Coursework格式：Technical Professional Management Fundamentals

Coursework格式-技术专业人员管理基础。本文是一篇留学生课程作业写作范文，主要内容是讲述组织行为是一个研究领域，专门关注人们在工作中的行为。它主要关注两个领域，个人行为和群体行为。个人行为包括态度、个性、感知、学习和动机等主题。群体行为包括规范、角色、团队建设、领导力和冲突。组织行为通常被用作了解人们在组织中行为的工具。下面就请具体参考这篇留学生Coursework写作格式范文，并了解Coursework怎么写。

Fundamental of Management for the Technical Professional 技术专业人员管理基础

Define organizational behavior and describe its goals. 定义组织行为并描述其目标

Organizational behavior is a field of study that is concerned specifically with the actions of people at work. It focuses primarily on two areas, individual behavior and group behavior. Individual behavior includes topics such as attitudes, personality, perception, learning, and motivation. Group behavior includes norms, roles, team building, leadership, and conflict. Organizational behavior is normally used as a tool to understand how people behave in an organization

The goals of organizational behavior are to explain, predict, and influence behavior.组织行为的目标是解释、预测和影响行为。

Managers need to be able to explain why employees engage in some behaviors rather than others 管理者需要能够解释为什么员工会做出某些行为而不是其他行为

Predict how employees will respond to various actions the manager might take, and 预测员工对经理可能采取的各种行动的反应，以及

Influence how employees behave.影响员工的行为。

Identify and describe three traits associated with leadership.识别并描述与排行榜相关的三个特征

There are in all seven traits associated with leadership, which are as follow: Drive, Desire to lead, Honesty and Integrity, Self-confidence, Intelligence, Job-relevant Knowledge, Extraversion. Among all I would describe the three traits, which I think, are most important and they are explained below:

与领导力相关的七个特征如下：干劲、领导欲望、诚实正直、自信、智慧、与工作相关的知识、外向。在所有这些中，我将描述我认为最重要的三个特征，它们解释如下：

Honesty and integrity: Leaders build trusting relationships with followers by being truthful, or no deceitful, and by showing high consistency between word and deed.诚实和正直：领导者通过诚实或不欺骗，以及言行高度一致，与追随者建立信任关系。

Self-confidence: Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions.自信：追随者向领导者寻求没有自我怀疑的机会。因此，领导者需要表现出自信，才能让追随者相信他们的目标和决定是正确的。

Intelligence: Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions.自信：追随者向领导者寻求没有自我怀疑的机会。因此，领导者需要表现出自信，才能让追随者相信他们的目标和决定是正确的。

Describe how managers might motivate professional workers.描述管理者如何激励专业员工

There is a different needs and expectations of professional workers compare to Non-professional in their jobs. Professional workers have a strong and long-term commitment to their job. They use to learn more and more knowledge to keep their job and work and they work with full dedication without defining their working schedule as 5 days a week.

与非专业人员相比，专业人员在工作中有不同的需求和期望。专业人员对自己的工作有着坚定而长期的承诺。他们习惯于学习越来越多的知识来保住自己的工作，他们全心全意地工作，而没有将工作时间表定义为每周5天。

Professional workers are not motivated by money or by any raise in their job; tackling new problems and finding solutions motivate them. When managers praised their work and dedication they himself got motivated and works more efficiently in other words they get motivated by their work and value of support. They simply values challenging work, problem solving and supports. Different professional haves different values of motivation which managers needs to understand to motivate them.

专业人员的动机不是金钱或工作中的任何加薪；解决新问题并找到解决方案会激励他们。当管理者赞扬他们的工作和奉献精神时，他们自己也会受到激励，工作效率也会更高——换句话说，他们会受到工作和支持价值的激励。他们只是看重富有挑战性的工作、解决问题和支持。不同的职业有不同的激励价值观，管理者需要了解这些价值观才能激励他们。

Discuss the three sets of variables that have been found to stimulate innovation.讨论已经发现的刺激创新的三组变量

Structural Variable: Organic structures, Abundant resources, High interunit, communication, Minimal time pressure, Work and nonwork support.结构变量：有机结构，丰富的资源，高度的互动，沟通，最小的时间压力，工作和非工作支持。

