Syllabus Entrance
Printer Friendly
Email Syllabus

HR 422 Organizational Develop & Change
Nelson, Steven


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 Development and Change

Semester

F2B 2007 BL

Faculty

Nelson, Steven

Title

Adjunct Faculty

Degrees/Certificates

MA (Management) Webster University
BS (Management Studies) University of Maryland

Office Hours

M-T (0800 AM - 5:00 PM)

Daytime Phone

(915) 525-0945

E-Mail

Steven.nelson@pirate.park.edu

Semester Dates

Monday, October 15 - Wednesday, December 09, 2007

Class Days

-M-W---

Class Time

5:00 - 7:30 PM

Credit Hours

3


Textbook:

Cummings, T & Worley C, (2005). Oragnization Development & Change (8th Ed).  Southweatern:  ISBN: 0-324-22493-1

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:
This course will provide the student with an understanding of the basic 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. PREREQUISITES: HR 353 and MG365. 3:0:3

Educational Philosophy:

Learning is centered on the student therefore all activities focus on course outcomes with the student responsible for learning those outcomes.   The instructor is responsible for presenting the course learning objectives in an environment conducive to learning along with clarifying and /or elaborating on those outcomes.  Further, the instructor must guide the student to an understanding of concepts and the application of theories presented in the course.  Students will have the opportunity to articulate their knowledge of course outcomes by building a student portfolio, posting responses, participating in group discussions and group/individual projects, and other forms of evaluation.

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:

Grade Percentage:
Mid-term Examination  20%
Final Examination         30%
Written Presentation    20%
Oral Presentation         10%
Group Project               10%
Class Participation       10%

Grading:

Grading Policy
A > 90 - 100
B > 80 -  90
C > 70 -  80
D > 60 -  70
F   00 -  60

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:
All course work, to include examinations, must be submitted on the date indicated in the syllabus.  The research paper must be submitted no later than at the end of the last class meeting.  Late submissions will results in the drop of a letter grade for each day submitted after the suspense date.  Suspense dates are those listed in the syllabus.

Classroom Rules of Conduct:

Academic dishonesty will result in immediate release from the class and a failing grade. Students are expected to attend all classes on time and be prepared to be an active participant in the class.  Student participation will be reflected in the student's final grade. Attendance will be recorded at each class meeting.  It is the student's responsibility to notify the instructor of any expected absence(s), and to arrange with the instructor to make-up any missed assignments. Each absence will require a make-up assignment.  Unexcused absences will be forwarded to the Park University Administrative Office.  Please refer to the Park University Handbook for the attendance policy.  If an unanticipated absence should occur students are encouraged to contact the instructor at either of the telephone numbers listed on the first page of this syllabus.

Course Topic/Dates/Assignments:

Week 1
15 October 2007 
Administrative notes
Course overview and requirements

17 October 
Class discussion/lecture (Chapters 1, 2 & 3)
Read before class

Week 2 
22 October 
Class discussion/lecture (Chapters 4 & 5)

24 October 
Class discussion/lecture (Chapters 6 & 7)

Week 3
29 October 
Presentation/Term Paper Topics Due
Class discussion/lecture (Chapters 8 & 9)

31 October
Class discussion/lecture (Chapters 10 & 11)
Review for Mid-term Examination

Week 4
05 November
Mid-term Examination (Chapters 1 – 11)

07 November
Review of Mid-term Examination
Class discussion/lecture (Chapters 12 & 13)

Week 5 
12 November 
Class discussion/lecture (Chapters 14 & 15)

14 November
Class discussion/lecture (Chapters 16 & 17)

Week 6 
19 November 
Class discussion/lecture (Chapter 18 & 19) 

21 November 
Class discussion/lecture (Chapter 20 &  21)
 
Week 7 
26 November
Class discussion/lecture (Chapter 22 &  23)
Review for Final Examination

28 November
Final Examination (Chapters 12 – 23)

Week 8
03 December
Review of Final Examination/Group Activity
Student Presentations

05 December
Student presentations
Course Summary and Critiques
Research Paper Due/All course work due at the end of this class meeting.

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 2007-2008 Undergraduate Catalog Page 85-86

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 2007-2008 Undergraduate Catalog Page 85

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.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. 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".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. 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.
  7. 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 2007-2008 Undergraduate Catalog Page 87-88

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 

Copyright:

This material is protected by copyright and can not be reused without author permission.

Last Updated:9/7/2007 10:03:28 AM