Global Leadership Learning Initiatives for Cultural ...webgmn.com/pdf/GLeadershipProjectorMaterialUSBRevised130104.pdf · 'Imagination Breakthrough' and 'Ecomagination' on GE's management

2012 July-August 1

Global Leadership

Tadao Onaka

Professor

The NUCB Graduate School

28July-04Aug 2012

2012 July-August 2

Objective

The main objective of the course is to develop principles of thoughts

and actions to be required for a leader in the world of globalization.

This will be achieved through exposing participants to the application

of a mix of conceptual frameworks, case studies and practical tools as

inputs on the subject of global leadership. The aim is to stimulate

learning practical requirements for global leadership in the 21st

century by focusing on the dilemmas the current global society faces:

Two Types of Corporations,

Two Types of Cultures,

Two Types of Leadership and

Two Faces of Globalization.

2012 July-August 3

Outcome

After successful completion, the participants should be able to:

• Have an appreciation of the major global economic dilemmas

• Have an appreciation of the major global business dilemmas

• Have an understanding of the dynamics and value of global leadership

• Have a perspective of global leadership development

• Envision the future of corporations and societies beyond globalization.

2012 July-August 4

(Memo)

2012 July-August 5

This course is not necessarily to maximize your

monetary assets but is to share with you some major

thoughts in order to stimulate your starting an

exploration of your value in the global society now.

It is to ask you for what you will use your critical thinking

capability. Life is long enough not only to maximize your

monetary fortune to wear, eat, and live in luxurious

things but also to explore the meaning of your existence.

2012 July-August 6

Having said that, however, to be a course of MBA this is

definitely to learn together the leadership required and

expected in the global society in the 21st century.

The leadership will consist of not only administrating,

core competency of the 20th century MBA, but also

learning, another core competency to complement

administrating.

2012 July-August 7

It will consist not only of your strategy and power to

win competitions and struggles but also of your

humanity and wisdom for the evolution of human

beings.

What will be the evolution?

To develop dialogues answering to the question is the

journey we are going to experience throughout the 8

sessions to come.

Let’s start the journey!

2012 July-August 8

(Memo)

2012 July-August 9

Evaluation

(1) Written individual preliminary assignment: 40% of the entire evaluation

Each student will hand in a set of all preliminary assignments on the following date:

Saturday, 28 July 2012. Or send by mail attachment to [email protected] by 28,July 2012.

(2) Class Discussion: 30% of the entire evaluation

(3) Written individual following up assignment: 30% of the entire evaluation

Each student will hand in a following up assignment on the following date: Saturday, 17 September 2012 at USB EMBA Office (The date is subject to change by the USB EMBA Office Notice)

mailto:[email protected]

2012 July-August 10

(Memo)

2012 July-August 11

Ch.1 Two Types of Corporations (A):

Investors' Equity or Cooperatives?

2012 July-August 12

(Memo)

2012 July-August 13

Ch.1 Two Types of Corporations (A): Investors' Equity or Cooperatives?

1.‘Productivity Is Killing American Enterprise’ by Henry Mintzberg

(1)Do you agree with Mintzberg? Why or why not? Describe your

opinion or thought on Mintzberg's critique and thought.

(2) Can the strengthening Corporate Governance system that Mintzberg

suggested in the article solve the current problems of American

enterprises? Also discuss generally positive and negative impacts

and/or influence of the Corporate Governance system on any corporate

management.

2012 July-August 14

(Memo)

2012 July-August 15


2. 'Sharp Corporation: Technology Strategy' (HBS Case 9-793-064)

3. ‘Japanese Companies Still Invest in Themselves’ (NY Times: Dec 12, 2008)

(3) Explain SHARP's corporate culture by specifying its major cultural

elements (shared values, beliefs, and organizational behaviors).

How have they been developed?

On each specific cultural element, select and brief the SHARP's

management factor (corporate mission, values, leadership, strategies,

organizations, systems, and products and services) that is supposed to

be most attributable to it and specify the linkage: What cultural

elements are developed by what management factors?

