MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Page 1 of 11 VISION OF THE UNIVERSITY A premier Philippine university by 2028. MISSION OF THE UNIVERSITY To develop virtuous human capital and sustainable innovations in a knowledge-driven global economy. CORE VALUES Knowledge – Upholding knowledge as empowerment, we aim to develop intelligent individuals who can make informed decisions. Inclusivity – We support and encourage diversity and collaboration, engaging in programs that promote growth and development for all sectors of society. Professionalism – Reared in a merit-based environment, we commit ourselves to the highest standards of ethics and professionalism. Spirituality and Social Responsibility – We are committed to providing holistic development that inculcates love and service to God, humanity and the environment. INSTITUTIONAL OUTCOMES Anchored on the university’s Vision, Mission, and Core Values, the Mariano Marcos State University institutional learning outcomes are qualities that MMSU graduates must possess. MMSU graduates should be able to: 1. Demonstrate adequate knowledge, skills, and attitudes to be effectively integrated into a knowledge-driven global economy; 2. Maintain a high degree of ethics, professionalism, discipline and accountability; 3. Communicate effectively and articulate ideas through various modalities and in diverse contexts; 4. Commit themselves to lifelong learning and personal development to achieve excellence; 5. Analyze problems and issues critically, and develop ideas and innovative solutions to respond to the needs of local, national and global communities; 6. Display spiritual values through respect for and service to God, humanity, and country; 7. Practice social and environmental responsibility; 8. Collaborate with and maintain harmonious relationships with others; 9. Respect multicultural diversity; 10. Engage in activities that promote growth and empowerment for all sectors of society; 11. Make informed, intelligent, fair and equitable decisions; and 12. Show appreciation for and contribute to the development and preservation of cultural heritage. GRADUATE ATTRIBUTES Anchored on the university’s Vision, Mission, and Core Values, MMSU graduates must be: 1. globally competent; 2. professional; Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Page 2 of 11 3. effective communicator; 4. lifelong learner; 5. innovative; 6. spiritual; 7. socially responsible; 8. collaborative; 9. respectful to diversity; 10. empowered; 11. critical thinker; and 12. culturally responsive. COLLEGE GOALS The College of Business, Economics and Accountancy commits itself to attain excellence, responsiveness, efficiency and effectiveness for trained manpower who will assume leadership and responsibility in business, industry and the government service. As such, it shall: 1. provide quality instruction in accountancy, economics, business and management, entrepreneurship, cooperatives, tourism and hospitality management which is responsive to local and global needs and expectations; 2. build and maintain a highly qualified manpower and well-equipped proactive academic unit through continuing education; 3. foster a culture of research along its academic offerings and other related areas; 4. produce and publish research-based and community-based materials for instruction and extension use and other alternative education mode; 5. share resources and expertise to the community through a continuing education, capability building and volunteerism programs; 6. establish linkages and strengthen partnerships with industries and other stakeholders both local and foreign; and 7. inculcate positive values and attitudes among students for the development of socially responsible and democratic citizenship, concern for the environment and a strong sense of national pride PROGRAM OUTCOMES A graduate of Business Administration major in Human Resource Management degree must have: 1. applied the concepts along human resource management and use them in various business situations both in local and international context; 2. demonstrated critical and analytical skills to analyze, innovate and provide a strategic business direction; Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Page 3 of 11 3. communicated excellently and express ideas through various modalities and in diverse contexts; 4. demonstrated positive values and work ethics that promote sense of responsibility and accountability; and 5. conducted, produced and published research-based and community-based materials for instruction, extension and business development 6. practiced collaboration and maintain harmonious relationships with others in the pursuit of academic excellence, research and community development. 