hrmt 4125 course outline fall 2011

HRMT 4125 Organizational Development

Fall 2011 – S50

Instructor: Duane Radcliffe © 2011 of 7

Instructor: Duane Radcliffe E-mail Address: [email protected]

Voice Mail: 9603 Office Room #: D108

Office Hours: By Appointment on: Wednesday’s 5:30-7:00 PM by Appointment

Section S50 Wednesday’s 19:00 – 21:50 PM Room #: D1362

The best way to get a hold of me is to email me at the above address or through the course site. I will respond to emails within 24hrs

COURSE DESCRIPTION & LEARNING OUTCOMES

Students will research, review and present key findings on best practices related to a variety of key organization development concepts, such as: the process of organization development; organizational theory and diagnosis, organizational design; human process interventions; techno-structural interventions; strategic interventions and special applications of organization development. A student who successfully completes the course will have reliably demonstrated the ability to: • Develop and implement strategically aligned organizational development programs and policies

to facilitate achievement of organizational goals that are consistent with legal requirements and best professional practices.

• Prepare and manage functional OD projects and programs that meet the needs of key stakeholders using needs assessment, cost/benefit analyses and post-assessment at the individual, group and system-wide level.

• Lead organizational effectiveness initiatives (including developing, administering, and analyzing the results of data collection tools) that are consistent with an organizational development strategy.

• Demonstrate effective internal consulting and client service skills by utilizing best professional business practices in the areas of accountability, responsibility, and results achievement.

• Apply organizational theory in development of OD interventions • Model and utilize best leadership practices to achieve successful and effective outcomes for self,

teams and the organization. • Develop and utilize HR best leadership practices and professional competencies to achieve

successful and effective outcomes for self, teams and the organization – Research and Analytic Skills, Business Communication, Innovation, and Problem Solving Skills, Interpersonal and Teamwork, Leadership and Personal Management

COURSE PRERQUISITES

Prerequisites - HRMT 3115 and 3265 Co-requisites - ENTR 4110 Course is open to students in the BBA HR program and HR post Diploma Program


Fall 2011 – S50


COURSE PRERQUISITES

COURSE FORMAT – ACTIVE LEARNING

Like all the HRMT program courses exams have been replaced with hands on application activities and assessments. This course is no different and in fact experiential learning will go to the next level, as this course will operate like a real organization. We will use a combination of instructor and student led facilitated discussions, written case analysis and structured exercises throughout the course. Weekly discussions and exercises will follow the class topic/chapter schedule outlined. Working in teams is a necessity in today’s organizations. It is important for HRM practitioners to continually build their team collaboration and communication skills to effectively work and contribute across an organization at all levels. Students will work in assigned and self-selected teams to complete learning projects which analyze a case/situation, preparing a report and presenting their results to the rest of the class. It is imperative that you read the assigned chapters and readings prior to each class. Students are expected to be able to participate in class discussions and make a major, positive contribution to the learning process. You will be measured on your active learning both inside and outside the classroom. Discussion of appropriate practical experiences and job related issues are encouraged!

REQUIRED TEXTBOOK

Jones, G.R., Mills, A.J., Weatherbee, T.G., Helms Mills, J., Organisational Theory, Design and Change, Canadian Edition 2006, Pearson Education Canada Inc., Toronto, Ontario.

SUMMARY OF COURSE REQUIREMENTS Evaluation Area Assignment % Worth

• OD Principle Application

Team – In Class Diagnostic Application Organizational Design Recommendations

Individual – Diagnostic – Interventions

Individual / Team – Major Diagnostic Application Performance Recommendation

Team/Individual - Structured Class Conversation

10% (t)

10% (i)

22% (i)

10% (t/i)

• Individual Application Concept

1. Research, Discussion and Statement 2. Management and Annotated Bibliography 3. Complete Application Concept

3% (i) 12% (i) 20% (i)

• Active Learning Active Learning Contribution Reflective Learning Summary – E-Portfolio

8% (i) 5% (i)

Total 100%


Fall 2011 – S50


Assignment Briefings 1. Team – In Class Diagnostic Application Organizational Design (10%):

a. Instructions will be handed out in class. b. Basically assigned teams will participate in a seminar that will last about 1 hour 15

minutes, then each team will have class time to start the analysis process. c. Once complete teams will have either one or two weeks to complete and write up a full

diagnostic of the seminar – what happened and why. d. Teams will also need to provide a minimum of three performance improving

recommendations supported with a discussion on why performance should improve.

