I want all the course materials of enterprise management in universities.

The course structure of business management is close to that of MBA. Personally, I feel that this major pays more attention to theory in the cultivation of students. The following is the subject setting of the MBA program of Nanyang Technological University in Singapore. If you want to teach yourself or refer to it, it may be closer. The course catalogue is as follows:

Core courses: financial accounting, macroeconomics, organizational behavior, management economics, corporate finance, marketing.

Elective courses: strategic management, human resource management, operation management, international capital market, management accounting, business data mining, innovation and sustainable development, corporate social responsibility, crisis management, cross-cultural management, Internet economy, negotiation and conflict resolution, macroeconomic analysis of China, entrepreneurship and capital, and leadership.

Second, the enterprise management directory

Mission and business process of industrial and commercial enterprises

Chapter 1 Customer Value

1. 1 the mission of modern industrial and commercial enterprises

1.2 characteristics of customer value

Chapter II Competitiveness of Enterprises

2. 1 Competition and competitiveness

2.2 Enterprise Competition Situation Analysis

2.3 Competitive strategy

Chapter III Business Process

3. 1 Business Process Overview

3.2 Core business processes and supporting business processes

3.3 Business Process Analysis

Chapter IV Business Organization Model of Enterprises

4. 1 overview

4.2 Basic types and background of enterprise business organizations

The second management tool

Chapter V Forms

5. 1 forms and management information

5.2 Types and attributes of forms

5.3 Form design and update

5.4 Form information analysis

Chapter VI Systems and Procedures

6. 1 Overview of management system

6.2 Management System Design

6.3 Content of management system

6.4 Implementation of management system

Chapter VII Meeting

7. 1 nature and function of the meeting

7.2 meeting types

7.3 System planning of the meeting

7.4 Preside over and attend meetings

7.5 Implementation and tracking of meeting resolutions

Chapter VIII Management Tools under Information Conditions

8. 1 Impact of information technology on management

8.2 Data Technology and Spreadsheets

8.3 Management information tools and means

8.4 teleconference

Chapter III Dynamic Process Management in Enterprise Operation

Chapter IX Knowledge Management

9. 1 Overview

9.2 the existence form and nature of knowledge in the organization

9.3 Construction of Knowledge Management System

9.4 Organizational learning

Chapter 10 Logistics Management

10. 1 Several important concepts of logistics and logistics management

10.2 company logistics and company logistics management methods

10.3 supply chain logistics management

10.4 development trend of logistics management

Chapter II XI Information Flow Management

1 1. 1 information and its classification

1 1.2 information flow

1 1.3 information system selection and development

1 1.4 information system operation management

1 1.5 information system security management

Chapter XII Project Management

12. 1 Tasks and functions of project management

12.2 project definition

12.3 content and determination process of the project

12.4 project management method

12.5 development trend of project management 1

Ⅲ What do business management training courses generally learn?

Have a further understanding of the business management training courses suitable for bosses. Courses that can be studied include president class, degree class, merger class, leader class, Chinese studies class, girls' school and so on. The president's class in Shang Bo can be learned, and many things can be implemented and produced results.

Ⅳ What are the contents of enterprise management learning courses?

Business management course

Basic quality training courses for employees

1, Staff Development and Career Planning 10, Enterprise Informatization Construction

2. Positive mentality construction 1 1, employee stress management

3. Staff organizational discipline training 12 and 5S management knowledge training

4. Staff Business Etiquette Training 13 and Enterprise Crisis Management

5. Communication skills and employee relationship management 14 and high-performance team building.

6. Official Document Writing and Document Management 15, Basic Theory Training of Management.

7. Management by Objectives and Work Plan 16, Financial Management Training for Non-financial Personnel

8. Time management and work coordination skills 17, basic marketing theory training.

9. Conference Organization and Management 18, Knowledge Management

Senior and middle-level cadres' leadership improvement course

1, The Art of Building a Learning Organization 13, Basic Leadership Training.

