組織行為學(xué)課程教學(xué)大綱(雙語)

海南大學(xué)漢語言文學(xué)專業(yè)課程教學(xué)大綱海南大學(xué)漢語言文學(xué)專業(yè)課程教學(xué)大綱--#-《組織行為學(xué)》（雙語）課程教學(xué)大綱課程中文名稱（英文名稱）：組織行為學(xué)（OrganizationalBehavior）課程代碼：B27052課程類別:專業(yè)課程課程性質(zhì)：必修課課程學(xué)時：32學(xué)分：2適用專業(yè)：人力資源管理專業(yè)先修課程：普通心理學(xué)一、課程介紹1。分別從個體，群體和組織系統(tǒng)三個層面上幫助讀者解釋、預(yù)測和控制組織行為,內(nèi)容包括:組織行為學(xué)導(dǎo)論、態(tài)度和工作滿意度、情緒與心境、人格與價值觀、知覺與個體決策、激勵理論及其應(yīng)用、群體行為的基本原理、工作團隊、溝通、領(lǐng)導(dǎo)力、權(quán)力與政治、沖突與談判、結(jié)構(gòu)與組織行為、組織文化、組織變革等部分。2.組織行為學(xué)是人力資源管理專業(yè)本科學(xué)生必修的專業(yè)課程，它的先修課程為普通心理學(xué)。二、課程教學(xué)目的和任務(wù)本課程教學(xué)目的是使學(xué)生掌握組織行為學(xué)的基本知識與發(fā)展規(guī)律；指導(dǎo)學(xué)生閱讀相關(guān)組織行為學(xué)案例，培養(yǎng)學(xué)生以現(xiàn)代組織行為學(xué)理論為依據(jù),培養(yǎng)學(xué)生在團隊建設(shè)與管理、人際溝通、領(lǐng)導(dǎo)、組織結(jié)構(gòu)設(shè)計、組織文化建設(shè)、組織變革與發(fā)展、跨文化溝通、學(xué)習(xí)型組織建設(shè)等組織行為學(xué)的實務(wù)能力。三、課程學(xué)時分配、教學(xué)內(nèi)容與教學(xué)基本要求章節(jié)教學(xué)內(nèi)容學(xué)時教學(xué)要求、重點和難點備注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