Course+Objectives+and+Activities

ISEG PROGRAMS Center for Professional Education

Course Name
 * Organization Systems: Leveraging for Sustainable Innovation -Group 3 (2C) ||

Faculty Contact Information
 * ** Name ** || William Becker, MA ||
 * ** Email ** || professorbecker1@verizon.net ||

Course Goals/Objectives and Description - Learn how to think systemically and strategically about aspects of managing a rapidly growing or dynamic organization and the actual implementation challenges associated with bringing about change in an accelerating turbulent environment. - Understand the integration of business strategy, technology process and human performance. - Be aware of the deep competencies in organizational design, human resources management, leadership and organizational behavior in the context of a firm and how to apply organization change theories in a successful manner. || approaches to organizational health (sustainability) and effectiveness in this increasingly competitive and complex world. - Exploration and application of OD’s power and focus for intentional change based on social and behavioral science for individuals’, groups’ and whole organizations’ innovation and growth. **Themes:** ** Context – How Come? ** History, legacy, roots, of OD theory and practice. ** Process – How? ** Tools, techniques to quantitatively and qualitatively assess existing organizations as whole systems. How to succefully implement change. ** Content – What? ** Industry and organization scope and stage – For Profit, NFP, NGOs, Govt., entrepreneurial to renewal. ** Purpose – Why? ** Provide the knowledge and tools available to create long-term global sustainability in a profitable, "Green" society. and neuro technologies impact. || model organization wide change interventions. - Make heavy use of examples from industry to provide illustrations of the concepts in practice through your own case study. Experiment with several data collection and analytical processes to understand theory and practice relative to case issues. - Modalities: student developed case studies/simulations/wikis/blogs and assessments, group projects and dialogue. ||
 * ** Dates ** || March 29, 2011 – May 31, 2011 ||
 * ** Location ** || St. John’s University, 101 Murray Street, NY, NY 10007 ||
 * ** Objectives ** || - Understand the definitions of an organization.
 * ** Description ** || - Understand Organization Development (OD) as a diverse set of whole systems
 * ** Outcomes ** || - Experience using OD processes, collaboration tools and practices to analyze and
 * ** Text ** || Joan Gallos, V. (2006). //Organization development: A Jossey-Bass Reader//. San Francisco, CA: Jossey-Bass. ||

Course Policies and Assessment
Plagiarism is an unacceptable practice under any circumstances. To promote and protect academic integrity, the policy against plagiarism must be unconditionally respected. **Students found to be committing acts of plagiarism will face academic sanctions** to be determined by the professor involved as well as the SJ administration. ||
 * Policy Regarding Plagiarism

** Class Expectations and Grading: **

** Readings ** are listed on the syllabus for the week due. They are listed as required and recommended to assist students in prioritizing their workload. Some weeks have //hefty// reading assignments, and students will want to plan ahead to manage their workloads. Required means just that. Most required readings are from the text unless otherwise noted. In addition, brief articles that address emerging organizational issues may be offered. Handouts will be provided on the class wiki.

** Study questions ** will be provided for each class to assist students in reflecting on readings and preparing adequately for class discussions. **//Study groups are highly recommended to improve class participation and learning//**.

** Attendance and participation. ** As a skill and knowledge building course, attendance and participation are essential to learning. Attendance, preparation, and participation are expected for each class. Class participation will be graded, based on the criteria listed below.

Criteria for determining class participation grades are the following: (1) //quality//: responses that reflect deep and accurate understanding of materials and contribute to class learning (2) //quantity//: active involvement in discussions and activities in each class throughout the term (3) //integrativeness//: responses that: (a) enable others to see the relevance of issues to course goals; and (b) demonstrate abilities to integrate learnings from past discussions, activities, readings, or courses.

Criteria for grading written papers include: (1) depth of demonstrated learning (2) number, strength, and accurate use of references to relevant literature (3) abilities to integrate accurately and deeply theories and ideas from course discussions and readings (4) clarity, quality, and organization of writing and analysis. (5) quality and quantity of learning about your own approach(es) to organization development and change.

** GRADING ** : A letter grade will be provided to all students. Grades will be determined as follows: Mid-term Grade (1) change agent credo and presentation, change agent interview and reflection: 15 points (2) group consulting report and reflection: 30 points (3) class participation: 15 points (4) midterm exam: __40%__ =100% Final Grade (1) group consulting report and reflection: 30% (2) class participation: 15% (3) final exam: __55%__ =100% **__ Grading Scale ISEG __**
 * 100-96 A (4.0) |||| 75-72 C (2.0) ||  ||
 * 95-92 A- (3.7) |||| 71-68 C- (1.7) ||  ||
 * |||| 91-88 B+ (3.3) |||| 67-64 D+ (1.3) ||
 * |||| 87-84 B (3.0) |||| 63-60 D (1.0) ||
 * |||| 83-80 B- (2.7) |||| 59 - F (0) ||
 * |||| 79-76 C+ (2.3) ||||  ||

Papers and assignments are due by class time on the dates listed on the syllabus, unless otherwise noted on class wiki. Exceptions are possible __ only __ for serious reasons and __ only __ with prior approval from the Center for Professional Education. **NO EXCEPTIONS**. All students must take mid-term and final exams on the delivery date – there will be once again, **NO EXCEPTIONS**. Organization, time management, and responsible follow-through are important professional skills. Any unauthorized exceptions will have strong negative impact on grades.

