组织行为学课程教学大纲(双语)

海南大学汉语言文学专业课程教学大纲海南大学汉语言文学专业课程教学大纲--#-《组织行为学》（双语）课程教学大纲课程中文名称（英文名称）：组织行为学（OrganizationalBehavior）课程代码：B27052课程类别:专业课程课程性质：必修课课程学时：32学分：2适用专业：人力资源管理专业先修课程：普通心理学一、课程介绍1。分别从个体，群体和组织系统三个层面上帮助读者解释、预测和控制组织行为,内容包括:组织行为学导论、态度和工作满意度、情绪与心境、人格与价值观、知觉与个体决策、激励理论及其应用、群体行为的基本原理、工作团队、沟通、领导力、权力与政治、冲突与谈判、结构与组织行为、组织文化、组织变革等部分。2.组织行为学是人力资源管理专业本科学生必修的专业课程，它的先修课程为普通心理学。二、课程教学目的和任务本课程教学目的是使学生掌握组织行为学的基本知识与发展规律；指导学生阅读相关组织行为学案例，培养学生以现代组织行为学理论为依据,培养学生在团队建设与管理、人际沟通、领导、组织结构设计、组织文化建设、组织变革与发展、跨文化沟通、学习型组织建设等组织行为学的实务能力。三、课程学时分配、教学内容与教学基本要求章节教学内容学时教学要求、重点和难点备注g*第一章IntroductiontoOrganizationalBehavior2Defineorganizationalbehavior(OB).ExplainthevaluetoOBofsystematicstudy。IdentifythemajorbehavioralsciencedisciplinesthatcontributetoOB。

IdentifythechallengesandopportunitiesmanagershaveinapplyingOBconcepts.IdentifythethreelevelsofanalysisinOB。AA-一*第二章AttitudesandJobSatisfaction2DefineattitudesDefineJobSatisfactionoAA--**第三章EmotionandMoods2oDifferentiateemotionsfrommoods,andlistthebasicemotionsandmoods。Identifythesourcesofemotionsandmoods.Showtheimpactemotionallaborhasonemployees。Contrasttheevidenceforandagainsttheexistenceofemotionalintelligence.5。ApplytheconceptsofemotionsandmoodstospecificOBissueso6.Contrasttheexperience,interpretation,andtheexpressionofemotionsacrosscultureso第四章PersonalityandValues2Explainthefactorsthatdetermineanindividual'spersonality.DescribetheMyers-BriggsTypeIndicatorpersonalityframework.IdentifythekeytraitsintheBigFivepersonalitymodel.Explainhowthemajorpersonalityattributespredictbehavioratwork.Contrastterminalandinstrumentalvalues.Listthedominantvaluesintoday'sworkforce.IdentifyHofstede'sfivevaluedimensionsofnationalcultureA5V-J-*Vr.第五章PerceptionandIndividualDecisionMaking21°Defineperceptionandexplainthefactorsthatinfluenceit。。Identifytheshortcutsindividualsuseinmakingjudgmentsaboutothers。.Explainthelinkbetweenperceptionanddecisionmaking。.Listandexplainthecommondecisionbiasesorerrors.。Contrastthethreeethicaldecisioncriteria..Definecreativity,anddiscussthethree-componentmodelofcreativity。

任第八章MotivationConcepts2Describethethreekeyelementsofmotivation.Identifyearlytheoriesofmotivationandevaluatetheirapplicabilitytoday.Contrastgoal-settingtheoryandmanagementbyobjectivesooDemonstratehoworganizationaljusticeisarefinementofequitytheory.oApplythekeytenetsofexpectancytheorytomotivatingemployees.Showhowmotivationtheoriesareculturebound.第七章Motivation：FromConcepttoApplication2.DescribethejobcharacteristicsmodelandevaluatethewayitmotivatesbychangingtheworkenvironmentooCompareandcontrastthethreemainwaysjobscanberedesigned.oGiveexamplesofemployeeinvolvementmeasuresandshowhowtheycanmotivateemployees.oDemonstratehowthedifferenttypesofvariable-payprogramscanincreaseemployeemotivation0oShowhowflexiblebenefitsturnbenefitsintomotivators.oIdentifythemotivationalbenefitsofintrinsicrewards0第八章FoundationsofGroupBehavior21oDefinegroupanddistinguishthedifferenttypesofgroupsoIdentifythefivestagesofgroupdevelopmentooShowhowrolerequirementschangeindifferentsituationsooDemonstratehownormsandstatusexertinfluenceonanindividual'sbehavior0Contrastthestrengthsandweaknessesofgroupdecisionmaking.Evaluateevidenceforculturaldifferencesingroupstatusandsocialloafingaswellastheeffectsofdiversityingroupso

第九章UnderstandingWorkTeams2Contrastgroupsandteams,andanalyzethegrowingpopularityofusingteamsinorganizations。Compareandcontrastfourtypesofteams.Identifythecharacteristicsofeffectiveteams。Showhoworganizationscancreateteamplayers.Decidewhentouseindividualsinsteadofteams.Showhowtheunderstandingofteamsdiffersinaglobalcontext.第十章Communication3Describethecommunicationprocess,anddistinguishbetweenformalandinformalcommunication.Contrastdownward,upward,andlateralcommunicationandprovideexamplesofeach.Contrastoral,written,andnonverbalcommunicationoContrastformalcommunicationnetworksandthegrapevine.Identifycommonbarrierstoeffectivecommunication.Showhowtoovercomethepotentialproblemsincross-culturalcommunication.第十一章Leadership2LDefinetheleadershipandcontrastleadershipandmanagement.2。Summarizetheconclusionsoftraittheoriesofleadership。3。Assesscontingencytheoriesofleadershipbytheirlevelofsupport.4。Compareandcontrastcharismaticleadership,transformationalleadership,andauthenticleadership.5。Addresschallengestotheeffectivenessofleadership.6。Assesswhethercharismaticandtransformationalleadershipgeneralizeacrosscultures.第十二章PowerandPolitics2Definepowerandcontrastleadershipandpower.ContrastthefivebasesofpoweroIdentifyninepowerorinfluencetacticsandtheircontingencies.IdentifythecausesandconsequencesofpoliticalbehavioroApplyimpressionmanagementtechniques。Showtheinfluenceofcultureontheusesandperceptionsofpolitics.

第十三章ConflictandNegotiation2Defineconflictanddifferentiatebetweenthetraditional,interactionistandmanaged-conflictviewsofconflictoOutlinetheconflictprocess。ContrastdistributiveandintegrativebargainingoApplythefivestepsofthenegotiationprocess.Showhowindividualdifferencesinfluencenegotiations。Describeculturaldifferencesinnegotiations。第十四章FoundationsofOrganizationStructure2Identifythesixelementsofanorganization'sstructure.oDescribethecommonorganizationaldesigns。Compareandcontrastthevirtualandboundary-lessorganizations。Demonstratehoworganizationalstructuresdiffer.Analyzethebehavioralimplicationsofdifferentorganizationaldesigns.Showhowglobalizationaffectsorganizationalstructure.第十五章OrganizationalCulture2oDefineorganizationalcultureanddescribeitscommoncharacteristics.ComparethefunctionalanddysfunctionaleffectsoforganizationalcultureonpeopleandtheorganizationoExplainthefactorsthatcreateandsustainanorganization'sculture。Showhowcultureistransmittedtoemployees.DemonstratehowanethicalculturecanbecreatedoShowhownationalculturemayaffectthewayorganizationalcultureistransportedtoadifferentcountry.第十八章OrganizationalChangeandStressManagement1。Identifyforcest