《管理学》（全英）课程教学大纲 一、课程基本信息 课程代码：18220743 课程名称： 管理学 英文名称：Management 课程类别： Compulsory 学时： 48 学分： 适用对象：Major in Business of Administration 考核方式：Closed book 先修课程：N/A 二、课程简介 The course Management (English)aims to give a comprehensive introduction to management and arouse students'thinking about today's management problems.The course will systematically expound the four basic aspects of management---planning.organizing. leading and controlling.and try to apply the learned theories to case analysis under the guidance of teachers.At the end of the course,students should master the basic concepts and principles in this field,and be able to analyze the problems in the management field from a professional point of view. This course also lays the foundation for the students to follow up related courses,such as Strategic Management,Human Resource Management,E-commerce,Organizational Behavior and so on.By using English textbooks and English as teaching language,students are expected to have a higher level of English competence after the course 三、课程性质与教学目的 1 The nature of the course: This course is a compulsory course for business administration.The basic principles,basic methods and general rules of management are taught,and the basic management quality and management ability of the students are trained.and a good foundation is laid for the construction of the comprehensive knowledge structure of the students and for the future professional practices.The curriculum aims to enable students to understand and master the basic principles,basic methods and general rules of management,and to enhance the basic knowledge and professional competence of the students. 2. Teaching purposes:
1 《管理学》（全英）课程教学大纲 一、课程基本信息 课程代码： 18220743 课程名称： 管理学 英文名称： Management 课程类别： Compulsory 学时： 48 学分： 3 适用对象: Major in Business of Administration 考核方式：Closed book 先修课程：N/A 二、课程简介 The course Management (English) aims to give a comprehensive introduction to management and arouse students' thinking about today's management problems. The course will systematically expound the four basic aspects of management---planning, organizing, leading and controlling, and try to apply the learned theories to case analysis under the guidance of teachers. At the end of the course, students should master the basic concepts and principles in this field, and be able to analyze the problems in the management field from a professional point of view. This course also lays the foundation for the students to follow up related courses, such as Strategic Management, Human Resource Management, E-commerce, Organizational Behavior and so on. By using English textbooks and English as teaching language, students are expected to have a higher level of English competence after the course. 三、课程性质与教学目的 1. The nature of the course: This course is a compulsory course for business administration. The basic principles, basic methods and general rules of management are taught, and the basic management quality and management ability of the students are trained, and a good foundation is laid for the construction of the comprehensive knowledge structure of the students and for the future professional practices. The curriculum aims to enable students to understand and master the basic principles, basic methods and general rules of management, and to enhance the basic knowledge and professional competence of the students. 2. Teaching purposes:
Through the study of this course.four teaching purposes can be achieved (1)Construction of management knowledge system:enable students to master the basic concepts and principles of management,be familiar with various management theories,and establish a management knowledge system (2)Improvement of related skills:enable students to think and analyze the management phenomena in today's business environment by using the related concepts,principles. theories and other knowledge they have learned,and develop their innovation mindset. (3)Improvement of English listening,speaking,reading and writing ability:As this course is an all-English teaching mode,it will provide corresponding English learning environment and materials to improve students'English competence. (4)Enable students to comprehensively and objectively understand contemporary China,size up the outside world,be good at distinguishing right from wrong with a critical eye,and form the viewpoint and method of observing and understanding contemporary world and contemporary China.Through the study of this course,we can cultivate students'humanistic feelings and sense of family and country, understand our country's profound history and culture and great decision-makers,so that they can uphold the socialist core values when making management decisions, adhere to the priority of social benefits instead of maximizing personal interests,so as to cultivate qualified talents for the society. 四、教学内容及要求 Chapter 1 Foundations of management and organization (-)Objectives and requirements 1 udy of this chapter.students basic concepts o management. 2.Understand why managers are important to organizations 3. Understand the functions,roles,and skills of managers. 4.Explain the value of studying management. (仁)Contents: Section 1:Who Are Managers and Where Do They Work 1.Main contents The definition of management and manager,the characteristics of management
