《管理学（全英）》-课程 教学大纲

《管理学》（全英）课程教学大纲一、课程基本信息课程代码：16004703课程名称：管理学（全英）英文名称：Management课程类别：专业必修课学时：48学分：3适用对象:金融实验班本科生考核方式：考试先修课程：微观经济学，金融学二、课程简介中文简介：管理学是经济、金融类专业的专业基础课程和核心课程，是一门系统的研究管理过程的普遍规律、基本原理和一般方法的科学。本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。三、课程性质与教学目的本课程的任务是使学生能够系统的掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。本课程介绍了管理学的四大职能，包括计划、组织、领导和控制。在计划篇中，组织学生进行案例分析讨论，了解我国一些知名的成功企业是如何运筹帷幄的制定各项竞争战略，在国际上获得市场领先地位，树立学生的民族自豪感。同事通过各种决策方法以及战略管理的讲解，不仅帮助学生理解如何在实践中更好的管理企业，也帮助学生学习如何给自己的学生生涯做计划，如何为未来的职业生涯做准备。让学生学会从身边的小事开始养成做计划的好习惯，不浪费在校的宝贵时光。在领导篇，通过介绍和讲解管理者如何激励员工，帮助学生学习与人交往的方法，提升交际能力，完善世界观和价值观。在控制篇，通过案例的讨论，让学生掌握对比现实和计划的偏差来修正路线的方法，更好的掌控自己的人生。通过本课程的学习，不仅学习到管理企业的能力，也学习到管理自己人生的方法。Thiscourse’stargetistoenablestudentstomasterthemanagement’sknowledgesystem,toapplybasictheoriesandmethods,toanalyzeandsolvepracticalproblemsinmanagementandlayagoodmanagementfoundationforfollow-upstudyofmajordisciplines.Thiscourseintroducesfourmanagementfunctionsincludingplanning,organizing,leadingandcontrolling.Intermsofplanning,weaskstudentstodocasestudybasedonhowdosuccessfulcompanymaketheirstrategicsplanandgaintheleadingpositionintheworld.Thiswillenhancestudent’ssenseofnationalpride.Meanwhile,bylearningofdecisionmakingmethodsandstrategicmanagement,studentswillnotonlyunderstandhowtomanageacompanyinpracticallife,butalsolearnhowtomakeaplanforthemselvesincollegeandhowtopreparethemselvesfortheirfuturecareer.Wehelpstudentstostartmakingplansfromtheirdailylifeandnotwasterthetreasuretimeinschool.Intermsofleading,bylearninghowtomotivateemployees,studentslearnhowtocommunicatewithotherpeople.Wehelpstudentstoenhancetheirsocialskillsandimprovetheirworldviewandvalueview.Intermsofcontrolling,bydoingcasestudy,studentslearnhowtocomparetherealitytotheplanandmakeadjustmentsintimetocontroltheirownlife.Bylearningthiscourse,studentsnotonlylearninghowtomanageacompany,butalsolearnhowtomanagetheirlife.四、教学内容及要求Chapter1ManagementandOrganizationsOverallObjective:thegoalhereistoknow1.Understandwhymanagersareimportanttoorganizations2.Understandwhomanagersareandwheretheywork3.Understandthefunctions,roles,andskillsofmanagersContents:1.WhyareManagersImportant?2.WhoAreManagers2.1ClassifyingManagers2.2WhereDoManagersWork?3.WhatDoManagersDo?3.1EffectivenessandEfficiency3.2ManagementFunctions3.3ManagementRoles3.4SkillsManagersNeedPracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.ThehomeworkforthischapteristofindyourmostappreciateChinesemanagerandexplainwhyyouchoosehimorher.ThishomeworkconductstudentstofocusonChinesecompaniesanddiscoverexcellentChinesemanagers.Bylearningthecharacteristicofthesecreativeandbravemanagers,studentswanttobesuccessfulinthefuturemore.