Graduate Course Syllabus

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1 George Herbert Walker School of Business & Technology Graduate Course Syllabus COURSE: HRDV 5630 Organizational Development and Change Location: Leiden Term: Spring II, 2014 Day(s): Tuesday(+1xFriday) Time: hours The Instructors: Name: Dr. Jeff Haldeman Phone: About the instructor Dr. Jeff Haldeman is a fulltime faculty member in the Walker School of Business & Technology, Webster University, St. Louis, MO, United States. Dr. Haldeman is a Fellow of the Founding Cohort of the Webster University Global Leadership Academy. He holds a Ph. D. in Organizational Behavior from the Weatherhead School of Management, Case Western Reserve University, an M. S. in Counseling Psychology from George Williams College of Aurora University, and a B. A. in Psychology from Elizabethtown College.

2 THE COURSE Course Definition (source: Webster University Graduate Catalogue) Organization development (OD) is the process of planning and implementing interventions to create interpersonal, group, intergroup, or organization-wide change. This course presents the theoretical foundations of organization development as an applied behavioral science. Students will also be introduced to many types of interpersonal, intra-group, intergroup, and organizational interventions that are used to effect comprehensive and lasting changes. Prerequisite: Students majoring in human resources development must have completed the requisite course Introduction to Human Resources Development (HRDV 5000) before taking this course. Students who are not human resources development majors do not need to have completed Introduction to Human Resources Development (HRDV 5000) before taking this course. Course Content This is a core course in the Masters of Human Resources Development program. Learning Outcomes 1. Students will be able to identify organizational situations that would benefit from organization development interventions. 2. Students will be able to diagnose the organizational systems issues at the level of the individual, small group, inter-group, organization, and organization/environment levels of analysis. 3. Students will explain the limitations of conventional analytical frameworks in hyperturbulent organizational environments. 4. At a foundational level, students will be able to diagnose and plan an intervention that will increase organizational effectiveness. 5. Students will be able to easily locate professional resources/tools available to the practitioner. 6. Students will be able to identify ways to utilize the personal self as an instrument in the change process. 7. Students will be able integrate OD frameworks with broader HR frames and competency models. 8. Students will be able to synthesize intellectual explanations from the field with methodological competencies. General Skills - where applicable all Webster courses will address: Writing skills. Presentation skills. Team working skills. Multicultural skills. Note: Webster has adopted the APA style for citations in all papers and in all departments. All students are encouraged to be consistent with this in their writing. Materials (Required Textbook) Brown, D. R. (2011). An experiential approach to organizational development (8 th ed.). Upper Saddle River, New Jersey: Prentice Hall.

3 Letter Grades: GRADING Instructor s guidelines for percentage equivalent of the letter grade: A, A- A (93-100), A- (90-92) Superior work B+, B, B- B+ (87-89), B (83-86), B-(80-82) Satisfactory work Letter grades mean that in the opinion of the instructor the work was: C C (70-79) Barely adequate as graduate-level work F F (0-69) Unsatisfactory. No credit granted. Other Designations: Satisfactory graduate work (B- or better). CR is reserved for courses designated by a CR department, involving internships, a thesis, practicum or specified courses. I Incomplete work IP In Progress NR Not Reported. W The student withdrew from the course An incomplete which was not completed within one year of the end of the course. ZF is treated the same as F or NC for all cases involving GPA, academic warning, probation, and ZF dismissal. ASSESSMENT: the Instructor will evaluate students work as follows: Description: Percentage: Date due: Active Participation 30 Throughtout the course Midterm Examination 35 Friday, April 11, 2014 Final Examination 35 Tuesday, May 6, 2014 Students and Instructors will be asked to evaluate the course in a form to be handed out during week 7 of the term. Study load: Students are expected to spend approximately 17 hours per week (21 hours including class time) on this course. Activities Case studies, Videos, Group activities, Simulation role plays, O. D. competency-building activities, Student presentations, Mid-term exam, Final Exam.