Human resource variable: High commitment to training and development• High job security • Creative people 人力资源变量：高度致力于培训和发展•高度工作保障•富有创造力的人才

Cultural variable: • Acceptance of ambiguity • Tolerance of the impractical • Low external controls • Tolerance of risks • Tolerance of conflict • Focus on ends • Open-system focus • Positive feedback.文化变量：•接受歧义•容忍不切实际•外部控制低•容忍风险•容忍冲突•关注目的•开放系统关注•积极反馈。

A. Structural Variables Affect Innovation 结构变量影响创新

First, organic structures positively influence innovation.首先，有机结构对创新产生积极影响。

They are lower in work specialization, have fewer rules, and are more decentralized than mechanistic structures; they facilitate the flexibility, adaptation, and cross-fertilization that make the adoption of innovations easier.他们的工作专业化程度较低，规则较少，而且比机械结构更分散；它们促进了灵活性、适应性和交叉融合，使创新更容易被采用。

Second, easy availability of plentiful resources provides a key building block for innovation.其次，丰富资源的易得性为创新提供了关键的基础。

An abundance of resources allows management to afford to purchase innovations, bear the cost of instituting innovations, and absorb failures.丰富的资源使管理层有能力购买创新，承担实施创新的成本，并吸收失败。

Frequent inter-unit communication helps to break down possible barriers to innovation by facilitating interaction across departmental lines.频繁的部门间沟通有助于打破可能的创新障碍，促进跨部门的互动。

3M, for instance, is highly decentralized and takes on many of the characteristics of small, organic organizations.例如，3M是高度分散的，具有小型有机组织的许多特征。

B. Cultural variable Affect Innovation 文化变量影响创新

Innovative organizations tend to have similar cultures.创新型组织往往具有相似的文化。

They encourage experimentation.他们鼓励尝试

They reward both successes and failures.他们既奖励成功也奖励失败。 

They celebrate mistakes.他们庆祝错误

An innovative culture is likely to have the following seven characteristics:创新文化可能具有以下七个特征：

Acceptance of ambiguity.接受歧义

Tolerance of the impractical.容忍不切实际的事

Low external controls.低外部控制

Tolerance of risk.风险承受能力

Mistakes are treated as learning opportunities.错误被视为学习机会

Tolerance of conflict.容忍冲突

Focus on ends rather than on means.关注目的而不是手段

Open systems focus.以开放系统为中心

C. Human Resource Variables Affect Innovation人力资源变量影响创新

Innovative organizations actively promote the training and development of their members so that their knowledge remains current, offer their employees high job security to reduce the fear of getting fired for making mistakes, and encourage individuals to become champions of change.

创新组织积极促进成员的培训和发展，使他们的知识保持最新，为员工提供高度的工作保障，以减少因犯错误而被解雇的恐惧，并鼓励个人成为变革的倡导者。

Once a new idea is developed, champions of change actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the innovation is implemented.

一旦一个新的想法被提出，变革的拥护者就会积极热情地推广这个想法，建立支持，克服阻力，并确保创新得到实施。

Research finds that champions have common personality characteristics: extremely high self-confidence, persistence, energy, and a tendency to take risks.研究发现，冠军有着共同的性格特征：极度自信、毅力、活力和敢于冒险的倾向。

Champions also display characteristics associated with dynamic leadership.冠军也表现出与动态领导力相关的特征。

They inspire and energize others.他们鼓舞和激励他人。

They are also good at gaining the commitment of others to support their mission.他们还善于获得他人的承诺，以支持他们的使命。

Champions have jobs that provide considerable decision-making discretion.冠军的工作提供了相当大的决策自由裁量权。

Discuss why people resist change due to the fear of losing possessions or status. Include an example to support your answer.讨论为什么人们因为害怕失去财产或地位而抗拒改变。包括一个例子来支持你的答案。

It is clearly stated fact that people resist changes in their profession and their workplace. There can be many reasons behind this like losing profession, their status, position, reputation are some major reasons. People use to resist change as they already have given lots of efforts and experience to their work. They have worked for day and night, invested lots of money and energy and respect. They can’t easily loose this all in a matter of time. And as a professional I think they are doing right.

