The Kaizen Evaluation Reports 2011 - ABEST21 · The Kaizen Evaluation Reports 2011 ... KAIZEN 2011:...
Transcript of The Kaizen Evaluation Reports 2011 - ABEST21 · The Kaizen Evaluation Reports 2011 ... KAIZEN 2011:...
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The Kaizen Evaluation Reports 2011 -From April 1, 2011 to March 31, 2012-
I. Accredited Schools 2009
Graduate School of International Management, Aoyama Gakuin University
1. MISSION STATEMENT
Improvement Issue: Hear the opinions of the stakeholders and establish new “Mission
Statement” (mission), vision and value.
KAIZEN 2011: Mission Statement is announced thoroughly at entrance exam orientation,
admission orientation for new/existing students, Advisory Board, etc.
Evaluation: The new plan to announce the Mission Statement to stakeholders is implemented
appropriately as planned.
2. EDUCATIONAL PROGRAMS
1) Improvement Issue: Consider establishment of programs such as internship, etc., for
full-time MBA students to enhance career development.
KAIZEN 2011: Internship subject is provided continuously in 2011. We also launched “Business
Game” for flex-time students with less practical experience to understand the basic functions of
corporations.
Evaluation: The plan is implemented not only by continuing the internship but also by improving
the program with a new subject.
2) Improvement Issue: Examine introduction of subjects utilizing the image of Aoyama Gakuin
and the school concept of GSIM (e.g. fashion business).
KAIZEN 2011: In relation with the “social responsibility” referred to in the Mission Statement, we
added a new keyword of “Pursuing social value” for curriculum design, on top of “Global
Perspective” and “Entrepreneurship” which we emphasized until now. Specifically, we decided to
launch “Social Entrepreneur” effective 2012. in addition to the current subjects including
“Corporate Ethics and Compliance”, “Corporate Governance” and “Business Philosophy”.
Evaluation: The plan is implemented steadily, by conducting subjects based on the school
concept, as well as launch of subject related to “pursuing social value”. Consistency between the
Mission Statement and curriculum is carefully enhanced.
3. FACULTY
Improvement Issue: Start discussing a system to evaluate education and research
achievements of the faculty members on a regular basis.
KAIZEN 2011: Concerning education, research, social and internal activities of the individual
faculty members, we established a Performance & Development System where the Dean and
Program Director interview the members for 30 minutes each. We plan to continue it in and after
2012, to have respective members report their goals and degree of achievement.
Evaluation: The new system is excellent, since it goes beyond reporting of the educational
research activities on regular basis, by setting activity goals monitoring the progress for each
member of the faculty. The plan is implemented as planned.
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Graduate School of International Corporate Strategy, Hitotsubashi University
1. MISSION STATEMENT
1) Improvement Issue: Select a champion and set up a project team to discuss the relationship
between International Business Strategy Course and Financial Strategy and Business Finance
Course.
KAIZEN 2011: Continued to share information between the two Courses through regular
directors’ meeting, etc. As for specific effects, the number of students registered in subjects of both
courses is increasing, and more faculty members teach in the course they do not belong to. In 2011,
2 faculty members each from both courses taught in the other course. 7 students from IBS Course
registered for subjects of FSBF Course, but none for the other way round (it is difficult for the
working students in FSBF to take IBS classes which are taught in daytime).
Evaluation: Relation indexes are set between the two courses. Certain effects are confirmed
concerning the number of faculty members and students shared. The plan is appropriately
implemented.
2) Improvement Issue: Establish a project team to examine the relationship between
International Business Strategy Course and Financial Strategy and Business Finance Course,
consisting of several representatives of the both courses.
KAIZEN 2011: Continued to share information between the two Courses through regular
directors’ meeting, etc. As for specific effects, the number of students registered in subjects of both
courses is increasing, and more faculty members teach in the course they do not belong to. In 2011,
2 faculty members each from both courses taught in the other course. 7 students from IBS Course
registered for subjects of FSBF Course, but none for the other way round (it is difficult for the
working students in FSBF to take IBS classes which are taught in daytime).
Evaluation: Target figure for 2011 concerning relationship between the two courses is not
specified. However, it is good that certain level of achievement is recognized in the actual figures. It
is also appropriate that regular meetings are held between directors to share information, and to
tackle a difficult issue of pursuing relationship under a complicated organizational structure.
3) Improvement Issue: Have all full-time faculty members of both Courses discuss the issue
after the monthly Faculty Meeting, as needed.
KAIZEN 2011: Continued to share information between the two Courses through regular
directors’ meeting, etc. As for specific effects, the number of students registered in subjects of both
courses is increasing, and more faculty members teach in the course they do not belong to. In 2011,
2 faculty members each from both courses taught in the other course. 7 students from IBS Course
registered for subjects of FSBF Course, but none for the other way round (it is difficult for the
working students in FSBF to take IBS classes which are taught in daytime).
Evaluation: Target figure for faculty member meetings between the two courses is not specified.
However, it is good that certain level of achievement is recognized in the actual figures. It is also
appropriate that regular meetings are held between directors to share information, and to tackle a
difficult issue of pursuing relationship under a complicated organizational structure.
2. STUDENTS
Improvement Issue: Start preparation for obtaining accreditation by overseas accreditation
institution.
KAIZEN 2011: Prepared application documents for EQUIS accreditation. After completing the
preparation, we realized that our system is not sufficient at this stage and suspended the
application. We recognize that we need to systemize the processes for various decision-making,
which we will work on effective 2012 academic year under the new Dean. At the end of 2011
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working groups were established, consisting of MBA Program, Thought Leadership, Corporate
Relationship, Marketing, and BEST Alliance. Total budget allocation and administrative affairs are
handled by the Dean.
Evaluation: We expect the school to review the activities in applying for EQUIS accreditation, sort
out the issues, and achieve the plan under the new organization consisting of working groups.
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MBA Program, Graduate School of Business Administration, Kobe University
1. MISSION STATEMENT
Improvement Issue-1: It is necessary to reinforce the school’s administrative structure for
supporting educational activities. At present the school is unable to secure sufficient funds for
educational activities, which are essential role of the university. Although it is possible to obtain
competitive research funds, basically they are not to be used for education purposes. The school
also obtains competitive education support funds, however, these are to be used for specific
education programs and not for administrative operations. Consequently, there are no effective
solutions for this improvement task. Under the current environment which national universities face,
it is difficult to find a solution.
KAIZEN 2011: 2011 - The issue of securing administrative support staff requires budget
allocation and we are obliged to take actions under the restrictions of the national university system.
In 2010 “Research Educational Program to Promote Appropriate Organizational Behaviors in
Economic Recession” (Budget request extraordinary expense for FY2010-2013) was accepted.
Using this fund we hired administrative staff to support the school system. (See Material 1:
Summary of “Research Educational Program to Promote Appropriate Organizational Behavior in
Economic Recession”)
The Research Support Office functions as secretariat for self/external-evaluation activities
conducted once every 2 or 3 years by the school since 1992. The administrative sections also
collect and maintain various data and materials to understand and organize the issues of the school
based on perspectives different from those of accreditation.
Evaluation:【Evaluation】Under the restrictions of the national university system, the School is
taking appropriate measures to hire administrative support staff by using the external funds
obtained.
2. EDUCATIONAL PROGRAMS
Improvement Issue: Based on discussions by the MBA Taskforce and acceptance by the Faculty
Committee, the school modifies its curriculum drastically effective 2008. The modifications are
summarized in “Material 2: Curriculum modification in 2008”. In order to improve the quality of the
Project-System, “Theme” project research is introduced for the second semester of the first year in
addition to the “Case” project research (formerly project exercise) for the first semester of the first
year. In this way, their roles are clearly separated with “Modern Business Administration” for
Master’s thesis. In both “Case” and “Theme” project research seminars, students are trained to
acquire through group study business sense, humanity, analytical skills, implementation skills and
entrepreneurship required for business professionals to play central roles in business community.
