LAGUNA COLLEGE OF BUSINESS AND ARTS

SCHOOL OF COLLEGE STUDIES

COURSE OUTLINE
Course Code: HR409 Units: 3 units
Course Title: Prerequisite: MNGT201, HR305,
ORGANIZATIONAL DEVELOPMENT
HR306, HRE410
Course Description: The student will be given the general idea of what is involved in developing an organization
to achieve its vision and mission, its philosophies and culture to ensure its competitiveness in
a globalized economy. The scope will cover such as topics as principles and theories of
organization development, organization design and structuring, training and development,
performance management, culture and change management.
It focuses on the management of organizational change/interventions from a system
perspective. The students will gain sufficient knowledge to appreciate the overall impact of
these activities for the success of an organization.
Reference: Cummings, T. G. & Worley, C. G. (2015).Organization Development and Change (10th
edition). Canada: South-Western Cengage Learning

PHILOSOPHY OF LCBA EDUCATION

Inspired by Dr. Jose Rizal’s educational principles, LCBA Education upholds a balanced curriculum for the personal
transformation of employees and students by applying effective teaching strategies and assessments in relevant learning
experiences aligned with global standards and quality assurance.
VISION Inspired by Dr. Jose Rizal’s educational principles, LCBA Education upholds a balanced curriculum towards
holistic development for better quality of life.
MISSION LCBA envisions to become an autonomous higher education institution committed to producing holistically
developed and globally competitive lifelong learners.
QUALITY LCBA is guided by the following quality objectives:
OBJECTIVES 1. Promote total development among students for better quality of life;
2. Employ experientially and academically aligned educators;
3. Implement values-laden and competency-based education;
4. Conduct policy-relevant personnel and student research projects;
5. Acquire adequate library holdings and maximize library utilization among faculty and students;
6. Provide curricular and co-curricular activities delivered by highly competent and service-oriented personnel;
7. Provide state-of-the-art laboratories and facilities;
8. Provide a satisfactory, conducive, and safe learning environment;
9. Develop and utilize efficient and effective administrative systems;
10. Implement community-empowering extension program; and
11. Produce globally competitive graduates who are driven to pursue further studies and are equipped for the
world of employment and entrepreneurship.
CORE VALUES/ LCBAian employees and students are to develop and observe the following values:
Graduate Attribute
1. Integrity - This means doing the right thing even when no one is looking.
2. Positivity - This is finding the good in everything.
3. Mindfulness - This pertains to respecting and accepting individual differences.
4. Excellence - This refers to exemplifying proper attitudes, skills, and knowledge.

DEPARTMENT OF BUSINESS

DOB VISION The Business Administration Program aims to be the standard of educational excellence in business education built on a broad
general-education, applied research and service to the local community.
DOB MISSION To empower the students with the knowledge and values necessary to lead, serve and succeed careers, community and lives.
QUALITY The Department of Business is guided by the following quality objectives:
OBJECTIVES 1. Contribute to the promulgation and development of knowledge and understanding in the business domain.
2. Prepare professionals in business administration through the utilization of innovative educational processes.
3. Transform the graduate to play a pioneering and leading role in the community.
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4. Link academic programs and specializations with the actual requirements of the surrounding work
environment.
5. Guide research activities to create solutions for persistent problems in surrounding communities, through
applied research and technical consultation.
DOB DOB graduates are expected to have the ability to:
PROGRAM 1. Produce graduates who will achieve a high level of expertise so that they are able to succeed in their various
EDUCTIONAL areas in business like managing a business, competent business entrepreneurs, experts in research and other
related fields they choose to pursue.
OBJECTIVES 2. Produce employable graduates who have excellent accomplishments and have notable contributions to the
discipline for its quality and excellence.
3. Pursue advanced training or graduate schooling and embark on lifelong learning for personal, professional
and intellectual growth.
4. Apply the theoretical, technical ethical and practical knowledge to discover and utilize the solutions in
solving business problems.
5. Work collaboratively with peers as a team and involve in multi-tasking to accomplish a common goal.

