管理與組織行為學(xué)(雙語)教案

1、.西南財經(jīng)大學(xué)天府學(xué)院教 案任課教師：柳玉壽課程名稱：管理與組織行為學(xué)(雙語)任課班級：2012級本科會計06,07,08,09班授課時間：2014-2015-2學(xué)期 西南財經(jīng)大學(xué)天府學(xué)院教務(wù)處制教 案 編號：01章,節(jié)Introduction to the course授課方式Teach & Discuss教學(xué)目的1. Self Introduction： you and me 2. Help students develop interesting in management, and know course schedule, Activities in class, Disci

2、plines, Evaluations and so on.教學(xué)重點1. Arouse students interesting2. Course Disciplines and Course Evaluations 教學(xué)難點1. Arouse students interesting時間分配教 學(xué) 過 程 45251 Introduction to you and me Self introduction, talking about myself, especially about the working experience Student introduction, talking a

3、bout the future, about career planning and career development, expectation to this course .etc Conclusions: Why study management? As employee or manager in the future, we need know something about management, know something about the organization. Or, Rewards of Being a Manager a Universality of Man

4、agement Challenges of Being a Manager2 Introduction to this course2-1 Courses brief introduction Fundamental management course Part 1: Introduction part 2: Planning part 3: Organizing part 4: Leading part 5: Controlling2-2 Course scheduleSee appendix 1: 教學(xué)計劃第1周 ：Help students develop interesting in

5、management, and know course schedule, Activities in class, Disciplines, Evaluations and so on.第2周 ：Part 1: introduction Chapter 1 introduction to Management and OrganizationChapter 2 management yesterday and todayChapter 23 Social Responsibility and Managerial Ethics Read Chapter 4 and 5 after class

6、第3周 ：Part-1 introduction Chapter 3 Organizational Culture and the Environment: The Constraints第4周 ：Part 2 -planningChapter 4 Decision-Making: The Essence of the Managers JobChapter 5 foundations of planning第5周 ：Part 2: planning Chapter 6 7 Strategic Management and Types of organizational strategies第

7、6周 ：student presentation第7周 ：student presentation第8周 ：Part 3: organizingChapter 9 Organizational Structure and Design第9周 ：五一放假第10周 ：Part 3: organizingChapter 10 managerial communication 第11周 ：Management Game第12周 ：Management Game第13周 ：Part 3: Leading Chapter 13 Introduction to leadershipChapter 16 wh

8、ats new about leadership?第14周 ：Part 4: leading Chapter 14 motivating employees today 第15周 ：Part 4: leadingChapter 15 managing group and teams第16周 ：Part 5: controllingChapter 19 foundation of control 第17周 ：Students Presentation (Theses Report)101030102-3 Activities in class Instructors presentation C

9、ase discussions within groups Play games Management practice Self evaluation Students presentation Outward-bound training program Investigation Paper 2-4 Disciplines Attendance Team building Research material Report 2-5 References Richard L. Daft, Management, 5th ed., The Dryden Press, U.S.A SINO-FO

10、REIGN MANAGEMENT (中外管理）, 管理論壇 Stephen P.Robbins, Management, Seventh Edition, Chinese Edition，2004.2-6 EvaluationsGive students choices: test or not, most of them will select no test, and then declare the following evaluation plan, and explain it. Attendance 10% Ordinary exercises 10% Managers Inves

11、tigation 20% Management game 20% Management paper 20% Case report 20% See appendix 1: 管理實驗3 Grouping 8 groups Different Profession作業(yè)布置Assignment for next week: read chapter 1 and chapter 2課后總結(jié)作業(yè)需要有評級標準。分組隨機分配，可多認識不同專業(yè)的同學(xué)。多聊下課程對未來就業(yè)的影響。教 案 編號：02章,節(jié)Part 1 introduction to Management and Organization (c

12、hapter 1223)授課方式Teaching & Discuss +self-test 教學(xué)目的After study this chapter, student can:1. Describe fundamental concepts and principles of management, including the basic roles, skills and functions of management2. Know the historical development of many current management theories relating to t

