組織行為學(xué)-教學(xué)大綱

1、組織行為學(xué)教學(xué)大綱Syllabus of Orga ni zati onal Behavior課程編號(hào)：150052BCourse code: 150052B課程類型：專業(yè)選修課Course type: Discipli ne Elective Course總 學(xué)時(shí)：32講課學(xué)時(shí)：32實(shí)驗(yàn)（上機(jī)）學(xué)時(shí)：0Instruction time: 32 Lecture:32Experiment and exercises 0學(xué) 分：2Grade credits: 2適用對(duì)象：金融學(xué)（金融經(jīng)濟(jì)）Audienee: Finance（Finance and Economics Experimental Cl

2、as） 先修課程：無(wú)Prerequisite: N/A一、課程的教學(xué)目標(biāo)Course Objectives組織行為學(xué)課程主要講授個(gè)體、群體、結(jié)構(gòu)及這些因素對(duì)組織內(nèi)部行為 的影響。教學(xué)目標(biāo)是讓學(xué)生系統(tǒng)地掌握組織中個(gè)體行為與心理、群體行為和屬性、 組織系統(tǒng)特征的基本概念和理論。結(jié)合經(jīng)典案例和企業(yè)實(shí)踐，提高學(xué)生分析和解 決人與工作、組織、環(huán)境要素間的匹配，激勵(lì)，和組織變革等問(wèn)題的能力。為今 后學(xué)習(xí)其他管理專業(yè)課程奠定基礎(chǔ)。培養(yǎng)學(xué)生全方位描述、分析、解釋組織實(shí)際問(wèn)題的能力，并在一定程度上指導(dǎo)自己的行為。Orga ni zati on behavior mainly in troduces in div

3、iduals, groups, orga ni zati on structure andtheir in flue nces on orga ni zati on behavior at multiple levels. The target of this course is to helpstude nts master the basic con cepts and theories of in dividual behavior, psychology, the behaviorand the n ature of groups, and characteristics of org

4、a ni zati on systems. The course will in tegratetypical cases and corporate practices, improve stude ntscapabilities of an alyz ing and sol vingthe problems in match ingindividuals, work, organization, and environment. The course will set up the bases for studentsfuture studies of management princip

5、les. It cultivates students of describ ing, an alyz ing, and explaining practical problems in orga ni zati ons and con ducts their acti ons.capa二、教學(xué)基本要求Teach ing Pla ns and Requireme nts本課程注重教學(xué)內(nèi)容的基礎(chǔ)性，全面介紹個(gè)體層面、群體層面、和組織層面 中人的心理和行為對(duì)行為有效性的影響，并闡述組織行為學(xué)在人力資源管理和企 業(yè)管理實(shí)踐方面的運(yùn)用，就組織行為學(xué)科前沿問(wèn)題和最新理論研究進(jìn)行介紹。主 要教學(xué)內(nèi)容包括個(gè)

6、體行為基礎(chǔ)、個(gè)體性格和價(jià)值觀、組織及組織設(shè)計(jì)、組織文化、 組織變革、領(lǐng)導(dǎo)模式、激勵(lì)理論、溝通與沖突管理等。This course emphasizes the basic role of orga ni zati on behavior. It systematically in troducesthe effect of the psychology and behavior of in dividuals at in dividual level, group level, and orga nizatio n level on orga ni zati on outputs. It in

7、 troduces the applicati on of orga ni zati on behavior toHR man ageme nt and Corporate Man ageme nt fields. The frontier research topics in organizationbehavior will also be introduced in the courses. The mai n contents of the course are in dividualbehavior, pers on ality and value, orga ni zati on

