory, Water bath heating, Oslo manual, Where strategic planers live?
6[対面/face to face]：Lecture (4)
Definitions of business, #1.Diversity, #2.Future projection
7[対面/face to face]：Guest lecture (1)
"Leadership and management" (Hiroshi Tamura, Brand Ambassador, Nissan Motor)
8[対面/face to face]：Guest lecture (2)
"Leadership and management" (Hiroshi Tamura, Brand Ambassador, Nissan Motor)
9[対面/face to face]：Lecture (5)
#3.Nazokake, #4.Bystander effect
10[対面/face to face]：Guest lecture (3)
"A review of the economic concept – ecosystem design" (Xiao Yang, senior consultant, Arthur D. Little Japan)
11[対面/face to face]：Lecture (6)
Episode ZERO of Birdy Fuel Cells LLC
12[対面/face to face]：Lecture (7)
Long delay, Philosophers
13[対面/face to face]：Group presentation (3)
"Confront the stagnation"
14[対面/face to face]：Group presentation (4)
"Confront the stagnation"
授業時間外の学習（準備学習・復習・宿題等）Work to be done outside of class (preparation, etc.)
Please read before the course starts.
1) Drucker, P.F. (1971). What we can learn from Japanese management. Harvard Business Review (March/April 1971), pp. 110-22. (https://hbr.org/1971/03/what-we-can-learn-from-japanese-management)
2) Thiel, P. A., & Masters, B. (2014). Zero to one: Notes on startups, or how to build the future. Broadway Business.
Anticipated weekly hours:
1. Preperation for each class 120min
2. Review for each class 120min
that may include:
3. Pre-reading of 1)&2) 180min
4. Preperation for group presentation 60min each
5. Preperation for final essay 180min
テキスト（教科書）Textbooks
No textbook will be used. Handouts will be provided by the lecturer.
参考書References
1934 The Theory of Economic Development 2nd Ed.: Joseph Schumpeter
1970 The Structure of Scientific Revolutions 2nd Ed.: Thomas Kuhn
1997 The Innovator's Dilemma: Clayton Christensen
2000 UBIQUITY: Mark Buchanan
2008 Predictably Irrational: Dan Ariely
2010 HBR's 10 Must Reads The Essentials: Harvard Business School Press
2014 Zero to One: Peter Thiel
成績評価の方法と基準Grading criteria
Class contribution (40%)
Group discussion and presentation (40%)
Final essay (20%)
- 5% Template (organized?)
- 5% Unique (new?)
- 5% Reasoning (deep?)
- 5% Conclusion (specific?)
学生の意見等からの気づきChanges following student comments
Final essay:
1. Cover page (1 page)
2. Executive Summary (1 page)
3. My Unique Findings (3 pages)
4. Conclusion (1 page)
- Identify the gap.
- Create a nice but tentative idea, break it yourself, create an idea that is just a little better than that, and break it again yourself. Repeat the process three or four times.
学生が準備すべき機器他Equipment student needs to prepare
Notebook computer
その他の重要事項Others
Work experience of the lecturer:
https://www.linkedin.com/in/takuya-hasegawa-4759243b/
The lecturer has over 30 years of experience in advanced technology and market development with more than 100 team members and 500 suppliers + partners.
In 2012-15, he served as a chief engineer of Nissan's last fuel cell electric vehicle research prototype.
In 2021, he and his co-founder established a Japanese hydrogen technology company to further accelerate the deployment of large-scale energy storage systems with automotive fuel cell and water electrolyzer technologies.
https://www.birdyfuelcells.com/