2. Grass-roots personnel supervision and management 14, the art of authorization and control.

3. Eight practices of department managers 15, excellent leadership practice of middle and senior managers.

4. Emotional quotient (EQ) management 16, the leadership art of enterprise top management.

5. Enterprise institutionalization 17, enterprise value chain and process management

6. Corporate Culture Construction 18, Cost-effectiveness Management of Enterprises

7. Employee Psychological Analysis and Control 19, Enterprise Change and Management Mechanism Innovation

8. Market competition and enterprise management reform. Capital operation and mergers and acquisitions

9. Basic training of organizational behavior 2 1, enterprise development and management strategy

10, essential qualities of professional managers 22, company organizational structure

1 1, Introduction to Enterprise Crisis Management 23. Training System Construction

12, Hospital Enterprise Management 24, Staff Training and Development

Vocational training course for human resource managers

1, Introduction to Strategic Human Resource Management 15, Staff Training Planning Based on Strategy.

2. Human Resource Strategic Planning 16, Salary Design and Welfare Management

3. Organizational Structure and Department Design 17, Work Assessment and Performance Management

4. Job Analysis and Job Description 18, Employee Motivation and Spiritual Management

5. Comprehensive evaluation of talent quality 19 and E-HR: electronic human resources.

6. Recruitment and interview skills. Training of enterprise trainers

7, human resources evaluation technology and methods 2 1, human resource management in the new economic era.

8. Establishment and practice of performance management system. Quality planning of IT staff

9. Job analysis and salary and welfare system design. Human resource management in IT enterprises

10, high-performance team building 24, career planning and employment guidance

1 1, employee appraisal and performance evaluation 25, job analysis and enterprise target management

12, talent recruitment and screening 26, the establishment of human resource management system

13, salary and incentive 27, performance appraisal index system

14, modern enterprise human resources construction 28, performance appraisal interview skills

Four, modern enterprise management directory

Socialist market economy and enterprise reform 1

Section 1 Commodity Economy and Market Economy 1

I social and economic patterns 1

Second, the commodity economy and market economy 5 pages

Third, the commodity economy is not the patent of capitalism.

Section 2 Enterprises under Traditional Socialism and Planned Economy

I. Traditional Socialism and Single Planned Economy 7

Two, the emergence and development of traditional socialist enterprises 8 pages

Three. Operation mechanism of traditional socialist enterprises 13

Section 3 Socialist Enterprises *** 19

I. Discussion on Truth Standard and Fengyang Chunlei 19

Second, expand the enterprise from * * * and contract system 2 1

Three, the transformation of enterprise management mechanism and three circle theory 24 pages

Four, the modern enterprise system put forward 35

Verb (abbreviation of verb) from planned commodity economy to socialist market economy 4 1 modern enterprise system 45

The first section enterprise system and its types 45

I. Enterprise System 45

Second, the classification of enterprise system 46

The significance of the modern enterprise system in the second quarter 52

I. Modern enterprises (companies) and their characteristics 52

Second, the meaning of modern enterprise system 53

In the third quarter, the content of the modern enterprise system 56

A modern enterprise property rights system, 56 pages

Second, the modern enterprise organization system 58 pages

Three. Modern enterprise management system 59 pages

Four, the relationship between enterprise property rights system, organization system and management system 60 pages

Section 4 Operating Mechanism of Modern Enterprise System 6 1

I. Operating mechanism of a joint stock limited company 6 1

Second, the operating mechanism and enterprise management system of enterprise management of limited liability company 64

The meaning of the first quarter enterprise management 64

I. The concept of enterprise 64

Two. Enterprise type 64

Three, the origin of enterprise management on page 65

Four, the meaning of enterprise management 65

Verb (verb abbreviation) management characteristics 66

The task of enterprise management with intransitive verbs

Seven. The importance of enterprise management

The development of enterprise management in the second quarter 69

I. Traditional management stage 69

Second, the scientific management stage 69

Three. Modern Management (Latest Management) Stage 7 1

In the third quarter, the evolution of enterprise management thought 73

I. Early management thoughts 73

Second, the classical management thought 74

Three, the medium-term management thought on page 75

Four, modern management thought on page 76

The fourth quarter enterprise management system 78

I. Concept and characteristics of the system 78

Second, the modern enterprise itself is an open system, 78 enterprise decision-making function, 82.

