W8011 - Nanyang Technological University

COURSE INSTRUCTOR
Prof Koji Aiba
E-mail: aiba@waseda.jp
W8011 Problem Solving from General Management Perspective
(TRIMESTER 3, 2010-2011)
COURSE DESCRIPTION
The objective of this course is to develop an objective mindset and flexible thinking
skills for future high level managers. The basic knowledge required should already
be mastered during the first two trimesters. Emphasis is made on how to really use
the skills in an integrated manner. Slow but deeper understanding of the nature of
real life problems will be sought. The course addresses managers’ need to analyze
a corporate business situation from various directions and to select the right
question to be answered.
PRESCRIBED TEXT
No textbook is required
REFERENCES
Peter M. Senge, the Fifth Discipline, 1990, Currency Doubleday
Edgar H. Schein, Organizational Culture and Leadership, third edition 2004, Jossey Bass
Max H. Bazerman, Judgment in Managerial Decision Making, sixth edition, 2006, John Wiley and
Sons
Henry Mintzberg, Managers not MBAs, 2004, Berette-Koeler
Clayton Christensen, The Innovator’s Solution, 2003, HBS Press
(The references are intended only for future use. The students are advised not to try to read these
books during the short time span of the course, because spending time on thinking is more important
than acquiring further information.)
COURSE ASSESSMENT AND REQUIREMENTS
The weight of the various course requirements are as follows:
Case Assignment 40%
Participation 40%
Final Examination (Open book) 20%
Total 100%

LECTURES, TOPICS AND READINGS
CLASS
NO
1
Introduction to Problem Solving
Case “Sapphire Acoustics”
TOPICS
READINGS
Case 1 “Sapphire
Acoustics”
2 Case “Merit Corporation” (included in reading 1) Reading 1 “A Note for
Analyzing Work
Groups”
3 Problem solving in the real world Reading: 2, “The
Smart Talk trap,” 3,
“What is an
Organization’s
Culture”
4
Case2 ”Asahi Breweries”
Case 2, ”Asahi
Breweries”
5 Continued
Discussions on the logic flow of Asahi analysis
Reading: 4,
“ Distortions and
Deceptions in
Strategic Decisions
6
Case “ EMI (A)”
Case B to be handed out at the end of class
Case 3 “EMI (A)”
7
Case “EMI (B)
Case 4 “EMI (B)”
Reading: 5, “Musings
on Management”
8 Continued Reading: 6, “The
Leader’s New Work:
Building a Learning
Organization”
9 Case on Automotive Industry and case on Honda
Case 5 and 6
(Supplementary readings to be supplied at the end of class)
10 Presentation on “The Competitive Advantages and Strategic
Uniqueness of Japanese Companies-Focus on Auto companies”
2

Weekend
readings
11
12
Case BIC Pen Corporation (A), supplement and (B)
Discussion in teams and preparation for presentation
Continued
Presentation by teams
(New info to be supplied at the end of class)
Reading 7, “Of
Strategies Deliberate
and Emergent”
Case 7, supplement
and case 8
Reading: 8, “Meeting
the Challenge of
Disruptive Change”
13 Continued
Discussion in teams
Reading:9, “How
Business School Lost
Their Way”
14 Continued
Discussion
15 Coping with the Complex Reality of (Business) Life Reading 10, “Hidden
Flaws in Strategy”
16 Continued
11, “Why Do We
Make Bad Decisions?
EXAMINATION (Open book)
Case 9 (TBA)
3