8、and orga ni zati on desig n, orga ni zati on culture,orga ni zati on cha nges, leadership, motivati on theories, com muni cati on and orga ni zati on conflicts.案例分析是商科學(xué)習(xí)的重要手段，能夠?qū)⒄n本知識(shí)靈活應(yīng)用到真是的商業(yè)環(huán) 境中。組織行為學(xué)要求學(xué)生在學(xué)習(xí)后，能夠分析現(xiàn)實(shí)商業(yè)環(huán)境下的組織個(gè)體與團(tuán) 隊(duì)的行為。學(xué)生掌握案例分析方法對(duì)未來(lái)學(xué)習(xí)和實(shí)踐具有重要意義。案例分析的另一個(gè)重要特征是互動(dòng)性。本課討論的所有案例都要求學(xué)生能夠參與其中，完成

9、小組討論。Case Study has bee n widely adopted in Bus in ess educatio n. It provides lear ners with a“real”con text to utilize what they have lear ned from the“textbookOrga ni zatio nal behavior requires stude nts to in terpret and man age the behaviors of both individuals and teams un der real bus in ess

10、 world. This study tool is of great importa nee for yourfurther study and practices. Ano ther critical characteristic of case study is to in teract. All the casesto be discussed on the class should be well prepared ahead based on your group discussi ons.課程的考核如下：考核方式百分比期中考試20%小組作業(yè)15%小組作業(yè)210%期末考試60%考勤

11、5%合計(jì)100%Assessme nt:Items%Midterm20%Group project 15%Group project 210%Fi nal60%Atte ndance5%Total100%三、各教學(xué)環(huán)節(jié)學(xué)時(shí)分配（黑體，小四號(hào)字）Teach ing pla n of each lecture以表格方式表現(xiàn)各章節(jié)的學(xué)時(shí)分配，表格如下:教學(xué)課時(shí)分配序 號(hào)早節(jié)內(nèi)谷講 課 實(shí) 驗(yàn)其/、他合計(jì)1組織行為簡(jiǎn)介Chapter 1 What is Orga ni zatio nal Behavior222組織中的多元化Chapter 2 Diversity in Orga ni zati ons

12、223案例分析Case study: In tel in China224態(tài)度與工作滿意度Chapter 3 Attitudes and Job Satisfact ion225情緒與心情Chapter 4 Emoti ons and Moods226性格與價(jià)值觀Chapter 5 Pers on ality and Values227案例分析Case study: JetBlue Airways228認(rèn)知與個(gè)體決策Chapter 6 Percepti on and In dividual Decisi on229動(dòng)機(jī)與動(dòng)機(jī)理論應(yīng)用Chapter 7 Motivati on Con cepts

13、 and Applicati on446小組作業(yè)1Group Presentation:Managing: Conflict in aDiverse Workplace227團(tuán)隊(duì)行為的基礎(chǔ)Chapter 8 Foun dati ons of Group Behavior228工作團(tuán)隊(duì)Chapter 9 Work Team229溝通Chapter 10 Communi cati on2210領(lǐng)導(dǎo)力Chapter 11 Leadership2211小組作業(yè)2Group Presentation: Motorola Corporation: The Viewfrom the CEO Office22

14、合 計(jì)24832四、教學(xué)內(nèi)容 第一章簡(jiǎn)介Part 1 In troducti on第一節(jié)組織行為簡(jiǎn)介1.社交能力的重要性2.管理者職責(zé)3.組織行為4.直覺(jué)與系統(tǒng)學(xué)習(xí)5.組織行為研究沒(méi)有絕對(duì)的答案6.組織行為學(xué)的機(jī)遇與挑戰(zhàn)教學(xué)重點(diǎn)、難點(diǎn)：組織行為學(xué)研究?jī)?nèi)容、管理者職責(zé) 課程考核：無(wú)復(fù)習(xí)與思考題：Case incident 1&2與課后討論題Chapter 1 What is Orga ni zati onal Behavior1. The importa nee of in terpers onal skills2. What man agers do?3. En ter orga ni

15、 zatio nal behavior4. Complementing intuition with systematic study5. There are few absolutes in OB6. Challenges and opportunities for OBKey and difficulties points : organizational behavior, managersresponsibilitiesEvaluation requirements : N/AReview and practice : Case incident 1&2 and Questio

