大专院校班级管理探讨

大学生班级是学校进行教学活动的基本单位，是学生学习、生活、工作及各种活动的基本组织形式，是管理的主体，而班级的管理是实现高校培养目标的有效载体，学生班级所形成的班风影响着大学生人格的发展和世界观的形成。而学生班级管理团队的形成又与班级管理是密不可分。所以。班级团队管理是新时代大学学生工作的重要组成部分。本文将从学生班级管理团队的选择、培养和学生班级团队管理的方法三方面对班级管理团队进行论述。     

新形势下大学生班级管理之我见

一个优秀的团队需要一个好的管理者和一套切实可行的方案.要为学生管理寻求一套切实可行的方案,首先要从最基础的班级管理开始.如何掌握班级管理的方式方法,是作为高校基础管理者应具备的基本素质之一.     

试论高校班级管理的现状

新时期高校教育改革给高校教师和学生带来了前所未有的挑战,高校班级管理是高校教育改革的基础,加强高校班级管理,才能有效地提高高校管理的质量,本文对目前高校管理的现状进行分析,为更好地促进高校班级管理提出几点建议和思考。     

地方本科院校班级管理模式探索——以曲靖师范学院思想政治教育专业2013级为例

在高等学校中,班级是高校学生日常管理最核心的单位.高校日常班级管理的核心内容是做好班风、学风建设,搞好思想政治教育,提高学生就业率.文章以曲靖师范学院思想政治教育专业2013级为例,探索新时期地方高校班级管理模式及方法,以提高学生的就业率.     

浅谈高校班级管理存在的一些问题及对策

目前高校的扩招造成学生素质参差不齐以及班级人数的增加,致使高校班级管理的难度加大。然而高校班级管理的好坏直接影响学校的教育质量和体现其管理水平,最重要的是其影响到每个大学生的成长。文章以人本化管理为指导思想,探讨管理好高校班级的基本措施及建议。     

中医院校大学生班级管理方法探究

随着中国经济的腾飞,我国高校持续扩招,使得高校管理面临了新的挑战,而知识经济时代也为高校班级管理带来了一次重要发展机遇,比如需不断强化的班级管理建设是高校管理中最关键的问题。同时班级也是学生们成长的摇篮,只有将班级建设好了,才能帮助学生们更好地成长,为社会培育出优秀的人才。针对中医院校大学生的具体情况,对班级管理提出了一些相应的管理方法,以期引起高校教育工作者的高度重视。     

浅谈中职学校班主任班级管理工作的创新

中职学校班主任的班级工作是全方位的,也是复杂多变的,班主任必须用科学的、创新的方法对班级进行管理,以适应当前职教发展的需要。创新是班主任实现可持续发展的根本保证,是班主任工作得以与时俱进、有效开展的重要前提。创新包括:尊重理解学生,构建和谐师生关系;完善班级管理,强化团队意识;营造班级管理氛围,增强班级凝聚力;加强师德修养,提高自身素质。     

高职院校班管理创新之企业管理模式研究——以常州纺院财税A班为例

90后的高职院校学生,大多数是独生子女,依赖性强,自制力相对较差。目标不明确,缺乏自主学习能力。自我意识强,缺乏团队合作能力。针对这些特点,结合本人从事班主任的工作经历,用企业管理方法来管理班级,提出了一些新的方法,取得了一定的成效。基于对两届学生采用企业管理班级管理的模式的探索和实践,采用企业管理模式管理班级不仅仅是创新更是对学生的职场奠定了基础。     

实现学生兼职班主任团队化管理的几点思考

一直以来,学生兼职班主任是高校实现大一新生的学生管理工作的重要途径。为解决实践中出现的:学生兼职班主任个人能力参差不齐、辅导员面临的管理跨度过大等问题,提出应用团队管理的方式规范学生兼职班主任管理,提高管理效率、提升学生兼职班主任个人素质,并提出了团队化管理可能出现的问题及解决对策。为现实提供了有益指导。     

新时期高校班级管理模式探析

班级是大学进行人才培养的最基本的组织形式,有着重要的育人功能。高效、科学、合理的班级管理有助于维持班级秩序,形成良好的班风学风,提升班级凝聚力,有助于锻炼学生能力,有助于实现教学目标,提高学习效率,实现人才培养目标。通过五个方面的探索,提出了新时期高校班级管理的模式,以期为班级管理工作提供借鉴。     

Top management team turnover, CEO succession type, and strategic change

While previous research suggests that CEO turnover correlates with strategic changes in firm's operations such as discontinuation of operations, we demonstrate that such findings apply only to specific types of CEO turnover, and only if non-CEO members of the top management team also exit the firm. Our analysis examines cases of contender, follower, and outsider succession and reinforces the key role of non-CEO departures in strategic change at a firm. The results support an integration of the upper echelons perspective and the power circulation theory view of top management team turnover.     

浅谈施工企业项目管理

根据目前建筑施工企业项目管理繁重,以及长期以来存在的企业项目管理中施工队伍素质差,管理水平低的状态的情况.分析企业如何满足施工工程要求,质量、安全文明施工和工期要求,如何将项目成本控制的组织措施、技术措施、经济措施,三者是融为一体、相互作用的.分析项目经理部如何建立项目成本控制中心,要以投标报价为依据,制定项目成本控制目标,各部门和各班组通力合作,形成以市场报价为基础的施工方案经济优化、物资采购、经济优化、劳动力配备经济优化的项目成本控制体系.     

