Business Dynamics and Simulations for Strategy 商業策略:動態與模擬
(Course ID: 749 M1440)
The course will discuss many important strategic concepts such as the commodity death spiral, direct and indirect network effects, and speculative bubbles using the lens of complex systems. During the course, you will use causal loop diagrams to understand strategy on a systemic level and experience the process of implementing strategies through a series of management flight simulators, which are computer simulations of strategic cases. These experiences will culminate in a project where you design a strategy for a startup or analyze the strategy of a popular firm using the tools we have developed in the class.
The course is taught by Kawika Pierson, our Visiting Associate Professor. Kawika is on sabbatical leave from Willamette University in Salem, Oregon, where he is an Associate Professor of Accounting and Quantitative Methods. Kawika earned his Ph.D. from the Massachusetts Institute of Technology in 2011.
If you have taken a class on Systems Thinking and Learning Organization 系統思考與學習型組織(749 M0940) from Joe Hsueh you should be right at home in Business Dynamics. The approach we will use for the causal loop diagram is very similar to what you saw in Professor Hsueh's class since Kawika and Joe actually did their Ph.D.'s together. That said if this is your first class in System Dynamics you also do not need to worry, since we will begin by discussing the basics to get everyone up to speed.
We’ve invited a new instructor, Leon van Jaarsveldt, to deliver this course. Leon van Jaarsveldt is currently teaching courses in Journalistic English and Oral Communication at National Chengchi University.
The proliferation of online communication technologies has led to an increasingly connected world. As a result, employers increasingly value excellent communication skills making such abilities increasingly integral to career success and advancement in the corporate setting. For businesses, this has led to greater interaction between employees and their peers, management, clients, and the public. Such interactions may include written correspondence with clients, a communication campaign targeting a mass public audience, critical business presentations aimed at co-workers and management, and self-presentation. To meet these needs across such an ever-diversifying spectrum, this course further develops students’ abilities for proficient communication in the business setting.
If you have an interest in developing effective business communications skills or wish to advance your existing expertise, this course is for you. This course introduced students to the components of an effective communication strategy for the business context, including the audience, the platform, and the message. This includes developing students’ understanding of an audience, effectively interact in interpersonal settings, and overcoming intercultural barriers. Furthermore, the course looks at the role of communication platforms. This includes the role of formal and informal communication networks in business communication as well as the technologies and strategies for managing these networks. In addition, the course helps students develop their ability to construct effective messages. It includes the development of good written and oral messages, but also rhetorical strategies for delivering content effectively in public speeches using applicable supporting content.
Leon van Jaarsveldt is an alumnus of the College of Social Sciences at National Chengchi University. His doctoral studies focused on corporate, organizational, political and media communications, political economics, and political science. His doctoral thesis is related to corporate, political, and ENGOs communication on climate change. His current research relates to corporate communications to crisis situations.
Have you ever wondered how did any of the “Unicorn” start-ups such as Uber, Airbnb, WeWork, JUUL, Ant Financial, Alibaba, DiDi, etc. initially launch, getting funded, and developed and pivoted their ideas into a market desirable products and/or services with market valuations more than $1 Billion USD?
Do you have an idea, whether it’s a mobile App, IoT product, new medical device, Fintech solution, AI-driven new technology, a new social network platform, or a share-economy new venture that needs a proven start-up and entrepreneurial development solution and processes that these Unicorns used to guide them from the initial “napkin idea” into a highly desirable product or service used by millions (or billions) of users globally?
This course: Business Model Canvas: How to Build a Start-Up is a course that will utilize the widely used and proven solutions in the Silicon Valley start-up ecosystem from the serial entrepreneurs, founders, venture capitalists, to publicly listed tech companies alike to ensure the MVP (minimum viable product) will have a strong product-market fitment and the “pivoting” efforts will solve several critical areas that will make-or-break a start-up venture.
