HRM and Organisation Development

T

T

T

T

T

The course is combined of two types of classes: a) discussion classes and b) tutorials. This distinction is however of a formal meaning. In reality classes are activity-based. Each student is expected to read the textbook, find a representation of its content in the real world, bring their knowledge to the class and share it with others.

Description of student workload measurement:

Discussion classes:

Attendance in class accounts to 21 hours.

Preparations for classes on readings and self-assessment tests counts for 19 hours of student’s time.

Final exam preparation equals 20 hours.

Tutorials:

Attendance in class accounts to 26 hours.

Preparations for class presentations based on readings and self-assessment tests counts for 70 hours of student’s time.

Final exam preparation equals 24 hours.

T

Warsztaty

Metody podające | Opowiadanie, opis

Metody podające | Wykład informacyjny

Metody podające | Wykład konwersatoryjny

Metody podające | Wykład problemowy

Metody poszukujące | Giełda pomysłów (burza mózgów)

Metody poszukujące | Metoda ćwiczeniowa

Metody poszukujące | Metoda problemowa

Metody poszukujące | Metoda sytuacyjna

Metody poszukujące | Studium przypadku

OCENA KOŃCOWA Z PRZEDMIOTU

jest ustalana zgodnie z algorytmem:

Ocena z formy: "Warsztaty" ocena * 100.00 %

Dodatkowe warunki zaliczenia przedmiotu:

Grading policy:

The individual grades of each student are calculated as percentage of the maximum score, counted together for discussion and tutorials classes.

The final grade of each student is calculated using the following algorithm:

final grade =50% × final exam + 50% (class activity)

Student is expected to be prepared for each class and actively participate in it.

Every element of classes has its own minimum level of points and thus conditions of passing/work acceptance – 50% of possible level of points assigned to certain task.

The grades are awarded in accordance with the following scale:

beginning from 90% and more = 5;

not less than 80% = 4+;

not less than 70% = 4;

not less than 59% = 3+;

not less than 50% = 3;

A score below 50 points means that the student failed to participate in the course and thus may not be classified.

Ocena z formy "Warsztaty" ustalana jest w oparciu o wyniki nastepujących składników zaliczenia:

Aktywność na zajęciach - 30.00%

Test / quiz - 50.00%

Obecność - 20.00%

Ocena z formy "Warsztaty" ustalana jest na podstawie następującej skali:

Poniżej 60.00% - ocena 2

60.00% i więcej - ocena 3

68.00% i więcej - ocena 3,5

76.00% i więcej - ocena 4

84.00% i więcej - ocena 4,5

92.00% i więcej - ocena 5

Dodatkowe warunki zaliczenia formy:

Brak

Warsztaty

General introduction to Organizational Development. The Nature and Models of Organizational Development. The OD Practitioner.

Managing Change Forces. Motivating and Resisting Forces. OD Interventions as a Change Process.

Understanding of OD Process : Entering and Contracting - Diagnosing - Designing Intervention – Evaluating and Institutionalizing Interventions.

Human Process Interventions. Interpersonal and Group Process Approach. Intergroup Relations, Employee Involvement.

Technostructural Interventions. Organization structure and design. Designing jobs and work groups. Technical and personal factors affecting work-design success.

Human Resource Management Interventions. Goal setting and motivation systems. Performance Management, Developing Talent, Managing Workforce Diversity.

OD Challenge and Future

Change as a Challenge for Organization and its Members. Overcoming Resistance to Change. OD Process Skills.

Understanding OD Process. OD Interventions Strategies. Organization’s Diagnostic Process. Diagnosing Organization. Organizational – Group – Individual – Level Diagnosis. Collecting, Analysing and Feeding back Data.

Improving Excellence in Individuals. Interpersonal Interventions. HR Methods in Interpersonal Interventions.

Developing High Performance Teams. Work Team Development. Quality-of-life interventions. Performance Measurement.

Literatura podstawowa

J. Bernardin, Human Resource Management: An Experiential Approach, Fifth Edition, McGrow Hill International Edition, 2010

T. G. Cummings, Ch. G. Worley, Organizational Development and Change, Cengage Learning 2008

T

The course is combined of two types of classes: a) discussion classes and b) tutorials. This distinction is however of a formal meaning. In reality classes are activity-based. Each student is expected to read the textbook, find a representation of its content in the real world, bring their knowledge to the class and share it with others.

Description of student workload measurement:

Discussion classes:

Attendance in class accounts to 21 hours.

Preparations for classes on readings and self-assessment tests counts for 19 hours of student’s time.

Final exam preparation equals 20 hours.

