The purpose of this course is to provide you a systematic knowledge of management in a multi-cultural context. We will use examples, cases, movies, and group activities from Taiwan and from other cultures to familiarize you with the related concepts. For instance, we will discuss the leadership styles of Yung-Ching Wang (王永慶), Terry Guo (郭台銘), and Morris Chang (張忠謀) and how they handle problems such as the Foxconn crisis during May 2010 and the TSMC’s layoff incident during March-April, 2009. We will discuss especially the cultural aspects/implications of these incidents. I wish that you can apply the knowledge you learn in the semester to your future career and enhance your intercultural performance. The purpose of this course is to provide you a systematic knowledge of management in a multi-cultural context. We will discuss especially the cultural aspects/implications of these incidents. I wish that you can apply the knowledge you learn in the semester to your future career and enhance your intercultural performance.

1. Understand the importance and implications of cross-cultural organization management.

2. Learn the fundamental concepts of cross-cultural organization management.

3. Learn to apply the related concepts and theories in cross-cultural contexts.

College of Management Main Campus *Restrict to 3rd-year and above.
*Restrict to students of College of Management. Shu Cheng Chi 50 Monday 2,3,4 GMBA7067 3 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

Due to human’s limited mental model, people tend to look at a problem from a local and partial perspective and enact solutions that create unintended consequences in the long run. As a result, today’s problem comes from yesterday’s solution. The harder we push, the harder the system pushes back. How to break out silo-thinking in organization? How to expand our mental models to “bring the system in the room”? Systems thinking is a critical leadership capability that enables one to look at a problem holistically, identify root causes and design high-leverage solutions. It is called by MIT Sloan School professor Peter Senge “the core discipline of a learning organization” in his seminal book: “The Fifth Discipline: the Art and Practice of the Learning Organization.”

In this intensive two-day course, we will learn the core concepts and tools of systems thinning and learning organization. We will learn a set of tools that let you (1) graphically depict your understanding of a particular social system’s behavior and its underlying structure, (2) communicate with others about your understandings explicitly, and (3) design high-leverage interventions to address root causes of a problem. These tools include causal loop diagrams, behavior over time graphs, stock and flow diagrams, and system archetypes—all of which let you depict your understanding of a system—to computer simulation models and “management flight simulators,” which help you to test the potential impact of your interventions.

In addition to systems thinking, we will learn four other core disciplines of a learning organization. They are:

1. Personal Mastery: this discipline of aspiration involves formulating a coherent picture of the results people most desire to gain as individuals (their personal vision), alongside a realistic assessment of the current state of their lives today (their current reality). Learning to cultivate the tension between vision and reality can expand people’s capacity to make better choices, and to achieve more of the results that they have chosen.

2. Mental Model: this discipline of reflection and inquiry skills is focused around developing awareness of the attitudes and perceptions that influence thought and interaction. By continually reflecting upon, talking about, and reconsidering these internal pictures of the world, people can gain more capability in governing their actions and decisions.

3. Shared Vision: this collective discipline establishes a focus on mutual purpose. People learn to nourish a sense of commitment in a group or organization by developing shared images of the future they seek to create, and the principles and guiding practices by which they hope to get there.

4. Team Learning: this is a discipline of group interaction. Through techniques like dialogue and skillful discussion, teams transform their collective thinking, learning to mobilize their energies and ability greater than the sum of individual members’ talents.

College of Management *Intensive two-day course on Oct. 28-29.

*Restrict to 3rd-year and above.
*Restrict to students of College of Management.
Joe Chiao-Jen Hsueh 50 GMBA7072 1 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

Defined as a sector of subsectors encompassing industries that exploited creative talent through various types of intellectual property, the term Cultural & Creative Industries (CCIs) was coined in the 1990s, with a view to redefining the economic value of arts and culture. The concept of creative industries has grown and gained more importance in the fields of economics, politics and academia ever since.

In this course we are to approach CCIs from a variety of perspectives first by enabling students to contextualise the activities of creative industries within wider cultural and commercial frameworks, and then by exploring major issues addressed and strategies employed in the industries. There are three main units:

Unit 1: Culture policy and the development of the CCIs

This unit explores why the CCIs have grown by looking into shifts in modes of consumption, leisure and time use, together with the shift in developed economies away from industrial production to service industries.

Unit 2: Work and organisation in the CCIs

This unit looks at the characteristics and varieties of organisation and management of cultural production, as well as the nature of work within the CCIs. It examines the process of entrepreneurship, in which culture and the market meet, and who is involved and why it is important in the context of the CCIs.

