21212 · People and Organisations21212 · 人与组织（People and Organisations）
A first-year UTS Business core subject on the fundamentals of management — how managers plan, organise, lead and control people in real organisations. Assessed 100% by coursework, no final exam.UTS 商学院一年级核心课，讲管理学的基础 —— 管理者如何在真实组织中计划、组织、领导与控制。100% 平时成绩，没有期末考。21212 is a foundation subject in the UTS Bachelor of Business that introduces the fundamentals of management — the origins of the management profession, the four core functions (planning, organising, leading and controlling), the evolution of management theory, organisational structure and design, HRM, innovation and change, and the people skills (communication, teamwork, leadership, motivation) needed to navigate organisational life. Built on Schermerhorn's Exploring Management (Asia-Pacific edition), it is taught flipped (online + active face-to-face) and assessed entirely through coursework, including debate-based and group tasks and an individual video pitch. This guide is built from 46 real 21212 course materials in the AskSia Library.
21212 是 UTS Bachelor of Business 的基础核心课，系统讲授管理学基础 —— 管理职业的起源、四大核心职能（计划、组织、领导、控制）、管理理论的演进、组织结构与设计、人力资源管理、创新与变革，以及驾驭组织生活所需的人际技能（沟通、团队协作、领导力、激励）。课程以 Schermerhorn《Exploring Management》（亚太版）为教材，采用线上翻转 + 线下互动的混合模式，考核全部为平时作业，包括以辩论为核心的小组任务和个人视频陈述。本指南基于 AskSia Library 中 46 份真实 21212 课程材料整理而成。
Built from 46 real 21212 course materials in the AskSia Library.
基于 AskSia Library 中 46 份真实 21212 课程材料整理而成。
What 21212 is about21212 讲什么
21212 People and Organisations is a 6-credit-point first-year core subject in the UTS Business School, sitting in the Management discipline. It is an introduction to management: it explores the relationship between people and the processes that drive organisational success — the origins of the management profession and the role of managers, the evolution of management theory (classical, behavioural and modern), and the four core management functions of planning, organising, leading and controlling. Along the way it covers communication and teamwork, decision-making and planning (including Management by Objectives), organisational structure and design, innovation and change management, human resource management (including HRM and the law, and contingency work), leadership styles, and motivation. The subject is built on Schermerhorn et al.'s Exploring Management (Asia-Pacific edition) and uses a flipped, experiential model: students complete weekly READ–WATCH–THINK–WRITE preparation online, then apply concepts in active face-to-face tutorials through case studies, in-class debates and collaborative tasks. Assessment is 100% coursework — there is no final exam — and tutorial attendance (at least 80%) is compulsory to pass.
21212 People and Organisations 是 UTS 商学院一年级的 6 学分核心课，归属管理学组。它是一门管理学导论：研究「人」与推动组织成功的各种「流程」之间的关系 —— 管理职业的起源与管理者的角色、管理理论的演进（古典、行为、现代），以及计划、组织、领导、控制四大核心管理职能。课程沿途还涵盖沟通与团队协作、决策与计划（含目标管理 MBO）、组织结构与设计、创新与变革管理、人力资源管理（含 HRM 与法律、临时/弹性用工），以及领导风格与激励。课程以 Schermerhorn 等《Exploring Management》（亚太版）为教材，采用翻转式、体验式教学：学生每周先在线完成「READ–WATCH–THINK–WRITE」课前准备，再在线下互动课上通过案例分析、课堂辩论和协作任务来应用概念。考核为 100% 平时成绩 —— 没有期末考 —— 且必须出席至少 80% 的 tutorial 才能通过。
The 21212 syllabus, topic by topic21212 大纲 · 逐个主题
Introduction & the role of managers导论与管理者的角色
What management is, the origins of the management profession, and what managers actually do — the roles, levels and skills that frame the whole subject.
什么是管理、管理职业的起源，以及管理者实际在做什么 —— 贯穿全课的管理角色、层级与技能。
Communication & teamwork沟通与团队协作
Effective interpersonal and organisational communication, building effective teams, plus the debating and feedback skills used throughout the subject's assessments.
