教育组织行为学

1、OrganizationalOrganizationalBehavior in EducationBehavior in Education教育组织行为学能力训练能力训练 Lecturer Lecturer 黄萍 Lecture One:Capability Training 一、一、 Capability (一一) 学术研究能力学术研究能力 (二二) 运用能力运用能力1、批判性批判性阅读阅读 1 1、发现问题、发现问题2 2、批判性、批判性思考思考 2 2、分析问题、分析问题3 3、批判性、批判性陈述陈述 3 3、解决问题、解决问题4 4、批判性、批判性写作写作(三三) 学习理念：挑战权威学

2、习理念：挑战权威(Authority)Lecture One:Capability Training -Group Presentation（一）（一） 小组小组 Presentation展示要求展示要求1、成员构成：、成员构成：6 6人一组，其中至少一人可用英语陈述人一组，其中至少一人可用英语陈述2、工作内容：、工作内容： 案例选择案例选择 文献回顾与梳理文献回顾与梳理 发现问题与不足发现问题与不足 提出解决问题的方案及理论依据提出解决问题的方案及理论依据 提交大纲与老师讨论提交大纲与老师讨论 完成完成PPtPPt 小组陈述小组陈述3030分钟并提交分钟并提交PPtPPt 答问答问 Lect

3、ure One:Capability Training -Group Presentation（二）（二） 小组小组 Presentation操作程序操作程序1 1、小组、小组 PresentationPresentation将从将从1010月月9 9日开始（周四日开始（周四 的课）的课） 2 2、小组、小组 Present 30Present 30分钟，答问分钟，答问1515分钟分钟 3 3、老师评述、老师评述2525分钟，分钟，1010分钟答问分钟答问 4 4、检查、指导下一组的大纲、检查、指导下一组的大纲1010分钟分钟Lecture One:Capability Training -

4、Power Point（一）团队合作意识（一）团队合作意识（二）（二）PPt的格式要求的格式要求1、格式统一格式统一 2 2、突出关键内容突出关键内容3 3、字体、字号统一字体、字号统一Lecture One:Capability Training - Power Point（三）（三）PPtPPt的构成的构成 1 1、题目题目 2 2、小组成员小组成员 3 3、内容简介及谁将阐述那一部分内容简介及谁将阐述那一部分 4 4、详细陈述各部分详细陈述各部分 5 5、总结并致谢总结并致谢Lecture One:Capability Training - Assessment EssayEssay（6

5、0%60%） PresentationPresentation（20%20%） Group Discussion Group Discussion （10%10%） QuestioningQuestioning（5%5%） 出勤（出勤（5%5%）Lecture Two:Case study2 Evaluation-Group PrsentationRequirments of Evaluation1.Clarity- Confidence, interest and enthusiasm of presenters. - Presenters speak clearly and can eas

6、ily be heard. - Presentation is well rehearsed, not read from notes. - Presenters maintain eye contact with audience. - Presenters have positive body language.Lecture TwoCase study2 Requirments of Evaluation2. Content- Presentation includes a concise introduction and summary of topic. - Presenters p

7、rovide comprehensive answers to questions and support these with relevant theoretical conceptsrelevant theoretical concepts. Lecture Two Case study2 Requirments of Evaluation2. Content- Presentation includes a clear conclusion. -Presenters able to answer questions raised during and after presentatio

8、n. - Degree of creativity shown in presentation. - Use of resources other than textbook.Lecture TwoCase study2 Requirments of Evaluation3. Format and structure- PPt and other visual aids are clear and neat (eg.large font,etc). - Time management of presenters. -Overall organisation,consistency, flow

9、and effectiveness of presentationLecture TwoCase study2 Relevant Theroretical Concepts 1. Attitudes and Management (1) Attitudes are evaluative statements either favorable or unfavorable - concerning objects, people, or events. -cognitive component -affective component (emotion or feeling) -behavior

10、al component (intention) Lecture TwoCase study2 Relevant Theroretical Concepts(2) Types of Attitudes- Job Satisfaction - Job Involvement - Organization CommitmentLecture TwoCase study2 Relevant Theroretical Concepts(3) The A-B Relationship Attitudes- Behavior 1.The degree of affects to result(s) 2.S