This is a team-based hands-on course that immerses student teams by having you test your start-up ideas outside the classroom. Each student or a minimum group of 3 students will pitch their start-up idea initially, the class will then be reorganized into “Start-Up Companies” (maximum of five to six students per team). From the very beginning, teams will get out of the classroom, and learn by using the new knowledge gained to test that specific part of the business model. You will be spending a significant amount of time in between classes and outside the classroom talking to potential customers or users.
This course will be taught by James Hsieh. Some of you probably have learned the way he instructs. Rather than a single professor lecturing in front of the classroom, the class is organized around having professors, entrepreneurs, mentors, VC and PE firms, and angel investors from the Taiwan start-up ecosystem commenting and critiquing on each team’s progress— sitting at the back of the classroom. It’s you as students standing up in front of the class every week sharing your progress while getting comments and critiques from your professor, fellow students, outside professionals within the ecosystem. While the comments may be specific to each team, the insights are almost always applicable to all teams to again help the new venture to cover all the crucial areas that need to be addressed during the initial launching of its product and/or services. Upon completion of this course, you and the team will have a solid “Business Model” that is ready for any start-up venture competition and any angel funding or seed funding presentation put in front of a venture capital firm or an angel investor.
Mergers and acquisitions(M&A) are among the most dynamic, and difficult, strategic activities firms can undertake. Mergers and acquisitions have been a major part of global business for a long time and can be viewed from many different perspectives. In this course, the perspective taken is a strategic/finance one, with a focus on how mergers and acquisitions can be best used as a strategic tool by managers.
Recent corporate history has seen an unprecedented period of M&A activity. In the last six years, 2013-2019, worldwide M&A activities have exceeded $3 trillion and reached $3.7 trillion in 2019. General managers seek to redefine the scope of their firms through M&A. How general managers go about this challenge of defining the nature of the corporate entity, and the special role of mergers and acquisitions in this process, is of central importance to understanding what corporate strategy is all about, and is the core issue we will address in this course.
One of the most striking paradoxes of modern business is that huge numbers of acquisitions continue to be made year after year, even though the majority of these deals end up as failures for the acquiring firm. Importantly, this is not a secret; there are many articles in both the business press and academic journals that chronicle this poor record. What is more puzzling is how general managers continue to make acquisitions of marginal value. There is clearly a need for a better understanding of how mergers and acquisitions work. As a result, the central goals of this course are for participants to (1) understand why so many mergers and acquisitions fail, (2) develop a working framework that places mergers and acquisitions squarely in a firm's overall corporate strategy, and (3) use this framework to make effective decisions on the entire merger and acquisition process. As strategic alliance is also an important form of quasi-M&A, we will also address this important topic.
This course will be of special interest to students planning careers in consulting and strategic planning. However, because most managers will be involved in acquisition activity at some point in their careers (either as an acquiring company or a target), students expecting to hold jobs in general management and finance will find this course helpful as well.
You may click on the following links to know more about the instructors:
The goal of this course is to prepare you for the skills needed to undertake such work. Specifically, it will introduce and discuss how to design quantitative research, how to collect data, how to analyze data, and how to interpret and report results in social sciences.
This course will start with the learning of the two most popular quantitative research methods: the survey questionnaire and experimental studies. Next, it will introduce the needed statistical techniques for data analysis in quantitative thesis research. Finally, this course elucidates the requirements for an academic work, considering aspects related to language, writing style, and layout.
On completion of this course, you will be able to:
- Design and execute a meaningful research project that demonstrates logical and critical thinking and uses the knowledge and skills learned while in the NTU GMBA Program.
- Articulate research or project objectives clearly, situate research within an academic or scholarly context, state claims and evidence clearly, assess the validity of claims, evidence, outcomes, and results.
If you are interested in developing your career in marketing research or business analysis sectors, this course is also helpful.
The course instructor is KUAN-CHOU KO (柯冠州), please check out his profile on https://scholars.lib.ntu.edu.tw/cris/rp/rp08431
Negotiation Strategies and Skills is not a brand new elective course. However, we want to have your attention that the course credits have been adjusted to 2 credits, as suggested by some of the students who have taken this course.