DAYLY ASSIGNMENTS
For reading assignments, see the table above. The assignments below are individual reports due at
the start of the class. The students may discuss in study groups or by phone, but no digital data or
information, such as text, charts and tables, should be shared. The reports are very short but should
include all necessary arguments. It should look like an executive summary compressing the logic flow
of a longer report. Exhibits attached to the report will be out of word count.
Day 1-1
Day 1-2
Day 2-2
Day 3-1
Day 3-2
Day 4-1
Day 4-2
Day 5-3, 4
Day 6
Day 7
Short report on Sapphire Acoustics
“If you were a friend of the president and learned about the situation, what would you
recommend him? Why?” (Word count limit: 100 words. You have to use MS Word,
word count function to prove it. Do so in all reports.)
Short report on Merit Corporation
“What were the problems? How could you have solved the problems?” (Word count
limit: 150. Do not assume that the culture issue is the only problem.)
Short report on Asahi Breweries case
“Analyze the industry and evaluate the investment proposal. Give action
recommendations.” (Word count limit: 400. Exhibits attached to the report will be
outside the word count.)
No report is required (Assignment for Asahi Breweries will be given at the end of Day
2, but there will be no report for the case)
Short report on EMI (A) case
“Give persuasive action recommendations to the management.”
(Word count limit: 250. Exhibits attached to the report will be outside the word count.)
EMI (B) case (no report required)
“Analyze and evaluate the situation and recommend what Dr. Powell should do.”
No report is required (Assignment for Auto case and Honda case is in the package, but
there will be no report for the case) Read cases and think.
Report on BIC Pen Corporation
“What are the issues? How do you solve the problems? In which direction do you think
BIC can grow in the future? (Word count limit: 600. Exhibits attached to the report will
be outside the word count.)
No report is required
No report is required
READING MATERIALS
The following supplementary readings from journals and business magazines will be provided.
1. HBS note 9-496-026 “A Note for Analyzing Work Groups”
2. HBR article, Jeffrey Pfeffer/ Robert I. Sutton, “The Smart-Talk Trap,” May-June 1999, Reprint 99310
3. HBS note 9-399-104 “What is an Organization’s Culture”
4. HBR article, Henry Mintzberg, “Musings on Management,” July-August 1996, Reprint 96407
5. MIT Sloan Management Review, “The Leader’s New Work: Building a Learning Organization,” Fall
1990, Volume 32, Number 1, SMR002, Reprint 3211, P.7-22
6. McKinsey Quarterly article, Dan P. Loballo/ Olivier Sibony, “Distortions and Deceptions in Strategic
Decisions,” 2006 Number 1. P.19-29
7. HBR article, Clayton M. Christensen/ Michael Overdorf, “Meeting the Challenge of Disruptive
Change,” March-April 2000, Reprint R00202
8. HBR article, Warren G. Bennis/ James O’Toole, “How Business School Lost Their Way,” May 2005,
Reprint R0505F
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9. McKinsey Quarterly article, Charles Roxburgh, “Hidden Flaws in Strategy,” 2003 Number 2 P.27-39
10. Harvard Management Update, John Hintze, “Why Do We Make Bad Decisions?” July 2003,
Reprint U0307C
CURRICULUM VITAE OF THE INSTRUCTOR
Education
MBA, Harvard University 1980-82
Bachelor of Laws (LLB,) University of Tokyo 1972-76
Work experience
The Boston Consulting Group (mainly Tokyo office) 1982-93
Vice President 1990-93
Project manager 1986-1990
(Düsseldorf Office 1989-1990)
Consultant 1982-1986
Taiyo Kobe Bank (currently Sumitomo Mitsui Banking Corporation) 1976-1982
Professor, Waseda Business School 2002-
Statutory Auditor of Aplix Corporation 2006-2007
Director of Board, Seiyu Corporation (Subsidiary of Wal-mart) 2007-2008
Board member of Japan Association for CFOs 2001-
Statutory Auditor of Dream Incubator Inc. 2006-
Major Publications in Japanese
“Value Portfolio Strategy, ” 1993, also translated into Chinese, “How to Transform Japanese
Corporations”, 1995, ” Corporate Strategy,” 1999, “Management” 1999, “Pragmatic Case Book,” 2000,
also translated into Korean, “Business Rules,” 2001 , “Problem Solving and Strategy Skills,” 2003
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