2 Through the study of this course, four teaching purposes can be achieved: (1) Construction of management knowledge system: enable students to master the basic concepts and principles of management, be familiar with various management theories, and establish a management knowledge system. (2) Improvement of related skills: enable students to think and analyze the management phenomena in today's business environment by using the related concepts, principles, theories and other knowledge they have learned, and develop their innovation mindset. (3) Improvement of English listening, speaking, reading and writing ability: As this course is an all-English teaching mode, it will provide corresponding English learning environment and materials to improve students' English competence. (4) Enable students to comprehensively and objectively understand contemporary China, size up the outside world, be good at distinguishing right from wrong with a critical eye, and form the viewpoint and method of observing and understanding contemporary world and contemporary China. Through the study of this course, we can cultivate students' humanistic feelings and sense of family and country, understand our country's profound history and culture and great decision-makers, so that they can uphold the socialist core values when making management decisions, adhere to the priority of social benefits instead of maximizing personal interests, so as to cultivate qualified talents for the society. 四、教学内容及要求 Chapter 1 Foundations of management and organization (一) Objectives and requirements 1. Through the study of this chapter, students can have a preliminary understanding of management and understand the basic concepts of management. 2. Understand why managers are important to organizations. 3. Understand the functions, roles, and skills of managers. 4. Explain the value of studying management. (二) Contents: Section 1: Who Are Managers and Where Do They Work 1. Main contents The definition of management and manager; the characteristics of management;
the characteristics of effective managers and successful managers:Levels of Management;the scientific and artistic nature of management,the definition of organization. 2.Basic concepts and knowledge points The characteristics of managers and managers,the characteristics of effective managers and successful managers,and the quality of management:the scientific and artistic nature of management;managerial level;first-line managers:middle managers;top managers;organization. 3.Problems and Applications(ability requirements) 1.Why is management getting more and more attention since twenty-first 2.Try to take an enterprise as an example to analyze the importance of management. Section2:The functions,roles,and skills of managers 1.Main contents:The definition of management,efficiency,effectiveness; management Functions;Mintzberg's managerial roles and a contemporary model of managing:management skills 2.Basic points: cy.effectiveness ing:managerial roles,interpersona roles;informational roles;technical skills,human skills,conceptual skills.3 Problems and Applications(ability requirements)1)What is conceptual skill, show some cases? 2)Try to take an enterprise as an example to analyze the managerial levels Section 3 the factors that are reshaping and redefining the manager's job. 1.Main tie ging threats,an s Facing Managers. Importance of customers to the manager's Job 2.Basic concepts and knowledge points:Changing technology;managerial ethics:Increased Competitiveness,Security Threats: social media Sustainability 3.Problems and Applications(ability requirements) 1)What is sustainability,how to make an organization sustainable? 2)To show some cases to demonstrate the effect of changing technology to manasement ()Reflection and practice 1.Briefly describe the main features of modern management 2.To give an example of the importance of management
3 the characteristics of effective managers and successful managers; Levels of Management; the scientific and artistic nature of management; the definition of organization. 2. Basic concepts and knowledge points The characteristics of managers and managers, the characteristics of effective managers and successful managers, and the quality of management: the scientific and artistic nature of management; managerial level; first-line managers; middle managers; top managers; organization. 3. Problems and Applications (ability requirements) 1. Why is management getting more and more attention since twenty-first Century? 2. Try to take an enterprise as an example to analyze the importance of management. Section 2: The functions, roles, and skills of managers 1. Main contents: The definition of management, efficiency, effectiveness; management Functions; Mintzberg’s managerial roles and a contemporary model of managing; management skills 2. Basic concepts and knowledge points: management; efficiency; effectiveness; planning; organizing; leading; controlling; managerial roles; interpersonal roles; informational roles; technical skills; human skills; conceptual skills. 3. Problems and Applications (ability requirements) 1) What is conceptual skill, show some cases? 2) Try to take an enterprise as an example to analyze the managerial levels. Section 3 the factors that are reshaping and redefining the manager’s job. 1. Main contents: managers are dealing with global economic and political uncertainties, changing workplaces, ethical issues, security threats, and changing technology. The changes Facing Managers. Importance of customers to the manager’s Job. 2. Basic concepts and knowledge points: Changing technology; managerial ethics; Increased Competitiveness; Security Threats; social media; Sustainability. 3. Problems and Applications (ability requirements) 1) What is sustainability, how to make an organization sustainable? 2) To show some cases to demonstrate the effect of changing technology to management. （三） Reflection and practice 1. Briefly describe the main features of modern management. 2. To give an example of the importance of management
