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HR 422 Organizational Develop & Change
D'Agostino, Donald J.


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

S1R 2010 SC

Faculty

D'Agostino, Donald J.

Title

Ajunct Faculty

Degrees/Certificates

AA - Rhode Island Community College, Warwick, R.I.
BSBA - Husson University, Bangor, ME
MA - Webster University, St. Louis, MO

Office Location

Scott AFB, IL (SC005)

Office Hours

Monday - Friday 7:30AM - 5:00PM

Daytime Phone

(618) 744-1555

Other Phone

FAX: (618) 744-9698

E-Mail

SCOT@mail.park.edu

donaldjd52@yahoo.com

donald_d'agostino@moed.uscourts.gov

Semester Dates

10 January - 06 March 2011

Class Days

Saturdays

Class Time

8:00 - 1:00 PM

Prerequisites

HR353, HR421 and MG365

Credit Hours

3


Textbook:

Brown, An Experiential Approach to Organization Development, 8th Edition, Prentice Hall. ISBN: 0136106897                 

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

Books, journals, publications and supplemental reading as assigned.

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:
Provide quality education through interative lectures, discussions and dialog; research and introduce supplemental up-to-date data to enhance application of text to real-life business scenarios; and allow students to conceptualize and synthesize course material as it applies to contemporary organizations.

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.


  Instructor Learning Outcomes
  1. Define the goals of organizational development programs and various methods of planned change.
  2. Understand how 'Systems Theory' principles enhance the practice of organizational development.
  3. Understand the effectiveness of applying techniques of participation, empowerment, parallel learning structures and process management within OD.
  4. Apply Dr. Lewin's research models, 'Force Field Analysis,' and 'Model of the Change Process' to change within contemporary organizational structures.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:
Students are required to read all asigned material and be prepared to discuss review questions and exercises as they relate to the text and special assignments. Students will select an article from a current journal and present a ten (10) minute oral brief of its contents and explain the impact/effects of the article as it relates to Organizational Development. In addition to periodic quizes and a mid-term and final examination, students will research a topic of their choosing and submit a twelve (12) page term paper in accordance with APA standards. The instructor will provide further guidence on the arrangement of the oral brief and research paper durring the first class session.

Grading:

Grades will be determined by a total point system. Students can earn a total of 100 points for the course. The following grading standard will apply:
 
Mid-term Examination.............................25 Points
Final Examination....................................35 Points
Research Paper.......................................20 Points
Oral Presentation.....................................10 Points
Quizes.....................................................10 Points
 
Grading Structure:
90 - 100.....................................................A
80 - 89.......................................................B
70 - 79.......................................................C
60 - 69.......................................................D
0 - 59.........................................................F

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 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.

Late Submission of Course Materials:
The instructor will not accept assignments turned in beyond their assigned due date unless for legitimate reasons such as illness and temporary duty. Students who miss classes for such legitimate reasons, must make up the missed work by providing the instructor with a two (2) page outline for each chapter discussed during the students absence. If the student is going to be absent as a result of temporary military duty, they must provide the instructor with a copynof official orders prior to their departure.

Classroom Rules of Conduct:

Students are expected to treat their classroom obligations as they would any professional engagement. In addition to taking responsibility for information shared during the instructor's lectures, students will:
(1) Arrive promptly for class.
(2) Prepare and take part in discussion of assigned readings and exercises.
(3) Adhere to deadlines and timetables established by the instructure.

Course Topic/Dates/Assignments:

Week One - 15 Jan 2011
Introduction/Course Expectations
Part One/Anticipating Change
Chapter One/OD and Reinventing the Organization
Chapter Two/Organization Renewal: The Challange of Change
 
Week Two - 22 Jan 2011
Chapter Three/Changing the Culture
Part Two/Understanding the OD Process
Chapter Four/Role and Style of the OD Practitioner
Chapter Five/The Diagnostic Process
Oral Briefs 

Week Three - 29 Jan 2011
Chapter Six/Overcoming Resistance to Change
Part Three/Improving Excellence in Individuals
Chapter Seven/OD Intervention Strategies
Oral Briefs

Week Four - 05 Feb 2011
Chapter Eight/Process Intervention Skills
Chapter Nine/Employee Empowerment and Interpersonal Interventions
Oral Briefs
Mid-Term Examination Review

Week Five - 12 Feb 2011
Mid-Term Examination (Chapters 1 - 9)
Part Four/Developing High Performance in Teams
Chapter Ten/Team Development Interventions

Week Six - 19 Feb 2011
Chapter Eleven/Intergroup Development
Chapter Twelve/Goal Setting for Effective Organizations
Chapter Thirteen/Work Team Development
Oral Briefs

Week Seven - 26 Feb 2011
Part Five/Building Success in Organizations
Chapter Fourteen/High Performance Systems and the Learning Organization
Chapter Fifteen/Organization Transformation and Strategic Change
Chapter Sixteen/ The Challange and the Future for Organizations
Final Examination Review
**** Research Papers Due ****

Week Eight - 05 Mar 2011
FINAL EXAMINATION (Chapters 9 - 16)
****Return Research Papers****

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 students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2010-2011 Undergraduate Catalog Page 92

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. from Park University 2010-2011 Undergraduate Catalog Page 92-93

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 2010-2011 Undergraduate Catalog Page 95-96

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:11/24/2010 8:35:01 AM