The first section enterprise decision management system 82

A, the formation of scientific decision-making and its position in enterprise management 82 pages.

Second, the general principles of scientific decision-making 84

Three. Types of business decisions of enterprises 86

In the second quarter, enterprise personnel quality and enterprise decision-making 88

I. Entrepreneurs and Enterprise Decision-making 89

Second, the enterprise middle managers and enterprise decision-making 90

Section III Business Strategy 9 1

First, the concept and characteristics of enterprise management strategy 9 1

Second, the role of enterprise management strategy in enterprise management 92 pages

Three. Types of enterprise management strategy 93

The fourth quarter enterprise decision-making procedures 97

First, clear corporate issues, determine the decision-making objectives 97

Two. Formulation of feasible scheme 99

Three. Evaluation and selection of alternatives 99

Four. Decision implementation and feedback 100

Verb (abbreviation of verb) tracking decision 100

Attachment: Strategic Choice of Small Enterprises 10 1 Management Function of Enterprises 107

Section 1 Enterprise Plan 107

I. Meaning and Characteristics of Enterprise Plan 107

Second, the type of enterprise plan 109

Three. Enterprise planning 1 1 1

Section 2 Enterprise Organization 1 12

I. The meaning of enterprise organization 1 12

Second, the principles of enterprise management organization design 1 13

Three. Enterprise organizational structure 1 14

Section 3 Business Leaders 120

I. Responsibility of Leaders 120

Second, the power and authority of the leader 120

Iii. Quality and Cultivation of Leaders 12 1

The fourth quarter enterprise incentive measures 122

I. Concept and Function of Enterprise Incentive 122

Second, the process of enterprise incentive 124

Section 5 Enterprise Control 125

I. Significance of Enterprise Control 125

II. Process and Type of Control 125

Three. Control Principles 127 Business Functions of Enterprises 129

Section 1 Enterprise Marketing Management 129

I. Enterprise Marketing Management Process 130

Second, the enterprise marketing business management 132

In the second quarter enterprise production management 136

I. Nature and Objectives of Enterprise Production Management 136

Second, the function of enterprise production management 137

Section 3 Enterprise Technology Management 140

I. R&D Planning 140

Second, the scientific research and development project management 14 1

Iii. New Product Development Management 142

The fourth quarter enterprise financial management 143

I. Funds Raised 143

II. Input and use of funds 145

Section 5 Enterprise Accounting Management 146

I financial statements 146

Second, the general method of financial analysis 147 human resource management 149

Section 1 Overview of Human Resource Management 149

I. Concept and characteristics of human resources 149

Second, the meaning and content of human resource management 150

Three. Job analysis 150

Four. Job classification 152

Section 2 Human Resource Planning 153

I. Human Resource Plan 153

Two. Tasks and procedures of human resource planning 154

Section 3 Human Resource Development 155

I. Absorption of Human Resources-Staff Recruitment 155

II. Staff Training and Development 160

Three. Career planning and career management 165

Section 4 Human Resource Management 166

I performance evaluation 166

Second, the reward system 170

III. Talent Flow and Talent Cultivation 172 Corporate Culture and People-oriented Management 175

Section 1 Corporate Culture Connotation 175

I. Culture 175

Second, the corporate culture 175

Three. Corporate culture structure 176

Section 2 Construction and Implementation of Corporate Culture 179

I. Steps of Corporate Culture Construction 179

Second, the implementation of corporate culture 18 1

Iii. Several Problems in the Construction of Corporate Culture 182

Section 3 People-oriented Management-New Trend of Enterprise Management 183

First, the core content of people-oriented management 183

Second, the five levels of people-oriented management 186

Iii. Humanistic Management Mechanism 187

Four, the five stages of people-oriented management 188

Attachment: People-oriented Management from the Perspective of Jinlong Culture 189

Attachment: "Impossible" and "Possibility" of a Delivery Manager 194

Attachment: A small boss's "big business"-from SBU to MMC 197

Chapter IX Law on the Protection of Enterprise Interests 200

ⅵ What courses are there in enterprise management training?

