《管理学》英课程教学大纲.docx

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1、管理学（英）课程教学大纲一、课程基本信息课程代码：课程名称：管理学（英）英文 名称： Management课程类别：专业方向课学 时：32学 分：2适用对象：商务英语专业、英语专业（国际商务管理）考核方式：分散考试先修课程：综合英语、当代商学概论 二、课程简介本课程是外国语学院商务英语以及英语（国际商务与管理方向）本科学生的专业方 向必修课。本课程内容包含管理学的四大基本方面，即计划，组织，领导，和控制。在 计划这一部分，我们将介绍决策的基础，战略管理，计划的工具和技术；组织部分将包 括组织结构与设计，沟通，人力资源管理，变革管理与创新；领导部分将涵盖行为基础， 团队建设，员工激励，领导艺术等

2、内容；控制部分将涉及到控制的基础，运作和价值链 管理，控制组织绩效诸方面。由于教学对象大多为今后的涉外人才，在本课程中融入社 会主义思想政治教育尤其重要。思政内容将特别体现在组织和领导部分，教学过程中将 着重介绍中国特色社会主义的管理和西方完全市场经济和自由竞争条件下组织管理的重 大区别；以国企、央企、事业单位的党委和行政双科层结构为案例进行分析，突显党委 领导下的行政首长负责制的优越性，以说明行政考核体系之外的书记的存在，可以避免 行政首长在日常管理事务中过度业绩导向的倾向和过度西化的绩效评价方式，对组织中 的弱势群体起到了一定的保护作用，对社会大局的稳定和谐做出了不可磨灭的贡献。This

3、course is offered to Business English majors （with an International Business and Management orientation） as a compulsory course in the 4th semester. It is designed to introduce the four basic functions of management, namely, planning, organizing, leading and controlling. In planning the course cover

4、s foundations of decision-making, strategic management, tools and techniques of planning. In organizing it touches upon organization design, communication, HRM and managing change. Leading mainly focuses on motivation issues and controlling is about performance assessment.三、课程性质与教学目的本课程是外国语学院商务英语专业（

5、国际商务与管理方向）本科学生的专业方向必 修课。本课程旨在对管理学中的四个基础模块进行综合地，入门性地介绍。在课程中学传统文化思想。处理好历史与逻辑、价值塑造与理论自觉、守正与创新的关系。Mergers. Alliances. Downsizing. Spin-offs. Today5s news is filled with examples of organizations changing their strategies. In the chapter-opening Managers Dilemma, Vai Ackerman, president of the Womens Nat

6、ional Basketball Association (WNBA), must consider how to increase fan enthusiasm and attendance to generate dollars. Why? To increase player salary and league attractiveness so that top-notch female athletes will want to play and thus increase “product“ desirability. However, in order to increase p

7、layer salaries, revenues from ticket sales must be controlled so that fans will be able to afford to attend the games. Sounds like a merry-go-round problem! Ackerman can use strategic management tools and techniques to help her manage the WNBA and anticipate its environmental factors. In this chapte

8、r, we examine the strategic management process as it relates to the planning function.Lecture OutlineIntroductionThe Importance of Strategic Management What Is Strategic Management?Purposes of Strategic ManagementThe Strategic Management ProcessStep 1: Identifying the OrganizationsCurrent Mission, O

9、bjectives, and StrategiesStep 2: Analyzing the External EnvironmentStep 3: Identifying Opportunities and ThreatsStep 4: Analyzing the Organizations ResourcesStep 5: Identifying Strengths and WeaknessesStep 6: Formulating StrategiesStep 7: Implementing StrategiesStep 8: Evaluating ResultsTypes of Org

10、anizational StrategiesCorporate-Level StrategyGrand StrategiesStabilityGrowthRetrenchmentCorporate Portfolio Matrix BCG MatrixBusiness-Level StrategyStrategic Business UnitsThe Role of CompetitiveAdvantageCompetitive StrategiesFunctional-Level StrategyHome Assignments:Review the questions listed in

