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1. 大葉大學 學年度 第一學期 教學大綱
日間部
Day Time
進修學院/進修專校
School of Continuing Education
必修
Required Course
選修
Elective
進修部
Night Time
二技
2-Year(Univ.)
四技
4-Year
二/三專 2/3-
Year(Coll.)
碩士
Master
科系 / Department
任 課 教 師
Instructor’s Name
詹翔霖
授 課 班 級 /Class
4A
學分數 Units 3
上 課 時 數
Hours 3
電 子 信 箱 /E-mail
chanrs@ms68.hinet.net 聯 絡 電 話 Phone
No.
0955-268997
課 堂 用 書
Text Book
陳水竹等：管理學，全華圖書 老 師 職 等
Instructor’s Grade
副教授
科目名稱
Course Title
管理學
Management
教學目標
Course Objective
1. 聚焦於「產業-企業」為主軸之關鍵精華，並採取
融入「個案教學法」導向，加以詮釋管理學的學
術理論與實務應用以及最佳典範。
2. 結合學術研究、專業背景與實際經驗之重點的
傳授及教學，培養學習樂趣與教學相長，練就
管理領域之核心才能，俾能助益學成之後，善
加知識管理和學以致用之最佳化境界。
3. 提供進入職業生涯中擔負管理工作，將來晉升
為主管、經理人與創業負責人之時，皆能出類
拔萃、領先群倫，甚者加以複製成功經驗而且
終身受用不盡。
4. 藉由身歷其境而深刻體驗，卓越管理的極
致，乃組織的持續競爭優勢之關鍵成功因
素，亟願竭盡心力奉獻智慧與經驗，畢竟
1.To focus on topic key essentials and take
orientation by case teaching method of theory,
application and best practice in management
between industry-business.
2.To combine with key-points through academic
research, professional background and actual
experience, because these can upgrade learning
interest for students, and cultivate every student to
be good at knowledge management and toward
optimum situation.
3.To guide everybody when he becomes a director, a
manager and an entrepreneur from good to great.
Furthermore, all can copy successful paradigm for
their vocational career.
4.To offer a lot of actual experience and intelligence,
the excellent management is key successful factors
of sustainable competitive advantage for
organization. Especially we will do our best;
above all, to upgrade future hope for managerial
talents is duty of teachers at colleges of business,
management, and service industry.

2. 這是商業、管理、服務學院教師責無旁貸
地承擔「管理人才」的未來希望。
次序
Week
教學內容
Course Contents
01
1.教學計畫表概說與課程安排交換意見
2.個案教學法融入專業課程之簡介
1.Presentation on syllabus of management,
Q&A between course and schedule.
2. Presentation on case teaching method.
02
第一篇 導論
CH 1 管理思想與理論的演進
1.1 管理哲學思想的回顧
1.2 管理意涵的探索
Part One: Introduction
CH 1 The evolvement of managerial thought
and theory.
1.1 To review the philosophical thought of
management.
1.2 To approach the extensive meaning of
management.
03 CH 2 跨世紀產經發展的管理議題
2.1 產經革命的衝擊與挑戰
2.2 管理議題的核心焦點
CH 2 Managerial issues along industrial and
economic development in cross-century.
2.1 The impact and challenge for industrial
and
economic revolution.
2.2 The focus of managerial issues.
04
第二篇 規劃
CH 3 規劃的基本概念
3.1 規劃的定義與功能
3.2 規劃的方式與步驟
Part Two: Planning
CH 3 The basic conception of planning.
3.1 The definition and function of planning.
3.2 The method and step of planning.
05
CH 4 規劃的運用
4.1 策略管理
4.2 目標管理
CH 4 The application of planning.
4.1 Strategic management.
4.2 Management by objectives (MBO).
4.3 Project management.

