COLLEGE OF HUMAN ECOLOGY Cornell University: Department of Policy Analysis and Management

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1 COLLEGE OF HUMAN ECOLOGY Cornell University: Department of Policy Analysis and Management PAM 5710: Organizational Development / Human Resource Management (Fall 2014) Monday. 10:10-12:40 pm Instructor: Nick A. Fabrizio, Ph.D. Office Hours: By Appointment nfabrizio@mgma.com Fall 2014 Prerequisites: PAM 5570 COURSE DESCRIPTION: In this class, students will explore the theoretical foundation of organizational theory, research and human resource management with an emphasis on implementation. Students will explore real-world problems while analyzing, exploring, and discussing varied interpretations of selected cases. We will cover the study of health care organizations; building blocks of managerial activity; internal organizational issues; performance issues related to organization design; and strategic issues. The course addresses key organizational change and development concepts and will enhance students perspectives on how the theories, strategies, and practices have been used over time and how they relate to today s organizations. The course serves as a framework to establish the theory and both the conceptual and competency foundations necessary for applying interventions. COURSE OBJECTIVES (Sloan competencies in parentheses): Understand the theoretical underpinnings of organizational development and change. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management) Critically examine the implications of the theories discussed. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management) Understand the many facets of organizational dynamics and how change impacts stakeholders. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management) Understand the relationship of executive teams, organizational change and organizational design. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management; Competency #10: Strategic analysis and management) To understand recruitment and selection and job analysis and design. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management) To know how to manage groups and teams. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: 1

2 Operations management; Competency #11: Advocacy, persuasion, and negotiation skills) To understand issues related to sexual harassment and diversity as well as employee and employer rights. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management) Understand the importance of motivating and leading people and groups. (Competency #7: Organizational behavior and management of human resources and health; Competency #11: Advocacy, persuasion, and negotiation skills) To be able to chart the future and evaluate performance of individuals, groups, and processes. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management; Competency #19: Working within diverse groups) Understand the ways in which organizational structure and technology influence how organizations learn and change. (Competency #7: Organizational behavior and management of human resources and health; Competency #8: Operations management) TIPS TO SUCCEED IN THIS CLASS: 1. Attend every class and actively participate 2. Learn by observing, comprehending, analyzing, and reflecting on the readings and discussions. 3. Do all of your assignments on time and prior to class. 4. Come to class prepared with reflections on the readings. 5. Expect the best from me and from yourself REQUIRED TEXTS & READINGS: Fried, Bruce & Johnson, James. Human Resources in Healthcare: Managing for Success. 3rd ed. Health Administration Press. Chicago, IL Shortell, Stephen & Kaluzny, Arnold. Health Care Management: Organization Design & Behavior 6 th ed. Delmar Learning Selected readings from Journal Articles / Case Studies COURSE REQUIREMENTS & GRADING: Class Participation: 15% Attendance: 20% (Excused absences will alter this % and others) Implementation Paper 20% Team Consulting Project 20% Self & Group Evaluation 10% Mid Term/Final Paper 15% 2

3 * The instructor also reserves the right to change the percentages listed above depending on the assignments given or not given. GRADE INFLATION: I do not believe in this concept (class, work, sports) PARTICIPATION: It is expected that you will attend every class, arrive on time, come prepared and participate positively in the evening s activities. Your contribution to discussions, your response to readings, your interactions with your classmates, and engagement in class activities are critical components of the course. Attendance will be taken at the beginning of each class. I am a big believer in class participation. The bottom line is that if you are not in class you can t participate. I know there will be valid reasons for missing class and while these may be valid, I have found that missing class has the potential to impact your grade since I will have to adjust the percentages of the other categories. Class participation evaluations are based on your contributions to class discussions and case analyses, and your active participation in group exercises. The evaluation of your participation will be based, in part, on your ability to contribute comments that are insightful, relevant, and progressive (e.g., comments that move the discussion along, rather than restate what has already been said). I look for quality comments as opposed to quantity. Reading assignments for each class should be read in advance of that class. The reading load in this class is comparatively heavy. Cases: We will analyze various cases per class session, and I will expect you to contribute toward each case analysis. Class discussions of cases assume that you have prepared and mastered the descriptive facts and details of the case before coming to class. That is, you should come to class prepared to discuss: (1) the background and context of the case; (2) the key issues and/or problems you have identified; and (3) an action plan detailing how you would address the issues with a particular emphasis on implementation. It is essential that you prepare cases in advance of class as I will call on people, at random, to provide comments on the case during each class session. I will also put you into small groups and assign a group leader to represent his/her group for each case. All of you will have the chance to be a group leader. GRADING SCALE: 90 to 100 = A- to A+ 80 to 89 = B- to B+ 70 to 79 = C- to C+ 60 to 69 = D- to D+ Below 60 = F 3

