Course Syllabus

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HOLY ANGEL UNIVERSITY

SCHOOL OF BUSINESS AND ACCOUNTANCY Graduate School of Business

COURSE OUTLINE: ORGANIZATIONAL DEVELOPMENT (DBMORDEV) GUEST LECTURER: DR. LOUIE A. DIVINAGRACIA First Trimester, SY 2016-2017

Holy Angel University VMGOs

Vision: To become a role-model catalyst for countryside development and one of the most influential, best-managed Catholic universities in the Asia-Pacific region.

Mission: To offer accessible quality education that transforms students into persons of conscience, competence, and compassion.

Core Values: Christ-Centeredness, Integrity, Excellence, Community, and Societal Responsibility Strategic Objectives:

1. Academic Quality and Organizational Excellence 2. Authentic Instrument for Countryside Development 3. Great University to Work for

4. Faithful Catholic Education Graduate School of Business VMGOs Vision

A premiere graduate business education in the Asia-Pacific Region dedicated to helping professional, entrepreneurs and public servants become competent and socially responsible leaders and to contribute to countryside development.

Mission

To provide advanced and high quality business education in the field of management, accountancy, entrepreneurship, public governance and hospitality to professionals and leaders through a wide range of relevant, educational experience.

Goal

To provide our sincerest service to our graduate students as we are committed to the shared ideals of integrity, excellence, community service and societal responsibility.

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GSB Strategic Objectives

1. To offer programs that are more relevant and responsive to the shifting needs of the real world.

2. To promote practitioner-research oriented that will allow us to participate in the furtherance of knowledge and elevate our GSB programs to higher level of excellence.

3. To forge and maintain strategic functional linkages and/or partnership with academic institutions, relevant organizations, national government agencies and local government units for knowledge transfer, sharing of resources and advocacy training for public service.

4. To act as reputable workplace preferred by faculty members who are experts in their corresponding fields and proficient in interdisciplinary and multi-disciplinary approaches in teaching.

5. To foster culture that promotes integrity, innovation, and the highest ethical standards in the Catholic context.

DBM Program Educational Objectives

1. Students will be able to produce business research using multivariate analytical tools.

2. Students will be able to integrate the emerging topics and issues of organization in the global context.

3. Students will be able to solve problems arising from corporate finance using business analytical tools.

4. Students will be able to judge whether business practices conform to the ethical standards in business.

HAU Strategic Objectives

GSB Strategic Objectives DBM

Program Educational Objectives

Institutional Students’

Learning Outcomes 1. Academic Quality and

Organizational Excellence

1. To offer programs that are more relevant and responsive to the shifting needs of the real world.

#2 and #3  Civic and Global Learning

 Applied and Collaborative Learning

 Critical and Creative Thinking

2. Authentic Instrument for Countryside Development

2. To promote practitioner- research oriented that will allow us to participate in the furtherance of knowledge and elevate our GSB programs to higher level of excellence.

#1, #2, and #3  Civic and Global Learning

 Critical and Creative Thinking

3. To forge and maintain #2  Civic and Global Learning

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partnership with academic institutions, relevant organizations, national government agencies and local government units for knowledge transfer, sharing of resources and advocacy training for public service.

 Communication and Interpersonal Skills

3. Great University to Work For

4. To act as reputable workplace preferred by faculty members who are experts in their corresponding fields and proficient in interdisciplinary and multi- disciplinary approaches in teaching.

#4  Communication and

Interpersonal Skills

 Valuing and Ethical Reasoning

4. Faithful Catholic Education

5. To foster culture that promotes integrity, innovation, and the highest ethical standards in the Catholic context.

#2, #3 and #4  Civic and Global Learning

 Communication and Interpersonal Skills Valuing and Ethical Reasoning

 Communication and Interpersonal Skills

Course Learning Outcomes

At the end of the course, the student should be able to

1. Interact productively on values and ethical issues that will enrich organizational setting and work relationships.

2. Define from an OD practitioner perspective, the tasks, responsibilities and relationships in the workplace in the light of organizational development theories.

