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HR 422 Organizational Develop & Change
Buckingham, Dale E.


Mission Statement: Park University provides access to a quality higher education experience that prepares a diverse community of learners to think critically, communicate effectively, demonstrate a global perspective and engage in lifelong learning and service to others.

Vision Statement: Park University, a pioneering institution of higher learning since 1875, will provide leadership in quality, innovative education for a diversity of learners who will excel in their professional and personal service to the global community.

Course

HR 422 Organizational Develop & Change

Semester

S2L 2012 WT

Faculty

Buckingham, Dale E.

Title

Adjunct Faculty

Degrees/Certificates

Master of Business Administration
Master of Arts in Human Resources
Bachelors in Accounting/Management

Office Hours

Arranged

Daytime Phone

(660) 238-1052

E-Mail

dbuckingham@park.edu

bbcbdb@embarqmail.com

Semester Dates

March 19 - May 13, 2012

Class Days

Monday and Wednesday

Class Time

4:55 - 7:35pm

Prerequisites

HR 353; HR 421; MG 365

Credit Hours

3


Textbook:
An Experiential Approach to Organizational Development.  Brown, Donald R. and Don Harvey.  Eighth Edition, 2011, Pearson Prentice Hall;  ISBN: 978-0-13-610689-0.

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.   This course includes the basic tenents of organizational development to include OD processes, developing excellence in individuals, team building and team performance, and developing successful organizations.

Educational Philosophy:

To provide a logical approach to the study of Organizational Development to include both concepts and practices.  Through exercises and case studies, the student will be introduced to a practical application of the reading material, as well as having the basic tenets reinforced for future reference.  This study will progress from the basic tenants of Organizational Development into practical application.  This will lay the necessary foundation for the later study of Organizational Development.   

 
 
Methods of Instruction:

This course is taught using a variety of instructional methods which include but are not limited to interactive lectures, computer presentations, group activities, student presentations. Students are expected to be ACTIVE participants in the learning process.

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. Learn the basic processes of organizational development.
  2. Acquire an understanding of the basic terminology and concepts of organizational development.
  3. Reinforce chapter topics through the use of the case study approach.
  4. Better prepare the student to understand the importance of organizational development in the business, and personal, world.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

There will be five case studies; mid term; final exam; and a paper/presentation during the term.  
1.  Case Studies:  The case studies are selected from our textbook using the information in the Chapter and personal experiences.  Each case study will go beyond the question(s) asked in our text and will require use of the internet to review information on each of the companies reviewed in the case study.  Mode of presentation will for grade will be to turn in the Case Study with a follow on discussion in a succeeding class. 
 
2.  Mid Term Exam:  This will consist of 50 multiple choice questions worth three (3 ) points each and five (5) essay questions worth 10 points each for a total of  200 points.  The mid term will assess instruction to that point.  Additionally, the essay will utilize critical thinking in their development and response.  
 
3.  Final Exam:  This will consist of 60 multiple choice questions worth three (3 ) points each and 10 essay questions worth 12 points each for a total of  300 points.  The final will be comprehensive.  Additionally, the essay will utilize critical thinking in their development and response.  
 
4.  Paper/Presentation:  There will be a paper due on a topic approved by the instructor during week 1 of the course.  It shall be between 8-10 pages in length (not including the cover page or works cited).  The paper must be done in MLA format.  The paper shall be turned at week seven prior to presentation.  The paper will be graded as follows:  Topic, content, and development (130 points); format (10 points); presentation (80).  Format for the presentation will be discussed with the instructor prior to approval.  Critical evaluation of a topic and development of a strong thesis statement is a must. 
 
5.  Participation:  Each week participation is based on the following areas: 1.) classroom engagement (2 points per week); 2.) classroom group work (2 points per week); 3.) class individual work (2 points per week); and 4.) classroom attendance (2 points per week).  Total eight (8) points per week for 80 points total.  The key to success is engagement in all processes. 
 
Class assessment grading is as follows:    
 
Case Studies (5 at 40 pts each)   200 Points        =       200
 
Mid Term Exam                          200 Points        =       200
 
Final Exam                                  300 Points        =       300 
 
Paper/Presentation                       220 Points        =      220
 
Participation                                  80 points         =        80
 
                                                 Total Points         =    1000
 
 

Grading:

Grading Scale

A

B

C

D

F

90-100%

80-89%

70-79%

60-69%

0-59%


The grading plan is comprised as follows:
 
Case Studies (5 at 40 pts each)   200 Points        =       200
 
Mid Term Exam                          200 Points        =       200
 
Final Exam                                  300 Points        =       300 
 
Paper/Presentation                       220 Points        =      220
 
Participation                                  80 points         =        80
 
                                                 Total Points         =    1000
 
Keep a record of your scores so you can calculate and always know your grade. If you are ever concerned about your progress or your grade, please talk to your instructor.