3.In today's environment,which is more important to organizationsefficiency or effectiveness?Explain your choice. (Teaching methods and tools The main teaching methods in this chapter are lecture and multimedia, discussion. Chapter 2 The history of management approach ()Objectives and requirements 1.Through the study of this chapter,students can have a preliminary understanding of the history of management theory. 2.Understand the various theories in the classical approach 3.Understand the development and uses of the behavioral approach,the quantitative approach 4.Understand the various theories in the contemporary approach 5.Get to know some great leaders in Chinese history. (二)Contents Section 1:Early management 1.Main contents prac d a long time,divisior n of labor (or job ization):industrial revolution;Major Approaches to Management 2.Basic concepts and knowledge points division of labor,industrial revolution. 3.Problems and Applications(ability requirements) 1)Explain why studying management history is important? 2)What early evidence of management practice can you describe? Section 2:Classical approach 1.Main contents:The contents of scientific management:Taylor's scientific management principles;general administrative theory;Fayol's 14 principles of management. 2.Basic concepts and knowledge points:classical app oroach scientific managemen Taylor's scientific management principles;principles of management,bureaucracy. 3.Problems and Applications(ability requirements) 1)What is the content of scientific management? 2)How do you think of the classical management theory? Section3 Behavioral approach and quantitative approach
4 3. In today’s environment, which is more important to organizations—efficiency or effectiveness? Explain your choice. （四） Teaching methods and tools The main teaching methods in this chapter are lecture and multimedia, discussion. Chapter 2 The history of management approach (一) Objectives and requirements 1. Through the study of this chapter, students can have a preliminary understanding of the history of management theory. 2. Understand the various theories in the classical approach. 3. Understand the development and uses of the behavioral approach, the quantitative approach 4. Understand the various theories in the contemporary approach. 5. Get to know some great leaders in Chinese history. （二）Contents: Section 1: Early management 1. Main contents Management has been practiced a long time; division of labor (or job specialization); industrial revolution; Major Approaches to Management 2. Basic concepts and knowledge points division of labor; industrial revolution. 3. Problems and Applications (ability requirements) 1) Explain why studying management history is important? 2) What early evidence of management practice can you describe? Section 2: Classical approach 1. Main contents: The contents of scientific management; Taylor’s scientific management principles; general administrative theory; Fayol’s 14 principles of management. 2. Basic concepts and knowledge points: classical approach; scientific management; Taylor’s scientific management principles; principles of management; bureaucracy. 3. Problems and Applications (ability requirements) 1) What is the content of scientific management? 2) How do you think of the classical management theory? Section 3 Behavioral approach and quantitative approach
1.Main contents:The early OB advocates.The Hawthorne Studies leading to a new emphasis on the human behavior factor in managing:people's behavior and attitudes are closely related,that group factors significantly affect individual behavior,that group standards establish individual worker output,and that money is less a factor in determining output than group standards,group attitudes,and security Quantitative approach. 2.Basic concepts and knowledge points:organizational behavior,Hawthorne Studies;social person;social norms,total quality management. 3.Problems and Applications(ability requirements) 1)What did the early advocates of OB contribute to our understanding of management? 2)Why were the Hawthorne Studies so critical to management history? 3)Describe total quality management. Section:Classical approach 1.Main contents:The contents of scientific management:Taylor's scientific management principles:general administrative theory;Fayol's 14 principles of management. 2.Basic concepts and knowledge e points: classical approach:scientific managemen Taylor's scientific management principles,principles of management:bureaucracy. 3.Problems and Applications(ability requirements) 1)What is the content of scientific management? 2)How do you think of the classical management theory? Section 4 Theories in the contemporary approach. 1.Main contents:The systems approach.In this way,managers can recognize that orga nizations not self-contained,but instead rely on their ment fore tial pu】 as out connene apprch Popur onn Variabl orb the outputs:The 2.Basic concepts and knowledge points:system;closed-system;open-system; contingency approach;Popular Contingency Variables 3.Problems and Applications(ability requirements) 1)How do systems theory and the contingency approach make managers better at what they do? 2)How do societal trends influence the practice of management? 3)What are the implications for someone studying management? (Reflection and practice 1 Briefly describe the main features of modern management 2.To give an example of the importance of management
