《管理學(xué)》英課程教學(xué)大綱

《管理學(xué)》（英）課程教學(xué)大綱

一'課程基本信息

課程代碼：

課程名稱(chēng)：管理學(xué)（英）

英文名稱(chēng)：Management

課程類(lèi)別：專(zhuān)業(yè)方向課

學(xué)時(shí)：32

學(xué)分：2

適用對(duì)象：商務(wù)英語(yǔ)專(zhuān)業(yè)、英語(yǔ)專(zhuān)業(yè)（國(guó)際商務(wù)管理）

考核方式：分散考試

先修課程：綜合英語(yǔ)、當(dāng)代商學(xué)概論

二'課程簡(jiǎn)介

本課程是外國(guó)語(yǔ)學(xué)院商務(wù)英語(yǔ)以及英語(yǔ)（國(guó)際商務(wù)與管理方向）本科學(xué)生的專(zhuān)業(yè)方

向必修課。本課程內(nèi)容包含管理學(xué)的四大基本方面，即計(jì)劃，組織，領(lǐng)導(dǎo)，和控制。在

計(jì)劃這一部分，我們將介紹決策的基礎(chǔ)，戰(zhàn)略管理，計(jì)劃的工具和技術(shù)；組織部分將包

括組織結(jié)構(gòu)與設(shè)計(jì)，溝通，人力資源管理，變革管理與創(chuàng)新；領(lǐng)導(dǎo)部分將涵蓋行為基礎(chǔ)，

團(tuán)隊(duì)建設(shè)，員工激勵(lì)，領(lǐng)導(dǎo)藝術(shù)等內(nèi)容；控制部分將涉及到控制的基礎(chǔ)，運(yùn)作和價(jià)值鏈

管理，控制組織績(jī)效諸方面。由于教學(xué)對(duì)象大多為今后的涉外人才，在本課程中融入社

會(huì)主義思想政治教育尤其重要。思政內(nèi)容將特別體現(xiàn)在組織和領(lǐng)導(dǎo)部分，教學(xué)過(guò)程中將

著重介紹中國(guó)特色社會(huì)主義的管理和西方完全市場(chǎng)經(jīng)濟(jì)和自由競(jìng)爭(zhēng)條件下組織管理的重

大區(qū)別；以國(guó)企、央企、事業(yè)單位的黨委和行政雙科層結(jié)構(gòu)為案例進(jìn)行分析，突顯黨委

領(lǐng)導(dǎo)下的行政首長(zhǎng)負(fù)責(zé)制的優(yōu)越性，以說(shuō)明行政考核體系之外的書(shū)記的存在，可以避免

行政首長(zhǎng)在日常管理事務(wù)中過(guò)度業(yè)績(jī)導(dǎo)向的傾向和過(guò)度西化的績(jī)效評(píng)價(jià)方式，對(duì)組織中

的弱勢(shì)群體起到了一定的保護(hù)作用，對(duì)社會(huì)大局的穩(wěn)定和諧做出了不可磨滅的貢獻(xiàn)。

ThiscourseisofferedtoBusinessEnglishmajors（withanInternationalBusinessandManagement

orientation）asacompulsorycourseinthe4,hsemester.Itisdesignedtointroducethefourbasicfunctionsof

management,namely,planning,organizing,leadingandcontrolling.Inplanningthecoursecovers

foundationsofdecision-making,strategicmanagement,toolsandtechniquesofplanning.Inorganizingit

touchesuponorganizationdesign,communication,HRMandmanagingchange.Leadingmainlyfocuseson

motivationissuesandcontrollingisaboutperformanceassessment.