7. created opportunities for the appreciation and preservation of cultural heritage. COURSE OUTCOMES At the end of the semester, the students must have: KNOWLEDGE 1. understood the philosophical, historical, theoretical, political and practical underpinnings of OD as a core area of practice within human resource development; SKILLS 1. developed awareness of different tools that are used to diagnose organizations as well as interventions used through hands-on experience enhance skills in facilitation, OD skills, group process, communication, and collaboration VALUES 1. demonstrated accuracy, discipline, creativity, independence, perseverance, self-reliance, and timeliness. COURSE SYLLABUS COURSE CODE COURSE TITLE CREDIT UNITS COURSE PREREQUISITE COURSE DESCRIPTION HR 160 ORGANIZATIONAL DEVELOPMENT 3 units/3hours BA 25 – HUMAN RESOURCE MANAGEMENT This course discusses concepts, theories towards developing an organization to achieve its vision and mission, its philosophies and culture to ensure its competitiveness in a globalized economy. In addition, theoretical models and the process of OD will be discussed. Students will learn how to improve individual, group/team and organizational performance with OD techniques or interventions like group dynamics, training, culture change, and work-life balance. CONTENT OUTLINE AND TIMEFRAME Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development TIME FRAME 1 hour 5 hours 9 hours 9 hours Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 COURSE CONTENT /SUBJECT MATTER CLASS ORIENTATION AND LEVELLING OF EXPECTATIONS A. Development Goals of the Government - Global: Sustainable Development Goal (SDGs) 2030 - National: Philippine Development Plan 2017-2022/Ambisyon Natin 2040 - Institutional: Vision, Mission, Graduate Attributes Institutional Outcomes/Program Outcomes B. Course Syllabus: Course content; performance tasks/ activities and major requirements C. Grading system A. Learning mode UNIT I. OVERVIEW OF ORGANIZATIONAL DEVELOPMENT A. Definition of Organizational Development B. History of OD C. Underlying Assumptions and Values UNIT II. FOUNDATION OF ORGANIZATIONAL DEVELOPMENT A. Knowledge of How Organizations Work B. Knowledge of How Change Occurs and Is Managed C. Nature and Theories of Planned Change 1. Lewin’s Change Model 2. Action Research Model 3. The Positive Model D. The Organization Development Practitioner 1. Organization Development Practitioner 2. Competencies of an Effective Organization Development Practitioner UNIT III. THE PROCESS OF ORGANIZATION DEVELOPMENT A. Diagnosing Organization Page 4 of 11 MODE OF DELIVERY Remote learning Remote learning (synchronous/asynchronous) *Online mode (MvLE) *Alternative modes (electronic and nonelectronic and other forms of media) Remote learning (synchronous/asynchronous) *Online mode (MvLE) *Alternative modes (electronic and nonelectronic and other forms of media) Remote learning (synchronous/asynchronous) Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development 6 hours 9 hours 9 hours 6 hours 1. Definition of Diagnosis 2. Organization as Open Systems 3. Diagnosis Theories and Dimensions B. Leading and Managing Change 1. Motivating Change 2. Creating Readiness for Change 3. Overcoming Resistance to Change UNIT IV. FUNDAMENTAL INTERVENTIONS IN ORGAIZATIONAL DEVELOPMENT AND EVOLVING CHANGE STRATEGIES A. Definition of Interventions B. Classification of OD Interventions C. Designing Interventions UNIT V. INTERPERSONAL, GROUP AND ORGANIZATION PROCESS APPROACHES A. Process Consultation B. Third-Party Interventions C. Team-Building Activities D. Organization Confrontation Meeting E. Restructuring Organization and Work Design UNIT VI. TRANSFORMATIONAL CHANGE A. Characteristics of Transformational Change B. Culture Change 1. Concept of Organization Culture 2. Organization Culture and Organization Effectiveness 3. The Competing Values Approach 4. The Deep Assumptions Approach UNIT VII. Organization Development in Global Settings A. Cultural Context and Economic Development B. Global Social Change C. Change Agent Roles and Skills Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Page 5 of 11 *Online mode (MvLE) *Alternative modes (electronic and nonelectronic and other forms of media) Remote learning (synchronous/asynchronous) *Online mode (MvLE) *Alternative modes (electronic and nonelectronic and other forms of media) Remote learning (synchronous/asynchronous) *Online mode (MvLE) *Alternative modes (electronic and nonelectronic and other forms of media) Remote