16、ns for Review第二章 個(gè)體Part 2 Individual第二節(jié) 組織中的多元化1.多元化2.個(gè)體地理特征3.能力4.多元化的管理5.管理者啟示教學(xué)重點(diǎn)、難點(diǎn)： 工作場(chǎng)所員工的多元化特征、智商與情商能力、能力欠缺、 組織中的多元化課程考核 ：了解組織多元化，理解員工的多種能力，保持多元化復(fù)習(xí)與思考題 ：案例分析英特爾在中國(guó)、Case incident 1&2與課后討論題Chapter 2 Diversity inOrganizations1. Diversity2. Biographical characteristics3. Ability4. Implementing

17、 diversity management strategies5. Summary and implications for managersKey and difficulties points : diversity of demographic characteristics of workplace,IQ, disabilities, and diversity in groupsEvaluation requirements : to know diversity of group; Understand multiple abilitiesof employees; Master

18、 the ways to maintaining diversityReview and practice : Case study:“Intel in China”, Case incident 1&2 and Questionsfor Review第三節(jié) 態(tài)度與工作滿意度1.態(tài)度： 態(tài)度的構(gòu)成、行為與態(tài)度的關(guān)系、工作態(tài)度2.工作滿意度： 滿意度的測(cè)量、工作滿意的原因、工作滿意程度對(duì)員工的影響3.管理者啟示教學(xué)重點(diǎn)、難點(diǎn)： 態(tài)度的構(gòu)成、行為與態(tài)度的關(guān)系、工作態(tài)度滿意度的測(cè)量 課程考核 ：了解態(tài)度構(gòu)成和工作態(tài)度，理解行為與態(tài)度之間的關(guān)系、工作態(tài)度， 掌握工作滿意度的測(cè)量與工作滿意度的影

19、響復(fù)習(xí)與思考題 ：Case incident 1&2與課后討論題Chapter 3 Attitudes and Job Satisfaction1. Attitudes: the main components of attitudes, behavior and attitudes, job attitudes2. Job satisfaction: measuring job satisfaction, the causes of job satisfaction, the impact ofsatisfied and dissatisfied employees on the w

20、orkplace3. Summary and implications for managersKey and difficulties points : the main components of attitudes, behavior and attitudes, andmeasuring job satisfaction,Evaluation requirements : to know the main components of attitudes; Understand the relationshipbetween behavior and attitudes and job

21、attitudes; Master the ways to measuring job satisfactionand influence of job satisfaction on employees Review and practices: Case Incident 1&2, andquestions for review第四節(jié) 情緒與心情1.情緒與心情:基本的情緒與情緒，情緒的作用，情緒與心情的來(lái)源2.情緒化的勞動(dòng)力3.有效的事件理論4.情商5. OB應(yīng)用的情緒與心情6.管理者其實(shí)教學(xué)重點(diǎn)、難點(diǎn)： 情緒與心情、情商、OB應(yīng)用的情緒與心情 課程考核 ：了解情緒是勞動(dòng)者持有的特

22、征、有效事件理論，理解情緒與心情的 作用來(lái)源于種類，掌握情商的測(cè)量，運(yùn)用OB領(lǐng)域的情緒與心情。復(fù)習(xí)與思考題 ：Case incident 1&2與課后討論題Chapter 4 Emotions and Moods1.What are emotions and moods: the basic emotions and mood, the function of emotions,sources of emotions and moods2. Emotional labor3. Affective events theory4. Emotional intelligence5. OB a

23、pplications of emotions and moods6. Summary and implications for managersKey and difficulties points : What are emotions and moods, emotional intelligence, and OBapplications of emotions and moodsEvaluation requirements : to know the basic emotions and mood, affective events theory;Understand the fu