Tutorials:

Attendance in class accounts to 26 hours.

Preparations for class presentations based on readings and self-assessment tests counts for 70 hours of student’s time.

Final exam preparation equals 24 hours.

T

Warsztaty

Metody podające | Opowiadanie, opis

Metody podające | Wykład informacyjny

Metody podające | Wykład konwersatoryjny

Metody podające | Wykład problemowy

Metody poszukujące | Giełda pomysłów (burza mózgów)

Metody poszukujące | Metoda ćwiczeniowa

Metody poszukujące | Metoda problemowa

Metody poszukujące | Metoda sytuacyjna

Metody poszukujące | Studium przypadku

OCENA KOŃCOWA Z PRZEDMIOTU

jest ustalana zgodnie z algorytmem:

Ocena z formy: "Warsztaty" ocena * 100.00 %

Dodatkowe warunki zaliczenia przedmiotu:

Grading policy:

The individual grades of each student are calculated as percentage of the maximum score, counted together for discussion and tutorials classes.

The final grade of each student is calculated using the following algorithm:

final grade =50% × final exam + 50% (class activity)

Student is expected to be prepared for each class and actively participate in it.

Every element of classes has its own minimum level of points and thus conditions of passing/work acceptance – 50% of possible level of points assigned to certain task.

The grades are awarded in accordance with the following scale:

beginning from 90% and more = 5;

not less than 80% = 4+;

not less than 70% = 4;

not less than 59% = 3+;

not less than 50% = 3;

A score below 50 points means that the student failed to participate in the course and thus may not be classified.

Ocena z formy "Warsztaty" ustalana jest w oparciu o wyniki nastepujących składników zaliczenia:

Aktywność na zajęciach - 30.00%

Test / quiz - 50.00%

Obecność - 20.00%

Ocena z formy "Warsztaty" ustalana jest na podstawie następującej skali:

Poniżej 60.00% - ocena 2

60.00% i więcej - ocena 3

68.00% i więcej - ocena 3,5

76.00% i więcej - ocena 4

84.00% i więcej - ocena 4,5

92.00% i więcej - ocena 5

Dodatkowe warunki zaliczenia formy:

Brak

Warsztaty

General introduction to Organizational Development. The Nature and Models of Organizational Development. The OD Practitioner.

Managing Change Forces. Motivating and Resisting Forces. OD Interventions as a Change Process.

Understanding of OD Process : Entering and Contracting - Diagnosing - Designing Intervention – Evaluating and Institutionalizing Interventions.

Human Process Interventions. Interpersonal and Group Process Approach. Intergroup Relations, Employee Involvement.

Technostructural Interventions. Organization structure and design. Designing jobs and work groups. Technical and personal factors affecting work-design success.

Human Resource Management Interventions. Goal setting and motivation systems. Performance Management, Developing Talent, Managing Workforce Diversity.

OD Challenge and Future

Change as a Challenge for Organization and its Members. Overcoming Resistance to Change. OD Process Skills.

Understanding OD Process. OD Interventions Strategies. Organization’s Diagnostic Process. Diagnosing Organization. Organizational – Group – Individual – Level Diagnosis. Collecting, Analysing and Feeding back Data.

Improving Excellence in Individuals. Interpersonal Interventions. HR Methods in Interpersonal Interventions.

Developing High Performance Teams. Work Team Development. Quality-of-life interventions. Performance Measurement.

Literatura podstawowa

J. Bernardin, Human Resource Management: An Experiential Approach, Fifth Edition, McGrow Hill International Edition, 2010

T. G. Cummings, Ch. G. Worley, Organizational Development and Change, Cengage Learning 2008

The course is combined of two types of classes: a) discussion classes and b) tutorials. This distinction is however of a formal meaning. In reality classes are activity-based. Each student is expected to read the textbook, find a representation of its content in the real world, bring their knowledge to the class and share it with others.

Description of student workload measurement:

Discussion classes:

Attendance in class accounts to 21 hours.

Preparations for classes on readings and self-assessment tests counts for 19 hours of student’s time.

Final exam preparation equals 20 hours.

Tutorials:

Attendance in class accounts to 26 hours.

Preparations for class presentations based on readings and self-assessment tests counts for 70 hours of student’s time.

Final exam preparation equals 24 hours.