Effectiveness of the case project research has already been verified. The next step is to examine
how to improve it and how to create synergy with Modern Business Administration while keeping
good role-sharing, through practice in the coming few years. Faculty members in charge will
discuss this matter as needed and further discussions are planned at the Working Committee of
Professional Graduate School chaired by a member of the MBA Program Committee. As part of the
modified curriculum, the school introduces on trial specialized subjects on industries and current
issues in 2008 (Environmental Management, Valuation of Companies, Global Strategy and
Coaching Method). In relation to this modification we expect to face various problems such as
course contents, faculty’s teaching abilities, increased work load of 5 classes on Saturdays
(90-minute class x 5 becomes the standard), handling of subjects replaced by new subjects, etc.
These issues will be discussed at the Working Committee of Professional Graduate School. If
serious problems arise, MBA Taskforce Committee will be established to deal with them.
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KAIZEN 2011: As a drastic modification to the curriculum in 2008, the quality of Project-System
was improved resulting in earlier start of seminar, and the number of specialized subjects was
increased.
The contents of traditional Project-Exercise were mostly taken over by “Case” project research (to
practice field research on common theme, groups consisting of several members are formed and
each group selects and interviews target company/institution for research). “Theme” project
research is definitely different. Previously, project research was guided by faculty member of
Modern Business Administration seminar by means of seminar classes. That part was separated
and developed into “Theme” project research, where students of the same school year conduct
research under a single faculty member and present their results (theme and team structure are
decided by students; Final reports are presented based on case researches of at least three
institutions, not one). With “Theme” project research, based on the experience of the previous year,
focus was set on specifying the theme contents and process. We aim to stabilize the educational
effect by having students from different industries work together, beyond seminars, to cover a
common business issue and enhance their problem-solving abilities.
2011 was the third year after curriculum modification, and through student evaluation, both project
research frameworks were generally highly appreciated.
In the 2008 curriculum modification, Saturday classes were increased from four to five, with new
subjects. The curriculum is designed so that students can concentrate on current topics in the
second semester of the first year. As for concern that the existing subjects may be unfulfilled, no
serious problem is seen as shown by the opinions of faculty member in charge and class
questionnaires. On the other hand, with the increasing number of subjects, the room for MBA
curriculum design is getting tight. After discussing the placement of subjects related to research
method at the MBA Program Steering Committee, it was decided to place Statistical Method in the
first semester and Survey Research Method in the second semester, to clarify the steps to acquire
basics of graduate school education and to practice thesis preparation. Through these activities,
curriculum structure was enhanced.
Evaluation: There is a steady progress in accordance with the plan. The Project-System was
refined, the period of seminar was adjusted, and curriculum was modified by increasing the
number of specialized subjects. In particular, it is excellent that the steps for exercise and seminar
were clarified, by introducing “Case Project Research” to examine issues deeply and foster
problem-solving ability, and by modifying the position of subjects related to thesis method for MBA
degree.
3. FACULTY
Improvement Issue: The inconsistency between the Standard for the Establishment of Graduate
School by MEXT and educational system of the school which seeks development of unique MBA
education is an essential problem which cannot be solved only by the school’s effort. With the
cooperation of related institutions (including ABEST21), we will call for MEXT to accept our ratio of
professional qualified faculty members as well as our faculty members to teach classes and
seminars at professional graduate school and provide research guidance in the Ph.D. program at
the same time after 2013. To secure manpower to support the administrative work, recruiting
part-time staff is the only solution for the time being. Since increase of part-time staff will affect the
school’s budget, we will continue to examine this issue. Proficiency level of administrative staff will
be enhanced through internal trainings and on-job trainings. To improve the classroom facilities,
we will take all opportunities to obtain funds, including budget request to MEXT.
KAIZEN 2011: As a drastic modification of the curriculum in 2008, the quality of Project-System
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was improved resulting in earlier start of seminar, and the number of specialized subjects was
increased. The contents of traditional Project-Exercise were mostly taken over by “Case” project
research (to practice field research on common theme, groups consisting of several members are
formed and each group selects and interviews target company/institution for research). “Theme”
project research is definitely different. Previously, project research was guided by faculty member
of Modern Business Administration seminar by means of seminar classes. That part was separated
and developed into “Theme” project research, where students of the same school year conduct
research under a single faculty member and present their results (theme and team structure are
decided by students; Final reports are presented based on case researches of at least three
institutions, not one). In “Theme” project research, based on the experience in the previous year,
focus was set on specifying the theme contents and process. We aim to stabilize the educational
effect by having students from different industries work together, beyond seminars, to cover a
common business issue and enhance their problem-solving abilities. 2011 was the third year after
curriculum modification, and through student evaluation, both project research frameworks were
generally highly appreciated. In the 2008 curriculum modification, Saturday classes were increased
from four to five, with new subjects. The curriculum is designed so that students can concentrate in
current topics in the second semester of the first year. As for concern that the existing subjects may
be unfulfilled, no serious problem is seen as shown by the opinions of faculty member in charge
and class questionnaires. On the other hand, with the increasing number of subjects, the room for
MBA curriculum design is getting tight. After discussing the placement of subjects related to
research method at the MBA Program Steering Committee, it was decided to place Statistical
Method in the first semester and Survey Research Method in the second semester, to clarify the
steps to acquire basics of graduate school education and to practice thesis preparation. Through
these activities, curriculum structure was enhanced.
Evaluation: There is a steady progress in accordance with the plan. The Project-System was
refined, the period of seminar was adjusted, and curriculum was modified by increasing the
number of specialized subjects. In particular, it is excellent that the steps for exercise and seminar
were clarified, by introducing “Case Project Research” to examine issues deeply and foster
problem-solving ability, and by modifying the position of subjects related to thesis method for MBA
degree.
4. INFRASTRUCTURE SUPPORT
Improvement Issue: To secure manpower to support the administrative work, recruiting
part-time staff is the only solution for the time being. Since increase of part-time staff will affect the
school’s budget, we will continue to examine this issue. Proficiency level of administrative staff will
be enhanced through internal trainings and on-job trainings. To improve the classroom facilities, we
will take all opportunities to obtain funds, including budget request to MEXT.
KAIZEN 2011: The issue of securing administrative support staff requires budget allocation and
we are obliged to take actions under the restrictions of the national university system. In 2010
“Research Educational Program to Promote Appropriate Organizational Behaviors in Economic
Recession” (Budget request extraordinary expense for FY2010-2013) was accepted. Using this fund
we hired administrative staff to support the school system. (See Material 1: Summary of “Research
Educational Program to Promote Appropriate Organizational Behavior in Economic Recession”)
The Research Support Office functions as secretariat for self/external-evaluation activities
conducted once every 2 or 3 years by the school since 1992. The administrative sections also
collect and maintain various data and materials to understand and organize the issues of the school
based on perspectives different from those of accreditation.
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As for classroom facilities, “Kobe University Umeda Intelligent Laboratory” was established in
central Osaka using the budget request extraordinary expense. Classes are given in weekday
evenings since September 2010. (See Material 6: Kobe University Umeda Intelligent Laboratory)
Evaluation: Under the restrictions of the national university system, administrative support staff is
secured. New campus in Umeda is conveniently located, and offers classes in weekday evenings for
working students. The plan is implemented appropriately.
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MBA Program in International Business, Graduate School of Business Sciences, University of Tsukuba
1. MISSION STATEMENT
Improvement Issue: Short-term (to July 2009): To utilize the function of Advisory Committee to
the MBA-IB established as a third party, take in new stakeholders including graduates of the school
as committee members and review opinion collection methods.
Mid-term (from August 2009 to July 2011): Hold the reorganized Advisory Committee, summarize
the opinions and reflect them to the educational programs as a trial implementation.
Long-term (from August 2011 to July 2013): Examine the trial practice status based on the
proposals of the Advisory Committee and its review. Finalize the framework of the educational
program on a long-term viewpoint.
KAIZEN 2011: (1) Members of the Advisory Board were renewed in 2009 considering continuity.
Advisory Board meeting consisting of those members was held on October 15, 2011 and opinions
were collected continuously. (See Material 1: Advisory Board 2011.) The opinions raised were
grouped into two, those which could be practiced immediately and those to be examined on a
long-term basis. We are reviewing these items.
(2) Based on the Benchmark Survey on Curricula of the World Leading MBA Programs (10
programs) conducted in 2010, we reinforced further the subjects related to Negotiation and
Communication Skill. (See Material 2: Curriculum.)
