2021年度

Global MBA Program (GMBA)
講義概要（シラバス）

科目一覧［発行日：2021/5/1］最新版のシラバスは、法政大学 Web シラバス（https://syllabus.hosei.ac.jp/）で確認してください。
Foundation Courses【W7001】Global Management ［山本 晋也、ヤング 麻里子］秋学期後半/Fall(2nd half) .
1
Foundation Courses【W7002】Business Communication in Japanese Organization ［一守 靖］春学期後半/Spring(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2Foundation Courses【W7003】Management Strategy ［玄場 公規］秋学期前半/Fall(1st half) . . . . . . . . . . . . . . .
4Foundation Courses【W7004】Strategic Organizational Management ［伊東 久美子］春学期前半/Spring(1sthalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5Foundation Courses【W7005】Business Practice in Japan ［高田 朝子、KENNETH G PECHTER、米倉 誠
一郎］秋学期前半/Fall(1st half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6Specialized Courses【W7050】Accounting ［鳥飼 裕一］秋学期後半/Fall(2nd half) . . . . . . . . . . . . . . . . . . . . . . . .
7Specialized Courses【W7051】Logical Thinking vs Intuition ［西出 香］秋学期前半/Fall(1st half) . . . . . . . . . . .
8Specialized Courses【W7052】Financial Management 秋学期後半/Fall(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . .
9Specialized Courses【W7053】Advanced Finance -Global Economic Development - Policy Issues and Japan’sRole- ［谷口 和繁］春学期後半/Spring(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Specialized Courses【W7054】Human Resource Management in Japan ［藤村 博之］秋学期後半/Fall(2ndhalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Specialized Courses【W7055】Managing Talent ［豊嶋 晴美、白石 清仁］秋学期前半/Fall(1st half) . . . . . . . . 13
Specialized Courses【W7056】Opportunity and Entrepreneurship in Japan ［KENNETH G PECHTER］春
学期後半/Spring(2nd half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Specialized Courses【W7057】Media and Entertainment ［KENNETH G PECHTER］春学期前半/Spring(1sthalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Specialized Courses【W7058】Marketing in Japan ［大澤 裕］秋学期後半/Fall(2nd half) . . . . . . . . . . . . . . . . . . 17
Specialized Courses【W7059】Service Management in Japan ［KENNETH G PECHTER］秋学期後半/Fall(2ndhalf) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Specialized Courses【W7060】Innovation in Global business ［米倉 誠一郎］秋学期前半/Fall(1st half) . . . . . . 20
Specialized Courses【W7061】Innovators and Leaders ［米倉 誠一郎］春学期後半/Spring(2nd half) . . . . . . . . . 21
Specialized Courses【W7062】Digital Marketing ［柿原 正郎］春学期後半/Spring(2nd half) . . . . . . . . . . . . . 22
Specialized Courses【W7063】MBA Special Lecture ［CHANG WEI-LUN］夏期集中/Intensive(Summer) . . . . 23
Applied Courses【W7100】Project 1-A (Internship) ［KENNETH G PECHTER、米倉 誠一郎、高田 朝子］
秋学期授業/Fall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Applied Courses【W7101】Project 1-B (Field Research) ［KENNETH G PECHTER］秋学期授業/Fall . . . . . . . . 27
Applied Courses【W7102】Project 2-A (Internship) ［KENNETH G PECHTER、米倉 誠一郎］年間授業/Yearly 30
Applied Courses【W7103】Project 2-B (Field Research) ［KENNETH G PECHTER、米倉 誠一郎］年間授業/Yearly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Applied Courses【W7104】Japanese Management ［長谷川 卓也］秋学期前半/Fall(1st half) . . . . . . . . . . . . . . . . 36
Applied Courses【W7104A】Multinational Business ［高田 朝子］夏期集中/Intensive(Summer) . . . . . . . . . . . . 37
Applied Courses【W7105】Japanese Production Management ＆ Supply Chain Management ［長谷川 卓也］
春学期前半/Spring(1st half) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Applied Courses【W7106】Open Innovation ［RADHAKRISHNAN NAIR］秋学期前半/Fall(1st half) . . . . . . . . 39
Applied Courses【W7107】Business Leader Development Ⅱ ［米倉 誠一郎］春学期前半/Spring(1st half) . . . . 40
Applied Courses【W7108】Startup Finance ［小泉 泰郎］春学期前半/Spring(1st half) . . . . . . . . . . . . . . . . . . . . . 41

発行日：2021/5/1
Learned skills would scale linearly with practices.(As a standard, 2hours for preparation and 2 hours for review: a total of 4 hours.)

MAN550F2

Global Management【Textbooks】
Will be provided for each lecture.

Global Management

山本 晋也、ヤング
Mariko YANG］

麻里子［Shinya YAMAMOTO,【References】
Will be provided for each lecture.
【Grading criteria】
1. A mark given for a student’s class participation and attitude. (30 pts)
2. Reports of each exercise. (30 pts)
3. Final report "Strategy for Growth". (40 pts)

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA【Changes following student comments】
N/A【Equipment student needs to prepare】
Laptop/Tablet for student should be prepared as BYOD (Bring Your Own
Device).

実務教員：【Outline and objectives】
This course focuses on developing the skill sets for effective“Global
Management.” In recent years, things are rapidly changing across theworld, especially in the science and technology driven industries thatcompete in the global market. Effective management skills have become
the prerequisites for areas including finance, human resource, R&D,
regulatory, business and innovation development. The key objectiveof the course is to acquire theoretical and practical tools so students
can evaluate business strategies for start-ups and/or growth of business.
Specifically, students will be exposed to the cutting edge skill sets called“System/Design Thinking,” which are critical tools to thrive in the global
business environment.
【Goal】
Students are expected to attain knowledge on topics such as "Effective
Brainstorming", "Leadership", "Teamwork and Communication", "Problem Solving" and "Negotiation Rationally". These are all critical 21stCentury skills for competitive labor force. The tools called "System
Thinking" and "Design Thinking" are introduced to help the students
achieve these goals.
It is important to mention that effective brainstorming skills arenecessary components of mathematical modeling tool for simulation.
Lastly, students are expected to understand the cutting edge scienceand technology driven market environment in the biopharmaceuticalindustry.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】This course combines various forms of instruction including lectures,
seminars, practical training, and skill practice. The instructors will
hand out copies of texts in each class. In order to ensure the learning of
programmatic skills, the exercises are key.
At the end of the course, students are expected to submit and report on"Strategy for business growth". Students will pick a company of her/his
choice, and propose a way to promote its growth using "System/Design
Thinking" methods.

【Others】
This class is geared to both major enterprise, and medium & small sizedenterprises.
【None】
None【None】
None【None】
None【None】
None【None】
None【】
This course focuses on developing the skill sets for effective“Global
Management.” In recent years, things are rapidly changing across theworld, especially in the science and technology driven industries thatcompete in the global market. Effective management skills have become
the prerequisites for areas including finance, human resource, R&D,
regulatory, business and innovation development. The key objectiveof the course is to acquire theoretical and practical tools so students
can evaluate business strategies for start-ups and/or growth of business.
Specifically, students will be exposed to the cutting edge skill sets called“System/Design Thinking,” which are critical tools to thrive in the global
business environment.

【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1st
Introduction of Global
Management &BiopharmaceuticalIndustry
2nd
Talent Development in
the Global
Management

3rd

4th

5th

6th

7th

Cutting Edge Trends
and Methods in the
Silicon Valley: Part I
Cutting Edge Trends
and Methods in the
Silicon Valley: Part II
Cutting Edge Methods
for Decision Making in
the Global
Management: Part I
Cutting Edge Methods
for Decision Making in
the Global
Management: Part II
Report out session

Contents
1. Global Business Environment
2. Current Industry Trends
3. Biopharmaceutical Industry
1. Leadership2. Communication
3. Issue Solving
4. Negotiation Rationally
1. Design Thinking ‒ Part I

1. Design Thinking ‒ Part II

1. System Thinking &Mathematical Modeling Tool for
Simulation ‒ Part I
1. System Thinking &Mathematical Modeling Tool for
Simulation ‒ Part II
Report "Strategy for Growth"【Work to be done outside of class (preparation, etc.)】
Review texts/documents and contents of exercises. And then, themost important thing is to create new exercise theme/problem for each
exercise, and keep to try using tools as much as possible.

—1—発行日：2021/5/1
Class#4
June 12

MAN550F2

Business Communication in Japanese Organization
Business Communication in Japanese Organization

一守

靖［Yasushi ICHIMORI］

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
This course presents communication as a critical component for successin the workplace. To develop yourself as a leader who is capable ofdecision-making from a global perspective that takes consideration ofvarious viewpoints, who possess thoroughgoing knowledge of Japanese
small, mid to large corporations, who is capable of creating connections
around the world, you have to become more aware of the differences
between yourselves and people from other countries. In this class, youwill learn cultural, behavioral and organizational differences between
Japan and other countries, including your mother country, to make aneffective communication strategy in a workplace.

Class#5
June 19【Goal】
Upon successful completion of this class, you will be able to:• Build an understanding of different organizational cultures, businesspractices, and social norms to communicate more effectively in Japanand cross-cultural business contexts.
• Employ principles of effective group communication to cultivate
trust and understanding, increase open participation, and strengthen
decision making in work groups and teams.
• Profile and develop your intercultural competence.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.

Class#6
June 19【Method(s)】This class is conducted based on a case-method. Some lectures will also
be provided to support the class discussion.
I will share my experiences how I communicated effectively in a realworking place at a local and a multinational company. I also provide
you an opportunity to communicate with non-Japanese people who havean experience in working with Japanese people so that you understandthe real situation from a non-Japanese viewpoint【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
Class#1 Understanding theJune 5
Foundations ofBusiness
Communication
Class#2 Cultural Differences
June 5lass#3
Human Resource
June 12 Management inJapanese andMulti-National
Company

Contents
WelcomeCourse overview and policy
The Foundations of BusinessCommunication
Cultures and Organization
Trust Building
Case: “I don’t want to take a newrole”
Questions
Q1. Why the company changes herrole so often?
Q2. What are main features ofJapan employment system andHuman Resource management?

Class#7
June 26—2—

Individualism(Individualist vs.
Collectivist)

Case: “Sense the Atmosphere”
Questions
Q1 Why did the procurement
manager get angry?
Q2 If you were Huang Yong, howwould you communicate with theprocurement manager?
Q3 If you were the procurement
manager, how would you
communicate with Huang Young?
Case: “Expensive Signboard”
Questions
Q1 Why did the marketing
manager complete the sign-board
setting by himself?
Q2 If you were the marketing
manager, how would you proceed
the task?
Q3 If you were president
Sugiyama, how would you
communicate with the marketing
manager?
Uncertainty Avoidance Case: Still 9:30 am!
(Weak vs. Strong)
Questions
Q1. How did Maha feel?
Q2. Why did Mr. Tanaka check the
progress in the (too) early stage?
Q3. If you were Mr. Tanaka(Maha), how would you
communicate?
Case: “Ho-Ren-So
Questions
Q1.What is a “Ho-Ren-So” andwhat are benefits to do so?
Q2.Why Alili and Yama didn’treport the situation to
Hamada-san?
Q3. How do you advise
Hamada-san to improve thesituation?
Long-Term Orientation Case: “I can’t change it”(Short-term vs.
QuestionsLong-term)
Q1.Why did Mr. Takagi get angry?
Q2.If you were Ann, how would you
reply to Mr. Tanaka?
Q3 How do you advise for Ann toimprove the situation?
Case: Sales Incentive Program
Questions
Q1. Why do Japanese employees
think a sales incentive program
was not effective for Japan office?
Q2. Do you like the program ornot? Why?
Q3. How do you modify the
program for Japan office?
High / Low context
Case: “I was delegated …”
cultureQuestions
Q1.What was Mr. Ichikawa’s
expectation for Kumar?
Q2.How did Kumar think when hegot a request from Mr. Ichikawa?
Q3. Please give Mr. Ichikawa andKumar advice about how to avoid
miscommunication next time.
Case: “Please complete it like what
you do with other Japanesecompany”
Questions
Q1.Why did Japan team dosightseeing within the city before
the meeting?
Q2. How do you understand what
Mr. Takahashi said at the lasttime?
Q3. Why were Panda’s expectations
disappointed?

発行日：2021/5/1
Class#8
June 26

Masculinity (Femininevs Masculine)

Case: “Nominucation 1”
Questions
Q1. How do you think thepresident’s behavior?
Q2. If you were Yumi, how would
you behave under the situation?
Case: “Nominucation 2”
QuestionsQ1.How does Japanese young
business person see a“Nominucation”? Why?
Q2.Companies in the case try to
encourage “”Nominication” for theiremployees ‒ why?
Q3. How do you think about“Nominuation”?
Class#9 Power Distance (Small Case “New Japanese president inJuly 3vs. Large)
Korea”
Questions
Q1. Why did president Tanaka
behave like that?
Q2. Why Korean employees didn’t
accept Tanaka’s behavior?
Q3. If you were president Tanaka,
how would you behave?
Case: “A capable boss”
Questions
Q1.Why does Mr. Ueda get a good
reputation from his subordinates?
Q2.Why does Mr. Ueda get a low
evaluation from Peter?
Q3.How do you advise for Mr. Ueda
if he needs to change his behavior?
Why?
Class#10 Business
Lecture 1
July 3
Communication ‒Reality of business communication
Japanese point of view in large traditional Japanesecompany
Lecture 2
How to work effectively with
Non-Japanese colleagues
Class#11 Managing conflict
Case: ”No submission”
July 10
Questions
Q1. What is the problem from
Jack’s point of view?
Q2.How well do you think Jack
understands the reasons for
Akash’s behavior?
Q3. What is Jack’s proposal tosolve the problem? What othersolutions could be there?
Case “Same conclusion”
Questions
Q1.Why did the customer get angry
against Kamara’s reply?
Q2. Why did the customer ask thesame question to Nisha?
Q3. Why did the customer getsatisfaction from the reply by
Nisha, although it was the same
reply as one Kamara did?
Class#12 Business
LectureJuly 10 Communication ‒ Non How to work effectively withJapanese point of view Japanese colleagues as a
Non-Japanese【Guest Speaker】
Seiya Raiju, VP Global QA/RA at
HOYA K,K.
Class#13 Level of Rigidness
Case: “Delivery at an interim
July 17stage”
Questions
Q1.Why did the Japanese company
test and point out a defect forincomplete product?
Q2. What are problems at thisstage?
Q3. If you were Dill, how would
you do to improve the situation?
Case: “Beautiful Format”
Questions
Q1.Do you agree with the
explanation Mr. Yamashita did?
Q2. Why is Japanese meticulous
about the format?
Q3. If you were Sharm, how would
you do for the request?

Class#14 Intercultural
July 17 Competence

Profile and develop an interculturalcompetence
1.Analyze your interculturalcompetency.
2.Create three personal
development targets.
3.Share your personal development
targets with class mates and get
insights【Work to be done outside of class (preparation, etc.)】
You are required to read a case which will be provided in advance of theclass, and prepare your thoughts on questions delivered together withthe case.(As a standard, 1 hours for preparation and 1 hours for review:a total of 2 hours.)【Textbooks】
近藤彩ほか著『ビジネスコミュニケーションのためのケース学習 職場のダイバーシティで学び合う【教材編】』ココ出版 ISBN978-4-904595-37-4
JPY1,728(Cases in the book will be translated and distributed by lecturer ‒Translation was permitted by authors for the purpose of this class)【References】• Hofstede, G. et al. (2010) Cultures and Organizations: software of
the mind: intercultural cooperation and its importance for survival 3rdedition, McGraw-Hill• Trompenaars, F. and Hampden-Turner, C. (2012) Riding the waves
of culture ‒ Understanding Diversity in Global Business, Clerkenwell,
London• Meyer, E. (2015) The Culture Map ‒ Decoding how people think,lead, and get things done across cultures, International edition,
PublicAffairs, New York.
【Grading criteria】
Assignments Grade Weights
Participation 20%
Contribution to class discussion 60%
Excellent(E)60%
Good(G) 40%
Average(A) 20%
Poor(P) 0%
Final report 20%
Excellent(E)20%
Good(G) 10%
Average(A) 5%
Poor(P) 0%
Total 100%
【Changes following student comments】
Encourage students to share their opinion so that all of the participantslearn from others, learn diversity.
【Equipment student needs to prepare】
N/A【Others】
I have a long experience as a HR Head at several multi-national/local
companies and I can lead our discussion both theoretically andpractically.
【】
You will learn not only business communication in Japanese organizations but also cross cultural management.

—3—発行日：2021/5/1【】
Management strategy is decision making necessary to achieve thecompany’s goal. The purpose of this course is to systematically learn
the basic knowledge and the theory which are necessary for planning
management strategy, through case study and group discussions.

MAN550F2

Management Strategy
Management Strategy

玄場

公規［Kiminori GEMBA］

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
An effective management strategy is absolutely necessary for companies
to create innovation. Student will learn the basic knowledge andessential skills to plan and practice management strategy.
【Goal】
By planning strategies for specific case companies, students learn theprocess of planning a detailed strategy. Based on the basic knowledge
and concepts such as the “five forces,” SWOT, and the Balanced
Scorecard, students improve their skill at analyzing companies’
practical innovations. It is very important for students to have athorough, structured, and consistent understanding of basic concepts
and theories of strategic management.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Basic concepts and theories for planning strategies are provided briefly
in each lecture. Students must apply them to specific companies andplan the detailed strategies in their group work. Students will be
expected to formulate an agenda for group work, develop a presentation
file, and make a presentation and lead the subsequent discussion in thenext lecture.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1st
Guidance

2nd

Strategy

3rdDomain4thCompetitive Strategy

5thResource Strategy

6thBusiness Model

7th

Discussion

Contents
What is management strategy?
Process of planning a strategy;
selection of specific case companies
Definition of strategy
Management strategy andinnovation
Definition of domain
Domain setting
Five forces
Competitive Advantage
Resource-based view
VRIO
Business model creation
Balanced Scorecard
Guest Speaker
Final presentation【Work to be done outside of class (preparation, etc.)】
Each class included a detailed agenda for group work. Students must
prepare a presentation file going over the results of group work in eachlecture. (As a standard, 2 hours for preparation and 2 hours for review:a total of 4 hours.)【Textbooks】
Koichi Kurihara and Kiminori Gemba, Basic of Management Strategy,
2019, Amazon Kindle.
【References】
Michael E. Porter, Competitive strategy : techniques for analyzing
industries and competitors : with a new introduction, Free Press ,1998
Jay Barney, Gaining and sustaining competitive advantage, Prentice
Hall, 2002
【Grading criteria】
Class Participation:50%
Presentation:20%
Report:30%【Changes following student comments】
The process of planning a strategy will be explained in detail.