3. Formulate, describe, and analyze the various organizational interventions that would lead to growth and stability of organizations.

4. Explain and discuss the significance of the inevitable role of people in an organization with regard to implementing appropriate interventions that can move an organization from a current to a desired future state.

5. Demonstrate a keen ability to examine and constructively criticize change management issues and challenges within the context of organizational development principles.

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Course Description

This course deals with emerging issues and topics in the field of organization development (OD). The course focuses on the values and ethics underlying OD as applied to practice and the essential skills for the OD practitioner, including entering, contracting, developing client capability and, managing unplanned events in the change process. The course will also focus on the design and implementation of various organizational interventions. Students learn to choose between, and then design, appropriate interventions to move an organization from a current to a desired future state.

No. of units 3 units

Required Textbook

Cummings, T.G. and Worley, C.G. (2009). Organizational Development and Change 9th Edition. Ohio, U.S.A.: South-Western Cengage Learning.

Other Resources/References

Burke, W.W. and Noumair, D.A. (2015). Organization Development: A Process of Learning and Changing. New Jersey, U.S.A.: Pearson Education.

Rothwell, W.J., Sullivan, R.L. (2006). Practicing Organization Development: A Guide for Consultants. California, U.S.A.: Pfeffer.

Lægaard, J., Bindslev, M. (2006). Organizational Theory. Ontario, Canada: Ventus Publishing ApS.

Websites

http://search.proquest.com/ebrary?accountid=148769

http://hau.edu.ph/university_library/electronic-resources-e-books.php

Requirements

1. Analysis of Published Scientific Papers

The analysis of published scientific papers (PSP) is a group activity. Each group will consist of a maximum of 5 students. This requirement will expose the students to theories that guide the practice of OD as a profession. The presenting group will present their a nalysis using a set of Powerpoint (PPT) slides and video clips for a minimum of 20 minutes). The PPT for PSP 1.1 to 1.3 will be submitted on the first class meeting. For the other PSPs, the slides will be emailed to the Guest Lecturer by 12 noon of Friday (or a day before the presentation) using the filename, <GroupNumber_OD_PSPNumber>. For example, <Group2_OD_PSP3.3>. The PSP submission and presentation schedule is provided in Appendix 0. A written Scientific Paper Analysis Report will be submitted using PDF format on the day of presentation. The format is provided in Appendix 1.

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2. Case Analysis Reports

The analysis of a case is a group activity. Each group will consist of a maximum of 5 students. This activity will expose students to OD problems and their resolution. The presenting group is to simulate the actual situation presented in the case, and proceed to analyze the management problem/s in a logical sequence. The presenting group will present their analysis using a set of Powerpoint (PPT) slides and video clips for a minimum of 20 minutes). The PPT for Case 1 will be submitted on the first class meeting. The slides for Cases 2, 3, and 4 will be emailed to the Guest Lecturer by 12 noon of Friday (or a day before the presentation) using the filename, <GroupNumber_OD_Case>.

For example, <Group3_OD_Case2>. The case analysis submission and presentation schedule is provided in Appendix 0. A written Case Analysis Report will be submitted using PDF format on the day of presentation. The format is provided in Appendix 2.

3. Final Paper

The completion of a final paper is a group activity. The objective of the final paper requirement is to enable the students to integrate the various topics of the course. Each group is required to identify an organization and the industry in which it operates. You must clear the selected organization with the Guest Lecturer prior to undertaking your research. No duplication of organizations will be permitted. The final paper should contain: (a) a brief summary of the industry and organization’s history; (b) management issues; (c) a comprehensive analysis of the sequential and cross-functional areas, operating procedures, and management practices that were pursued; (d) how the management issues affected the organization in addressing the various needs of its stakeholders; and (e) OD change interventions that will be recommended to the organization in order to capacitate its leadership team to address the resolution of the issues.