(3) In relation to (2), a project “Building a platform to nurture world-class professionals” is
developed using external funds obtained. Under this project, “Global Negotiation Program” is
developed. It is a joint program by 3 graduate schools, i.e. Graduate School of Business Sciences
(MBA Program in International Business), Graduate School of Humanities and Social Sciences, and
Graduate School of Comprehensive Human Sciences (World Heritage Studies), aiming to develop a
platform to reinforce international negotiation skill of students. (See Material 3: Brochure for
University of Tsukuba, postgraduate certificate program in global negotiation.) Budget allocated in
2012 for MBA-IB is approx. 12 million yen including personnel expense. Budget allocation for the
Program by MEXT will continue until 2014. After this period, we intend to continue its development
as an internal program.
(4) As in the previous year, although budget allocation based on the nature of the professional
graduate school was requested from the university headquarters, operational funds were allocated
basically in a traditional way. We will continue the request in the future.
(5) As for external funds, all faculty members, including practitioner deemed members, applied for
scientific research fund as in the previous year. At the same time internal advisor system was
introduced so that more applications will be accepted. (See Material 4: Administrative Service
Responsibilities at MBA-IB for 2011-2012 Academic Year.)
Evaluation: The members and operational system of the Advisory Committee are reorganized to
enhance the education in accordance with the plan. In educational program development, the
school has fully applied for subsidies and Research Scientific Fund from MEXT. Plans to obtain
external funds are implemented as planned. As for change in allocation method of operational
funds based on the nature of the professional graduate school, continuous effort is required.
2. EDUCATIONAL PROGRAMS
1) Improvement Issue: Abolishment of one-year course is an urgent issue which requires a
process including adjustment with the university headquarters admission exams department,
change in application guidelines, public relations activities, review of curriculum and requirements
for course completion. The school will reconfirm the shortcomings of the course and examine the
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changes to be made in student admission for the following year. Based on this the school will stop
accepting applications for the shorter one-year course effective FY2009 admission exams. Impacts
on applications by this measure will be monitored and the school will decide on abolishment of the
shorter course subsequently.
KAIZEN 2011: For Admission in 2012, we continued to recruit students for the two-year course
(August enrollment). The number of applicants slightly decreased over 2011, particularly the
foreign applicants. This is probably due to overall effect of more working foreigners leaving and less
visiting Japan affected by the Great East Japan Earthquake in 2011. Another possible cause for
decrease is that effective 2013 the new semester for MBA-IB will be changed from August at
present to April lined with the whole University of Tsukuba, resulting in spread of applicants due to
short interval between admissions. At any rate the independent operation of the two-year course
was found stable.
Evaluation: The shorter one-year course was abolished and students were accepted only in the
two-year course, as planned.
2) Improvement Issue: As for e-learning the school will start planning the education method,
use of the equipment, class style, selection of partner, etc. Trial operation will start also to check the
both hardware and software, i.e. technical operation of equipment and educational method, to
prepare for full-scale operation. In addition, methods for collecting student opinions and provision
of feedback will be improved. The school will verify the effects and establish a system to practice it
once a year.
Mid-term (from August 2009 to July 2011): The school will sum up the use of e-learning
accumulated in the previous step and start full-scale operation with overseas business schools and
other schools at Tsukuba Campus. Through the operation, the school will check the practice status
toward routine operation based on accumulated operation know-how.
Long-term (from August 2011 to July 2013): Based on the performance achieved in the previous
steps, the school will establish an original remote education method of MBA-IB and develop
partnership with various business schools domestic and overseas. Remote education will be
introduced as a major selective subject in the educational program.
KAIZEN 2011: (1) We continued with the joint remote class with Grenoble Graduate School of
Business. To assess the effect more objectively, positive analysis on educational effect was
conducted based on student evaluation from learning activities PDCA cycle viewpoint, which was
published in 2 research paper (with peer reviews). (See Material 7: Blended learning in MBA
education: a cross-cultural experiment, Open Learning: The Journal of Open, Distance and
e-Learning, 2011; Material 8: Bringing Remote Teams and Cross-Cultural Education into the
Classroom, 18th EDINB Conference, 2011; Material 9: Working Across Boarders in Virtual Teams:
Experiential Learning.) Through quantitative and time-oriented inspection on class method, the
learning effect of this joint remote class was confirmed positive.
(2) E-learning system is used internally between MBA-IB and Graduate School of Humanities and
Social Sciences, International Area Studies. Cross Cultural Management I and International
Business: Introduction to South East Asian Students remain as mutually-delivered subjects.
(3) Effective August 2011, “Global Negotiation Program” was launched as a joint program by 3
graduate schools including 2 majors, i.e. Graduate School of Humanities and Social Sciences,
Graduate School of Business Sciences (MBA Program in International Business), and Graduate
School of Comprehensive Human Sciences (World Heritage Studies). (See above Material 3:
Brochure for University of Tsukuba, postgraduate certificate program in global negotiation.) The
features of this program are 1. Interdisciplinary education, 2. Trans-barrier program, 3. OJT-based
intensive course and 4.On demand education using e-learning system. Through these features, the
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curriculum is designed for students to learn about “global negotiation” required for world-class
professionals, not only in theory, but with experience in it through OJT. In addition, program
certificate is granted after completing the required core subjects, common/elective core subjects
across the fields, and project practices. This year 6 students of MBA-IB have registered to this
Program. Class sessions are video-recorded and stored in the digital archive to prepare materials
available for on-demand learning. Other than the Program Committee members, we hired a
full-time Program coordinator using the Program budget. Advisory Board was established for
external evaluation of this Program.
Evaluation: E-learning program is developed in accordance with the plan.
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II. Accredited School 2010
Institute of Business and Accounting, Professional Graduate School in Business, Kwansei Gakuin University
A. Corporate Strategic Management Course
1. EDUCATIONAL PROGRAMS
1) Improvement Issue: Curricula designed to nurture generalists
One of the school’s aims in human resource development is to foster generalists. To achieve this
aim, the core and basic subjects need to be enriched. The compulsory subjects of the core and
basic will be modified. At the same time we will seek measures to raise students’ academic ability
before entrance, so that they can start with the core subjects, etc. smoothly. Specific measures are
as follows.
(1) Business Ethics shall be compulsory. Students should select at least 4 out of 5 core subjects
which are elective, namely, English communications, Economics, Management, Statistics and
Accounting.
(2) In Corporate Strategic Management Course, the compulsory basic subjects for respective
programs shall be made compulsory for all students. Through this measure students will acquire
further understanding of various fields and the number of students for respective programs will be
balanced.
(3) Introduce Logical Thinking as a basic subject.
(4) Conduct pre-entrance education in areas such as Basic Mathematics or Computer Literacy,
for smooth learning after entrance.
KAIZEN 2011: We continued to discuss enrichment of core and basic subjects. Also “Pre-entrance
Course” was implemented for the first time to raise students’ academic ability before entrance, so
that they can start with the core subjects, etc. smoothly. Specifically, for Corporate Strategic
Management Course we continued to discuss the compulsory basic subjects for respective
programs to be made compulsory for all students. However, we have not yet reached to a
conclusion and will continue to discuss this matter. For students enrolled in Fall 2011,
pre-enrollment course was provided for Basic Mathematics, Computer Literacy, and Bookkeeping
and Accounting.
Evaluation: Curriculum is organized as planned, based on education to nurture generalists.
2) Improvement Issue: Stricter grading and measures for low-performing students
To correct grading variations, when a subject is with extremely high (or low) grading, the factor
shall be analyzed and appropriateness is discussed, as part of the faculty development activities. To
check students’ individual grades based on the modified evaluation among the faculty, academic
grades of low-performing students (those with GPA below certain level after 6 months from
entrance) will be checked regularly at the Major Meeting. Set up a process to conduct measures
such as personal interview by instructing faculty member when necessary. When applying for
research project, academic performance data shall be attached so that faculty members can use it
for student selection criteria.
KAIZEN 2011: Following the previous year focus was set continuously on stricter grading.
Introduction of relative evaluation was discussed but not realized because it was pointed out that
the system will bring inappropriate grading for small class. Instead further strict grading was
practiced. As a result, although GPA level remained flat over the previous year (2.63), the variation
grew (standard variation from 0.99 to 1.13). Model value also changed from A to B+, shifting
toward normal distribution. Failure rate grew from 7.2% to 10.7%, which indicates the result of
stricter grading. We will maintain such grading in the future. On the other hand, we will start
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interviewing underperformers. However, in 2011 there were no underperformers and the interview
was not conducted.
