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HR 422 Organizational Develop & Change
Orsak, Larry


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

S2AA 2013 LC

Faculty

Orsak, Larry

Title

Adjunct Faculty

Degrees/Certificates

MA - Human Resources Development & Management, Webster University
BS - Psychology, University of Maryland, European Campus
AA - Paralegal Studies, CCAF

Office Location

Campus Classroom

Office Hours

Before or after class or on request

Daytime Phone

210-474-6878

Other Phone

210-849-0728

E-Mail

Larry.Orsak@park.edu

ImChief50@aol.com

Web Page

http://captain.park.edu/lackland

Semester Dates

18 Mar 13 - 12 May 13

Class Days

--T----

Class Time

4:45 - 10:10 PM

Prerequisites

HR 353, HR 421, MG 365

Credit Hours

3


Textbook:

Brown, An Experimental Approach to Organization Development, 8th Edition, Prentice Hall, 2011
ISBN:  13:978-0-13-610689-0

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

Educational Philosophy:
 

The degree of concentration, material covered and specific methodology to be utilized in each area will be determined by the amount of classroom time available.  Methods used to achieve these learning objectives will include lecture, reports, self-study, and most importantly, class discussion and student participation. All methods of teaching are designed to transfer new material by clarifying and emphasizing subject areas presented in the text.The lecture relies on the fact that you have read the assigned material and have completed any assignment relating to it prior to class meetings.

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. 1.    Provide an overview of Organizational Development
  2. 2     Understand the impact organizational change has on environment
  3. 3.    Develop some concepts into how to control fear of change
  4. 4.    Understand the professional concept of change management
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:
 

In additon to the mid-term and final examination, studens are required toprepare a research paper during the term of instruction. It is recommended but not mandatory to select a topic that will directly relate to the chapters we will be reviewing during the course. Research or other material previously used for course credit cannot be used for this course. This effort must be original for this particular course. The subject of your paper must be chosen no later than week two of the semester to ensure time enough to complete the project as well as time to grade it. The written project will be 5 - 8 pages, double spaced, grammatically correct (not including cover sheet, references, or attachments). The American Psycological Association (APA) publication style is required. Your references should be noted at the end of the paper. Plastic report covers and seperate folders will not be accepted. A single staple is the preferred method of binding. Please include a cover sheet with your written document. ALL PAPERS WILL BE DUE BY WEEK #7 (NO EXCEPTIONS) The final will be week #8 and I would like to return your papers for your review on that night. Students are encouraged to use the internet's search tools. The World WideWeb is a section of the Internet that offers easy access to text, graphics and other multi-media resources. An Oral presentation of 8 - 10 minutes is required over the same topic of your written research paper. Half of the class will present their oral presentatinos on the date of the mid-term examination and the remainder will be presented on the date of the final examination.

Grading:
 

Midterm Exam 200 points (20%)
Final Exam 300 points (30%)
Written Project 200 points (30%)
Oral Presentation 200 points (10%)
Class Participation 100 points (10%)
Total 1000 points or (100%) 

 

GRADE SCALE FOR FINAL GRADE:

A = > 90%
B = > 80% and < 90%
C = > 70% and < 80%
D = > 60% and < 70
F = < 59 Percent

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 late assignments. Students who do not submit assignments on the due date will be penalized one letter grade.

MAKE UP EXAMINATIONS: There will be 2 examinations, each of which will be taken with your class. Any individual missing an exam must have an acceptable excuse in order for a make-up exam. No exam will be taken early. Failure to take a make-up exam will result in a zero for that particular examination. Any make-up exam must be completed prior to the class's next meeting.

Classroom Rules of Conduct:
 

Turn off all cell phones. Make arrangements to arrive on time so class can start on time. In order to succeed in this course, the student must first and foremost be in class for all meetings. The student must conscientiously prepare for class by reading the text prior to class. Taking notes on the reading would also be to the student's benefit. The student must be prepared to answer questions and solve problems in class. The student must also satisfactorily complete all examinations and homework in the class.

Course Topic/Dates/Assignments:
 

Date:             Chapter:                            Assignment

Wk1

03/19/13          1, 2, 3                               Discuss Chapters

Wk2

03/26/13          4, 5, 6                               Discuss Chapters

Wk3

04/02/13          7, 8,                                 Discuss Chapters

                                                             Review for Mid-Term Exam

Wk4                                                      Oral Presentations

04/09/13                                                 Mid-Term Exam

Wk5

04/16/13        9, 10, 11                            Discuss Chapters

Wk6

04/23/13        12, 13, 14                          Discuss Chapters

Wk7

04/30/13          15, 16                             Discuss Chapters

                                                             Review for Final Exam

                                                             Turn in Research Papers

Wk8

05/07/13                                                Final Exam

                                                            Oral Presentations

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 2012-2013 Undergraduate Catalog Page 97

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 2012-2013 Undergraduate Catalog Page 95

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 2012-2013 Undergraduate Catalog Page 98

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:2/9/2013 1:16:18 PM