2012 July-August 16

(Memo)

2012 July-August 17




(4) What linkage(s) have you found between SHARP's corporate

belief or mission and its commitment to Sakai Plant investment?

Describe it (them) specifically and briefly.

(5) As an executive of SHARP, do you agree with keeping

construction of Sakai Plant as of December 12, 2008? Explain your

decision and reason briefly.

2012 July-August 18

(Memo)

2012 July-August 19




(6) Do you think that Sharp, one of typical corporations of Cooperatives,

would need the Corporate Governance system Mintzberg suggests?

Why or why not?

2012 July-August 20

(Memo)

2012 July-August 21

Ch.2 Two Types of Corporations (B):

For What Is Corporation Managed?

2012 July-August 22

(Memo)

2012 July-August 23

Ch.2 Two Types of Corporations (B): For What Is Corporation Managed?

1. ‘Is GE Too Big for its Own Good?’ (NY Times Article: July 22, 2007)

(1)Explain your thought on why Wall Street would not appreciate

Immelt‘s GE enthusiastically within 5 points.

(2) Do you agree with Immelt's corporate leadership and strategies

described in the article? Why or why not? Explain briefly per his

specific leadership or strategy.

2012 July-August 24

(Memo)

2012 July-August 25


2. ‘Growth as a Process’ An interview with Jeffrey R. Immelt (HBR Jun 01, 2006)

(3) Explain Immelt's growth strategies shown in the case

specifically and holistically.

Also explain your opinion on why HBR editors perceive them

worthwhile reporting and learning. Describe each within 5 points.

2012 July-August 26

(Memo)

2012 July-August 27



(4) Analyze the effects and/or influences of Immelt's strategy of

'Imagination Breakthrough' and 'Ecomagination' on GE's management

and employees, customers and shareholders.

2012 July-August 28

(Memo)

2012 July-August 29



(5) Can Immelt survive as CEO of GE for the coming 5-10 years

from now? List up major necessary conditions you think of for him

to survive, in GE's internal and external environment.

2012 July-August 30

(Memo)

2012 July-August 31



(6) As a global corporate management pursuing the growth of your

corporation, what do you think you should learn and implement

among Immelt's specific leadership and strategies?

2012 July-August 32

(Memo)

2012 July-August 33

Ch.3 Two Types of Cultures (A):

Individualism and Collectivism

2012 July-August 34

(Memo)

2012 July-August 35

Ch.3 Two Types of Cultures (A): Individualism and Collectivism

1. ‘Cultures and Organizations’ By Geert Hofstede (Chapter 3, I, we, and they)

(1)For your sharing in the class, prepare a brief description of your

experience or observation, if any, on a cultural gap between

Individualism society and collectivism one.

Or, if you haven‘t experienced or observed it yet, select from Hofstede

information and brief the most impressive gap or contrast you find

between the two cultures.

2012 July-August 36

(Memo)

2012 July-August 37


1. ‘Cultures and Organizations’ By Geert Hofstede (Chapter 3, I, we, and they)

(2) Explain why you think it important to understand cultural

differences and respect diversity.

(3) Evaluate the validity and/or usefulness of the culture classification

model such as ‘Cultures and Organizations’ By Geert Hofstede for

global leadership development, by listing up both of positive and

negative points.

2012 July-August 38

(Memo)

2012 July-August 39

2012 July-August 40

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2012 July-August 41

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2012 July-August 42

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2012 July-August 43


2. ‘Bushido’ by Inazo Nitobe (‘INTRODUCTION’ by Dr. William Elliot Griffis)

(4) From the information of 'Introduction' by Dr. Griffis and 'Index',

describe freely whatever you have imagined on what Bushido is or

what its elements are.

(5) Comment freely on the question raised by Dr. Griffis: Is it not

true, in the study of languages, ethics, religions, and codes of

manners, “he who knows but one knows none”?

2012 July-August 44

(Memo)

2012 July-August 45


2. ‘Bushido’ by Inazo Nitobe (‘INTRODUCTION’ by Dr. William Elliot Griffis)

(6) What do you think Dr. Griffis wanted to emphasize most on

Bushido in his Introduction?