At present, there are many kinds of business management training courses and internal training in the market. For managers and enterprises that urgently need to improve their ability, how to choose from them has become the first problem they face on the road of self-improvement.

This kind of situation occurs repeatedly. I think it is because most management training courses are too utilitarian. The only purpose of most organizers is to maximize economic benefits, and they seldom take the time to really pay attention to the quality of the course itself.

Of course, I don't want to kill all the management training and internal training courses. I believe there are some excellent training courses waiting for us to discover. But before that, I think, the next time someone improves to the management training class, my suggestion will still be: read 12Reads series books!

ⅶ What courses should be taken for the major of operation management?

Private enterprise financing innovation, overseas study tour, private enterprise merger and acquisition, enterprise listing, and some elective courses. This is a course offered by M&A Finance for Shang Bo. It is very systematic and practical, and I have met many people from all walks of life.

Catalogue of enterprise management books

Chapter 65438 +0 Basic Theory

Chapter 1 Enterprise Overview/1

1. 1 Concept and characteristics of enterprises

1.2 enterprise system and governance structure

1.3 enterprise organization form and structure

Chapter II Introduction to Enterprise Management /23

2. 1 enterprise management and management functions

2.2 business philosophy and business objectives

2.3 Enterprise innovation management

Chapter III Development of Enterprise Management Theory /33

3. 1 classical management stage

3.2 behavioral science management stage

3.3 Modern management stage

Article 2 Enterprise management decision-making

The fourth chapter business decision /48

4. 1 Overview of enterprise management decisions

4.2 Principles and procedures of business decision-making

4.3 enterprise decision-making methods

Chapter V Business Strategy /65

5. 1 Overview of business strategy

5.2 Analysis of the external environment of business strategy

5.3 Analysis of internal capacity of enterprise management strategy

5.4 the choice of business strategy

Chapter VI Business Plan /97

6. 1 business plan overview

6.2 Content and preparation of business plan

6.3 the method of enterprise business planning

Article 3 Marketing

Chapter VII Marketing Principles/1 15

7. 1 Introduction to Marketing

7.2 Marketing environment

7.3 buyer behavior analysis

7.4 Marketing Research and Forecast

Chapter VIII Enterprise Marketing Strategy/144

8. 1 product strategy

8.2 Price strategy

8.3 Distribution strategy

8.4 Promotion Strategy

Chapter 9 Enterprise Brand Management/164

9. 1 corporate brand overview

9.2 Corporate Brand Strategy

9.3 Business content of enterprise brand

9.4 Problems and Countermeasures of Enterprise Brand Management

Chapter 10 New Marketing Trends /20 1

10. 1 international marketing

10.2 service marketing

10.3 network marketing

Article 4 Management

Chapter 1 1 Enterprise Production and R&D Management /222

1 1. 1 Overview of enterprise production management

1 1.2 Organization and field management of enterprise production process

1 1.3 methods for enterprises to improve production efficiency

1 1.4 production plan and production operation plan

1 1.5 Modern management technology of enterprise production

1 1.6 enterprise quality management

1 1.7 Enterprise Technology and R&D Management

1 1.8 enterprise innovation and risk management

Chapter 12 Enterprise Human Resource Management /254

12. 1 overview of human resource management

12.2 job analysis and design

12.3 recruitment and employment of employees

65438+

12.5 performance management

12.6 salary management

Chapter 13 Enterprise Financial Management /294

13. 1 Overview of enterprise financial management

13.2 enterprise investment management

13.3 enterprise financing management

13.4 enterprise cost management

13.5 enterprise profit management

13.6 enterprise financial analysis

References /334

A preface to a book.