—4—発行日：2021/5/1

MAN550F2

Strategic Organizational Management
Strategic Organizational Management

伊東久美子［Kumiko ITO］

単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
This is a basic MBA course of Strategic Organizational Management,
designed to give students basic knowledge and skills of management.
As a business leader, In order to flexibly adapt the fast changing
business environment, it is essential to have options learnt througha variety of experiences. In this class, you will have them andwill understand the ‘real’ businesses. ‘Experiencing’ will be put theutmost emphasis by having lectures, group-works, field researches, anddiscussions with members of enterprises in order to deeply understandthe Japanese businesses by looking at the Japan specific characteristics(such as its organizational management) from the global standard pointof view.
You are expected to maximize this opportunity by taking this class foryour own promising future career development.
【Goal】
Course Objectives and Goals
By the end of this course, students are expected to be able to;1) develop to understand the basics of managing people andorganizations
2) be able to formulate basic strategies
3) recognize the various challenges faced by today’s managers andorganizations in Japan【Textbooks】
To be confirmed. Handouts and/or URLs to reference materials will be
provided【References】“Fundamentals of Management” Global Edition, 2014 or 2013, by S.
Robbins, D. DeCenzo and M. Coulter, published by Prentice Hall.
【Grading criteria】
Course grades are calculated according to the following method< 50%> : class attendance and submission of one-page paper answering
a question assigned at each class session and small quiz at end of
the class. The both paper work as a proof of your attendance andunderstanding.
< 30%> : active participation in class discussions and presentations.
< 20%> : final exam
More detailed information including schedule will be provided at thefirst class【Changes following student comments】
No previous class【Others】
Despite of COVID-19, if the situation allows, we will have visits tohistorical Japanese company and international company operating inJapan to have discussion in person with their employees. If this is thecase, the syllabus above could be modified accordingly.
【】
This is a basic MBA course of Strategic Organizational Management,
designed to give students basic knowledge and skills of management.
As a business leader, In order to flexibly adapt the fast changing
business environment, it is essential to have options learnt througha variety of experiences. In this class, you will have them andwill understand the ‘real’ businesses. ‘Experiencing’ will be put theutmost emphasis by having lectures, group-works, field researches, anddiscussions with members of enterprises in order to deeply understandthe Japanese businesses by looking at the Japan specific characteristics(such as its organizational management) from the global standard pointof view.
You are expected to maximize this opportunity by taking this class foryour own promising future career development.

【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】To understand real businesses, this class will focus on having
experiences by integrating lectures, group-works, field researches, anddiscussions with members of enterprises.
In this class, in order to deeply understand what the real Japaneseorganizations are, you will work with a company which has 150 year
history in Japan, and will be required to deliver a final presentation to
management members of the company.
You are expected to actively participate in all classes and make yourutmost efforts into the presentation delivered to enterprises.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
Session -Introduction
1-2-What is OB?
-What is Strategy?

Session
3-4
Session
5-6
Session
7-8
Session
9-10
Session
11-12
Session
13-14

Contents-Introduction of the concept andthe requirement in this course-Essential factors of organizational
management-How to prepare businesspresentations including
formulating strategy.
-In-class activity and short quiz-Individual behavior-Attitudes, Personality, Motivation,
-Team
Trust
-In class activity and short quiz
-Current issues in-Case study
Japanese organization -Guest speaker 1-Diversity management -In-class activity and short quiz
-Career development-Case study and role play
-Sponsorship and-Sponsorship and Mentorship
Mentorship-Career session-Guest speaker 2-Leadership-Career strategy-Leadership-What is well-being in-Group-work and presentation
work place?
-Feedback and evaluation ofpresentation-Final quiz
-Final written test 90 min-Feedback-Feedback and lecture【Work to be done outside of class (preparation, etc.)】
Group works and one-page paper for next class are required.
Preparation 2 hours, review 2 hours, a total of 4 hours per week.

—5—発行日：2021/5/1

2

MAN550F2

Business Practice in Japan
3
Business Practice in Japan

高田

朝子、KENNETH G PECHTER、米倉誠一郎
4

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA

5

実務教員：

6
【Outline and objectives】
This course provides an introduction to standard businesspractice in Japan. The purpose of this introduction is toprovide general preparation for working in Japan, as well as
specific preparation for the practical learning opportunitiesstudents will encounter in the form of internships or fieldresearch. Accordingly, this course also provides an overview
of these practical learning opportunities, internship and fieldresearch. In the process, students will discuss and be exposed
to key traits and behaviors that will help them to successfully
navigate the GMBA program.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of standard
business practice in Japan, in order for students to make themost of their practical learning experiences via internships or
field research. In the process, students work on developing key
traits and behaviors to support successful completion of the
GMBA program, as well as future careers both in and out ofJapan.
Upon completion of the course, students should have a basic
knowledge of standard business practice in Japan, including:- Business Professionalism in Japan- Business Communication in Japan- Organizational Behavior and Japan Regional Government- Business Strategy in Japan- Legal Compliance for Internships in Japan- Business Manners in Japan
This learning is relevant to work in both large corporations aswell as small & medium enterprises in Japan.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion – inthe form of both lectures and guided discourse – supported byoutside readings. Students are expected to actively participate
in this discussion, and be prepared to ask questions of concern
based on their own experiences.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Overview

Contents
Overview of Business Practicein Japan and Practical
Learning Opportunities

7

Business
Professionalism inJapan
Organizational
Behavior and Japan
Regional
Government
Business
Communication in
Japan
Business Strategy
in Japan
Legal Compliancefor Internships in
Japan
Business Manners
in JapanIntegrity, accountability andbusiness professionalism inJapan
Regional government
structure, organizational
behavior and business practicein Japan
Strategic business
communication and reportingin Japan
Business systems,
management structure andstrategy in Japan
Legal and regulatorycompliance while doing aninternship in Japan
Business manners and culture
in Japan【Work to be done outside of class (preparation, etc.)】
For the most part, each week will be conducted as a separate
unit, and so material will be provided in class. In the case thatreadings are required for a specific week’s class, they will beassigned before, during or after class by individual instructors.
Assignments may be assigned as needed in the form of shortreports, presentations or take-home exams.
(In general students may expect few if any reading or otherassignments outside of class.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.
【Grading criteria】
Students will be assessed based on their overall professional
attitude, and completion of assignments should any be
assigned.
Professional attitude will be judged on characteristics including the following:- Positive and cooperative attitude during class- Active participation during class- Proper and business-like communications in email and othersubmissions- Critical assessment and decision-making- Punctuality during class and with regard to communications
and any required submissions
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:—6—発行日：2021/5/1

Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication

MAN560F2

Accounting
Accounting

鳥飼

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.
【Others】
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
【None】
None【None】
None【None】
None【None】
None【None】
None【】
This course provides an introduction to standard businesspractice in Japan. The purpose of this introduction is toprovide general preparation for working in Japan, as well as
specific preparation for the practical learning opportunitiesstudents will encounter in the form of internships or fieldresearch. Accordingly, this course also provides an overview
of these practical learning opportunities, internship and fieldresearch. In the process, students will discuss and be exposed
to key traits and behaviors that will help them to successfully
navigate the GMBA program.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency

裕一［Yuichi TORIKAI］

実務教員：【Outline and objectives】
In this course, we study financial accounting. We start from basic
accounting theory, i.e. what is accounting, who is the user of accounting
information etc., and study how to prepare the financial statements
and provide an analysis on the accounting information. We also study
key areas in the financial accounting including business combination,
consolidation for understanding the financial statements of listedcompanies. The objective of the class is to understand the basic
accounting theory and improve the ability to analyze the accounting
information provided by the listed companies.
【Goal】The students will be able to read the accounting information of listedcompanies, provide the analysis, and achieve a base for discussing theaccounting treatment in the complex area. The students will also beable to know the structure and management of accounts by using theaccounting information. Through this class, the students are expectedto achieve the basic level for the various accounting license examination.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”and“DP2”.
【Method(s)】This is a lecture type class. However, some part of the class is allocatedto a group discussion on topics related to the lecture.
At each class quizzes and exams are also provided to confirm thestudents’ understanding about the lecture.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
Session Introducing Accounting
1and Financial
Statements

Session2

Session3
Session4

Session5
Session6
Session7
Session8

Session9
Session10

Session
11—7—

Contents
What is accounting?
Who are the users of accounting
information?
Financial statements.
Generally Accepted
Who are the SEC, AICPA, FASB,
Accounting Principles
and IASB?
What are Generally Accepted
Accounting Principles(GAAP)?
The Balance Sheet and Understanding the balance sheet.
its Components
Components of the balance sheet.
The Income Statement Understanding the income
statement.
The presentation of income
statement.
The Double-Entry
The general ledger.
Accounting
Trial balance.
Adjusting journal entries.
The Corporation
The definition of corporation.
What is capital stock?
Capital structure.
Using Financial
Using short-term ratios.
Statements for
Current and quick ratio.
Short-term Analysis
Working Capital.
Using Financial
Earning data.
Statements for
Quality of earnings.
Long-term Analysis
Rate of return on investment.
Sales-based ratios or percetage.
Rate of return on investment.
Preparing and Using a What is a statement of cash flows?
Statement of Cash
The presentation of the statementFlowsof cash flows.
Consolidated Financial Basis for consolidation.
Statements
Consolidation procedure.
Asset valuation.
Non controlling interest
Accounting for Mergers What is business combination?
Acquisition method.

発行日：2021/5/1
Session12

BudgetingSession13

Audit and Auditors

Session14

Last Examination

What is a budget?
Planning and control.
Advantage of budgeting.
Master budget.
What is an audit?
Types of auditors.
What is an internal control?
Why audits are useful to you?
Examination is set out of thesubjects studied at this course.

MAN560F2

Logical Thinking vs Intuition
Logical Thinking vs Intuition

西出

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA【Work to be done outside of class (preparation, etc.)】
The students are expected to prepare by reading the corresponding areaof the textbook before each class and review the handouts after eachclass(As a standard, 2 hours for preparation and 2 hours for review arerequired).
【Textbooks】
Wayne A. Label, Accounting for Non-Accountants 3rd Edition, 2018.
【References】
Wayne A.Label and Cheryl Kennedy Henderson, Study Guide andWorkbook for Accounting for Non-Accountants 4th Edition, 2019.
IASB,International Financial Reporting Standards: Bound Volume,
2020.
【Grading criteria】
Contribution to the class through participating to the discussion 30%,
Short test 30%, Last examination 40%.
【Changes following student comments】
Not applicable.
【】
In this course, we study financial accounting. We start from basic
accounting theory, i.e. what is accounting, who is the user of accounting
information etc., and study how to prepare the financial statements
and provide an analysis on the accounting information. We also study
key areas in the financial accounting including business combination,
consolidation for understanding the financial statements of listedcompanies. The objective of the class is to understand the basic
accounting theory and improve the ability to analyze the accounting
information provided by the listed companies.

香［Kaori NISHIDE］

実務教員：【Outline and objectives】
The course consists of three main parts every time: a short lecture, anindividual work and a group work. In the group work, students workon idea creation, discussions, drawing up solutions, presentations andfeedback to one another.
【Goal】The goal of this course is to get familiar with logical thinking processes
so that it becomes your natural thinking process. We will practice logicalthinking in more complex situations, starting from the logical pointof view, considering surrounding aspects such as human factors, andrationalize the best possible solutions.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】Lesson method- Basic logical thinking quizzes- Application of logical thinking in more complex situations- Individual and group works whereby a person in one position may havedifferent logical solutions from others in different positions- Simulation game in a complex situation setting- The lessons involve short lectures of ca. 30 minutes, followed byindividual/group works and presentations- The final lesson will mainly consist of writing an individual report【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction

2
3
4
5
6
7
8
9
10
11
12
13
14

Contents
Course guideline, getting to know
one another by means of logicaltalks why we are attending thiscourse and what we want toachieve through the GMBA
Basic logical thinking
Course materials and suggested
readings, introductory case studies
Problem breakdown
Lecture, individual work in a casestudy
Questioning your level Group work in a simulation game:of successFisherman
Analytical approach
Lecture, individual work in a casestudy
What-if analysis
Group work in a simulation game:
Opening a coffee shop
Hypothesis verification Lecture, individual work in a casestudy
Selling your productsGroup work in a simulation game:
Product marketing
Decision making in
Lecture, individual work in a caseinnovation
study
Commitment of various Group work in a simulation game:stakeholders
Sustainable operation
Design-based thinking Lecture, individual work in a casepart 1 (Guest lecturer) study
Design-based thinking Workshop
part 2 (Guest lecturer)
Overall review
Group work in a simulation game:Community network
Writing a report
Evaluation of students’ abilities topropose creative solutions based on
logical thinking.

【Work to be done outside of class (preparation, etc.)】
Assignments 2 hours, review 2 hours, a total of 4 hours per week.
【Textbooks】
Slides in pdf will be distributed by email before each course day.

—8—

発行日：2021/5/1【References】
Barbara Minto, The Pyramid Principle : Logic in Writing and Thinking,ISBN-10:0273710516, 2008

MAN560F2

Financial Management【Grading criteria】
Interaction in group works (Presentations and discussions) 80%
Final exam (read a story of a given situation and discuss the solution ina report during the lesson) 20%

Financial Management【Changes following student comments】
Interactive and rather practice-oriented than theory-oriented.

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA【Equipment student needs to prepare】
PC and internet.
【Prerequisite】
Willingness to change your normal thinking process towards a morelogical yet creative way.
【】
In this course, students will be given a number of case studies withmultiple conditions how to make decisions in complex situations. We
will discuss possible solutions and the reasoning. In real life, we
often have to cope with conflicting interests and uncertainties, whereby
flexible and creative solutions are also required based on logicalthinking. Students will be challenged to consider taking unprecedented
solutions, compromising the logical thinking and other aspects suchas team performance, effective leadership and different interests ofstakeholders.

実務教員：【Outline and objectives】
In order to become a successful entrepreneur or a business leader, tounderstand and to be able to apply key finance theories and concepts
in real business life is of paramount importance. This course will
provide you with the indispensable theories in finance as well as theirapplication to business with special focus on entrepreneurial finance.
Financial management spans from working capital management,
capital budgeting, business risk management and corporate valuations.
All these essential areas are to be covered in the class. Cases are to be
used to practice real life applications. To facilitate your understandingof valuing assets and businesses, Excel financial functions as well as HP
12C calculators will be used.
【Goal】
Upon completion of the module, you will be able to:
1.Summarise key theories, principles, trends and tools in corporate
finance
2.Demonstrate effective approaches to the analysis of corporate financestructure and corporate financial statements, using applicable ratio
analysis tools and techniques
3.Assess the practical application of models and theories to decisions on
corporate financing
4.Create a business plan to maximize profit with the balance sheet,profit and loss statement, and cash flow statement, all in harmony.
5.Create a reliable cash flow forecast and manage corporate liquidity.
6.Understand how corporate values are evaluated in the capital market,
and to be able to maximize the entrepreneur ownership values in theventure company.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Lecturing, reading the textbook, case discussions, and practicalfinancial calculation practices.
【Active learning in class (Group discussion, Debate.etc.)】【Fieldwork in class】【Schedule】
No.
Theme
第1回
Financial Management
Overview ‒ Chapter 1
&2

第2回

第3回
第4回

第5回

—9—

Contents
A general guidance on the methodof teaching and evaluation of thestudy outcome. Understand thedifference between corporate
finance and entrepreneurial
finance. Basic financial calculation
would be done by using Excel andfinancial calculator HP 12C.
Understand the overall picture of
the relationships amongst financial
statements, profitability plan, cash
flow plan, investment plan,
financing plan, and the corporate
valuation.
How to Calculate
Understand the basics of net
Present Values ‒present value calculation.
Chapter 2
Understand the time value ofmoney and the term structure ofinterest rate. Understand andpractice the HP-12C PV or NPV
calculations.
Valuing Bonds Using present value formula andChapter 3
HP-12C to value bonds.
Valuing Common
Understand the valuation method
Stocks ‒ Chapter 4of equities including DCF, IRR,
MVA, and EVA
Capital Budgeting − Understand meaning, definitions
Chapter 5
and types of evaluating the projecton the basis of payback period,
NPV, IRR, etc.

発行日：2021/5/1
第6回

第7回

Capital Budgeting Capital investment
decision making ‒Chapter 6
Risk Return and Costof Capital ‒ Chapter 7

第8回

Portfolio Theory andCapital Asset Pricing
Model (CAPM) ‒Chapter 8

第9回

Risk and Cost of
Capital ‒ Chapter 9

第 10 回

Project Analysis ‒Chapter 10

第 11 回Dividend Policy Debt
Policy and firm
valuation ‒ Chapter
16-17
Capital Structure andfirm valuation ‒Chapter 18-19

第 12 回

第 13 回Derivatives andOptions Chapter 20-21

第 14 回Real Options ‒Chapter 22

Understand the investment
decision making criteria

Understand what ‘risk’ is, andunderstand the concept of ‘cost ofcapital’.
Understand risk as the dispersionof returns. Understand therelationship between risk andreturn in the market. Understandthe implication of beta as the
expected return by the investor andthe impact on the corporate value
calculation.
Understand how to measure cost ofequity. Able to compare andevaluate projects with different lifespans.
Able to apply sensitivity analysis,
scenario analysis, and simulation
to projects.
Understand the optimum level ofdebt and dividend payout.