5 1. Main contents: The early OB advocates, The Hawthorne Studies leading to a new emphasis on the human behavior factor in managing; people’s behavior and attitudes are closely related, that group factors significantly affect individual behavior, that group standards establish individual worker output, and that money is less a factor in determining output than group standards, group attitudes, and security Quantitative approach. 2. Basic concepts and knowledge points: organizational behavior; Hawthorne Studies; social person; social norms; total quality management. 3. Problems and Applications (ability requirements) 1) What did the early advocates of OB contribute to our understanding of management? 2) Why were the Hawthorne Studies so critical to management history? 3) Describe total quality management. Section 4: Classical approach 1. Main contents: The contents of scientific management; Taylor’s scientific management principles; general administrative theory; Fayol’s 14 principles of management. 2. Basic concepts and knowledge points: classical approach; scientific management; Taylor’s scientific management principles; principles of management; bureaucracy. 3. Problems and Applications (ability requirements) 1) What is the content of scientific management? 2) How do you think of the classical management theory? Section 4 Theories in the contemporary approach. 1. Main contents: The systems approach. In this way, managers can recognize that organizations are not self-contained, but instead rely on their environment for essential inputs and as outlets to absorb their outputs; The contingency approach; Popular Contingency Variables. 2. Basic concepts and knowledge points: system; closed-system; open-system; contingency approach; Popular Contingency Variables. 3. Problems and Applications (ability requirements) 1) How do systems theory and the contingency approach make managers better at what they do? 2) How do societal trends influence the practice of management? 3) What are the implications for someone studying management? （三） Reflection and practice 1. Briefly describe the main features of modern management. 2. To give an example of the importance of management
3.To discuss one of the great leaders in Chinese history. ()Teaching methods and tools The main teaching methods in this chapter are lecture,multimedia teaching and discussion,group assignment. Chapter 3 Decision making (-)Objectives and requirements 1.Master the decision-making process and the main types of decision making. 2.flexibly apply the process of making decision to practice 3.To lay the foundation for organizing the decision-making work well. 4.Throu making enviro ment and decision objective the importance of socia tability in n China s reflected (二)Contents: Section 1:the decision-making process 1.Mincontents Decision:Making a choice fom two or more altematives Mal ng Proc 1d ing a pro and d alloca g v sto the ia.De and sel tin h ca blem.Implementing the selecte alterative.Evaluating the decision's effectiveness. 2.Basic concepts and knowledge points:Decision;decision making process alternatives providing.decision criterion,the evaluation of decision making 3.Problems and Applications(ability requirements)1)What is the general decision-making process? 2)To explain the decision-making criterion Section 2:The four ways managers make decisions 1.Main contents:Evaluation of alternatives:Making decisions rationality that is make logical and consistent choices to maximize value.Making Decisions:Bounded Rationality;Making Decisions:The Role of Intuition; Making Decisions:The Role of Evidence-Based Management 2.Basic oncepts and knowledge points:Rational decision making:Bounded rationality:Sa tisfice:escalation of commitment;intuitived lecision making. evidence-based management 3.Problems and Applications(ability requirements) 1)Compare and contrast the four ways managers make decisions. 2)Give examples to illustrate intuitive decision making Section 3:Types of decisions and decision-making conditions. 6
6 3. To discuss one of the great leaders in Chinese history. （四） Teaching methods and tools The main teaching methods in this chapter are lecture, multimedia teaching and discussion, group assignment. Chapter 3 Decision making (一) Objectives and requirements 1. Master the decision-making process and the main types of decision making. 2. flexibly apply the process of making decision to practice 3. To lay the foundation for organizing the decision-making work well. 4. Through the analysis of decision-making environment and decision- making objectives, the importance of social stability in China is reflected. （二）Contents: Section 1: the decision-making process 1. Main contents: Decision; Making a choice from two or more alternatives. The Decision-Making Process: Identifying a problem and decision criteria and allocating weights to the criteria. Developing, analyzing, and selecting an alternative that can resolve the problem. Implementing the selected alternative. Evaluating the decision’s effectiveness. 