三、課程性質(zhì)與教學(xué)目的

本課程是外國(guó)語(yǔ)學(xué)院商務(wù)英語(yǔ)專(zhuān)業(yè)（國(guó)際商務(wù)與管理方向）本科學(xué)生的專(zhuān)業(yè)方向必

修課。本課程旨在對(duì)管理學(xué)中的四個(gè)基礎(chǔ)模塊進(jìn)行綜合地，入門(mén)性地介紹。在課程中學(xué)

生將接觸到基本的管理理論，并將在教師指導(dǎo)下把所學(xué)理論嘗試性地運(yùn)用到案例分析當(dāng)

中。在課程結(jié)束時(shí)，學(xué)生應(yīng)能從較專(zhuān)業(yè)的角度去分析管理領(lǐng)域內(nèi)的問(wèn)題，掌握該領(lǐng)域內(nèi)

的常見(jiàn)專(zhuān)門(mén)術(shù)語(yǔ)。另外，本課程也將為學(xué)生打下一個(gè)繼續(xù)學(xué)習(xí)的根基。在完成本課程的

基礎(chǔ)上，學(xué)生能較容易地進(jìn)入日后方向性課程的學(xué)習(xí)，如戰(zhàn)略管理，人力資源管理，領(lǐng)

導(dǎo)，組織科學(xué)等等。同時(shí)?，在有關(guān)章節(jié)引入社會(huì)主義思想政治教育，培養(yǎng)具有高度政治

覺(jué)悟和政治素質(zhì)的復(fù)合型外語(yǔ)人才。

四'教學(xué)內(nèi)容及要求

Chap1.IntroductiontoOrganizationsandManagement

思政內(nèi)容：指出社會(huì)主義國(guó)家企事業(yè)組織和西方國(guó)家相關(guān)組織的重要區(qū)別，體現(xiàn)中央政府在經(jīng)濟(jì)管理

中的統(tǒng)籌規(guī)劃，避免盲目競(jìng)爭(zhēng)，關(guān)注民生與企業(yè)盈利與創(chuàng)新并重。

Theconceptsoforganizations,managers,andmanagementareexploredinthischapter.Every

organization,regardlessofsize,type,orlocation,needsmanagerswhohaveavarietyofcharacteristics.

Managersmaycomefromanynationalityorbeofeithergender.StevenP.Siegel,theself-described

“headbeancounter“ofLip-Schultz,Levin&Gray,isagoodexampleofamodernmanager.He

realizesthathisemployeesaregreatassets.Healsofeelsthatdevelopinghisstaff,whileeliminating

organizationalbarriers,helpshiscompanyandultimatelyhisclients.Mr.Siegelepitomizesthe

planning,organizing,leading,andcontrollingactivitiesthatmustbeperformedinorderforthe

organizationtomeetitsgoals.However,healsofostersflexibilityandcreativitywhileusinghis

managerialskillstosolveproblems.ThischapterdescribestheworkthatSiegelandothermanagersat

alllevelsandinallfunctionalareasofanorganizationperform.

LectureOutline

Introduction

WhoAreManagers?

WhatIsManagement?

WhatDoManagersDo?

ManagementFunctionsandProcesses

ManagementRoles

InterpersonalRoles

InformationalRoles

DecisionalRoles

ManagementSkills

TechnicalSkills

HumanSkills

ConceptualSkills

ManagingSystems

ManaginginDifferentandChanging

Situations

WhatIsanOrganization?

WhyStudyManagement?

TheUniversalityofManagement

TheRealityofWork

RewardsandChallengesofBeinga

Manager

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap2.ManagementYesterdayandToday

思政內(nèi)容：介紹近現(xiàn)代史上中國(guó)共產(chǎn)黨是如何領(lǐng)導(dǎo)中國(guó)人民推翻三座大山，工商企業(yè)的所有制、組織

形式、管理形式又是如何根據(jù)現(xiàn)實(shí)情況的改變?cè)诓粩嗟赝鹿始{新。

Thepurposeofthischapteristodemonstratethatknowledgeofmanagementhistorycanhelpyoubetter

understandcurrentmanagementtheoryandpractice.Thus,inordertounderstandthetheoriesandpractices

usedtoday,it'simportantformanagementstudentstolookattheevolutionofmanagementthoughtand

practices.Thepracticeofmanagementhasalwaysreflectedhistoricaltimesandsocietalconditions.For

instance,computertechnologyandonlinebusinessopportunitiesarerealitiesthatmanyorganizationsare

facing.Inthechapter-openingManager'sDilemma,ShigekiTomoyamaandAkioToyodahavedeveloped,a

WebsitethatallowscardealerstodisplayonlinephotosofusedToyotas.However,nowTomoyamaneedsto

makesurethatmaintainsitsinnovationandflexibility.Whatwouldyoudo?

