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HR 422 Organizational Develop & Change
Whatley, Pacita


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

F1T 2009 DLA

Faculty

Whatley, Pacita

Title

Senior Instructor

Degrees/Certificates

Masters in Human Resources Development
Masters in Management
BS in Social Sciences

Office Location

Online

Office Hours

9AM - 6 PM

Daytime Phone

1-252-725-2305

E-Mail

pacita.whatley@park.edu

pacita1947@yahoo.com

Semester Dates

08/17/2009 to 10/11/2009

Class Days

Online Weekly As Required by University Policy

Class Time

Online Weekly As Required by University Policy

Prerequisites

None

Credit Hours

3


Textbook:
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:
http://owl.english.purdue.edu/handouts/research/r_apa.html

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.
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Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
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FAQ's for Online Students - You might find the answer to your questions here.


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."  

We will approach our course with lectures, readings, quizzes, dialogues, examinations, internet, web sites and writings.  My goal is to engage each learner in what is referred to as disputations learning to encourage the lively exploration of ideas, issues and contradictions.  At the end of our time together, I hope we have met all of your expectations and more.

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. Describe organizational diagnosis; how can it help the organization?
  2. Describe the major diagnostic models and techniques used in the OD programs
  3. Recognize strategies that can increase motivation to change
  4. Provide examples of employee empowerment and how they can support an OD program
  5. List the various techniques for gathering information from the client systems
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:
In addition to the mid term and final examinations, students are required to prepare a research paper and write the solution to three cases.  It is recommended that the topic selected for the term paper be related to topics in the course.  This effort must be an original for the course.  The subject must be chosen no later than the second week of class.  The written project should be at least ten pages in length, double-spaced in Micosoft Word.  The paper needs to be grammatically correct and in accordance with APA publication style.  The paper should have footnotes, or end notes, to show the references used.  The paper is due in the 7th week of the course.  The cases will be written and turned in on the dates assigned by your instructor.   

Grading:
Discussion                      21 points
Group Work                    3 points
Quizzes                          16 points
Midterm                         10 points
Research Paper              20
Final Exam                     30 points

TOTAL POINTS:  100 Points possible

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:
Late assignments will not be accepted without prior approval of the instructor.  Weekly eCollege discussion and quizzes will not be accepted late.  Other assignments will not be accepted more than one week late.  Late assignments will be reduced at least one letter grade.  No late assignments will be accepted after Week 7.  Students departing on TAD, TDY, or other excused absences, approved by the instructor, should complete their assignments prior to departure.

In case of bereavement, or serious illness of yourself, or an immediate family member, students should fax, scan and email a doctor's statement with phone number to the instructor.  The fax or email is required before any consideration is given for any additional time to complete assignments. 

Classroom Rules of Conduct:
It is important to remember that taking courses in an online environment pose special problems in communication of ideas and through use of terminology that may be unfamiliar to your classmates.  Statements can be taken out of context and may result in conflicts that could hinder a student's ability to successfully complete the course, or alter their desire to continue taking online courses.  Therefore, it is critical that all students abide by the rules of online etiquette when posting to questions or other student responses.    The use of acronyms or online "slang" is not considered appropriate for this forum.  The student is expected to express themselves in a scholarly, intelligent, and professional manner at all times.  Professional conduct is expected by all students at all times, as well as, a tolerance and acceptance of other ideas and beliefs.  We will respect and treat each other as we would want to be treated.   We will adhere to all University Policy regarding proper conduct, to include honesty/plagiarism.

Course Topic/Dates/Assignments:
Course Schedule:

Week    Chapters    Assignments/Assessments  Due Dates
1            1-2-3        Homework                       Sunday
2            4-5-6        Homework                       Sunday
3            7-8            Homework                       Sunday
4            -                Mid Term                         Sunday
5            9-10          Homework                       Sunday
6            11-12-13  Homework                       Sunday
7            14-15-16  Homework                       Sunday
8                             Final                                 Scheduled with Proctor

NOTES:  Instructor reserves the right to adjust this schedule as necessary.  Case Studies will be assigned.  Topic for Term paper is due NLT 2nd week of class.  Papers are due NLT 7th Week of class. 

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 2009-2010 Undergraduate Catalog Page 92

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.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

Park University 2009-2010 Undergraduate Catalog Page 95

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:8/9/2009 11:50:04 PM