11、the lecture outline.Teaching Methods:Lecturing, presentation, discussion, teamwork and case study with the aid of multi-mediaChap 9. Planning Tools and Techniques思政内容：从马克思主义哲学原理与方法论出发，体现事物的普遍联系，理解内因与外因的关系，让 学生从中学习并掌握事物的客观规律，科学地运用计划工具与技术。This chapter introduces the planning tools and techniques that

12、managers have at their disposal to assist them in performing the management functions. In the chapter-opening Managers Dilemma, Wang Guoduan, founder of Kelon Electrical Holdings Company, is at a crossroads point in the companys existence. The best-managed company in China is facing a saturated mark

13、et, sluggish economy, and increased competition. Guoduan must decide where to take this Chinese company that manufactures refrigerators. What planning tools might prove useful to Guoduan?Lecture OutlineIntroductionTechniques for Assessing the EnvironmentEnvironmental ScanningForecastingForecasting T

14、echniquesForecasting EffectivenessBenchmarkingTechniques for Allocating ResourcesBudgetingRevenue BudgetsExpense BudgetsProfit BudgetsCash BudgetsSchedulingGantt ChartsLoad ChartsPERT Network AnalysisBreakeven AnalysisLinear ProgrammingContemporary Planning TechniquesProject ManagementProject Manage

15、ment ProcessThe Role of the Project ManagerScenario PlanningHome Assignments:Review the questions listed in the lecture outline.Teaching Methods:Lecturing, presentation, discussion, teamwork and case study with the aid of multi-mediaChap 10. Organizational Structure and Design思政内容：如何通过组织在纵向和横向上的结构设计

16、来培养员工的认知、情感、态度、价值观、工作 动机、团队协作、文化自信、创新变革能力。Organizations are experimenting with different approaches to organizational structure and design. For instance, in the chapter-opening Managers Dilemma, CEO Jorma Ollila of Nokia has designed a structure that is very nonhierarchicaL Often its unclear whos in

17、 charge although employees love the freedom once they get used to it. This kind of hands-off management encourages creativity, entrepreneurship, and personal responsibility. To balance this flexibility, rigorous financial targets keep employees focused. Ollila believes that Nokia could be even bette

18、r if it became a learning organization. What could Ollila do to make Nokia a learning organization? In this chapter, we look at organizational structure dimensions, contingency factors that affect organizational design, and various configurations of organizational structures.Lecture OutlineIntroduct

19、ionDefining Organizational StructureWork SpecializationDepartmentalizationChain of CommandSpan of ControlCentralization and DecentralizationFormalizationOrganizational Design DecisionsMechanistic and Organic OrganizationsContingency FactorsStrategy and StructureSize and StructureTechnology and Struc

20、tureEnvironmental Uncertainty andStructureCommon Organizational DesignsTraditional Organizational DesignsSimple StructureFunctional StructureDivisional StructureContemporary Organizational DesignsTeam-Based StructuresProject and Matrix StructuresAutonomous Internal UnitsThe Boundaryless Organization

21、The Learning OrganizationHome Assignments:Review the questions listed in the lecture outline.Teaching Methods:Lecturing, presentation, discussion, teamwork and case study with the aid of multi-mediaChap 11. Managerial Communication and Information Technology思政内容：以习总书记“人类命运共同体”理念为指导，理解系统中的每一个局部的不可分割性

22、，学 习如何通过共情来让组织的沟通更加有效，增进彼此信任。As organizational workforces become more and more diverse and widespread throughout the world, communications issues increase in importance. Tom Frainier, CEO of Semifreddi, an artisan-bread baker in Emeryville, California, has experienced this communication breakdown“ f

23、irsthand. Frainier and his workers, who come mostly from Mexico, Laos, China, Peru, Cambodia, Yemen, and Vietnam, realized the need for clear communication when Frainier asked the workers not to park in spaces reserved for customers. Some employees misunderstood and thought that he was telling them