有效的人际与组织沟通、如何打造高效团队，以及贯穿本课考核的辩论与反馈技能。
Evolution of management theory管理理论的演进
The three great waves of management thought — classical (scientific/administrative), behavioural (the human side), and modern/contemporary theories — and what each still tells managers today.
管理思想的三大浪潮 —— 古典学派（科学管理/行政管理）、行为学派（人的因素）、现代/当代理论 —— 以及它们对今天管理者的启示。
Planning & decision-making计划与决策
How managers make decisions and plan under uncertainty, contemporary decision-making challenges, and the role of Management by Objectives (MBO).
管理者如何在不确定下决策与制定计划、当代决策面临的挑战，以及目标管理（MBO）的作用。
Strategy & debate workshop战略与辩论工作坊
Applying week-4 planning concepts to organisational scenarios, with a structured debate-preparation workshop that feeds directly into the group assessment.
把第 4 周的计划概念应用到组织情境中，并配合结构化的辩论准备工作坊，直接服务于小组考核。
Organisational design & structures组织设计与结构
How firms are structured — formal structures and their trade-offs — and contemporary issues such as the return-to-office debate.
企业如何被组织起来 —— 正式结构及其取舍 —— 以及「重返办公室」等当代议题。
Innovation & change management创新与变革管理
Introduction to innovation, the change process, and the strategies managers use to lead and embed organisational change.
创新导论、变革的过程，以及管理者引导并落地组织变革所用的策略。
Human resource management (HRM)人力资源管理（HRM）
What HRM does, HRM and the law, and the rise of contingency (casual/gig) work in modern economies.
HRM 的职能、HRM 与法律，以及现代经济中临时/弹性（gig）用工的兴起。
Controlling控制
The control function — why and how managers monitor performance, the main systems of control, and contemporary control challenges.
控制职能 —— 管理者为何及如何监控绩效、主要的控制系统，以及当代控制面临的挑战。
Leading领导
Introduction to leadership, the main leadership styles and theories, and contemporary leadership for diverse, changing workplaces.
领导力导论、主要领导风格与理论，以及面向多元、变化职场的当代领导力。
Motivation激励
The role of motivation in organisations and the major motivation theories managers use to engage and direct staff.
激励在组织中的作用，以及管理者用来调动和引导员工的主要激励理论。
Power, politics & ethics at work职场中的权力、政治与伦理
How power and organisational politics operate, the ethical dilemmas managers face, and building awareness of equity, diversity and inclusion.
权力与组织政治如何运作、管理者面临的伦理困境，以及对公平、多元与包容的意识。
How 21212 is assessed21212 怎么考核
Final exam: No期末考试：无| Component考核项 | Weight占比 | Note说明 |
|---|---|---|
| Weekly Topic Test每周主题测验 | 25% | Individual Canvas quizzes run across the teaching weeks (roughly weeks 2–10), typically due weekly. Tests recall and understanding of each week's topic.个人形式的 Canvas 在线测验，贯穿教学周（约第 2–10 周），通常每周提交，考查对当周主题的理解与记忆。 |
| Management & Leadership Report (Group)管理与领导报告（小组） | 30% | A group task (around 1,500 words) applying course concepts to a management/leadership scenario; the in-class debate and feedback workshops in tutorials feed directly into this assessment.小组任务（约 1,500 词），把课程概念应用到一个管理/领导情境中；tutorial 中的课堂辩论与反馈工作坊直接服务于这项考核。 |
| Individual Presentation (video pitch)个人陈述（视频 pitch） | 45% | An individual recorded video pitch (about 5–6 minutes), submitted via Kaltura as three items — video, transcript and slide pack. This is the highest-weighted task in the subject; missing any of the three components risks mark deductions.个人录制的视频陈述（约 5–6 分钟），通过 Kaltura 提交三件材料 —— 视频、文字稿和幻灯片。这是本课分值最高的考核项；缺交任一件都可能被扣分。 |
100% coursework — no final exam. Weekly Topic Test 25% + Group Management & Leadership Report 30% + Individual video Presentation 45%. Tutorial attendance of at least 80% and a minimum overall mark of 50% are required to pass.