LectureOutline

Introduction

ManagemenfsConnectiontoOtherFields

OfStudy

HistoricalBackground

ScientificManagement

ImportantContributions

FrederickW.Taylor

FrankandLillianGilbreth

HowDoToday'sManagersUse

ScientificManagement?

GeneralAdministrativeTheorists

ImportantContributions

HenriFayol

MaxWeber

HowDoToday'sManagersUse

GeneralAdministrativeTheories?

QuantitativeApproach

ImportantContributions

HowDoToday'sManagersUse

QuantitativeApproach?

TowardUnderstandingOrganizational

Behavior

EarlyAdvocates

TheHawthorneStudies

HowDoToday'sManagersUsethe

BehavioralApproach?

CurrentTrendsandIssues

Globalization

WorkforceDiversity

Entrepreneurship

ManaginginanE-BusinessWorld

NeedforInnovationandFlexibility

QualityManagement

LearningOrganizationsandKnowledge

Management

WorkplaceSpirituality

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap3?OrganizationalCultureandEnvironment:TheConstraints

思政內(nèi)容：企業(yè)在制定發(fā)展策略時(shí)，要和黨制定的宏大戰(zhàn)略聯(lián)系起來(lái)，方能讓自身處于一個(gè)順勢(shì)的環(huán)

境中。

Thischapterdiscussesthecomponentsandcomplexitiesofanorganization'scultureandtheexternal

environmentandhowthesemayconstrainmanagers.Inthechapter-openingManager'sDilemma,Catherine

Deslauriers,thestaffandorganizationaldevelopmentcoordinatorforthecityofVancouver,British

Columbia,isfocusingontrainingthecity'smanagerstobemoreaccountableforqualityandtoincrease

citizensatisfaction.Onebigchallengeisthatdifferentcityemployeegroups(i.e.,police,firefighters,

engineering,publicworks,etc.)haveverycontrastingcultures.Ms.Deslauriersisalsoresponsiblefor

improvingstakeholderinvolvementincitydecisionsandactions.Howcananunderstandingof

organizationalcultureandtheexternalenvironmenthelpher?

LectureOutline

Introduction

TheManager:OmnipotentorSymbolic?

TheOmnipotentView

TheSymbolicView

RealitySuggestsaSynthesis

TheOrganization'sCulture

WhatIsOrganizationalCulture?

StrongversusWeakCultures

TheSourceofCulture

HowEmployeesLearnCulture

Stories

Rituals

MaterialSymbols

Language

HowCultureAffectsManagers

TheEnvironment

DefiningtheExternalEnvironment

TheSpecificEnvironment

Customers

Suppliers

Competitors

PressureGroups

TheGeneralEnvironment

EconomicConditions

Political/LegalConditions

SocioculturalConditions

DemographicConditions

Technological

Global

HowtheEnvironmentAffects

Managers

AssessingEnvironmental

Uncertainty

StakeholderRelationshipManagement

WhoAreStakeholders?

WhyIsStakeholderRelationship

ManagementImportant?

HowCanTheseRelationshipsBe

Managed?

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap4.ManaginginaGlobalEnvironment

思政內(nèi)容：探討在當(dāng)今“逆全球化”的大形勢(shì)下，如何將習(xí)近平同志提出的“內(nèi)循環(huán)”融入企業(yè)發(fā)展

的過(guò)程中。

Thischapterexplorestheopportunitiesandchallengesmanagersfaceinmanaginginaglobalenvironment.