Unit 3: Convergence, production and consumption

This unit examines changes in the organisation of cultural production, and further considers the relationship between technology and organisations. It then looks at the shifting interrelationships between the production and consumption in the digital era, and models of audience segmentation. The course is delivered through a combination of lectures and seminars. While in the former key issues, concepts and theories will be identified, in the latter students will discuss ideas and engage in debates arising from the lectures, the required readings and practical cases.

This course aimed to equip students with both theoretical and practical understandings of CCI and the development of a cultural economy to create their own creative initiatives in the future. College of Management Main Campus *Restrict to 3rd-year and above.
*Restrict to students of College of Management. Szu-Wei Chen 50 Wednesday 2,3,4 GMBA7088 3 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

This International Business Strategy (IBS) course focuses on the key issues on formation, decision-making, communication & negotiation, and implementation of IBS. By key issues, we mean to leverage and integrate resources to achieve the effectiveness of objective-driven strategic processes, and to improve the efficiency of strategic conduct that links objectives and performance. As open-innovation business eco-systems prevail in current global marketplace, we further intend to redefine international strategy to incorporate strategic challenges across economic, political, cultural & social boundaries. Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. In global business environment under strategic uncertainty, flexibility and speed are key to competitive supremacy. You can expect to learn the relevant models and approaches for seeking untapped opportunities, for strengthening economic performance and social legitimacy, for upgrading technical and structural innovation, and for responding to dynamic changes in frontier-, or emerging-, or maturing-economies. College of Management Main Campus *Restrict to 3rd-year and above. Hong-Jen Chiu 80 Tuesday 2,3,4 IB5059 3 Half Department of International Business, Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB

This course focuses on understanding knowledge in the field of innovation from a marketing perspective. It is designed to help you understand the important theories and conceptual frameworks for new product marketing, and learn tools and techniques that facilitate to prepare a logical and reliable marketing plan for new product.
This course takes an applied approach and focuses on applying conceptual learning to cases and projects. It will be taught through a combination of interactive lectures, class discussions, interactive activities and seminars, case studies, and team projects. You will work both individually and in teams. Through these exercises you will learn practical tools, improve your analytical skills, and sharpen your strategic thinking skills needed for successful new product marketing. Upon completion of this course, students will be able to:
_ Thoroughly understand concepts related to the marketing planning for new product and new market
_ Master strategic thinking and practical tools to analyze new product and innovation management issues from the
marketing perspective
College of Management Main Campus *Majors-only (including minor and double major students).
*Restrict to 3rd-year and above. Kuan-Chou Ko 50 Thursday 2,3,4 MBA5079 3 Half Department of Business Administration, Graduate Institute of Business Administration http://www.management.ntu.edu.tw/en/EiMBA

Business today is by all measures — global. No business or industry of any size is immune from the global environment. Understanding the global economy, therefore, is important for all people engaged in business regardless of the size or type of business. This course will consist of the basic areas of global market management. The course explores the interrelation of government and business across borders and the economic dynamics between countries/regions, including a general overview of global business environment, foreign direct investment and entry strategies. The class will also discuss the management of global market and review several cases studies that epitomize the issues involved in today’s global world. In general, the major topics of global business will be discussed to give students a basic level of knowledge and skills involved in today’s global business environment. This is an introductory course about global market management and, therefore, a significant portion of the class will be taught through lectures, but we also will include guest speakers, video clips, class discussion and readings on current issues. The students, therefore, must keep up with readings and participate to the extent able with general discussions on the theories and material presented in class. The primary objective of this course is to introduce the students to the global market to obtain a basic introduction regarding this subject matter and the major issues involved therein. The course will cover basic terminology and theoretical as well as practical implications. In particular, this course has the following specific objectives:

1. To give students the knowledge and understanding of the unique aspects involved doing business internationally on a business, legal and political level.

2. To understand strategies used by business in the international market on a

competitive basis.

3. To understand the cultural effect on business and to analyze the ethics involved in cross border transactions

4. To learn and apply skills learned in the class to current on-going issues involved in today�fs global market.

5. The students will learn the issues involved in entering foreign markets, global

production and outsourcing as well as logistics and supply chain issues.

6. To understand the issues involved in developing economies and the business

and political issues surrounding the business and market dynamics.

7. Most importantly, the students hopefully will create a general awareness of global issues that will allow them deeper insight in world issues and will allow them to keep on top of issues that may affect them as individuals and as part of a larger entity.