24、not to drive to work. Frainier realized his mistake was assuming understanding just because he was talking slowly and loudly. Put yourself in Tom Frainier position. What could he do to improve the effectiveness of his communications?Lecture OutlineIntroductionUnderstanding Managerial Communication W

25、hat Is Communication?The Process of InterpersonalCommunicationMethods of CommunicatingInterpersonal lyBarriers to Effective Interpersonal CommunicationFilteringSelective Perception EmotionsInformation Overload Defensiveness Language National CultureOvercoming the Barriers to Effective Interpersonal

26、CommunicationUse FeedbackSimplify Language Listen Actively Constrain Emotions Watch Nonverbal CuesOrganizational CommunicationFormal Versus Informal CommunicationDirection of Communication Flow Downward Communication Upward Communication Lateral Communication Diagonal CommunicationOrganizational Com

27、municationNetworksTypes of Communication NetworksThe GrapevineUnderstanding Information TechnologyHow Technology Affects ManagerialCommunicationNetworked Computer SystemsWireless CapabilitiesHow Information Technology AffectsOrganizationsHome Assignments:Review the questions listed in the lecture ou

28、tline.Teaching Methods:Lecturing, presentation, discussion, teamwork and case study with the aid of multi-mediaChap 12. Human Resource Management思政内容：以习主席新时代社会主义理论为指导，将其中的核心思想转化为在新的形势下，我们招聘 什么样人，如何招聘人；培养什么样人，如何培养人；使用什么样人，如何使用人；考核什么样人， 如何考核人；激励什么样人，如何激励人的知识体系、思想体系、方法论体系和话语体系，树立学生 道路自信、理论自信、制度自信、文化自信。

29、Many organizations are well aware of the importance of having strong human resource management policies and practices. Eric Perbos-Brinck, founder of, sees himself as a globalistic thinker. However, his view of the world is quite different from the traditional European mentality about immigration. I

30、n order to meet the needs of his fast-growing organization, Perbos-Brinck has hired many highly skilled workers, who also happen to be from different countries and cultures. As Perbos-Brinck continues to bring such employees onboard, he needs an effective employee orientation program to help them as

31、similate to this company as well as the French culture. What should this orientation program include? This chapter explores the necessary components of an effective and efficient human resource management system.Lecture OutlineIntroductionWhy Human Resource Management IsImportantThe Human Resource M

32、anagement ProcessHuman Resource PlanningCuiTent AssessmentMeeting Future Human Resource NeedsRecruitment and DecruitmentRecruitmentDecruitmentSelectionWhat Is Selection?Validity and ReliabilityTypes of Selection DevicesThe Application FormWritten TestsPerformance-Simulation TestsThe InterviewBackgro

33、und InvestigationsPhysical ExaminationWhat Works Best and When?OrientationEmployee TrainingSkill CategoriesTraining MethodsEmployee Performance ManagementPerformance Appraisal MethodsWritten EssaysCritical IncidentsGraphic Rating ScalesBehaviorally Anchored RatingScalesMultiperson ComparisonsManagem

34、ent by Group OrderRankingManagement by Individual RankingManagement by Paired ComparisonObjectives360 Degree FeedbackCompensation and BenefitsCareer DevelopmentThe Way It WasYou and Your Career TodayCurrent Issues in Human ResourceManagementManaging Workforce DiversityRecruitmentSelectionOrientation

35、 and TrainingSexual HarassmentWork-Life BalanceHome Assignments:Review the questions listed in the lecture outline.Teaching Methods:Lecturing, presentation, discussion, teamwork and case study with the aid of multi-mediaChap 13. Managing Change and Innovation思政内容：通过认识“不平衡、不充分发展”这一新时期的主要矛盾，讨论如何通过变革管理