Managersinalltypesandsizesoforganizationsmustbepreparedtomonitorchangesintheglobal

environment.Forinstance,RaymundoGonzalez,aninternationaltradingdivisionmanagerofCemex,is

beingassignedtoworkinCemex'sAsianoperations,primarilyinIndonesia.Cemex,basedinMonterrey,

Mexico,believesthattosucceedinacompetitiveglobalenvironment,managersneedmulticultural

perspectives.Therefore,inordertodevelopRaymundoasanexecutive,Cemexisgivinghimanopportunity

tobroadenhisglobalexpertise.But,beforehetakestheplunge,Raymundo,likeanyeffectivemanager,

wantsinformationthatcanhelphimmakeintelligentdecisionsashemakestheadjustmenttoaculture

dramaticallydifferentfromhisown.

LectureOutline

Introduction

WhoOwnsWhat?

What'sYourGlobalPerspective?

UnderstandingtheGlobalEnvironment

RegionalTradingAlliances

EuropeanUnion

NorthAmericanFreeTrade

Agreement

AssociationofSoutheastAsian

Nations

DifferentTypesofGlobalOrganizations

HowOrganizationsGoGlobal

ManaginginaGlobalEnvironment

TheLegal-PoliticalEnvironment

TheEconomicEnvironment

TheCulturalEnvironment

IndividualismversusCollectivism

PowerDistance

UncertaintyAvoidance

QuantityversusQualityofLife

AGuideforU.S.Managers

IsaGlobalAssignmentforYou?

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap5.SocialResponsibilityandManagerialEthics

思政內(nèi)容：強(qiáng)調(diào)社會(huì)主義國(guó)豪的工商企業(yè)并不是唯利是圖的經(jīng)濟(jì)組織，而是兼具社會(huì)關(guān)懷和弘揚(yáng)正能

量責(zé)任的社會(huì)基石。

Thischapterestablishesaframeworkfbrunderstandingsocialresponsibilityandmanagerialethics.

CompaniessuchasTom'sofMaineorLeviStrauss,Inc.,havelongbeenconsideredtobesociallyconscious

asshownbythefactthattheytaketheirresponsibilitiestodifferentstakeholdersveryseriously.Prentice

Hallandotherpublishersareinvolvedineffortstoincreaseliteracy.Inthechapter-openingManager's

Dilemma,DarienDash,ownerofDME(DigitalMafiaEntertainment)InteractiveHoldings,Inc.,iscom-

mittedtoexpandinghardwareandsoftwareinfrastructurewithinminoritycommunities.Howmuch

responsibilitydoesanorganizationhavetosociety?Aretheseexamplesfewandfarbetween,orhave

organizationsrecognizedtheimpactthatbeingsociallyresponsibleandethicalcanhave?

LectureOutline

Introduction

WhatIsSocialResponsibility?

TwoOpposingViewsofSocial

Responsibility

TheClassicalView

TheSocioeconomicView

ArgumentsForandAgainstSocial

Responsibility

FromObligationstoResponsiveness

SocialResponsibilityandEconomic

Performance

Values-BasedManagement

PurposesofSharedValues

DevelopingSharedValues

The“Greening“ofManagement

GlobalEnvironmentalProblems

HowOrganizationsGoGreen

SummingUpSocialResponsibility

ManagerialEthics

FourViewsofEthics

FactorsThatAffectManagerialEthics

StageofMoralDevelopment

IndividualCharacteristics

StructuralVariables

Organization^Culture

IssueIntensity

EthicsinanInternationalContext

TowardImprovingEthicalBehavior

EmployeeSelection

CodesofEthicsandDecisionRules

TopManagement'sLeadership

JobGoalsandPerformance

Appraisal

EthicsTraining

ComprehensivePerformance

Appraisal

IndependentSocialAudits

FormalProtectiveMechanisms

AFinalThought

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap6.Decision-Making:TheEssenceoftheManager'sJob