The format of the final paper is provided in Appendix 3. The entire paper (including references, introduction page, and illustrations) should be a minimum of 15 pages, written using a 1.0 line spacing, Arial font 11, and 1-inch margins on all sides. All pages of the paper must be properly numbered. All sources of information must be properly referenced in the text and in the Literature Cited section of the paper using the APA. Papers will be assessed based on the quality of information (20%), adequacy of analysis (20%), format (20%), appropriate citation of sources (20%), and over-all writing quality (20%).

The schedule of group presentation is on 15 October. Each presentation will use a set of PPT slides and other multimedia tools. The PPT slides and soft copy of the paper in MS Word must be emailed to the Guest Lecturer on or before 12 noon of 13 October. Each group is allotted a maximum of 30 minutes. The hard copy will be submitted on the day of the presentation.

4. Examination

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Course Content

Meeting Learning

Competencies

Topic Methodology Student Output Evaluation of Learning Assessment 1 1. To discuss the

meaning and fundamentals of organizational development 2. To describe the

process of organizational development

1.1 Course Overview &

Requirements 1.2 Introduction to

Organizational Development (OD)

1. Definition of Organizational Development

2. A Short History of

Organization Development 3. Evolution, Growth, and

Relevance

4. The Nature of Planned Change

5. The Organization

Development Practitioner 1.3 The Process of

Organizational Development 1. Entering and Contracting 2. Diagnosing Organizations 3. Diagnosing Groups and

Jobs

4. Collecting and Analyzing Diagnostic Information 5. Feeding Back Diagnostic

Information

Interactive Discussion

Students to analyze and discuss the assigned published scientific papers Students to analyze and discuss the assigned case

Class Participation/

Discussion

Written analysis of published scientific papers

Written case analysis

Students to answer correctly the questions raised during discussions

Students to submit on time the written analysis of the

published scientific papers using the format in Appendix 1.

Students to submit on time the written case analysis using the format in Appendix 2.

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2 1. To understand the nature and process of designing OD interventions 2. To explain the

principles in leading and managing change 3. To describe

and

differentiate OD

interventions and how organizational changes are institutionalize d

2.1 Designing Interventions 1. Characteristics of Effective

Interventions 2. Designing Effective

Interventions

2.2 Leading and Managing Change

1. Motivating Change 2. Managing the Transition 3. Sustaining Momentum 2.3 Organizational

Development Interventions 1. Evaluating Organization

Development Interventions 2. Institutionalizing

Organizational Changes

Discussion

Written analysis and oral presentation of published scientific papers

Written case analysis and oral presentation

Students to present their analysis of the published scientific papers

Students to present the analysis of the case per group and defend their

recommendation.

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3 1. To

understand and apply human process and human resource management interventions 2. To explain

the principles used in developing talent

3.1 Human Process Interventions

1. Interpersonal and Group Process Approaches 2. Organization Process

Approaches 3.2 Human Resource Management Interventions 1. A Model of Performance

Management

2. Performance Appraisal 3. Reward Systems 3.3 Developing Talent

1. Coaching and Mentoring 2. Career Planning and

Development 3. Management and

Leadership Development

Discussion

recommendation.

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4 1. To explain the

importance of managing workforce diversity and wellness as well as describe the various diversity interventions 2. To

understand strategic change interventions and discuss how these are applied 3. To

understand and describe OD in global settings, and the future directions of OD

application

4.1 Managing Workforce Diversity and Wellness 1. Workforce Diversity

Interventions

2. Employee Stress and Wellness

4.2 Strategic Change Interventions

1. Transformational Change 2. Continuous Change 3. Transorganizational

Change

4.3 Special Applications 1. Organization Development

in Global Settings 2. Future Directions

Students to analyze and discuss the assigned published scientific papers Students to analyze and discuss the assigned case Students to take an examination

Discussion

Written examination

recommendation.