13、he operation of a business.3. Identify current thoughts about management trends that will be affecting management and what business managers can do to prepare for these trends.In this chapter, we can cultivate students the abilities as following:1. Applying theories to real problems 2. Analytical ab

14、ility3. communication skills4. team-working教學(xué)重點1. manager basic roles2. manager skills 3. functions of management4. Social Responsibility and Managerial Ethics教學(xué)難點1. manager basic roles2. manager skills 3. functions of management時間分配教 學(xué) 過 程45 4540Part1: fundamental concepts and principles of managem

15、entSee video: 管理者的一天 or case introduction Discussion: Whats management? What do managers do?Part 2: Development of major management theoriesSee exhibit 2-1, and introduce it. At the same time write key words on the blackboard in order to help student better understand it.Part 3: Social Responsibilit

16、y and Managerial EthicsCase study : 英國審計第一案-南海公司, or 毒奶粉事件Debate: business organizations should be socially responsible? Should obey ethics?Part1: fundamental concepts and principles of managementSee video: 管理者的一天 or case introduction Discussion: Whats management? What do managers do?Conclusion:1. D

17、efine Management0- “Getting things done efficiently and effectively, with and through people.”§ Effectiveness is the degree of organizational objectives that are being attaineddoing the right thing.§ Efficiency is the degree of organizational resources are contributed to productivitydoing

18、things right.2. Levels of Management (or list different title, and introduce it)§ First line supervisory Middle Manager Top Executives3. Functions of Management§ Planning Organizing Leading Controlling4. Roles of a Manager§ Manager as a communicator (informational)§ Manager as a

19、leader (interpersonal)§ Manager as a decision makerInteraction: explain different role and give examples identifiable activities ( wrote in the blackboard, let students make choice ), then See Exhibit 1-4 (page 10)5. Management Skills§ Technical Human Relations ConceptualSee Exhibit 1-6 (p

20、age 12)Self test 1: Whats organization? Characteristics of an Organization§ Distinct purpose Deliberate structure PeoplePart 2: Development of major management theoriesSee exhibit 2-1, and introduce it. At the same time write key words on the blackboard in order to help student better understan

21、d it.6. Historical Background of Management§ Division of Labor§ Industrial Revolutionintroduction of machinery§ Scientific ManagementBest Practice§ Principles of ManagementHenri Fayol§ BureaucracyMax Weber§ Quantitative Approachstatistical analysis, optimization models,

22、 computer simulation§ Organizational Behaviorhuman behavior in an organization§ Systems Approachinput, process, output§ Contingency Approachintuition, logicPart 3: Social Responsibility and Managerial EthicsCase study : 英國審計第一案-南海公司, or 毒奶粉事件Debate: business organizations should be so

23、cially responsible? Should obey ethics?Part 4: Conclusion 作業(yè)布置Assignment for next week: 1. Read Chapter 4 and 5課后總結(jié)教 案 編號：03章,節(jié)Part-1 introduction Chapter 3 Organizational Culture and the Environment: The Constraints授課方式Case study & Discuss教學(xué)目的After study this chapter, student can:1. Familiarize

24、 with the interactions between environment, culture, and organization in order to maximize performance.2. Describe the seven dimensions of organizational culture3. Describe the components of the specific and general environments.4. Identify the most common organizational stakeholders.In this chapter

25、, we can cultivate students the abilities as following:1. Applying theories to real problems 2. Analytical ability3. communication skills4. team-working教學(xué)重點1. Organizational culture 2. The seven dimensions of organizational culture3. The components of the specific and general environments.4. The mos

26、t common organizational stakeholders.教學(xué)難點1. Organizational culture 2. The seven dimensions of organizational culture3. The components of the specific and general environments.4. The most common organizational stakeholders.時間分配教 學(xué) 過 程510 Homework questions from previous weekBrief Introduction to the