100% 平时成绩，无期末考。每周主题测验 25% + 小组管理与领导报告 30% + 个人视频陈述 45%。需出席至少 80% 的 tutorial，且总分达到 50% 方可通过。
When each 21212 task is due21212 各项考核时间
Test yourself: 21212 practice questions自测一下：21212 练习题
- Planning, Organising, Leading, Controlling
- Profit, Operations, Logistics, Compliance
- Producing, Ordering, Learning, Coordinating
- Planning, Outsourcing, Leveraging, Communicating
- 计划、组织、领导、控制（Planning, Organising, Leading, Controlling）
- 利润、运营、物流、合规（Profit, Operations, Logistics, Compliance）
- 生产、订购、学习、协调（Producing, Ordering, Learning, Coordinating）
- 计划、外包、撬动、沟通（Planning, Outsourcing, Leveraging, Communicating）
Show answer查看答案
- Managers and staff jointly set specific, measurable objectives and review performance against them
- Managers set goals secretly and reveal them only at the annual review
- Objectives are kept deliberately vague so staff feel less pressure
- Each employee chooses whichever target is easiest to reach
- 管理者与员工共同设定具体、可衡量的目标，并据此回顾绩效
- 管理者私下定目标，到年度评估时才公布
- 目标故意保持模糊，让员工压力更小
- 每位员工自行挑选最容易达成的目标
Show answer查看答案
- Ethos (credibility), Pathos (emotion), Logos (logic)
- Plan, Do, Check
- Forming, Storming, Norming
- Strengths, Weaknesses, Opportunities
- Ethos（可信度）、Pathos（情感）、Logos（逻辑）
- 计划、执行、检查（Plan, Do, Check）
- 组建、激荡、规范（Forming, Storming, Norming）
- 优势、劣势、机会（Strengths, Weaknesses, Opportunities）
Show answer查看答案
Key assessment-style questions in 2121221212 核心考核风格题
A worked 21212 problem21212 例题
Turning a vague goal into an MBO objective (Week 4: Planning)把模糊的目标变成 MBO 目标（第 4 周：计划）
A café manager tells the team: "We need to do better at keeping customers happy this quarter." Using the planning and Management by Objectives (MBO) ideas from Week 4, explain why this statement is too weak to manage by, and rewrite it as a usable objective.
一位咖啡馆经理对团队说：「这个季度我们要在让顾客满意这件事上做得更好。」运用第 4 周「计划」与目标管理（MBO）的思路，说明为什么这句话弱到无法用来管理，并把它改写成一个可用的目标。
MBO works because managers and staff jointly agree on specific, measurable objectives, then review performance against them. Test the original statement against good-objective criteria: it is not specific ("do better" — at what?), not measurable (no number), has no target or deadline, and no owner — so you cannot tell at quarter-end whether it was achieved. Rewrite it so each gap is closed: a specific outcome, a measure, a target level, a timeframe and an owner — e.g. "Raise the café's average customer-satisfaction survey score from 4.1 to 4.4 out of 5 by 30 September, led by the shift supervisor." Now the objective can be planned around (training, faster service), monitored mid-quarter (the controlling function), and fairly reviewed at the end. The teaching point: planning is only useful when goals are concrete enough to be controlled against — which links Week 4 (planning) straight to Week 9 (controlling).
