02教案管理与组织行为学双语本柳玉寿.docx
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02教案管理与组织行为学双语本柳玉寿
西南财经大学天府学院
教案
任课教师：
柳玉寿
课程名称：
管理与组织行为学（双语）
任课班级：
2012级本科会计06,07,08,09班
授课时间：
2014-2015-2学期
西南财经大学天府学院教务处制
教案
编号：
01
章,节
Introductiontothecourse
授课方式
Teach
&Discuss
教
学
目
的
1.SelfIntroduction：
youandme
2.Helpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.
教
学
重
点
1.Arousestudentsinteresting
2.CourseDisciplinesandCourseEvaluations
教
学
难
点
1.Arousestudentsinteresting
时间分配
教学过程
45’
25’
1Introductiontoyouandme
•Selfintroduction,talkingaboutmyself,especiallyabouttheworkingexperience
•Studentintroduction,talkingaboutthefuture,aboutcareerplanningandcareerdevelopment,expectationtothiscourse.etc
•Conclusions:
Whystudymanagement?
Asemployeeormanagerinthefuture,weneedknowsomethingaboutmanagement,knowsomethingabouttheorganization.
Or,
•RewardsofBeingaManager
•aUniversalityofManagement
•ChallengesofBeingaManager
2Introductiontothiscourse
2-1Coursesbriefintroduction
•Fundamentalmanagementcourse
•Part1:
Introduction
•part2:
Planning
•part3:
Organizing
•part4:
Leading
•part5:
Controlling
2-2Courseschedule
Seeappendix1:
教学计划
第1周：
Helpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.
第2周：
Part1:
introduction
Chapter1introductiontoManagementandOrganization
Chapter2managementyesterdayandtoday
Chapter23SocialResponsibilityandManagerialEthicsReadChapter4and5afterclass
第3周：
Part-1introduction
Chapter3OrganizationalCultureandtheEnvironment:
TheConstraints
第4周：
Part2---planning
Chapter4Decision-Making:
TheEssenceoftheManager’sJob
Chapter5foundationsofplanning
第5周：
Part2:
planning
Chapter67StrategicManagementandTypesoforganizationalstrategies
第6周：
student’presentation
第7周：
student’presentation
第8周：
Part3:
organizing
Chapter9OrganizationalStructureandDesign
第9周：
五一放假
第10周：
Part3:
organizing
Chapter10managerialcommunication
第11周：
ManagementGame
第12周：
ManagementGame
第13周：
Part3:
Leading
Chapter13Introductiontoleadership
Chapter16what’snewaboutleadership?
第14周：
Part4:
leading
Chapter14motivatingemployeestoday
第15周：
Part4:
leading
Chapter15managinggroupandteams
第16周：
Part5:
controlling
Chapter19foundationofcontrol
第17周：
Students’Presentation（ThesesReport）
10’
10
30
10’
2-3Activitiesinclass
•Instructor’spresentation
•Casediscussionswithingroups
•Playgames
•Managementpractice
•Selfevaluation
•Students’presentation
•Outward-boundtrainingprogram
•Investigation
•Paper……
2-4Disciplines
•Attendance
•Teambuilding
•Researchmaterial
•Report
2-5References
•RichardL.Daft,Management,5thed.,TheDrydenPress,U.S.A
•SINO-FOREIGNMANAGEMENT（《中外管理》）,
•《管理论坛》
•
•StephenP.Robbins,Management,SeventhEdition,ChineseEdition，2004.
2-6Evaluations
Givestudentschoices:
testornot,mostofthemwillselectnotest,andthendeclarethefollowingevaluationplan,andexplainit.
•Attendance10%
•Ordinaryexercises10%
•ManagersInvestigation20%
•Managementgame20%
•Managementpaper20%
•Casereport20%
Seeappendix1:
管理实验
3Grouping
•8groups
•DifferentProfession
作
业
布
置
Assignmentfornextweek:
readchapter1andchapter2
课
后
总
结
作业需要有评级标准。
分组随机分配，可多认识不同专业的同学。
多聊下课程对未来就业的影响。
教案
编号：
02
章,节
Part1introductiontoManagementandOrganization
（chapter1\2\23）
授课方式
Teaching
&Discuss+self-test
教
学
目
的
Afterstudythischapter,studentcan:
1.Describefundamentalconceptsandprinciplesofmanagement,includingthebasicroles,skillsandfunctionsofmanagement
2.Knowthehistoricaldevelopmentofmanycurrentmanagementtheoriesrelatingtotheoperationofabusiness.
3.Identifycurrentthoughtsaboutmanagementtrendsthatwillbeaffectingmanagementandwhatbusinessmanagerscandotoprepareforthesetrends.
Inthischapter,wecancultivatestudentstheabilitiesasfollowing:
1.Applyingtheoriestorealproblems
2.Analyticalability
3.communicationskills
4.team-working
教
学
重
点
1.managerbasicroles
2.managerskills
3.functionsofmanagement
4.SocialResponsibilityandManagerialEthics
教
学
难
点
1.managerbasicroles
2.managerskills
3.functionsofmanagement
时间分配
教学过程
45’
45‘
40
Part1:
fundamentalconceptsandprinciplesofmanagement
Seevideo:
管理者的一天orcaseintroduction
Discussion:
What’smanagement?
Whatdomanagersdo?
Part2:
Developmentofmajormanagementtheories
Seeexhibit2-1,andintroduceit.Atthesametimewritekeywordsontheblackboardinordertohelpstudentbetterunderstandit.
