Florida Gulf Coast University
Lutgert College of Business
Executive MBA Program
MAN 6289: Organizational Development & Change (CRN: 12034)
Spring, 2014
INSTRUCTOR: Terence Leary MA, MS, MBA, Ph.D.
DAY: Meets: Fridays (1/3, 1/17, 1/31, 2/14, 2/28, 3/14, 3/28, 4/11, 4/25)
CLASS LOCATION & TIME: Lutgert Hall 4201 → 1-5 PM
OFFICE: Merwin Hall 196
PHONE: 590-7172
EMAIL: tleary@fgcu.edu (CANVAS System)
OFFICE HOURS Tuesday: 2-4 PM & Thursday: 2-4 PM or by appointment
LCOB Vision:
The Lutgert College of Business will be nationally renowned in providing
students with the education & capabilities to take leading roles in a diverse
and global environment.
LCOB Mission:
The Lutgert college of Business educates students from Southwest Florida
& beyond to address local & global business challenges. We are dedicated to
student learning, scholarship, service & community relationships that foster
entrepreneurship & economic growth.
Catalog Course Description:
This course delves into development as a process of planned change to
improve an organization's problem-solving skills and its overall effectiveness
within a changing and complex environment, including behavioral effects of
power and authority, formal organizations, structural variation, leadership,
motivation, and organizational change.
Course Overview:
The seminar focuses on relevant behavioral science principles and practices
to help organizations build their capacity to change & achieve greater
effectiveness. Lecture, Discussion, Team presentations, Video/DVD & Case
study will be utilized to understand these topics providing a frame of
reference applicable to “real time” environments.
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TEXTBOOK
Cummings, T.G., F.J., & Worley, C.G. (2009) Organizational
Development & Change (10th Edition);
ADDITIONAL MATERIAL
Harvard Business Review: Case Studies
 Whole foods: Balancing Social Mission & Growth
 Monique Leroux: Leading Change@ Dejardins
 Foxconn Technologies
 Kitchen Best: Ethics When Doing Cross-Boundary Business in
Southern China
 Designing Trustworthy Organizations (Article)
Other
 GDSA (Group Development Stage Analysis) & PERFORM Model
(Organizational Effectiveness: Teams)
 DISC Personality Assessment ( Organizational Effectiveness)
STUDENT LEARNING OUTCOMES
Course Format and Evaluation
Lecture, discussion, team presentations, videos & case studies will be used to
enhance your understanding of various Organizational Change & Development
topics providing a frame of reference applicable to “real time” environments.
Class participation is essential. Course Assessments will include:
A team presentation (2 per team) of key topics within chapters to
coincide with syllabus (timetable). You will sign up for teach-backs
during class #1. I will coach teams (scope, delivery, duration).
3 papers (guidelines/scope to be provided)
 HBR: Case Study #1 (Organizational change initiative)
 HBR: Case Study #2 (Ethics issue-Organizational change)
 Final Paper & additional presentation: Case Study (2 per team)
→ topic of interest (Org. Change) & suggestions to implement
Class Participation (essential) based on value added contributions.
Basic knowledge of SPSS application to data analysis
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EMBA
EMBA Learning Outcomes
Technological Graduates will be able to
proficiency
use technology to facilitate
life-long learning, to
enhance leadership
development and to add
value to stakeholders ,
customers and employers
Communicati In their leadership
on skills
positions, graduates will be
able to convey information
within meaningful contexts
and with appropriate
delivery and interpersonal
skills.
Teamwork
Graduates will be able to
and
work with others in diverse
interpersonal and cross-functional
skills
environments and to lead as
the need arises.
Systems
Graduates will understand
orientation
the interrelated nature of
the various functional
areas of organizations and
the information needs and
flows of organizations
Creative and
analytical
thinking
They will also be able to
lead and to adapt to
changes in the internal and
external environments.
Graduates will be able to
link data, knowledge, and
insight to make quality
strategic decisions on a
timely basis.
MAN 6289
Learning outcomes
N/A
Assessment
Relate orally and in
writing relevant
information on
organizational
development &
change initiatives.