Evaluation: Grading process is made stricter and an action is prepared for underperformers, in
accordance with the plan.
B. International Management Course
1. EDUCATIONAL PROGRAMS
1) Improvement Issue: Continuity/consistency among the core, basic and advanced subjects of
respective programs
We recognize the room for improvement in the current International Management Course
concerning the above. To solve this issue curricula structure and orientation concept need to be
further discussed in the future. In comparison with domestic/foreign major daytime MBA curricula,
we will restructure our curricula carefully based on extensive research and analysis so that it will be
most appropriate for education of global businesspersons. The research and analysis will be
conducted as part of the international business education support project by Kwansei Gakuin
University Business School, in “University Collaboration Strategy” started October 2009 as 2,5- year
project.
KAIZEN 2011: Consistency among subjects:
As a result of registration in 2010, we have continued to instruct the students to register according
to the model, not only at entrance orientation but frequently during their second year of study. The
model is shown on the website. Faculty members in charge of the 3 specialized programs are also
checking with the students at registration if they have completed the core and basic subjects,
which are the bases for advanced subjects. The plan to inspect the field-specific syllabi of subjects
taught by full-time faculty members in 2010 is still in progress.
Evaluation: Consistency among the subjects is improved. We expect further improvement in the
future.
2) Improvement Issue: Correction of biased grading. The issue of lenient grading with too many
As or higher grades given at the International Management Course needs to be improved
immediately, at the initiative of mainly the Major Meeting, FD Committee and the executives of the
business school. After correction, establish a system to have the instructing faculty members
monitor the status by semesters.
KAIZEN 2011: Grading for subjects:
The policy of grading under strict rules was communicated by the Dean to all faculty members,
full-time and part-time, in writing. We will continue to carefully control the grading.
Evaluation: While grading deflection is corrected in accordance with the plan, it is desirable to
systemize the grading process.
C. Collaboration between International Management and Corporate Strategic
Management Courses
1. EDUCATIONAL PROGRAMS
Improvement Issue: Collaboration between the two courses
One of the major features of our business school is that we have two courses, Corporate Strategic
Management Course for working students, and International Management Course where all classes
are taught in English. It is good when the two courses affect each other in a positive way, however,
because of the wide difference in the student backgrounds of both courses and since all lectures
are given in English in the International Management Course, collaboration is difficult.
Still, we need to pursue synergy in effective collaboration between the two courses. Contents of
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collaboration can be generally classified into sharing of educational resources (faculty, material)
and student exchanges. We need to take effective measures continuously for both areas step by
step. Following approaches are planned through Strategic University Collaboration Program.
Practicing Strategic University Collaboration Program
As part of the above Program which started in 2009, we plan to prepare the cases used as class
material in both Japanese and English, to be used in both courses. By having Japanese and foreign
students of both courses participate in a class at the same time, advantages and disadvantages of
education in English and Japanese will be investigated. By setting such opportunities we consider
that a better learning base for both courses will be accumulated.』
KAIZEN 2011: In 2011 the business school started a hybrid course in Finance, attended by 19
students in total, about half of them from International Management Course, and the other half
from Corporate Strategic Management Course. The class was highly appreciated by the students.
In group work to prepare for case discussion, we included foreign students and students of CSM
Course into the group, which activated communication among students. As a result, more students
worked aggressively on class activities and the educational effect exceeded that of class in lecture
style. Since this hybrid course was found effective on the faculty side and highly satisfied the
students, we decided to increase the number of subjects for the hybrid course in 2012. In 2012 a
total of 3 subjects, including 1 subject each from Marketing and Technology Management will be
offered as hybrid course.
Evaluation: Collaboration between International Management Course and Corporate Strategic
Management Course is implemented steadily as planned.
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III. Accredited Schools 2011
Graduate School of Management, Kyoto University
1. MISSION STATEMENT
1) Improvement Issue: Work on the following issues: (1) Extend activities to understand the
needs of companies and economic society, through External Valuation Committee, etc. (2) Specify
a system to gather opinions of students not only at completion of the course but a few years after
completion. (3) Conduct joint project with other professional graduate schools to practice survey,
research, and disclosure on the role of Japanese business school. In 2010 academic year review the
items of the survey conducted at completion of the course and examine overall student evaluation,
together with the survey results in the past. In 2011, design and conduct a survey targeting at
alumni who are active in the society. Also discuss the significance of reviewing the feedback from
the other stakeholders, i.e. companies and organizations.
KAIZEN 2011: The Project Committee discussed the items for and implementation method of
external evaluation. In March 2012 student survey at completion of the course and external
evaluation by outside businesspersons were conducted. During March and April 2012, a
questionnaire was sent to companies. The results are being analyzed. Questionnaire for alumni is
also prepared and will be distributed at a reunion in the future.
Evaluation: The plan is implemented appropriately. The style of student survey at course
completion was updated regarding students’ motive for entry and job hunting status so that
requests for improvement can be understood correctly. The policy to identify businesspersons in
the metropolitan area as an important stakeholder was confirmed. Based on the survey, we expect
the school to make effort in gathering further valid information through network with the
stakeholders in the future.
2) Improvement Issue: (1) Request establishment of the new educational program, (2) Apply
for educational improvement project by MEXT such as GP, (3) Apply for professional human
resources nurturing project by METI, etc. (4) Set up sponsored lectures, (5) Provide lectures by
visiting lecturers, (6) Conduct joint project with other graduate programs, (7) Apply for research
fund such as Science Research Grant, (8) Obtain joint/entrusted researches, (9) Obtain stable and
sustainable donations for scholarship, etc. The Center for Research in Business Administration acts
as a core to collect new project information offered by government bodies and related parties and
to enhance the system for prompt application. Specific activities include aggressive hiring of human
resources to support educational research, administrative support to establish database for faculty
research results and to prepare documents, securing staff in charge of coordination with outside
parties such as companies. As an organization, we need to aggressively promote obtaining of
external funds. In addition, we plan to discuss development of executive educational program to
establish stable financial base on a long-term basis. In 2010 – maintain the function to collect
information on various external funds at the new Center for Research in Business Administration. In
2011 – launch full-scale operation of the Center’s support system including information providing
service.
KAIZEN 2011: To obtain external funds strategically, the Center for Research in Business
Administration took the following actions. The Center hired from a private sector a coordinator for
the Planning Office which is the administrative organization. In 2011 the Center supported the
launch of JST “Service Science, Solutions and Foundation Integrated Research Program” as well as
a joint research course. In July 2012 we will start developing an executive educational program by
setting up sponsored course to nurture business professionals in Asia. Also the University budget
was obtained to conduct seminars on case method and case materials. We invited specialists from
15
Tokyo University, Harvard University, and Keio University, to hold seminar on case development
method which advanced the system developing case materials. The Center for Research in
Business Administration is building up the system to manage and utilize the achievements of the
faculty on an organizational basis, not only including research papers but also case material
database. We plan to enhance the case method by registering more cases and using them more
frequently in class.
Evaluation: The coordinator at Planning Office of the Center has the authority for planning, as
stated in the job description, and contributes to enhancement of support services. The plan is
appropriately implemented. Concerning development of executive educational program, its
contents appear innovative based on the material provided at this point of time. The activities of
this course from launch to results are worth monitoring in the next year.
3) Improvement Issue: In discussing DBA course as part of the long-term vision, it is difficult to
finalize a plan within the year. However, we aim to realize it through discussion with other business
schools and related parties.
KAIZEN 2011: Started discussion on establishing a doctoral course. Examined what
organizational system can be established under present condition, started talking with related
sections, and submitted the concept to the University headquarters which calls for establishment in
2014 academic year.
Evaluation: The plan is implemented appropriately by confirming the future plan documents for
setting doctoral course programs related to DBA course. Realization of budget request by the
University headquarters is expected. Activities in the next year are noteworthy.