24、nction of emotions; Master the ways to measureEQ; Use OB applications ofemotions and moodsReview and practices: Case Incident 1&2, and questions for review第五節(jié) 性格與價(jià)值觀1.性格：幾種性格測(cè)量2.價(jià)值觀：價(jià)值觀重要性3.個(gè)體性格與價(jià)值觀對(duì)工作場(chǎng)所的影響：個(gè)體工作適應(yīng)、個(gè)體組織適應(yīng)4.國(guó)際化的價(jià)值觀5.管理者啟示教學(xué)重點(diǎn)、難點(diǎn)： 性格的測(cè)量、工作場(chǎng)所個(gè)體與工作、個(gè)體與組織的適應(yīng) 課程考核 ：了解國(guó)際化價(jià)值觀，理解個(gè)體性格與價(jià)值觀對(duì)

25、工作場(chǎng)所的影響， 掌握性格的測(cè)量，運(yùn)用個(gè)體與工作、組織的適應(yīng)匹配進(jìn)行案例分析。復(fù)習(xí)與思考題 ：案例分析JetBlue航空公司、Case incident 1&2與課后討論 題Chapter 5 Personality and Values1. Personality: Myers-Briggs type indicator, the big five-personality model, and other personalitytraits relevant to OB2. Values: the importance of values, terminal versus instr

26、umental values generational values3. Linking an individuals personality and values to the workplacjeo:bpfeitrsaonndpers onrga ni zati on fit4. International values5. Summary and implications for managersKey and difficulties points : measuring personality, persoob fit and person organization fitEvalu

27、ation requirements : to know international values; Understand the influence of an individuals persoannadlityvalues on the workplace; Master the measurement of pers on ality; Use thepersoob fit and pers on -orga ni zati on fit to an alyze case studies.Review and practices: Case study:“JetBlue Airways

28、”, Case Incident 1&2, and questions forreview第六節(jié) 認(rèn)知與個(gè)體決策1.認(rèn)知的含義2.個(gè)體認(rèn)知：歸因理論、對(duì)他人判斷通用捷徑3.認(rèn)知與個(gè)體決策4.組織中的決策：理性決策、有限理性決策、直覺(jué)與決策誤差5.個(gè)體差異與組織的局限對(duì)決策影響6.三種決策標(biāo)準(zhǔn)有利于促進(jìn)決策創(chuàng)新7.管理者啟示教學(xué)重點(diǎn)、難點(diǎn)： 認(rèn)知的含義、個(gè)體認(rèn)知、認(rèn)知與個(gè)體決策、決策模式 課程考核 ：了解三種決策標(biāo)準(zhǔn)與決策創(chuàng)新的影響、個(gè)體差異與組織的局限對(duì)決 策影響，理解認(rèn)知的含義、個(gè)體認(rèn)知、認(rèn)知與個(gè)體決策，掌握組織中的決策模 式復(fù)習(xí)與思考題 ：Case incident 1&2

29、與課后討論題Chapter 6 Perception and Individual Decision1.What is perception: factors that influence perception2.Person perception: attribution theory, common shortcuts in judging others,specific applications of shortcuts in organizations3.The link between perception and individual decision making4.Decisi

30、on making in organizations: the rational model, bounded rationality, and intuition;common biases and errors in decision making5.Influences on decision-making: individual differences and organizational constraints6.Three ethical decision criteria improving creativity in decision making7.Summary and i

31、mplications for managersKey and difficulties points : to know what is perception, person perception, perception andindividual decision making, decision making in organizations Evaluation requirements : to knowthree ethical decision criteria improving creativity in decision-making, and individual dif

32、ferencesand organizational constraints; Understand perception, person perception, and the link betweenperception and individual decision making; Master decision making in organizations Review andpractices: Case Incident 1&2, and questions for review第七節(jié) 動(dòng)機(jī)與動(dòng)機(jī)理論應(yīng)用1.動(dòng)機(jī)定義2.早期動(dòng)機(jī)理論3.當(dāng)代動(dòng)機(jī)理論4.整合當(dāng)代動(dòng)機(jī)理論5.