N/A
Identify, diagnose
and evaluate the
need for change
and organizational
development
Illustrate the
dynamics/issues
implementing
change. Learn
techniques to
measure results
N/A
Formulate
strategies and
tactics for
organizational
change and OD
interventions
N/A
Case Study
Paper
N/A
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Appreciation
of the
diverse
environment
of business
Ethical
framework
Graduates will have a global
perspective of the diverse
demographics and
environment of
organizations.
Develop
competency in
applying principles
of managing change
and organizational
development to
organizations.
They will understand the
issues and challenges
encountered by profit and
not-for-profit entities, and
entrepreneurial
enterprises.
Examine the major
theories and
perspectives
concerning
organizational
development and
change.
Explore the critical
issues associated
with change and
organizational
development
In their leadership roles,
graduates will understand
that organizations operate
within a global environment
with a responsibility to
their stake-holders to
consider the organizations’
impact on legal, ethical,
social & environmental
issues.
N/A
Case Study
Paper
Academic Honesty Statement
All students are expected to follow the guidelines for academic behavior
standards set forth in the “Code of Conduct” section of the Student
Guidebook. These policies will be strictly enforced. Cheating and/or
plagiarism (defined as representing the words or ideas of others as your
own) will not be tolerated under any circumstance. Anyone engaging in
cheating or plagiarism on any assignment will receive a grade of 0 for that
assignment. Multiple instances of cheating and/or plagiarism will result in
failing the course and may lead to further disciplinary action. Please review
these standards in the Student Guidebook.
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Disability Accommodations Service
Florida Gulf Coast University, in accordance with the Americans with
Disabilities Act and the university’s guiding principles, will provide classroom
and academic accommodations to students with documented disabilities. If
you need to request an accommodation in this class due to a disability, or you
suspect that your academic performance is affected by a disability, please
see me immediately or contact the Office of Adaptive Services. The Office
of Adaptive Services is located in Howard Hall 137. The phone number is
590-7956.
Grading
Each assignment will be graded on a 100 point scale and weighted as follows
for each factor:
Assessment
Numeric Value (Weight)
Team Presentation (teach-back)
20 points
Paper #1 (Case Study)
15 points
Paper #2 (Case Study)
15 points
Paper #3→Team Paper (Final)
26 points
Class Participation: 3 pts.@ 8 classes
24 points
An additional 5 extra credit points can may by achieved through
participation in possible research opportunities provided by the professor.
After calculating grades on a numeric scale your final letter grade for the
course will be determined as follows:
A
AB+
B
93-100
90-92.99
87-89/99
83-86.99
BC+
C
F
80-82.99
77-79.99
70-76.99
0-69.99
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Course Policies:
Each
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student will be responsible for the following:
All materials listed in the text/syllabus
Class participation and attendance
All work assigned in class, whether on the syllabus or not
All written work submitted (guidelines to be disseminated)
Correct spelling & grammar for all presentations & submissions
Reading all material to be discussed in the class, prior to the class.
Teamwork (class projects) is strongly suggested
Participation Policy:
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Class participation is a vital component to your learning in this class.
Discussions in this class can surface powerful personal opinions, ideas
etc. Students need to respect & honor the sensitivity of the
information shared by others in the course. Participation grades are
assigned for each class session 1-9 & will each be worth a maximum of
3 points. Each student’s daily participation grade is determined by
both the quality & the frequency of comments made by the student;
those comments are evaluated in direct comparison to the
participation of other students in the class. In other words, simply
speaking in class does not guarantee participation points- only value
added comments will result in participation points.
Late Work:
•
Incompletes are awarded only in the rarest of cases. Assigned work
not handed in at the designated time will not be accepted for full
credit. Work handed in within 24 hours after the due date & time will
be penalized 25% of the grade. Work handed in more than 24 hours
will be penalized 25% of the grade. Work handed in more than 24
hours late will be given a grade of Zero (0).