Or, what have you felt most impressive or interesting?

Could you find any hint for your global leadership development

from what Dr. Griffis emphasized or from whatever you have got

impressed by or interested in?

2012 July-August 46

(Memo)

2012 July-August 47

Ch.4 Two Types of Cultures (B):

For What Do We Respect Different Cultures?

2012 July-August 48

(Memo)

2012 July-August 49

Ch.4 Two Types of Cultures (B): For What Do We Respect Different Cultures?

1. ‘Jack Smith (A): Career Launch at TOYOTA’ (HBS Case 9-604-057)

(1) List up and explain briefly Jack’s individual life values and

missions you have observed within (less than) 5 points.

2012 July-August 50

(Memo)

2012 July-August 51


1. ‘Jack Smith (A): Career Launch at TOYOTA’ (HBS Case 9-604-057)

(2) List up generally and/or globally shared common sense

reasons and/or purposes based on which global leaders are

supposed to respect different cultures and therefore diversity.

Which of them do you think most important for you to be a

global leader?

2012 July-August 52

(Memo)

2012 July-August 53


2. ‘Jack Smith (B): Becoming a Toyota Manager (I)’ (HBS Case 9-604-059)

3. ‘Jack Smith (C): Becoming a Toyota Manager (II)’ (HBS Case 9-604-060)

(3) Can Jack respond appropriately to Toyota's expectations and

satisfy Toyota executives after the orientation period?

Why and/or why not?

2012 July-August 54

(Memo)

2012 July-August 55


2. ‘Jack Smith (B): Becoming a Toyota Manager (I)’(HBS Case 9-604-059)


(4) Explain what you have found on any intent underlying Toyota’s

orientation.

Also explain your thought on any intent of Ohba and/or Fukunaga’s

specific behavior guiding Jack.

What would you do if you are in the position of Fukunaga?

2012 July-August 56

(Memo)

2012 July-August 57




(5) Can Toyota respond appropriately to Jack’s expectations

and satisfy him?

Why and/or why not? What would you do if you are in the

position of Ohba?

2012 July-August 58

(Memo)

2012 July-August 59




(6) Comment on Toyota's globalization by focusing on its

assimilation efforts observed in the case.

What can we learn?

And what should Toyota learn more for its globalization?

2012 July-August 60

(Memo)

Sincerity

Humanity

Learning

2012 July-August 61

Ch.5 Two Types of Leadership (A):

Why Not Envision Creatively?

2012 July-August 62

Ch.5 Two Types of Leadership (A):Why Not Envision Creatively?

1. 'What Do Leaders Really Do?' by John P. Kotter (HBR December 2001)

(1) Evaluate Kotter's model on the usefulness for your leadership

development by listing up positive and negative points.

2012 July-August 63


1. ‘What Do Leaders Really Do?’ by John P. Kotter (HBR December 2001)

(2) In 2004, John Kotter at his retirement criticized quite unsatisfactorily the shortage

of leadership among American corporations (most probably more or less it would be the

same among Japanese corporations at that time) by desperately saying "American

corporations are lacking in leadership by 200% or 400%". ('Good Bye, Corporate

University': Diamond HBR version, an HBR publishing agent version in Japan,

December 2004)

Why do you think it happened in spite of the fact that his model had

been enthusiastically learned and implemented globally for more

than 10 years since its original publishing in 1990?

2012 July-August 64



Note for your info:

Kotter' model of leadership and management had stimulated various initiatives to

change corporate managements and business operations globally since 1990 for

the following 10 year period through 2000 or so. Among them most typical and

symbolic example of change initiative was 'business reengineering and

restructuring', which emerged, as an epoch making boom to pursue endless

efficiency of business and organization in the last decay of the 20th century.

2012 July-August 65



(3) Why has the leadership development of American corporations

(most probably as well as that of Japanese ones) got unsatisfactory

from the viewpoint of Kotter's?

What was wrong? Did his model lack in anything?

Or did corporate management of the last decay of the 20th century,

1990-2000, generally misunderstand or misuse it?

