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COURSE NUMBER: BUSI 389
COURSE TITLE: 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)
CALENDAR DESCRIPTION: 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.

Prerequisites: BUSI 339
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 30%
Class Chapter Summaries 10%
Group project 30%
Final examen project 10%
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. Demonstrate scriptural knowledge that relates to specific areas covered within any of the aspects covered in class.
COURSE TOPICS: Module one
  • Week 1 (Sept 6)
  • Introduction to the course and what to expect.
  • Week 2 (Sept 13)
    • Chapters 1 & 2 Managing organizational change: Process, social, and dialogue
    • Whatley, L. R. and Kliewer, H. (2013). Contextual Influences on Team Effectiveness & Consultant Identity: Implications for Consulting & Consultation. Journal of Leadership, Accountability and Ethics, 10(1): 92-108.
    • The five broad themes of social construction
    • Whatley, L. R. (2012). Individual “States” Model for Healthy Group Dynamics. Organization Development Journal, 30(3): 40-53.
    • Strategy - what it is and what it isn’t.
    • Structure four possible structures to build from.
    • Chapter 1 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
  • Week 3 (Sept 20)
    • Chapter 3 Managing organizational change: Process, social, and dialogue
    • Chapter 2 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
  • Week 4 (Sept 27)
    • Chapter 4 Managing organizational change: Process, social, and dialogue
    • Chapter 3 & 4 Paradoxes of group life: Understanding conflict, paralysis, and movement in group dynamics
    • Watch the film: “The Aviator” (2004) directed by Martin Scorsese.
Module two
  • Week 5 (Oct 4)
    • 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 11)
    • 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 18)
    • 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 25)
    • 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 1)
    • 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 8)
    • 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 15)
    • Chapter 11 Managing organizational change: Process, social, and dialogue
    • Watch the film: “American Gangster” (2007) directed by Ridley Scott.
Module four
  • Week 13 (Nov 22)
    • Chapter 12 Managing organizational change: Process, social, and dialogue
  • Week 14 (Nov 29)
    • Chapter 11 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics
  • Week 15 (Dec6)
    • Chapter 12 Paradoxes of group life: Understanding conflict, paralysis, and movement in-group dynamics


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