11、ocity and Group 3.Self perception What is your believe? Mental Accounting?Lecture Two Case study2 Relevant Theroretical Concepts2.Attribution and ManagementInside outside (1). Self-serving Bias (2). Fundamental Attribution Error (3). Actor-observer DifferenceLecture Three Case study3: Requirments of

12、 a successful presentationWhat did you do before you come into this classroom? 1. Read the case carefully2. Listen to the presentation with questions ？Lecture Three Case study3: Relevant Theroretical ConceptsAbilities Intellectual abilities see Intelligence quotient (IQ) copies Physical abilities Em

13、otion quotient (EQ)Lecture Three Case study3: Relevant Theroretical ConceptsDeveloping abilities Famly become Learning from School self Socity abilitiesLecture Three Case study3: Relevant Theroretical Concepts Conpetency and ManagementCompetencyCompetencyAbilitiesAbilitiesQualified Qualified JobJobD

14、escriptionDescriptionLecture Three Case study3: Relevant Theroretical ConceptsConpetency and Management 20 Factors 6 CategoriesLecture Three Case study3: Team work Groups assessassess Group presentationLecture Four Case study5: Relevant Theroretical Concepts Work groups compare with Work teams Goal

15、Synergy Accountability SkillsShare informationNeutral (sometimes negative)Individual Random and variedCollective performancePositiveIndividual and mutualcomplementaryLecture Four Case study5: Relevant Theroretical Concepts Types of Teams Problem solving Self-managedProblem solving Self-managed Virtu

16、al Virtual Cross-functionalCross-functional ?TechnologyTechnologyLecture Four Case study5: Relevant Theroretical Concepts Team effectivenessWork designAutonomySkill varietyTask identity Task significanceCompositionAbilityPersonalityRoles &diversitySize FlexibilityPreference for teamworkContextAd

17、equate resourcesLeadershipPerformance evaluation & rewardsProcessCommon purposeSpecific goalsTeam efficacyConflictSocial loafingLecture Four Case study5: Relevant Theroretical ConceptsKey Roles on Teams Organizer: provides structure Producer: provides direction&follow-through Controller: exa

18、mines details & enforces rules Maintainer: fights external battlesLecture Four Case study5: Relevant Theroretical ConceptsKey Roles on Teams Adviser: encouranges the search for more information Linker: coordinates & integrates Creator: initiates creative ideas Promoter: champions ideas after

19、 theyre initiated Assessor: offers insightful analysis of optionsLecture Four Case study5: Team workGroups assessassess Group presentationLecture Five Case study6: Relevant Theroretical ConceptsCommunicating between individuales 1.Finding key issue 2.Looking for solutions 3.Communicating -languege:

20、voice, tone, words -Body language: smile, kind Case study Sichuan Normal UniversityLecture Five:How to do case studyFinding issues or problemsFinding issues or problems 1.Title 2.Headline 3.First and last sentencesSetting issueissueLecture Five: How to do case study Looking for theoretical support 1

21、.Identifying relevant theores and concepts 2.Estalelishing topic 3.Supporting topic with theores And evidencesLecture Five: How to do case studyWriting outline logical, correct, acuurate, Making PPTKey words, phrases, definitions.Notice:reading is alwys faster than speakingPresentingLecture Five:Tea

22、m work Groups assessassess Group presentationLecture Six: Case study8Foundations of Organization Structure An organization structure defines how job taske are formally divided, grouped, and coordinated.Lecture Six:Case study8Foundations of Organization Structure Six key elements for designing organization structure对工作进行分组的基础是什么？对工作进行分组的基础是什么？部门化部门化独立工作应细分到什么程度？独立工作应细分到什么程度？工作专门化工作专门化管理者可以有效地指导多少员工？管理者可以有效地指导多少员工？管理幅度管理幅度个人和群体向谁汇报工作？个人和群体向谁汇报工作？命令链命令链决策权应在哪一级决策权应在哪一级? ?集权与分权集权与分权用什么规章制度指导员工及管理层？用什么规章制度指导员工及管理层？ 正规化正规化Lecture Six: Group Discussion小组讨论小组讨论(10%)：1. 学术