Or both sides were wrong and responsible for the result?

2012 July-August 66

(Memo)

What is Change?

Change Efficiency

by administrating of problem solving?

What is problem solving?

What would be the consequence of a successful problem solving?

Is there any creative value to be realized as the consequence?

Or

Create Value

by learning a new need you have never encountered?

2012 July-August 67



(4) Judging from his description priority in the paper, he points as

the most important leadership competency, change envisioning,

or probably, creative envisioning, if we translate what he means.

Reflecting on your own experiences and observations, consider

what is (are) preventing you and the other people from

envisioning creatively.

Then, what would be (a) solution(s) you come up with to do

envision creatively?

2012 July-August 68

(Memo)

A vision consists of three parts:

Objective, Goal, and Strategies

What is vision and what is envisioning?

2012 July-August 69



What is vision and what is envisioning?

(1) Objective = A Target to be accomplished

= Value and Meaning of the target accomplishment

(2) Goal = An extent the target is to be accomplished

= Index to prove the accomplishment of Objective

(3) Strategies = Ways the target could be accomplished

= Methods to realize and reach Goal

2012 July-August 70

(Memo)

2012 July-August 71



Why couldn’t we envision creatively?

How could we envision creatively?

When you face a threat what will you do?

It will be up to how you perceive the threat.

If the threat is an enemy and blockage for you to break through:

Don’t you want to administrate what you are to conquer the cause?

If the threat is an indication of an emergence of a new need:

Don’t you want to learn what you are required to dedicate to the need?

2012 July-August 72

(Memo)

2012 July-August 73

Ch.6 Two Types of Leadership (B):

Administrating and Learning

2012 July-August 74

(Memo)

2012 July-August 75

Ch.6 Two Types of Leadership (B):Administrating and Learning

1. ‘Can the MBA Survive?’ by Tadao Onaka

2. ‘The Fifth Discipline’ by Peter Senge (Chapter 1. Page3-16)

(1) Do you agree with Kotter's definition of leadership as a set of

competencies to change business and corporation? Why or why not?

2012 July-August 76

(Memo)

What is Change?

Change Efficiency

by administrating of problem solving?

What is problem solving?

What would be the consequence of a successful problem solving?

Is there any creative value to be realized as the consequence?

Or

Create Value

by learning a new need you have never encountered?

2012 July-August 77

(Memo)

Why do you believe that an administrating competency could

motivate people? What is administration?

Can a problem solving with logical and quantitative thinking

influence passion?

Why do you believe that an emotional intelligence could motivate

others? What is emotional intelligence?

How is emotional intelligence to complement administrating?

Whether to control the others first

or to learn from the others first?

2012 July-August 78

(Memo)

2012 July-August 79

(Memo)

LEADERSHIP

A set of competencies to motivate people for the organizational objective

Administrating or Learning

Perceive People

as Human resources or as Human beings

Influence People

Based on Power or Based on Humanity

Making Decision

Based on Rationality or Sincerity

2012 July-August 80

(Memo)

2012 July-August 81




(2) Kotter asserts motivating others to be one of critically required

leadership competencies together with the other three; change

envisioning, communicating and coaching.

By reflecting on your own experiences and observations, describe

what psychological conditions or requirements are realized or

satisfied with in your mind when you feel you are motivated.

2012 July-August 82

(Memo)

What is Motivation?

A Motivation is a vision stimulating three desires:

Acquiring or Gaining, Growing=Self-Esteeming, and

Dedicating=Self Realizing (Ref. Abraham Maslow, 1939)

A vision consisting of three parts: Objective, Goal, and Strategies (Ref. Expectancy Theory)

What perception will the expectation between Goal and

Strategies will raise for you?

What perception will the expectation between Goal and

Objective will raise for you?

=> Feasibility

=> Attractiveness

2012 July-August 83

(Memo)

What kind of motivation will be most sustainable?

=> Self-Esteeming and Dedicating=Self Realizing

What kind of motivation will be most fragile?