【】
All fundamental financial theories and their practical applications arereviewed and understood by the course participants. In particular,
knowledge about time value of money, corporate beta, weighted average
cost of capital will need to be acquired in order to understand themechanism and process in evaluating corporate value.

Understand the MM theory andimpact of capital structure on thecorporate valuation. In the real life
environment, consider the
implication of capital structure on
the value of the shares retained by
the entrepreneur.
The ways in managing currency,
interest, credit, settlement,
market, liquidity and businessrisks through the active use ofderivatives, options and real
options.
Understand how to value the follow
on projects, timing option,
abandonment option, flexible
production and procurement.

【Work to be done outside of class (preparation, etc.)】
Those who are not familiar with the basics of finance and accounting
would need some self-study to enhance the level of basic understanding.
Lecture notes would be provided in the form of power point presentation.
Please refer to the content in advance in going through the text tofacilitate your understanding. Cases to be used in the module would
require some preparation in order for you to contribute to the class.(Asa standard, 2 hours for preparation and 2 hours for review: a total of 4hours.)【Textbooks】
Brealey, R., Meyers, S., & Allen, F., “PRINCIPLES OF CORPORATEFINANCE” 12e., McGraw-Hill, (2017)
ISBN-10: 0077151569
ISBN-13: 978-0077151560￥6,700.(excluding tax ‒ at Co-op)
Lecture notes in a form of power point presentation would be provided
in advance together with necessary cases.
【References】
Smith, J.K., Smith, R.L, & Bliss, R.T. “Entrepreneurial Finance:
Strategy, Valuation, and Deal Structure” Stanford University Press(2011)【Grading criteria】
Method of evaluation
Final Exam or Assignments
40 ％Case reports and interim assignments
Contribution to the class
20 ％

40%

【Changes following student comments】
I appreciate active feedbacks from the class.
【Equipment student needs to prepare】
PC is required to use excel and HP 12C. HP12C could be downloaded
onto smartphones or PCs. Downloading method would be explained
during the first lecture.
【Others】
Please go through the lecture notes before the class to identify areas ofambiguity. Cases would need to be prepared to form your own opinions
or identify questions.
Individual questions will be answered after each lecture or Tuesdays
18:30〜.

— 10 —

発行日：2021/5/1
第 12 回

MAN560F2

Advanced Finance -Global Economic Development- Policy Issues and Japan’s Role-

第 13 回Advanced Finance谷口和繁

第 14 回

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
In order to become a successful policy maker and/or a business leader,
it is critical to understand the state of global economic development andpolicy issues such as sustainable development goals (climate change,
global health and gender equality, etc.). This course will provide youwith knowledge and methodology to identify issues and find possible
policy options. You will learn cross-country analysis and cross-sectoral
approach to make your proposal convincing and operational. You will
also learn Japan’s experiences and expected roles.
【Goal】
Upon completion of the class, you will be able to:
1. Understand and evaluate the current global economic developments
and key policy issues such as climate change, global health and genderequalities;
2.Understand Japan’s economic and social experiences after the collapseof bubble and rapid aging as a reference for other countries;
3.Design policy options and operational measures with cross-country
analysis and cross-sectoral approach that are commonly used in the
managerial/operational decision making in the World Bank;【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Lecturing, reading/researching relevant info/data through websites,class discussions, and individual and group presentations.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
第1回
Current developmentsof global economies
第2回

第3回

第4回

第5回

第6回

第7回

第8回

第9回

第 10 回
第 11 回

Contents
Increased role of developing
countries. Importance of
demographic trend.
Current developments Rapid growth after the war,of Japanese economy
sluggish economy after the bubble.
Huge budget deficit anddemographic challenge
Sustainable
Understanding SDGs and use ofdevelopment goals
cross-sectoral approach andcross-country analysis.
Sustainable
Class discussion on SDG policy
development goals
options using cross-sectoral
approach and cross-country
analysis
Development
Increasing number of donors.
Assistance -Options of Increased role of private sector.
interventions
From charity to investment. Grant,
loan and investment. Multilateraland bilateral.
Multilateralism –Key international schemes for
Agenda andmultilateral cooperation - Unitedimplementation.
Nations and World Bank.
Role of private sectors
Importance of direct Investment
and measures to promote it.
Importance of small and medium
enterprises.
Ethics of development
Negative factors of development
such as corruption, and harmful
tax practices. Role of safeguard.
Technology, innovation Importance of technology andand economic
innovation to avoid bottlenecks anddevelopment
generate rapid growth
Specific issues - gender Mainstreaming of gender as
development agenda
Specific issues - quality Infrastructure as means ofinfrastructure
sustainable development including
disaster risk management.

Specific issues - global
healthGlobal health - cross-sectoral
approach (sometimes clean water ismore important than medicine) androle of finance.
Individual presentation Individual presentation and discussion – health Cross-country analysis andand education
cross-sectoral approach arerecommended
Group presentation
Group will pick one sector/issueand discussion – social and design innovative solutions
entrepreneur andwith new technology or new
technological solutions application of existing technology【Work to be done outside of class (preparation, etc.)】
Those who are not familiar with the basics of development economics
or international relations would need some self-study to enhance thelevel of basic understanding. Lecture notes would be provided in theform of power point presentation and/or short memo. Websites of theWorld Bank and other relevant institutions are critical to understandthe issue. (As a standard, 2 hours for preparation and 2 hours for review:a total of 4 hours.)【Textbooks】
Textbook will not be used.
【References】
Websites of World Bank and other relevant institutions including
Japanese ministry of finance will be used. These include:
https://www.worldbank.org/en/home
https://data.worldbank.org/
https://www.mof.go.jp/english/【Grading criteria】
Method of evaluation
Group presentation
40 ％Individual presentation 30%
Contribution to the class discussion

30 ％【Changes following student comments】
I appreciate active feedback from the class.
【Equipment student needs to prepare】
PC or other devices to view websites of relevant institutions and prepare
presentation.
【】
In order to become a successful policy maker and/or a business leader,
it is critical to understand the state of global economic development andpolicy issues such as sustainable development goals (climate change,
global health and gender equality, etc.). This course will provide youwith knowledge and methodology to identify issues and find possible
policy options. You will learn cross-country analysis and cross-sectoral
approach to make your proposal convincing and operational. You will
also learn Japan’s experiences and expected roles.

— 11 —

発行日：2021/5/1

MAN560F2

Final report 20%

Human Resource Management【Changes following student comments】
Feedback from students have not arrived because of the new subject.

in Japan【Others】
Office hour: after each lecture

Human Resource Management in Japan藤村

博之［Hiroyuki FUJIMURA］

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
Human Resource Management (HRM) means utilizing human resources
for the purpose of achieving the company’s mission. After the World War
Ⅱ, Japanese companies have developed rapidly. The main reason of the
expansion came from a unique way of Japanese HRM.
However, Japanese companies are facing many challenges suchas coping with globalization, declining labor population, changing
consciousness of working people and so on.
This movement forces Japanese companies to rectify their traditional
ways of HRM.
In this course, we study the basis of Japanese HRM and the directionof amendments of HRM in order to follow present situation of the labor
environments.

【】
Human Resource Management(HRM) means that utilizing the humanresources for the purpose of achieving the company’s mission. After theWorld War Ⅱ, Japanese companies have developed rapidly. The main
reason of the expansion comes from a unique way of Japanese HRM.
However, Japanese companies are facing many challenges suchas coping with globalization, declining labor population, changing
consciousness of working people and so on.
This movement forces Japanese companies to rectify their traditional
ways of HRM.
In this course, we study the basis of Japanese HRM and the directionof amendments of HRM in order to follow present situation of the labor
environments.

【Goal】
We study the basis and directions of Japanese HRM. This will be usefulfor students who expect to be an employee of Japanese companies or will
make a deal with them.
Also, as Japanese HRM is strongly related to Japanese history andculture, comprehending Japanese HRM makes use of understanding
Japan.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Lecture / Group discussion / Presentation
1 Lecture of the theme from instructor.
2 Group discussion
3 Group presentation
Students are expected to read a pre-assignment.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction & thebasis of HRM

Contents
Self-introduction of the instructor
and students
Theory of human resource
management
Impacts of the aging society
Advancing into society of female
workers
Myths of a Japanese style ofhuman resource management
Membership-based employment
Gap between regular employees
and non-regular employees
Wages and salaries
Recruitment of new graduates andmid-careers
Evaluation system
Employment of senior workers
Female labor force participation

2

Changes of theJapanese society

3

Characteristics of HRM
in Japanese companies
1
Characteristics of HRM
in Japanese companies
2
Characteristics of HRM
in Japanese companies
3
Characteristics of HRM
in Japanese companies
4
Tasks facing Japanese Long overtime work without pay
companies
Work style reform in Japan

4

5

6

7

【Work to be done outside of class (preparation, etc.)】
The students are expected to read the handouts provided before
class.(As a standard, 2 hours for preparation and 2 hours for review:a total of 4 hours.)【Textbooks】
Hand outs will be provided.
【References】
None【Grading criteria】
Class participation and attitude 40%
Group discussion and presentation 40%— 12 —

発行日：2021/5/1

2

MAN560F2

Managing TalentManaging Talent3

豊嶋 晴美、白石 清仁［Harumi TOYOSHIMA, Kiyohito
SHIRAISHI］
単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA

4

実務教員：

5

【Outline and objectives】
The goal of this course is to understand and be able to explain
Japanese work society and its globalization particularly fromdifferent aspects, such as business communicating acrosscultures in workplace, organizational behavior, human capitalmanagement, general local recruiting process, and learningand development. This course helps students apply theknowledge to achieve preparation for working in Japan withvarious nationalities of people and managing organizational
people who are critical to achieve their mission. Class will be
conducted closely with instructor. This course is applicable tothe both cooperate size and small size of company, but if we had
to choose one, then corporate is more suitable to practice.
【Goal】
1. Students are able to practice and develop their business
communications skills to communicate with people who haveJapanese cultural background, as well as others with various
different cultural backgrounds.
2. Students are able to understand what managing talentmeans today on the front lines.
3. Students are able to understand the importance of the basic
concepts of recruiting, training, OJT (On the Job Training),
feedback and counselling in managing talent.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】IN-CLASS ACTIVITY WORKSHEETS:This course uses In-Class Activity Worksheets as a way tofacilitate students’ in-class discussion activities (e.g., group
discussions) as an important learning activity of this course.
This worksheet lists several open-ended questions relevant to
the main topic of the class and provide some space for eachquestion in which to handwrite the answer.
LECTURES WITH POWERPOINT SLIDES:
Each lecture is delivered with a set of PowerPoint presentation
slides that will be projected in the classroom.
Over the course of this semester, students are required totake notes on all major information delivered through thePowerPoint lecture slides in each class.
PRESENTATION AND FINAL PAPER:
The topic to be announced in the early stage of this course. The
topic of both the final paper and the presentation will be thesame.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Welcome to thiscourse(Lectured by
Harumi Toyoshima)

Contents-Course & Class Introduction

6

7

8

9

10

11

12

13

14

What is managing
talent?
(Lectured by
Harumi Toyoshima)
Japan business
uniqueness(Lectured by
Harumi Toyoshima)
What does talentvalue?
(Lectured by
Harumi Toyoshima)
How can wemeasure?
(Lectured by
Harumi Toyoshima)Communications(Lectured by
Harumi Toyoshima)
What are key
concepts for talentmanaging byrecruiting
leader/learning anddevelopment leader?
(Lectured byKiyohito Shiraishi)
What are you being
expected byrecruiter fromcompany?
(Lectured by
Harumi Toyoshima)
What is effective
way ofcommunications?
(Lectured by
Harumi Toyoshima)
Comparisons
between Japaneseworking style andother country’s(Lectured by
Harumi Toyoshima)
Presentation by
students(Lectured by
Harumi Toyoshima)
Presentation by
students(Lectured
by Harumi
Toyoshima)
Human Resources
technology today atfront line
(Lectured by
Harumi Toyoshima)
Course wrap-up(Lectured by
Harumi Toyoshima)-Human Capital Management-Japan labor environment-Japan organization structure
and behavior-Retention- Competency- Specialty- Social skills-Communications style withpeople who have Japanesecultural background- Recruiting- Learning- On the job
training(counseling/feedback)-Recruiting process andplacement- Diversity and Inclusiveness- Work ethic-Students will be allowed tochoose one country to comparewith Japan work society-Topic to be announced-Topic to be announced-People data analytics-People engagement-Digital HR

Course wrap-up【Work to be done outside of class (preparation, etc.)】
Students are expected to prepare their assignments, presentation, and final paper by the due date. Students’ preparation
and review time will be 4 hours per course. Further details will
be announced in the course.
【Textbooks】
For this course, students are NOT required to purchase any
textbook. Instead, students are expected to research by theirown outside of class for paper.

— 13 —

発行日：2021/5/1【References】
Again Students are NOT expected to buy any books. The books
are only references.
GALLUP and Tom RathStrengthsFinder 2.0
The new book has your unique access code to take theassessment. This access code is valid for one use only. Do not
buy this book if this packet has been opened, therefore the usedbook is not suitable.
Erin Meyer
Culture Map【Grading criteria】
1. Class Attendance: 20%
2. Class Participation: 30%
3. In-class Paper Presentation: 10 %4. Final Research Paper: 40 %MAN560F2

Opportunity and Entrepreneurship in Japan
Opportunity and Entrepreneurship in JapanKENNETH G PECHTER［Kenneth Gordon PECHTER］
単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
実務教員：【Changes following student comments】
More case studies to be included to practice【Equipment student needs to prepare】
N/A【Others】
N/A【Contact】
Contact: If you have questions or other needs for communication with the instructors, please send email to;Harumi Toyoshima’s email :harumi.toyoshima.33@hosei.ac.jp
Kiyohito Shiraishi’s email: kiyoinstructor@gmail.com【Warning】
Making copy from other student’s case material is theinfringement of copyright. IF ILLEGAL COPY IS FOUND,
THE CREDIT WILL NOT BE AWARDED.
【】The goal of this course is to understand and be able to explain
Japanese work society and its globalization particularly fromdifferent aspects, such as business communicating acrosscultures in workplace, organizational behavior, human capitalmanagement, general local recruiting process, and learningand development. This course helps students apply theknowledge to achieve preparation for working in Japan withvarious nationalities of people and managing organizational
people who are critical to achieve their mission. Class will be
conducted closely with instructor. This course is applicable tothe both cooperate size and small size of company, but if we had
to choose one, then corporate is more suitable to practice.

【Outline and objectives】
This course provides an introduction to entrepreneurship andrelated opportunities in Japan. This is done in the context
of lessons from the study of the innovation process, whichat its core seeks to link the power of emerging ideas to thedevelopment of profitable business. Entrepreneurship is a
key mode for this linkage. The Japan specific context forentrepreneurship is explored, along with the evolving natureof work and the career opportunities and challenges connectedto this evolution.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of theopportunities and challenges related to entrepreneurship inJapan, and the forces driving them. Upon completion of
the course, students should be able to answer the question,
What is entrepreneurship and why does it matter? Students
should understand the specific context for entrepreneurshipin Japan, and the major constraints driving change in thiscontext. Students will be able to use concepts from thestudy of innovation to assess these constraints, and appreciate
the opportunities afforded by entrepreneurship – both to theentrepreneurs themselves and to the broader workforce – forboth large corporations as well as small & medium enterprises.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion –in the form of both lectures and guided discourse – supported
by outside readings.
Students are expected to actively
participate in this discussion based on knowledge gained
from the readings, and will be tested on their knowledge via
presentations, assignments, quizzes and exams.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction

2

Innovation &Organizations

3

Entrepreneurship— 14 —

Contents
What is entrepreneurship, andwhat opportunities does it
create?
The interaction between
organizational dynamics andthe innovation process
The role of entrepreneurshipin innovation発行日：2021/5/1

4

5
6

7

Entrepreneurship in Long-term postwar growth, theJapanbubble economy, the lost
decades, 311 and the Olympics
Escalators vsModels for career advancement
Elevators
Work, Love, PlayNew opportunities for work in
and The Gig
the Gig Economy
EconomyWhat’s Next?
Outlook for opportunity &entrepreneurship【Work to be done outside of class (preparation, etc.)】
Readings will be assigned during class, either via handouts
or URLs for downloads. These materials are to be readthoroughly, and the student ready for discussion during thenext class meeting and a quiz. Assignments in the form ofshort reports, presentations and take-home exams will be given
as needed. A final exam, report and/or presentation will be
required at the end of the course.
(In general students may expect 1 to 3 hours per week required
outside of class for reading and assignments.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.

【Others】
Office Hours:
Class Days (Friday) 18:00-18:30
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
【】This course provides an introduction to entrepreneurship andrelated opportunities in Japan. This is done in the context
of lessons from the study of the innovation process, whichat its core seeks to link the power of emerging ideas to thedevelopment of profitable business. Entrepreneurship is a
key mode for this linkage. The Japan specific context forentrepreneurship is explored, along with the evolving natureof work and the career opportunities and challenges connectedto this evolution.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Grading criteria】
Participation and ability to use concepts 50%
Mid-term assignments 20%
Final assignments 30%
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.

— 15 —

発行日：2021/5/1

5MAN560F2

Media and Entertainment
6Media and Entertainment

KENNETH G PECHTER［Kenneth Gordon PECHTER］
単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
This course provides an introduction to the Media &Entertainment industries. This is done in the context of lessons
from the study of the innovation process, which at its core
points to a major challenge of such industries: developing
profitable business out of creative activity. These industries
include TV, film, animation, gaming, publishing and othercreative industries, with an emphasis on the situation in
Japan.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of the Media& Entertainment industries, and the forces driving them.
Upon completion of the course, students should have a basic
knowledge of the main components of these industries in Japanand overseas, of the specific characteristics of these industries
in Japan, and of the major constraints driving change in theseindustries. Students will be able to use concepts from thestudy of innovation to assess these constraints, and appreciate
the strategies for competition and growth suitable to theseindustries for both large corporations as well as small &medium enterprises.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion –in the form of both lectures and guided discourse – supported
by outside readings.
Students are expected to actively
participate in this discussion based on knowledge gained
from the readings, and will be tested on their knowledge via
presentations, assignments, quizzes and exams.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction

2

3
4

Contents
What are the media &entertainment industries, andwhy do they matter?
Media & Economic
The role of the media &Development
entertainment industries in
economic development
Media & Innovation Creative industries andinnovation in Japan
Film & TV
Film industry, TV industry, etc.
Industries

7

Entertainment &Other Visual Media
Industries
Music & Media
Industries
What’s Next?