思政內(nèi)容：社會(huì)主義國(guó)家企事業(yè)單位在決策過(guò)程中，更加注重普通員工的參與，基層人員具有最廣泛

的意見(jiàn)表達(dá)渠道。而資本主義國(guó)家的決策方式，無(wú)論是國(guó)家層面還是企業(yè)層面，都是按“出資額”大

小而享有不同的意見(jiàn)表達(dá)機(jī)會(huì)。

Appliedintelligencesoftwareishelpingdecisionmakersbemoreeffectiveandefficient.Severaldiverse

industriessuchasenergy,healthcare,transportation,andtelecommunicationsarerelyingonapplied

intelligencesoftwaretohelpmakedecisionsthatwerepreviouslylefttohumans.Cananythingeverreplace

thedecision-makingprocessutilizedbyhumans?Inthischapter,we'lllookatthedecisionprocessandsee

thatthereisnothingthatwilleverreplacethemanager'sneedtomakedecisions.MarioGalassoisavice

presidentofproductdevelopmentatCannondaleCorporation,aleadingmakerofmountain,roadracing,

multisport,recreational,andspecialtybicycles.Mr.Galasso,whoracesbikesinhisoff-hours,helpeddesign

Cannondale^newdirtbikeandisinchargeoflaunchingthenewproduct.Nowthatthenewbikeisout,how

shouldMr.Galassoevaluatetheeffectivenessofthedecision?Whatdecisioncriteriamightheuse?Tools

andtechniquesareavailablethatcanhelpmanagerssuchasMr.Galasso.

LectureOutline

Introduction

TheDecision-MakingProcess

Step1:IdentifyingaProblem

Step2:IdentifyingDecisionCriteria

Step3:AllocatingWeightstothe

Criteria

Step4:DevelopingAlternatives

Step5:AnalyzingAlternatives

Step6:SelectinganAlternative

Step7:ImplementingtheAlternative

Step8:EvaluatingDecision

Effectiveness

ThePervasivenessofDecisionMaking

TheManagerasDecisionMaker

MakingDecisions:Rationality,

BoundedRationality,andIntuition

AssumptionsofRationality

BoundedRationality

RoleofIntuition

TypesofProblemsandDecisions

Well-StructuredProblemsand

ProgrammedDecisions

PoorlyStructuredProblemsand

NonprogrammedDecisions

Integration

Decision-MakingConditions

Certainty

Risk

Uncertainty

Decision-MakingStyles

SummingUpManagerialDecision

Making

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap7.FoundationsofPlanning

思政內(nèi)容：企業(yè)在制定計(jì)劃時(shí)應(yīng)重視長(zhǎng)遠(yuǎn)效益和全局效益，并與國(guó)家的長(zhǎng)遠(yuǎn)規(guī)劃相呼應(yīng)。同時(shí)，對(duì)我

國(guó)五年計(jì)劃進(jìn)行介紹，讓學(xué)生從中感知到我國(guó)國(guó)民經(jīng)濟(jì)建設(shè)與發(fā)展過(guò)程中取得的重大成就，樹(shù)立民族

自豪感。

ThewebsiteistheresultofSoon-ChartYu'sdesiretobuildhisownbusinessandhispersonalknowledge

ofallergiesandasthma.YuhonedhismanagerialskillsasabrandmanagerfortheFormula409cleaning

productlineatClorox.However,afterresearchingtheallergy/asthmamarketandlearningtheintricaciesof

retailing,Yutooktheplungeandstartedhisownbusiness.Thesiteoffersover1,00()high-qualityproducts

forpeoplewithbreathingproblemsandsellsitsproductsonline,inretailoutlets,andthroughcatalogs

distributedindoctors5offices.BecauseYuhadpreparedwell-thought-outobjectivesandplans,andshowed

investorsthathewasseriousaboutsuccess,gettingthemto“coughup"over$34millionwasnotdifficult.

Thischapterdescribestheprocessofplanningasoneofthefunctionsofmanagers.Whattypesofplanning

willYuneedtokeephisbusinessgoing?

LectureOutline

Introduction

WhatIsPlanning?

WhyDoManagersPlan?

PurposesofPlanning

PlanningandPerformance

HowDoManagersPlan?

