UNIVERSITY OF NORTH CAROLINA-GREENSBORO
SYLLABUS – SPRING 2014
COURSE:
MGT 318 - Organizational Change & Development
FACULTY MEMBER:
Dr. Michael A. Beitler (pronounced Bite-ler)
OFFICE HOURS: by appointment
E-MAIL:
WEBSITE:
mike@mikebeitler.com (write MGT 318 in the subject line)
www.mikebeitler.com
REQUIRED MATERIALS
Beitler, M.A. (2013). Strategic Organizational Change, Third
Edition. Practitioner Press International.
COURSE DESCRIPTION
Introduction to the professional practice of OC. Topics include
the consultant/client relationship, data gathering, diagnosis of
organizational problems, interventions used by internal and
external OC consultants, and overcoming resistance to change.
PREREQUISITES
Admission to approved program, junior standing
COURSE DESIGNED FOR:
The course is designed for junior and senior level business
majors.
Organizational Change & Development
Syllabus
STUDENT LEARNING OUTCOMES
1. Student will understand how to build an effective clientconsultant relationship.
2. Student will know the eight steps in the change process.
3. Student will know how to gather data from organizations
with a variety of data gathering methods.
4. Student will be able to plan interventions based upon
relevant organizational data.
5. Student will be familiar with strategic, structural,
cultural, and human process inventions
6. Student will able to evaluate OC intervention outcomes.
7. Student will know the impact of globalization and IT on
organization change consulting.
ACADEMIC HONOR CODE
Academic honesty is central to UNCG’s mission. Make sure you
understand and adhere to the principles of the University’s Honor
Policy as described in the Student Handbook and accept your
responsibilities as UNCG students.
INAPPROPRIATE BEHAVIOR
No laptops, cell phones, or electronic devices are permitted in
this class.
No chatting will be permitted during class.
No hats, caps, or hoods may be worn during class.
No student may sit in a seat other than the one assigned.
Any student entering the class late more than twice will be
dropped from the course.
Any behavior that is inappropriate for a business meeting will
not be permitted in this class.
Any student who violates these behavior rules will be dropped
from the course.
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Organizational Change & Development
Syllabus
GRADING
A
AB+
B
C
F
93-100
90-92
88-89
80-87
70-79
less than 70
COMPONENTS OF FINAL GRADE
1.
2.
3.
4.
Exams (2)
Group Case Paper-Chattanooga IC
Group Case Presentation
Contribution to the Class
60%
10%
20%
10%
100%
NOTES: A) Students must take both tests with the class. Make-up
tests are extremely difficult.
B) No extra credit assignments will be accepted.
1. Exams (2) (60%)
Two exams (each worth 30% of the final grade) will be given
during the semester. The first exam will cover the material
discussed during the first half of the semester. The final exam
will cover all of the material that was discussed during the
semester.
Students arriving later than 15 minutes after the beginning of an
exam will not be permitted to take the exam--they will receive a
grade of zero for that particular exam.
Tests turned in without a name are penalized ten points.
Make-up exams will only be given in cases of medical emergencies
or deaths in the family (documentation must be provided before
the make-up exam is taken.)
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Organizational Change & Development
Syllabus
2. Group Case Paper-Chattanooga IC (10%)
Student groups will function as OC consultants by diagnosing the
Chattanooga Ice Cream case before the middle of the semester. A
paper will be submitted to the instructor before mid-term break.
3. Group Case Presentation (20%)
Student groups will function as OC consultants by diagnosing a
client organization's situation, and then choosing and justifying
appropriate OC interventions. Cases will be assigned by the
instructor.
Fellow students (non-group members) will serve as evaluators of
the presentations. Student evaluations will be considered, along
with the instructor's evaluation, in determining the group grade.
Additionally, each group member will evaluate his or her fellow
group members. These peer evaluations will be considered in
grading.
Group cases must be presented on time. No time extensions will be
granted.
4. Contribution to the Class (10%)
This course is part of the student's training in a professional
business school. Students will be expected to conduct themselves
as professionals. Professionals are expected to be prepared for
meetings (classes), and to actively participate in the issues at
hand. Contribution to the class does not mean attendance.
Contribution points are not just for extroverts. In addition to
class discussions, students can make positive (value-added)
contributions by sending relevant articles, videos, or website
links to the instructor
If the student misses a class, the student is responsible for
contacting other group members concerning assignments or
materials that were missed.
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Organizational Change & Development
Syllabus
UNCG Disruptive Behavior Policy
The instructor may withdraw a student from a course for behavior
that is deemed by the instructor to be disruptive to the class.
The grade assigned will be “W” if the behavior occurs before the
deadline for dropping a course without academic penalty, and the
instructor has the option of giving a “W” or a “WF” if the
behavior occurs after the deadline.
ACADEMIC INTEGRITY CODE & FACULTY/STUDENT GUIDELINES
Students are expected to uphold and abide by the UNCG Academic
Integrity Code in all matters pertaining to this course.
Violations of the Code will be pursued in accordance with the
code. All written work submitted should include the UNCG Code
statement written out (“I have abided by the UNCG Academic
Integrity Code in completing all aspects of this work.”) followed
by your signature, indicating that you have abided by the
Academic Integrity Code. This pledge will also indicate that you
have not used information, materials, or papers prepared by or
given by any other individual. For detailed information
concerning the academic integrity code, visit:
http://academicintegrity.uncg.edu/complete/
For information concerning the Bryan School Faculty – Student
Guidelines, explore the following website:
http://www.uncg,edu/bae/faculty_student_guidelines_sp07.pdf
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Organizational Change & Development
Syllabus
AGENDA
The Practice of OC
The Field of OC
Foundations of OC Practice
The Process Consulting Model
Data Gathering
Feedback, Diagnosis, and Action Planning
Chattanooga Ice Cream Case
Chapter
Chapter
Chapter
Chapter
Chapter
1
2
3
5
6
Chapter
Chapter
Chapter
Chapter
7
8
9
10
OC Interventions - "Tools" of the Profession
Strategic Planning Interventions
Structural Interventions
Cultural Change Interventions
Human Process Interventions
Emerging Issues in OC
Leading Change
Overcoming Resistance to Change
Chapter 4
STUDENT CASE PRESENTATIONS
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