Supply-chain corporate venturing through acquisition: Key management team retention

Acquisitions are often used as a way to engage in corporate venturing. The value of these ventures tends to reside in the knowledge and capabilities of the key management team members who have and maintain key inter-organizational relationships. Because their knowledge and/or relationships may be tacit and therefore difficult to transfer, retaining the key managers in the acquired organization is often a critical issue for the human resource management of the acquiring organization. They are also frequently thought to be critical elements in the future performance in global supply chains and therefore, should be a key concern of human resource management after the acquisition has been culminated. Using a unique dataset of corporate acquisitions in supply-chains, we examine how the development of the psychological contract elements affects retention of critical key global managers. We find that higher retention of the key management team members leads to higher performance after acquisition. We also find that the development of the psychological contract has a positive impact on the retention of key managers with global supply-chain relations.     

Breaking Silos: A Field Experiment on Relational Conflict Management in Cross-Functional Teams

In this paper we investigate how effective conflict management in conflict asymmetry situations impacts the quality of cross-functional management teams’ performance. During a 5-day business simulation, we explore the consequences of the relational conflicts and conflict asymmetry experienced by team members. We use two different measures of conflict asymmetry: the traditional group conflict asymmetry measurement of Jehn (Adm Sci Q 40:256–282, 1995) and a social networks method. We find that when some team members evoke more conflict than others, this affects the evolution of team dynamics (and ultimately the performance of the team) even more than high levels of conflict altogether; however, group emotional awareness can mitigate this negative effect and improve the team performance through the appropriate use of conflict management strategies. Since group emotional awareness can be fostered and trained within teams, this is of practical value to improve the performance of cross-functional management teams.     

科普场馆志愿服务队伍的组织流程管控

为探索新时代科技志愿服务队伍开展服务活动的运行机制与工作模式,本研究在文献研究基础上,调查了上海科技馆、苏州博物馆等有代表性的场馆,并结合重庆科技馆科技志愿服务支队十余年管理经验,研究了科技志愿服务队伍的特性,分析科技志愿服务队伍与科普场馆的关系,总结科技志愿服务队伍管控的特点,梳理出新时期科技志愿服务队伍的组织流程及关键环节管控的要点,以期为更多志愿服务工作提供可借鉴经验。     

Understanding the dynamics of new venture top management teams: cohesion,conflict, and new venture performance

Research conducted under the upper echelon perspective has produced consistent evidence of a relationship between top management team (TMT) interaction and firm performance. We draw upon and extend this research in an effort to explain new venture performance as a function of cohesion and conflict within the top management team. Based upon data collected from a sample of 70 new ventures, we find that TMT cohesion is negatively related to affective conflict and positively related to cognitive conflict. As expected then, we also find that TMT cohesion is positively related to new venture growth.     

Avoiding a “me” versus “we” dilemma: Using performance management to turn teams into a source of competitive advantage

Teams are pervasive in today's world of work. Unfortunately, in many cases teams do not live up to their promise and, instead, lead to disappointing results. In this installation of Human Performance, we discuss how to design and implement performance management systems that include a good combination of both “me” and “we” considerations. We offer the following research-based recommendations: (1) use measures of individual and team performance, (2) use measures of processes and outcomes, (3) develop performance measures using input from inside and outside the team, (4) gather performance information using sources from inside and outside the team, (5) foster team learning and development, and (6) reward both individual and team performance. We discuss implementation guidelines for each of these recommendations that will help maximize individual and team performance as well as alignment among individual, team, and organizational goals. Implementing performance management systems following our recommendations will help organizations turn teams into an inimitable and sustainable source of competitive human capital advantage.     

IMPLEMENTING A PROFESSIONAL ON-CAMPUS WORK EXPERIENCE FOR CLOTHING AND TEXTILE STUDENTS

A Clothing and Textile course is described which provided a transition from classroom education to the world of work, improved students’ interpersonal skills and assisted in helping women students establish identities as professional people. In addition, the experience described demonstrates how concepts and skills from a large number of other courses are integrated when a specific real-life clothing problem must be solved. Through an on-campus experience, twenty-eight jackets for the Washington State University Men's Ski Team were designed and produced. Students were organized into a design team and a management team. The design team designed the jacket to meet the requirements of the ski team, made the the patterns, fitted the basic shells, reworked the pattern, wrote the assembly instructions and determined the most efficient layout. The management team investigated and purchased the materials and equipment needed, including a Babylock serger, determined jacket cost, organized and conducted meetings with the clients, and wrote the contract. All students participated in the construction of the jackets, a process organized as a factory assembly line. Students were enthusiastic about this practical opportunity to apply design and management principles and the chance to work with others towards a common goal. The approach used with this class is applicable to numerous functional clothing design problems.     

Top management team heterogeneity and firm performance: An empirical research on Chinese listed companies

An empirical study of the 2001–2002 data from 356 Chinese companies listed in the Shanghai and Shenzhen stock exchanges indicates that within the social context of China the characteristics of a firm’s top management team have a different impact on firm performance from those of foreign countries. Also, the tenure heterogeneity and functional experience heterogeneity of the top management team are inversely related to firm performance. This paper analyzes and discusses the findings in detail and points out areas for future research. Translated from Guanli Pinglun 맜理评论 (Management Review), 2006, 18 (5): 54–60     

A cross-national study on the impact of management teams on the rapid internationalization of small firms

While the importance of top management teams in the formation and development of new ventures is well recognised, their impact on the rapid internationalization of such firms remains relatively under-researched. This article presents the findings of a cross-national study conducted in Australia, Canada, Ireland and New Zealand that demonstrate the significant impact that such teams have in creating the core internal capabilities and leveraging the external resources required for rapid and dedicated internationalization. The need to augment the management team in order to address key resource or knowledge gaps and/or to expand international networks is also evident among many firms, as is the impact of changes in team structures on business strategy and internationalization. Directions for future research and implications for public policy in support of rapidly internationalizing small firms are presented and discussed.