Visual media entertainment,
manga, anime, games, etc.
Music industry, distribution &payment models
Outlook for media &entertainment【Work to be done outside of class (preparation, etc.)】
Readings will be assigned during class, either via handouts
or URLs for downloads. These materials are to be readthoroughly, and the student ready for discussion during thenext class meeting and a quiz. Assignments in the form ofshort reports, presentations and take-home exams will be given
as needed. A final exam, report and/or presentation will be
required at the end of the course.
(In general students may expect 1 to 3 hours per week required
outside of class for reading and assignments.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.
【Grading criteria】
Participation and ability to use concepts 50%
Mid-term assignments 20%
Final assignments 30%
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.
【Others】
Office Hours:
Class Days (Friday) 18:00-18:30— 16 —

発行日：2021/5/1

Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
【】This course provides an introduction to the Media &Entertainment industries. This is done in the context of lessons
from the study of the innovation process, which at its core
points to a major challenge of such industries: developing
profitable business out of creative activity. These industries
include TV, film, animation, gaming, publishing and othercreative industries, with an emphasis on the situation in
Japan.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency

MAN560F2

Marketing in Japan
Marketing in Japan大澤裕［Yutaka OSAWA］

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
The objectives of this course are to learn practical marketing in Japanand to gain a deeper understanding of its theory.
Specifically, the students will learn how to effectively attract interestin products/services, and how to build win-win relationships with sales
partners in Japan.
(Each student will choose a product or service that he/she would like tomarket in Japan.)【Goal】The goals of this course are as follows;
1) To master how to advertise products/services attractively, how tocreate marketing materials, and how to make presentations.
2) To master negotiation skills for creating win-win relationships withsales partners in Japan.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP5”.
【Method(s)】Lecture / Presentation / Discussion
Each student will create marketing materials and make presentations
to market a product of his/her choice in Japan.
Presentations will be made several times. By getting feedback fromother students and outside guests, you will come to understand yourstrengths and weaknesses.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
秋学期後半
No.
Theme
1
Lecture2

Self-Introduction

3

Lecture4

Presentation/Discussion

5

Lecture6

Presentation/Discussion
Lecture

7

8
9
10
11

Presentation /Discussion
LecturePresentation /Discussion
Presentation /Discussion

12

Presentation /Discussion

13

Presentation /Discussion— 17 —

Contents
・Types of sales partners
・Win-win relationships with sales
partners
・Self-introduction and introductionof a friend to another person
・Difficulties of marketing in Japan・Business practice in Japan
・Presentation and discussion ofwhat products/services you want tosell in Japan・Catalogs and marketing materials
・Tradeshows
・Presentation to end-users inJapan・Sales Promotion
・Increasing brand recognition byusing SNS, etc.
・Presentation to distributors inJapan・Pricing Strategy
・Trademark/Registered mark・Presentation to manufacturers inyour country
・Presentation of a product,
simulating negotiations with asales partner．
・Discussion regarding marketing
materials and presentations
・Presentation of a product,
simulating negotiations with asales partner．
・Discussion regarding marketing
materials and presentations
・Presentation of a product,
simulating negotiations with asales partner．
・Discussion regarding marketing
materials and presentations

発行日：2021/5/1
14Presentation /Discussion

・Presentation of a product,
simulating negotiations with asales partner．
・Discussion regarding marketing
materials and presentations

MAN560F2

Service Management in Japan【Work to be done outside of class (preparation, etc.)】
Each student will prepare six PowerPoint presentations.(As a standard,
2 hours for preparation and 1 hour for review: a total of 3 hours.)

Service Management in Japan【Textbooks】
None

単位数：2 単位
学期：秋学期後半/Fall(2nd half)
授業分類：専門講義
Global MBA

KENNETH G PECHTER［Kenneth Gordon PECHTER］【References】
None【Grading criteria】
Class participation 33%
1-6th presentation 33%
Final presentation 34%

実務教員：【Changes following student comments】
The restriction on the amount of presentation materials has been
removed. This is for reducing the burden of homework.
【Equipment student needs to prepare】
Personal computer【】
The objectives of this course are to learn practical marketing in Japanand to gain a deeper understanding of its theory.
Specifically, the students will learn how to effectively attract interestin products/services, and how to build win-win relationships with sales
partners in Japan.
(Each student will choose a product or service that he/she would like tomarket in Japan.)【Outline and objectives】
This course provides an introduction to Service Managementin Japan. This is done in the context of lessons from the studyof the innovation process, for which the service sector is a key
and growing platform, and which also provides a framework
for understanding challenges to service sector growth inJapan. The Japan-specific context for Service Management is
explored, with special attention on such cultural artifacts as“omotenashi” - Japanese style hospitality - which is playing
a prominent role in the staging of the 2020 Tokyo Olympics(tentatively postponed till 2021).
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】The goal of this course is to develop understanding of Service
Management in Japan, and the forces driving it. Uponcompletion of the course, students should have a basic
knowledge of the main components of and expectations forthe service sector in Japan and overseas, of the specificcharacteristics of services in Japan, and of the major
constraints driving change in them. Students will be able
to use concepts from the study of innovation to assess these
constraints, and appreciate the word “Omotenashi” (Japanesestyle hospitality), which has become the focal point for the
discussion of services and Service Management in Japan forboth large corporations as well as small & medium enterprises.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】The primary approach of this course is in-class discussion –in the form of both lectures and guided discourse – supported
by outside readings.
Students are expected to actively
participate in this discussion based on knowledge gained
from the readings, and will be tested on their knowledge via
presentations, assignments, quizzes and exams.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction
2
Global Promise ofServices
3
Promise of Services
in Japan4Services &Innovation— 18 —

Contents
What is service management?
Economic development and theservice sector
Economic development andJapan’s service sector
Problem solving,organizational dynamics andservice management発行日：2021/5/1

5

6

7

Inside the Black Box
of Service
Businesses
Tourism and the
Olympics ofOmotenashi
What’s Next?

Japanese-style communicationand the service business value
chain
What is Omotenashi, and doesit make an industry?

Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.

Outlook for service
management【Work to be done outside of class (preparation, etc.)】
Readings will be assigned during class, either via handouts
or URLs for downloads. These materials are to be readthoroughly, and the student ready for discussion during thenext class meeting and a quiz. Assignments in the form ofshort reports, presentations and take-home exams will be given
as needed. A final exam, report and/or presentation will be
required at the end of the course.
(In general students may expect 1 to 3 hours per week required
outside of class for reading and assignments.)【Textbooks】
No textbook will be used. Handouts and reading material
will be provided. Access to the internet will be needed bothduring and outside of class, as well as a computer for accessand writing.
【References】
Handouts or URLs to reference materials will be provided.
Access to the internet will be needed both during and outsideof class, as well as a computer for access and writing.

【】This course provides an introduction to Service Managementin Japan. This is done in the context of lessons from the studyof the innovation process, for which the service sector is a key
and growing platform, and which also provides a framework
for understanding challenges to service sector growth inJapan. The Japan-specific context for Service Management is
explored, with special attention on such cultural artifacts as“omotenashi” - Japanese style hospitality - which is playing
a prominent role in the staging of the 2020 Tokyo Olympics(tentatively postponed till 2021).
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Grading criteria】
Participation and ability to use concepts 50%
Mid-term assignments 20%
Final assignments 30%
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet access andwriting, should bring the computer to class, and have access tothe internet outside of class as well.
【Others】
Office Hours: Class Days (Thursday) 18:00-18:30— 19 —

発行日：2021/5/1
7/13

MAN560F2

Innovation in Global business
7/13
Innovation in Global business

米倉

誠一郎

7/20

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA

7/20

実務教員：
【Outline and objectives】
In this course, we will study two very important issues in the 21stCentury; innovation and globalization. As to innovation, we will
focus on"social innovation," in particular. Was to globalization, twovery interesting cases will be picked up; Juchheim and Toraya in
confectionery industry.
1)What is innovation? and what is social innovation?
2)How traditional companies try to global their business?

Students presentation
to Mr. Kurokawa andcomments on the
proposals by him
A special lecture by Mr.
Hitsuharu Kurokawa,CEO of Toraya
Final lecture on
Innovation in Global
Business.
Final lecture on
Innovation in Global
Business.

Proposal presentations by students
and discussion with CEO

Dialogue with Mr. Kurokawa.

Guest to be announced

Guest to be announced【Work to be done outside of class (preparation, etc.)】
In order to prepare a group presentation to invited business leaders,Approximately 4-6 hours group works are required. It will be a little bit
hard, but will be worthwhile. (As a standard, 2 hours for preparationand 2 hours for review: a total of 4 hours.)【Textbooks】
Seiichiro Yonekura and Anis Uzzaman, "A great reset of Japanesecompanies"
Kazuki Moribe, "グローバル・マーケティング戦略の基本”【References】【Goal】
1) To understand the theoretical framework on innovation
2) To understand of a historical development of the global business3) To create your own innovative business ideas【Grading criteria】
1) Class participation (30%)2) Group work participation and leadership (30%)3) A final term paper (40%)

【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.

【Changes following student comments】
More class discussion【Method(s)】1) Class discussion2) Group work and group discussion3) Group presentation and direct discussion with real global businessleaders【】
In order to understand innovation in global business, we study
theoretical framework of innovation and globalization. Also we will
study what is social innovation and why it is so important and where
did it come from?
We will study a global process of traditional or domestic companies anda theoretical frame work of globalization.

【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
6/8
Introduction

6/8

A theoretical frame
work of innovation

6/15

What is globalization?
How to compete with
global giants.
What is globalization?
How to compete with
global giants.
How a Japanese sweets
company should
globalize and win acertain market share.
A presentationcompetition for Mr.
Hedeo Kawamoto, CEO
of Juchheim.
Students will present
their strategic proposal
to Mr. Hideo
Kawamoto,
A special lecture from
Mr. Kawamoto on
global strategy ofJuchheim.
A presentationcompetition for the best
strategic proposal to
Toraya: How a
Japanese traditional
company can penetrate
into Asian Market?
A presentationcompetition for the best
strategic proposal to
Toraya: How a
Japanese traditional

6/15

6/22

6/22

6/29

6/29

7/6

7/6

Contents
Why you study in Japan? Why weneed innovation?What
globalization is.
Innovation: Schumpeter’s 5 factors
and Abernathy’s four cell model.
What is social innovation?
Lectured by Kazuki Moribe.

Lectured by Dr. Yonekura

Three teams will compete for thebest strategic presentation

Three teams will compete for thebest strategic presentation

How a Japanese sweets company
should globalize and win a certain
market share.
By using a AI, Robotics andplatform how Juchheim tries toglobalize.
Can Toraya, a 1500 year oldcompany, penetrate into Asianmarket?

Can Toraya, a 1500 year oldcompany, penetrate into Asianmarket?

— 20 —

発行日：2021/5/1(As a standard, 2 hours for preparation and 2 hours for review: a totalof 4 hours.)

MAN560F2

Innovators and Leaders【Textbooks】
J.A.Schumpeter, A Theory of Economic Development
Kenichi Ohmae, A creative thought from Zero to one

Innovators and Leaders

米倉【References】
Cusumano, Microsoft Secrete
米倉誠一郎『企業家の条件』
米倉誠一郎『イノベーターたちの日本史』

誠一郎［Seiichiro YONEKURA］

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA【Grading criteria】
1) Class participation/discussion (30%)2) Group work participation and leadership(30%)3) A quality of presentation by Group work (40%)
Grade A:80-100%, Grade B:60~80%, Grade C:40-60%, Grade F: under
40%

実務教員：
【Outline and objectives】
In order to create a new economic development, it is necessary for any
countries and regions to facilitate innovative activities by innovators.
Innovation itself, however, cannot have a greater impact on economic
development.There must be a business leader who can establish abusiness model by using innovation and innovative ideas. In thiscourse, we would learn relationships between innovation, innovatorsand leaders through book readings, case studies and dialogue with real
innovators and leaders.
【Goal】
1) To understand a theoretical relationship between innovation andinnovators.
2) To understand necessary capabilities to carry out innovation.
3) To understand a theoretical relationship between innovation andleaders.
4) To understand necessary capabilities to create a concrete businessmodel by using innovation.

【Changes following student comments】
more basic lectures from professors【】
In order to create a new economic development, it is necessary for any
countries and regions to facilitate innovative activities by innovators.
Innovation itself, however, cannot have a greater impact on economic
development.There must be a business leader who can establish abusiness model by using innovation and innovative ideas. In thiscourse, we would learn relationships between innovation, innovatorsand leaders through book readings, case studies and dialogue with real
innovators and leaders.

【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】The class learning method is consisted of reading assignment, classdiscussion/participation, report writing, group work and dialogue with
innovators and business leaders.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
1: Sep Introduction
13
2: Sep Innovation and13
Innovator
3: Sep Leadership and
20
organizational change
4: Sep Leadership Practice20
5: Sep Preparation for a pitch27
presentation for Guest
speaker ①
6: Sep Preparation for a pitch27
presentation for Guest
speaker ①
7: Oct 4 Strategic presentation
to Guest speaker Dr.
Anis Uzzaman, CEO of
Pegasus Tech Venture①
8: Oct 4 Dialogue with Guest ①

9:
11

Oct Preparation for a pitch
presentation for Guest
speaker ②
10 Oct Competition for the11
CEO presentation to
guest speaker ②
11: Oct Strategic presentation18
for Guest ②
12: Oct Dialogue with Guest ②
18
13: Oct Summary Lecture25
14: Oct Summary Lecture
25

Contents
Why we need innovators andbusiness leaders?
A theoretical relationship between
innovation and innovators
A theoretical frame work ofleadership.
8 steps to change the organization.
Class competition for the best
preparation for Guest ①
Class competition for the best
presentation for Guest speaker ①
Dialogue with Dr. Uzzaman

Class discussion with Guest
speaker ①
Class competition for the best
preparation for Guest ②
Class presentations and teamcompatition
Guest Dialogue
Class discussion with Guest
speaker ②
What is the essence of innovators,
entrepreneurship and leaders?
What is the essence of innovators,
entrepreneurship and leaders?

【Work to be done outside of class (preparation, etc.)】
1) Group work for a case analysis
2) Group presentation preparation
3) Participation to the 2017 Nikkei BP Innovators Award— 21 —

発行日：2021/5/1【Work to be done outside of class (preparation, etc.)】
Basic-level understanding of marketing is required. Students who havenot been exposed to marketing at all are strongly advised to take basic
Marketing courses beforehand.(As a standard, 2 hours for preparationand 2 hours for review: a total of 4 hours.)

MAN560F2

DigitalMarketing

Digital Marketing柿原【Textbooks】
No textbook will be used in this course.

正郎［Masao KAKIHARA］

単位数：2 単位学期：春学期後半/Spring(2nd half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
This course addresses the core value and the impact of digital technologies on marketing planning and execution. Business environments
are now more dynamic and rapidly changing than ever, largely driven
by the rapid diffusion and implementation of Internet-enabled digitaltechnologies. Digital Marketing is not just about pure online marketing
activities such as search engine marketing and social media marketing.
It also makes traditional marketing ‘analyzable’ and ‘measurable’ by thepower of the digital. This course explores the fundamental concepts andframeworks of Digital Marketing through various real case studies.
【Goal】The main goal of this course is to help students:
1) understand fundamental concepts and frameworks of data-driven,
digital marketing
2) get foundational knowledge to apply them to various business andindustry settings.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”and“DP4”.
【Method(s)】Lecturing and in-class discussion【References】
Mark Jeffery (2010), “Data-Driven Marketing: The 15 Metrics Everyone
in Marketing Should Know”, Wiley.
Wayne L. Winston (2014), “Marketing Analytics: Data-Driven Techniques with Microsoft Excel”, Wiley.
Craig S. Fleisher, Babette E. Bensoussan (2015), “Business andCompetitiveAnalysis: Effective Application of New and Classic
Methods”(2nd Edition), Pearson FT Press.
Farris, Neil Bendle, Phillip E. Pfeifer, David J. Reibstein (2015),“Marketing Metrics: The Manager’s Guide to Measuring Marketing
Performance”(3rd Edition), Pearson FT Press.
【Grading criteria】
Method of evaluation
Group project: 40%
Contribution to the class: 60 ％【Changes following student comments】
More practical knowledge for digital marketing will be offered, e.g.
online ad marketing operation, data analytics tools, etc.
【】
This course addresses the core value and the impact of digital technologies on marketing planning and execution. Business environments
are now more dynamic and rapidly changing than ever, largely driven
by the rapid diffusion and implementation of Internet-enabled digitaltechnologies. Digital Marketing is not just about pure online marketing
activities such as search engine marketing and social media marketing.
It also makes traditional marketing ‘analyzable’ and ‘measurable’ by thepower of the digital. This course explores the fundamental concepts andframeworks of Digital Marketing through various real case studies.

