组织行为学课程教学大纲(双语)(共6页).doc

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1、精选优质文档-倾情为你奉上组织行为学（双语）课程教学大纲课程中文名称（英文名称）：组织行为学（Organizational Behavior）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

2、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、重点和难点备注第一章Introduction to Organizational Behavior21. Define organizational behavior (OB).2. E

3、xplain the value to OB of systematic study.3. Identify the major behavioral science disciplines that contribute to OB.4. Identify the challenges and opportunities managers have in applying OB concepts.5. Identify the three levels of analysis in OB.第二章Attitudes and Job Satisfaction21. Define attitude

4、s2. Define Job Satisfaction.第三章Emotion and Moods21. Differentiate emotions from moods, and list the basic emotions and moods.2. Identify the sources of emotions and moods.3. Show the impact emotional labor has on employees.4. Contrast the evidence for and against the existence of emotional intellige

5、nce.5. Apply the concepts of emotions and moods to specific OB issues.6. Contrast the experience, interpretation, and the expression of emotions across cultures.第四章Personality and Values21. Explain the factors that determine an individuals personality.2. Describe the MyersBriggs Type Indicatorperson

6、ality framework.3. Identify the key traits in the Big Five personality model.4. Explain how the major personality attributes predict behavior at work.5. Contrast terminal and instrumental values.6. List the dominant values in todays workforce.7. Identify Hofstedes five value dimensions of national c

7、ulture第五章Perception and Individual Decision Making21.Define perception, and explain the factors that influence it.2.Identify the shortcuts individuals use in making judgments about others.3.Explain the link between perception and decision making.4.List and explain the common decision biases or error

8、s.5.Contrast the three ethical decision criteria.6.Define creativity, and discuss the three-component model of creativity.第六章Motivation Concepts21. Describe the three key elements of motivation.2. Identify early theories of motivation and evaluate their applicability today.3. Contrast goal-setting t

9、heory and management by objectives.4. Demonstrate how organizational justice is a refinement of equity theory.5. Apply the key tenets of expectancy theory to motivating employees.6. Show how motivation theories are culture bound.第七章Motivation: From Concept to Application21. Describe the job characte

10、ristics model and evaluate the way it motivates by changing the work environment.2. Compare and contrast the three main ways jobs can be redesigned.3. Give examples of employee involvement measures and show how they can motivate employees.4. Demonstrate how the different types of variable-pay progra

11、ms can increase employee motivation.5. Show how flexible benefits turn benefits into motivators.6. Identify the motivational benefits of intrinsic rewards.第八章Foundations of Group Behavior21.Define group and distinguish the different types of groups.2.Identify the five stages of group development.3.S

12、how how role requirements change in different situations.4.Demonstrate how norms and status exert influence on an individuals behavior.5.Contrast the strengths and weaknesses of group decision making.6.Evaluate evidence for cultural differences in group status and social loafing as well as the effec

13、ts of diversity in groups.第九章Understanding Work Teams21. Contrast groups and teams, and analyze the growing popularity of using teams in organizations.2. Compare and contrast four types of teams.3. Identify the characteristics of effective teams.4. Show how organizations can create team players.5. D

14、ecide when to use individuals instead of teams.6. Show how the understanding of teams differs in a global context.第十章Communication31. Describe the communication process, and distinguish between formal and informal communication.2. Contrast downward, upward, and lateral communication and provide exam

15、ples of each.3. Contrast oral, written, and nonverbal communication.4. Contrast formal communication networks and the grapevine.5. Identify common barriers to effective communication.6. Show how to overcome the potential problems in cross-cultural communication.第十一章Leadership21.Define the leadership

16、 and contrast leadership and management.2.Summarize the conclusions of trait theories of leadership.3.Assess contingency theories of leadership by their level of support.4.Compare and contrast charismatic leadership, transformational leadership, and authentic leadership.5.Address challenges to the e

17、ffectiveness of leadership.6.Assess whether charismatic and transformational leadership generalize across cultures.第十二章Power and Politics21. Define power and contrast leadership and power.2. Contrast the five bases of power.3. Identify nine power or influence tactics and their contingencies.4. Ident

18、ify the causes and consequences of political behavior.5. Apply impression management techniques.6. Show the influence of culture on the uses and perceptions of politics. 第十三章Conflict and Negotiation21. Define conflict and differentiate between the traditional, interactionist and managed-conflict vie

19、ws of conflict.2. Outline the conflict process.3. Contrast distributive and integrative bargaining.4. Apply the five steps of the negotiation process.5. Show how individual differences influence negotiations.6. Describe cultural differences in negotiations.第十四章Foundations of Organization Structure21

20、. Identify the six elements of an organizations structure.2. Describe the common organizational designs.3. Compare and contrast the virtual and boundary-less organizations.4. Demonstrate how organizational structures differ.5. Analyze the behavioral implications of different organizational designs.6

21、. Show how globalization affects organizational structure. 第十五章Organizational Culture21. Define organizational culture and describe its common characteristics.2. Compare the functional and dysfunctional effects of organizational culture on people and the organization.3. Explain the factors that crea

22、te and sustain an organizations culture.4. Show how culture is transmitted to employees.5. Demonstrate how an ethical culture can be created.6. Show how national culture may affect the way organizational culture is transported to a different country.第十六章Organizational Change and Stress Management1.

23、Identify forces that act as stimulants to change.2. List the sources for resistance to change.3. Compare the four main approaches to managing organizational change.4. Demonstrate two ways to create a culture of change.5. Describe the causes and consequences of work stress.6. Explain global differenc

24、es in organizational change and stress.合 计32四、教学方法与教学手段1、阅读：本科程要求学生在阅读教材的基础上，泛读规定的参考教材。老师随堂抽查学生阅读情况。2、听课：本课程要求学生进课堂听讲全部课程，并做好笔记。听课和笔记情况随时检查，记入平时成绩。3、辅导：要求学生主动学习，随时提出问题，老师随堂辅导。要求学生与老师建立电话、电子邮箱、QQ、微信联系，交流自学情况。另外，每学期期末集中大型辅导1次。五、考核方式和成绩评定方法考核方式：期末闭卷考试成绩评定方法：平时成绩（含考勤、回答问题、作业等）占30%，期末考试成绩占70%六、教材与主要参考书目教材：Essentials of Organizational Behavior，Stephen P. Robbins等，中国人民大学出版社，2011年.参考书目：组织行为学，等，机械工业出版社，2013年.执笔人：蔡东宏 审核人： 批准人： 审定时间：2014 年 6 月 11 日 专心-专注-专业