2. Individual – Diagnostic – Interventions (10%): a. Instructions will be handed out in class. b. Individuals will then have one week to complete full diagnostic of a case / applied

situation. This assignment is intended to demonstrate individual applied knowledge.

3. Team/Individual – Seminar or Case Based Diagnostic Application – Performance Improvement (22% = 12% Team, 5% Class Organization, 5% Individual):

a. Instructions will be handed out in class. b. Basically individuals will either participate in a group seminar or complete a case analysis

in order to complete an organizational diagnostic write up with complete performance improvement intervention strategy.

4. Individual Application Concept (35%):

a. There will be four parts for this assignment as per the summary grid above. Topics for this assignment should be pulled from Session 8 through 15 in the learning schedule.

b. Research and Discussion Statement – Provide a 4-5 page summary of the organizational topic that you would like to focus on in building your applied concept: The why it is important to you in your learning or experience, narrowing the topic down to a focused area and a discussion of how you initially think the topic area applies to business performance.

c. Management Briefing and Annotated Bibliography – See course site for more notes on how to perform a Annotated Bibliography. In the management briefing you will need to address – current thinking the topic applied to business performance – ie demonstrated value add, current thinking on strategies how to achieve this value add.

d. Concept Application Strategy -Overall Development of a strategy and potential tool or program recommendation to implement a complete OD program focused the initial concept. Leverage your literature review material – present this as a business report.

e. Change Management Strategy – Every new initiative requires a change management strategy – in this section you are required to put a change management frame work together – I am not looking for the detail, but the specifics of what should be in the strategy and potential how it could be carried out and why.


Fall 2011 – S50


5. Team Structured Case / Applied Conversation (10%):

a. Assigned Conversation Teams will be organized as per the topics covered in the Individual Concept Application

b. The goal here is to leverage the knowledge and learning of the individual assignments in leading a full class conversation on a structured situation that will be assigned.

c. Individuals will also create a knowledge briefing based on their individual management briefing and annotated bibliography and concept papers for the class prior to the teams’ conversation dates.

SUMMARY OF COURSE AND UNIVERSITY POLICIES

Policy on Late Assignments: All assignments are due on the dates shown on the class schedule, and in the assignments built into the web site. All assignments must be submitted through the course web site. The date and time the assignment is posted to the web site will be the deemed date and time the assignment was received. If an assignment is due at the start of class, this means the assignment must be posted to the web site prior to the start of class. Otherwise, late penalties are: Up to 4 hours late 15% off from the grade received; 4 hours to 24 hours late, 50% off the grade received. Assignments more than 24 hours (1 day) late will not be graded and the assigned grade will be “zero”. I may make an exception in cases of extreme emergency, and may reschedule assignments, tests or exams for the student, provided that you have contacted me prior to the due date and received permission from me to be evaluated on a late basis. NOTE: Holiday travel plans and minor illnesses do not constitute “extreme emergency.” Students are expected to manage the work of the course so that contingencies such as employer expectations or conflicting course demands do not interfere with their performance in this course. Planning ahead and completing work in advance of deadlines is highly recommended.

Grading: The Grade Definition for the course is the Kwantlen standard.

http://www.kwantlen.ca/policies/C-LearnerSupport/c20.pdf

All assignment and final grades are rounded down. You must achieve the full percentage point. For example if the sums of the accumulative weighted grading criteria for an assignment is 75.67 the FINAL assignment grade is a 75% and a B. For FINAL course accumulative grades if the sums of the accumulative course assignment grades is 75.67 the FINAL course grade is a 75% and a B.