这是一个明确的事实，人们抵制他们的职业和工作场所的变化。这背后可能有很多原因，比如失去职业，他们的地位、地位、声誉是一些主要原因。人们过去常常抵制变革，因为他们已经为自己的工作付出了很多努力和经验。他们夜以继日地工作，投入了大量的金钱、精力和尊重。他们不可能在短时间内轻易摆脱这一切。作为一名专业人士，我认为他们做得很好。

For example: Long year back there was no such technologies which can compute the work in just a fraction of seconds and at that time people use to work and get success in their profession. But now a days if people are not familiar with technology then they have a fear of loosing job and status. So they use to learn and improve their skills to remain on there position at workplace.

例如：很久以前，还没有这样的技术可以在几秒钟内计算出工作量，当时人们习惯于在自己的职业中工作并取得成功。但现在，如果人们不熟悉技术，他们就会担心失去工作和地位。因此，他们习惯于学习和提高自己的技能，以便在工作场所保持原位。

Are IT applications an asset or an expense?IT应用程序是一项资产还是一项开支？

In my point of view IT applications, can be asset or can be expense, if IT application helps any organization to grow its infrastructure and technology along with its platform in which it works then it will be taken as an asset. And these days many new applications and newer versions of present application are introducing, which are to buy by the organization to improve and grow, then those it application will be consider as an expense for organization. As organization will buy the newer and improved versions of application and they have also bought the older one too. I have seen an example in book AITL, which is like hardware’s are taken as asset where as technologies like software are taken to be expenses.

在我看来，IT应用程序可以是资产，也可以是费用，如果IT应用程序帮助任何组织发展其基础设施和技术及其工作平台，那么它将被视为资产。这些天来，许多新的应用程序和当前应用程序的更新版本正在引入，这些应用程序将由组织购买以进行改进和发展，然后那些it应用程序将被视为组织的开支。由于组织将购买更新和改进的应用程序版本，他们也购买了旧版本。我在《AITL》一书中看到了一个例子，它就像硬件被视为资产，而软件等技术被视为支出。

What processes need to be in place to effectively establish IT project priorities?需要制定哪些流程才能有效地确定IT项目的优先级？

To have any successful project, the project must be taken care of concept like Planning, Organizing, controlling and leading, which are know to be effective process in fundamental management. Planning is said to defining schedule, goals and task of the project. Organizing defines as work and task allocation to team members, like what tasks are to be perform and who will perform those tasks. Controlling is defined to monitor and checking for the jobs are going in the right direction and getting things done in right manner. Leading can be said as the proper utilization of tools and resources during the project and to achieve the desired goals.

任何一个成功的项目都必须考虑到计划、组织、控制和领导等概念，这是基础管理中的有效过程。计划是指确定项目的进度、目标和任务。组织定义为向团队成员分配工作和任务，比如要执行哪些任务以及由谁执行这些任务。控制的定义是监控和检查工作是否朝着正确的方向进行，并以正确的方式完成任务。领导可以说是在项目过程中正确利用工具和资源，实现预期目标。

In my thinking planning, organizing and controlling are the most important roles to accomplish any IT project. Planning in such a way that successful project can be achieved in desired time and budget. Organizing peoples, tools, budget and resources to generate the best possible result. Controlling can be done at the time of completion of each task and to check that the output at the end of task is same as it was planned. This monitoring is needed on every single task of project to have a successful project.

在我的思维规划中，组织和控制是完成任何IT项目最重要的角色。以这样一种方式进行规划，即在所需的时间和预算内实现成功的项目。组织人员、工具、预算和资源，以产生尽可能好的结果。可以在每个任务完成时进行控制，并检查任务结束时的输出是否与计划相同。项目的每一项任务都需要这种监控，才能使项目取得成功。

What should be the ideal ratio of maintenance to new application?维护与新应用的理想比例应该是多少？

It completely depends on what type of organization we are talking; if it is a professional IT organization then they have to design new technologies and application for the growth, but if it not a IT organization then that organization can buy and maintain new application from market. But for a Non-IT organization it will be costly to maintain application.