TheRoleofGoalsandPlansin

Planning

TypesofGoals

TypesofPlans

EstablishingGoals

ApproachestoEstablishingGoals

CharacteristicsofWell-Designed

Goals

StepsinGoalSetting

DevelopingPlans

ContingencyFactorsinPlanning

ApproachestoPlanning

ContemporaryIssuesinPlanning

CriticismsofPlanning

EffectivePlanninginDynamic

Environments

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap8.StrategicManagement

思政內(nèi)容：介紹企業(yè)發(fā)展的中國(guó)特色，融入管理倫理、社會(huì)責(zé)任、社會(huì)主義核心價(jià)值觀，以及中國(guó)的

傳統(tǒng)文化思想。處理好歷史與邏輯、價(jià)值塑造與理論自覺(jué)、守正與創(chuàng)新的關(guān)系。

Mergers.Alliances.Downsizing.Spin-offs.Today'snewsisfilledwithexamplesoforganizationschanging

theirstrategies.Inthechapter-openingManager'sDilemma,VaiAckerman,presidentoftheWomen's

NationalBasketballAssociation(WNBA),mustconsiderhowtoincreasefanenthusiasmandattendanceto

generatedollars.Why?Toincreaseplayersalaryandleagueattractivenesssothattop-notchfemaleathletes

willwanttoplayandthusincrease“product“desirability.However,inordertoincreaseplayersalaries,

revenuesfromticketsalesmustbecontrolledsothatfanswillbeabletoaffordtoattendthegames.Sounds

likeamerry-go-roundproblem!Ackermancanusestrategicmanagementtoolsandtechniquestohelpher

managetheWNBAandanticipateitsenvironmentalfactors.Inthischapter,weexaminethestrategic

managementprocessasitrelatestotheplanningfunction.

LectureOutline

Introduction

TheImportanceofStrategicManagement

WhatIsStrategicManagement?

PurposesofStrategicManagement

TheStrategicManagementProcess

Step1:IdentifyingtheOrganization's

CurrentMission,Objectives,and

Strategies

Step2:AnalyzingtheExternal

Environment

Step3:IdentifyingOpportunitiesand

Threats

Step4:AnalyzingtheOrganization's

Resources

Step5:IdentifyingStrengthsand

Weaknesses

Step6:FormulatingStrategies

Step7:ImplementingStrategies

Step8:EvaluatingResults

TypesofOrganizationalStrategies

Corporate-LevelStrategy

GrandStrategies

Stability

Growth

Retrenchment

CorporatePortfolioMatrix

BCGMatrix

Business-LevelStrategy

StrategicBusinessUnits

TheRoleofCompetitive

Advantage

CompetitiveStrategies

Functional-LevelStrategy

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap9.PlanningToolsandTechniques

思政內(nèi)容：從馬克思主義哲學(xué)原理與方法論出發(fā)，體現(xiàn)事物的普遍聯(lián)系，理解內(nèi)因與外因的關(guān)系，讓

學(xué)生從中學(xué)習(xí)并掌握事物的客觀規(guī)律，科學(xué)地運(yùn)用計(jì)劃工具與技術(shù)。

Thischapterintroducestheplanningtoolsandtechniquesthatmanagershaveattheirdisposaltoassistthem

inperformingthemanagementfunctions.Inthechapter-openingManager'sDilemma,WangGuoduan,

founderofKelonElectricalHoldingsCompany,isatacrossroadspointinthecompany'sexistence.uThe

best-managedcompanyinChina“isfacingasaturatedmarket,sluggisheconomy,andincreasedcompetition.

GuoduanmustdecidewheretotakethisChinesecompanythatmanufacturesrefrigerators.Whatplanning

toolsmightproveusefultoGuoduan?