【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
第1回
Introduction
第2回

Digital Landscape in
Asia

第3回

Data-driven Thinking

第4回

Marketing Metrics

第5回

第7回

Analytics for DigitalMarketingBusiness Models in the
Digital Age
Online Advertising (1)

第8回

Online Advertising (2)

第9回

Social Network

第 10 回

Measurement

第 11 回Team & Organization
Issues for DigitalMarketing
Capital Structure andfirm valuation ‒Chapter 18-19

第6回

第 12 回

第 13 回Future of DigitalMarketing

第 14 回Wrap-upContents
Course overview, intro of groupproject, some house-keeping works
An overview of key developments ofInternet technologies and theirimpact on business in Asia
An overview of the impact ofdata-rich marketing methods andapproaches
Exploring key marketing metrics CAC, CLV, ROI, Churn,
Segmentation etc.
Introducing data analytics methods
and tools
Discussions emerging businessmodels in the digital fields
Exploring key concepts andframework of online advertising
Discussing how to design andexecute online advertising
campaigns
Exploring business value andimpact of social network services
Exploring key frameworks andissues for marketing measurement
by data
Discussing how to build andmanage digital-savvy marketing
teams and organizations
Understand the MM theory andimpact of capital structure on thecorporate valuation. In the real life
environment, consider the
implication of capital structure on
the value of the shares retained by
the entrepreneur.
Exploring emerging newtechnology trends of digitalmarketing such as AI, IoT,
Automation, etc.
A summary of the course and final
discussions— 22 —

発行日：2021/5/1【Fieldwork in class】
なし / No

MAN560F2

MBA Special Lecture
MBA Special Lecture

CHANG WEI-LUN［CHANG WEI-LUN］
単位数：2 単位
学期：夏期集中/Intensive(Summer)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
This module aims to offer an entertaining course forInformation Technology and Management.
It provides
students opportunities to appreciate what the essentials of
the Information Technology and Management are and how
to analyze cases from practices. This course can help us
understand the essentials of the Information Technology andManagement and action in real-life organizational contexts.
Through an appreciation of existing cases, this module seeks
to help students to respond to some of these questions andto become familiar with the principles for the Information
Technology and Management and evaluation of a businessapplication.
【Goal】
This module aims to offer an entertaining course for Information Technology and Management. It provides students achance to appreciate what are the essentials of the Information
Technology and Management and how to analyze selectedcases.
In recent years, innovative types of Information
Technology have emerged as an important indicator for IT
field. This course can help us to understand the essentialsof the Information Technology and Management and action
in real-life organizational contexts; it has the potential toproduce deep insights into organizational phenomena. As theinterest in managing an innovative business has increased
over time, however, many people have raised questions about
what innovative Business Information Systems are and how
their qualities can be assessed. Through an appreciation ofexisting cases, this module seeks to help students to respondto some of these questions and to become familiar with theprinciples for the Information Technology and Management
and evaluation of a business application.
1. Understand the concept of information technology andmanagement and the applications (e.g., business process
re-engineering, enterprise resource planning, customer relationship management, and supply chain management).
3.Analyze certain benchmarks of information technology andmanagement.
4.Apply and evaluate the cases of information technology andmanagement by case analysis.
【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP3”and“DP4”.
【Method(s)】This class will be lectured by Case-Based Teaching (case analysis). Students have to read required materials and prepare
questions/comments in order to facilitate the discussion. Active
participation and interaction is required during the class. The
used method aims to achieve:
1.Searching for answers
2.Flexible application
3.Rich contexts
4.Two-way dialogue【Schedule】
No.
Theme
8 月 30 Introduction &日
Orientation
8 月 30 The importance of日ICT
8 月 30 The competition of日
ICT in enterprises
8 月 30 Case: Case-Cirque日
du Soleil
8 月 31 Business Process
日
Reengineering
8 月 31 Case: Amsterdam
日Airport8 月 31 Enterprise Resource日Planning (ERP)
8 月 31 Case: VLF Hospital
日
9 月 1 Customer日
relationshipmanagement (CRM)
9 月 1 Case: HEC
日
Montréal
9 月 1 Supply chain
日
management (SCM)
9 月 1 Case: Amazon
日
9 月 2 Final Presentation
日

9 月 2 Final Presentation
日Contents
Introduce the concept andrequirements
Understand the pros and consof ICT.
Understand the competitive
advantage ICT
Case discussion
Understand the basic idea of
BPR and steps to conduct it
Case discussion
Understand what ERP is inenterprises
Case discussion
Understand the concept and
key factors of CRM
Case discussion
Understand the new ICT on
SCM.
Case discussion
Each student will need to
select a local case related to IT
industry for final presentation.
Each student will need to
select a local case related to IT
industry for final presentation.

【Work to be done outside of class (preparation, etc.)】
Group participation and discussion are required in the class.
individual presentation is needed for final case analysis in thelast class.(As a standard, 2 hours for preparation and 2 hours
for review: a total of 4 hours.)【Textbooks】
Handouts and reading materials will be provided by lecturer.
【References】
The supplemental material will be randomly provided in thefirst class (powerpoint files and cases).
【Grading criteria】
In-class group discussion: 50%
Final presentation: 50%【Changes following student comments】
No records.
【Equipment student needs to prepare】
Students may have own laptops in the class in case the needsof Internet access for group work.
【Others】
Students can contact the lecturer regarding the course details
if needed (wlchang@ntut.edu.tw).

【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes— 23 —

発行日：2021/5/1【】
This module aims to offer an entertaining course forInformation Technology and Management.
It provides
students opportunities to appreciate what the essentials of
the Information Technology and Management are and how
to analyze cases from practices. This course can help us
understand the essentials of the Information Technology andManagement and action in real-life organizational contexts.
Through an appreciation of existing cases, this module seeks
to help students to respond to some of these questions andto become familiar with the principles for the Information
Technology and Management and evaluation of a businessapplication.

MAN650F2

Project 1-A (Internship)
Project 1-A(Internship)

KENNETH G PECHTER、米倉 誠一郎、高田 朝子
単位数：6 単位
学期：秋学期授業/Fall
授業分類：専門演習
Global MBA
実務教員：【Outline and objectives】
Project 1-A is an internship (referred to as Internship 1),
which generally takes place at a regional government officein Japan. (At the discretion of the faculty, however, incertain cases according to the background of the individual
student, placements may be made instead to private sector,
non-profit sector or – in rare cases – overseas organizations.)
The internship takes place for at least 160 hours overapproximately 4 weeks in the January-February time periodof the Global MBA (GMBA) Program Academic Year 1.
The purpose of Internship 1 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are arranged and assigned by the GMBA
program faculty.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 1 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) instead of 1-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result form GMBA
program decisions, not simply because the student prefers to
do a field research project.)
In case of a time conflict during Academic Year 1, it is possible
though not recommended that Project 1-A may be taken in Year
2 along with Project 2-A.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency— 24 —

発行日：2021/5/1【Goal】
Internship 1 provides a real-world business learning experience. This serves as a complement to the project-basedlearning approach promoted in the Hosei Business Schoolof Innovation Management, in which classroom learning isfacilitated though the exploration of practical, real-world
problem solving. Internship 1 (and later Internship 2 inAcademic Year 2) corresponds to the “project method” used in
the Japanese MBA programs residing in the Business School
along side the English-language GMBA program. This enables
the student to acquire working knowledge and develop criticalassessment abilities that form a solid foundation for a career
as a management professional.
As the majority of students in the GMBA program are
anticipated to be non-native Japanese speakers, Internship
1 also provides the opportunity for students to be exposed
to intensive Japanese language and cultural learning while
experiencing real-world workplace conditions in Japan. This
enables the student to cultivate the global perspective that the
GMBA program values.
Student interns perform as if they were regular employeesof the organization, including expectations of neatness,
punctuality, productivity, and openness to supervision. The
primary job responsibility of interns is to work on projects
assigned to them by their host organization, as well as on
their own individual project on topics assigned by the GMBA
program, such as the improvement of inbound tourism. Interns
are also expected to do routine tasks and clerical work.
Goals:- To acquire real-world working knowledge of innovation
practitioners grounded in management theory and practice-To experience real-world work conditions in Japan, in order tocultivate the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program
values, through exposure to intensive Japanese language andcultural learning, in order to become innovation practitioners
grounded in effective communication【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】In order to clarify the purpose and procedures, and to explain
the specific goal and deliverables of Internship 1, orientation
meetings are provided in the months prior to the internship,
and this is furthermore supported by individual discussions
with the internship coordinators.
The internship itself is a required over 160 hours, during which
the student works in the internship organization under the
direction of a supervisor in the assigned organization.
This amount of time is generally 8 hours a day, 5 days a week,
for 4 weeks, plus time spent after-hours and on weekends
participating in local activities.
Periodic internship reports in English are required based on
regular journals to be kept by the student, as will be specified
during the orientation and assignment period, with the final
report of the same format due within a week of finishing theinternship.
Towards the end of the internship students will make a
Summary Presentation to their host organizations at theinternship location.
Upon returning to Tokyo, a Final
Presentation will be made at the Internship Presentation
Conference.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
1
Internship 1
Orientation Period
Week 1
2
Internship 1
Orientation Period
Week 2
3
Internship 1
Orientation Period
Week 3
4
Internship 1
Planning Period
Week 1
5Internship 1
Planning Period
Week 2
6
Internship 1
Planning Period
Week 3
7
Internship 1
Preparation Week 1

8Internship 1
Preparation Week 2

9Internship 1
Preparation Week 3

10Internship 1
Internship Week 1
Internship 1
Internship Week 2
Internship 1
Internship Week 3
Internship 1
Internship Week 4

11
12
13

14

Internship 1 Final
Week

Contents
General information on
Internship 1
General information on
Internship 1
General information on
Internship 1
Familiarization with hostregion and organization
Familiarization with hostregion and organization
Familiarization with hostregion and organization
Determination of individualinternship project andpreparation for move to region
Determination of individualinternship project andpreparation for move to region
Determination of individualinternship project andpreparation for move to region
Work at assigned regionalorganization
Work at assigned regionalorganization
Work at assigned regionalorganization
Work at assigned regionalorganization, and make
Summary Presentation atinternship location
Final Presentation in Tokyo【Work to be done outside of class (preparation, etc.)】
The student must attend the orientation meetings (dates to beannounced).
During the term of the internship, the student will participate
in the activities of the host organization, as well as work on an
individual project (such as improvement of inbound tourism to
the region).
During the term of the internship, students must create andmaintain a journal of their work and experiences. Details of
the format will be described during the orientation period prior
to the internship, but generally speaking will include:- a summary of each day’s activities- observations and brief reflections about the functioning of
the office (e.g. work-supervisor relations; leadership andmanagement practices; interactions with outside agencies,groups and constituents/clients)- placement of the observations in the perspective of the lessons
learned in the GMBA courses.
It is important that interns set aside regular time to record
these journal entries.
Periodic internship reports in English are required based on
regular journals to be kept by the student, as will be specified
during the orientation and assignment period, with the final
report of the same format due within a week of finishing theinternship.

— 25 —

発行日：2021/5/1

Towards the end of the internship, the student will makea presentation to their host organization summarizing theirassigned duties during the internship, their own individual
project (for example, promotion of inbound tourism), and their
feelings on the overall internship experience. The student isencouraged to do this Summary Presentation in Japanese (orbilingual Japanese and English) if at all possible, both as agoal for improving Japanese ability, and as an expression ofgratitude to hosts who have so kindly accepted the student for
the internship.
After returning to Tokyo a Final Presentation will be made at
the Internship Presentation Conference. This presentation is
generally in English, although students for whom their English
is stronger than their Japanese may challenge themselves topresenting in Japanese if they desire.
(In general students may expect 2 to 4 hours per week ofpreparation prior to the internship, full time work during theinternship, and then 5 to 10 hours per week in preparation for
the Final Presentation after the internship.)【Textbooks】
Not applicable【References】
Not applicable【Grading criteria】
Students will be judged on their overall professional attitudeand completion of assigned tasks.
The assigned tasks include:- Attendance at orientation and training sessions- Creation and maintenance of a regular journal (detailed
instructions to be provided during the orientation period)- On-time submission of regular reports in English (detailed
instructions to be provided during the orientation period)- Submission of final weekly report, and a Summary Presentation (in Japanese if possible) at the internship location, anda Final Presentation (usually in English but Japanese also
possible) at the Internship Presentation Conference following
the internship (detailed instructions to be provided during theorientation period)
Professional attitude will be judged on characteristics including the following:- Positive and cooperative attitude during the orientation andassignment period- Active participation in training- Proper and business-like communications in email and reportsubmissions- Critical assessment and decision-making during the internship- Collegial relationships with colleagues in both the GMBA
program and at the internship locations- Responsible communication with the GMBA program office,
GMBA faculty, and adherence to rules and guidelines
In making the assessments, the GMBA faculty also works
closely with the internship hosting organizations, so that theoverall grade will also take account of the intern’s performanceas assessed by the intern’s supervisor in the organization.
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:

Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
The internship term has been shortened from 5 weeks to 4
weeks in order to account for intern work after hours and on
weekends.
The course Business Practice in Japan has been added in the
Fall-1 quarter in part in response to student requests for more
preparation prior to the internship.
Assignment to internship locations has also been moved upearlier in the Fall in order to allow more time to plan for living
arrangements, travel and project topics.
It is possible that the internship format may change to a groupinternship at a limited number of locations, as was done in
2020-21 academic year due to the COVID-19 pandemic, Pleasespeak to the Innovation Management Office for details.
【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.
【Others】
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
Specifically in the case of internship courses, the internshipmay be changed to a full online or hybrid online/face-to-faceformat.
【】Project 1-A is an internship (referred to as Internship 1),
which generally takes place at a regional government officein Japan. (At the discretion of the faculty, however, incertain cases according to the background of the individual
student, placements may be made instead to private sector,
non-profit sector or – in rare cases – overseas organizations.)
The internship takes place for at least 160 hours overapproximately 4 weeks in the January-February time periodof the Global MBA (GMBA) Program Academic Year 1.
The purpose of Internship 1 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are arranged and assigned by the GMBA
program faculty.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 1 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence— 26 —

発行日：2021/5/1- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) instead of 1-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result form GMBA
program decisions, not simply because the student prefers to
do a field research project.)
In case of a time conflict during Academic Year 1, it is possible
though not recommended that Project 1-A may be taken in Year
2 along with Project 2-A.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency

MAN650F2

Project 1-B (Field Research)
Project 1-B(Field Research)

KENNETH G PECHTER［Kenneth Gordon PECHTER］
単位数：6 単位
学期：秋学期授業/Fall
授業分類：専門演習
Global MBA
実務教員：【Outline and objectives】
Project 1-B (Field Research) and Project 2-B (Field Research), for Global
MBA (GMBA) Program students in Year 1 and Year 2 respectively,
is offered only in special cases for GMBA students who have been
permitted to take these courses instead of Project 1-A (Internship) and
Project 2-A (Internship) for the following reason.
In certain special cases, students may be accepted into the GMBA
program with the understanding that they are unable to participate in
Project 1-A (Internship) and Project 2-A (Internship) for the following
specific reasons (to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to take leave ofabsence- People with full-time childcare duties who are unable to be away fromhome
- Special institutional arrangements requiring a field research project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B (Field
Research) and Project 2-B (Field Research) instead, with the specificField Research project to be carried out under supervision of the facultyin order to provide an equivalent experience to the internship courses.
(Such cases result form GMBA program decisions, not simply because
the student prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and the Project 1-B &
2-B (Field Research) courses is to provide a real-world business learning
experience known as Project-based Learning or Active Learning, insupport of the course work encountered in the GMBA program.
As the mission of the Business School of Innovation Management
is to foster innovation practitioners in companies, organizations andsociety at large, grounded in management theory & practice, criticalthinking, and effective communication, the emphasis of this Field
Research project work is not purely academic. Rather, the focus ison practical analysis and problem-solving on par with the type ofproblems encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a standard
Master’s Thesis, nor do they necessarily guarantee advancement tofurther doctoral study such as PhD.
This course also contributes to the three core learning objectives of the
GMBA Program, which are to instill the following skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】
Field Research provides real-world business learning experiences.
Project 1-B (Field Research) in Academic Year 1 and Project 2- B (Field
Research) in Academic Year 2 correspond to the “project method” (alsoknown as Project-based Learning) used in the Japanese MBA programs
residing in the Business School along side the English-language GMBA
program, in which learning is facilitated though the exploration ofpractical, real-world problem solving. This enables the student toacquire working knowledge and develop critical assessment abilities
that form a solid foundation for a career as a management professional.
The emphasis of this project work is not purely academic, but rather thefocus is on practical analysis and problem-solving on par with the typeof problems encountered by management professionals, especially thosein Japanese organizations or organizations based in Japan.
It is permissible but not required for the Project 2-B (Field Research)
project in Year 2 to build on the work done in Year 1 for the Project 1-B(Field Research) project
Goals:- To acquire real-world working knowledge of innovation practitioners
grounded in management theory and practice-To experience real-world work conditions in Japan, in order to cultivate
the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program values,
through exposure to intensive Japanese language and cultural learning,in order to become innovation practitioners grounded in effective
communication【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.