Fatal Error Policy
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Papers will not be graded if there are three or more fatal errors
(listed below) on a single page or nine errors in total (whichever comes
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first). At that time, the paper will be returned to you & you will have
one week to fix it (visit the writing center, have a knowledgeable
resource proof it, etc.). If you don’t make the necessary corrections,
you will receive a grade of zero on the paper. If you do make the
corrections, your paper will be graded & will receive a reduction of 5%
off the original grade.
o Each instance of the following is a fatal error:
I.
Misspelled word
II.
Sentence fragment
III.
Run-on sentence or comma splice
IV.
Mistake in capitalization
V. Serious mistake in punctuation
VI.
Error in verb tense or subject/verb agreement
VII.
Sentence ending with a preposition
VIII.
Improper citation or lack of a citation where one is
needed
IX.
Serious grammatical error that obscures or obfuscates
the meaning
X.
Misuse of terminology
Other:
• Cheating: Anyone caught cheating will receive an automatic grade of F
• Cell Phone/Electronics: Laptops, iPods, cell phones, & all other
electronic equipment must be OFF & stowed when class is in session.
No exceptions, unless the device is being used for class purposes &
approval ahead of time by the professor. If you use the electronic
devices during class without prior approval form your professor, your
grade for the course will be lowered.
• Plagiarism: Plagiarism includes using the work or words of others
without proper citations. Copying an assignment from a friend,
roommate, etc. is plagiarism. Any plagiarized work will be given a grade
of zero (0).
• Student Observance of Religious Holidays
All students @ FGCU have a right to expect that the University will
reasonably accommodate their religious observances, practices and
beliefs. Upon prior notifications to their instructors, students shall be
excused from class or other scheduled academic activity to observe a
religious holy day of their faith.
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Course Syllabus
Class/Day
1-3
1-17
1-31
2-14
2-28
3-14
Topic
Syllabus/Introduction
Part 1 (Ch. 1-3): Overview of OD
Video: Gung Ho & Discussion
Read Chapters 1-3
st
1 presentation: OD Process (A)
Chapters 4-7 & Discussion
Introduction: SPSS & Data
Collection/Evaluation
nd
2 presentation: OD Process (B)
Chapters 8-11 & Discussion
In teams, Review assigned case
3rd Team: OD Intervention
Chapters 12 & 13 & Discussion
DISC & GDSA Assessments &
Discussion
View“ Abilene Paradox” Video
4th Team: OD Techno-structural
Chapters 14, 15 & 16 & Discussion
In teams, Review assigned case
Continue DISC & GDSA Review
Submit paper: case study
Determine final team topic (2
members per team) of interest
Lecture: HR Processes (Leary)
Team Debrief →articles
Discussion: Diversity & Burnout
as a strategic issue; Video:
Prejudice /Diversity
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Assignments
Select “teach back”
Chapters (2 per team)
Read Hurley article (HBR)
Read: Lenscrafters & Gap
(case studies)
Read chapters 4-7
Read Chapters 8-11
Read Case Study (HBR)
Monique Leroux: Change
@ Dejardins→Leading &
Managing Change
Read Chapters 12& 13
Complete GDSA Analysis
Complete DISC
Read Chapters 14,15 & 16
Read Case Study (HBR)
Whole Foods: Balancing
Social Mission & Growth
→Technostructure
• Complete paper (4-6
pages) for submission
based on case study
• Read Chapters 17 & 19
• Read Hogan Articles
• Read Leary et al. (2013)•
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HR Interventions
• Read Chapters 21,23 &24
• Read Case Study (HBR):
Kitchen Best: Ethics
When Doing CrossBoundary Business
• Complete paper (4-6
pages) for submission
based on case study
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3-28
4-11
4-25
5th Team: Strategic Change Nonindustrially & Globally/Discussion
Debrief: Case Study (Teams)
Submit paper: Case Study
Case Study: the Bob Knowlton
Story (OD/HR Intervention)
Debrief Case Study: FOXCON
Teams assemble: final
presentation scheduled for 4-25
Read Chapter 25
Read Case Study:
FOXCON Technology
Group
• Prepare for Final team
Presentations ( 2
members per team): Topic
of Interest & Suggested
strategy for
implementation
Team presentations (5 teams); discussion & CELEBRATE!!!
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