** DAILY SCHEDULE ** ** Please note: There will be no classes on 5/30 (Memorial Day). Also Spring Break – Weeks of 4/18 & 4/25. Exams are given at the 4th and 8th week on the 2nd day of the week the class meets (i.e., a Mon./Wed. class would have the exam on Wed). **

__**Note**__: **Below is the General Course Syllabus - The Module For Each Week with reading Assignments** //Reading//: Chapter 1 What is Organization Development? The history, legacy, and parameters of the OD field Chapter 47 the Healthy Organization Chapter 46 Beyond Greening //Assignment:// Change agent credo and presentation. || //Reading//: Chapter 17. Masterful Consulting Chapter 18. Flawless Consulting Chapter 19 The Organization Development contract Chapter 23 What Constitutes an Effective Internal Consultant And Read: General Systems Theory: What is it? Is There an Application Example for OD? , Bill Becker. __OD__ __Practitioner, Journal of the Organization__ __ Development Network, __ Vol. 37 No. 1, 2005, pg 24 <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 0.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">//Assignment:// Change agent interview and reflection. || <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">//Reading//: Chapter 5 Understanding Planned Change <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 6 Effective Intervention Theory <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 27 Business Strategy: Creating the Winning Formula Reading: Bob Cross Networking Article Review of Hammel/Prahalad Article by Professor : Strategic Intent and Core Competencies. <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in;">//Assignment:// Group consulting report and reflection. || <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">// Readings: // Chapter 15 Understanding the Power of Position <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">A Diagnostic Model <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 16 Reframing Complexity: A Four Dimensional Aproach <span style="color: #003300; font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Becker,William Becker - Diagnosing Three Domains <span style="color: #003300; font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">P Porter/Cramer - Creating Shared Values <span style="color: #003300; font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Ramaswamy & Gouillart - Co-Creative Enterprises // Assignment: // Power Lab **and Mid-term review** || <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">// Reading: // Chapter 12 Teaching Smart People How to Learn <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 13 Facilitative Process Interventions: Task Processes in Groups <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 14 Large Group Interventions and Dynamics // Assignment: // Continuation of case reports and presentation Rounds. || <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">//Reading////:// Chapter 8 Action Learning and Action Science <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 9 Appreciative Inquiry <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 10 Leading Change: Why Transformation Efforts Fail <span style="font-family: Verdana; line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; tabstops: .5in 1.0in 1.5in; text-indent: -1.5in;">Chapter 22 Reframing Change: Training, Realigning, Negotiating, Grieving and Moving On // Assignment: // Continuation of case reports and presentation Rounds. || // Reading // : Johnson-Cramer, M., Parise, S. & Cross, R. (2007). Managing Change Through Networks and Values: How a Relational View of Culture Can Facilitate Large Scale Change. __California__ __Management Review__ <span style="color: #262626; font-family: Verdana; line-height: 17pt; margin: 0in 0in 11pt 1.5in; text-indent: -1in;">>"Connected" Slide Presentation <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">// Assignment: //** Final ** group consulting report and reflection. ||  || // Reading //// : // Chapter 42 The Future of OD? <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">// Assignment: //** Final ** group consulting report and reflection. **Review for final exam** ||   ||
 * and Linked article assignments and questions appear __in the Left-Hand Menue of the Wiki.__**
 * ** Week ** |||| ** Date ** |||| ** Topic – Readings/Assignments ** ||  ||
 * |||| ** 1 ** |||| ** 3/29-31 ** |||| ** Module I: Understanding the Meta-purpose of Planned Change **
 * |||| ** 2 ** |||| **4/5-7** |||| <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">** Module II: Leading Change: What is Consulting? Who does it? **
 * |||| ** 2 ** |||| **4/5-7** |||| <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">** Module II: Leading Change: What is Consulting? Who does it? **
 * |||| ** 3 ** |||| ** 4/12-14 ** |||| <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">** Module III: Preparation – Strategy, Structure, Systems, Shared Values Organizational Intervention Targets **
 * |||| ** 4 ** |||| **5/3** |||| <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">** Module IV: OD Diagnosis and Interventions **
 * ||||  |||| **5/5**
 * Thursday ** |||| ** Mid-term Exam ** ||
 * |||| ** 5 ** |||| **5/10-12** |||| <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">** Module V: Levels of Engagement **
 * |||| ** 6 ** |||| **5/17-19** |||| ** Module VI: Understanding the Basics for Effective Change Strategies **
 * |||| ** 6 ** |||| **5/17-19** |||| ** Module VI: Understanding the Basics for Effective Change Strategies **
 * ** 7 ** |||| ** 5/24-26 ** |||| <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">** Module VII: 21st Century Organizations – Networks, Social Media, Virtual Work - Implications for OD **
 * ** 7 ** |||| ** 5/24-26 ** |||| <span style="line-height: 135%; margin: 0in 0in 0pt 1.5in; tab-stops: .5in 1.0in 1.5in; text-indent: -1.5in;">** Module VII: 21st Century Organizations – Networks, Social Media, Virtual Work - Implications for OD **
 * ** 8 ** |||| **5/31** |||| ** Module VIII: The Future and Possibilities for OD **
 * ** 8 ** |||| **5/31** |||| ** Module VIII: The Future and Possibilities for OD **
 * ||||  |||| **6/2** **Thursday** |||| ** Final Exam ** ||