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HR 422 Organizational Develop & Change
Wilson, Janice E.


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

HR 422 Organizational Develop & Change

Semester

S2SS 2009 RA

Faculty

Wilson, Janice E.

Title

Adjunct Faculty

Degrees/Certificates

M.A. Human Resources Development
B.B.A. Management Minor Economics

Office Location

Randolph Campus Center

Office Hours

before and after class

Daytime Phone

(210) 661-9103

E-Mail

janice.wilson02@park.edu

janicecwilson@yahoo.com

Semester Dates

16 March - 10 May

Class Days

--T-R--

Class Time

4:55 - 7:35 PM

Credit Hours

3


Textbook:


 
Experiential Approach to Organization Development, An (7th Edition)
 
Harvey, Don & Brown, Donald R. An Experiential Approach to Organizational Development, Prentice Hall, INC., 2006, 7th Edition, New York. (ISBN: 013144168X)

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

 
  
    

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.


Course Description:
HR 422 Organizational Development and Change: This course will provide the student with an understanding of the basis theories and techniques of organizational development. We will focus on practical information regarding the design, management and control of organizational development programs in business, public sector and social services organizations. 3:0:3. Prerequisites: HR353, HR421and MG 365

Educational Philosophy:
Welcome to Organizational Development and Change (HR 422)!  The goal of the course is to provide you with some practical knowledge and common sense approaches to organizational development and change.  As Harvey and Brown, note: "Change is avalanching down upon our heads and most people are utterly unprepared to cope with it. Tomorrow's world will be different from today's calling for new organizational approaches. Organizations will need to adapt to these changing market conditions and at the same time cope with the need for a renewing rather than reactive workforce".

Together, we will learn the key tenants of organizational development and change: anticipating the change, renewal, impact of corporate culture, leading change, diagnostic processes, dealing with change, intervention skills and strategies, and motivating for high performance. We will use case studies, problems, and discussions for class participation. This senior level course cumulates with a research paper that all allows one to put the knowledge gained into a realistic organizational development and change plan.

Learning Outcomes:
  Core Learning Outcomes

  1. Define the term “organization development” and describe conditions that require organization change and renewal.
  2. Describe organization culture and explain how culture affects the behavior of individuals in organizations.
  3. Describe the stages of organization development.
  4. Identify the ways groups cope with change.
  5. List three ways interpersonal, team, and inter-group techniques contribute to an OD program.
  6. Describe the (5) major forces in the change process.
  7. Identify three basic Organization Development intervention techniques.
  8. Compare and contrast the basic OD consultant styles.


Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

Master course objectives through class participation, cases, writing assignments, group work and a final exam.

Grading:

The comprehensive final is not a take-home test, although read aheads and reviews may be provided. The comprehensive final is a closed book and closed notes exam.

 

Graded Activities Breakdown :

Classroom Participation 10%
Cases 10%
Core Assessment 30%
Group Project 20%
Final Exam  30%
TOTAL 100%

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business and Management.

Late Submission of Course Materials:
Late assignment(s) will be considered on a case by case basis.

Classroom Rules of Conduct:

Students are expected to arrive on time and remain for the duration of each class.

Course Topic/Dates/Assignments:

 

WEEK ONE

Chapter 1:Organization Development and Reinventing the Organization

Chapter 2: Organization Renewal: The Challenge of Change

WEEK TWO

Chapter 3: Changing the Culture

Chapter 4: Role and Style of the OD Practitioner

WEEK THREE

Chapter 5: The Diagnostic Process

Chapter 6: Overcoming Resistance to Change

WEEK FOUR

Chapter 7: Process Intervention Skills

MID-TERM EXAM

WEEK FIVE

Chapter 8: OD Intervention Strategies

Chapter 9: Employee Empowerment and Interpersonal Interventions

Chapter 10: Team Development Interventions

WEEK SIX

Chapter 11: Intergroup Development Interventions

Chapter 12: Goal Setting for Effective Organizations

Chapter 13: Work Team Development

WEEK SEVEN

Chapter 14: High-Performing Systems and the Learning Organization

Chapter 15: Organization Transformation and Strategic Change

WEEK EIGHT

Chapter 16: The Challenge and the Future for Organizations

FINAL EXAM

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2008-2009 Undergraduate Catalog Page 87

Plagiarism:
Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2008-2009 Undergraduate Catalog Page 87

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.