College of Management Main Campus *Majors-only (including minor and double major students).
*Restrict to 3rd-year and above. Chia-Ling (Eunice) Liu 40 Thursday 2,3,4 MBA5075 3 Half Department of Business Administration http://www.management.ntu.edu.tw/en/EiMBA

This course examines the use of operations and innovations as competitive weapons. The emphasis is on the successful development of products, manufacturing process, and supply chains to create, deliver, and sustain value for an innovation-driven organization. The course proceeds from broad discussions of operations strategy to assessment of specific strategies (product conceptualization and planning, product design and development, outsourcing vs. in-house, supply-chain design, market and consumer analyses, etc.) to discussions of how those strategies can best be implemented over time. A key objective of the course is the development of operations and innovation strategies which are integrated with the overall business strategy of an organization as well as the other functional strategies such as marketing, information technology, and human resources. College of Management Main Campus *Majors-only (including minor and double major students).
*Restrict to 3rd-year and above.
Chialin Chen 100 Thursday 7,8,9 MBA5071 3 Half Department of Business Administration,
Graduate Institute of Business Administration
http://www.management.ntu.edu.tw/en/EiMBA

In order to manage efficiently and effectively, a manager needs to wisely utilize accounting information. This course teaches students how to use accounting information for various decision making such as cost management, pricing, profit planning, budgeting, transfer pricing, performance evaluation, etc. By the end of the course, students are expected to have an idea of the methods currently used in the areas of managerial accounting covered by the course. After taking this course, students will know:

(1) the basic terms of cost concepts.

(2) how a management accounting information system operates.

(3) how to manage costs.

(4) how to conduct cost analysis and profit planning.

(5) how to analyze accounting information for various decision making.

(6) how to design an effective management control system.

College of Management Main Campus *Majors-only (including minor and double major students).
*Restrict to graduate students. Chen Yu Hung 70 Monday 2,3,4 IB7005 3 Half Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB

Marketing research is about collecting quality information for data-driven managerial decision-making. The basic objective of this course is to help you conduct and use research to make more effective business decisions. The main objective of this course is to equip students with the key concepts and methods of marketing research, and allow student to understand how to apply those tools to solve real-life business problems. This course focuses equally on (i) technical competence and (ii) application to real-life problems. We cover the technical aspects of marketing research (both qualitative and quantitative research methods) through the lectures, homework assignments, and the group project. We also discuss real life application using various mini-cases. College of Management Main Campus *Prerequisite: Marketing Management_
*Majors-only (including minor and double major students).
*Restrict to graduate students. Yu-Ping Chen 15 Friday 6,7,8 IB7059 3 Half Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB

M&A and leveraged buyout (LBO) have been used by global players to restructure and even strengthen their global deployments of resources, capabilities, talents. We are going to study several latest cases in achieving these strategic objectives, such as Lenovo acquired Motorola from Google to strength its IPR (intellectual propriety right) portfolio and brand equity in mobile devices in 2014; Colgene bought Receptos out for a potential blockbuster drug in 2015, just to name some.

The types of global M&A include stock-based merge, cash-based acquisition, and leveraged buyout. Once completed, cross-border takeover deals need to get approval from the regulators of both home and host countries. In addition, the acquiring firmentails ownership rearrangement, asset revitalization, employee redeployment, organizational transformation, and resource integration. Those restructuring efforts are critical for enhancing economic, accounting, and social value. Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. You can expect to learn the best models and approaches for undertaking projects of cross-border M&A, private-equity buyouts, and corporate restructuring. College of Management Main Campus *Restrict to 3rd-year and above. Hong-Jen Chiu 80 Tuesday 7,8,9 IB5063 3 Half Department of International Business, Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB

This is the first course in the three-semester intermediate accounting sequence and will be taught in English. This course is designed to develop an in-depth understanding of the concepts, principles, and practices of financial accounting under IFRS. The emphasis is on understanding and applying basic accounting principles and other concepts that guide the reporting of the effect of transactions and other economic events on the financial condition and operating results of a business. Upon completion of this course, students are expected to understand:

(1) basic concepts and theories of contemporary external financial accounting and reporting,

(2) procedures used to measure, record, and report financial data for corporate business organizations,

(3) the effects of corporate business activities on financial statements, and

(4) the content of these statements.

College of Management Main Campus *Prerequisite: Accounting Principles (1)(2)
*Prerequisite: Financial Accounting (A)(I)(1)(2)
*Prerequisite: Accounting (Ⅰ)(1)(2)
*Majors-only (including minor and double major students).
Yen-Jung Lee,Kun-Chih Chen 40 Thursday 7,8,9 Acc2018 3 Full Department of Accounting http://www.management.ntu.edu.tw/en/Acc

This course provides an introduction to cost and managerial accounting. Cost and managerial accounting course is a company’s internal language, and is used for decision-making, production management, product design and pricing, performance evaluation, and motivating employees. Understand various cost systems and apply to non-routine decision analysis. College of Management Main Campus *Majors-only (including minor and double major students). Wei-Chuan Kao 40 Monday 2,3,4 Acc2005 3 Full Department of Accounting http://www.management.ntu.edu.tw/en/Acc