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 materials will not be accepted without prior approval of instructor for valid reasons.  Military Temporary Duty and Deployments and medical issues will be reviewed on a case by case basis. 
 
Late work for any other reasons will have a grade reduction as appropriate. 

Classroom Rules of Conduct:

Classroom Etiquette—Your Instructor’s Expectations*

Please arrive at class on time or before the starting time. Please attend all classes unless there is good reason to miss. If you must miss class, please inform your instructor ahead of time, by phone, by e-mail, or in person.

Please come to class prepared for the work to be done and in a positive frame of mind so that you are ready to learn. Please complete readings and other assignments on time. Please bring all necessary course materials such as paper, pencil, required books, handouts, and notes.

Please try to be pleasant and positive in your classroom behavior. Show respect for all class members. Address legitimate grievances appropriately, preferably outside of normal class time. If you have a problem with your instructor, please try to solve the problem with him or her before appealing to a higher authority.

When responding to classroom questions, please do not interrupt a fellow student or the instructor. Take your turn. When you respond to another student’s comment, please try to acknowledge the other’s position. When responding, please try your best to call other class members by name.

Please turn off all cell phones and pagers while in class. If you must be on call, set the device on vibrate and quietly leave the room before answering the call.

Please treat the furniture and equipment in the classrooms and computer labs as if they were your own. Throw any trash away on your way out.

Please remember that for the protection of our facilities and equipment, food and drinks are not allowed in the classrooms or labs. Under no condition is smoking or other tobacco use acceptable in the classroom.

Leave classrooms and labs as you find them, turning off equipment as necessary and pushing in chairs. Before leaving your computer, please log off the network. Also reset the printer so that the paper is wound back out of the platen and not left in the “tear off” position. If you have moved any equipment (keyboard, mouse, etc.), please put it back in its proper place before leaving the classroom. Also, please dispose of all discarded printer paper and torn-off perforated edges.

Most classes begin on time and end on time. If you need to know about schedule or assignment changes, please ask about them at the beginning of class. If you have a real need to leave early, please inform your instructor and leave quietly.

You will do better if you are interested in the class, and the best way to be interested is to get involved. Talk to your friends about the material, and look for current applications or examples about the course issues in newspapers or popular magazines and on the Web. If you can make connections between yourself and the course materials, you will be a happier and a better student.

Most of all, keep in touch with the class syllabus, the instructor, and your classmates. You will do better when you feel you are a real part of the class.

*Source: Instructor’s Guide, Business Communication, Process and Product, M. E. Guffey

Course Topic/Dates/Assignments:
Course Schedule:

Week      Day         Date        Material  

1          Mon     Mar 19             Intro to course. Class administration. Basic terminology. Read Chapter 1 for next class. 

1         Wed      Mar 21             Chapter 1. Read Chapter 2 and 3 for next class.  

2          Mon     Mar 26             Discuss Chapter 2 and 3. Turn in test case study.  Read Chapter 4 for next class.   

2          Wed     Mar 28             Discuss Chapter 4.   Read Chapter 5 and 6 for next class.

3          Mon     Apr 2                Discuss Chapter 5 and 6.  Turn in Case Study 1.  Read Chapter 7 and 8 for next class.

3          Wed     Apr 4               Discuss Chapter 7 and 8. Read Chapter 9 for next class.           

4          Mon      Apr 9               Discuss Chapter 9.  Turn in Case Study 2.   

4          Wed      Apr 11             Review Chapter 1-8. Discuss presentation and review.  Read Chapter 10 for next class.  

5          Mon      Apr 16             MidTerm Exam.  Discuss Chapter 10. Turn in Case Study 3.  Read Chapter 11 for next
                                                    class.   

5          Wed      Apr 18             Discuss Chapter 11. Read Chapter 12 for next class. 

6          Mon      Apr 23             Discuss Chapter 12.  Turn in Case Study 4.  Read Chapter 13 for next class.

6          Wed      Apr 25             Discuss Chapter 13. Read Chapter 14 for next class.         

7          Mon      Apr 30             Discuss Chapter 14.   Turn in Case Study 5.  Read Chapter 15 for next class.                
           
7          Wed      May 2              Discuss Chapter 15. Presentations and Paper.  Read Chapter 16 for next class.

8          Mon      May 7              Discuss Chapter 16.  Presntations if required.   

8          Wed     May 9               FINAL EXAM (Comprehensive)

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 2011-2012 Undergraduate Catalog Page 93

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 2011-2012 Undergraduate Catalog Page 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 2011-2012 Undergraduate Catalog Page 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:2/24/2012 12:56:02 PM