King's Logo

COURSE NUMBER: BUSI 399
COURSE TITLE: Special Topics in Business - 2015/16 Fall: Organizational Design and Change
NAME OF INSTRUCTOR: Lachlan Whatley, PhD
CREDIT WEIGHT AND WEEKLY TIME DISTRIBUTION: credits 3(hrs lect 3 - hrs sem 0 - hrs lab 0)
COURSE DESCRIPTION: A course on a topic of figure of special interest to a member of the business faculty and offered on a non-recurring basis.

Prerequisites: Consent of the instructor

2015/16 Fall

We  inevitably  encounter  organizations,  both  in  work  and  leisure,  everyday  of  our  lives.  This course  examines  how  organizations  are  structured  and  how  they  change.  Students  will  be introduced  to  the  theories  of  why  organizations  look  the  way  they  do,  to  the  principles  of organizational  design,  to  the  theories  of  how  organizations  change,  and  to  practical  steps  in
initiating and accomplishing organizational change. Through these theories and tools, students will  develop  an  appreciation  for  how  organizations  affect  us,  as  well  as  skills  in  analyzing organizations and reshaping them in order for them to be more effective.
REQUIRED TEXTS:
  • Smith, K., & Berg, D. N. (1987). Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics. San Francisco; CA: Jossey-Bass.
  • Jabri, M. (2012). Managing organizational change: Process, social, and dialogue. NY: Palgrave Macmillan

Required films
  • “American Gangster” (2007) directed by Ridley Scott. 
  • “The Aviator” (2004) directed by Martin Scorsese.
MARK DISTRIBUTION IN PERCENT:
Forum discussions 20%
Research paper (10-15 pages) 40%
Group project 30%
Final examen project 10%
Self Reflection 20%
100%

COURSE OBJECTIVES: The fundamental objective of this course is to enable students to understand who they “be” as individuals, as individuals within groups, and as individuals within an organization.  As it is only from  this  perspective  that  they  will  be  able  to  integrate  various  change  models  appropriately within  the  context  of  organizational  design  and  change.  Additionally,  upon  successful completion, students will be able to develop/define their own theological conceptual framework for understanding and resolving issues within the contemporary workplace.
 
This will be achieved by having students:
  1. Study  the  concepts,  techniques,  empirical  evidence,  and  theories  that  are  critical  to understanding group dynamics, leadership, and organization theory and design;
  2. Demonstrate  their  understanding  by  analyzing  data,  writing  papers  and  posts,  and solving and discussing cases; 
  3. Apply theories and principles of organization design when analyzing organizations and organizational problems; and 
  4. Demonstrating scriptural knowledge that relates to specific areas covered within any of the aspects covered in class. 
COURSE OUTLINE: Module one
Week 1 (Sept 3rd)
Introduction to the course and what to expect. 
 
Week 2 (Sept 8th)
Chapters 1 & 2 Managing organizational change: Process, social, and dialogue
The five broad themes of social construction
Chapter 1 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Week 3 (Sept 15th)
Chapter 3 Managing organizational change: Process, social, and dialogue
Chapter 2 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
Whatley, L. R. and Kliewer, H. (2013). Contextual Influences on Team Effectiveness & Consultant  Identity:  Implications  for  Consulting  &  Consultation.  In  Press.  Journal  of Leadership, Accountability and Ethics, 10(1). 
 
Week 4 (Sept 22nd)
Chapter 4 Managing organizational change: Process, social, and dialogue
Chapter 3 & 4 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
Whatley,  L.  R.  (2012).  Individual  “States”  Model  for  Healthy  Group  Dynamics.  Organization Development Journal, 30(3): 40-53.
 
Module two
Week 5 (Sept 29th)
Chapter 5 Managing organizational change: Process, social, and dialogue
Chapter 5 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Week 6 (Oct 6th)
Chapter 6 Managing organizational change: Process, social, and dialogue
Chapter 6 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Week 7 (Oct 13 Holiday)

Week 8 (Oct 20th Holiday)
Chapter 7 Managing organizational change: Process, social, and dialogue
Chapter 7 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Module three
Week 9 (Oct 27th)
Chapter 8 Managing organizational change: Process, social, and dialogue
Chapter 8 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Week 10 (Nov 3rd)
Chapter 9 Managing organizational change: Process, social, and dialogue
Chapter 9 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Week 11 (Nov 10th)
Chapter 10 Managing organizational change: Process, social, and dialogue
Chapter 10 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Week 12 (Nov 17th)
Chapter 11 Managing organizational change: Process, social, and dialogue
 
Watch the film: “The Aviator” (2004) directed by Martin Scorsese. 
 
Module four
Week 13 (Nov 24th)
Chapter 12 Managing organizational change: Process, social, and dialogue
 
Week 14 (Dec 1 st )
Chapter 11 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
 
Watch the film: “American Gangster” (2007) directed by Ridley Scott. 
 
Week 15 (Dec 8th)
Chapter 12 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics

Required texts, assignments, and grade distributions may vary from one offering of this course to the next. Please consult the course instructor for up to date details.

© The King's University
Maintained By Institutional Research