组织行为学-教学大纲

1、组织行为学教学大纲Syllabus of Orga ni zati onal Behavior课程编号：150052BCourse code: 150052B课程类型：专业选修课Course type: Discipli ne Elective Course总 学时：32讲课学时：32实验（上机）学时：0Instruction time: 32 Lecture:32Experiment and exercises 0学 分：2Grade credits: 2适用对象：金融学（金融经济）Audienee: Finance（Finance and Economics Experimental Cl

2、as） 先修课程：无Prerequisite: N/A一、课程的教学目标Course Objectives组织行为学课程主要讲授个体、群体、结构及这些因素对组织内部行为 的影响。教学目标是让学生系统地掌握组织中个体行为与心理、群体行为和属性、 组织系统特征的基本概念和理论。结合经典案例和企业实践，提高学生分析和解 决人与工作、组织、环境要素间的匹配，激励，和组织变革等问题的能力。为今 后学习其他管理专业课程奠定基础。培养学生全方位描述、分析、解释组织实际问题的能力，并在一定程度上指导自己的行为。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、教学基本要求Teach ing Pla ns and Requireme nts本课程注重教学内容的基础性，全面介绍个体层面、群体层面、和组织层面 中人的心理和行为对行为有效性的影响，并阐述组织行为学在人力资源管理和企 业管理实践方面的运用，就组织行为学科前沿问题和最新理论研究进行介绍。主 要教学内容包括个

6、体行为基础、个体性格和价值观、组织及组织设计、组织文化、 组织变革、领导模式、激励理论、沟通与冲突管理等。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.案例分析是商科学习的重要手段，能够将课本知识灵活应用到真是的商业环 境中。组织行为学要求学生在学习后，能够分析现实商业环境下的组织个体与团 队的行为。学生掌握案例分析方法对未来学习和实践具有重要意义。案例分析的另一个重要特征是互动性。本课讨论的所有案例都要求学生能够参与其中，完成

9、小组讨论。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.课程的考核如下：考核方式百分比期中考试20%小组作业15%小组作业210%期末考试60%考勤

11、5%合计100%Assessme nt:Items%Midterm20%Group project 15%Group project 210%Fi nal60%Atte ndance5%Total100%三、各教学环节学时分配（黑体，小四号字）Teach ing pla n of each lecture以表格方式表现各章节的学时分配，表格如下:教学课时分配序 号早节内谷讲 课 实 验其/、他合计1组织行为简介Chapter 1 What is Orga ni zatio nal Behavior222组织中的多元化Chapter 2 Diversity in Orga ni zati ons

12、223案例分析Case study: In tel in China224态度与工作满意度Chapter 3 Attitudes and Job Satisfact ion225情绪与心情Chapter 4 Emoti ons and Moods226性格与价值观Chapter 5 Pers on ality and Values227案例分析Case study: JetBlue Airways228认知与个体决策Chapter 6 Percepti on and In dividual Decisi on229动机与动机理论应用Chapter 7 Motivati on Con cepts

13、 and Applicati on446小组作业1Group Presentation:Managing: Conflict in aDiverse Workplace227团队行为的基础Chapter 8 Foun dati ons of Group Behavior228工作团队Chapter 9 Work Team229沟通Chapter 10 Communi cati on2210领导力Chapter 11 Leadership2211小组作业2Group Presentation: Motorola Corporation: The Viewfrom the CEO Office22

14、合 计24832四、教学内容 第一章简介Part 1 In troducti on第一节组织行为简介1.社交能力的重要性2.管理者职责3.组织行为4.直觉与系统学习5.组织行为研究没有绝对的答案6.组织行为学的机遇与挑战教学重点、难点：组织行为学研究内容、管理者职责 课程考核：无复习与思考题：Case incident 1&2与课后讨论题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 个体Part 2 Individual第二节 组织中的多元化1.多元化2.个体地理特征3.能力4.多元化的管理5.管理者启示教学重点、难点： 工作场所员工的多元化特征、智商与情商能力、能力欠缺、 组织中的多元化课程考核 ：了解组织多元化，理解员工的多种能力，保持多元化复习与思考题 ：案例分析英特尔在中国、Case incident 1&2与课后讨论题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第三节 态度与工作满意度1.态度： 态度的构成、行为与态度的关系、工作态度2.工作满意度： 满意度的测量、工作满意的原因、工作满意程度对员工的影响3.管理者启示教学重点、难点： 态度的构成、行为与态度的关系、工作态度满意度的测量 课程考核 ：了解态度构成和工作态度，理解行为与态度之间的关系、工作态度， 掌握工作满意度的测量与工作满意度的影