Negotiation is a permanent feature of business and everywhere in our working environment. Investment bankers make multi-billion-dollar M&A deals to create synergies on behalf of their clients. Procurement managers negotiate with the vendors to cut down the cost for the company. We always negotiated with our superiors as well as our colleagues to ask for more resources or solve conflicts. So, implicitly or explicitly, we negotiate everywhere in our daily working life and that’s why knowing how to negotiate is so important for business professionals.
This course aims at improving students’ analytical and interpersonal skills in negotiation, and make sure they do first things first. Taking this course, you will learn how to utilize your own negotiation strengths and focus on key areas of improvement. Combining lectures, simulations, and interactive discussions, it will enable participants to develop cutting-edge negotiation strategies and be equipped with powerful influencing and persuasion tactics.
The instructor will be Mr. Ta-Wei(David) Chao as usual. Mr. CHAO is a Senior Fellow of ESSEC IRENE (Institute for Research and Education on Negotiation, ESSEC Business School) and has been the Founding Executive Director of ESSEC IRENE ASIA (Asian Branch of ESSEC IRENE), to develop ESSEC’s practices on negotiation research and education in Asia Pacific. He is also an Adjunct Professor at National Taiwan University and taught negotiation in NTU/Fudan EMBA program as well.
Prior to those above-mentioned positions, he has worked as a senior executive in the higher education industry in China, to lead turnaround projects and manage daily operations, and been a consulting manager at Accenture Taipei office.
If you want to improve your soft skills on communication, persuasion, and collaboration, this course is absolutely right for you!
Fit to Lead 適能領導
(Course ID: 749 M1380)
A unique class you should NOT miss in your GMBA journey
by Ray Wang (Alumni R06749020)
From “Manager Today’s” July 2020 edition featuring the topic: The 8 most important things we learn from SPORTS to executives and CEOs worldwide emphasizing the importance of exercising, it becomes incredibly interesting to understand what exactly are the benefits of such activities.
It becomes apparent that not only do sports and exercises increase human endurance, strength capabilities, and the psychological capacities for determination and self-discipline, they also provide overlooked benefits of better communication skills, teamwork, and leadership.
The question therefore that must be asked is: do we have such opportunities here at the GMBA program?
Simply put, the answer is Yes. With the “Fit-to-Lead” course arranged by professor Chia-Ying (Eric)Lien, students can learn the proper and efficient ways to exercise and test their physical limitations.
Taking the class was definitely one of the best decisions I made during my time at GMBA. As an amateur athlete, I already had the pleasure of experiencing marathons, surfing, golfing, mountain climbing, skiing, and so forth. However, this class revealed that there is always more to learn about sports and exercise. In my particular case, familiarizing myself with the correct methods when using gym equipment and learning proper techniques to avoid injury and speed recovery were the biggest takeaways from my time in the class. Furthermore, mental notes such as knowing one’s physical limitations as well as efficient time management were also key knowledge that I gained.
The entire course was structured around a “Learning by Doing” concept which proved to be quite effective and suitable for me and my colleagues. Moreover, professor Lien’s enthusiasm and youth created an inclusive and supportive atmosphere that appealed to everyone. The class will not train anyone to become a professional athlete, but It will definitely provide an interesting and exciting experience that forces students to take a chance outside of the traditional classroom setting.
By the end of the semester, I found myself proud of my progress and my substantially improved body condition, my work ethic and understood fully why successful executives and CEOs emphasized the importance of exercise.
To achieve your dreams is to accumulate through all the small detailed things. Taking “Fit-to-Lead,” although seemingly a small commitment, has become a building block for my success. This class was one of those small detailed things for me, can it be yours?
As the greatest basketball player of all time Michael Jordan once stated, “I’ve missed more than 9000 shots in my career. I’ve failed over and over and over again in my life. And that is why I succeed.”