Acquiring or Gaining

You would have two kinds of Self-Esteem or Growing:

Growing or Self-Esteem based on Results or Efforts

2012 July-August 84

(Memo)

2012 July-August 85




(3) List up top five priorities of Do’s and Don’ts respectively you think

critically necessary for leaders to motivate others.

2012 July-August 86

(Memo)

2012 July-August 87

(Memo)

How could you build up trust with others?

2012 July-August 88

(Memo)

How could you develop your self-confidence?

Two approaches to get self-confidence:

Option(A): Knowledge, information, experience and

preparation for well thought strategies!

Then how could you be confident when you face unknown

future or any uncertainty?

Option(B): Commitment on sustainable learning until your

vision is realized!

2012 July-August 89




(4) Is there any interrelationship between ‘motivating others’ and any

of the other three competencies; ‘change envisioning’, ‘communicating’

and ‘coaching’?

2012 July-August 90

Envisioning:

=Integrating People’s Desires up to Leader’s Vision

If you integrate implicit desires?

If you integrate explicit desires?

What kind of desires can be integrated? What can’t?

Which of Acquiring, Growing and Dedicating?

Coaching by two types:

Are you supporting growing desire or controlling it?

Are you providing opportunity or advice?

Communication by two types:

Are you incubating dedicating desire or controlling it?

Are you sharing motivation or scheme?

Creative Envisioning

Sustaining Envisioning

2012 July-August 91




(5) How would Senge's Systems Thinking enable you to envision

creatively? What would be a barrier preventing you from implementing

Systems Thinking? To conquer the barrier, what would you or should

you do?

(6) Define leadership by your own thought. Is there any fundamental

difference between leadership and global leadership in your thought?

Why or why not?

2012 July-August 92

(Memo)

LEADERSHIP

A set of competencies to motivate people for the organizational objective

Administrating or Learning

Motivate People

with Acquiring desire or with Dedicating desire

Developing Confidence

By the assurance of your learning results

or

By the commitment on your sustainable learning

2012 July-August 93

Ch.7 Two Faces of Globalization (A):

Monetary Economy or Actual?

2012 July-August 94

(Memo)

Team A

4 11030305 VAN DER MERWE IZAK JOHANNES IJ DR

6 11103086 KELLERMAN JOHAN J MR

31 11149825 LE ROUX GAWIE G MR

12 12722855 LA GRANGE PHILIP LODEWYK PL MR

3 12905283 VENTER ANZEL A MISS

Team B

21 12984698 COLDMAN RYAN R MR

9 13047442 DAVIDSE ZENOBIA ALETHEA ANGELICA ZAA MRS

27 13558064 SPENCE WILLIE MACDONALD WM MR

13 13868713 MULLER MARGARETHA M MISS

15 14013916 BEHARI NIRESH N MR

Team C

8 14216760 ABRAHAMS MYMOENA M MISS

28 15249522 OLIVIER LIONEL WERNER LW MR

10 15851281 NYAZEMA MARTHA MATIFADZA MM MISS

23 15865967 JOHNSON BRONWYN MAY BM MISS

20 16219392 NDISENGEI CHARITY C MISS

Team D

30 16299752 MATHEWS MOEGAMAT KAASHIEF MK MR

11 16369548 OBARAY SHAHEED S MR

22 16377621 HARTLEY RAZEENA R MS

24 16379624 VAN SITTERT ALBERTUS A MR

1 16388453 ESTERHUYSE DEWAAL D MR

Team E

2 16396553 KRIGE JAN DANIEL JD MR

19 16399358 KAMPER GERRIT G MR

25 16399382 VAN HEERDEN FREDERICK JOHANNES FJ MR

7 16399501 GOUWS JOHAN CHRISTIAAN JC MR

5 16403800 NYANDENI BONGINKOSI THEODORE BT MR

Team F

29 16410610 CARSTENS MARTHA MARGARETHA MM MRS

16 16514491 JONES CHARLENE C MRS

17 16888790 WILLIAMS WAFEEQ W MR

14 16899482 CUPIDO MONIQUE LYNN ML MISS

26 17115876 CHANDAKA PRESHANE VINOD KUMAR PVK MR

2012 July-August 95

Ch.7 Two Faces of Globalization (A): Monetary Economy or Actual?