27、framework of this classPart 1: See video : Mr. Shiwei Yu speech, and discuss organization culturePart 2:Case study: The development of Tian-Fu College, and discuss Environment constraints Part 1: See video : Mr. Shiwei Yu speech, and discuss organization cultureDiscussion1. can you use one word repr

28、esent Tian-Fu College Culture? And why? 2. Who create Tian-Fu College Culture? And why? Then, write answers on the blackboard and introduce definition of organization culture, and analyze it from three levels.Conclusion:1. Organizational Culture: a collective behavior of shared meaning and beliefs h

29、eld by members of an organization that determines how they act toward each other and outsiders. These shared meaning and beliefs include, but not limited to, the organizations values, symbols, rituals, myths, and practices that have evolved over a period of time. It represents a common perception he

30、ld by members of an organization and influences how they behave in confrontation with issues, how they conceptualize, define, analyze, and resolve issues and problems. 2. The source of such culture reflects the vision or mission of the organization and its founders.3. Describe the seven dimensions o

31、f organizational culture4. Current issues facing managers:§ Creating an ethical culture§ Creating an innovative culture§ Creating a customer-responsive culturePart 2: EnvironmentCase : The development of Tian-Fu CollegeDiscussion: Whats factor will influence colleges operation? And, w

32、rite on the blackboard. Then, explain it. And the same time introduce analyze tools-SWOT analysis, PEST analysis. How the Environment Affects Managers? according to exhibit 3-10,(page 68) which cell do Tian-Fu College allocate?Conclusion:5. External Environment: Those factors and forces outside the

33、organization that affect the organizations performance. 6. Components of the External Environment§ Specific environment: external forces that have a direct and immediate impact on the organization. -SWOT analysis§ General environment: broad economic, socio-cultural, political/legal, demogr

34、aphic, technological, and global conditions that may affect the organization -PEST analysis7. Assessing the environmental uncertainty-How the Environment Affects Managers Environmental Uncertainty-The extent to which managers have knowledge of and are able to predict change their organizations exter

35、nal environment is affected by: Complexity of the environment: the number of components in an organizations external environment. Degree of change in environmental components: how dynamic or stable the external environment is.8. Managing Stakeholder Relationships Any constituencies in the organizati

36、ons environment that are affected by the organizations decisions and actionsAnd use the following step to managing Tian-Fu Colleges Stakeholder Relationships Identify the organizations external stakeholders. Determine the particular interests and concerns of the external stakeholders. Decide how cri

37、tical each external stakeholder is to the organization. Determine how to manage each individual external stakeholder relationship.Part 3: Conclusion about the part 1作業(yè)布置Assignment for next week: Assignment 1: Read Chapter 4Assignment 2: interview manager , show in week 7實驗項目一：高管訪談錄 以小組為單位調(diào)查真實企業(yè)管理者，

38、第7周 展示課后總結(jié)作為管理與組織學(xué)的導(dǎo)論部分，重點應(yīng)放在吸引學(xué)生的學(xué)習(xí)興趣，側(cè)重整體的框架的介紹，樹立基本的管理理念。教 案 編號：04章,節(jié)Part 2 -planningChapter 4 Decision-Making: The Essence of the Managers JobChapter 5 foundations of planning授課方式Case study + Discussion +self test +practice教學(xué)目的After study this chapter, student can:1. Define decision and decision

39、-making process.2. Describe the assumptions of decision making( rational. bounded rationality, intuitive decision)3. Contrast programmed and non-programmed decisions and three decision-making conditions.4. Explain maxi-max, maxi-min, and mini-max decision choice approaches.5. Describe the four decis

40、ion making styles.6. understanding the twelve decision-making biases managers may exhibit, and how to deal with it 7. Understanding What Is Planning and How Do Managers Plan.8. Establishing Goals and Developing PlansIn this chapter, we can cultivate students the abilities as following:1. Applying th