learning (synchronous/asynchronous) *Online mode (MvLE) *Alternative modes (electronic and nonelectronic and other forms of media) Remote learning (synchronous/asynchronous) *Online mode (MvLE) *Alternative modes (electronic and nonDisclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Page 6 of 11 electronic and other forms of media) LEARNING PLAN: Desired Learning Outcomes (DLO) Course Content/Subject Matter Teaching and Learning Activities (TLA’s) At the end of the unit, the students must have: 1. explained various the definitions and concepts of organizational development; 2. traced the origins of organizational development; and 3. recognized the several assumptions and values about people and organization that affects the OD process. UNIT I. OVERVIEW OF ORGANIZATIONAL DEVELOPMENT A. Definition of Organizational Development B. History of OD C. Underlying Assumptions and Values Online discussions Online searching At the end of the unit, the students must have: 1. interpreted how organization works; 2. illustrated how change occurs and is managed; 3. described the various theories of planned change; 4. defined the role and competencies of an OD practitioner. UNIT II. FOUNDATION OF ORGANIZATIONAL DEVELOPMENT A. Knowledge of How Organizations Work B. Knowledge of How Change Occurs and Is Managed C. Nature and Theories of Planned Change 1. Lewin’s Change Model Online discussions Online searching Assessment Task (AT’s) Learning Activity Packets Resource Materials Reading Materials Time Table 5 hours Accuracy Discipline Creativity Independence Perseverance Self-reliance Timeliness Understanding 9 hours Accuracy Discipline Creativity Independence Perseverance Self-reliance Timeliness Understanding Related links Quiz Laptop Activity Learning Activity Packets Reading Materials Related links Quiz Laptop Activity Values Infused/ Competencies Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 2. Action Research Model 3. The Positive Model D. The Organization Development Practitioner 1. Organization Development Practitioner 2. Competencies of an Effective Organization Development Practitioner Page 7 of 11 Long Examination At the end of the unit, the students must have: 1. discussed the term diagnosis and the importance of diagnostic model; 2. explained organization as an open system; 3. recognized the three types of diagnostic theories and elaborated its dimensions; and 4. discussed the process of leading, managing and overcoming resistance to change. UNIT III. THE PROCESS OF Online ORGANIZATION DEVELOPMENT discussions A. Diagnosing Organization Online 1. Definition of Diagnosis searching 2. Organization as Open Systems 3. Diagnosis Theories and Dimensions B. Leading and Managing Change 1. Motivating Change 2. Creating Readiness for Change 3. Overcoming Resistance to Change MIDTERM EXAMINATION At the end of the unit, the students must have: 1. explained fundamentals about the term intervention; UNIT IV. FUNDAMENTAL INTERVENTIONS IN ORGAIZATIONAL DEVELOPMENT AND EVOLVING CHANGE STRATEGIES Online discussions Online searching Learning Activity Packets Reading Materials 9 hours Accuracy Discipline Creativity Independence Perseverance Self-reliance Timeliness Understanding 6 hours Accuracy Discipline Creativity Independence Related links Quiz Laptop Activity Long Examination Learning Activity Packets Reading Materials Related links Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 2. illustrated the intervention design process and determined the criteria for effective OD interventions. A. Definition of Interventions B. Classification of OD Interventions C. Designing Effective Interventions At the end of the unit, the students must have: 1. compared in detail the interpersonal, intergroup and organization process approaches; and 2. illustrated the importance of the various interventions as component of an effective OD program. UNIT V. INTERPERSONAL, GROUP AND ORGANIZATION PROCESS APPROACHES A. Process Consultation B. Third-Party Interventions C. Team-Building Activities D. Organization Confrontation Meeting E. Restructuring Organization and Work Design Online discussions Online searching UNIT VI. TRANSFORMATIONAL CHANGE A. Characteristics of Transformational Change B. Culture Change 1. Concept of Organization Culture 2. Organization Culture and Organization Effectiveness Online discussions Online searching At the end of the unit, the students must have: 1. summarized the different characteristics of transformational change; 2. explained the concept of organization culture for organizational effectiveness; and Quiz Perseverance Self-reliance Timeliness Understanding Laptop