2. EDUCATIONAL PROGRAMS
1) Improvement Issue: To reduce the burden on the faculty members acting as supervisors,
look into the possibility to allocate at early stage the faculty members in charge of workshop classes
for the students in the second year. In this way the function of supervisor is borne by larger number
of faculty members. Furthermore, aim at effective management cycle to review the curriculum
including the number of subjects, in order to reduce the burden on faculty members and enhance
the educational effect while keeping detailed guidance by the faculty.
KAIZEN 2011: In Project Operations Management Program and Service Value Creation Program,
joint guidance system was established for students in the first year. Connection between
supervisors and workshops was strengthened. Faculty development was discussed regularly at
Curriculum Coordination Committee aiming at an effective management cycle.
Evaluation: In the new joint guidance system, the result presentation for workshop 1 and 2 are
held in summer and winter by the whole program. Under this program students in the first year
must also attend the presentation. Discussions on faculty development at the Curriculum
Coordination Committee are confirmed through meeting minutes and implementation reports. The
plan on joint guidance system is implemented appropriately.
2) Improvement Issue: The issue of integrating Financial Risk Management Program and
Finance Accounting Program was raised in the general review of the entire curriculum. Based on
present issues and analysis in 2010, the two programs will be integrated in 2011. As a result of this
integration, curriculum will be reviewed including integration/abolishment of subjects.
KAIZEN 2011: Due to change in the society, Financial Risk Management Program and Finance
Accounting Program were integrated in April 2011. Subjects of all programs were reviewed and 41
subjects were closed while 12 were added as new subjects. Eventually the number of subject was
reduced from 127 to 98 (excluding international course subject, WS).
Evaluation: Part of the concept to reorganize the classes at the time of integration of the two
16
Programs in 2011 was confirmed. The plan is implemented appropriately in general.
3. STUDENTS
1) Improvement Issue: Clearly state in publications and outlines the information related to
admission policy. Publicize the information in English also through open campus and promotions
targeting foreign students.
KAIZEN 2011: Admission policy information is clearly stated on the school website, in the school
brochure, and application guidelines. The information is provided in English also, especially on the
website and in the application guidelines for the International Project Management Course since
classes are given in English for mainly foreign students. The information was also publicized at
promotional activities targeting foreign students (New Delhi, India, and Nanking, China) and
admission orientation in Japan and abroad (twice at Kyoto University, National Taiwan University
and National Chengchi University, Taiwan).
Evaluation: More information on International Project Management Course is provided in English.
The plan is implemented appropriately.
2) Improvement Issue: In 2011 continue to verify the concept of prospective student who will
achieve the goal of the Mission Statement. Analyze the result of the past surveys targeting
companies and students at completion. Check if the concept of prospective student presented by
our school is in line with the social value in this age and human resources needed by companies.
KAIZEN 2011: Results of the past surveys targeting companies and students at completion were
accumulated and analyzed to check if any gap exists between the prospective student and the
present social value or human resources needed by companies. Verification process for the concept
of our prospective student will continue by accumulating the student surveys conducted in March
2012 at completion of the course as well as external valuation by outside businesspersons.
Evaluation: For 2011 academic year the student survey at completion of the course was
conducted in March 2012. The external valuation by outside businesspersons shows that
businesspersons in the metropolitan area, the center of business, are recognized as important
stakeholder. Student survey targets those with diverse backgrounds and those who work in various
sectors of business, without limiting the type of business. The plan in general is implemented
appropriately. Analysis and use of the results will be monitored continuously in 2012.
3) Improvement Issue: In 2010 start reviewing and collecting the contents to be provided on
the school’s job matching website. Effective 2011, examine full-scale operation of the website to
offer more job information for students.
KAIZEN 2011: 30 companies were registered on the job matching website “KUMaS”. At the same
time sector registration function for company was added, and the site was internationalized. Effort
will be made to have more companies registered on KUMaS by aggressively appealing to global
companies and foreign students. (For reference, the number of companies registered as of May
2012 is 64)
Evaluation: The system to provide job information is established as planned. The implementation
is appropriate.
4) Improvement Issue: In 2011 sort out the issues concerning award for excellent students and
discuss policies for improvement.
KAIZEN 2011: The topic of award for students has been discussed at Curriculum Coordination
Committee and Faculty Meeting. A new award was set based on conditions of credit earned at
completion of the course. Excellent performers were selected out of the whole school as well as of
respective programs. They were awarded at the graduation ceremony and given a commemorative
stole. In Project Operations Management Program and Service Value Creation Program, excellent
17
performers are awarded based on workshop presentations. We plan to discuss awarding excellent
students in the first year.
Evaluation: The system to award excellent students is improved on a steady basis. The plan is
implemented appropriately.
4. FACULTY
1) Improvement Issue: In hiring faculty members, increase the number of members and
improve the gender balance.
KAIZEN 2011: By adopting budget request special research project, 3 fixed-term full-time
members (of which 1 is female) and 1 female fixed-term full-time researcher for joint research
course were hired. As a result the ratio of female faculty members increased. There was no change
of members in the fixed-number positions.
Evaluation: To realize the plan to increase the number of members and improve the gender
balance, hiring of fixed-term member (female) was confirmed. Efforts to increase the ratio of
female members through open recruitment and by extending the fixed number of full-time
members are acknowledged as strategic request. Necessary actions are taken. However, in the next
year onward it is desirable to review whether this kind of request is realistic or not, and check if any
revision is necessary on the whole plan.
2) Improvement Issue: Disclose the list of researchers and results of research by faculty
members aggressively and organizationally. The Center for Research in Business Administration will
archive the materials including social contribution and teaching materials developed by the faculty,
and track records of classes. They will be disclosed to the public as educational achievement.
Furthermore, the Center will try to form an effective cycle where the research results are utilized for
education, and educational achievements are utilized for research activities.
KAIZEN 2011: Researchers’ list was disclosed after data registration in lump to the renewed
education research activities database of Kyoto University. Using the University expense obtained, 3
case materials were developed. To prepare for disclosure of these materials, exclusive website is
being developed in the school, and outside the school coordination is in progress with Case Center
Japan and European Case Clearing House. Apart from this, research on 3 new cases was disclosed
on the website of the Center for Research in Business Administration. Furthermore, an international
case material written by Associate Professor Colpan for Harvard Business School was certified as an
excellent case by Harvard University. This proves that the case meets high international standards.
Evaluation:【Evaluation】The plan to disclose the list of researchers and results of research by
faculty members is implemented steadily through database and award-receiving case material.
3) Improvement Issue: For smooth administrative operation by stable organization, placement
of full-time staff is essential. However, the management of full-time staff is under control of
University administration headquarters. It is necessary to continue negotiations with the
headquarters. In addition, to carry out positive activities, we need to hire capable staff continuously.
To ensure a financial base for such hiring, we need to utilize the present support system positively,
obtain competitive funds, and cooperate with companies, etc.
KAIZEN 2011: Due to recent cut in personnel expenses, our request to increase the number of
full-time staff was rejected by the headquarters. However, in relation to the administrative reform
of the University, we are discussing administrative reform of departments. Our administration was
reinforced by placing industrial-academia coordinator as specified staff, in addition to the existing
specified staff in charge of internationalization. The specified staff (fixed-term full-time staff) can
be hired by departments independently for large project or by using external funds.
Evaluation: Review on necessity and adequate request for full-time staff and specified fixed-term
18
staff are made. The plan is implemented appropriately in general. However, if impracticability is
seen in the action plan to extend the fixed number of full-time staff, the plan for the next year
onward needs to be reconsidered.
4) Improvement Issue: As a transitional measure until 2013 full-time faculty members are
allowed to provide guidance concurrently in the doctoral course. To enhance the level of our
educational research, concurrent teaching at doctoral course is indispensable. We need to take
aggressive actions to continue with it. The issue is related to the restrictions under the existing
system for professional graduate school. In order to establish a better research education system,
we will appeal to MEXT and other related institutions that this point needs to be improved.
KAIZEN 2011: Request was made though Council for Human Resources Development to continue
with concurrent teaching at doctoral course. At the same time we are discussing evaluation and
quality guarantee of practitioner faculty members.
Evaluation: The plan to continue with concurrent teaching at doctoral course is dependent on
MEXT administration. Specific approach is required for realization.