— 27 —

発行日：2021/5/1【Method(s)】The student is to develop and carry out a Field Research project planin consultation with and under the guidance of a faculty advisor oradvisors. In order to do this, the student will first identify a generalarea or areas of interest based on past and current work experience andcareer interest. Then with this as a starting point, the student will meetwith the faculty advisor(s) to be determined by the GMBA faculty.
The project is to be identified through the literature search andconsultation with the faculty adviser(s) to identify a company or topic
for the project. Appropriate methods of inquiry both qualitative andquantitative will be used, including but not limited to interviews, survey
questionnaires and data analysis. The findings of the project should
be synthesized into business recommendations and summarized in a
project report. Upon approval by the faculty adviser(s), the report will
be submitted to the GMBA Administrative office.
In the process of the above consultation, specific goals and procedures
will be identified, and specific deliverables clarified. While the exact
form and format of these deliverables is up to the faculty advisor(s), they
will likely include development in turn of a problem statement, project
thesis, project plan, and initial, midterm, and final reports.
It is permissible but not required for the Project 2-B (Field Research)hproject in Year 2 to build on the work done in Year 1 for the Project 1-B(Field Research) project.
The emphasis of this project work is not purely academic, but rather thefocus is on practical analysis and problem-solving on par with the typeof problems encountered by management professionals, especially thosein Japanese organizations or organizations based in Japan.
Although the Field Research project is not strictly comparable to theInternships on an hourly basis, the student should keep in mind thatthe internships require over 160 hours. Using that as a general baseline,
over the course of a 4-6 month project, the student will likely spend at
least 5-10 hours per week minimum on the project.
The deliverables ( problem statement, project thesis, project plan,and initial, midterm, and final report) will be written in English,
and based on regular (weekly-to-monthly) meetings with the faculty
advisor(s). The final report is due a week prior to the Internship
Presentation Conference to be held about February of each year, and will
be accompanied by a Final Faculty Presentation to the faculty advisor(s)and other relevant faculty.
A Final Presentation will be made at the Internship Presentation
Conference in Tokyo (usually in English but Japanese also possible forstudents whose English ability is stronger than their Japanese ability).
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
1
Orientation

2
3
4
5

Research Methods
Overview
Problem Identification
Problem Development
Presentation of
Problem Statement

6

Project Planning

7

Literature Review

8Project Design

9

Presentation of Project
Plan

10

Field Work 1

11
12

Field Work 2
Project Conclusion

13

Faculty Presentation

14

Final Presentation

In order to do this, the student will first identify and general areas ofinterest based on past and current work experience and career interest,
and with this as a starting point, faculty advisor(s) will be determined by
the GMBA faculty (but will include the faculty assigned to this course).
The field research is to be conducted through the literature search,and in consultation with the faculty adviser(s) to identify a company
and/or topic for the project. Appropriate methods of inquiry both
qualitative and quantitative will be used, including but not limited tointerviews, survey questionnaires, and data analysis. All of this will besupported by the management principles being learned in the GMBA
courses. The findings of the project should be synthesized into businessrecommendations and summarized in a project report. Upon approvalby the faculty adviser(s), the report will be submitted to the GMBA
Administrative office.
In the process of the above consultation, specific goals and procedures
will be identified, and specific deliverables clarified. While the exact
form and format of these deliverables is up to the faculty advisor(s), they
will likely include development in turn of a problem statement, project
thesis, project plan, and initial, midterm, and final reports.
These deliverables will be written in English, and based on regular(weekly-to-monthly) meetings with faculty advisor(s). The final reportis due a week prior to the Internship Presentation Conference to be held
about February of each year.
Towards the end of the project, the student will make a Final Faculty
Presentation to the faculty advisor(s) and any other relevant faculty
members, in which the student presents the field research topic,
problem, analytical approach, findings and field research conclusion.
This is done in English.
After the Field Research is finished, a Final Presentation will be madeat the Internship Presentation Conference in Tokyo. This is a simplified
version of the Faculty Presentation, suited for a general audience. This
presentation is generally in English, although students for whom theirEnglish is stronger than their Japanese may challenge themselves topresenting in Japanese if they desire.
It is permissible but not required for the Project 2-B (Field Research)hproject in Year 2 to build on the work done in Year 1 for the Project 1-B(Field Research) project.
The emphasis of this project work is not purely academic, but rather thefocus is on practical analysis and problem-solving on par with the typeof problems encountered by management professionals, especially thosein Japanese organizations or organizations based in Japan.
(Although the Field Research project is not strictly comparable to theInternships on an hourly basis, the student should keep in mind thatthe internships require over 160 hours. Using that as a general baseline,
over the course of a 4-6 month project, the student will likely spend at
least 5-10 hours per week minimum on the project.)【Textbooks】
Not applicableContents
General guidance on the process of
Field Research project
Overview of general Field Researchmethodology
Identification of general problem
Development of problem issues
Presentation of arrived at problem
statement for discussion by faculty
advisor(s)Discussion and development ofproject approach
Review of literature relevant to theproject topic, problem, andmethodology
Bring together project approachand findings from the literaturesearch into a design of the project
Presentation of arrived at project
design for discussion by faculty
advisor(s)Planning of field work (company
visits, survey questionnaires, etc)
Carrying out of field work
Synthesis of problem findings intobusiness recommendations
Presentation of project findings andrecommendations to faculty
advisor(s)General Presentation of project
findings and recommendations at
Internship Presentation
Conference【Work to be done outside of class (preparation, etc.)】
The student is to develop and carry out a field research project planin consultation with and under the guidance of a faculty advisor oradvisors.

【References】
Not applicable【Grading criteria】
Students will be judged on their overall professional attitude,
completion of assigned tasks, development the Field Research project,and findings resulting from the project.
The assigned tasks include:- Attendance at orientation and regular meetings with the faculty
advisor(s)- Creation of a problem statement, research thesis, and research plan(detailed instructions to be provided during the orientation period)- On-time submission of initial, midterm, and final reports (detailed
instructions to be provided during the orientation period)- Presentation of Field Research project at the Final Faculty Presentation (in English) and at the Internship Presentation Conference (usuallyin English but Japanese also possible for students whose English ability
is stronger than their Japanese ability)
Detailed instructions on the above task will be provided during theorientation period and via the regular faculty advisor meetings.
Professional attitude will be judge on characteristics including thefollowing:- Positive and cooperative attitude during the orientation andassignment period- Active participation in all aspects of the Field Research Project- Proper and business-like communications in email and reportsubmissions, etc.
- Critical assessment and decision-making during the internship- Collegial relationships with faculty advisor(s) and other faculty- Responsible communication with the GMBA program office, GMBA
faculty, and adherence to rules and guidelines
For Project 1-B students, assessment of the Field Research project willplace greater weight on the planning and the implementation of the
project than it will for the project results.
For Project 2-B students, assessment of the Field Research project will
weight the planning/implementation of the project and the developmentof project results evenly.

— 28 —

発行日：2021/5/1
Overall assessments are made in consideration of the three corelearning objectives of the GMBA Program, which are instilling thefollowing competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of the principles ofmanagement theory & practice to the planning of new business and/or
the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of the principles
of management strategy to the planning of new business and/or theassessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses used tovalidate the planning of new business and/or the assessment of existing
business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used tovalidate the planning of new business and/or the assessment of existing
business
3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication

As the mission of the Business School of Innovation Management
is to foster innovation practitioners in companies, organizations andsociety at large, grounded in management theory & practice, criticalthinking, and effective communication, the emphasis of this Field
Research project work is not purely academic. Rather, the focus ison practical analysis and problem-solving on par with the type ofproblems encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a standard
Master’s Thesis, nor do they necessarily guarantee advancement tofurther doctoral study such as PhD.
This course also contributes to the three core learning objectives of the
GMBA Program, which are to instill the following skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.
【Others】
As the mission of the Business School of Innovation Management
is to foster innovation practitioners in companies, organizations andsociety at large, grounded in management theory & practice, criticalthinking, and effective communication, the emphasis of this Field
Research project work is not purely academic. Rather, the focus is onpractical analysis and problem-solving on par with the type of problems
encountered by management professionals, especially those in Japaneseorganizations or organizations based in Japan. Given this objective,
Field Research reports and presentations are not modeled after typicalacademic papers, but instead should take the form and style of standard
business materials. It does not constitute a standard Master’s Thesis.
Moreover, the Business School of Innovation Management is a
Professional School, not a research-oriented Master’s degree program.
For these reasons, the completion of the Field Research project andthe attainment of the MBA degree itself do not necessarily guarantee
advancement to further doctoral study such as PhD. The decision as towhether the Field Research work supports such advancement is solely
at the discretion of the academic program the student may apply to in
the future.
Due to the COVID-19 pandemic, courses this year will be held eitherin person or online according to the decisions of Hosei University, theBusiness School of Innovation Management, and the GMBA Program.
Please check the university website and communications from theuniversity for the final decision each quarter. In case of online course,
please check the HOPPII system (学習支援システム) for specific online
instructions of each course.
【】
Project 1-B (Field Research) and Project 2-B (Field Research), for Global
MBA (GMBA) Program students in Year 1 and Year 2 respectively,
is offered only in special cases for GMBA students who have been
permitted to take these courses instead of Project 1-A (Internship) and
Project 2-A (Internship) for the following reason.
In certain special cases, students may be accepted into the GMBA
program with the understanding that they are unable to participate in
Project 1-A (Internship) and Project 2-A (Internship) for the following
specific reasons (to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to take leave ofabsence- People with full-time childcare duties who are unable to be away fromhome
- Special institutional arrangements requiring a field research project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B (Field
Research) and Project 2-B (Field Research) instead, with the specificField Research project to be carried out under supervision of the facultyin order to provide an equivalent experience to the internship courses.
(Such cases result form GMBA program decisions, not simply because
the student prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and the Project 1-B &
2-B (Field Research) courses is to provide a real-world business learning
experience known as Project-based Learning or Active Learning, insupport of the course work encountered in the GMBA program.

— 29 —

発行日：2021/5/1

MAN650F2

Project 2-A (Internship)
Project 2-A(Internship)

KENNETH G PECHTER、米倉 誠一郎
単位数：6 単位
学期：年間授業/Yearly
授業分類：専門演習
Global MBA
実務教員：【Outline and objectives】
Project 2-A is an internship (referred to as Internship 2), which
generally takes place at a private sector company in Japan. (Atthe discretion of the faculty, however, in certain cases according
to the background of the individual student, placements may
be made instead to other organizations or – in rare cases –overseas organizations). The internship takes place for at least
160 hours sometime in the summer-fall-winter time period of
the Global MBA (GMBA) Program Academic Year 2.
The purpose of Internship 2 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are generally found by the students themselves, but the GMBA program faculty also help support thisprocess and will make appropriate introductions for students
in need.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 2 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 2-B(Field Research) instead of 2-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result form GMBA
program decisions, not simply because the student prefers to
do a field research project.)
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】
Internship 2 provides a real-world business learning experience. This serves as a complement to the project-basedlearning approach promoted in the Hosei Business Schoolof Innovation Management, in which classroom learning isfacilitated though the exploration of practical, real-world
problem solving. Internship 2 (and Internship 1 in Academic
Year 1) corresponds to the “project method” used in theJapanese MBA programs residing in the Business School alongside the English-language GMBA program. This enables thestudent to acquire working knowledge and develop criticalassessment abilities that form a solid foundation for a career
as a management professional.

As the majority of students in the GMBA program are
anticipated to be non-native Japanese speakers, Internship2 also provides the opportunity for students to be exposed
to intensive Japanese language and cultural learning while
experiencing real-world workplace conditions in Japan. This
enables the student to cultivate the global perspective that the
GMBA program values.
Student interns perform as if they were regular employeesof the organization, including expectations of neatness,
punctuality, productivity, and openness to supervision. The
primary job responsibility of interns is to work on projects
assigned to them by their host organization, as well as on
their own individual project on topics assigned by the GMBA
program, such as a competitiveness assessment. Interns arealso expected to do routine tasks and clerical work.
Goals:- To acquire real-world working knowledge of innovation
practitioners grounded in management theory and practice-To experience real-world work conditions in Japan, in order tocultivate the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program
values, through exposure to intensive Japanese language andcultural learning, in order to become innovation practitioners
grounded in effective communication【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】In order to clarify the purpose and procedures, and to explain
the specific goal and deliverables of Internship 2, orientation
meetings are provided in the months prior to the internship,
and this is furthermore supported by individual discussions
with the internship coordinators.
The internship itself is a required over 160 hours, during which
the student works in the internship organization under the
direction of a supervisor in the assigned organization.
Based on a maximum full-time work schedule, the internships
are expected to last longer than a single month but will often
be completed within 2 months. However, the internship may
also take longer than 2 months if the work schedule is fewer
than 8 hours a day, 5 days a week; this is fine.
In general students are not permitted to finish the internshipin less than a single month. In cases where the student has
a valid reason for wanting to finish the internship within asingle month, permission may be granted on a case-by-casebasis. The student is required to bring such requests to the
Office in advance for consideration of a grant of permission.
Periodic internship reports in English are required based on
regular journals to be kept by the student, as will be specified
during the orientation and assignment period, with the final
report of the same format due within a week of finishing theinternship.
Towards the end of the internship the student will makea Summary Presentation to their host organizations at theinternship location, A Final Presentation will be made at theInternship Presentation Conference in Tokyo following theinternships.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
1
Internship 2
Orientation Period
Week 1
2
Internship 2
Orientation Period
Week 2— 30 —

Contents
General information on
Internship 2
General information on
Internship 2

発行日：2021/5/1

3

4

5

6

7
8
9
10
11
12

13

14

Internship 2
Orientation Period
Week 3
Internship 2 Search& Negotiation Week
1

General information on
Internship 2

Towards the end of the internship, the student will make a
Summary Presentation to their host organization summarizing
their assigned duties during the internship, their own
individual project (for example, competitiveness assessment,
assuming the organization welcomes such an assessment), andtheir feelings on the overall internship experience. The student
is encouraged to do this Summary Presentation in Japanese(or bilingual Japanese and English) if at all possible, both asa goal for improving Japanese ability, and as an expression ofgratitude to hosts who have so kindly accepted the student for
the internship (unless of course the organization uses English
as their standard language).
After the internships are finished, a Final Presentation will
be made at the Internship Presentation Conference in Tokyo.
This presentation is generally in English, although students
for whom their English is stronger than their Japanese may
challenge themselves to presenting in Japanese if they desire.
(In general students may expect 2 to 4 hours per week ofpreparation prior to the internship, just the internship hours
worked during the internship, and then 5 to 10 hours per week
in preparation for the Final Presentation after the internship.)Student searches forinternship leads, approaches
potential host company, andnegotiates for internshipplacementInternship 2 Search Student searches for& Negotiation Week internship leads, approaches2
potential host company, andnegotiates for internshipplacementInternship 2 Search Student searches for& Negotiation Week internship leads, approaches
3
potential host company, andnegotiates for internshipplacementInternship 2
Work at company
Internship Week 1
Internship 2
Work at company
Internship Week 2
Internship 2
Work at company
Internship Week 3
Internship 2
Work at company
Internship Week 4Internship 2
Work at company, makeInternship Week 5
Summary Presentation
Internship 2
Finalizing internship matters
Follow-up Week 1
and preparing final report andpresentation
Internship 2
Finalizing internship matters
Follow-up Week 2
and preparing final report andpresentation
Internship 2 Final
Final Presentation in Tokyo
Week【Textbooks】
Not applicable【References】
Not applicable【Work to be done outside of class (preparation, etc.)】
The student must attend the orientation meetings (dates to beannounced).
During the term of the internship, the student will participate
in the activities of the host organization, as well as work on
an individual project (such as conducting a competitivenessassessment of the organization).
During the term of the internship, students must create andmaintain a journal of their work and experiences. Details of
the format will be described during the orientation period prior
to the internship, but generally speaking will include:- a summary of each day’s activities- observations and brief reflections about the functioning of
the office (e.g. work-supervisor relations; leadership andmanagement practices; interactions with outside agencies,groups and constituents/clients)- placement of the observations in the perspective of the lessons
learned in the GMBA courses.
It is important that interns set aside regular time to record
these journal entries.
Periodic internship reports in English are required based on
the regular journals to be kept by the student, as will be
specified during the orientation and assignment period, withthe final report of the same format due within a week offinishing the internship.

【Grading criteria】
Students will be judged on their overall professional attitudeand completion of assigned tasks.
The assigned tasks include:- Attendance at orientation and training sessions- Creation and maintenance of a regular journal (detailed
instructions to be provided during the orientation period)- On-time submission of regular reports (detailed instructions
to be provided during the orientation period)- Submission of final weekly report, and a Summary Presentation (in Japanese if possible) at the internship location, anda Final Presentation (usually in English but Japanese also
possible) at the Internship Presentation Conference following
the internship (detailed instructions to be provided during theorientation period)
Professional attitude will be judge on characteristics including
the following:- Positive and cooperative attitude during the orientation andassignment period- Active participation in training- Proper and business-like communications in email and reportsubmissions, etc.
- Critical assessment and decision-making during the internship- Collegial relationships with colleagues in both the GMBA
program and at the internship locations- Responsible communication with the GMBA program office,
GMBA faculty, and adherence to rules and guidelines
In making the assessments, the GMBA faculty also works
closely with the internship hosting organizations, so that theoverall grade will also take account of the intern’s performanceas assessed by the intern’s supervisor in the organization.
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency— 31 —

発行日：2021/5/1

Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication

In these cases, students may be permitted to take Project 2-B(Field Research) instead of 2-A, with the specific project to be
carried out under supervision of the faculty in order to provide
an equivalent experience. (Such cases result form GMBA
program decisions, not simply because the student prefers to
do a field research project.)
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Changes following student comments】
Not applicable【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.
【Others】
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
Specifically in the case of internship courses, the internshipmay be changed to a full online or hybrid online/face-to-faceformat.
【】Project 2-A is an internship (referred to as Internship 2), which
generally takes place at a private sector company in Japan. (Atthe discretion of the faculty, however, in certain cases according
to the background of the individual student, placements may
be made instead to other organizations or – in rare cases –overseas organizations). The internship takes place for at least
160 hours sometime in the summer-fall-winter time period of
the Global MBA (GMBA) Program Academic Year 2.
The purpose of Internship 2 is to provide a real-world businesslearning experience, while also providing the opportunity forstudents to be exposed to intensive Japanese language andcultural learning, and to real-world workplace conditions.
(In cases where the student is a native Japanese speaker,
alternative placements may be made to provide equivalentlearning opportunities in a non-Japanese environment.)
The internships are generally found by the students themselves, but the GMBA program faculty also help support thisprocess and will make appropriate introductions for students
in need.
In certain special cases, students may be accepted into the
GMBA program with the understanding that they are unable
to participate in Internship 2 for the following specific reasons(to be pre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research project— 32 —

発行日：2021/5/1

MAN650F2

Project 2-B (Field Research)
Project 2-B(Field Research)