4 GRADES OF INCOMPLETE Please read the policy on course grades of incomplete contained in the Student Handbook. The instructor expects students to complete all course requirements on time. Should you experience extenuating circumstances ie. situations completely beyond your control, contact the instructor immediately. In most instances, I will require written documentation and/or supporting information. INSTRUCTIONAL METHODS My teaching approach is rigorous, interactive, and dynamic. I will present topics in a variety of ways, including lectures, case studies, and small group discussions using a range of approaches. 4

5 COURSE OUTLINE Week 1: 9/1 Labor Day/Holiday/No classes Week 2: Introduction to the Program and Course. 9/8 Case study starter: Insubordination Review: Text: Human Resources in Healthcare (HR): Ch 1-2 Homework: HR: 1,2,4,5 OD: Ch. 1-2 Case Study #1: Carver State University Hospital Read. Week 3: 9/15 Review text chapters HR: 1,2,4,5 Review text OD: 1-2 HW: Text: HR Ch 6-8 Case Study #1: Discussion RFP/PAPER ASSIGNED Week 4: Review Text HR: Ch. 6-8 & OD Ch /22 HW: Text: HR: Ch GROUP CONSULTING PROJECT ASSIGNED Week 5: Review HR Ch /29 HW: Text: HR: Ch. 11,13,14 Case Study #2: Duke Duking It Out Reminder: Paper, Case Study & Project Week 6: Review Ch. 11,13,14 10/6 Case Study HR Ch Homework: Text Organizational Design/Behavior (OD): 3-6 Week 7: 10/13 Fall Break NO CLASS Week 8: Review HR. Ch 15-17; OD: Ch /20 Homework: OD: Ch. 7-8 Case Study #3 Hospital Consolidation Reminder: Paper, Case Study & Project RFP/PAPER DUE 5

6 Week 9: CLASS Work in Groups Consulting Group Project 10/27 Case Study #3 Discussion Homework: OD Ch Reminder: Paper, Case Study & Project Week 10: Review Ch /3 Homework: OD Ch Case Study #3: Discussion Reminder this is it Consulting/Implementation paper due next week Week 11: Review Ch /10 Case Study Discussion Homework: OD: Ch Week 12: Review: OD: Ch /17 GROUP CONSULTING PROJECT DUE GROUP & SELF EVALUATION DUE Week 13: Review Case Study 11/24 Case Study: Discussion 12/1: TBA Last Class Final Exam: Date and Time TBA Late Assignments: Written assignments and projects are due at the beginning of class on the scheduled day. Only under exceptional circumstances will late assignments be accepted. Turning the assignments in through any other method or time is unacceptable. 6

7 Chapter Topics Covered: HR 1-4: Topics Covered Strategic Human Resource Management; defining the mission, vision and goals of the organization; culture & design; professionals in the workforce; emerging roles for physicians; recruitment, selection, & compensation. Legal environment including EEOL, unionization, sexual harassment, affirmative action; ADA, FMLA OD 1-2: Topics Covered Forces influencing health care delivery; key dimensions of health services organizations; the managerial role HR 5-6: Topics Covered diversity; job analysis & design, work group redesign; job sharing, cross training; recruitment and selection including designing selection tools. HR 7-8: Topics Covered Performance management; performance appraisal; conducting effective interviews; training cycle; performing a needs assessment HR 9-15: Topics Covered Compensation; determining monetary value of jobs; variable compensation; incentive plans, methods of physician compensation; safety in the workplace OSHA, DOH, JSAHO, EPA HR 9-16 cont: Topics Covered Employer and Employee rights; employee handbooks and personnel manuals; progressive discipline; termination; preventing discipline; Managing with organized labor; scheduling models and understanding how to staff based on work, FTE, and tasks understanding the importance of efficiency on staffing models. OD 3-5: Topics Covered Motivation and motivating people; content theories; process theories; leadership traits; conflict management & negotiation OD 6-9: Topics Covered Types of groups & teams; teams & empowerment; causes of intergroup conflict; communication networks within organizations; power & politics in organizations OD Topics Covered Organizational design; designing a position and workgroup; designing a delivery system; assessing the organization before design; design types; organizations in transition including life cycles; managing strategic alliances 7

8 OD 12-13: Topics Covered Organizational innovation, change and learning; the learning organization; disciplines of learning organizations; the change process; TQM/CQI, QA/QI OD cont: Topics Covered Stakeholder mapping; strategic planning; efficiency and effectiveness considerations related to organizational change efforts OD 14-15: Topics Covered Strategic management 5 Ps of Strategy; market structure; creating and managing the future 8