組織行為學(xué)課程介紹與教學(xué)大綱

組織行為學(xué)課程簡(jiǎn)介課程編號(hào)12MGT210課程名稱(chēng)組織行為學(xué)課程性質(zhì)必修學(xué) 時(shí)32學(xué) 分2學(xué)時(shí)分配授課：32實(shí)驗(yàn)：上機(jī)：實(shí)踐：實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50%。開(kāi)課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專(zhuān)業(yè)財(cái)務(wù)管理（中澳合作）先修課程人力資源管理課程內(nèi)容:組織行為學(xué)是財(cái)務(wù)管理（中澳合作）專(zhuān)業(yè)的一門(mén)必修課。該課程的主要內(nèi)容包括組織行為學(xué)的基本理論、相關(guān)觀點(diǎn)以及發(fā)展前沿等。具體而言，這門(mén)課程的教學(xué)內(nèi)容主要包括組織內(nèi)個(gè)人和團(tuán)隊(duì)行為的各種問(wèn)題與現(xiàn)象的分析。如，個(gè)體行為特征的主要?jiǎng)澐种笜?biāo)、人格的基本類(lèi)型、個(gè)體能力與績(jī)效間的關(guān)系、不同團(tuán)隊(duì)績(jī)效差異的主要原因、團(tuán)隊(duì)運(yùn)行中的各種問(wèn)題等等。通過(guò)本門(mén)課程的學(xué)習(xí)，學(xué)生能夠熟悉并了解組織管理中的各種行為現(xiàn)象，能夠運(yùn)用相關(guān)理論和方法處理相關(guān)問(wèn)題，從而提高組織管理的能力。After learning the chapter, you should be able to define communication and discussits role in organizations, define conflict and explain how it may affectorganizational effectiveness. Explain how managers may deal with conflicteffectively.CHAPTER 14 ORGANIZATION CHANGE AND INNOVATIONAfter learning the chapter, you should be able to distinguish between radical andincremental planned change. Discuss the forces favouring change and the targets ofchange in contemporary organizations. Identify the change strategies used bymanagers.三、章節(jié)學(xué)時(shí)分配章次總課時(shí)課堂講授實(shí)驗(yàn)上機(jī)實(shí)踐備注12223333344454464474483393310441144124413441422總計(jì)4848四、教材與主要參考資料教材1JACK WOOD 等.ORGANIZATIONAL BEHAVIOUR. John Wiley & Sons Australia, Ltd,2010.參考資料1陳春花，楊忠，曹洲濤.組織行為學(xué).北京：機(jī)械工業(yè)出版社，2009.Brief IntroductionCode12MGT210TitleOrganizational BehaviourCourse natureRequiredSemester Hours32 Credits 2Semester HourStructureLecture： 32 Experiment：Computer Lab：Practice：Practice (Week)：AssessmentClosed book examination, usually results accounted for 50%, the final gradeaccounted for 50%.Offered byInternational Education CollegeDateforFinancial Management (Sino-Australian cooperation)PrerequisiteHuman Resource ManagementCourse Description:Organizational Behaviour is the compulsory subject for the students majored in FinancialManagement (Sino-Australian cooperation), and it is a basic course for this major. The subjectcovers a broad range of topics including the regulatory framework of individual behaviour, groupdynamic and some issues of organizational management. It provides students with basic skills,knowledge and attitudes that enable you to recognize the relative phenomenon of behavior withinany organization, to analyze and interpret the relationship between individual behavior andperformance. And discuss the topics of group or organizational management. The purpose of thiscourse is:1 .Understand the importance of organizational behaviour;2. Regonize the major viewpoint about individual attribute/capabilities/competencies3. Familiar with the tactics or methods of group management.4. Understand the relationship between organizational culture and leadership5.Identify the future issues in the field of organizational behaviour組織行為學(xué)課程教學(xué)大綱課程編號(hào)MGT210課程名稱(chēng)組織行為學(xué)課程性質(zhì)必修學(xué)時(shí)48學(xué) 分2學(xué)時(shí)分配授課：48實(shí)驗(yàn):上機(jī)：實(shí)踐：實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50% o開(kāi)課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專(zhuān)業(yè)財(cái)務(wù)管理（中澳合作）先修課程人力資源管理一、教學(xué)內(nèi)容CHAPTER 1 What is organizational behaviour1.1 Introduction to OB1.2 what is OB1.3 Managers in organizations1.4 Contemporary themes in OB1.5 Why study OBDifficulties： Contemporary themes in OBKey points: understand why study OBCHAPTER 2 individual attributes and their effects on job performance1.1 Individual performance factors1.2 Demographic differences among individuals1.3 Competency differences among individuals1.4 Personality differences among individuals1.5 Individual differences and workplace diversity1.6 Value1.7 