MBO 之所以有效，是因为管理者与员工共同商定具体、可衡量的目标，再据此回顾绩效。用「好目标」的标准检验原句：它不具体（「做得更好」——具体哪方面？）、不可衡量（没有数字）、没有目标值或截止日期，也没有责任人 —— 所以到季度末你根本无法判断是否达成。改写时把每个缺口补上：明确的结果、衡量指标、目标水平、时间期限和责任人 —— 例如「在 9 月 30 日前，将本店顾客满意度调查平均分从 4.1 提升到 4.4（满分 5），由值班主管负责」。现在这个目标就可以据此制定计划（培训、加快出餐）、在季度中监控（控制职能），并在季末公平回顾。要点是：只有当目标具体到可以被「控制」时，计划才有意义 —— 这把第 4 周（计划）与第 9 周（控制）直接联系起来。
21212 glossary21212 术语表
- Management管理
- The process of planning, organising, leading and controlling the use of resources to achieve an organisation's goals.
- 为实现组织目标而对资源进行计划、组织、领导与控制的过程。
- The four management functions (POLC)四大管理职能（POLC）
- Planning, Organising, Leading and Controlling — the four core activities that together make up the manager's job.
- 计划（Planning）、组织（Organising）、领导（Leading）、控制（Controlling）—— 共同构成管理者工作的四项核心活动。
- Classical management theory古典管理理论
- Early management thought (scientific and administrative management) focused on efficiency, structure and the one best way to do work.
- 早期的管理思想（科学管理与行政管理），关注效率、结构以及完成工作的「最佳方法」。
- Behavioural management theory行为管理理论
- A shift toward the human side of organisations — how people's needs, attitudes and social relationships affect performance.
- 转向关注组织中「人」的一面 —— 人的需求、态度与社会关系如何影响绩效。
- Management by Objectives (MBO)目标管理（MBO）
- A process in which managers and staff jointly set specific, measurable objectives and then review performance against them.
- 管理者与员工共同设定具体、可衡量的目标，并据此回顾绩效的一种管理过程。
- Organisational structure组织结构
- The formal system of task and reporting relationships that controls, coordinates and motivates people to work together.
- 用于控制、协调并激励人们协同工作的正式任务与汇报关系体系。
- Change management变革管理
- The structured process of planning, implementing and embedding organisational change while managing people's responses to it.
- 在管理人们对变革反应的同时，对组织变革进行计划、实施与落地的结构化过程。
- Human resource management (HRM)人力资源管理（HRM）
- The function of attracting, developing and retaining an organisation's workforce, within the bounds of employment law.
- 在劳动法框架内，吸引、培养并保留组织人力的管理职能。
- Contingency work临时/弹性用工
- Non-permanent employment such as casual, contract or gig work, increasingly used by organisations for flexibility.
- 如临时工、合同工或零工等非长期雇佣形式，组织越来越多地用它来获得灵活性。
- The controlling function控制职能
- Measuring performance against objectives and taking corrective action so plans stay on track.
- 对照目标衡量绩效并采取纠正行动，以确保计划不偏离轨道。
- Leadership style领导风格
- The recurring pattern of behaviour a leader uses to influence and direct others, e.g. directive, participative or transformational.
- 领导者用以影响和引导他人的一贯行为模式，如指令型、参与型或变革型。
- Motivation动机/激励
- The internal and external forces that drive a person's effort, direction and persistence at work.
- 驱动一个人在工作中投入程度、方向与坚持性的内外部力量。
- Organisational politics组织政治
- Informal, often self-interested behaviour used to gain or exercise influence beyond formal authority.
- 为获取或行使超出正式职权的影响力而采取的非正式、常带自利色彩的行为。
- Flipped learning翻转式学习
- A model where content is studied online before class (READ–WATCH–THINK–WRITE) so class time is used for active application.
- 课前先在线学习内容（READ–WATCH–THINK–WRITE）、课堂时间用于主动应用的教学模式。
21212 — common questions21212 常见问题
How is 21212 assessed?21212 怎么考核？
Does 21212 have a final exam?21212 有期末考吗？
What textbook does 21212 use?21212 用什么教材？
What are the prerequisites for 21212?21212 有先修课要求吗？
What does 21212 actually cover?21212 到底学什么？
Is the heaviest task the group report?分值最高的是小组报告吗？
Other UTS course guidesUTS（悉尼科技大学） 其他课程指南
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