《管理学》（英)课程教学大纲 一、课程基本信息 课程代码：16036402 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时度业绩导向的通向和时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 course is off red to Bus English majors (wit an Managemen orientation)as a compulsory course uce the as ns o t tools and techniques of In organizing it touches upon organization des gn,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（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
1 《管理学》（英）课程教学大纲 一、课程基本信息 课程代码：16036402 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 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 covers 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（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
生将接触到基本的管理理论，并将在教师指导下把所学理论尝试性地运用到案例分析当 中。在课程结束时，学生应能从较专业的角度去分析管理领域内的问题，掌握该领域内 的常见专门术语。另外，本课程也将为学生打下一个继续学习的根基。在完成本课程的 基础上，学生能较容易地进入日后方向性课程的学习，如战略管理，人力资源管理，领 导，组织科学等等。同时，在有关章节引入社会主义思想政治教育，培养具有高度政治 觉悟和政治素质的复合型外语人才。 四、教学内容及要求 Chap 1.Introduction to Organizations and Management 思政内容：指出社会主义国家企事业组织和西方国家相关组织的重要区别，体现中央政府在经济管理 中的统筹规划，避免盲目竞争，关注民生与企业盈利与创新并重。 The concepts of organizations,managers, and ma nagement are explored in this chapter.Every "head bean counter"of Lip-Schultz Levin Gray,is a good example of a modern manager.He realizes that his employees are great assets.He also feels that developing his staff,while eliminating organizational barriers, elps his company and ultima his clients.M s th g his all levels and in all functional areas of an organization perform. Lecture Outline Who are managers? tions and Processes Management Roles Interpersonal Roles Technical Skills Human Skills Conceptual Skills Ma in Different and Changing Situations What Is an Organization Why me Uni The Reality of Work
2 生将接触到基本的管理理论，并将在教师指导下把所学理论尝试性地运用到案例分析当 中。在课程结束时，学生应能从较专业的角度去分析管理领域内的问题，掌握该领域内 的常见专门术语。另外，本课程也将为学生打下一个继续学习的根基。在完成本课程的 基础上，学生能较容易地进入日后方向性课程的学习，如战略管理，人力资源管理，领 导，组织科学等等。同时，在有关章节引入社会主义思想政治教育，培养具有高度政治 觉悟和政治素质的复合型外语人才。 四、教学内容及要求 Chap 1. Introduction to Organizations and Management 思政内容：指出社会主义国家企事业组织和西方国家相关组织的重要区别，体现中央政府在经济管理 中的统筹规划，避免盲目竞争，关注民生与企业盈利与创新并重。 The concepts of organizations, managers, and management are explored in this chapter. Every organization, regardless of size, type, or location, needs managers who have a variety of characteristics. Managers may come from any nationality or be of either gender. Steven P. Siegel, the self-described “head bean counter” of Lip-Schultz, Levin & Gray, is a good example of a modern manager. He realizes that his employees are great assets. He also feels that developing his staff, while eliminating organizational barriers, helps his company and ultimately his clients. Mr. Siegel epitomizes the planning, organizing, leading, and controlling activities that must be performed in order for the organization to meet its goals. However, he also fosters flexibility and creativity while using his managerial skills to solve problems. This chapter describes the work that Siegel and other managers at all levels and in all functional areas of an organization perform. Lecture Outline Introduction Who Are Managers? What Is Management? What Do Managers Do? Management Functions and Processes Management Roles Interpersonal Roles Informational Roles Decisional Roles Management Skills Technical Skills Human Skills Conceptual Skills Managing Systems Managing in Different and Changing Situations What Is an Organization? Why Study Management? The Universality of Management The Reality of Work
Home Assignments: Review the questions listed in the lecture outline tion.discussion.teamwork and case study with the aid of multi-media 立党是如何领导中国人民推翻三座大山，工商企业的所有制、组织 形式、管理形式又是如何根据现实情况的改变在不断地吐故纳新。 The purpose of this chapter is to demonstrate that knowledge of management history can help you better understand current management theory and practice.Thus,in order to understand the theories and practices at the evolution of manage ment thought and societal cond ngin the chaper -opening Manager's Dilemma.Shigeki Tomoyama and Akio Tovoda have developed Gazoo.com,a Web site that allows car dealers to display online photos of used Toyotas.However,now To- moyama needs to make sure that Gazoo.com maintains its innovation and flexibility.What would you do? Lecture Outline ntroduetion Management's Connection to Other Fields Background Important Contributions Frederick W Taylor rank and I How oday's anagers Use General Administrative Theorists Important Contributions How Do Today's Manas ers Use General Administrativeher tion Quantitative Approach? Managers Use Toward Understanding Organizational Behavior The How Do Today's Managers Use the
3 Rewards and Challenges of Being a Manager Home Assignments: Review the questions listed in the lecture outline. Teaching Methods: Lecturing, presentation, discussion, teamwork and case study with the aid of multi-media Chap 2. Management Yesterday and Today 思政内容：介绍近现代史上中国共产党是如何领导中国人民推翻三座大山，工商企业的所有制、组织 形式、管理形式又是如何根据现实情况的改变在不断地吐故纳新。 The purpose of this chapter is to demonstrate that knowledge of management history can help you better understand current management theory and practice. Thus, in order to understand the theories and practices used today, it’s important for management students to look at the evolution of management thought and practices. The practice of management has always reflected historical times and societal conditions. For instance, computer technology and online business opportunities are realities that many organizations are facing. In the chapter-opening Manager’s Dilemma, Shigeki Tomoyama and Akio Toyoda have developed Gazoo.com, a Web site that allows car dealers to display online photos of used Toyotas. However, now Tomoyama needs to make sure that Gazoo.com maintains its innovation and flexibility. What would you do? Lecture Outline Introduction Management’s Connection to Other Fields Of Study Historical Background Scientific Management Important Contributions Frederick W. Taylor Frank and Lillian Gilbreth How Do Today’s Managers Use Scientific Management? General Administrative Theorists Important Contributions Henri Fayol Max Weber How Do Today’s Managers Use General Administrative Theories? Quantitative Approach Important Contributions How Do Today’s Managers Use Quantitative Approach? Toward Understanding Organizational Behavior Early Advocates The Hawthorne Studies How Do Today’s Managers Use the