4 ACADEMIC POLICIES University policies are provided in the current course catalog and course schedules. They are also available on the university website. This course is governed by the University s published policies. Please use the following link to see a complete overview of Webster Leiden s Policies and Procedures: policies Academic Honesty: The University is committed to high standards of academic honesty. Students will be held responsible for violations of these standards. Please refer to the university s academic honesty policies for a definition of academic dishonesty and potential disciplinary actions associated with it. Drop / Withdraw: Please be aware that, should you choose to drop or withdraw from a course; the date on which you notify the University of your decision will determine the amount of tuition refund you receive. Please refer to the university policies on drops and withdrawals (published elsewhere) to find out what the deadlines are for dropping a course with a full refund and for withdrawing from a course with a partial refund. Special Services: If you have registered as a student with a documented disability and are entitled to classroom or testing accommodations, please inform the Instructor at the beginning of the course of the accommodations you will require in this class so that these can be provided. Disturbances: Since every student is entitled to full participation in class without interruption, disruption of class by inconsiderate behavior is not acceptable. Students are expected to treat the instructor and other students with dignity and respect, especially in cases where a diversity of opinion arises. Students who engage in disruptive behavior are subject to disciplinary action, including removal from the course. Student Papers Retained: Student assignments and/or projects will be retained by the University for the purpose of academic assessment. Contact Hours: It is essential that all classes meet for the full instructional time as scheduled and that is: 43 contact hours for undergraduate semester classes (includes 8 hours project work); 32 contact hours for undergraduate term classes; 36 contact hours for graduate level classes. A class cannot be shortened in length. If a class session is cancelled for any reason, it must be rescheduled. Study Load per course: 8-week classes - students are expected to spend approximately 17 hours per week (21 hours including class time). 16-week classes - the average study load per week is 7.5 hours ( 10 hours including class time). Attendance, Participation, Assignments: Students are required to attend all classes and participate actively. Grading will partly reflect this. Class participation accounts for roughly 20% of the total grade. All classes include assignments (such as presentations or papers). Students must report to the instructor all assistance they received and all sources they used in carrying out their assignments. Otherwise they will fail the course and may also face other penalties. Auditors: are expected to attend all classes and actively participate in all aspects of the course, including mid-term and final exams, and will be provided with a Certificate of Achievement. First Class: The first session of a course is very important and cannot be missed. Therefore, in accordance with student guidelines on attendance, the instructor can request that students missing the first class without valid reason, and without having obtained permission beforehand, be dropped from the course. For this course, the instructor has requested that this rule is not enforced. Partial Absence: At the discretion of the Instructor, grading can be reduced for students who regularly arrive late for class and/or leave class early. Exam Dates Students must receive permission from the Academic Director in order to take either mid-term or final exams on a date other than that set by the Instructor. Exam Office Policy (for graduate students): The University applies strict deadline regulations. Deadlines are set by the instructor and are listed (date and time) in the course syllabus. All written assignments weighted 20% or more must be submitted not to the instructor but to Assignments received after the deadline will be subject to a penalty: if received after the deadline but within 24 hours, the penalty is at the discretion of the instructor; if the deadline is missed by more than 24 but less than 48 hrs, we recommend that instructors downgrade the assignment by one letter grade. If the paper is later than 48 hrs, the Exam Office does not accept the paper and defers to the appropriate Head of Department who may issue a C or an F depending on the weighting. Faculty may, under documented circumstances and with the consent of the academic director, accept late work to be graded. If students cannot meet the deadline for valid reasons (beyond the student s control, such as illness or other extenuating circumstances), the student must submit a Request for Extended Deadline form which can be downloaded from the student section on the website. Based on the reason and evidence given, the instructor is alerted and decides, in consultation with both the advisor and Head of Department, on a new deadline. Normally extensions are approved for a maximum of two weeks. Exams: Students must seek permission from the Academic Director in order to take either mid-term or final exams on a date other than that set by the Instructor. Incomplete Work Incompletes (grades of "I") will only be allowed if agreed with the instructor and officially documented with an Agreement to Complete form (available from your advisor). If no such agreement has been documented, incomplete grades will automatically revert to F two weeks after the end of term. Instructors are actively encouraged not to accept students' work after the end of term. If a student's work has been delayed by causes beyond his/her control, an agreement to complete will normally be for a period of two weeks. Further extensions require the approval of the academic director; graduate-level integrated studies (coded 6000) will be exempt from this rule. It is the student's responsibility to complete the course within the specified time. Plagiarism is using another person s words or ideas without telling the reader. This applies not only to books and articles, but also to sources from the internet, or copying work from your fellow students. Those who are discovered cheating or plagiarizing will normally receive a failing grade for the entire course and may even be subject to dismissal. Please don t fall into this trap. Use in-text citations and include a bibliography in all your papers. (For more information, use the link to Policies and Procedures above). Please respect your sources, your audience and yourself. Note: WIKIPEDIA is NOT a source for academic referencing and can only be used in conjunction with other source referencing.

5 WEEKLY SCHEDULE Homework, subjects to be dealt with in the lesson, assignments, presentations, and examinations Study load: Students are expected to spend approximately 17 hours per week (21 hours including class time) on this course. Date: Tuesday, March 18, 2014 Time: 18:00 22:00 Lesson 1 Topics: Organization Development and Reinventing the Corporation; The Challenge of Change Review Syllabus Creation of Psychological Contract O. D. Consultant Behavioral Profile and Goal-Setting Brown Chapters 1 & 2 Date: Tuesday, March 25, 2014 Time: 18:00 22:00 Lesson 2 Topics: Changing the Culture; Role and Style of the O.D. Practitioner Brown Chapters 3 & 4 Date: Tuesday, April 1, 2014 Time: 18:00 22:00 Lesson 3 Topics: The Diagnostic Process; Overcoming Resistance To Change Brown Chapters 5 & 6 Date: Tuesday, April 8, 2014 Time: 18:00 22:00 Lesson 4 Topics: OD Intervention Strategies; Process Intervention Skills Pass out take-home midterm examination Brown Chapters 7 & 8 Completed midterm exams must be sent directly to exam office by 1700 hours Date Friday, April 11, 2014 Time 18:00 22:00 Lesson 5 Topics: Employee Empowerment and Interpersonal Relations; Team Development Interventions Completed midterm exams turned into exam office by 1700 hours Brown Chapters 9 &10 Date: Tuesday, April 15, 2014 Time: 18:00 22:00 Lesson 6 Topics: Intergroup Development; Goal-Setting for Effective Organizations Scored exams returned to students Brown Chapters 11 & 12 Date: Tuesday, April 22, 2014 Time: 18:00 22:00 Lesson 7 Topics: Work Team Development; High-Performing Work Systems and Learning Organizations Brown- Chapters 13 & 14 Date: Tuesday, April 29, 2014 Time: 18:00 22:00 Lesson 8 Topics: Organization Transformation and Strategic Change; The Challenge and the Future for Organizations

6 Brown Chapters 15 & 16 Date: Tuesday, May 6, 2014 Time: 18:00 22:00 Lesson 9 In-class comprehensive final examination Review text, class handouts, discussion notes Additional Information on the course: Please be aware of the following irregular course date(s): Friday, April 11, 2014 CONNECTIONS: A Webster.edu account is set up for each student and all Webster correspondence to students will be sent to students Webster.edu addresses.

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