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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) 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.







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.







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


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.


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


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.


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) 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) 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


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) 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.


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.


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) 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.


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%

24

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.


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

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