LectureOutline

Introduction

TechniquesforAssessingtheEnvironment

EnvironmentalScanning

Forecasting

ForecastingTechniques

ForecastingEffectiveness

Benchmarking

TechniquesforAllocatingResources

Budgeting

RevenueBudgets

ExpenseBudgets

ProfitBudgets

CashBudgets

Scheduling

GanttCharts

LoadCharts

PERTNetworkAnalysis

BreakevenAnalysis

LinearProgramming

ContemporaryPlanningTechniques

ProjectManagement

ProjectManagementProcess

TheRoleoftheProjectManager

ScenarioPlanning

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap1().OrganizationalStructureandDesign

思政內(nèi)容：如何通過(guò)組織在縱向和橫向上的結(jié)構(gòu)設(shè)計(jì)來(lái)培養(yǎng)員工的認(rèn)知、情感、態(tài)度、價(jià)值觀、工作

動(dòng)機(jī)、團(tuán)隊(duì)協(xié)作、文化自信、創(chuàng)新變革能力。

Organizationsareexperimentingwithdifferentapproachestoorganizationalstructureanddesign.For

instance,inthechapter-openingManager'sDilemma,CEOJormaOllilaofNokiahasdesignedastructure

thatisverynonhierarchical.Oftenit'sunclearwho'sinchargealthoughemployeeslovethefreedomonce

theygetusedtoit.Thiskindofhands-offmanagementencouragescreativity,entrepreneurship,andpersonal

responsibility.Tobalancethisflexibility,rigorousfinancialtargetskeepemployeesfocused.Ollilabelieves

thatNokiacouldbeevenbetterifitbecamealearningorganization.WhatcouldOlliladotomakeNokiaa

learningorganization?Inthischapter,welookatorganizationalstructuredimensions,contingencyfactors

thataffectorganizationaldesign,andvariousconfigurationsoforganizationalstructures.

LectureOutline

Introduction

DefiningOrganizationalStructure

WorkSpecialization

Departmentalization

ChainofCommand

SpanofControl

CentralizationandDecentralization

Formalization

OrganizationalDesignDecisions

MechanisticandOrganicOrganizations

ContingencyFactors

StrategyandStructure

SizeandStructure

TechnologyandStructure

EnvironmentalUncertaintyand

Structure

CommonOrganizationalDesigns

TraditionalOrganizationalDesigns

SimpleStructure

FunctionalStructure

DivisionalStructure

ContemporaryOrganizationalDesigns

Team-BasedStructures

ProjectandMatrixStructures

AutonomousInternalUnits

TheBoundarylessOrganization

TheLearningOrganization

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap11.ManagerialCommunicationandInformationTechnology

思政內(nèi)容：以習(xí)近平總書(shū)記“人類(lèi)命運(yùn)共同體”理念為指導(dǎo)，理解系統(tǒng)中的每一個(gè)局部的不可分割

性，學(xué)習(xí)如何通過(guò)共情來(lái)讓組織的溝通更加有效，增進(jìn)彼此信任。

Asorganizationalworkforcesbecomemoreandmorediverseandwidespreadthroughouttheworld,

communicationsissuesincreaseinimportance.TomFrainier,CEOofSemifi*eddi's,anartisan-breadbakerin

Emeryville,California,hasexperiencedthis"communicationbreakdown^^firsthand.Frainierandhis

workers,whocomemostlyfromMexico,Laos,China,Peru,Cambodia,Yemen,andVietnam,realizedthe

needforclearcommunicationwhenFrainieraskedtheworkersnottoparkinspacesreservedforcustomers.

Someemployeesmisunderstoodandthoughtthathewastellingthemnottodrivetowork.Frainierrealized

hismistakewasassumingunderstandingjustbecausehewastalkingslowlyandloudly.PutyourselfinTom

Frainier'sposition.Whatcouldhedotoimprovetheeffectivenessofhiscommunications?

LectureOutline

Introduction

UnderstandingManagerialCommunication

WhatIsCommunication?