19、响复习与思考题 ：Case incident 1&2与课后讨论题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第四节 情绪与心情1.情绪与心情:基本的情绪与情绪，情绪的作用，情绪与心情的来源2.情绪化的劳动力3.有效的事件理论4.情商5. OB应用的情绪与心情6.管理者其实教学重点、难点： 情绪与心情、情商、OB应用的情绪与心情 课程考核 ：了解情绪是劳动者持有的特

22、征、有效事件理论，理解情绪与心情的 作用来源于种类，掌握情商的测量，运用OB领域的情绪与心情。复习与思考题 ：Case incident 1&2与课后讨论题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第五节 性格与价值观1.性格：几种性格测量2.价值观：价值观重要性3.个体性格与价值观对工作场所的影响：个体工作适应、个体组织适应4.国际化的价值观5.管理者启示教学重点、难点： 性格的测量、工作场所个体与工作、个体与组织的适应 课程考核 ：了解国际化价值观，理解个体性格与价值观对

25、工作场所的影响， 掌握性格的测量，运用个体与工作、组织的适应匹配进行案例分析。复习与思考题 ：案例分析JetBlue航空公司、Case incident 1&2与课后讨论 题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第六节 认知与个体决策1.认知的含义2.个体认知：归因理论、对他人判断通用捷径3.认知与个体决策4.组织中的决策：理性决策、有限理性决策、直觉与决策误差5.个体差异与组织的局限对决策影响6.三种决策标准有利于促进决策创新7.管理者启示教学重点、难点： 认知的含义、个体认知、认知与个体决策、决策模式 课程考核 ：了解三种决策标准与决策创新的影响、个体差异与组织的局限对决 策影响，理解认知的含义、个体认知、认知与个体决策，掌握组织中的决策模 式复习与思考题 ：Case incident 1&2

29、与课后讨论题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第七节 动机与动机理论应用1.动机定义2.早期动机理论3.当代动机理论4.整合当代动机理论5.

33、管理者启示教学重点、难点： 各类动机理论 课程考核： 了解各类动机理论，掌握当代动机理论 复习与思考题： 小组作业1-管理：在多元化工作空间下的冲突 、Case incident 1&2与课后讨论题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 团队Part 3 The Group第八节 小组行为的基础1.小组的定义2.小组发展的阶段3.小组特征：角色、规范、地位、规模、内核性、多元性4.小组决策5.管理者启示 教学重点、难点： 小组的定义与发展阶段、小组决策 课程考核： 了解小组定义，理解小组的特征，掌握小组决策特点 复习与思考题：Case incident 1&2与课后讨论题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第九节 工作团队1.团队工作成为趋势2.小组与团队区别3.团队种类4.构建有效团队5.将个体与团队发展统一6.团队未必正确7.管理者启示教学重点、难点： 团队与小组区别、有效团队建设 课程考核： 了解团队定义，理解团队种类，掌握构建有效团队的

38、方法 复习与思考题：Case incident 1&2与课后讨论题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第十节 沟通1.沟通的作用2.沟通过程3.沟通定义4.人际沟通5.

40、组织沟通6.沟通渠道选择7.拥有说服力的沟通8.有效沟通的障碍9.管理者启示教学重点、难点： 沟通的过程、组织内沟通、沟通渠道课程考核： 了解沟通的作用，理解沟通过程和人际沟通，掌握沟通渠道的选择 和具有说服力的沟通复习与思考题：Case incident 1&2与课后讨论题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