Activity Learning Activity Packets Reading Materials Related links Quiz Page 8 of 11 9 hours Laptop Activity Accuracy Discipline Creativity Independence Perseverance Self-reliance Timeliness Understanding Long Examination Learning Activity Packets Reading Materials Related links Quiz Laptop Activity 9 hours Accuracy Discipline Creativity Independence Perseverance Self-reliance Timeliness Understanding Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development 3. identified competing values and deep assumptions approach. At the end of the unit, the students must have: 1. recognized the concept of OD in global setting; 2. discussed how cultural context and economic development influence OD practice; 3. explained how global social change affects the effectiveness of OD; and 4. interpreted the various change agent roles and skills necessary for organizational effectiveness. Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Page 9 of 11 3. The Competing Values Approach 4. The Deep Assumptions Approach UNIT VII. Organization Development in Global Settings A. Cultural Context and Economic Development B. Global Social Change C. Change Agent Roles and Skills Online discussions Online searching Learning Activity Packets Reading Materials Related links Quiz Laptop Activity 6 hours Accuracy Discipline Creativity Independence Perseverance Self-reliance Timeliness Understanding Long Examination FINAL EXAMINATION Textbooks/References Basic Textbook Cummings, T. G. & Worley, C. G. (2009).Organization development and change (9th edition). Canada: South-Western Cengage Learning Suggested Readings Banks, B.B. & Alban, B. T. (2006) The handbook of large group methods: creating systemic change in organizations and communities. San Francisco: Jossey-Bass. Gallos, J. V. (Ed) (2006)Organization development: A Jossey-Bass Reader. San Francisco: Jossey-Bass. Harrison, M. I. (2005). Diagnosing organizations: methods, models and processes. (3rded). California: Sage Publications. Jones, B. B. and Brazzel, M., Eds (2006) The NTL handbook of organization development and change: principles, practices, and perspectives. San Francisco: Pfeiffer COURSE REQUIREMENTS Individual Reports/Papers PERFORMANCE STANDARD (ASSESSMENT CRITERIA) Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Group Facilitation/Team Building Quizzes Long Examinations Major Examinations OD Term Paper Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Page 10 of 11 The grading system shall be based on the approved unified grading system as per Memorandum No. 20-523 issued by the Office of the President dated December 23, 2020. Midterm Examination 15.00% Final Examination 15.00% Others* 70.00% Total 100.00% The distribution of the 70% is as follows, approved on January 8, 2021 during the BA Department’s Meeting. Long Examinations 15.00% Quizzes 10.00% LAP/ Performance Tasks 20.00% Subject Requirement 25.00% Total 70.00% COURSE POLICIES CONSULTATION PERIOD FACULTY-IN-CHARGE Students enrolled in this course are expected to observe the following rules: 1. Official enrolment form (Form 5) of students should be validated. 2. Students should come to class on time 3. Course requirements and assignments should be submitted on time. 4. Actively participate in classroom discussions and group work. 5. Quizzes maybe unannounced but long exams are announced. 6. Make-up examinations (this is only for long exams/midterm/final exam) could be arranged with the instructor under valid reasons and students should report to the instructor on time when having a special examination. 7. Students are encouraged to collaborate in making projects and assignments but quizzes and long exams should be done independently. 8. To show courtesy to others, please set mobile phones and other electronic gadgets to “silent mode” during class. Please step outside the classroom when accepting urgent calls or text messages. SARAH JANE S. INAY Academic Rank: Instructor 1 Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU. MARIANO MARCOS STATE UNIVERSITY COLLEGE OF BUSINESS, ECONOMICS AND ACCOUNTANCY SYLLABUS IN HR 160 – Organizational Development Mobile: 09277786960 PREPARED BY: SARAH JANE S. INAY Faculty-In-Charge Affairs Document Code CBEA-BSBAHRM-SYL-HR120 Revision No. Effectivity Date 0 August 2020 Email Address: ssinay@mmsu.edu.ph RECOMMEND APPROVAL: MARY JEAN G. TUMAMAO Chair, Business Administration Department Page 11 of 11 APPROVED: ANGELINA B. ABROJENA Dean PRIMA FE R. FRANCO Vice President for Academic Date: January 2022 Disclaimer: Reproduction of this document is allowed subject to compliance to the Documented Information Procedure established by MMSU.