2. Basic concepts and knowledge points: Decision; decision making process; alternatives providing; decision criterion, the evaluation of decision making. 3. Problems and Applications (ability requirements) 1) What is the general decision-making process? 2) To explain the decision-making criterion Section 2: The four ways managers make decisions 1. Main contents: Evaluation of alternatives; Making decisions rationality, that is make logical and consistent choices to maximize value. Making Decisions: Bounded Rationality; Making Decisions: The Role of Intuition; Making Decisions: The Role of Evidence-Based Management 2. Basic concepts and knowledge points: Rational decision making; Bounded rationality; Satisfice; escalation of commitment; intuitive decision making; evidence-based management 3. Problems and Applications (ability requirements) 1) Compare and contrast the four ways managers make decisions. 2) Give examples to illustrate intuitive decision making. Section 3: Types of decisions and decision-making conditions
1.Main contents:types of Decisions:Decision-making conditions:when making decisions,managers may face three different conditions:certainty, risk;Expected value and uncertainty. 2.Basic concepts and knowledge points structured p roble ms;programmed re;r rule policy unstructured problems;non programmed ,risk,uncertainty. 3.Problems and Applications (ability requirements)1)Explain the two types of problems and decisions. 2)Contrast the three decision-making conditions. 3)Are you a linear or nonlinear thinker,why? Section 4:Decision-making styles and decision biases. 1.Main contents:Different decision-making styles and decision-making biases will affect manager's decision;linear thinking style is characterized by ren ing atio cal thin and pr facts ec actions ecor nonlinea nking styl by preference for internal sources of information (feelings and i processing this information with internal insights,feelings,and hunches to guide decisions and actions affect decision making:Decision-Making Biases and Errors;overview of managerial decision making;guidelines for effective decision making. 2.Basic concepts and knowledge p ints:linea thinking style; euristics hinking style;overconfidence;Anchoring effect;Sunk costs: 3.Problems and Applications(ability requirements) 1)How can managers blend the guidelines for making effective decisions in today's world with the rationality and bounded rationality models of decision making.or can they?Explain 2)Is there a difference between wrong decisions and bad decisions?Why do good managers sometimes make wrong decisions?Bad decisions? 3)How can managers improve their decision-making skills? ()Reflection and practice: 1.After the outbreak of Coronavirus,the Chinese government quickly took effective measures to control the epidemic,while the control of other countries basically failed.To search relevant information to explain how the decision-making objectives of the Chinese government in response to the new outbreak are different from those of other countries? (Teaching methods and tools >
7 1. Main contents: types of Decisions; Decision-making conditions: when making decisions, managers may face three different conditions: certainty, risk; Expected value and uncertainty. 2. Basic concepts and knowledge points: structured problems; programmed decision; procedure; rule; policy; unstructured problems; non programmed decisions; certainty; risk; uncertainty. 3. Problems and Applications (ability requirements) 1) Explain the two types of problems and decisions. 2) Contrast the three decision-making conditions. 3) Are you a linear or nonlinear thinker, why? Section 4: Decision-making styles and decision biases. 1. Main contents: Different decision-making styles and decision-making biases will affect manager’s decision; linear thinking style is characterized by a person’s preference for using external data and facts and processing this information through rational, logical thinking to guide decisions and actions. The second, nonlinear thinking style is characterized by a preference for internal sources of information (feelings and intuition) and processing this information with internal insights, feelings, and hunches to guide decisions and actions affect decision making; Decision-Making Biases and Errors; overview of managerial decision making; guidelines for effective decision making. 2. Basic concepts and knowledge points: linear thinking style; heuristics; nonlinear thinking style; overconfidence; Anchoring effect; Sunk costs; design thinking; 3. Problems and Applications (ability requirements) 1) How can managers blend the guidelines for making effective decisions in today’s world with the rationality and bounded rationality models of decision making, or can they? Explain. 2) Is there a difference between wrong decisions and bad decisions? Why do good managers sometimes make wrong decisions? Bad decisions? 3) How can managers improve their decision-making skills? (三) Reflection and practice： 1. After the outbreak of Coronavirus, the Chinese government quickly took effective measures to control the epidemic, while the control of other countries basically failed. To search relevant information to explain how the decision-making objectives of the Chinese government in response to the new outbreak are different from those of other countries? （四）Teaching methods and tools
