|Course Number:||OCL 7500|
|Course Name:||Organizational Development (Online)|
|Course Description:||Organizational Development (OD) is a conscious, planned process of developing an organization's capabilities so that it can attain and sustain an optimum level of performance as measured by efficiency, effectiveness, and health. Through the process of OD, we attempt to bring about successful change efforts in individual employees, groups and teams, inter-groups, and organizations as well.|
|Prerequisites:||BUSADMIN 5530: Organizational Behavior & BUSADMIN 7330: Introduction to Organizational Change Leadership.|
|Program:||Master of Science in Organizational Change Leadership|
NOTE: The information below is representative of the course and is subject to change. The specific details of the course will be available in the Desire2Learn course instance for the course in which a student registers.
Upon completion of this course, you should be able to
- Understand and apply the methods and concepts of OD to enact organizational change.
- Compare and discriminate between the types of OD interventions and identify when and why they are applied.
- Use OD methods to structure and propose planned changes that increase organizational effectiveness and health through planned interventions.
- Make OD intervention decisions based on ethical, values-based factors.
- Diagnose, assess, analyze, and interpret organizational wide change needs and the proper OD interventions necessary to achieve institutional goals.
- Discriminate between whole organization and multiple organization interventions.
- Recognize steps to sustain OD changes after the intervention.
- Understand future trends and the changing nature of OD.
Unit 1: Organization Development Research and Practices
Organization Development is a complex, inter-disciplinary field that draws on contributions from business principles, industrial and organizational psychology, human resources management, communication, sociology, and others. You can imagine that with such a diverse background, a course on OD could become overwhelming. It is for this reason that the curriculum within BUSADMIN 7500 Organization Development does not delve deeply into any of these individual fields. Rather, you will be learning about OD from a consultative approach by using established case studies and the seven-stage organization development process as described by Donald L. Anderson (2012).
In Unit 1 you will begin to understand the definition and role of organization development within change management. Because case study analysis is such an integral part of this course, we will spend time understanding how to effectively analyze a case study and synthesis your findings. In Unit 1, lesson 2, the history of OD and its place in organizational culture and management will be explored. The unit will end with the definition of the core values and ethical considerations specific to OD.
Unit 2: Foundations of Organizational Change and the Consulting Process
As Anderson points out, the OD process is based in action research, which “seeks to bring together action and reflection, theory and practice, in participation with others, in the pursuit of practical solutions to issues of pressing concern to people, and more generally the flourishing of individual personas and their communities” (Reason & Bradbury, 2001, p. 1). To diagnose issues and solve problems, the OD practitioner works within a consultative process intended to create new possibilities for action and lasting OD change. In this unit we will explore the foundations of organizational change and three of the seven organization development process steps as defined by Anderson in Figure I.1 on page 4 of Cases and Exercises in Organization Development & Change.
Unit 3: Stages of the Consulting Process (Entry and Contracting, Data Gathering, and Diagnosis and Feedback)
The OD consulting process is comprised of seven stages. In Unit 3, we will explore the first three stages that include entry and contracting, data gathering, and diagnosis and feedback. Each stage is unique and builds upon the previous. Likewise, it is common that an OD practitioner must be fluid in the application of the stages by occasionally returning to a stage if it becomes clear that due diligence wasn't previously achieved. This unit focuses on the bedrock upon which the entire OD consulting process is built upon.
Unit 4: Stages of the Consulting Process (Interventions)
The sixth stage in the OD consulting process is where the client and consultant agree on what change activities to take in order to reach desired organizational change. These activities are known as interventions and they can focus on either individuals within the organization, teams and groups, or include change efforts focused on the whole organization. In Unit 4 we will explore the intervention stage of the OD consulting process.
Grading Criteria for Activities
|Discussions and Responses (9 @ 5 pts. each)||45 points|
|Case Studies (9 @ 40 pts. each)||360 points|
|Group Exercises (3 @ 60 pts. each)||180 points|
|Capstone Research Paper||65 points|
|A||585 - 650 points|
|B||520 - 584 points|
|C||455 - 519 points|
|D||390 - 454 points|
|F||0 - 389 points|