Park University 2008-2009 Undergraduate Catalog Page 89-90

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
Compare and contrast the basic OD consultant styles                                                                                                                                                                                                                                                                                                                                                                                                                                                                  
Presents comparisons and contrasts more than three OD consultant styles and explains the strengths and weaknesses of each approach. Presents a comparison of three basic styles and contrasts the respective styles methods of intervention Presents a comparison of less than three basic styles and/or fails to completely contrast the respective styles methods of intervention, or provides inaccurate information. No significant answer or unrelated material. 
Analysis                                                                                                                                                                                                                                                   
Outcomes
Describe organization culture and explain how culture affects the behavior of individuals in organizations.                                                                                                                                                                                                                                                                                                                                                                                                          
Submits a description and explanation as described in the textbook, but then expands on the definition to include examples and/or alternate views. Submits a description and explanation as described in the textbook. Submits an inaccurate or incomplete description and/or explanation as described in the textbook. No significant answer or unrelated material. 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
List three ways interpersonal, team, and inter-group techniques contribute to an OD program.                                                                                                                                                                                                                                                                                                                                                                                                                         
Provides a list of three ways interpersonal, team, and inter-group techniques contribute to an OD program and gives examples to support each method's use.

 
Provides a list of three ways interpersonal, team, and inter-group techniques contribute to an OD program.

 
Provides a list of less than three ways interpersonal, team, and inter-group techniques contribute to an OD program or presents wrong or inaccurate information.

 
No significant answer or unrelated material. 
Terminology                                                                                                                                                                                                                                                
Outcomes
Define the term “organization development” and describe conditions that require organization change and renewal.                                                                                                                                                                                                                                                                                                                                                                                                     
Defines the term “organization development” and describes conditions that require organization change and renewal, using the information from the textbook, but then presenting examples and alternate definitions or viewpoints about conditions.

 
Based on the textbook's information, defines the term “organization development” and describes conditions that require organization change and renewal.

 
Fails to define the term “organization development” and/or describe conditions that require organization change and renewal accurately or completely.
 
No significant answer or unrelated material. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
Describe the (5) major forces in the change process                                                                                                                                                                                                                                                                                                                                                                                                                                                                  
Describes the (5) major forces in the change process and expands the description to include alternate outcomes, and/or surrounding conditions.

 
Describes the (5) major forces in the change process

 
Describes less than the (5) major forces in the change process or provides wrong or inaccurate description.

 
No significant answer or unrelated material. 
Application                                                                                                                                                                                                                                                
Outcomes
Identify three basic Organization Development intervention techniques.                                                                                                                                                                                                                                                                                                                                                                                                                                               
Identifies the three basic Organization Development intervention techniques and then expands on each techniques approach to identify the strengths and weaknesses to each technique.

 
Identifies three basic Organization Development intervention techniques.

 
Identifies less than three basic Organization Development intervention techniques or provides wrong or inaccurate data.

 
No significant answer or unrelated material 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
List three ways interpersonal, team, and inter-group techniques contribute to an OD program.                                                                                                                                                                                                                                                                                                                                                                                                                         
Lists three ways interpersonal, team, and inter-group techniques contribute to an OD program and describes how each way may be used in different situations.

 
Lists three ways interpersonal, team, and inter-group techniques contribute to an OD program.

 
Lists less than three ways interpersonal, team, and inter-group techniques contribute to an OD program and/or provides wrong or inaccurate data.


 
No significant answer or unrelated material 
Component                                                                                                                                                                                                                                                  
Outcomes
Identify the ways groups cope with change.                                                                                                                                                                                                                                                                                                                                                                                                                                                                           
Identifies three or more ways groups cope with change and describes long term outcomes of each method.

 
Identifies three ways groups cope with change.

 
Identifies less than three ways groups cope with change and/or provides wrong or inaccurate data.


 
No significant answer or unrelated material 

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Last Updated:2/9/2009 8:09:08 PM