5. INFRASTRUCTURE SUPPORT
1) Improvement Issue: Improve the organization which supports the educational activities to
become more efficient and internationalized. In 2010 submit request to the University
headquarters to increase the fixed number of full-time administrative staff in charge of
internationalization. In 2011 post more information on the English website, provide more
information in English for foreign students, and submit request to increase the fixed number of
accounting staff and continue the request to have the part-time staff shift to full-time.
KAIZEN 2011: Due to recent cut in personnel expenses, our request to increase the number of
full-time staff was rejected by the headquarters. However, in relation to the administrative reform
of the University, we are discussing administrative reform of departments. Our administration was
reinforced by placing industrial-academia coordinator as specified staff, in addition to the existing
specified staff in charge of internationalization. The specified staff (fixed-term full-time staff) can
be hired by departments independently for large project or by using external funds.
Evaluation: Necessity is reviewed and adequate request for full-time staff is made. In the
situation when the request was not met, additional review is appropriately implemented in general.
In the future, it is necessary to reconsider the initial plan concerning increase of fixed number of
full-time staff.
2) Improvement Issue: While improving the existing classrooms, seminar rooms, and study
rooms with more information in English, collect and upgrade book materials related to business
administration. In 2010 conduct regular maintenance check of facilities in the classrooms and
seminar rooms, upgrade the equipment, enhance the study room functions, and collect foreign
book materials related to business administration. In 2011 provide bilingual information (such as in
Japanese and in English) in the classrooms, seminar rooms and study rooms, and collect foreign
book materials related to business administration.
KAIZEN 2011: Bilingual information is provided in the classrooms, and we plan to improve it
where necessary in the future. As for study rooms and seminar rooms, one room each was
rearranged to make the spaces for graduate students closer for the convenience of students.
Wireless LAN access was improved in classrooms and office space. License agreement was
concluded for the case materials of Harvard University.
Evaluation: Considering the rearrangement of the study room and seminar room, as well as
enhancement in the content of book materials, the plan is implemented steadily.
19
Graduate School of Business, Nanzan University
1. MISSION STATEMENT
1) Improvement Issue: Establish an advisory board by the end of 2011, by utilizing the
relationship with the industry strengthened through seminars conducted since the previous year, i.e.
“Educational Program Improvement Workshop” and “Survey on current status of nurturing
management professionals who will lead the manufacturing in East Asia and the role of business
school”. As for academic development and review system based on viewpoint of adequate response
to the changes in social environment, start in 2011 a yearly FD seminar by inviting deans and
directors of leading business schools as lecturers and have discussion among our faculty. In 2012
start organizing the materials used in the past reviews so that they can be easily accessed.
Complete this maintenance by the end of 2013.
KAIZEN 2011: Advisory Board was established consisting of 13 members. 9 members are the
leading companies based in Tokai Region which support our aim to set up the Advisory Board:
Kojima Press Industry Co., Ltd., CKD Corporation, Daido Steel Co., Ltd., Toyota Motor Corporation,
Toyota Tsusho Corporation, Toyota Boshoku Corporation, The Bank of Nagoya, Ltd., NGK Insulators,
Ltd., and Brother Industries, Ltd. (in the order of Japanese alphabet). The remaining 2 members
are persons who used to act as deans of other graduate schools, and 2 are representatives of
alumni. The meeting for 2011 was held on Thursday, June 2. Present status, issues and action
plans for improvement were explained, and we received opinions from the members as a useful
reference.
FD seminar was held on Thursday, March 8, 2012. We invited Dean Yoshitaka Kai of Institute of
Business and Accounting, Business School, Kwansei Gakuin University, who presented a lecture on
the Present status and strategy of Kwansei Gakuin Business School. In addition to the features and
present status of Kwansei Gakuin Business School, new vision responding to changes in the social
environment and cooperation with and support of alumni were explained. The lecture was useful
for us to improve our educational program. The participants exchanged opinions actively
particularly on connection with alumni since it is an issue we aim to strengthen.
Evaluation: Advisory Board is established according to the plan in general. FD seminar is held by
inviting the Dean of the other school. As a result, reinforcing the connection with alumni such as
offering learning opportunities is recognized as an important issue to be discussed. Materials
maintenance is planned to start in 2012.
2) Improvement Issue: Targeting 2013 academic year, full-time faculty members will be
required to set an opportunity in the subjects they teach to think about “what is For Human Dignity,
what are the necessary business ethics and CSR”. To prepare for this, FD Committee will plan and
hold FD seminars in 2011 and 2012.
KAIZEN 2011: From 17:00 on Thursday, December 8, 2011, at room J415, FD seminar was held
for “Human Dignity, CSR” class preparation. The ideas for the theme submitted by the participants
in advance were used as seminar materials. Participants gave 4-minute presentations to explain
their ideas to be discussed in class. Better understanding on the theme was gained through
discussion, which will be used as reference for preparation by individual faculty members.
Evaluation: The plan is implemented generally as planned. It is desirable to set KPI for FD
seminar activities.
3) Improvement Issue: To enhance abilities of individual faculty members and the organization
to obtain external funds, take the following measures effective 2011.
� Hold FD seminar by full-time faculty members who have effective know-how to obtain external
funds such as Scientific Research Fund to give lecture to share the know-how.
� Hold FD seminar to promote exchange of research information, where faculty members will
20
talk on present or future themes.
� Targeting at introduction in 2012, discuss establishment of a system to subsidize the expense
for seminars. It aims to encourage voluntary seminars among the faculty, seminars with
outside researchers, or with companies and alumni.
� In the FD seminar, set a consultation opportunity among the faculty concerning research
project proposals to companies. After approval by the Major Meeting, discuss subsidy for
proposal cost. Target at launch in 2012.
At the end of the academic year, list the achievements by members at the end of the proceedings
“Nanzan Management Review” to enhance motivation for research.
KAIZEN 2011: The FD seminar to obtain external funds such as Scientific Research Fund was held
on Wednesday, July 13. Professors Hideki Yoshihara,Yoshio Tabata, Katsushige Sawaki who have
abundant experience in obtaining Scientific Research Fund gave lecture for about 10 to 15 minutes
each, on writing method or theme setting know-how, followed by Q&A session. Most of the faculty
members participated in this seminar and the know-how was shared.
FD seminar to promote exchange of research information (research report meeting by full-time
faculty members) was held once a month during the school period, starting November (a total 3
seminars during 2011).
� Thu. Nov. 10, by Professor Hiroshi Gankoji on the theme “Participation in management by
group labor union toward stable employment under recovery from disaster: The case of S
Group Federation”
� Thu. Dec. 22, by Professor Tomonori Ishigaki on the theme of “Research on merchandise
purchase and perceived risk: An attempt concerning Internet sales and over-the-counter
sales”
� Thu. Jan. 19, by Professor Toshihiko Shiraki on the theme of “Practical challenges in functional
currency approach”
The seminars were attended by a large number of full-time members, since they were held just
before the class hour of “Project Research II”, a subject taught by most of the full-time members.
Concerning subsidy for voluntary seminars among the faculty and seminars with outside
researchers, or with companies and alumni, the system is not designed yet, since there are issues
to be solved such as positioning of the subsidy compared to other internal and external research
funds, as well as securing the budget. For the same reason, subsidy system for proposals to
companies is not yet ready.
Educational research activities list for all full-time faculty members (including social activities) are
published in the “Nanzan Management Review” Vol. 26 No. 1, issued in June 2011. We will continue
to publish the activities of the faculty in the first issue of “Nanzan Management Review” every year.
Evaluation: Steady efforts are made to implement the plan. It is desirable to continue with
restructuring of subsidy system.
2. EDUCATIONAL PROGRAMS
1) Improvement Issue: Educational Program Enhancement Seminar and overseas survey have
been conducted since fall semester of the previous year. Using these activities as a base,
strengthen collaboration with companies in the Tokai region and with alumni. The following
strategic system to realize an educational program to meet the local needs in detail will be
established and launched in 2011 academic year. By the end of 2013 brush up the system for
effective use.
� Set up “Industry-Academia Collaboration Exploratory Committee” consisting of members
including companies in the Tokai region and alumni. The Committee will promote
21
“industry-academia collaboration project”, sending lecturers for class, joint research, teaching
material development, and also act as a body to collect opinions on educational program.