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter2HistoryofmanagementOverallObjective:thegoalhereistoknow1.Understandsomeearlymanagementexamples2.Understandthevarioustheoriesintheclassicalapproach3.Understandthedevelopmentandusesofthebehavioralapproach4.Understandthequantitativeapproach5.UnderstandthevarioustheoriesinthecontemporaryapproachContents:1.Classicalapproach1.1Scientificmanagement1.2Generaladministrativetheory2.Behavioralapproach3.Quantitativeapproach4.Contemporaryapproach4.1Systemtheory4.2Contingencyapproach5.CasestudyPracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter3Understandmanagementcontext:constrainsandchallengesOverallObjective:thegoalhereistoknow1.Understandtheactionsofmanagersaccordingtotheomnipotentandsymbolicviews2.Understandtheconstraintsandchallengesfacingmanagersintoday’sexternalenvironment3.Understandthecharacteristicsandimportanceoforganizationalculture4.UnderstandcurrentissuesinorganizationalcultureContents:1.TheManager:OmnipotentorSymbolic?2.TheExternalEnvironment:ConstraintsandChallenges2.1Theeconomicenvironment2.2Howtheexternalenvironmentaffectsmanagers2.3Assessingenvironmentaluncertainty3.WhatIsOrganizationalCulture?3.1BenefitsofaStrongCulture3.2WhereDoesCultureComeFrom?3.3HowDoEmployeesLearnCulture?3.4HowDoesCultureAffectManagers?PracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.ThischapterwediscussorganizationalcultureandweusecaseslikaAlibaba,HuaweiandHaiertoshowwhatkindsofobstaclesacompanymightrunintoandhowdoestheorganizationalcurlturehelpthecompaniespassthosedifficulttimes.Thoughthesecasestudies,studentslearnhowtofaceanddealwithdilemmasintheirlifewithapositiveandobjectiveattitude.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter7ManagersasdecisionmakersOverallObjective:thegoalhereistoknow1.Understandtheeightstepsinthedecision-makingprocess2.Understandthefourwaysmanagersmakedecisions3.Understanddecisionsanddecision-makingconditions4.Understanddifferentdecision-makingstylesanddiscusshowbiasesaffectdecisionmaking5.Understandeffectivedecision-makingtechniquesContents:1.TheDecisionMakingProcess1.1IdentifyingaProblem1.2IdentifyingDecisionCriteria1.3AllocatingWeightstotheCriteria1.4DevelopingAlternatives1.5AnalyzingAlternatives1.6SelectinganAlternative1.7ImplementingtheAlternative1.8EvaluatingDecisionEffectiveness1.9Scenesimulation----Surviveindesert2.Differenttypesofdecisionmaking2.1RationalDecision-Making2.2BoundedRationalDecision-Making2.3IntuitiveDecision-Making3.Typesofdecisions3.1ProgrammedDecision3.2Non-programmedDecision4.Decision-MakingSituations4.1Certainty4.2Risk4.3DecisionsUnderUncertainty5Decision-MakingStyles6Decision-MakingBiasesandErrorsPracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter8FoundationsofPlanningOverallObjective:thegoalhereistoknow1.Understandthenatureandpurposeofplanning2.Understandthetypesofgoalsorganizationsmighthaveandtheplanstheyuse3.Understandapproachestogoal-settingandplanning4.UnderstandcontemporaryissuesinplanningContents:1.WhatIsPlanning?1.1WhyDoManagersPlan?1.2PlanningandPerformance1.3ElementsofPlanning2.TypesofGoals3.TypesofPlans3.1Breath3.2TimeFrame3.3Specificity3.4FrequencyofUse4.Goal-setting4.1TraditionalGoalSetting4.2ManagementByObjectives4.3StepsinGoalSetting5.ContingencyFactorsinPlanning5.1Manager’slevelintheorganization5.2Degreeofenvironmentaluncertainty5.3Lengthoffuturecommitments6.ApproachestoPlanning7.CaseStudyPracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter9StrategicManagementOverallObjective:thegoalhereistoknow1.Understandstrategicmanagementandexplainwhyit’simportant2.Understandwhatmanagersdoduringthesixstepsofthestrategicmanagementprocess3.Understandthethreetypesofcorporatestrategies4.Understandcompetitiveadvantageandthecompetitivestrategiesorganizationsusetogetit5.UnderstandcurrentstrategicmanagementissuesContents:1.WhatIsStrategicManagement?2.StrategicManagementProcess2.1Identifyingtheorganization’scurrentmission,goals,andstrategies2.2Doinganexternalanalysis2.3Doinganinternalanalysis2.4Formulatingstrategies2.5Implementingstrategies2.6Evaluatingresults3.CorporateStrategies3.1Growthstrategy3.2Stabilitystrategy3.3Renewalstrategy3.4BCGMatrix4.Competitivestrategies4.1Competitiveadvantage4.2FiveForcesModelPracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.ThischapterwediscusscaseofHuawei.In2019’sChina-UnitedStatestradewar,facethetradebanofchips,Huawei’sHaisistarttoshowitselfandtheirdomesticallydevelopedchipsbecomeuseful.ThisshowsthatHuaweihastakenprecautionsmanyyeasagoandhasmadeastrategicplantocopewiththechipshortageinthefuture.Bylearninganddiscussingthiscase,weenhancestudents’sensesofnationalprideandambitionstomakecontributiontothecountry.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter10BasicOrganizationalDesignOverallObjective:thegoalhereistoknow1.Understandsixkeyelementsinorganizationaldesign2.Understandmechanisticandorganicstructures3.Understandthecontingencyfactorsthatfavoreitherthemechanisticmodelortheorganicmodeloforganizationaldesign4.UnderstandtraditionalorganizationaldesignsContents:1.DesigningOrganizationalStructure2.OrganizationalDesign2.1Workspecialization2.2Casestudy2.3Departmentalization2.4Chainofcommand2.5Casestudy2.6Spanofcontrol2.7Casestudy2.8Centralizationanddecentralization2.9Casestudy2.10Formalization3.MechanisticVsOrganicOrganization3.1MechanisticOrganization3.2OrganicOrganization4.ContingencyFactors5.SomeOrganizationalDesigns5.1Divisionalstructure5.2MatrixStructure5.3ProjectStructurePracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter16MotivatingEmployeesOverallObjective:thegoalhereistoknow1.Understandmotivation2.Understandearlytheoriesofmotivation3.Understandcontemporarytheoriesofmotivation4.UnderstandcurrentissuesinmotivationContents:1.WhatisMotivation？1.1Definition1.2CaseStudy1.3MotivationProcess2.EarlyTheoriesofMotivation2.1Maslow’sHierarchyofNeeds2.2McGregor’sTheoriesXandY2.3Herzberg’sTwo-FactorTheory2.4McClelland’sThreeNeedsTheory3.ContemporaryTheoriesofMotivation3.1ReinforcementTheory3.2EquityTheory3.3ExpectancyTheoryPracticeandThinking:Dothehomeworkonthetextbookandreviewthe“termstoknow”.ThischapterwediscussHaidilao.Haidilaopaysalotofattentionsonemployeemotivation.Besidesregularmaterialmotivation,Haidilaogivesgreatresponsibilitiestoemployees,sothattheemployeescanacttheirpotentialcreativenessandleadingability.Andthat’soneofthereasonwhyHaidilao’semployeeworkwithgreatpassionandprovideniceservicetothecustomers.Bydiscussingthiscase,studentscanunderstandthatfurthercooperationandsuccessisbasedonmutualrespectofeachother.TeachingMethods:Classroomlecture,multimediateachingandcasestudyChapter18IntroductiontoControllingOveral