33、管理者啟示教學(xué)重點(diǎn)、難點(diǎn)： 各類動(dòng)機(jī)理論 課程考核： 了解各類動(dòng)機(jī)理論，掌握當(dāng)代動(dòng)機(jī)理論 復(fù)習(xí)與思考題： 小組作業(yè)1-管理：在多元化工作空間下的沖突 、Case incident 1&2與課后討論題Chapter 7 Motivation Concepts and Application1.Defining motivation2.Early theories of motivation: hierarchy of needs theory, theory x and theory y3.Contemporary theories of motivation4.Integrating

34、contemporary theories of motivation5. Summary and implications for managersKey and difficulties points: motivation theoriesEvaluation requirements : to know the motivation theories and master the contemporary theories ofmotivationReview and practices: Assignment 1-“Managing: Conflict in a Diverse Wo

35、rkplace Case incident1&2 and questions for review第三章 團(tuán)隊(duì)Part 3 The Group第八節(jié) 小組行為的基礎(chǔ)1.小組的定義2.小組發(fā)展的階段3.小組特征：角色、規(guī)范、地位、規(guī)模、內(nèi)核性、多元性4.小組決策5.管理者啟示 教學(xué)重點(diǎn)、難點(diǎn)： 小組的定義與發(fā)展階段、小組決策 課程考核： 了解小組定義，理解小組的特征，掌握小組決策特點(diǎn) 復(fù)習(xí)與思考題：Case incident 1&2與課后討論題Chapter 8Foundations of Group Behavior1. Defining and classifying gro

36、ups2. Stages of group development3. Group properties: roles, norms, status, size, cohesiveness, and diversity4. Group decision-making5. Summary and implications for managersKey and difficulties points: Groups and their classification, stages of group development, and groupdecision-makingEvaluation r

37、equirements : to know group definition; Understand group properties; Master theprocess of group decision-makingReview and practices: Case incident 1&2 and questions for review第九節(jié) 工作團(tuán)隊(duì)1.團(tuán)隊(duì)工作成為趨勢(shì)2.小組與團(tuán)隊(duì)區(qū)別3.團(tuán)隊(duì)種類4.構(gòu)建有效團(tuán)隊(duì)5.將個(gè)體與團(tuán)隊(duì)發(fā)展統(tǒng)一6.團(tuán)隊(duì)未必正確7.管理者啟示教學(xué)重點(diǎn)、難點(diǎn)： 團(tuán)隊(duì)與小組區(qū)別、有效團(tuán)隊(duì)建設(shè) 課程考核： 了解團(tuán)隊(duì)定義，理解團(tuán)隊(duì)種類，掌握構(gòu)建有效團(tuán)隊(duì)的

38、方法 復(fù)習(xí)與思考題：Case incident 1&2與課后討論題Chapter 9 Work Team1. Why have teams become so popular?2. Differences between groups and teams3. Types of teams4. Creating effective teams5. Turning individuals into team players6. Teams arent always the answer7. Summary and implications for managersKey and diffi

39、culties points: Differences between groups and teams, creating effective teamsEvaluation requirements : to know team definition; Understand types of teams; Master themanners to create effective teamsReview and practices: Case incident 1&2 and questions for review第十節(jié) 溝通1.溝通的作用2.溝通過(guò)程3.溝通定義4.人際溝通5.

40、組織溝通6.溝通渠道選擇7.擁有說(shuō)服力的溝通8.有效溝通的障礙9.管理者啟示教學(xué)重點(diǎn)、難點(diǎn)： 溝通的過(guò)程、組織內(nèi)溝通、溝通渠道課程考核： 了解溝通的作用，理解溝通過(guò)程和人際溝通，掌握溝通渠道的選擇 和具有說(shuō)服力的溝通復(fù)習(xí)與思考題：Case incident 1&2與課后討論題Chapter 10 Communication1. Functions of communication2. The communication process3. Direction of communication4. Interpersonal communication5. Organizational communication6. Choice of communication channel7. Persuasive communications8. Barriers to effective communication9. Summary and implications for managersKey and difficulties points: communication process, creating effective teams, organizationalcommunication, and communication