� Inform the alumni association and the existing students about the opportunities to learn more,
by providing opportunities of company seminar and industry seminar on regular basis, and
opportunities to exchange opinions on advanced business practice information and
management issues. At the same time utilize the outcome of the seminars to enhance our
education such as through development of teaching materials.
Organize a system to have alumni support our activities including material preparation, acting as
class discussion facilitator and project assistant, on voluntary basis.』
KAIZEN 2011: Industry-Academia Collaboration Exploratory Committee was established. The
members includes directors of Nanzan Business School Alumni Association. Committee was held
twice, on Saturday, June 11 and Wednesday, September 14. To start with, collaboration events for
2011 were planned, “Industry-Academia Collaboration Project” for 2012 was discussed, and
seminars and joint material preparation with alumni were promoted. Collaboration with alumni in
2011 includes the following activities: NBS Alumni Association talk on “From Nagoya to Tokyo:
change in business and life” (November 19), Accounting Finance Seminar (held 7 times a year,
coordinated by Professor Shiraki), case workshop (held 4 times a year, coordinated by Professors
Yumoto and Ishigaki), organizational workshop (held 3 times a year, sponsored by Associate
Professor Ando), participation in Marketing Analysis Contest (coordinated by Professor Ishigaki),
participation in Data Analysis Contest (coordinated by Professor Ishigaki), 2 joint papers, and 2
case writings.
Evaluation: The plan is implemented appropriately.
2) Improvement Issue: By 2012 set up a system where Self-Evaluation Committee is in charge
of inspection of curriculum and Curriculum Committee reviews and prepares the draft of curriculum
including the subjects offered in the following academic year. To ensure that the curriculum reflects
the latest educational research results, trends of business practice, and cutting-edge expertise and
skills, collect proposals from the faculty members when the subjects for the following year are
discussed at around middle of the spring semester. Curriculum Committee will examine the
proposals and propose to the program director the necessary budget, etc.
KAIZEN 2011: Following the inspection results and issues raised by the Self-Evaluation, the first
Curriculum Committee was held on May 25. Review on issues raised, i.e. subjects related to
Manufacturing and Management in Asia were implemented. Following the meeting, draft for
curriculum was discussed and prepared by sub-committee consisting of mainly faculty members in
charge. The draft was discussed at the Curriculum Committee. At the Program Meeting and the
Faculty Committee in July, curriculum renewal was discussed. As can be seen in this process, the
system is maintained for the Curriculum Committee to take initiative in preparing the draft for
renewal. As for proposals to ensure that the curriculum reflects the latest educational research
results, trends of business practice, and cutting-edge expertise and skills, although the procedure
was confirmed and carried out at the 1st Curriculum Committee, no specific proposal was made for
2011.
Evaluation: The plan is implemented generally as planned. For example, the following subjects
were restructured: “Japanese Management” changed to “Japanese Management seen from
abroad”, “Corporate Management in Muslim countries in Asia and ASEAN” to “Corporate
Management in Muslim countries in Asia”, and “Human Resources Management in Asia” and “Global
Human Resources Management (Practice and Issues in East Asia)” were reorganized into “Human
Resources Management in Asia – A” and “Human Resources Management in Asia – B”.
22
3) Improvement Issue: In 2009, around 30% of the total subjects had 5 or less students
registered. By 2013 we target to reduce this ratio to 15% or lower. Concerning this issue, during
the curriculum renewal process in 2011 faculty members brought their syllabi and reviewed the
relationship among the subjects, duplications and student needs, to proceed with integration and
abolishment of subjects. However, since one full-time faculty member teaching Management in
Asia is currently studying abroad, this area is not sufficiently discussed. During 2011 subjects will
be reorganized in the areas of Manufacturing and Management in Asia, by enhancing the
relationship among the subjects. The result will be reflected in the curriculum for 2012. In addition,
we will prepare a subject registration model for students to indicate the summary of subjects by
area and their relationships, by the end of 2011 academic year. Any points made clear during the
procedure will be re-examined and reflected in curriculum improvement in and after 2012. Methods
for “student class evaluation” will be discussed at FD seminar in 2011 aiming to collect opinions of
students smoothly in small classes. Student evaluation will start in 2012. In “Turn Around” FD
seminar we will activate the discussion by having all members present their trials in class and
self-evaluation, effective 2011.
KAIZEN 2011: In reviewing subjects in the areas of Manufacturing and Management in Asia, the
faculty members brought their syllabi to the Sub-Committee and reviewed the relationship among
the subjects, duplications and student needs, to prepare the plan for renewal of class contents and
names, and for introducing new subjects. The draft plan was reviewed by the Curriculum
Committee, Program Meeting, and Faculty Committee, to proceed with internal curriculum renewal.
Specifically, 2 new subjects were added and the names of 4 existing subjects were changed, as a
result of contents review. The change took place in 2012 academic year.
New subjects
“International Marketing”, ”Practice of International Management”
Subjects with the name changed
“Japanese Management” to “Japanese Management seen from abroad”, “Corporate Management in
Muslim countries in Asia and ASEAN” to “Corporate Management in Muslim countries in Asia”,
“Human Resources Management in Asia” to “Human Resources Management in Asia – A”
“Global Human Resources Management (Practice and Issues in East Asia)” to “Human Resources
Management in Asia – B”
The material for student course registration (registration guidebook) was prepared by the end of
2010 academic year, one year in advance. The guide contains registration model for areas of
Accounting, Finance, HRM, Strategy, Marketing and Operations, Manufacturing and Management in
Asia, subject system and registration guide. The guidebook was handed out to all students at the
registration guidance. The guidebook was revised to reflect the change in curriculum made in 2011
concerning Manufacturing and Management in Asia. Improving the methods for “student class
evaluation” was discussed at FD seminar on May 25 and November 16 (Turn Around). The following
changes have been made.
1) Instead of collecting evaluations via designated mail box, collect them during the class.
2) Student representative will collect the evaluations and submit them to the Administration Office.
3) To avoid the grading being affected by the evaluations, the evaluations are passed onto faculty
member after reporting of grades.
This procedure is announced to the students.
Change in the methods started 6 months earlier than planned, from the fall semester of 2011.
Collection rate improved as a whole, particularly in small classes. Certain achievement was
confirmed. In “Turn Around” FD seminar, we made it a rule to have all participants present their
trials, etc., in their class.
23
Evaluation: The plan is implemented generally as planned. Further effort to improve the situation
is expected in the future.
4) Improvement Issue: It is necessary to discuss among the faculty the acceptable range of gap
in educational contents, target level, and grading. Discuss and decide measures for improvement at
the FD seminar in 2011, and practice the measures effective 2012.
KAIZEN 2011: At the “Turn Around” FD seminar held on November 16, the topic was discussed. It
was decided that each member will modify the educational contents and target level where
necessary, to enhance consistency with the four new learning goals. As for grading variations
among subjects, it was decided that when the average grade point for the subject exceeds 3.5 or
falls short of 1.5, the faculty member in charge must submit the reason to the program director in
writing using a designated form. The submitted material may be used as reference for FD seminar
where appropriate.
Evaluation: The plan is implemented generally as planned.
3. STUDENTS
1) Improvement Issue: Renew the website for the Program by the end of 2011 academic year.
The contents shall include articles of project research achievements and activities of alumni, to
indicate that the students’ problem-solving abilities are extended. Send out direct mails to the
alumni of Nanzan University via alumni association, etc. Analyze website hits and page views to
measure the effect of public relations. Based on the results, PR will emphasize the effective
methods in principle in and after 2012. PR will also focus on collaboration with the regional society,
mainly the industries and alumni, to enhance the presence of the program in the society, as stated
in our medium-term strategy. Continue to request the necessary budgetary measures to the
University.
KAIZEN 2011: Along with the renewal of the curriculum, the website was also renewed. In
addition, an article titled “Project Research Story” was added, which explains the achievements of
project research by 2 alumni. Another article titled “Message from Alumni” was added, introducing
6 active alumni in the society. (See Attachment 2.) As in 2010 academic year, in June 2011 the
Program brochure and orientation information were sent to 3,071 alumni based in Aichi, Mie, and
Gifu Prefectures through Nanzan University Alumni Association. Analysis of website hits and page
views shows that in 2011 both figures are climbing on a year-to-year basis. Particularly in June
2011 the number of hits has grown, showing the effect of mails sent. On the other hand, the
reason for decline in hits in fall 2010 is because mails in 2009 were sent in fall. As clearly shown in
these phenomena, sending mails has likely increased the number of hits and page views. The
analysis shows that we are gaining higher degree of recognition and the PR was effective to an
extent.