KENNETH G PECHTER、米倉 誠一郎
単位数：6 単位
学期：年間授業/Yearly
授業分類：専門演習
Global MBA
実務教員：【Outline and objectives】
Project 1-B (Field Research) and Project 2-B (Field Research),
for Global MBA (GMBA) Program students in Year 1 and Year 2
respectively, is offered only in special cases for GMBA students
who have been permitted to take these courses instead of
Project 1-A (Internship) and Project 2-A (Internship) for thefollowing reason.
In certain special cases, students may be accepted into
the GMBA program with the understanding that they areunable to participate in Project 1-A (Internship) and Project2-A (Internship) for the following specific reasons (to bepre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) and Project 2-B (Field Research) instead, withthe specific Field Research project to be carried out under
supervision of the faculty in order to provide an equivalentexperience to the internship courses. (Such cases result form
GMBA program decisions, not simply because the student
prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and
the Project 1-B & 2-B (Field Research) courses is toprovide a real-world business learning experience known as
Project-based Learning or Active Learning, in support of thecourse work encountered in the GMBA program.
As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work
is not purely academic. Rather, the focus is on practicalanalysis and problem-solving on par with the type of problems
encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a
standard Master’s Thesis, nor do they necessarily guarantee
advancement to further doctoral study such as PhD.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency【Goal】
Field Research provides real-world business learning experiences. Project 1-B (Field Research) in Academic Year 1 andProject 2- B (Field Research) in Academic Year 2 correspondto the “project method” (also known as Project-based Learning)used in the Japanese MBA programs residing in the Business
School along side the English-language GMBA program,in which learning is facilitated though the exploration ofpractical, real-world problem solving. This enables the student
to acquire working knowledge and develop critical assessment
abilities that form a solid foundation for a career as amanagement professional.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
It is permissible but not required for the Project 2-B (Field
Research) project in Year 2 to build on the work done in Year 1
for the Project 1-B (Field Research) project
Goals:- To acquire real-world working knowledge of innovation
practitioners grounded in management theory and practice-To experience real-world work conditions in Japan, in order tocultivate the critical thinking skills of innovation practitioners- To cultivate the global perspective that the GMBA program
values, through exposure to intensive Japanese language andcultural learning, in order to become innovation practitioners
grounded in effective communication【Which item of the diploma policy will be obtained by taking thisclass?】
Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】The student is to develop and carry out a Field Research projectplan in consultation with and under the guidance of a faculty
advisor or advisors. In order to do this, the student will first
identify a general area or areas of interest based on past andcurrent work experience and career interest. Then with thisas a starting point, the student will meet with the faculty
advisor(s) to be determined by the GMBA faculty.
The project is to be identified through the literature search andconsultation with the faculty adviser(s) to identify a company
or topic for the project. Appropriate methods of inquiry both
qualitative and quantitative will be used, including but notlimited to interviews, survey questionnaires and data analysis.
The findings of the project should be synthesized into businessrecommendations and summarized in a project report. Upon
approval by the faculty adviser(s), the report will be submitted
to the GMBA Administrative office.
In the process of the above consultation, specific goals andprocedures will be identified, and specific deliverables clarified.
While the exact form and format of these deliverables is up to
the faculty advisor(s), they will likely include development inturn of a problem statement, project thesis, project plan, andinitial, midterm, and final reports.
It is permissible but not required for the Project 2-B (Field
Research)h project in Year 2 to build on the work done in Year
1 for the Project 1-B (Field Research) project.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
Although the Field Research project is not strictly comparable
to the Internships on an hourly basis, the student should keep
in mind that the internships require over 160 hours. Usingthat as a general baseline, over the course of a 4-6 monthproject, the student will likely spend at least 5-10 hours per
week minimum on the project.

— 33 —

発行日：2021/5/1

The deliverables ( problem statement, project thesis, projectplan, and initial, midterm, and final report) will be written in
English, and based on regular (weekly-to-monthly) meetings
with the faculty advisor(s). The final report is due a weekprior to the Internship Presentation Conference to be held
about February of each year, and will be accompanied by a
Final Faculty Presentation to the faculty advisor(s) and otherrelevant faculty.
A Final Presentation will be made at the Internship
Presentation Conference in Tokyo (usually in English but
Japanese also possible for students whose English ability isstronger than their Japanese ability).
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
1
Orientation

2
3
4
5

Research Methods
Overview
Problem
Identification
ProblemDevelopment
Presentation of
Problem Statement

6

Project Planning

7

Literature Review

8Project Design

9

Presentation of
Project Plan

10

Field Work 1

11
12

Field Work 2
Project Conclusion

13

Faculty
Presentation

14

Final Presentation

Contents
General guidance on theprocess of Field Research
project
Overview of general Field
Research methodology
Identification of general
problemDevelopment of problem issues
Presentation of arrived at
problem statement for
discussion by faculty advisor(s)Discussion and development ofproject approach
Review of literature relevantto the project topic, problem,and methodology
Bring together projectapproach and findings fromthe literature search into adesign of the project
Presentation of arrived at
project design for discussion byfaculty advisor(s)Planning of field work
(company visits, survey
questionnaires, etc)
Carrying out of field work
Synthesis of problem findings
into businessrecommendations
Presentation of project
findings and recommendations
to faculty advisor(s)General Presentation of project
findings and recommendationsat Internship Presentation
Conference【Work to be done outside of class (preparation, etc.)】
The student is to develop and carry out a field research projectplan in consultation with and under the guidance of a faculty
advisor or advisors.
In order to do this, the student will first identify and generalareas of interest based on past and current work experienceand career interest, and with this as a starting point, faculty
advisor(s) will be determined by the GMBA faculty (but will
include the faculty assigned to this course).

The field research is to be conducted through the literaturesearch, and in consultation with the faculty adviser(s) to
identify a company and/or topic for the project. Appropriate
methods of inquiry both qualitative and quantitative will
be used, including but not limited to interviews, survey
questionnaires, and data analysis. All of this will be supportedby the management principles being learned in the GMBA
courses. The findings of the project should be synthesized
into business recommendations and summarized in a project
report. Upon approval by the faculty adviser(s), the report will
be submitted to the GMBA Administrative office.
In the process of the above consultation, specific goals andprocedures will be identified, and specific deliverables clarified.
While the exact form and format of these deliverables is up to
the faculty advisor(s), they will likely include development inturn of a problem statement, project thesis, project plan, andinitial, midterm, and final reports.
These deliverables will be written in English, and based on
regular (weekly-to-monthly) meetings with faculty advisor(s).
The final report is due a week prior to the Internship
Presentation Conference to be held about February of eachyear.
Towards the end of the project, the student will make a Final
Faculty Presentation to the faculty advisor(s) and any otherrelevant faculty members, in which the student presents thefield research topic, problem, analytical approach, findings andfield research conclusion. This is done in English.
After the Field Research is finished, a Final Presentation will
be made at the Internship Presentation Conference in Tokyo.
This is a simplified version of the Faculty Presentation, suited
for a general audience. This presentation is generally inEnglish, although students for whom their English is stronger
than their Japanese may challenge themselves to presenting inJapanese if they desire.
It is permissible but not required for the Project 2-B (Field
Research)h project in Year 2 to build on the work done in Year
1 for the Project 1-B (Field Research) project.
The emphasis of this project work is not purely academic, butrather the focus is on practical analysis and problem-solving
on par with the type of problems encountered by management
professionals, especially those in Japanese organizations ororganizations based in Japan.
(Although the Field Research project is not strictly comparable
to the Internships on an hourly basis, the student should keep
in mind that the internships require over 160 hours. Usingthat as a general baseline, over the course of a 4-6 monthproject, the student will likely spend at least 5-10 hours per
week minimum on the project.)【Textbooks】
Not applicable【References】
Not applicable【Grading criteria】
Students will be judged on their overall professional attitude,
completion of assigned tasks, development the Field Research
project, and findings resulting from the project.
The assigned tasks include:- Attendance at orientation and regular meetings with thefaculty advisor(s)- Creation of a problem statement, research thesis, andresearch plan (detailed instructions to be provided during theorientation period)- On-time submission of initial, midterm, and final reports(detailed instructions to be provided during the orientation
period)- Presentation of Field Research project at the Final Faculty
Presentation (in English) and at the Internship Presentation
Conference (usually in English but Japanese also possible forstudents whose English ability is stronger than their Japaneseability)— 34 —

発行日：2021/5/1

Detailed instructions on the above task will be provided during
the orientation period and via the regular faculty advisor
meetings.
Professional attitude will be judge on characteristics including
the following:- Positive and cooperative attitude during the orientation andassignment period- Active participation in all aspects of the Field Research
Project- Proper and business-like communications in email and reportsubmissions, etc.
- Critical assessment and decision-making during the internship- Collegial relationships with faculty advisor(s) and otherfaculty- Responsible communication with the GMBA program office,
GMBA faculty, and adherence to rules and guidelines
For Project 1-B students, assessment of the Field Research
project will place greater weight on the planning and theimplementation of the project than it will for the project
results.
For Project 2-B students, assessment of the Field Research
project will weight the planning/implementation of the project
and the development of project results evenly.
Overall assessments are made in consideration of the threecore learning objectives of the GMBA Program, which are
instilling the following competencies:
1 Practical Management Competency
Learning Outcome 1a. Management Planning:Student demonstrates competency in the application of theprinciples of management theory & practice to the planningof new business and/or the assessment of existing business
Learning Outcome 1b. Strategy Execution:
Student demonstrates competency in the application of theprinciples of management strategy to the planning of new
business and/or the assessment of existing business
2 Critical Analytical Competency
Learning Outcome 2a. Hypothesis Setting:
Demonstrates competency in the formulation of hypotheses
used to validate the planning of new business and/or theassessment of existing business
Learning Outcome 2b. Hypothesis Testing:
Demonstrates competency in the evaluation of hypotheses used
to validate the planning of new business and/or the assessmentof existing business3 Communication Competency
Learning Outcome 3a. Written Communication
Demonstrates competency in professional written communication
Learning Outcome 3b. Spoken Communication
Demonstrates competency in professional spoken communication【Changes following student comments】
It is possible that the internship format may change to online
or hybrid (online & face-to-face) format as was done in 2020-21
academic year due to the COVID-19 pandemic, Please speak to
the Innovation Management Office for details.
【Equipment student needs to prepare】
Students should have use of a computer for internet research,communication and writing, should bring the computer to theirinternships, and have access to the internet as well.

【Others】
As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work is not
purely academic. Rather, the focus is on practical analysis andproblem-solving on par with the type of problems encounteredby management professionals, especially those in Japaneseorganizations or organizations based in Japan. Given thisobjective, Field Research reports and presentations are notmodeled after typical academic papers, but instead should takethe form and style of standard business materials. It does notconstitute a standard Master’s Thesis.
Moreover, the Business School of Innovation Management is
a Professional School, not a research-oriented Master’s degree
program. For these reasons, the completion of the Field
Research project and the attainment of the MBA degree itself
do not necessarily guarantee advancement to further doctoral
study such as PhD. The decision as to whether the Field
Research work supports such advancement is solely at thediscretion of the academic program the student may apply toin the future.
Due to the COVID-19 pandemic, courses this year will be held
either in person or online according to the decisions of Hosei
University, the Business School of Innovation Management,
and the GMBA Program. Please check the university website
and communications from the university for the final decisioneach quarter. In case of online course, please check the HOPPII
system (学習支援システム) for specific online instructions of eachcourse.
【】Project 1-B (Field Research) and Project 2-B (Field Research),
for Global MBA (GMBA) Program students in Year 1 and Year 2
respectively, is offered only in special cases for GMBA students
who have been permitted to take these courses instead of
Project 1-A (Internship) and Project 2-A (Internship) for thefollowing reason.
In certain special cases, students may be accepted into
the GMBA program with the understanding that they areunable to participate in Project 1-A (Internship) and Project2-A (Internship) for the following specific reasons (to bepre-approved by the faculty):- People with concurrent full-time jobs who are unable to takeleave of absence- People with full-time childcare duties who are unable to beaway from home
- Special institutional arrangements requiring a field research
project- Special company dispatches requiring a field research projectIn these cases, students may be permitted to take Project 1-B(Field Research) and Project 2-B (Field Research) instead, withthe specific Field Research project to be carried out under
supervision of the faculty in order to provide an equivalentexperience to the internship courses. (Such cases result form
GMBA program decisions, not simply because the student
prefers to do a Field Research project.)
The purpose of the Project 1-A & 2-A (Internship) and
the Project 1-B & 2-B (Field Research) courses is toprovide a real-world business learning experience known as
Project-based Learning or Active Learning, in support of thecourse work encountered in the GMBA program.

— 35 —

発行日：2021/5/1

As the mission of the Business School of Innovation Management is to foster innovation practitioners in companies,
organizations and society at large, grounded in management
theory & practice, critical thinking, and effective communication, the emphasis of this Field Research project work
is not purely academic. Rather, the focus is on practicalanalysis and problem-solving on par with the type of problems
encountered by management professionals. Accordingly thereports and presentations of this course do not constitute a
standard Master’s Thesis, nor do they necessarily guarantee
advancement to further doctoral study such as PhD.
This course also contributes to the three core learning
objectives of the GMBA Program, which are to instill thefollowing skills:
1 Practical Management Competency
2 Critical Analysis Competency
3 Communication Competency

MAN570F2

Japanese Management
Japanese Production Management & Supply Chain Management

長谷川卓也［Takuya HASEGAWA］

単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
Since the Meiji Restoration (1868) and the end of World War II (1945),
Japan has achieved great success and economic prosperity. Some of theglorious cases are included in textbooks, while some of the disappointing
cases may or may not be included. This course is intended for students
who wish to learn about the gap between ideals and reality throughdisappointing cases in Japanese management and apply them to their
future business creation.
1) Identify the gap between ideal and reality
2) Select and analyze a specific case3) Identify and counter irrational behavior【Goal】
Acquire basic knowledge of behavioral economics and evolutionary
economics, and understand and explain the current status and problems
of innovation. Be able to formulate original hypotheses and original
countermeasures to dispel stagnation in the real world.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP3”and“DP5”.
【Method(s)】Introductions and discussions with 2 guest lectures and 3 grouppresentations. Students are obliged to submit a "final essay". Students
have to maximize the information density because it is only 6 pages ina power point format.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction (1)2Lecture (1)3Group presentation (1)4Lecture (2)5Guest lecture (1)6Guest lecture (2)7Lecture (3)8Lecture (4)910Lecture (5)Guest lecture (3)1112Lecture (6)Lecture (7)1314Group presentation (3)Group presentation (4)Contents
Self-introduction of the instructor
and students“Japanese management” by Peter
Drucker, Business creation andbusiness operation"Drucker’s paper: Difference
between 1971 and 2020"
Innovation science, Structuralinertia, Gaussian distribution, The
PayPal mafia"Leadership and management"(Hiroshi Tamura, CPS of GT-R & Z,
Nissan Motor, Japan)"Leadership and management"(Hiroshi Tamura, CPS of GT-R & Z,
Nissan Motor, Japan)
Guest lecture review (short grouppresentation), Oslo manual, Where
strategic planners live?
Definitions of business, Future
projection
Nazokake, Bystander effect"Japanese way of business
management in overseas" (Yoshiya
Horigome, CEO at PT. MPMAuto,
Indonesia)
Long delay, Philosophers
Disruptive Innovation: The Road toDistributed Power (Case study bylecturer)"Confront the stagnation""Confront the stagnation"【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.

— 36 —

発行日：2021/5/1
Anticipated weekly hours:
1. Preperation for each class 120min
2. Review for each class 120minthat may include:
3. Pre-reading of 1)&2) 180min
4. Preperation for group presentation 60min each
5. Preperation for final essay 180min

MAN570F2

Multinational Business
Multinational Business

高田【Textbooks】
No textbook will be used. Handouts will be provided by the lecturer.
【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 SchoolPress
2014 Zero to One: Peter Thiel【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?)【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- Identify the reasoning that led to the gap and the blind spots on which
it is based- Countermeasures are not mandatory【Equipment student needs to prepare】
Notebook computer with a 15-pin VGA connector (VGA-HDMI adapter
if necessary)【Others】
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 the head of development for Nissan’s last FCEV
research prototype.
【】
Since the Meiji Restoration (1868) and the end of World War II (1945),
Japan has achieved great success and economic prosperity. Some of theglorious cases are included in textbooks, while some of the disappointing
cases may or may not be included. This course is intended for students
who wish to learn about the gap between ideals and reality throughdisappointing cases in Japanese management and apply them to their
future business creation.
1) Identify the gap between ideal and reality
2) Select and analyze a specific case3) Identify and counter irrational behavior

朝子［Asako TAKADA］

単位数：2 単位
学期：夏期集中/Intensive(Summer)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
This is 5 days intensive class held in Cambodia in September. This
class is a joint-class for IM Japanese MBA students. In this course,
students will learn through their own eyes and ears about strategicand organizational challenges encountered by Japanese companies
operating in ASEAN. Studying as part of an multinational cohort you
will build a deeper understanding of the core disciplines in business andmanagement and how they are linked to make businesses work.
This class will be cancelled due to Covid19【Goal】
Through this class, you will gain the skills to critically examine achallenging global issue by meeting a variety of stakeholders and see thereal world by yourself to understand their wide range of perspectives.
Also you will experience Japanese group action.
You will do your research presentation with your multinationalclassmates including Japanese.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP2”,“DP3”and“DP5”.
【Method(s)】Group discussion before and after the trip is required.
This class is a joint class with Japanese MBA students. Having aexperience of "Japanese group action" is important in this course.
Students MUST go on the trip with the same itinerary from Tokyo.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
1
pre meeting

2
3
4
5
6
7

pre meeting
day1
day2
day3
day4
presentation

Contents
to know what you will do in thisclass
team building
visit Japanese compaies
visit government
visit international comapnies
visit companies
presentation【Work to be done outside of class (preparation, etc.)】
need group meeting and discussion
Research about the company.Use of Technical Tools & Problem Solving
It is each student’s responsibility to learn to maneuver around thecourse and use course tools. Each student has a wealth of informationand support to achieve this goal.
Use a “can do” attitude when getting acclimated to the online learning
venue. Attitude about achieving success or
solving problems is a key resource. (As a standard, 2 hours for
preparation and 2 hours for review: a total of 4 hours.)【Textbooks】
To be announced【References】
To be announced【Grading criteria】
group participation 40%
class participation 20%
presentation 40%【Changes following student comments】
not applicable this year
【Others】
Office hour of professor Takada
Wednesday 15:30-18:30
Saturday by request— 37 —

発行日：2021/5/1【】
In this course, students will learn through their own eyes and ears
about strategic and organizational challenges encountered by Japanesecompanies operating in ASEAN countries. Studying as part of an
multinational cohort you will build a deeper understanding of the core
disciplines in business and management and how they are linked tomake businesses work.