The main teaching methods in this chapter are lecture,multimedia teaching and discussion,group assignment. Chapter 4 Foundations of planning (Objectives and requirements 1.Understand why managers need to make plans, 2.Master how to make plans and development plans, 3.Be familiar with the problems faced by the planning work and understand the importance of strategic management. 4.Based on the success of China's lunar exploration project,show the advantages of China's five-year plan. ()Contents:Section 1:planning ents:The nature and purpose of planning ing:the nce;lypes o goals:Types of plans, Approaches to setting goals;the establishment of goals and plans 2.Basic concepts and knowledge points:Plan:planning:goals (objectives); stated goals;real goals;strategic plans,operational plans;long-term plans; short-term plans; specific plans,directional plans single-use plan standing plans 3.Problems and Applications 1)Compare the benefit of long-term plan and short-term plan 2)Why are there stated goals and real goals for an organization? Section 2:Setting goals and developing plans 1.main contents:The procedures for setting goals,target management,and planning:Compare and contrast approaches to goal-setting and planning: The downside of traditional goal-setting:management by objectives(MBO) steps in goal-setting:Three contingency factors affect the choice of plans. nizational level de e of e m ntal and len oth of aches to pl g.envi ntal se 2.Basic concepts and knowledge points:traditional goal-setting,means-ends chain;management by objectives(MBO),mission;commitment concept; formal planning department:environmental scanning:competitor intelligence. 3.Problems and Applications 1)Explain the three contingency factors affect the choice of plans. 2)What is MBO and how to implement this method? ()Reflection and practice: 1.A brief description of the necessary steps to achieve the goal
8 The main teaching methods in this chapter are lecture, multimedia teaching and discussion, group assignment. Chapter 4 Foundations of planning (一) Objectives and requirements 1. Understand why managers need to make plans, 2. Master how to make plans and development plans, 3. Be familiar with the problems faced by the planning work and understand the importance of strategic management. 4. Based on the success of China's lunar exploration project, show the advantages of China's five-year plan. (二) Contents: Section 1: planning 1. main contents: The nature and purpose of planning; what is planning; the relation between planning and performance; Types of goals; Types of plans; Approaches to setting goals; the establishment of goals and plans. 2. Basic concepts and knowledge points: Plan: planning; goals (objectives); stated goals; real goals; strategic plans; operational plans; long-term plans; short-term plans; specific plans; directional plans; single-use plan; standing plans 3. Problems and Applications 1) Compare the benefit of long-term plan and short-term plan. 2) Why are there stated goals and real goals for an organization? Section 2: Setting goals and developing plans 1. main contents: The procedures for setting goals, target management, and planning; Compare and contrast approaches to goal-setting and planning; The downside of traditional goal-setting; management by objectives (MBO); steps in goal-setting; Three contingency factors affect the choice of plans: organizational level, degree of environmental uncertainty, and length of future commitments; Approaches to planning; environmental scanning. 2. Basic concepts and knowledge points: traditional goal-setting; means-ends chain; management by objectives (MBO); mission; commitment concept; formal planning department; environmental scanning; competitor intelligence. 3. Problems and Applications 1) Explain the three contingency factors affect the choice of plans. 2) What is MBO and how to implement this method? （三）Reflection and practice： 1. A brief description of the necessary steps to achieve the goal
2.How to implement target management. 3.Based on the success of China's lunar exploration project,show the advantages of China's five-vear plan. Teaching methods and tools The main teaching methods in this chapter are lecture.multimedia teaching and discussion,group assignment Chapter 5 Foundations of organizational design (-)Objectives and requirements 1.Understand the definition of organizational structure. 2.Master organizational design decisions and recognize common organizational design 3.Understand organizational culture and grasp the characteristics of organizational change. 4.Understand the importance of innovation management. 5.Based on the organizational innovation of Hair Company,to showcase the strong leadership of Chinese entrepreneurs. (二)Contents: Section 1:six key elements in organizational design 1.Main contents:Purposes of organizing,the meaning of Organizationa structure;the six key elements that affect organizational design,chain of command;authority theory;span of control;centralization and decentralization:formalization. organizing orga ational structur design;wor e points cial tion;depa ation;function on product geographic process departmentali zation custome departmentalization;cross-functional teams:chain of command:authority line authority:unity of command:span of control;centralization and decentralization;formalization. 3.Problems and Applications 1)Discuss the traditional and contemporary views of each of the six key elements of organizational design. 2)Discuss the difference of centralized organization structure and decentralized organization structure. Section 2:organizational structure