Attitudes1.8 Job satisfaction and workplace behavior1.9 Perception and the perceptual processDifficulties： individual attribute, individual competencyKey points: Recognize the difference among individualsCHAPTER 3 Motivation and Empowerment1.1 Motivating and empowering the workforce1.2 Content and process motivation theories1.3 EmpowermentDifficulties： process motivation theories, content motivation theoriesKey points: Integrating content and process motivationCHAPTER 4 Learning, Reinforcement and Self-management1.1 learning as a modification of work behaviour1.2 Reinforcement as a strategy to modify work behavior1.3 Social learning theory and behavioural self-managementDifficulties： the learning organizationKey points: Learning, ReinforcementCHAPTER 5 Job design, goal setting and flexible work arrangements1.1 Job design1.2 The job characteristics model1.3 Goal-setting theory1.4 Flexible work arrangementsDifficulties： the job characteristics model, job designKey points: job design, goal-setting theoryCHAPTER 6 GROUPS and GROUP DYNAMICS1.1 What is a group1.2 purposes of groups in organizations1.3 managing groups for effectiveness1.4 Inputs into the group process1.5 Group processes and group dynamicsDifficulties： managing groups for effectivenessKey points: managing groups for effectiveness, group dynamicsCHAPTER 7 TEAMWORK AND TEAM BUILDING1.1 What are teams1.2 Teams and their effectiveness1.3Foundation of the team-building process1.4 Team performance and cohesivenessDifficulties: teams and their effectiveness, team performance and cohesivenessKey points: Foundation of the team-building process, cohesiveness and team performanceCHAPTER 8 ORGANIZATIONAL STRUCTURE AND DESIGN1.1 Factors influencing organizational design1.2 Organizational goals, control and coordination1.3 Vertical specialization1.4 Horizontal specializationDifficulties: Organizational goals, control and coordinationKey points: Vertical specialization, Horizontal specializationCHAPTER 9 ORGANIZATIONAL CULTURE1.1 the concept of organizational culture1.2 Observable aspects of organizational culture1.3 Values and organizational culture1.4 Common assumptions and organizational culture1.5 Different perspectives on organizational cultureDifficulties: Values, common assumptionsKey points: observable aspects of organizational culture, common assumptions, valuesCHAPTER IO POWER,POLITICS AND INFLUENCE IN ORGANIZATIONS1.1 Power and influence1.2 Power, authority and obedience1.3 Managing with power and influence1.4 Empowerment1.5 Organizational politicsDifficulties: organizational politicsKey points: managing with power and influenceCHAPTER 11: LEADERSHIP1.1 Leadership and management1.2 Traditional leadership approaches1.3 Situational contingency theories of leadership1.4 Inspirational leadership perspectivesDifficulties: Inspirational leadershipKey points: situational contingency leadershipCHAPTER 12: DECISION MAKING1.1 Decision making in organizations1.2 approaches to decision making1.3 Making a choice and implementing a decisionDifficulties: making a choice and implementing a decisionKey points: Approaches to decision making1.1 communication in organizations1.2 conflict1.3 negotiationDifficulties: conflictKey points: communication in organization, negotiationCHAPTER 14: ORGANIZATIONAL CHANGER AND INNOVATION1.1 what is organizational change1.2 planned change strategies1.3 resistance to change1.4 change and stress1.5 innovation in organizationDifficulties: change and stressKey points: planned change strategies, resistance to change二、教學(xué)基本要求CHAPTER 1 An Introduction to OBThe objectives of the chapter 1 is to define organizational behavior, and explainwhy organizations exist. And discuss the role of the managers in organization, afterstudying this chapter the students should can explain why managers, andorganizational members generally need