Plagiarism and Cheating: Plagiarism and cheating are serious educational offenses, which may result in failure of an assignment, failure of a course and possible suspension from Kwantlen. Please


Fall 2011 – S50


familiarize yourself with the Plagiarism and Cheating definitions and policies if you haven’t already. All work must be cited/referenced accordingly. http://www.kwantlen.ca/policies/C-LearnerSupport/c08.pdf Any person who knowingly makes their work available to another student who uses it inappropriately may also be guilty and will be dealt with on a situational basis. This applies to all work prepared for this course. You must cite your source, even if it is the course text book or some article or other material that I give to you for the purposes of an assignment. Failure to do so will result in loss of marks as appropriate. In the case of group work, all group members are individually and collectively responsible. This means that all group members will be treated equally regardless of who knew or do not know about the infraction. Course Outline and Expectation Changes

The School of Business and the instructor reserve the right to change this document and the context of the information in this document at their discretion. **It is the students’ responsibility to check the following webpage for Admission dates and deadlines: http://www.kwantlen.ca/admission/frnt/dates.html


Fall 2011 – S50


TENTATIVE TOPIC SCHEDULE – Fall 2011

SESSION DATE

2011 CLASS TOPIC and ACTIVITES; ON-LINE LEARNING REQUIREMENTS PREP

MATERIAL

1 Sept 7 • Introduction to Course; Assignment overviews • Organizations 101 • Introduction to OD, Role of HR and Leadership

Chapter (C) 1

Readings (R)

2 Sept 14

• Strategy 101 - From Strategy to Organizational Operations / Efficiency and Effectiveness

• Organizational Change – The need for Change

C-1, 2, 10

R’s 3 Sept 21 • Organizational Diagnosis

C-3, 11,

R’s

4 Sept 28 • Organizational Diagnosis • Organizational Design • Team Diagnostic In Class Seminar Assignment – Must Attend

Class

R’s C- 4

5 Oct 5 • Organizational Design Wrap-Up • Organizational Change - Intervention Strategies – Processes and

Change Management Models • Conversation 1

C-5, 6 R’s

6 Oct 12 • Applying Human Relations for Effective Organizational Development – Individual, Team and Group

• Conversation 2 • Individual Diagnosis Assignment – Class Prep

C-14

7 Oct 19 • Organizational Culture • Conversation 3

C- 7 R’s

8 Oct 26 • Organizational Design - Competencies and Technology • Conversation 4

C- 9 R’s

9 Nov 2 • Learning, Decision Making, Knowledge Management • Conversation 5

Chapter 12 R’s

10 Nov 9 • Innovation, Intrapreneurship, and Creativity • Conversation 6

Chapter 13 R’s

11 Nov 16 • Individual Diagnostic In Class Seminar Assignment – Must Attend Class

R’s

12 Nov 23 • Class cases discussion – transforming the HR function • Sustainability • Conversation 7

R’s

13 Nov 30 • Performance Reporting and Continuous Improvement Conversation 8

14 Dec 7 Wrap Up Class


Fall 2011 – S50


On-line – Course Survey – “The Good, The Bad and The Ugly” On-line – Course Survey Results

**It is the students’ responsibility to check the following webpage for Admission dates and deadlines: http://www.kwantlen.ca/admission/frnt/dates.html

KEY DUE DATES – Fall 2011

Assignments Due Date

Individual Application Concept Research and Discussion Statement Sept 10, 2011 – 7pm

Management Briefing – Annotated Bibliography Sept 28, 2011 – 7pm

Application Concept Part A - Oct 22, 2011 – 7pm

Change Management Plan Part B – Nov 2, 2011 – 11pm Diagnostic Assignments

Team Diagnostic 1– Org Design Oct 7, 2011 – 11pm

Individual Diagnostic 2 - Interventions Oct 26, 2011– 7pm

Team/Individual Diagnostic 3 – Performance Recommendations

Team Submission – Dec 2, 2011 – Noon Individual Response – Dec 7, 7pm.

Conversation Topic Conversation Date

Management Briefing – Individual Sept 28, 2011 – 7pm Conversation 1 – Change Management Models Oct 5, 2011 Conversation 2 – Change Management - Leadership Oct 12, 2001 Conversation 3 – Culture - Satisfaction vs Engagement and Measuring them

Oct 19, 2011

Conversation 4 - Competitive Advantage Through Competencies

Oct 26, 2011

Conversation 5 – Knowledge Management Nov 2, 2011 Conversation 6 – Innovation / Creativity – Strategies, Processes and Concepts

Nov 9, 2011

Conversation 7 - Creativity – Innovation / Competency Devel. Nov 23, 2011 Conversation 8 - Performance Management Nov 30, 2011

Course Outline and Expectation Changes including due dates

The School of Business and the instructor reserve the right to change this document and the context of the information in this document at their discretion. Meaning dues dates can be changed and will be communicated to the class through the course website news updates.

hrmt 4125 course outline fall 2011

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