TERMS COURSE CONTENT/TOPICS

PRELIM PART 1: Overview of Organization Development
CHAP 1: GENERAL INTRODUCTION TO ORGANIZATION DEVELOPMENT
 Organization Development Defined
 Growth and Relevance of Organization Development
 Short History of Organization Development
 Evolution in Organization Development
CHAP 2: THE NATURE OF PLANNED CHANGE
 Theories of Planned Change
 General Model of Planned Change
 Different Types of Planned Change
 Critique of Planned Change
CHAP 3: THE OD PRACTIONER
 Who is the OD practitioner?
 Competencies of an Effective OD Practitioner
 The Professional OD Practitioner
 Professional Values
 Professional Ethics

MIDTERM PART 2: The Process of Organization Development

CHAP 4: ENTERING AND CONTRACTING
 Entering into an OD Relationship
 Developing a Contract
 Interpersonal Process Issues in Entering and Contracting
CHAP 5: DIAGNOSING ORGANIZATIONS
 What is Diagnosis?
 The Need for Diagnostic Models
 Open System Model
 Organization-Level Diagnosis
 Group-Level Diagnosis
 Individual-Level Diagnosis
CHAP 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
 The Diagnostic Relationship
 Collecting Data
 Sampling
 Analyzing Data
 Feeding Back Data
 Survey Feedback
CHAP 7: Designing Interventions
 Overview of Interventions
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 What Are Effective Interventions?
 How to Design Effective Interventions
CHAP 8: Managing Change
 Overview of Change Activities
 Motivating Change
 Creating a Vision
 Developing Political Support
 Managing the Transition
 Sustaining Momentum
CHAP 9: Evaluating and Institutionalizing Organization Development Interventions
 Evaluating Organization Development Interventions
 Institutionalizing Organizational Changes
PRE-FINAL PART 3 Human Process Interventions
CHAP10: Interpersonal and Group Process Approaches
 Diagnostic Issues in Interpersonal and Group Process Interventions
 Process Consultation
 Third-party Interventions
 Team Building
CHAP11: Organization Process Approaches
 Diagnostic Issues in Organization Process Interventions
 Organization Confrontation Meeting
 Intergroup Relations Interventions
 Large Group Interventions
PART 4 Technostructural Interventions
CHAP12: Restructuring Organizations
 Structural Design
 Downsizing
 Reengineering
CHAP13: Employee Involvement
 Employee Involvement: What Is It?
 Employee Involvement Interventions
CHAP14: Work Design
 The Engineering Approach
 The Motivational Approach
 The Sociotechnical Systems Approach
 Designing Work for Technical and Personal Needs
FINAL PART 5 Human Resource Interventions
CHAP15: Performance Management
 A Model of Performance Management
 Goal Setting
 Performance Appraisal
 Reward System
CHAP16: Talent Management
 Coaching and Mentoring
 Management and Leadership Development Interventions
 Career Planning and Development Interventions
CHAP17: Workforce Diversity and Wellness
 Workforce Diversity Interventions
 Employee Stress and Wellness Interventions
PART 6 Strategic Change Interventions
CHAP18: Transformational Change
 Characteristics of Transformational Change
 Organization Design
 Integrated Strategic Change
CHAP19: Continuous Change
 Dynamic Strategy Making
 Self-Designing Organizations
 Learning Organizations
 Built-to-Change Organizations Culture Change
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CHAP20: Transorganizational Change
 Transorganizational Rationale
 Mergers and Acquisitions
 Strategic Alliance Interventions
 Network Interventions
COURSE Application Activities – Role Play
OUTPUT Integrative Case Analysis
TEAM Paper
Group Project Presentation

Prepared and submitted by:

MARIA VICTORIA C. MACALE, MBA

Professor

Checked by:

MARCELINA DL. PEREZ, MBA

Program Chair, DOB

Noted by:

EULALIA M. JAVIER, LPT, EdD

Dean, School of College Studies