41、eories to real problems 2. Analytical ability3. communication skills4. team-working教學(xué)重點1. Decision and decision-making process.2. Managerial decision-making model.3. assumptions of decision making, three decision-making conditions4. decision choice approaches, four decision making styles5. Planning6

42、. characteristics of well-designed goals7. How Do Managers Plan?8. Establishing Goals and Developing Plans教學(xué)難點1. Decision and decision-making process.2. Managerial decision-making model.3. assumptions of decision making, three decision-making conditions4. decision choice approaches, four decision ma

43、king styles5. Planning6. characteristics of well-designed goals7. How Do Managers Plan?8. Establishing Goals and Developing Plans時間分配教 學(xué) 過 程104545Part 1: Case-家庭現(xiàn)金的投資決策(黃金、房地產(chǎn)、儲蓄、股票) 高考決策成都石化項目Discussion: the importance of decision makingPart 2： practice -選擇朋友的決策Through practice and self-test , we d

44、iscuss the model of decision making, to analysis the Part 3: case study and practice personal plan Through case study about JIADUOBAO and practice personal plan, we discuss some thing about planning.Part 1: Case-家庭現(xiàn)金的投資決策(黃金、房地產(chǎn)、儲蓄、股票) 高考決策成都石化項目Discussion: the importance of decision makingPart 2： c

45、ase study-選擇朋友的決策Stage 1: question Stage 2: Use the model of decision making, see exhibit 4-12(page 91) to analysis the problem of decision making. Conclusion:1. The Eight Steps of Decision Making Process§ Identifying a problem§ Identifying decision criteria§ Allocating weights to the

46、 criteria§ Developing alternatives§ Analyzing alternatives§ Selecting an alternative§ Implementing the alternative§ Evaluating decision effectiveness2. Decision-making perspectives:§ Rationalityclear and unambiguous§ Bounded Rationalityunder assumptions, inability

47、to process information, limited alternatives§ Intuitionbased heavily on experience, feelings and accumulated judgment§ Procedurea series of sequential steps that can be used to respond to a well-structured problem.§ Rulean explicit statement that tells managers what they can or cannot

48、 do.§ Policya guideline for making decisions.3. Types of Problems and Decisions Structured Problems-Programmed Decision Unstructured Problems-Nonprogrammed Decisions4. Decision-making Conditions§ Certainty Risk UncertaintyStage 3: judge you decision-making style Self test 7-9Discussion: wh

49、at errors will take place when we make decision? 5. Decision-Making Styles Directive-Use minimal information and consider few alternatives. Analytic-Make careful decisions in unique situations. Conceptual-Maintain a broad outlook and consider many alternatives in making decisions. Behavioral-Avoid c

50、onflict by working well with others and being receptive to suggestions.6. Decision-Making Biases and Errors Overconfidence Bias-Holding unrealistically positive views of ones self and ones performance. Immediate Gratification Bias-Choosing alternatives that offer immediate rewards and that to avoid

51、immediate costs. Anchoring Effect-Fixating on initial information and ignoring subsequent information. Selective Perception Bias-Selecting organizing and interpreting events based on the decision makers biased perceptions. Confirmation Bias-Seeking out information that reaffirms past choices and dis

52、counting contradictory information. Anchoring Effect-Fixating on initial information and ignoring subsequent information. Selective Perception Bias-Selecting organizing and interpreting events based on the decision makers biased perceptions. Confirmation Bias-Seeking out information that reaffirms p

53、ast choices and discounting contradictory information Framing Bias-Selecting and highlighting certain aspects of a situation while ignoring other aspects. Availability Bias-Losing decision-making objectivity by focusing on the most recent events. Randomness Bias-Creating unfounded meaning out of ran

54、dom events Sunk Costs Errors-Forgetting that current actions cannot influence past events and relate only to future consequences. Self-Serving Bias-Taking quick credit for successes and blaming outside factors for failures.Characteristics of an Effective Decision-Making Process It focuses on what is important. It is logical and consistent. It acknowledges both subjec