Students must obtain a passing grade of at least 85% in their score on the Examination.

EXAMINATION

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5 1. To identify the critical

success factors in realizing successful OD implementatio n

2. To apply the lessons learned in the implementatio n of OD in an organization

5.1 Critical Success Factors 1. Internal to the Organization 2. External to the Organization 5.2 OD Implementation in An Organization

1. Lessons Learned 2. Research Directions to

Guide Practice

Students to present their Final Paper

Discussion Written analysis and oral

presentation of the Final Paper

Students to answer correctly the questions raised during

discussions

Students to submit on time the written analysis of the Final Paper using the format in Appendix 3.

Students to present their

analysis of the Final Paper, and explain the basis of the results and recommendation for further study.

FINAL PAPER PRESENTATION

Expectations from Students

Students are held responsible for meeting the standards of performance established for each course. Their performance and co mpliance with other course requirements are the bases for passing or failing in each course, subject to the rules of the University. The students are expected to take all examinations on the date scheduled, read the assigned topics prior to class, submit and comply with all the requirements of the subject as scheduled, attend each class on time and participate actively in the discussions.

Furthermore, assignments such as reports, reaction papers and the like shall be submitted on the set deadline as scheduled by the faculty.

Extension of submission is approved for students with valid reasons like death in the family, hospitalization and other unforeseen events.

Hence, certificates are needed for official documentation. Likewise, special major examination is given to students with the same reasons above. Attendance shall be checked every meeting. Students shall be expected to be punctual in their classes. And observance of classroom decorum is hereby required as prescribed by student’s handbook.

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Academic Dishonesty

It is the mission of the University to train its students in the highest levels of professionalism and integrity. In support of this, academic integrity is highly valued and violations are considered serious offenses. Examples of violations of academic integrity include, but are not limited to, the following:

1.Plagiarism – using ideas, data or language of another without specific or proper acknowledgment. Example: Copying text from the Web site without quoting or properly citing the page URL, using crib sheet during examination. For a clear description of what constitutes plagiarism as well as strategies for avoiding it, students may refer to the Writing Tutorial Services web site at Indiana University using the following link:

http://www.indiana.edu/~wts/pamhlets.shtml. For citation styles, students may refer to http://www.uwsp.edu/psych/apa4b.htm.

2. Cheating – using or attempting to use unauthorized assistance, materials, or study aids during examination or other academic work.

Examples: using a cheat sheet in a quiz or exam, altering a grade exam and resubmitting it for a better grade.

3. Fabrication – submitting contrived or improperly altered information in any academic requirements. Examples: making up data for a research project, changing data to bias its interpretation, citing nonexistent articles, contriving sources.

(Reference: Code of Academic Integrity and Charter of the Student Disciplinary System of the University of Pennsylvania at http://www.vpul.upenn.edu/osl/acadint.html).

Policy on Absences

6. A student who incurs two (2) absences in any subject shall be given a mark of “FA” as his final rating for the trimester, regardless of his performance in the class.

7. Attendance is counted from the first official day of regular classes regardless of the date of enrolment.

Summative Evaluation Guide of Student Performance

Attendance & Class Participation 15%

Analysis of Published Scientific Papers 30%

Case Analysis Report & Presentation 10%

Examination 20%

Final Paper & Presentation 25%

TOTAL 100%

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Grading System (Campus ++): Grading System. Student Catalogue (2011), Graduate School, Holy Angel University)

Grades Percentage Grade General Classification

1.0 97 – above Outstanding

1.25 94 – 96 Excellent

1.50 91 – 93 Superior

1.75 88 – 90 Very Good

5.00 Below 88 Failed

6.00 FA Failure Due to Absences

8.00 UW Unauthorized Withdrawal

9.00 DRP Dropped with Permission

Assessment Criteria for Written Examination

Grades Percentage Grade

1.0 97 – above

1.25 94 – 96

1.50 91 – 93

1.75 88 – 90

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List of Assignments: Published Scientific Papers (PSP) and Cases

Meeting Published Scientific Papers Cases

1 1.1 Jeong, J.Y. (2015). “Enhancing Organizational Survivability in a Crisis: Perceived Organizational Crisis Responsibility, Stance, and Strategy,”

Sustainability 2015, 7, 11532-11545.