Part3:
SocialResponsibilityandManagerialEthics
Casestudy:
英国审计第一案---南海公司,or毒奶粉事件
Debate:
businessorganizationsshouldbesociallyresponsible?
Shouldobeyethics?
Part1:
fundamentalconceptsandprinciplesofmanagement
Seevideo:
管理者的一天orcaseintroduction
Discussion:
What’smanagement?
Whatdomanagersdo?
Conclusion:
1.DefineManagement0-----“Gettingthingsdoneefficientlyandeffectively,withandthroughpeople.”
▪Effectivenessisthedegreeoforganizationalobjectivesthatarebeingattained—doingtherightthing.
▪Efficiencyisthedegreeoforganizationalresourcesarecontributedtoproductivity—doingthingsright.
2.LevelsofManagement（orlistdifferenttitle,andintroduceit）
▪FirstlinesupervisoryMiddleManagerTopExecutives
3.FunctionsofManagement
▪PlanningOrganizingLeadingControlling
4.RolesofaManager
▪Managerasacommunicator（informational）
▪Managerasaleader（interpersonal）
▪Managerasadecisionmaker
Interaction:
explaindifferentroleandgiveexamplesidentifiableactivities（wroteintheblackboard,letstudentsmakechoice）,thenSeeExhibit1-4（page10）
5.ManagementSkills
▪TechnicalHumanRelationsConceptual
SeeExhibit1-6（page12）
Selftest1:
What’sorganization?
CharacteristicsofanOrganization
▪DistinctpurposeDeliberatestructurePeople
Part2:
Developmentofmajormanagementtheories
Seeexhibit2-1,andintroduceit.Atthesametimewritekeywordsontheblackboardinordertohelpstudentbetterunderstandit.
6.HistoricalBackgroundofManagement
▪DivisionofLabor
▪IndustrialRevolution—introductionofmachinery
▪ScientificManagement—BestPractice
▪PrinciplesofManagement—HenriFayol
▪Bureaucracy—MaxWeber
▪QuantitativeApproach—statisticalanalysis,optimizationmodels,computersimulation
▪OrganizationalBehavior—humanbehaviorinanorganization
▪SystemsApproach—input,process,output
▪ContingencyApproach—intuition,logic
Part3:
SocialResponsibilityandManagerialEthics
Casestudy:
英国审计第一案---南海公司,or毒奶粉事件
Debate:
businessorganizationsshouldbesociallyresponsible?
Shouldobeyethics?
Part4:
Conclusion
作
业
布
置
Assignmentfornextweek:
1.ReadChapter4and5
课
后
总
结
教案
编号：
03
章,节
Part-1introduction
Chapter3OrganizationalCultureandtheEnvironment:
TheConstraints
授课方式
Casestudy
&Discuss
教
学
目
的
Afterstudythischapter,studentcan:
1.Familiarizewiththeinteractionsbetweenenvironment,culture,andorganizationinordertomaximizeperformance.
2.Describethesevendimensionsoforganizationalculture
3.Describethecomponentsofthespecificandgeneralenvironments.
4.Identifythemostcommonorganizationalstakeholders.
Inthischapter,wecancultivatestudentstheabilitiesasfollowing:
1.Applyingtheoriestorealproblems
2.Analyticalability
3.communicationskills
4.team-working
教
学
重
点
1.Organizationalculture
2.Thesevendimensionsoforganizationalculture
3.Thecomponentsofthespecificandgeneralenvironments.
4.Themostcommonorganizationalstakeholders.
教
学
难
点
1.Organizationalculture
2.Thesevendimensionsoforganizationalculture
3.Thecomponentsofthespecificandgeneralenvironments.
4.Themostcommonorganizationalstakeholders.
时间分配
教学过程
5’
10’
Homeworkquestionsfrompreviousweek
BriefIntroductiontotheframeworkofthisclass
Part1:
Seevideo:
Mr.ShiweiYuspeech,anddiscussorganizationculture
Part2:
Casestudy:
ThedevelopmentofTian-FuCollege,anddiscussEnvironmentconstraints
Part1:
Seevideo:
Mr.ShiweiYuspeech,anddiscussorganizationculture
Discussion
1.canyouuseonewordrepresentTian-FuCollege’Culture?
Andwhy?
2.WhocreateTian-FuCollege’Culture?
Andwhy?
Then,writeanswersontheblackboardandintroducedefinitionoforganizationculture,andanalyzeitfromthreelevels.
Conclusion:
1.OrganizationalCulture:
acollectivebehaviorofsharedmeaningandbeliefsheldbymembersofanorganizationthatdetermineshowtheyacttowardeachotherandoutsiders.Thesesharedmeaningandbeliefsinclude,butnotlimitedto,theorganization’svalues,symbols,rituals,myths,andpracticesthathaveevolvedoveraperiodoftime.Itrepresentsacommonperceptionheldbymembersofanorganizationandinfluenceshowtheybehaveinconfrontationwithissues,howtheyconceptualize,define,analyze,andresolveissuesandproblems.
2.Thesourceofsuchculturereflectsthevisionormissionoftheorganizationanditsfounders.
3.Describethesevendimensionsoforganizationalculture
4.Currentissuesfacingmanagers:
▪Creatinganethicalculture
▪Creatinganinnovativeculture
▪Creatingacustomer-responsiveculture
Part2:
Environment
Case:
ThedevelopmentofTian-FuCollege
Discussion:
•What’sfactorwil
升级会员 