Workforce Diversity Entrepreneurship Leanngr and Knowege Management Workplace Spirituality Home Assignments Review the questions listed in the lecture outline. Teaching Methodss Lecturing,presenta tion,discussion,teamwork and case study with the aid of multi-media Chap 3.Organizational Cultur e and Environment:The Constraints 思政内容：企业在制定发展策略时，要和党制定的宏大战略联系起来，方能让自身处于一个顺势的环 境中。 This chapte t and how the the component ernal Deslauriers.the staff and organizational development coordinator for the city of Vancouver.British Columbia,is focusing on training the city's manag gers to be more accountable for quality and to increase citizen satisfact One big cha enge is that dif rent city emp ye groups (e police,firefighters, engineering. our and the extemal environment heli t v can an standing of Lecture Outline The Macon Omn ent or Symbolic? The Omnipotent View The Symbolic View What is Organi izational Culture? Strong versus Weak Cultures The Source of Culture How Employees Learn Culture Rituals Material Symbols The Language 4
4 Behavioral Approach? Current Trends and Issues Globalization Workforce Diversity Entrepreneurship Managing in an E-Business World Need for Innovation and Flexibility Quality Management Learning Organizations and Knowledge Management Workplace Spirituality Home Assignments: Review the questions listed in the lecture outline. Teaching Methods: Lecturing, presentation, discussion, teamwork and case study with the aid of multi-media Chap 3. Organizational Culture and Environment: The Constraints 思政内容：企业在制定发展策略时，要和党制定的宏大战略联系起来，方能让自身处于一个顺势的环 境中。 This chapter discusses the components and complexities of an organization’s culture and the external environment and how these may constrain managers. In the chapter-opening Manager’s Dilemma, Catherine Deslauriers, the staff and organizational development coordinator for the city of Vancouver, British Columbia, is focusing on training the city’s managers to be more accountable for quality and to increase citizen satisfaction. One big challenge is that different city employee groups (i.e., police, firefighters, engineering, public works, etc.) have very contrasting cultures. Ms. Deslauriers is also responsible for improving stakeholder involvement in city decisions and actions. How can an understanding of organizational culture and the external environment help her? Lecture Outline Introduction The Manager: Omnipotent or Symbolic? The Omnipotent View The Symbolic View Reality Suggests a Synthesis The Organization’s Culture What Is Organizational Culture? Strong versus Weak Cultures The Source of Culture How Employees Learn Culture Stories Rituals Material Symbols Language How Culture Affects Managers The Environment
Suppliers Competitors ment Economic Conditions Politica Legal Co Global the Environment Affects nagers Environmental Uncertainty Stakeholder Relationship Management ho Are Sta Manas Relationship ortant? How Can These Relationships Be Managed? s listed in the lecture outline Teaching Methods: Lecturing.presentation,discussion,teamwork and case study with the aid of multi-media Chap 4.Managing in a Global Environment 思政内容：探讨在当今“逆全球化”的大形势下，如何将习近平同志提出的“内循环”融入企业发展 的过程中。 This chapter environm ndoorganiz tions primarily in Indonesia Ceme sed in Monterre Mexico,believes that to succeed in a competitive global environment,managers need multicultura perspectives.Theret re,in order to 1d0 s an executive,Cem X is giving nim an opportunity be s th m make intelligent decisions as he makes the adjustment to a cultur Lecture Outline s What? What's Your Global Perspective?
5 Defining the External Environment The Specific Environment Customers Suppliers Competitors Pressure Groups The General Environment Economic Conditions Political/Legal Conditions Sociocultural Conditions Demographic Conditions Technological Global How the Environment Affects Managers Assessing Environmental Uncertainty Stakeholder Relationship Management Who Are Stakeholders? Why Is Stakeholder Relationship Management Important? How Can These Relationships Be Managed? Home Assignments: Review the questions listed in the lecture outline. Teaching Methods: Lecturing, presentation, discussion, teamwork and case study with the aid of multi-media Chap 4. Managing in a Global Environment 思政内容：探讨在当今“逆全球化”的大形势下，如何将习近平同志提出的“内循环”融入企业发展 的过程中。 This chapter explores the opportunities and challenges managers face in managing in a global environment. Managers in all types and sizes of organizations must be prepared to monitor changes in the global environment. For instance, Raymundo Gonzalez, an international trading division manager of Cemex, is being assigned to work in Cemex’s Asian operations, primarily in Indonesia. Cemex, based in Monterrey, Mexico, believes that to succeed in a competitive global environment, managers need multicultural perspectives. Therefore, in order to develop Raymundo as an executive, Cemex is giving him an opportunity to broaden his global expertise. But, before he takes the plunge, Raymundo, like any effective manager, wants information that can help him make intelligent decisions as he makes the adjustment to a culture dramatically different from his own. Lecture Outline Introduction Who Owns What? What’s Your Global Perspective?