1.2 Patterson, K.D.W., Cavazos, D.E., and

Washington, M. (2014). “It Does Matter How You Get to the Top: Differentiating Status from Reputation,

“Adm. Sci. 2014, 4, 73–86.

1.3 Liebhart, M. and Garcia-Lorenzo, L. (2010)

“Between Planned and Emergent Change:Decision Maker’s Perceptions of Managing Change in Organizations,” International Journal of Knowledge, Culture and Change Management, 10 (5), 214-225.

Case 1. The Coca-Cola Company Guide Questions:

1. Describe the company’s shared vision of success. What specific organizational change strategy did the company do to enable it to double its business in ten years without doubling infrastructure or costs? Explain clearly.

2. What is a learning organization? How was the company able to implement this?

3. What are the challenges to the organizational development initiative of the Coca-Cola Company? Explain.

2 2.1 Lo, S.H., van Breukelen, G.J.P., Peters, G.Y., and Kok, G. (2014). “Teleconference Use among Office Workers: An Interorganizational Comparison of an Extended Theory of Planned Behavior Model,” Adm.

Sci. 2014, 4, 51–70.

2.2 Choi, Y. and Yu, Y. (2014). “The Influence of Perceived Corporate Sustainability Practices on Employees and Organizational Performance,”

Sustainability 2014, 6, 348-364.

2.3 Pryor, M.G., Taneja, S., Humphreys, J., Anderson, D., and Singleton, L. (2008). “Challenges Facing Change Management Theories and Research,” Delhi Business Review 9(1), 1-20.

Case 2. Nissan Motor Company Ltd Guide Questions:

1. The case identifies several aspects of the Nissan response that were particularly beneficial. Expand on the points made in the case to identify the potential costs and benefits of these actions as far as managing the transition is concerned.

2. What else could Nissan have done to prepare for and respond to the disaster? Try to articulate the costs and benefits of your suggestions from a change management perspective.

3. What could Nissan have done to assess the risk of

disruption in their supply chain to sustain momentum in its emergency-response plan? Focus on the human resource management aspects.

4. How did Nissan’s product line strategy help or hurt its ability to respond to and recover from the disaster? Explain the role of maintaining a flexible organization, and integrating a variety of perspectives of its corporate officers.

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3 3.1 Osula, B., and Ng, E.C.W. (2014). “Toward a Collaborative, Transformative Model of Non-Profit Leadership: Some Conceptual Building Blocks,” Adm.

Sci. 2014, 4, 87–104.

3.2 Hess, J.D., and Bacigalupo, A.C. (2013). “Applying Emotional Intelligence Skills to Leadership and

Decision Making in Non-Profit Organizations,” Adm.

Sci. 2013, 3, 202–220.

3.3 Huang, S.M., and Lai, W. (2014). “A Study of the Effect of Incentive System on Job Performance- Locus of Control as a Moderator,” The Journal of

International Management Studies 9(1), 89-98.

Case 3. Singapore Airlines Guide Questions:

1. Explain the dual strategy that was implemented by

Singapore Airlines? How did it execute this strategy? What factors were responsible for its success?

2. What is the meaning of service excellence in the airline industry? How did Singapore Airlines manage its service excellence? What is the role of talent management in the implementation of its service excellence?

3. What challenges does Singapore airlines face it sustaining its talent management strategy? How can it sustain it?

Explain.