TheProcessofInterpersonal

Communication

MethodsofCommunicating

Interpersonally

BarrierstoEffectiveInterpersonal

Communication

Filtering

SelectivePerception

Emotions

InformationOverload

Defensiveness

Language

NationalCulture

OvercomingtheBarrierstoEffective

InterpersonalCommunication

UseFeedback

SimplifyLanguage

ListenActively

ConstrainEmotions

WatchNonverbalCues

OrganizationalCommunication

FormalVersusInformal

Communication

DirectionofCommunicationFlow

DownwardCommunication

UpwardCommunication

LateralCommunication

DiagonalCommunication

OrganizationalCommunication

Networks

TypesofCommunicationNetworks

TheGrapevine

UnderstandingInfonnationTechnology

HowTechnologyAffectsManagerial

Communication

NetworkedComputerSystems

WirelessCapabilities

HowInformationTechnologyAffects

Organizations

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap12.HumanResourceManagement

思政內(nèi)容：以習(xí)近平主席新時(shí)代社會(huì)主義理論為指導(dǎo)，將其中的核心思想轉(zhuǎn)化為在新的形勢(shì)下，我

們招聘什么樣人，如何招聘人；培養(yǎng)什么樣人，如何培養(yǎng)人；使用什么樣人，如何使用人；考核什

么樣人，如何考核人；激勵(lì)什么樣人，如何激勵(lì)人的知識(shí)體系、思想體系、方法論體系和話(huà)語(yǔ)體系

，樹(shù)立學(xué)生道路自信、理論自信、制度自信、文化自信。

Manyorganizationsarewellawareoftheimportanceofhavingstronghumanresourcemanagementpolicies

andpractices.EricPerbos-Brinck,founderof,seeshimselfasaglobalisticthinker.However,hisviewofthe

worldisquitedifferentfromthetraditionalEuropeanmentalityaboutimmigration.Inordertomeetthe

needsofhisfast-growingorganization,Perbos-Brinckhashiredmanyhighlyskilledworkers,whoalso

happentobefromdifferentcountriesandcultures.AsPerbos-Brinckcontinuestobringsuchemployees

onboard,heneedsaneffectiveemployeeorientationprogramtohelpthemassimilatetothiscompanyas

wellastheFrenchculture.Whatshouldthisorientationprograminclude?Thischapterexploresthenec-

essarycomponentsofaneffectiveandefficienthumanresourcemanagementsystem.

LectureOutline

Introduction

WhyHumanResourceManagementIs

Important

TheHumanResourceManagementProcess

HumanResourcePlanning

CurrentAssessment

MeetingFutureHumanResourceNeeds

RecruitmentandDecruitment

Recruitment

Decruitment

Selection

WhatIsSelection?

ValidityandReliability

TypesofSelectionDevices

TheApplicationForm

WrittenTests

Perfonnance-SimulationTests

TheInterview

BackgroundInvestigations

PhysicalExamination

WhatWorksBestandWhen?

Orientation

EmployeeTraining

SkillCategories

TrainingMethods

EmployeePerformanceManagement

PerformanceAppraisalMethods

WrittenEssays

CriticalIncidents

GraphicRatingScales

BehaviorallyAnchoredRating

Scales

MultipersonComparisons

ManagementbyGroupOrder

Ranking

ManagementbyIndividualRanking

ManagementbyPairedComparison

Objectives

360DegreeFeedback

CompensationandBenefits

CareerDevelopment

TheWayItWas

YouandYourCareerToday

CurrentIssuesinHumanResource

Management

ManagingWorkforceDiversity

Recruitment

Selection

OrientationandTraining

SexualHarassment

Work-LifeBalance

HomeAssignments:

Reviewthequestionslistedinthelectureoutline.

TeachingMethods:

Lecturing,presentation,discussion,teamworkandcasestudywiththeaidofmulti-media

Chap13.ManagingChangeandInnovation

思政內(nèi)容：通過(guò)認(rèn)識(shí)“不平衡、不充分發(fā)展”這一新時(shí)期的主要矛盾，討論如何通過(guò)變革管理與創(chuàng)新

管理來(lái)協(xié)調(diào)發(fā)展、均衡發(fā)展不同的區(qū)域、不同的行業(yè)，以實(shí)現(xiàn)社會(huì)和諧和共同富裕。

Change.It'saconstantthatorganizationsandmanagersface.Inthechapter-openingManager'sDilemma,

FranciscoSanchez-Loaeza,Panamco'sChairmanandCEO,isconst