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OEL 530: Organizational Development Landscape (Graduate Level)

Course Description

This course is designed to allow students to gain insights into the history and development of the principles of organizational structure and design. Students will explore the complexities associated with achieving a high performing organization. Consider the influence of such factors as organizational goals, life cycle, culture and environment on organizational design and decision making. This course will place emphasis on the roles of key business disciplines in achieving the organization's mission.

Prerequisite

  • OEL 501: Learning Community

Student Learning Outcomes (SLOs)

Students who successfully complete this course will be able to:

  1. Explain the differences between organizational structure and design.
  2. Assess the influences of globalization and culture on the 21st Century organization.
  3. Examine the complexities associated with achieving a high performance organization.
  4. Explain different leadership styles, including their own, impacts the performance of an organization.
  5. Demonstrate how the roles of key business disciplines assist in the achievement of an organization's mission and goals and identify the points of intersection.
  6. Explain the nature of the open systems approach.
  7. Analyze the stages of an organization's growth.

Applicable Program Learning Outcomes (PLOs)

2. Evaluate and formulate an individual leadership style.
3. Develop professional communication skills.
4. Recommend how one develops effective groups.
5. Construct organizational leadership strategies.
6. Explain the complexities of organizational design and the interconnection between organizational structure.
7. Design and implement organizational change processes.
8. Create strategies to support intercultural/global inter-relationships.
9. Develop strategies that support the advancement of organization's vision and mission.

Course Activities and Grading

Assignments

Points

Discussions (Weeks 1-8 @ 50 points per week)

400

Week 2: The Stages of Organizational Growth

100

Week 3: Open Systems Defined

100

Week 5: Organizational Structure Reference Guide

100

Week 6: Why do Change Efforts Fail?

100

Week 8: Final Project: Best Practices to Implement High Performance

200

Total Points

1,000

Required Textbooks

(Available through our online bookstore)

  • Cummings, T.G. and C.G. Worley. Organizational Development and Change. 10th ed. Cengage Learning. ISBN-13: 978-1-13-319045-5

Supplemental Required Readings/Resources

  • Links to the supplemental readings and articles are provided in the course shells.

Course Schedule

Week

PLOs

SLOs

Readings and Exercises

Assignments

1

4,5,6,7,8

1,2

Organizational Structure and Organizational Development
Cummings, T. G. & Worley, C. G. (2015). Organizational development and change.

  • Chapter 1: General Introduction to Organizational Development
  • Chapter 2: The Nature of Planned Change
  • Chapter 18: Transformational Change (only p. 534 -537)

Chandler, A. D., Jr. (Jan/Feb 1998). Corporate strategy and structure: some current considerations. Society. Vol. 35. Iss. 2. P. 347-350.

Hernaus, T., Aleksic, A., & Klindzic, M. (2013). Organizing for Competitiveness -- Structural and Process Characteristics of Organizational Design. Contemporary Economics, 7(4), 25.

(optional) Laing, A., & Bacevice, P. A. (2013). Using design to drive organizational performance and innovation in the corporate workplace: implications for interprofessional environments. Journal of Interprofessional Care, 2737-45 9p

(Note: articles are in the Charter Oak Library)

  • Introduction Discussion (not graded)
  • Discussion # 1
  • Discussion # 2
  • Learning Activity # 1

2

3,5,6,7,9

1,5,7

Organizational Interventions & Organizational Growth
Cummings, T. G. & Worley, C. G. (2015). Organizational development and change.

  • Chapter 7: Designing Interventions
  • Chapter 14: Work Design
  • Discussion # 1
  • Learning Activity 1: The Stages of Organizational Growth

3

2-5,7,9

4,5,6

Open System's Approach
Cummings, T. G. & Worley, C. G. (2015). Organizational development and change.

  • Chapter 5: Diagnosis
  • Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes
  • Discussion # 1
  • Discussion # 2
  • Learning Activity 1: Open Systems Defined Paper

4

3,5,6,7,9

3,5

Aligning the Disciplines
Cummings, T. G. & Worley, C. G. (2015). Organizational development and change.

  • Chapter 15: Performance Management
  • Chapter 16: Talent Management
  • Chapter 17: Workforce Diversity and Wellness

Weiser, J. R. (1997). Organizational alignment: Are we heading in the same direction?Hoosier Banker, 81(13), 10-14. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/195286528?accountid=26762

Eaton, D., & Kilby, G. (2015). Does Your Organizational Culture Support Your Business Strategy? Journal for Quality & Participation, 37(4), 4.

(Note: articles are in the Charter Oak Library)

  • Discussion # 1
  • Discussion # 2
  • Learning Activity

5

5,6,7

1,3

Types of Organizational Structures
Cummings, T. G. & Worley, C. G. (2015). Organizational development and change.

  • Chapter 12 Restructuring Organizations
  • Discussion # 1
  • Learning Activity 1: Organizational Structure Reference Guide

6

2,3,5,6,7,9

3,4,5

Leadership Behavior and Its Impact on Organizational Performance
Cummings, T. G. & Worley, C. G. (2015). Organizational development and change.

  • Chapter 8 Managing Change
  • Chapter 9: Evaluating and Institutionalizing Organizational Development Interventions
  • Lillis, B., & Macaulay, S. (2015). The skills of sustaining change. Training Journal, 52

(Note: articles are in the Charter Oak Library)

  • Discussion # 1
  • Discussion # 2
  • Learning Activity 1: Why Do Change Efforts Fail?

7

2,3,5,6,7,9

3,4,5

High Performance Organizations
Cummings, T. G. & Worley, C. G. (2015).Organizational development and change.

  • Chapter 13 Employee Involvement

Articles:

  • Discussion # 1
  • Discussion # 2

8

2-9

1,2,3,4,5,6,7

Organizational Development Implementation

No readings for this week.
  • Discussion # 1
  • Learning Activity 1: Final Project: Best practices to Implement a High performance Organization
  • Complete Course Evaluation

COSC Accessibility Statement

Charter Oak State College encourages students with disabilities, including non-visible disabilities such as chronic diseases, learning disabilities, head injury, attention deficit/hyperactive disorder, or psychiatric disabilities, to discuss appropriate accommodations with the Office of Accessibility Services at OAS@charteroak.edu.

COSC Policies, Course Policies, Academic Support Services and Resources

Students are responsible for knowing all Charter Oak State College (COSC) institutional policies, course-specific policies, procedures, and available academic support services and resources. Please see COSC Policies for COSC institutional policies, and see also specific policies related to this course. See COSC Resources for information regarding available academic support services and resources.