Organizational Behavior in Education 教育组织行为学 能力训练 Lecturer 黄萍

Lecture One: Capability Training 一、 Capability ( 一 ) 学术研究能力 ( 二 ) 运用能力 1 、批判性阅读 1 、发现问题 2 、批判性思考 2 、分析问题 3 、批判性陈述 3 、解决问题 4 、批判性写作 ( 三 ) 学习理念：挑战权威 (Authority)

Lecture One: Capability Training -- Group Presentation （一） 小组 Presentation 展示要求 1 、成员构成： 6 人一组，其中至少一人可用英语陈述 2 、工作内容： 案例选择 文献回顾与梳理 发现问题与不足 提出解决问题的方案及理论依据 提交大纲与老师讨论 完成 PPt 小组陈述 30 分钟并提交 PPt 答问

Lecture One: Capability Training -- Group Presentation （二） 小组 Presentation 操作程序 1 、小组 Presentation 将从 10 月 9 日开始（周四 的课） 2 、小组 Present 30 分钟，答问 15 分钟 3 、老师评述 25 分钟， 10 分钟答问 4 、检查、指导下一组的大纲 10 分钟

Lecture One: Capability Training -- Power Point （一）团队合作意识 （二） PPt 的格式要求 1 、格式统一 2 、突出关键内容 3 、字体、字号统一

Lecture One: Capability Training -- Power Point （三） PPt 的构成 1 、题目 2 、小组成员 3 、内容简介及谁将阐述那一部分 4 、详细陈述各部分 5 、总结并致谢

Lecture One: Capability Training -- Assessment Essay （ 60% ） Presentation （ 20% ） Group Discussion （ 10% ） Questioning （ 5% ） 出勤（ 5% ）

Lecture Two: Case study2 Evaluation-Group Prsentation Requirments of Evaluation 1.Clarity - Confidence, interest and enthusiasm of presenters. - Presenters speak clearly and can easily 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 Evaluation 2. Content - Presentation includes a concise introduction and summary of topic. - Presenters provide comprehensive answers to questions and support these with relevant theoretical concepts.

Lecture Two Case study2 Requirments of Evaluation 2. Content - Presentation includes a clear conclusion. -Presenters able to answer questions raised during and after presentation. - Degree of creativity shown in presentation. - Use of resources other than textbook.

Lecture TwoCase study2 Requirments of Evaluation 3. Format and structure - PPt and other visual aids are clear and neat (eg.large font,etc). - Time management of presenters. -Overall organisation,consistency, flow and effectiveness of presentation

Lecture Two Case 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) -behavioral component (intention)

Lecture Two Case study2 Relevant Theroretical Concepts (2) Types of Attitudes - Job Satisfaction - Job Involvement - Organization Commitment

Lecture Two Case study2 Relevant Theroretical Concepts (3) The A-B Relationship Attitudes- Behavior 1.The degree of affects to result(s) 2.Socity and Group 3.Self – perception What is your believe? Mental Accounting?

Lecture Two Case study2 Relevant Theroretical Concepts 2.Attribution and Management Inside outside (1). Self-serving Bias (2). Fundamental Attribution Error (3). Actor-observer Difference

Lecture Three Case study3: Requirments of a successful presentation What did you do before you come into this classroom? 1. Read the case carefully 2. Listen to the presentation with questions ？ ？

Lecture Three Case study3: Relevant Theroretical Concepts Abilities Intellectual abilities see Intelligence quotient (IQ) copies Physical abilities Emotion quotient (EQ)

Lecture Three Case study3: Relevant Theroretical Concepts Developing abilities Famly become Learning from School self Socity abilities

Lecture Three Case study3: Relevant Theroretical Concepts Conpetency and Management Job Description

Lecture Three Case study3: Relevant Theroretical Concepts Conpetency and Management 20 Factors 6 Categories

Lecture Three Case study3: Team work Groups assess Group presentation

Lecture Four Case study5: Relevant Theroretical Concepts Work groups compare with Work teams Goal Synergy Accountability Skills Share information Neutral (sometimes negative) Individual Random and varied Collective performance Positive Individual and mutual complementary

Lecture Four Case study5: Relevant Theroretical Concepts Types of Teams Problem solving Self-managed Virtual Cross-functional ? Technology

Lecture Four Case study5: Relevant Theroretical Concepts Team effectiveness Work design Autonomy Skill variety Task identity Task significance Composition Ability Personality Roles &diversity Size Flexibility Preference for teamwork Context Adequate resources Leadership Performance evaluation & rewards Process Common purpose Specific goals Team efficacy Conflict Social loafing

Lecture Four Case study5: Relevant Theroretical Concepts Key Roles on Teams Organizer: provides structure Producer: provides direction&follow-through Controller: examines details & enforces rules Maintainer: fights external battles

Lecture Four Case study5: Relevant Theroretical Concepts Key Roles on Teams Adviser: encouranges the search for more information Linker: coordinates & integrates Creator: initiates creative ideas Promoter: champions ideas after they’re initiated Assessor: offers insightful analysis of options

Lecture Four Case study5: Team work Groups assess Group presentation

Lecture Five Case study6: Relevant Theroretical Concepts Communicating between individuales 1.Finding key issue 2.Looking for solutions 3.Communicating -languege: voice, tone, words… -Body language: smile, kind… Case study Sichuan Normal University

Lecture Five: How to do case study Finding issues or problems 1.Title 2.Headline 3.First and last sentences Setting issue

Lecture Five: How to do case study Looking for theoretical support 1.Identifying relevant theores and concepts 2.Estalelishing topic 3.Supporting topic with theores And evidences

Lecture Five: How to do case study Writing outline logical, correct, acuurate, … Making PPT Key words, phrases, definitions. Notice:reading is alwys faster than speaking Presenting

Lecture Five: Team work Groups assess Group presentation

Lecture Six: Case study8 Foundations of Organization Structure An organization structure defines how job taske are formally divided, grouped, and coordinated.

Lecture Six: Case study8 Foundations of Organization Structure Six key elements for designing organization structure 对工作进行分组的基础是什么？部门化 独立工作应细分到什么程度？工作专门化 管理者可以有效地指导多少员工？管理幅度 个人和群体向谁汇报工作？命令链 决策权应在哪一级 ? 集权与分权 用什么规章制度指导员工及管理层？正规化

Lecture Six: Group Discussion 小组讨论 (10%) ： 1. 学术讨论语言 2. 学术提问 3. 小组陈述 要点概述 观点总结

查询相关背景资料 查询相关理论 提出解决方案

Lecture Six: How to prepare essay 文献选择与鉴定 文献回顾与梳理 发现目前研究现状与不足 确立自己将要研究的问题与内容

Lecture Six: Structure of Essay 概述选题理由与意义 （根据文献回顾） 文章的内容结构 ( 摘要） 讨论内容 A 、 B 、 C … 建议 总结要点 ( 呼应摘要）

Lecture Six: Assessment of Essay 论文结构的逻辑性、完整性。（ 20% ） 概念、理论的准确性及与论题的匹配性。 （ 20% ） 论点的清晰程度及论证的充分程度、逻辑性、 论证与论点的匹配程度。（ 35% ） 论文是否有创新或闪光点。（ 15% ） 句子表达的清晰程度与准确程度。（ 10% ） 字数、参考文献是否合符要求。（ 10% ）

Lecture Six: Assessment of Essay 要求： 1 、姓名、班级（专业）、学号、日期。 ( 参见学校论文封面） 2 、论文标题： 3 号黑体。 3 、论文正文： 5 号宋体。

谢谢！ Thank you very much !