Enterprise management is a combination of science, technology and art, deeply rooted in management practice. The diversity and polymorphism of practice strongly promote the development of enterprise management, so it is particularly necessary to learn and master enterprise management knowledge through vivid and concrete practice. "Enterprise Management" is a subject with strong application and experience, with various contents and complex system. At present, the popular textbooks pursue the depth and frontier of theory and strive for comprehensive and complete content, which is not suitable for the "taste" of "applied undergraduate" students. Teaching students in accordance with their aptitude is the golden rule of teaching. "Application-oriented undergraduate" students have some shortcomings in study habits, knowledge thickness and induction and deduction, but they have excellent performance in practical ability and social activity ability. How to stimulate their interest in learning, give full play to their advantages, and make them have strong employment competitiveness has become the central task of "applied undergraduate" teaching. In order to accomplish this task efficiently, there should be teaching contents, teaching methods and means suitable for "applied undergraduate" students, and teaching materials are an important carrier of teaching contents, teaching methods and means. Therefore, it is necessary to compile a textbook that emphasizes technology and practice, reflects the reality of enterprise management and is suitable for "applied undergraduate" students.

Book abstract

The main indicators to measure the scale of an enterprise generally include production capacity, annual sales, quantity or installed capacity of machinery and equipment, total assets, number of employees, etc. The specific numerical value and content focus of dividing enterprise scale change with the continuous improvement of scientific and technological level and socialization of production and different industries.

(4) According to the different forms of enterprise property organization, enterprises can be divided into sole proprietorship, partnership and legal person enterprises.

Sole proprietorship is the oldest and most basic enterprise form. Refers to an enterprise that is funded by one person, the property is completely owned by the individual, and is operated and controlled by the individual. This kind of enterprise has no legal person qualification and is a natural person enterprise in law.

A partnership enterprise is an enterprise jointly established, operated and controlled by two or more investors. A partnership has two or more founders (partners) and is established on the basis of a partnership contract. Partnership enterprises, like sole proprietorship enterprises, are inseparable from investors in property and personality, and enterprises are natural person enterprises in law.

Company system is an advanced form of enterprise development, and it is a legal person enterprise in law. The company is a profit-making economic organization invested by more than two investors, which can independently enjoy civil rights and bear civil liabilities.

At present, the organizational forms of Chinese companies are mainly limited liability companies and joint-stock companies.

(1) shares are limited. A joint stock limited company refers to an enterprise legal person whose registered capital consists of equal shares and issues shares to raise capital. Shareholders shall bear limited liability to the company with their subscribed shares, and the company shall bear limited liability to its debts with all its assets. Being able to acquire and own assets, undertake debts, sign contracts, perform civil rights and obligations, and having its own legal personality; The law stipulates the minimum number of shareholders, but not the maximum number. Therefore, there are many shareholders in a joint stock limited company, and investors are extremely decentralized, diversified and socialized. It is an enterprise with the highest degree of socialization, which can widely absorb social funds, facilitate the concentration of funds, expand the scale of enterprises and disperse business risks. The ultimate ownership of the company's assets can be well separated from the legal person's property rights, and most minority shareholders have little influence on the production and operation activities of the enterprise, while the enterprise managers who have the control over the production and operation activities of the enterprise often do not own many shares of the company, so that the enterprise can operate independently. In order to protect the rights and interests of shareholders, the laws of various countries generally require joint stock limited companies to disclose their accounts, including: operating reports, balance sheets, profit and loss statements, earnings distribution tables, property catalogues, etc. It is beneficial for investors to understand the operating conditions of enterprises, ensure that social resources flow to enterprises with good production and operation conditions, and optimize the allocation of micro-resources. However, the confidentiality of enterprises is poor, which is also a manifestation of high democratization and socialization of enterprises.

Nine, enterprise operation management course summary

Comprehensive management class-

Lecture: Teacher Ji Course: Management Psychology

Lecture: Teacher Zhang Course: * * Winning Leadership

Lecture: teacher Zhang's course: copying with process

Lecturer: Teacher Wang Course: Quantitative Management of Enterprises

Lecture: Teacher Dong's Course: Enterprise Strategic Management

Lecture: teacher pan's course: enterprise reform and management innovation

Lecture: teacher Yu's course: the management method of enterprise project management

Lecture: Teacher Wang's Course: Leadership, Art, Management and Communication

Lecturer: Teacher Ning Course: Organizational Development and Corporate Governance

Management philosophy—

Lecture: Teacher Kong's Course: Lao Zi's Wisdom

Lecture: Teacher Jiang's Course: The Wisdom of Mencius

Lecturer: Teacher Li Course: University and the Doctrine of the Mean.