3. 4.3 專案管理
06
第三篇 組織
CH 5 組織的結構與設計
5.1 組織的結構
5.2 組織的設計
5.3 經營團隊的建立
Part Three: Organizing
CH 5 Organizational structure and design.
5.1 Organizational structure.
5.2 Organizational design.
5.3 Operating team building.
07
CH 6 組織功能的運用
6.1 組織發展
6.2 組織溝通
6.3 變革與再造
CH 6 The application of organizational
function.
6.1 Organizational development (OD).
6.2 Organizational communication.
6.3 Organizational change & reengineering.
08
期中評量—個案教學法（一）：
(1)科技與創新-美國 Microsoft 公司
(2)核心競爭策略-日本 Parasonic 公司
(3)策略管理-韓國 Samsung Electronics 公
司
Midterm assessment-case teaching
methodⅠ:
(1) Technology & innovation: Microsoft,
USA.
(2) Core competitive strategy: Parasonic,
Japan.
(3) Strategic management: Samsung, Korea.
09 期中評量—個案教學法（二）：
(4) 組織整體效能-中國 Lenovo 公司
(5) 全球運籌管理-美國 GE 公司
(6) 組織變革與再造-台灣南僑集團
Midterm assessment-case teaching
methodⅡ:
(4) Organizational total effectiveness: Lenovo,
China.
(5) Global logistic management: GE, USA.
(6) Organizational change & reengineering:
Nanchow Group, Taiwan.
10
第四篇 用人
Part Four: Staffing
CH 7 Human resource management &
development ( HRM & HRD).

4. CH 7 人力資源管理與發展
7.1 人力資源管理的基本概念
7.2 人力資源管理與發展－選才、育才、
用才、留才
7.3 策略性的人力資源發展
7.1 The basic conception of HRM.
7.2 HRM & HRD- recruit and select,
education and training, description and
compensation, and detain and partnership.
7.3 Strategic HRD.
11
CH 8 人力資本與組織智慧資產
8.1 新經濟時代知識管理的概念
8.2 人力資本為組織智慧資產的關
鍵樞紐
8.3 組織最適人才－適性、適才、適
所、適用
CH 8 Human capital and organizational
intellectual assets (OIA).
8.1 The conception of Knowledge
management in the new economy era.
8.2 Human capital is the vital point of OIA.
8.3 Organization-person-ability-job fit
(OPAJF) - personality -job fit,
ability-job fit, position-job fit,
professional-job fit.
12
第五篇 領導
CH 9 領導的意涵與發展
9.1 領導－帶領全體成員達成組織目標
9.2 領導的哲學與發展
9.3 領導與激勵－帶領高績效團隊的催
化劑
Part Five: Leading
CH 9 The meaning and development of
leadership.
9.1 Leadership - leading total followers to
attain organizational goals.
9.2 The philosophy and development of
leadership.
9.3 Leadership and motivation – to promote
and lead high performing team.
13
CH 10 決策的行為與模式
10.1 決策－決定企業組織的經營策略
10.2 最適化決策模式
CH 10 Decisions-making behavior and model.
10.1 Decisions-making - to decide business
strategy for enterprise organization.
10.2 The optimal decisions-making model.
10.3 Empowerment.