36、与创新 管理来协调发展、均衡发展不同的区域、不同的行业，以实现社会和谐和共同富裕。Change. Its a constant that organizations and managers face. In the chapter-opening Managers Dilemma, Francisco Sanchez-Loaeza, Panamcos Chairman and CEO, is constantly confronting change. Panamco is Latin Americas largest Coca-Cola bottler and distributor an

37、d is a vital part of Cokes global operations. Sanchez-Loaeza proclaims that his most important managerial responsibility is keeping the companys employees focused on successful performance in a sea of change. Managers at Panamco are always encouraged to focus on flexibility, good communications, and

38、 quick reaction. However, although Panamcos managers appreciate and support the need for continual adaptation to marketplace demands, regular nonmanagerial employees often dont understand why so much change is necessary. How would you educate your employees about the importance and necessity of chan

39、ge? This chapter covers the managers role in managing change and innovation.Lecture OutlineIntroductionWhat Is Change?Forces for ChangeExternal ForcesTechnologyEconomic ChangesInternal ForcesThe Manager as Change AgentTwo Views of the Change ProcessThe Calm Waters MetaphorThe White-Water Rapids Meta

40、phorPutting the Two Views in PerspectiveManaging ChangeTypes of ChangeChanging StructureChanging TechnologyChanging PeopleDealing with Resistance to Change Why People Resist Change Techniques for ReducingResistanceEducation and CommunicationParticipationFacilitation and SupportNegotiationManipulatio

41、n and CooptationCoercionContemporary Issues in Managing Change Changing Organizational CulturesUnderstanding the SituationalFactorsHow Can Cultural Change Be Accomplished?Continuous Quality ImprovementPrograms versus ProcessReengineeringContinuous Quality ImprovementProgramsProcess Reengineering Han

42、dling Employee StressWhat Is Stress?Causes of Stress Signs of StressReducing StressStimulating InnovationCreativity versus InnovationStimulating and Nurturing InnovationStructural VariablesCultural VariablesHuman Resource VariablesHome Assignments:Review the questions listed in the lecture outline.T

43、eaching Methods:Lecturing, presentation, discussion, teamwork and case study with the aid of multi-mediaChap 14. Foundations of Behavior思政内容：分析工作场景中的员工行为来揭示其背后的心理因素，探索政治思想教育工作如何影响员 工心理，以及政工干部在各种所有制组织中应起到的作用。It is important for managers to recognize the impact of their actions on employee behavior. T

44、his chapter introduces the concepts of individual behavior and lays the foundation for beginning to understand how and why people behave the way they do. This chapter opener discusses a scenario when individuals are mixing work and friendships, as well as living space and working space! The three in

45、dividuals involved have been friends for a long time, but are at different hierarchical levels in the organization. Corporate decisions could have differing impacts on the different friends. How could the use of information about emotions and attitudes be beneficial in this situationLecture OutlineI

46、ntroductionWhy Look at Individual Behavior?Focus of Organizational BehaviorGoals of Organizational Behavior AttitudesAttitudes and ConsistencyCognitive Dissonance TheoryAttitude SurveysTheSatisfaction-ProductivityControversyImplications for ManagersPersonalityPersonality TraitsMyers-Briggs Type Indi

47、catorThe Big-Five Model of PersonalityEmotional IntelligencePredicting Behavior from Personality TraitsLocus of Control Machiavellianism Self-EsteemSelf-Monitoring Risk TakingPersonality Types in Different NationalCulturesImplications for ManagersPerceptionFactors That Influence PerceptionThe Percei

48、verThe TargetThe SituationAttribution TheoryShortcuts Frequently Used in JudgingOthersImplications for ManagersLearningOperant ConditioningSocial Learning TheoryShaping: A Managerial ToolImplications for ManagersHome Assignments:Review the questions listed in the lecture outline.Teaching Methods:Lecturing, presentation, discussion, teamwork and case study with the aid of multi-mediaChap 15. Understanding Groups and Teams思政内容：探讨总书记“我将无我，不负人民”的信念在团队建设中的重要作用，让团队成员厘清小 我与