Lecturer: Teacher Sun's course: General Introduction to Ancient History of China.

Lecturer: Teacher Lu Course: Mysterious Philosophy of Zhouyi

Lecturer: Teacher Yu's course: Sun Tzu's Art of War and Strategy.

Lecture: Teacher Jin's course: Confucian culture and business ethics wisdom.

Lecturer: Teacher Zhang's course: Huangdi Neijing and Health Care Wisdom.

Lecture: Mr. Gu's course: Guiguzi's vertical and horizontal skills: winning strategies

Lecturer: Teacher Han's teaching content: Zhenguan dignitaries: the wisdom of kings.

Category of capital operation-

Lecture: xu teacher Course: Corporate Governance and Equity Incentive

Lecturer: Teacher Cui Course: SME Investment and Financing Practice-Strategic Transformation and Joint Venture Cooperation

Lecture: Course to be determined: Business Model Design and Innovation in Economy * * *

Lecturer: Teacher Tang Course: Top Design and Equity Incentive.

Lecture: Teacher Lin's Course: Innovative Tools for Business Models

Lecture: Mr. Dai's course: business model innovation and system design

Lecturer: Teacher Ren's teaching content: economic and financial situation and investment strategy

Lecturer: Teacher Zhu's course: Ways and means of enterprise financing planning.

Speaker: Teacher Cheng Course: Theory and Practice of Enterprise Merger and Reorganization

Lecture: Teacher Li's course: International Economy and International Development of Enterprises.

Lecture: Teacher Weng's Course: Private Equity Investment Practice and Case Analysis

Lecturer: Today's teacher's course: "Innovation of business model of traditional industries in internet plus"

Lecture: Mr. Gao's courses: business model, capital operation, tax planning

Lecture: Teacher Qi's course: enterprise value, investment evaluation and financial evaluation.

Lecturer: Teacher Zhang's course: Multi-level capital market and enterprise capital strategy: framework, path and trend.

Lecturer: Teacher Sun's Course: Capital Strategy —— Hot spot analysis of capital market and opportunities and challenges in the reform year.

There are a small number of free auditions for big coffee courses every month. More details-

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X. What are the business management training courses?

Business management training courses include: will training, cognitive training, skill training and vocational training.

1, will training

The form of will training is mainly military training, which aims to cultivate new people's hard-working spirit, simple and frugal style and team cooperation consciousness.

The length of military training needs to be determined according to the actual situation of the enterprise, but at least one week and at most one month is appropriate. There is too little time, and the new employee is over before he enters the state. Too long time will cause employees' boredom, and the cost of enterprises will increase greatly.

4. Vocational training

Vocational training is to make new employees, especially students who have just left school, complete the role transformation and become a professional employee. Its contents mainly include: social etiquette, interpersonal relationship, communication and negotiation, scientific working methods, career planning, stress management and emotional control, teamwork skills, etc. The training mode is centralized training, and lecturers can conduct it internally and externally according to the actual situation of the enterprise.

Characteristics of enterprise management training

1, validity

Enterprise training courses mainly provide training for employees to improve their professional skills and knowledge, which is also the main purpose of enterprise managers to let employees participate in enterprise training, so effectiveness is the most prominent feature of excellent enterprise training courses.

2. Targeted

The cultural background of each enterprise and the situations and problems that need to be dealt with are different, and the contradictions or problems that employees need to analyze and deal with are also very different. Therefore, excellent enterprise training courses need to provide them with targeted training content, so that employees of various enterprises can analyze and study the current situation faced by enterprises and find unique ways to deal with problems.

3. Professionalization

The third characteristic of excellent enterprise training courses is professionalism, which can provide employees who participate in the training with knowledge and skills closely related to the industry, so that employees can learn knowledge directly related to the industry in their posts and improve their industry literacy, thus driving the overall quality of the company, and perhaps indirectly affecting the judgment of customers, thus winning more customers for the company.