1. BEA (USDC) Statistics: GDP by Industry Accounts 2001-2010

(1) By defining, based on your thought and research, each of

monetary economy and actual economy respectively, describe any of

your finding(s) on the transition of the balance of the two in the US

economy, indicated by the GDP statistics for the period of 2001-10.

2012 July-August 96

(Memo)

F E

C

D

B A

Q 1 & 2

Q 3,4,& 5

2012 July-August 97


1. BEA (USDC) Statistics: GDP by Industry Accounts 2001-2010

(2) Discuss freely your thought on the validity or appropriateness of

using GDP statistics as an indicator of nation’s ‘economic

prosperity’, by listing up positive and negative points specifically.

(You can define ‘economic prosperity’ freely by your own thought

and research.)

2012 July-August 98

(Memo)

2012 July-August 99


(Based on your free research)

(3) Briefly explain the causes of the current (as of 2008-12) global

economic turmoil, in more than five chain steps of cause and

consequence, starting from 1945 or 1971.

2012 July-August 100

(Memo)




(4) What would be the most serious damage from and the most

substantial problem of the current global economic turmoil?

(5) To contribute to get out of the current global economic turmoil,

what do you think G8 or G20 governments together with their

central banks should do and should not?


(Memo)

Send your group works on 7th and 8th also

To:

[email protected]




Ch.8 Two Faces of Globalization (B):

A New Frontier beyond Globalization


(Memo)

Team A

1 14216760 ABRAHAMS MYMOENA M MISS

2 14013916 BEHARI NIRESH N MR

3 16410610 CARSTENS MARTHA MARGARETHA MM MRS

4 17115876 CHANDAKA PRESHANE VINOD KUMAR PVK MR

5 12984698 COLDMAN RYAN R MR

Team C

6 16899482 CUPIDO MONIQUE LYNN ML MISS

7 13047442 DAVIDSE ZENOBIA ALETHEA ANGELICA ZAA MRS

8 16388453 ESTERHUYSE DEWAAL D MR

9 16399501 GOUWS JOHAN CHRISTIAAN JC MR

10 16377621 HARTLEY RAZEENA R MS

Team J

11 15865967 JOHNSON BRONWYN MAY BM MISS

12 16514491 JONES CHARLENE C MRS

13 16399358 KAMPER GERRIT G MR

14 11103086 KELLERMAN JOHAN J MR

15 16396553 KRIGE JAN DANIEL JD MR

Team L

16 12722855 LA GRANGE PHILIP LODEWYK PL MR

17 11149825 LE ROUX GAWIE G MR

18 16299752 MATHEWS MOEGAMAT KAASHIEF MK MR

19 13868713 MULLER MARGARETHA M MISS

20 16219392 NDISENGEI CHARITY C MISS

Team N

21 16403800 NYANDENI BONGINKOSI THEODORE BT MR

22 15851281 NYAZEMA MARTHA MATIFADZA MM MISS

23 16369548 OBARAY SHAHEED S MR

24 15249522 OLIVIER LIONEL WERNER LW MR

25 13558064 SPENCE WILLIE MACDONALD WM MR

Team V

26 11030305 VAN DER MERWE IZAK JOHANNES IJ DR

27 16399382 VAN HEERDEN FREDERICK JOHANNES FJ MR

28 16379624 VAN SITTERT ALBERTUS A MR

29 12905283 VENTER ANZEL A MISS

31 16888790 WILLIAMS WAFEEQ W MR


Ch.8 Two Faces of Globalization (B): A New Frontier beyond Globalization


(1)What is globalization? (Specify various aspects of globalization and

define, a posteriori or by summarizing them, what globalization is.)

Is there any relationship between the globalization you specified and

the current global economic turmoil?