5. 10.3 授權賦能
14
第六篇 控制
CH 11 控制的定義與功能
11.1 控制的定義
11.2 控制的功能
Part Six: Controlling
CH 11 Definition and function of
controlling.
11.1 The definition of controlling.
11.2 The function of controlling.
15
CH 12 控制的程序與工具
12.1 控制機制的設計
12.2 管理道德與公司治理
12.3 資訊控制系統
CH 12 Controlling procedure and tools.
12.1 Controlling mechanism design.
12.2 management morality and corporate
governance.
12.3 Information controlling system.
16 期末評量—個案教學法（三）：
(7) 智慧與人才資產-美國 IBM 公司
(8) 最適人才與創業發展-台灣統一關係
企業集團
(9) 員工第一與營運績效-美國 HP 公司
Final assessment-case teaching method Ⅲ:
(7) Intelligence & talent assets: IBM, USA.
(8) OPAJF & venturing development: Uni-
President Group, Taiwan.
(9) Performance appraisal management: HP,
USA.
17 期末評量—個案教學法（四）：
(10) 兩岸 局決策佈 -中國頂新國際集團
(11) 領導風格與利潤共享-台灣台塑集團
(12) 溝通與授權-台灣華新麗華集團
Final assessment-case teaching method Ⅳ:
(10) Two-strait location &
decisions-making: Ting Hsin
International Group, China.
(11) Leadership style & profits share:
Formosa Group, Taiwan.
(12) Communication & empowerment: Walsin
Lihwa Group, Taiwan.
18 期末評量—個案教學法（五）：
(13) 企業文化與核心價值-台灣台積電公
司
(14) 風險與危機管理-美國 Intel 公司
(15) 管理資訊系統-美國 Amazon .Com 書
店
Final assessment-case teaching method Ⅴ:
(13) Corporate culture & core values:
TSMC, Taiwan,
(14) Risk & crisis management: Intel, USA.
(15) Managing information system:
Amazon .com., USA.
參考書目/ Reference Books：
1. Robbins, S.P.（2003）, Today Management 10th ed., New Jersey: Pearson Education LTD.
2. Daft, R. L. & Marcic, D. （2007）, Management: The New Workplace. Canada: Thomson South-
Western Corporation.
評分方式
Grades
1. 平時：學習態度、重點導讀、到課率等表現
30 %。
2. 期中評量個案教學法學習成果—分 8 組第
一階
段課程自訂主題，撰寫 6 頁之研究報告並
1. The feedback of teaching time: participation,
key-points guiding, and etc.（30 %）
2. Midterm stage assessment (1/2): case teaching
method with 8 teams, 6Ps paper, PPT.,

6. 製作
PPT.與發表及討論，30 %。
3. 期末評量—第二階段課程學習成果（同
上），
40 %。
presentation, and Q&A,（30 %）
3. Final stage assessment (3/4): the same as
above（40 %）
教學方法 Teaching methods
1. 指定課前預習的範圍，必要時採取「重點
導讀」方式進行，亦即以「學習需求」為導
向之教學，藉資激勵發揮閱讀和求知的潛
能，永無停止追求新知。
2. 管理領域的專業知識，已伴隨產業發展與
日俱變，除提供補充教材之外，特別鼓勵
同學到圖書館或上網搜尋相關的最新參考
資訊。
3. 期中、期末評量個案教學法之學習成果模
式，活絡教學互動氣氛與確認學習的投入
程度與產出效益。
1. To order step by step about student’s studying
range prepare for and key-points guiding, and
put learning demand first. So far every student
do his best to upgrade potential of reading,
learning, and never cease to chase knowledge.
2. Managerial professional knowledge has been
great change as following industrial
development, besides, support current courses,
students want to search modern referent
information from library or on WWW.
3. To use interaction model of Q&A, and to
understand learning situation of input and
output of study.

7. 製作
PPT.與發表及討論，30 %。
3. 期末評量—第二階段課程學習成果（同
上），
40 %。
presentation, and Q&A,（30 %）
3. Final stage assessment (3/4): the same as
above（40 %）
教學方法 Teaching methods
1. 指定課前預習的範圍，必要時採取「重點
導讀」方式進行，亦即以「學習需求」為導
向之教學，藉資激勵發揮閱讀和求知的潛
能，永無停止追求新知。
2. 管理領域的專業知識，已伴隨產業發展與
日俱變，除提供補充教材之外，特別鼓勵
同學到圖書館或上網搜尋相關的最新參考
資訊。
3. 期中、期末評量個案教學法之學習成果模
式，活絡教學互動氣氛與確認學習的投入
程度與產出效益。
1. To order step by step about student’s studying
range prepare for and key-points guiding, and
put learning demand first. So far every student
do his best to upgrade potential of reading,
learning, and never cease to chase knowledge.
2. Managerial professional knowledge has been
great change as following industrial
development, besides, support current courses,
students want to search modern referent
information from library or on WWW.
3. To use interaction model of Q&A, and to
understand learning situation of input and
output of study.