9 2. How to implement target management. 3. Based on the success of China's lunar exploration project, show the advantages of China's five-year plan. （四）Teaching methods and tools The main teaching methods in this chapter are lecture, multimedia teaching and discussion, group assignment. Chapter 5 Foundations of organizational design (一) Objectives and requirements 1. Understand the definition of organizational structure, 2. Master organizational design decisions and recognize common organizational design. 3. Understand organizational culture and grasp the characteristics of organizational change. 4. Understand the importance of innovation management. 5. Based on the organizational innovation of Hair Company, to showcase the strong leadership of Chinese entrepreneurs. (二) Contents: Section 1: six key elements in organizational design 1. Main contents: Purposes of organizing; the meaning of Organizational structure; the six key elements that affect organizational design; chain of command; authority theory; span of control; centralization and decentralization; formalization. 2. Basic concepts and knowledge points: organizing; organizational structure; organizational design; work specialization; departmentalization; functional departmentalization; product departmentalization; geographical departmentalization; process departmentalization; customer departmentalization; cross-functional teams; chain of command; authority; line authority; unity of command; span of control; centralization and decentralization; formalization. 3. Problems and Applications 1) Discuss the traditional and contemporary views of each of the six key elements of organizational design. 2) Discuss the difference of centralized organization structure and decentralized organization structure. Section 2: organizational structure
1.Main contents:Employee Empowerment:Organizational Design Decisions Mechanistic Organization structure,Organic Organization structure: Contingency Factors Common Organizational Designs:Simple structure Functional structure,Divisional structure. Team st proj str ess o aliz ctiv ide ified in the plan and departments allocation of rights and coordination of work in the organization 2.Basic concepts and knowledge points:mechanistic organization;organic structure:functi nal structure 3.Problems and Applications 1)Contrast mechanistic and organic organization 2)Would you rather work in a mechanistic or an organic organization? Why? 3)Contrast the three traditional organizational designs (Reflection and practice: 1.Researchers areow that e fforts to simplify work tasks actually hav for both companies and their employees.Do you agree 2.To analyze the organizational structure of Hair company and describe the merit of Zhang Ruiming. Teaching methods and tools The main teaching methods in this chapter are lecture,multimedia teaching and discussion.group assignment. Chapter 6 Contemporary organizational design (一）Objectives and requirements 1.Understand contemporary organizational designs. 2.Understand how organizations organize for collaboration 3.Understand flexible work arrangements used by organizations. 4.Understand organizing issues associated with a contingent workforce 5.Describe today's organizational design challenges. (二)Contents: Section 1:Contemporary organizational designs 10
10 1. Main contents: Employee Empowerment; Organizational Design Decisions: Mechanistic Organization structure, Organic Organization structure; Contingency Factors Common Organizational Designs: Simple structure, Functional structure, Divisional structure, Team structures, Matrix and project structures, Boundary less Organization Formalization Effective implementation of the objectives identified in the plan and division of departments, allocation of rights and coordination of work in the organization. 2. Basic concepts and knowledge points: mechanistic organization; organic organization; unit production; mass production; process production; simple structure; functional structure; divisional structure. 3. Problems and Applications 1) Contrast mechanistic and organic organizations. 2) Would you rather work in a mechanistic or an organic organization? Why? 3) Contrast the three traditional organizational designs. (三) Reflection and practice： 1. Researchers are now saying that efforts to simplify work tasks actually have negative results for both companies and their employees. Do you agree? Why or why not? 2. To analyze the organizational structure of Hair company and describe the merit of Zhang Ruiming. （四）Teaching methods and tools The main teaching methods in this chapter are lecture, multimedia teaching and discussion, group assignment. Chapter 6 Contemporary organizational design (一) Objectives and requirements 1. Understand contemporary organizational designs. 2. Understand how organizations organize for collaboration. 3. Understand flexible work arrangements used by organizations. 4. Understand organizing issues associated with a contingent workforce. 5. Describe today’s organizational design challenges. (二) Contents: Section 1: Contemporary organizational designs