(Memo)

A C

L

J

N V



1. 'Rebuilding Corporation as Communities' by Henry Mintzberg (HBR July-Aug 2009)

2. 'Justice' by Michael Sandel (5. WHAT MATTERS IS THE MOTIVE/Immanuel Kant)

3. 'Bushido' by Inazo Nitobe (Chapter VII & Chapter XVII)

4. ‘On the Society of Harmony-ism’ By Kurimoto & Onaka (NUCB Insight June, 2011)

(2) Explain Mintzberg's opinion on how individualism culture and

collectivism one influences differently to organizations and

corporations for the sake of sustaining growth and evolution of

organizations and societies. Do you agree with them or not?


(Memo)







(3) Indicate any commonness you find from the excerpts of the two ethical

philosophies; 'Kantianism' explained by Michael Sandel and 'Bushido'

by Inazo Nitobe.


(Memo)







(4) Commonly in Kantianism and Bushido, is there any philosophy and/or

practice to realize simultaneously the most fundamental value and the

most intrinsic objective of individualism as well as those of

collectivism?


(Memo)







(5) Describe freely what you have thought on "On the Society of

'Harmony-ism'" and present any suggestion(s) for writers to persuade

others more and further globally.


(Memo)


Discuss and envision the major factors of the advanced corporation and corporate management in the 21st century, freely, logically and/or intuitively, based on what you have learned throughout this course.



(Memo)


A company definition?

An economic unit first in the human beings history

we get together with our own free wills and hopes

to dedicate to the evolution of ourselves!


A management mission?

Exploring organic and social growth

with you organization for economic development

that will realize globally complete employment

in future!

(Hayato Ikeda 1899 –1965)


Middle management leadership competencies?

All competencies to realize

the best competitive and harmonic manager

balancing administrating and learning!


Executive leadership competencies?

All competencies to realize

the best dedication and devotion to the future

with long term investment

based on unyielding learning with sincerity!


In Summary

To be a global leader in the 21st century,

what are you going to aim at?

Not only

Critically analyzing problems

But also

Emotionally synthesizing visions


Are you going to control your destiny?

Or … (Jack Welch GE, 1990)

Are you going to control money?

Or …


However it is one of most difficult dilemmas!

Why?

Think of when you have to do whistle blowing for

yourself to avoid being controlled by money?

But!

It is the frontier only who has conquered the 20th

century MBA could explore and challenge!


(Memo)

It will be the quest for exploring the power of

Learning

with Sincerity

It will be eligible only to those who master the power of

Administrating with Strategy

Beyond the 20th century MBA

we quest for the 21st century MBA !


至誠

I have never heard that any attempt is not realized

with the power of

unyielding sincerity.

A last Samurai, Shoin Yoshida (1830-1859)


(Memo)

Learning with Sincerity

As a Superior Master of

Scientific Administration and

Strategic Initiatives

UBUNTU


Lecturer Profile

Tadao Onaka

Professor, NUCB GS

Nagoya University of Commerce and Business Administration

Leadership for Globalization: Japanese and English

Global Leadership: Japanese and English

Innovation of Learning Organization: Japanese

Organization Behavior & Leadership: Japanese

Strategy & Innovation: English

BE Nuclear Engineering, University of Tokyo (1975) & MSIA Carnegie Mellon University (1983)

Mitsubishi Corporation (1975-91)

Nuclear Power Plant Construction (75-81)

Mitsubishi Motor Sales of America: Director, Distribution Planning (83-88)

Information Business Investment (88-91)

GE Medical Systems Asia: Manager, Information Systems (91-94)

PricewaterhouseCoopers Consultant: Director, HRM Consulting (94-01)

Hewitt Associates Japan: CEO Managing Director (01-03)

Global Management Networks Co., Inc.: CEO Managing Director (04 - )

Can the MBA Survive? (EFMD ‘Global Focus’ 2010 Vol.3, Issue 4)

Leadership by Individualism, Collectivism and Harmony-ism (ELLTA 2011 February 15-18)

On the Society of Harmony-ism (NUCB Insight June 2012)

Documents

Global Leadership Learning Initiatives for Cultural ...webgmn.com/pdf/GLeadershipProjectorMaterialUSBRevised130104.pdf · 'Imagination Breakthrough' and 'Ecomagination' on GE's management