MAN570F2

Japanese Production Management ＆ Supply
Chain Management
Japanese Management

長谷川卓也［Takuya HASEGAWA］

単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
After World War II, Japan has been a world leader in production management and supply chain management, including design, purchasing,
manufacturing, transportation, and delivery methods. However, Japanis currently facing a severe stagnation of innovation. This course looks
at how to address the stagnation of innovation based on guest speakers’
introductions inside the automotive industry. This course is not about
learning the latest technologies, but about gaining abilities for futurebusiness【Goal】
Acquire basic knowledge of production management, supply chain
management and behavioral economics together with cost engineering,and understand and explain the current status and problems ofinnovation. Be able to formulate original hypotheses and original
countermeasures to dispel stagnation in the real world.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”,“DP2”and“DP4”.
【Method(s)】Introduction and Discussions with 3 guest lectures and 4 grouppresentations Students are obliged to submit a "final essay". Students
have to maximize the information density because it is only 6 pages ina power point format.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction (1)2Lecture (1)3Lecture (2)4Lecture (3)5Guest lecture (1)6Guest lecture (2)7Group presentation (1)8Lecture (4)9Lecture (5)10Guest lecture (3)11Group Presentation (2)— 38 —

Contents
The aim of applied course‒ Review of JapaneseManagement 2020
‒ Production Management‒ Supply Chain Management‒ Course discipline
Basics
A quiz of Theory of Constraint(TOC)
Review
Quiz 2
How to get into the blue ocean‒ Thermodynamics & Dichotomy‒ Skunkworks‒ A-U Theory‒ Art of approximation"Hydrogen industry and supply
chain" (Landing Japan, Masataka
Yamakawa, CEO)"Carbon Zero Emissions Challenges for the EV Society"(Deloitte Tohmatsu Consulting,Fumikazu Kitagawa, Partner)
Group presentation (1)-Guest lecture review-iPhone 11 Productivity per
Investment
Group presentation (2)-Art of Approximation
Fermi estimate
Value-added
Trade statistics
Price per kg"Cyber Physical Systems for
Forging Processes: What is
Industry 4.0?" (Nissan, Shin-ichiro
Fujikawa, EL)"Price per kg of the gasoline
engine"発行日：2021/5/1
12

13
14

Lecture (7)Group Presentation (3)Group Presentation (4)Inertia
Impairment loss
Disruptive Innovation: Rotary
production and Dimensional
analysis (Case study by lecturer)"Confront the stagnation""Confront the stagnation"

MAN570F2

Open Innovation
Open Innovation【Work to be done outside of class (preparation, etc.)】
Please read 1) or 2) before the course starts.
1) Goldratt, E. M., & Cox, J. (2016). The goal: a process of ongoing
improvement. Routledge.
2) ザ・ゴール コミック版 単行本（ソフトカバー） ‒ 2014/12/5
エリヤフ・ゴールドラット/ジェフ・コックス
Anticipated weekly hours:
1. Preperation for each class 120min
2. Review for each class 120minthat may include:
Anticipated weekly hours:
1. Preperation for each class 120min
2. Review for each class 120minthat may include:
3. Pre-reading of 1) or 2) 120min
4. Preperation for group presentation 60min each
5. Preperation for final essay 180min【Textbooks】
No textbook will be used. Handouts will be provided by the lecturer.
【References】
Web:
1. http://www.toyota.co.jp/jpn/company/vision/production_system/
2. http://www.nissan-global.com/JP/NISSANCRAFTSMANSHIP/
3.
http://keio-ocw.sfc.keio.ac.jp/International_Center/09B-016_e/list.
html
Book:
1. https://www.amazon.co.jp/ 英語で kaizen-トヨタ生産方式-成沢-俊子/dp/4526060151【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?)

RADHAKRISHNAN NAIR
単位数：2 単位
学期：秋学期前半/Fall(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
Open Innovation (OI) enables companies to access wider externalinnovation sources to accelerate the pace of innovation needed to sustain
business in the fast changing world and stay competitive. Several
global companies successfully created OI strategies which helped themaccelerate innovation to market and build business. Procter andGamble’s Connect and Develop (C&D) is one of the well known
examples.
The course will start with introducing the need of accelerated innovationin the fast changing world and ,through subsequent lectures anddiscussions, build an overview of OI strategies, models and successful
examples. The course is aimed introducing OI as one of the strategies tobuild business by accessing external innovation sources.
【Goal】
The course is designed to introduce Open Innovation (OI) mindset
through compelling case studies from world’s leading innovative
companies.
At the end of the course, students will get basic understanding of OI
with successful examples through case studies and their own researchon companies doing OI.
Students will be introduced to resources through reference books andarticles to further enable them to learn more on OI and prepare them toinfluence the organizations they work for in the future.
【Which item of the diploma policy will be obtained by taking this class?】
Will be able to gain“DP1”【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- Identify the reasoning that led to the gap and the blind spots on which
it is based- Countermeasures are not mandatory【Equipment student needs to prepare】
Notebook computer with a 15-pin VGA connector (VGA-HDMI adapter
if necessary)【Others】
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 the head of development for Nissan’s last FCEV
research prototype.
【】
After World War II, Japan has been a world leader in production management and supply chain management, including design, purchasing,
manufacturing, transportation, and delivery methods. However, Japanis currently facing a severe stagnation of innovation. This course looks
at how to address the stagnation of innovation based on guest speakers’
introductions inside the automotive industry. This course is not about
learning the latest technologies, but about gaining abilities for futurebusiness【Method(s)】Group discussion- debate , lectures, case study analysis. Researchingand presentations of OI examples from global and domestic corporations. Group exercise on developing OI strategies for different businessscenarios.
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Types of InnovationIntroductory Lecture.

2

Open Innovation
frame-work.

3

Strategic Approach toOpen Innovation ‒4

Organization
Development for Open
Innovation.

5

Tools for Open
Innovation

6

Developing OI networkand building OI
partnership.

7

Future Vision of Open
Innovation

Contents
Introduction to Types ofInnovation.. Sustaining, disruptive.
Examples and case studies.
Introducing Open Innovation. Why
Open Innovation and why
companies adapt OI. P&G Casestudy and examples.
Management strategies for a
successful Open Innovation.
Leadership Issues and Challenges.
Developing OI culture in theorganization.
Identifying Opportunities. Case
Studies.
Different approaches of Open
Innovation explained with casestudies from companies.
Risk Avoidance in OI. Businessmodels for OI. Legal, IP issues in
OI. Pitfalls of OI.
OI network and partnerships, how
to develop effective external eco
system.
Case studies.
How OI will evolve in the new
digital era. Crowd sourcing,
Hackathons, Lean Innovation【Work to be done outside of class (preparation, etc.)】
Reading recommended books, articles, and also some examples (internet
search and read)(As a standard, 2 hours for preparation and 2 hours forreview: a total of 4 hours.)— 39 —

発行日：2021/5/1【Textbooks】
Reference text books will be recommended.

MAN570F2

Business Leader Development Ⅱ【References】(i) A guide to Open Innovation and CrowdSourcing: Advice from Experts
in the Field (Edited by Paul Sloane)(ii) Open Service Innovation (Henry Chesbrough)(iii)
https://hbr.org/2006/03/connect-and-develop-inside-proctergambles-new-model-for-innovation【Grading criteria】(i) Class Participation 50% and 50% on the 3 assignments below)(ii) Case study and presentation - Students need to research on Open
Innovation example of a company of their choice and make presentation.
(iii) Short essay on OI case study - Make a short essay (max 2 pages)
based onthe case study research above.
(iv) Group work and presentation - Group work on business case study
and shortpresentation【Changes following student comments】
Guest Lecture by Japanese industry expert on Open Innovation .
【Equipment student needs to prepare】
none【Others】
none

Business Leader Development Ⅱ

米倉誠一郎［Seiichiro YONEKURA］

単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
世界の経営環境を、人口、経済成長率、ビジネスリーダーに必要なミクロ・マ
クロにわたる社会経済情報を身につけるだけでなく、現象を表層的ではなく歴史的に捉える思考法を学びます。
また、現代のビジネスリーダーにもっとも必要なイノベーションとリーダー
シップついて実例を基に学習します。特に、日本で活躍する実際の経営者をゲストに招き創造的な対話を行います。
また、イノベーションに対する理論的な理解を深めるとともに、イノベーションを遂行する企業家（entrepreneur) のあり方や実践力を学びます。
【Goal】
１）ビジネスリーダーに必要な組織・戦略に対する基礎知識の獲得
２）イノベーションを類型化する能力と、イノベーションに必要とされるア
ントルプルヌアシップの構造的理解
３）自分でビジネスモデルを構築する能力を習得
４）ビジネスモデルや事業戦略のアイデアを理論的に記述し、短い時間で的確にプレゼンテーションできる能力の習得
５）チームで事前課題を分析処理し、成果をあげるリーダーシップ実践力の獲得を目指します。

【none】
none【none】
none【none】
none【none】
none【none】
none【】
Open Innovation (OI) enables companies to access wider externalinnovation sources to accelerate the pace of innovation needed to sustain
business in the fast changing world and stay competitive. Several
global companies successfully created OI strategies which helped themaccelerate innovation to market and build business. Procter andGamble’s Connect and Develop (C&D) is one of the well known
examples.
The course will start with introducing the need of accelerated innovationin the fast changing world and ,through subsequent lectures anddiscussions, build an overview of OI strategies, models and successful
examples. The course is aimed introducing OI as one of the strategies tobuild business by accessing external innovation sources.

【Which item of the diploma policy will be obtained by taking this class?】
イノベーション・マネジメント研究科のディプロマポリシーのうち、「DP1」「DP2」「DP3」「DP4」「DP5」に関連Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.
【Method(s)】
授業は双方向型の講義あるいはディスカッション形式で構成されますので、失言を恐れずにどんどん発言することが重要です。チームによるグループワー
クでは、ゲストに迎える企業および経営者の戦略分析をすることが要請されますので、積極的に分析・提言プロセスに関わって下さい。また、チーム内でのリーダーシップやプロフェッショナリズムの発揮も重要です。さらに、成果物のプレゼンテーションのコンペも行います。
【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
あり / Yes【Schedule】
No.
Theme
1:( 4/10) マクロ・ミクロの社会経
済現象について
2: (4/10) 日本の経営発展

3: (4/17) 経営戦略立案の基礎
4: (4/17) 海外進出とオープン・
チャネル・イノベーショ
ンの実践
5: (4/24) イノベーションとは何か
6: (4/24)

7: (5/8)
8: (5/8)
9: (5/15)
10:(5/15)
11:(5/22)
12:(5/22)
13:(5/29)
14:(5/29)

Contents
日本やグローバル経済の現状認識に関する講義
日本の経営発展に関する歴史的考察を行う
ポーターの 5 Forces とリソース・ベースト・ビュー
アジアにおける海外進出を担う戦略的リーダーシップについて学ぶ

イノべーションとは何かについて概括的に理解する
Entrepreneurship とは 日本で企業家精神あるいは起業家精神
何かと訳されている「アントルプルヌア
シップ」ついて理解する
グループワーク発表（１） グループによるゲスト経営者①
グループワーク発表（２） グループによるゲスト経営者①
ゲスト経営者①へのプレ プレゼン選出チームによる経営者へのゼンテーション
プレゼンゲスト経営者①とのディ ゲスト経営者①の講評と講話
スカッション
グループワーク発表（３） グループによるゲスト経営者②への提言内容を発表（３チーム）
グループワーク発表（４） グループによるゲスト経営者②への提言内容を発表（３チーム）
ゲスト経営者②への戦略 プレゼン選出チームによる経営者への提言
プレゼン
ゲスト経営者②とのディ ゲスト経営者②による講評と経営論・
スカッション
戦略論の講義【Work to be done outside of class (preparation, etc.)】
授業では、事前課題を読んでくる必要があります。

— 40 —

発行日：2021/5/1
グループ学習では、課題対象となった企業や経営者の戦略分析あるいはリーダーシップ分析について、グループで集まって自主的に勉強会およびプレゼ
ンの準備が要請される。現在、日本で活躍する企業家の招聘を調整しています。楽しみに。本授業の準備学習・復習時間は、各 2 時間を標準とします。

MAN570F2

Startup Finance【Textbooks】『経営革命の構造』（岩波新書）、『２枚目の名刺』（講談社α新書）、『イノベー
ターたちの日本史』（東洋経済新報社）

Startup Finance小泉【References】
青島矢一・加藤俊彦『経営戦略論』（東洋経済）
チャンドラー『組織は戦略に従う』（ダイヤモンド社）など【Grading criteria】
成績評価は、
１）双方向講義やクラスディスカッションにおける発言回数とその質によって評価します（３０％）２）グループワークでは、分析・提言への貢献度。プレゼンテーションの質。
リーダーシップの実践を評価します（３０％）３）最終試験・レポートは①アイデアの斬新性、②論理性、③エビデンス、④
実行可能性によって評価します（４０％）
。
【Changes following student comments】
フィードバックが来た段階で前向きに修正していきたいと思います。
【Equipment student needs to prepare】
パワーポイントによるプレゼンテーション【】
この講義では、１）ビジネスリーダーに必要なリーダーシップのあり方、２）
ビジネスリーダーとイノベーションとの関係、３）ビジネスリーダーのケー
ススタディ、４）実際にリーダーとして活躍している企業経営者への戦略提案、ディスカッションを行う。

泰郎［Yasuro KOIZUMI］

単位数：2 単位学期：春学期前半/Spring(1st half)
授業分類：専門講義
Global MBA
実務教員：【Outline and objectives】
This course covers the fundamentals of venture finance and fundraising.
It will equip students with the knowledge necessary to estimate theenterprise value of startup companies, raise funds for a company or
to invest in even earlier stage companies. This includes fundraisingstrategies for each stage of growth and type of investor, as well as
explanations for the different types of stock, their effect on fundraising,and strategies for a successful exit. This course also investigates plentyof well-known startup companies, to practice on real-life examples.
この講座ではベンチャーファイナンスを紹介します。スタートアップの企業価値の予想や資金調達、成長途中の企業へ投資するために必要な知識を身につけることができます。各成長段階や各投資家種類による資金調達戦略、株式の種類や資金調達への影響、成功するための戦略もご紹介します。有名な
スタートアップ企業を例として扱い、実践練習も行います。
【Goal】
・To be able to use a variety of methods to accurately estimate theenterprise value of startup companies
・To understand the differences between different types of investors andstocks・To understand the different growth stages of a startup company
・To understand the different exit strategies【Which item of the diploma policy will be obtained by taking this class?】
Program is intended to acquire all of dp1 to dp5. But order is illustrated
in terms of Likelihood of acquiring.
【Method(s)】講 義 、実 習 、グ ル ー プ デ ィ ス カ ッ シ ョ ン/Lectures, Practices, Groupdiscussions【Active learning in class (Group discussion, Debate.etc.)】
あり / Yes【Fieldwork in class】
なし / No【Schedule】
No.
Theme
1
Introduction to Venture
Finance2
Calculating Enterprise
Value (part 1)

3

Calculating Enterprise
Value (part 2)

4

Valuing Venture
Companies (part 1)

5

Valuing Venture
Companies (part 2)

6

Types of Players (part1)

7Types of Players (part2)

8

Fundraising Strategies(part 1)

9

Fundraising Strategies(part 2)

— 41 —

Contents
The basics of venture finance, using
famous startups as examples.
The different methods forcalculating enterprise value (suchas market approach, cost approach,income approach, etc).
The different methods forcalculating enterprise value (suchas market approach, cost approach,income approach, etc).
The different methods for valuing
venture companies (such as
forward PE ratio, PS ratio, the VC
method, etc.)
The different methods for valuing
venture companies (such as
forward PE ratio, PS ratio, the VC
method, etc.)
The different types of players inregard to investment. These
include family investment, crowd
funding, venture capital,
incubators, angel investors, etc.
The different types of players inregard to investment. These
include family investment, crowd
funding, venture capital,
incubators, angel investors, etc.
The fundraising strategies for eachstage of development, from seedfunding to a final series.
The fundraising strategies for eachstage of development, from seedfunding to a final series.

発行日：2021/5/1
10

12

Attracting Interest
from Investors
Types of Stock &Dilution
Exit Strategies

13

Case Study

14

Extra Strategies for
Success11

The 9 points that investors aremost interested in.
The different types of stocks, andthe effect they have on fundraising.
The different strategies for a
successful exit, with examples ofwell-known startups.
An in-depth case study of thecompany at which Mr. Koizumi iscurrently the CFO - FiNC
Technologies Inc.
The main aspects of venture
finance, as well as other strategies
crucial for achieving success, suchas organizational structure.

【Work to be done outside of class (preparation, etc.)】
復習、宿題、レポート/Revision, Homework, Report
授業外において必要な時間：毎週２時間
Required time outside of class: 2 hours weekly【Textbooks】
無し/None【References】
無し/None【Grading criteria】
A - 84% or higher/以上
B - 75% ~84%
C - 60% ~74%
D - 60% or lower/以下
小テスト/Short Tests: 20%
宿題/Homework: 30%
レポート/Report: 50%【Changes following student comments】
Essential lecture to learn about Japanese venture financing【】
This course covers the fundamentals of venture finance and fundraising.
It will equip students with the knowledge necessary to estimate theenterprise value of startup companies, raise funds for a company or
to invest in even earlier stage companies. This includes fundraisingstrategies for each stage of growth and type of investor, as well as
explanations for the different types of stock, their effect on fundraising,and strategies for a successful exit. This course also investigates plentyof well-known startup companies, to practice on real-life examples.

— 42 —