| Module Code: |
H8ORGDEV |
|
Long Title
|
Organisational Development
|
|
Title
|
Organisational Development
|
| Module Level: |
LEVEL 8 |
| EQF Level: |
6 |
| EHEA Level: |
First Cycle |
| Module Coordinator: |
AKARI DEVELOPER |
| Module Author: |
JONATHAN BRITTAIN |
| Departments: |
School of Business
|
| Specifications of the qualifications and experience required of staff |
|
| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
LO 1. Demonstrate an understanding the principles and concepts that direct change in organisations and its implications for organisations |
| LO2 |
LO 2. Demonstrate specialised conceptualised knowledge of the processes of change management, change agents and organisational learning |
| LO3 |
LO 3. Investigate Organisational Development philosophies and strategies |
| LO4 |
LO 4. Adopt the perspective of a consultant and be in a position to apply organisational development theories to a variety of organisational situations and contexts |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
| No recommendations listed |
Co-requisite Modules
|
| No Co-requisite modules listed |
Module Content & Assessment
| Indicative Content |
|
Introduction to Organisation Development
What is OD?
Exploring the OD Concept
|
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The Foundations of Organisational Change
The failure of organizational change and development programmes
Different types of Planned Change
Models of Organisation Development and Change
Values in Organisation Development
|
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Understanding the Organisation Development Process
The Organisation Development Practitioner
The Diagnostic Process
Resistance to Change
|
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Organisation Development Interventions
OD Intervention Strategies and Targets
Individual to Organisational Interventions and Approaches
|
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The Future of OD
Emerging Directions for Organisational Development
Future issues and challenges
|
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Teaching methodology
The learning strategy involves the use of lectures, tutorials, case studies, class discussions and video as appropriate. Lectures provide a framework and introduction to each topic covered, this will be supplemented by discussion and application of theory through the other methods mentioned. Each topic is further developed in specific recommended readings which are essential for learning and effective performance in the assessments.
|
| Assessment Breakdown | % |
|---|
| Coursework | 40.00% |
| End of Module Assessment | 60.00% |
AssessmentsFull Time
| Coursework |
| Assessment Type: |
Project (0050) |
% of total: |
40 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
| Non-Marked: |
No |
Assessment Description:
This involves setting a major task where students must apply an OD approach to an organisational problem, scenario or situation. Depending on the nature of the task the student will be obliged to work independently and/or as part of a group. Students will be required to draw upon the relevant theory or models that may be applicable. The task may involve the students identifying problems or issues and outlining possible solutions and recommendations. Students may also be required to offer a presentation to an audience based on their work. (LO1, LO2, LO3, LO4) |
|
| End of Module Assessment |
| Assessment Type: |
Terminal Exam |
% of total: |
60 |
| Assessment Date: |
End-of-Semester |
Outcome addressed: |
1,2,3,4 |
| Non-Marked: |
No |
Assessment Description:
The end of semester exam paper consists of five questions on the material covered in lectures, tutorials, discussions and group exercises carried out by students during the module. Students are offered a choice of five questions and must answer three. Responses to questions would include: essay style responses. Students will be marked according to clarity, structure, contemporary examples - that illustrate points made, reference to materials covered, theories and research in the field. (LO1, LO2, LO3, LO4) |
|
| Reassessment Requirement |
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
| Module Target Workload Hours 0 Hours |
| Workload: Full Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
No Description |
2 |
Every Week |
2.00 |
| Tutorial |
No Description |
1 |
Every Week |
1.00 |
| Independent Learning |
No Description |
7.5 |
Every Week |
7.50 |
| Total Weekly Contact Hours |
3.00 |
| Workload: Part Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
No Description |
3 |
Every Week |
3.00 |
| Total Weekly Contact Hours |
3.00 |
Module Resources
| Recommended Book Resources |
|---|
-
Dr. Donald L. Anderson. (2012), Organization Development, Second. Sage Publications, Inc, [ISBN: 9781412987745].
| | Supplementary Book Resources |
|---|
-
CUMMINGS T.G. AND WORLEY C.G.. (2009), ORGANIZATION DEVELOPMENT AND CHANGE, NINTH. CENGAGELEARNING, [ISBN: 978-0-324-58053-2].
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Joan V. Gallos, editor; foreword by Edgar H. Schein. (2006), Organization development, Jossey-Bass, San Fransisco, CA, [ISBN: 9780787984267].
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FRANCIS, H., HOLBECHE, L., AND REDDINGTON, M.. (2012), PEOPLE AND ORGANISATIONAL DEVELOPMENT: A NEW AGENDA FOR ORGANISATIONAL EFFECTIVENESS, CIPD, LONDON, [ISBN: 9781843982692].
| | This module does not have any article/paper resources |
|---|
| This module does not have any other resources |
|---|
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