OEL 530: Organizational Development Landscape (Graduate Level)

Course Description

This course will focus on allowing students to gain insights into the history and development of the principles of organizational structure and design. Students will explore the complexities associated with achieving a high performing organization, & consider the influence of such factors as organizational goals, life cycle, culture, and environment on organizational design and decision making. This course will place emphasis on the roles of key business disciplines in achieving the organization's mission. (3 credits)

Prerequisite

OEL 501: Learning Community

Student Learning Outcomes (SLOs)

Students who successfully complete this course will be able to:

Explain the differences between organizational structure and design.
Assess the influences of globalization and culture on the 21st Century organization.
Examine the complexities associated with achieving a high performance organization.
Explain different leadership styles, including their own, impacts the performance of an organization.
Demonstrate how the roles of key business disciplines assist in the achievement of an organization's mission and goals and identify the points of intersection.
Explain the nature of the open systems approach.
Analyze the stages of an organization's growth.

Applicable Program Learning Outcomes (PLOs)

PLO 2. Evaluate and formulate an individual leadership style.
PLO 3. Develop professional communication skills.
PLO 4. Recommend how one develops effective groups.
PLO 5. Construct organizational leadership strategies.
PLO 6. Explain the complexities of organizational design and the interconnection between organizational structure.
PLO 7. Design and implement organizational change processes.
PLO 8. Create strategies to support intercultural/global inter-relationships.
PLO 9. Develop strategies that support the advancement of organization's vision and mission.

Course Activities and Grading

Assignments	Points
Discussions (Weeks 1-8 @ 50 points per week)	400
Week 2: The Stages of Organizational Growth	100
Week 3: Open Systems Defined	100
Week 5: Organizational Structure Reference Guide	100
Week 6: Why do Change Efforts Fail?	100
Week 8: Final Project: Best Practices to Implement High Performance	200
Total Points	1,000

Required Textbooks

Available through Charter Oak State College's online bookstore

Cummings, T.G. and C.G. Worley. Organizational Development and Change. 10th ed. Cengage Learning. ISBN-13: 978-1-13-319045-5

Supplemental Required Readings/Resources

Links to the supplemental readings and articles are provided in the course shells.

Course Schedule

Week	PLOs	SLOs	Readings and Exercises	Assignments
1	4,5,6,7,8	1,2	Organizational Structure and Organizational Development Cummings, T. G. & Worley, C. G. (2015). Organizational development and change. Chapter 1: General Introduction to Organizational Development Chapter 2: The Nature of Planned Change Chapter 18: Transformational Change (only p. 534 -537) Chandler, A. D., Jr. (Jan/Feb 1998). Corporate strategy and structure: some current considerations. Society. Vol. 35. Iss. 2. P. 347-350. Hernaus, T., Aleksic, A., & Klindzic, M. (2013). Organizing for Competitiveness -- Structural and Process Characteristics of Organizational Design. Contemporary Economics, 7(4), 25. (optional) Laing, A., & Bacevice, P. A. (2013). Using design to drive organizational performance and innovation in the corporate workplace: implications for interprofessional environments. Journal of Interprofessional Care, 2737-45 9p (Note: articles are in the Charter Oak Library)	Introduction Discussion (not graded) Discussion # 1 Discussion # 2 Learning Activity # 1
2	3,5,6,7,9	1,5,7	Organizational Interventions & Organizational Growth Cummings, T. G. & Worley, C. G. (2015). Organizational development and change. Chapter 7: Designing Interventions Chapter 14: Work Design	Discussion # 1 Learning Activity 1: The Stages of Organizational Growth
3	2-5,7,9	4,5,6	Open System's Approach Cummings, T. G. & Worley, C. G. (2015). Organizational development and change. Chapter 5: Diagnosis Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes	Discussion # 1 Discussion # 2 Learning Activity 1: Open Systems Defined Paper
4	3,5,6,7,9	3,5	Aligning the Disciplines Cummings, T. G. & Worley, C. G. (2015). Organizational development and change. Chapter 15: Performance Management Chapter 16: Talent Management Chapter 17: Workforce Diversity and Wellness Weiser, J. R. (1997). Organizational alignment: Are we heading in the same direction?Hoosier Banker, 81(13), 10-14. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/195286528?accountid=26762 Eaton, D., & Kilby, G. (2015). Does Your Organizational Culture Support Your Business Strategy? Journal for Quality & Participation, 37(4), 4. (Note: articles are in the Charter Oak Library)	Discussion # 1 Discussion # 2 Learning Activity
5	5,6,7	1,3	Types of Organizational Structures Cummings, T. G. & Worley, C. G. (2015). Organizational development and change. Chapter 12 Restructuring Organizations	Discussion # 1 Learning Activity 1: Organizational Structure Reference Guide
6	2,3,5,6,7,9	3,4,5	Leadership Behavior and Its Impact on Organizational Performance Cummings, T. G. & Worley, C. G. (2015). Organizational development and change. Chapter 8 Managing Change Chapter 9: Evaluating and Institutionalizing Organizational Development Interventions Buell, J. M. (2008). What it takes to be an authentic and transparent leader: Living the organization's mission, vision and values. Healthcare Executive, 23(6), 21-4. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/200342303?accountid=26762 Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say? Organization Development Journal, 29(1), 63-78. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/862094651?accountid=26762 Lillis, B., & Macaulay, S. (2015). The skills of sustaining change. Training Journal, 52 (Note: articles are in the Charter Oak Library)	Discussion # 1 Discussion # 2 Learning Activity 1: Why Do Change Efforts Fail?
7	2,3,5,6,7,9	3,4,5	High Performance Organizations Cummings, T. G. & Worley, C. G. (2015).Organizational development and change. Chapter 13 Employee Involvement Articles: Buytendijk, F. (2006). The five keys to building A high-performance organization.Business Performance Management Magazine, 4(1), 24-26,28-30. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/218383545?accountid=26762 Jamrog, J. J., Vickers, M., Overholt, M. H., & Morrison, C. L. (2008). High-performance organizations: Finding the elements of excellence. People and Strategy, 31(1), 29-38. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/224585170?accountid=26762 Mosley, D. C., & Patrick, D. K. (2011). Leadership and followership: The dynamic process of building high performance cultures. Organization Development Journal, 29(2), 85-100. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/899230335?accountid=26762 Robineau, A., Ohana, M., & Swaton, S. (2015). The challenges of implementing high performance work practices in the nonprofit sector. Journal of Applied Business Research, 31(1), 103-n/a. Retrieved fromhttp://search.proquest.com.cosc.idm.oclc.org/docview/1655565760?accountid=26762 Mosley, D. C., & Patrick, D. K. (2011). Leadership and followership: The dynamic process of building high performance cultures. Organization Development Journal, 29(2), 85-100. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/899230335?accountid=26762 Robineau, A., Ohana, M., & Swaton, S. (2015). The challenges of implementing high performance work practices in the nonprofit sector. Journal of Applied Business Research, 31(1), 103-n/a. Retrieved fromhttp://search.proquest.com.cosc.idm.oclc.org/docview/1655565760?accountid=26762	Discussion # 1 Discussion # 2
8	2-9	1,2,3,4,5,6,7	Organizational Development Implementation No readings for this week.	Discussion # 1 Learning Activity 1: Final Project: Best practices to Implement a High performance Organization Complete Course Evaluation

COSC Accessibility Statement

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