4 4.1 Lee, S., and Kim, Y. (2015). “Antecedents and Consequences of Firms’ Climate Change

Management Practices: Stakeholder and Synergistic Approach,” Sustainability 2015, 7, 14521-14536.

4.2 Holden, K., Akintobi, T., Hopkins, J., Belton, A., McGregor, B., Blanks, S., and Wrenn, G. (2016).

“Community Engaged Leadership to Advance Health Equity and Build Healthier Communities,” Social Sciences 2016, 5, 1-17.

4.3 Iyi, O.E. (2015). “Stress Management and Coping Strategies among Nurses - A Literature Review,” a thesis submitted as a requirement for graduation for the Degree Programme in Nursing at Arcada

University of Applied Sciences, Finland.

Case 4. Starbucks Guide Questions:

1. How did Starbucks manage the increase of diversity in the workplace? What specific OD intervention did it apply?

Explain clearly.

2. How did the diversity management strategy enable Starbucks to develop stronger relationships with its customers? Explain.

3. What challenges did Starbucks encounter in implementing its diversity management strategy? How did it cope up with these challenges? Present clearly.

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Appendix 0

Course Requirement Submission and Presentation Schedule

Course

Requirement Assigned

Group Submission Time and Date of Soft Copy

of PPT Presentation Date and Submission of Hard Copy PSP 1.1 1 Before 05:00 PM. 17 September (Sat). No presentation. Hard copy on 24 September (Sat).

PSP 1.2 2 Before 05:00 PM. 17 September (Sat). No presentation. Hard copy on 24 September (Sat).

PSP 1.3 3 Before 05:00 PM. 17 September (Sat). No presentation. Hard copy on 24 September (Sat).

Case 1 4 Before 05:00 PM. 17 September (Sat). Presentation and Hard copy on 24 September (Sat).

PSP 2.1 2 Before 12 noon. 23 September (Fri). Presentation and Hard copy on 24 September (Sat).

Case 2 3 Before 12 noon. 23 September (Fri). Presentation and Hard copy on 24 September (Sat).

PSP 3.1 3 Before 12 noon. 30 September (Fri). Presentation and Hard copy on 01 October (Sat).

Case 3 2 Before 12 noon. 30 September (Fri). Presentation and Hard copy on 01 October (Sat).

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PSP 4.1 2 Before 12 noon. 07 October (Fri). Presentation and Hard copy on 08 October (Sat).

Case 4 1 Before 12 noon. 07 October (Fri). Presentation and Hard copy on 08 October (Sat).

Final Paper All Groups Before 12 noon. 13 October (Thur). Hard Copy before 08:30 AM. 15 October (Sat).

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Appendix 1

Format of the Report on Analysis of Scientific Papers

Name of Students and Group No

Title of the Scientific Paper

Relevance of the Scientific Paper in Organizational Development

Objectives of the Scientific Paper

Highlights of Findings, Conclusions, Recommendations

Identification of Assumption(s), if applicable

Three (3) Major Points of Agreement

Three (3) Major Points of Disagreement

Recommended Areas for Further Study

Source(s) of Information Used in Analyzing the Scientific Paper

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Appendix 2

Format for the Case Analysis Report

Name of Students and Group No

Title of the Case

Background of the Case

Identification of the Problem/s (and/or Sub-Problems)

Formulation of Case Objectives

Alternative Courses of Action to Address the Problem/s

Recommendation

Answers to Guide Questions

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Appendix 3

Format for the Final Paper

Name of Students and Group No:

Title:

Abstract:

(maximum of 150 words)

Background of the Study in Relation to Organizational Development:

Objectives of the Study:

Scope/Coverage of the Study:

Theoretical Framework Used in the Paper

Method(s) of Data Collection and Analysis:

Result 1: Profile of the Organization

Result 2: Description of the Organizational Development Issue

Result 3: Analysis of the Issue

Result 4: Design and Evaluation of an Approach to Address the Organizational Development Issue

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Result 5: Recommendation for Further Study

Literature Cited