Module overview
Aims and Objectives
Learning Outcomes
Transferable and Generic Skills
Having successfully completed this module you will be able to:
- analyse your own and others roles and practices for securing effective change through OD;
- think analytically and creatively in your approach to e.g. organisational problem solving;
- explain concepts clearly and critically in putting forward arguments.
- provide persuasive arguments to support your position and cases;
Knowledge and Understanding
Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:
- the principles of OD located in human relations school of management;
- OD interventions at group and organisational level.
- small group theory, group dynamics, teams and team building and their application in OD;
- the practice of action research in OD;
Subject Specific Intellectual and Research Skills
Having successfully completed this module you will be able to:
- evaluate the implementation of OD interventions and judge their usefulness against other change tools and techniques;
- collect and evaluate data to judge the effectiveness of OD interventions;
- understand how human process issues can be used by the OD consultant to diagnose organisation effectiveness;
- analyse activity data from organisational systems in order to frame effective OD interventions;
- interpret a range of organisation data to gain insights into organisational effectiveness;
- identify the key roles and responsibilities of an OD consultant needed to develop and sustain long term OD interventions;
- formulate an approach and business case for organisation development in response to appropriate organisational diagnosis, business imperatives and internal and external contextual forces.
Syllabus
Learning and Teaching
Teaching and learning methods
Type | Hours |
---|---|
Independent Study | 126 |
Teaching | 24 |
Total study time | 150 |
Resources & Reading list
Textbooks
BUSHE, G. and MARSHAK, R. (2015). Dialogic Organisation Development - The Theory and Practice of Transformational Change. California USA: Berrett-Koehler.
FRENCH, W.L. and BELL, C.H. (1999). Organization Development: Behavioral Science Interventions for Organization Improvement. Prentice Hall.
HAYES, J (2014). The Theory and Practice of Change Management. London: Palgrave Macmillan.
Peck, E (2005). Organisational Development in Healthcare: Approaches, Innovations, Achievements. Radcliffe Publishing..
SCHEIN, E.H (1988). Process Consultation Volume:1. Reading: Addison-Wesley.
LEWIS, S., PASSMORE, J., & CANTORE, S. (2016). Appreciative Inquiry for Change Management. London: Kogan Page.
BLOCK, P. (2011). Flawless Consulting. London: John Wiley and Sons.
CHEUNG-JUDGE, M. and HOLBECHE, L. (2015). Organisation Development-A Practitioners Guide for OD and HR. London: Kogan Page.
Assessment
Formative
This is how we’ll give you feedback as you are learning. It is not a formal test or exam.
Tutorial
- Assessment Type: Formative
- Feedback: Provided throughout the course on student-led discussions. Feedback on assignments will be provided through written comments on assignments and discussion with module tutors.
- Final Assessment: No
- Group Work: No
Summative
This is how we’ll formally assess what you have learned in this module.
Method | Percentage contribution |
---|---|
Essay | 100% |
Referral
This is how we’ll assess you if you don’t meet the criteria to pass this module.
Method | Percentage contribution |
---|---|
Essay | 100% |
Repeat
An internal repeat is where you take all of your modules again, including any you passed. An external repeat is where you only re-take the modules you failed.
Method | Percentage contribution |
---|---|
Essay | 100% |
Repeat Information
Repeat type: Internal & External