这完全取决于我们谈论的是什么类型的组织；如果是专业的it组织，那么他们必须为增长设计新的技术和应用程序，但如果不是it组织，则该组织可以从市场上购买和维护新的应用程序。但对于非IT组织来说，维护应用程序的成本会很高。

Lets take an example of IVK, this organization is a financial based company and has to maintain certain records and data in their database. That is the reason they have to invest near about 20% for new technologies and application. Where as a company apple, they especially need new innovation to grow their business. They have to invest near about 70% of their budget on R&D department to generate new application. So I can say IT organization has to keep 70-30 ratios and where as non-IT organization has to 20-80 ratio.

让我们以IVK为例，该组织是一家以财务为基础的公司，必须在其数据库中维护某些记录和数据。这就是他们必须为新技术和应用投资近20%的原因。作为一家苹果公司，他们尤其需要新的创新来发展业务。他们必须将近70%的预算投资于研发部门，才能产生新的应用程序。所以我可以说，IT组织必须保持70-30的比率，而非IT组织则必须保持20-80的比率。

Would Barton make a good next CEO for IVK? In what ways might he differ from past leadership?巴顿会成为IVK的下一任优秀CEO吗？他在哪些方面可能与过去的领导有所不同？

In my thinking after going through the book, Barton can never be a good CEO, as he was sensitive and over friendly with the employees of IVK, which can be considered as black spot on him for CEO position. He was great on position of CIO at the time of crisis. And the present CEO William was good at CEO position during the issue he handles well.

在我读完这本书后的想法中，巴顿永远不可能成为一个好的首席执行官，因为他对IVK的员工过于敏感和友好，这可以被认为是他担任首席执行官的一个污点。在危机时刻，他在首席信息官的职位上表现出色。现任首席执行官威廉在处理问题时擅长担任首席执行官一职。

Some of the decisions, which were made by William, were instant and spontaneously taken of firing which is a plus point for William. But if we consider Barton as CEO than decision-making could not have that effective, as he could have think before taking such an action. By the decision of William IVK has recovered really fast. In other words William believes in result and Barton believes in process and this personality differences, I think Barton could not be a good CEO for IVK but he can be a good COO.

威廉做出的一些决定是立即自发做出的，这对威廉来说是一个加分项。但如果我们认为巴顿是首席执行官，那么决策就不可能像他在采取这样的行动之前所想的那样有效。根据威廉四世的决定，他恢复得非常快。换句话说，William相信结果，Barton相信过程和这种性格差异，我认为Barton不可能成为IVK的好CEO，但他可以成为一名好的COO。

Which job offer should Barton accept?巴顿应该接受哪份工作？

I think Barton was not having three choices, he was considering to leave IVK. He was having two choices one is go with kid and other with Bob Goldman. In my thinking Barton should go with Bob offers, as he was the inspiration of JIM and giving a position of COO. Bob and KID both were also offering Barton a huge amount of salary, so it won’t be considered as reason. KID offered Barton CIO position but in my thinking Barton works good at COO position, as he was confident of what he is doing. After going thru the book we all know he was a confuse person at CIO position. So, I think Barton should have taken BOB Goldman offer and work in a manner as he like.

Coursework作者认为巴顿没有第三个选择，他正在考虑离开IVK。他只有两个选择，一个是和孩子一起去，另一个是BOB Goldman。在他看来，巴顿应该接受BOB Goldman的提议，因为他是吉姆的灵感来源，并担任首席运营官。BOB Goldman和KID都给了巴顿一大笔薪水，所以这不会被视为理由。KID向巴顿提供了首席信息官的职位，但在作者看来，巴顿在首席运营官的职位上做得很好，因为他对自己正在做的事情很有信心。看完这本书后，我们都知道他在首席信息官的职位上是一个令人困惑的人。所以，作者认为巴顿应该接受BOB Goldman的报价，以他喜欢的方式工作。本站提供各国各专业Coursework写作指导服务，如有需要可咨询本平台。