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Masters Degrees in Business, Japan

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In every industry and organization, business persons are expected to acquire and develop a capability to lead their people, teams, and organization. Read more

COURSE DESCRIPTION

In every industry and organization, business persons are expected to acquire and develop a capability to lead their people, teams, and organization. Due to the rapid change at the age of globalization, business leaders are now facing with the critical and tough situation and they are required to respond to the change by making the best decision consistent to the vision and mission shared among the organizational members. Business leaders must understand how their leadership is effectively functioned in their decision making, especially in the critical situation. Furthermore, in order to achieve organizational goals, they must understand the difference
between the management systems and their leadership power by empowering their people and applying organizational resources.
Upon completion of this course, student should be able to:
 understand what leadership is, how to use leadership, and how to develop leadership capabilities in order to become a competent business leader
 gain the essential leadership concept required to succeed in their future career and work environment as a business leader.
 become effective business leaders who can implement and lead business goals in organizati
environments..
This course provide students opportunities to embody their knowledge, concept, theories and learning in the other programs as leaders in the dynamic business environment. At the new start of business career after graduation, the discussion and practices in this program will help student to have confidence in the daily tasks.
Teaching Methodology : Interactive lecture, role playing, case study and discussion

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The Marketing Strategy course, MKG 4080, complements the Marketing Management course MKG1010. It explores marketing strategies related to the following facets. Read more

Purpose and Description

The Marketing Strategy course, MKG 4080, complements the Marketing Management course MKG1010. It explores marketing strategies related to the following facets: Marketing planning, promotional offers and advertising, as well as digital marketing. Strategies pertaining to customer segmentation is also covered in the business simulation, competition advantage through products
design and other competitive strategies.
This course is scheduled over a 5 week period for two weekly sessions of 90 minutes each. 50% of the class content is delivered by lectures. In the remaining 50%, students will carry out practical activities or case discussions to help instill the theories and strategies introduced in the lectures.
Upon completion of this course, students will grasp an in depth-understanding of how to create competitive advantage by leveraging the firm’s resources, and how to allocate marketing resources to devise effective promotional tools. Students will also cover various topics in
competitive advantage and creating and capturing value in B2B and B2C case studies. Conjoint analysis will also be covered and used throughout the business simulation.

Learning Objectives

The course covers the following topics:
(1) (Week 1) Introduction to Marketing Strategy
(2) (Week 2) Marketing Resource Allocation and Planning Strategies
(3) (Week 3) Product Innovation in Emerging Markets and Viral Marketing
(4) (Week 4) Digital Marketing and Branding in the Social Network
(5) (Week 5) Customer Segmentation Strategies and Business Communications

[[Course Description ]]
This course features the following:
1. Case Method: case discussions bring students in the position of the decision maker. For
the instructor to help students effectively, she needs to know what the students understand about the case before the discussion. For this purpose, and to ensure that all students read the case and analyze it before class, students are required to submit half to one page memo briefing on the case study. In the first session of this course, students will form study groups and each group will have to submit a memo on the case study by noon 12:00 p.m., Thursday of the case study day. (Font: Times New Roman, 12pt, single
space). Students are also required to rewrite their report after the class discussion and submit the second report by midnight Saturday. The grades of both reports will be averaged.
2. Business Simulation: aims at engaging students in activities that promote decision making, analysis and critical thinking. The instructor will ask students to carry out activities that resemble real-life tasks with decision points to be made in an interactive manner.
The grading of the simulation includes; final presentation, 30% and the outcomes of the simulation (equal distributed weight for (1) verbal communication, (2) visuals and (3) content), 70% of total score for the results of the simulation.
3. Class Participation: Students will be graded on contributions to create a positive learning environment for this course. This includes enhancing the atmosphere and quality of classroom discussions. In a typical class session, one or more students will be
asked to begin the discussion by addressing specific questions about the ‘required preparations. After the leadoff contribution, the discussion will be opened to the rest of the class. Some of the criteria for judging effective class participation include:
 Insightfulness (in analysis, observation, or questions)
 Constructiveness in the context of the class discussion flow
 The frequency of sharing opinions and insights

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Motivation. The challenge and the dilemma of strategic management. What is strategy? The answer to this question varies among different schools of strategy studies. Read more
Motivation: The challenge and the dilemma of strategic management
What is strategy? The answer to this question varies among different schools of strategy studies. However, it is generally agreed that the firm’s strategy, as a whole, is essentially of an integrative nature and does not break into parts that can be separately addressed. Yet, in an individual managerial situation, the manager must focus on the specific strategic theme of the situation as if it were a separable part of the whole strategy. How does the manager comprehend the whole of the strategy if it is not a collection of parts? How does the manager successfully complete a specific strategic task if it is an inseparable part of the whole? Clearly, the dilemma to manage here is to maintain the undisturbed focus on the part while developing a broader picture of the whole.

Learning Objectives
This course is an introduction on the fundamentals of strategic management. It introduces the basic tools, concepts and frameworks useful in conceiving a firm’s strategy as an irreducible whole. Throughout the course, the essential task of students is to develop the ability to take an integrative perspective when making a decision in a specific business situation.

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