Course Syllabus: ORGANIZATION DEVELOPMENT Fall Manuel C. Dioquino, Ph.D. Fall Term H, Wednesdays/Fridays

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1 Course Syllabus: ORGANIZATION DEVELOPMENT Fall 2012 Manuel C. Dioquino, Ph.D. Fall Term 2012 Room H, Wednesdays/Fridays Course Description: This course would be known as Organization Development (OD) elsewhere in the international management school theatre. It may sometimes be called Change Management since this is what this course is all about. In this day and age of globalization, which has been spurred by quantum leaps in the field of Information and Communication Technology, companies have been faced with a situation of rapid changes. The rapid changes are usually major changes that changes the way of thinking and doing, and corporate leaders are often caught in a quandary over how to implement the changes. The alternative is to fall by the wayside. Company employees are likewise deeply affected since the brunt of implementing changes falls on their shoulders. Thus, OD efforts are managed in the formal organization structure by either the Corporate Planning Department or the Human Resources Department or both working in tandem. This is rightly so because OD is a discipline that marries the fields of Social Sciences and Management Science. In OD, students will learn about change its meaning and concept, who or what causes it, who manages it, who or what is managed and how to manage it. OD is also presented as a process that is complex, not being linear or even cyclical in nature. Sources: Lecture Notes that will be posted on internet Reference Book: French, Wendell, Cecil Bell and Robert A. Zawacki. Organization Development and Transformation: Managing Effective Change, 6 th Ed., McGraw Hill Course Objectives: By the end of this course, students shall have been able: To articulate and discuss the history, main concepts, and theories of the field of Organization Development To experience the emotions and dynamics of change, resistance to change and articulate the reasons behind such dynamics To articulate and discuss the process of Change Management with particular attention to the logic behind the stages of the process To interact with, analyze, and report on an organization that is currently managing a change process in the workplace

2 Course Methodology: The course is designed to be both theoretical and experiential. The theoretical modules will be handled predominantly through lectures. Apriorly assigned readings will be required before the lectures to ensure a healthy discussion during the lectures. Some topics in the outline are better understood if preceded by a Structured Learning Exercise (SLE), such as Change as a Concept, Motivation/Resistance to Change, and Sensitivity to Organization Structures. This approach requires active participation by the student during the exercise itself and the processing that is facilitated by the professor right after the SLE. An examination will be given after the lecture on Approaches/ Strategies for Change Management. Thereafter, the students will be focused on the Process of Change Management. At this point, the class groupings should have identified, by then, a firm that they can study. Ideally, the firms should have either embarked on a change process or would be thinking of instituting changes. The groups could then refer to the real life example as the lectures on the Change Management Process unfold. This module will therefore utilize Workshop Sessions as the main mode of learning. Templates designed to guide the students through their term project will be provided by the professor. By the end of the module workshop sessions, students will have completed their study of the firm and be ready to report on the same. The report will be a critical analysis of the firm s change process. Reporting sessions will end the term. Course Outline: Session No. Topic 1 Expectations Setting and Introductions Two-way interview on Expectations Distribution of Syllabus and Discussion of Requirements Required Reading: Beckhard (p. 12) French and Bell (p. 16) 2 Change and the World Today SLE: Change Spotting & Change Management Questionnaire

3 3-5 Basic Conceptual Framework on Change EEE Kurt Lewin Required Reading: Lewin (p. 112) Case: Lufthansa 6 Change Leadership The Concept of an Entity Required Reading: Dioquino, Entity Development Framework 7-8 Change Leadership: Personal Clarity Content and Behavior of the Individual Entity Change Leader Qualities and Behavior SLE: Scratch Paper, Values Inventory Required Reading: Case: Selim Bassoul 9-11 The Change Target Organizational Frameworks Culture and the Primacy of the Mission Statement Structured vs. Processual Behavior The Black Box Framework The Value Chain Framework Required Readings: Dioquino, Structured vs. Processual Behavior SLE: Draw Me an Organization Due: Term Paper Topic Choices The Change Target: Organizational Diagnosis Diagnostic Tools o McKinsey 7S o Weisbord Workshop Session: Construction of an Organizational Diagnosis

4 Questionnaire Required Reading: Fordyce and Weil (p. 162) 14 The Change Target: Organizational Culture Readiness for Organizational Change Required Reading: Armenakis et al (p. 298) 15 The Change Process The Change Cycle Required Reading: Beckhard (p. 189) Change Action Planning o The Change Objective Setting o Mission Re-Definition, Behavioral, Technical and Structural Change Interventions Plotting the Change SLE: Dioquino, Change Strategy Plotter 18 E X A M I N A T I O N Free Time to Research and Consult on Term Papers The Change Process Managing Resistance to Change Required Reading: To be assigned SLE: Martial Arts Monitoring and Evaluation SLE: Who loves whom more? Workshop: Action Planning Worksheet Slack Time for Unexpected Holidays Presentations of Final Term Paper

5 29 Closing Lecture: Recap and The Future of Change Management 30 FINAL EXAMINATION Possible Topics for Term Paper: An Actual Change Study Knowledge/Learning Organizations Balanced Scorecard Reengineering Politics in Organizations Autopeiosis Holographics Blue Ocean Strategies Reflexivity Requirements: Participation, Attendance and Punctuality 20% Exam/s 30% Final Paper 30% Assignments/Seatworks 20%