Page view Hit Page view (y/y) Hit (y/y)
Oct. 2010 4,311 1,351 -2.8% -1.3%
Nov. 2010 3,726 1,292 -35.6% -17.7%
Dec. 2010 2,544 1,114 -35.3% -13.1%
Jan. 2011 4,427 1,306 25.8% 8.4%
Feb. 2011 3,668 1,037 17.8% 16.0%
Mar. 2011 3,952 1,343 8.2% 30.6%
Apr. 2011 4,544 1,541 0.0% 7.7%
May 2011 3,991 1,366 6.5% 16.8%
June 2011 3,971 1,431 11.1% 29.7%
July 2011 4,291 1,458 15.2% 20.2%
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Aug. 2011 3,321 1,211 -6.0% 12.3%
Sept. 2011 3,801 1,374 18.5% 21.6%
Evaluation: Expansion of PR budget was realized. In the Graduate School PR budget for 2012
managed by the Admission Division, subsidy for brochure preparation was increased and
orientation venue expense was obtained. The plan is implemented generally as planned.
2) Improvement Issue: In 2011 at the Self-Evaluation Committee, prepare revision draft for
“Student Profile” and “Admission Policy” and discuss them at the Program Meeting.
KAIZEN 2011: It was decided by the University as a whole to establish 3 policies (diploma,
admission, and curriculum) for every faculty, department, graduate program and major, in 2010.
The Self-Evaluation Committee discussed Student Profile and Admission Policy one year in advance
and the Program Meeting examined and approved the contents. As a result, no revision was made
to Student Profile. In the Admission Policy, details were added explaining that screenings through
documents and interview are conducted to judge whether applicant is suitable in light of the
Student Profile.
Evaluation: Students are selected in line with the Admission Policy. The plan is implemented as
planned.
3) Improvement Issue: Effective 2011, hold a job-finding guidance provided by mainly full-time
faculty members for foreign students and those in the first year who entered just after finishing
undergraduate program. Set opportunities to seek advice from foreign alumni.
KAIZEN 2011: The following job-finding guidance was held for foreign students and those who
entered just after finishing undergraduate program. Talks on experience and advice were given by
foreign alumni on the job-hunting side, as well as advice from practitioner faculty members who
have experience in personnel hiring. The guidance was well-received by the 10 participating
students.
Date and time: Sat. Dec. 3, 2011 18:00 to 19:30
Venue: Building J, 4th floor, Room J415
Schedule:
18:00 to 18:30 “My job-hunting experience”
Lecturer: TIAN Min (4th alumni)
18:30 to 19:00 “Human resources needed by companies and attitude toward job-hunting”
Lecturer: Professor Hiroshi Gankoji
19:00 to 19:30 Discussion
Evaluation: Job-finding guidance is implemented as planned.
4. FACULTY
1) Improvement Issue: Start searching for faculty members appropriate for our Program,
targeting to find a full-time member for “Business Ethics” by the end of 2013 academic year.
KAIZEN 2011: At this point of time the position is not filled.
Evaluation: Further effort is expected to fill the position by the goal of 2013.
2) Improvement Issue: Effective 2011, establish Educational Research Exploratory Committee
to examine how to improve the educational research environment. The Committee shall discuss
sabbatical system for the Program to start in 2013. Furthermore, promote seminars including
exchanges with overseas researchers, in cooperation with FD Committee and faculty members in
charge of research promotion. Aiming at aggressive participation in the academic conferences, etc.,
effective 2011 design the class hours so that full-time members (excluding practitioner deemed
member) will teach on Saturdays only in either spring or fall semester. Basically they will be exempt
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from administrative work on weekends in the semester without classes.
KAIZEN 2011: Educational Research Exploratory Committee looked into sabbatical system in light
of the “Nanzan University Rules for Studying Abroad” and “Nanzan University Rules for Sabbatical
Leave” and checked the utilization status by the faculty. We will call for applicants and plan to
introduce the system effective 2013, after settling the period for internal roles and treatment for
substitute lecturers.
In promoting seminars including exchanges with overseas researchers, we hosted the 2011 Annual
Meeting for Academy of International Business held from June 24 to 18 at WINC Aichi. All full-time
faculty members were involved in this operation and interaction with foreign researchers. This was
the first annual meeting held in Japan, with approximately 1,000 participants from around 40
countries.
As for class timetable, effective 2011, the plan was realized for all full-time members to teach on
Saturdays in either spring or fall semester only. Consideration was given for members in charge of
Program Orientation held on Saturdays so that they receive the benefit of this new rule.
Evaluation: The plan is implemented as planned.
5. INFRASTRUCTURE SUPPORT
1) Improvement Issue: Establish Administration System Exploratory Working Group within the
Program, including an administrative staff of Faculty of Business Administration. The Group will
inspect administrative system from student viewpoint, from viewpoint of faculty support, and from
viewpoint of operation by the faculty members. Based on the result of inspection, prepare a draft
plan for improvement which will be examined by the Program Meeting and Faculty Committee.
Submit request to the University and the related administrative organizations by the end of 2011
academic year. To have 2 staff members in office consistently during weekday evenings and
Saturdays, as in status quo, is a must. This request will be sent to the University immediately. Other
improvements will be made during 2012 and 2013 through negotiations with the related parties.
The issue of having no signboards in the building to show the presence of the Business
School will be solved immediately through negotiation with the University by the Dean.
KAIZEN 2011: The Working Group was established at the beginning of 2011 consisting of 1 staff
member of Faculty of Business Administration and 2 full-time faculty members. The Group
reviewed the administrative system and summarized the problems we face, countermeasures,
future challenges, and points to be noted, together with future schedule, in “Administration System
Exploratory Working Group Report” (See Attachment 4) which was submitted to the Program
Director. Following the discussion at the Program Meeting and Faculty Committee held in October,
establishment of a Project Team was approved to examine and practice specific improvements
pointed out in the Report. The Project Team sorted out all operational tasks of the Office of the
Faculty of Business Administration, gave priority and reorganized the task items, and made clear
the items which could be omitted. At the same time, the reason to require at least 2 staff members
during weekday evenings and Saturdays was explained: some of the operational tasks presently
conducted by faculty members were originally to be borne by the staff, and these tasks will be
transferred back to the Office. Also as a result of program enhancement, additional tasks will be
borne by the Office. The request to increase the number of staff from 1 to 2 was made to the
University Executive Office by the Dean at the end of the academic year. We are still negotiating
this matter in discussing appropriate placement of administrative staff. Setting of Nanzan Business
School plate at the entrance of Building J was requested from the University Executive Office by the
Dean in February 2011 and again at the end of the 2011 academic year. The facilities we use are
shared among other graduate schools and faculties, and it became clear that the situation is
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different from that of Nanzan School of Law which has its independent facility. Concerning this
point, we lacked understanding on the University system concerning setting of an independent
plate. Although there are request for signboards by the students, we are obliged to accept the
present situation.
Evaluation: By setting a Working Group, the plan to streamline the administrative operation is
implemented as planned.
2) Improvement Issue: Establish Infrastructure Exploratory Working Group within the Program
to prepare improvement plan for facilities and equipment, using facility information of business
schools at other universities as reference. Examine the plan at the Program Meeting and the Faculty
Committee and submit request to the University by the end of 2011. Realize the improvement
during 2012 and 2013, through negotiation with the University, etc.
KAIZEN 2011: A Working Group was established at the beginning of 2011 academic year
consisting of 3 full-time faculty members. Issues concerning infrastructure were reconfirmed, and
specific improvement measures were discussed. In October, interim report was given at the
Program Meeting and the Faculty Committee where opinions were collected. In March, details were
discussed and “Infrastructure Exploratory Working Group Report: Requests for Improvement on
Business School Facility” was completed. (See Attachment 5.) Based on this report, request was
made to the University Executive Office at the end of the academic year.
Evaluation: Working Group was set and request was made according to the plan. However, a
strategy to realize the improvement is required.
END