a thorough understanding of organizationalbehavior principles.CHAPTER 2 managing individual behavior and performanceIn this part you will learn about individual attributes and their effects on jobperformance, motivation and empowerment. After learning this chapter, you shouldbe able to explain the individual characteristic that distinguish individuals.Discuss competency characteristics that distinguish individuals. And define anddescribe possible values and attitudes of workers. And describe the perceptualprocess and common perceptual distortion of stereotyping.CHAPTER 3 Motivation and empowermentAfter learning this chapter ,you should be able to discuss the complexities ofmotivating and empowering today' s workforce. And explain the difference betweenthe two main types of motivation theories-content and process.CHAPTER 4 Learning, reinforcement and self-managementThis chapter aim at outline the four general approaches to learning , and afterlearning this chapter, you should be able to explain organizational behaviouralmodification and how reinforcement strategies are involved in it.CHAPTER 5 JOB design, goal setting and flexible work arrangementIn this part you will learn how to explain the concepts of intrinsic motivation andintrinsic rewards. Compare and contrast the alternative job design strategies andlink them to intrinsic work rewards. And discuss the job characteristics model andclarify how it employees job diagnosis techniques as a newer approaches to jobenrichment.CHAPTER 6 GROUPS AND GROUP DYNAMICSAfter learning the chapter , you should be able to define a group and explain whattypes of groups exist in organizations. Explain how groups meet individual andorganizational needs. And list and describe some of the key concepts that underpinmanaging effective groups.CHAPTER 7 TEAMWORK AND TEAM BUILDINGAfter learning the chapter, you should be able to define teams and explain thedifference between teams and groups. Explain how teams operate and what makes themeffective. And discuss a range of team-building activities and approaches.CHAPTER 8 ORGANIZATIONAL STRUCTURE AND DESIGNAfter learning the chapter, you should be able to define and compare organizationaldesign and structure and discuss the relationship between them. Explain the basicfactors that impact upon designing organizational structures and whatorganizational designs may emerge, describe the different types of organizationalgoals and different methods of controlling and coordinating the activities oforganizational members.CHAPTER 9 ORGANIZATIONAL CULTUREAfter learning the chapter, you should be able to define the concepts oforganizational culture and explain its relationship to national culture. Explainthe levels of cultural analysis in organizations and the notions of subcultures andcultural diversity. And explain the idea of observable aspects of organizationalculture and describe stories, rites, rituals and symbols.CHAPTER 10 POWER, POLITICS AND INFLUENCE IN ORGANIZATIONSAfter learning the chapter, you should be able to discuss the meaning of power andexplain the sources of power available to managers and employees. And explain therelationship between power, authority and obedience.CHAPTER 11 LEADERSHIPAfter learning the chapter, you should be able to explain the difference betweenleadership and management. Understand and evaluate trait and behavior theories ofleadership. Discuss charismatic leadership and transformational leadership.CHAPTER 12 DECISION MAKINGAfter learning the chapter, you should be able to define decision making. List thetwo types of decisions and discuss the decision environments found in today' sorganizations. Outline the sequential steps in the decision-making process,summarise and contrast the classical and behavioural decision-making models.CHAPTER 13 COMMUNICATION, CONFLICT AND NEGOTIATION INORGANIZATIONS