Warsztaty

Metody podające | Opowiadanie, opis

Metody podające | Wykład informacyjny

Metody podające | Wykład konwersatoryjny

Metody podające | Wykład problemowy

Metody poszukujące | Giełda pomysłów (burza mózgów)

Metody poszukujące | Metoda ćwiczeniowa

Metody poszukujące | Metoda problemowa

Metody poszukujące | Metoda sytuacyjna

Metody poszukujące | Studium przypadku

OCENA KOŃCOWA Z PRZEDMIOTU

jest ustalana zgodnie z algorytmem:

Ocena z formy: "Warsztaty" ocena * 100.00 %

Dodatkowe warunki zaliczenia przedmiotu:

Grading policy:

The individual grades of each student are calculated as percentage of the maximum score, counted together for discussion and tutorials classes.

The final grade of each student is calculated using the following algorithm:

final grade =50% × final exam + 50% (class activity)

Student is expected to be prepared for each class and actively participate in it.

Every element of classes has its own minimum level of points and thus conditions of passing/work acceptance – 50% of possible level of points assigned to certain task.

The grades are awarded in accordance with the following scale:

beginning from 90% and more = 5;

not less than 80% = 4+;

not less than 70% = 4;

not less than 59% = 3+;

not less than 50% = 3;

A score below 50 points means that the student failed to participate in the course and thus may not be classified.

Ocena z formy "Warsztaty" ustalana jest w oparciu o wyniki nastepujących składników zaliczenia:

Aktywność na zajęciach - 30.00%

Test / quiz - 50.00%

Obecność - 20.00%

Ocena z formy "Warsztaty" ustalana jest na podstawie następującej skali:

Poniżej 61.00% - ocena 2

61.00% i więcej - ocena 3

65.00% i więcej - ocena 3,5

75.00% i więcej - ocena 4

85.00% i więcej - ocena 4,5

90.00% i więcej - ocena 5

Dodatkowe warunki zaliczenia formy:

Brak

Warsztaty

General introduction to Organizational Development. The Nature and Models of Organizational Development. The OD Practitioner.

Managing Change Forces. Motivating and Resisting Forces. OD Interventions as a Change Process.

Understanding of OD Process : Entering and Contracting - Diagnosing - Designing Intervention – Evaluating and Institutionalizing Interventions.

Human Process Interventions. Interpersonal and Group Process Approach. Intergroup Relations, Employee Involvement.

Technostructural Interventions. Organization structure and design. Designing jobs and work groups. Technical and personal factors affecting work-design success.

Human Resource Management Interventions. Goal setting and motivation systems. Performance Management, Developing Talent, Managing Workforce Diversity.

OD Challenge and Future

Change as a Challenge for Organization and its Members. Overcoming Resistance to Change. OD Process Skills.

Understanding OD Process. OD Interventions Strategies. Organization’s Diagnostic Process. Diagnosing Organization. Organizational – Group – Individual – Level Diagnosis. Collecting, Analysing and Feeding back Data.

Improving Excellence in Individuals. Interpersonal Interventions. HR Methods in Interpersonal Interventions.

Developing High Performance Teams. Work Team Development. Quality-of-life interventions. Performance Measurement.

Literatura podstawowa

J. Bernardin, Human Resource Management: An Experiential Approach, Fifth Edition, McGrow Hill International Edition, 2010

T. G. Cummings, Ch. G. Worley, Organizational Development and Change, Cengage Learning 2008

The course is combined of two types of classes: a) discussion classes and b) tutorials. This distinction is however of a formal meaning. In reality classes are activity-based. Each student is expected to read the textbook, find a representation of its content in the real world, bring their knowledge to the class and share it with others.

Description of student workload measurement:

Discussion classes:

Attendance in class accounts to 21 hours.

Preparations for classes on readings and self-assessment tests counts for 19 hours of student’s time.

Final exam preparation equals 20 hours.

Tutorials:

Attendance in class accounts to 26 hours.

Preparations for class presentations based on readings and self-assessment tests counts for 70 hours of student’s time.

Final exam preparation equals 24 hours.

Warsztaty

Metody podające | Opowiadanie, opis

Metody podające | Wykład informacyjny

Metody podające | Wykład konwersatoryjny

Metody podające | Wykład problemowy

Metody poszukujące | Giełda pomysłów (burza mózgów)

Metody poszukujące | Metoda ćwiczeniowa

Metody poszukujące | Metoda problemowa

Metody poszukujące | Metoda sytuacyjna

Metody poszukujące | Studium przypadku

OCENA KOŃCOWA Z PRZEDMIOTU

jest ustalana zgodnie z algorytmem:

Ocena z formy: "Warsztaty" ocena * 100.00 %

Dodatkowe warunki zaliczenia przedmiotu:

Grading policy:

The individual grades of each student are calculated as percentage of the maximum score, counted together for discussion and tutorials classes.

The final grade of each student is calculated using the following algorithm:

final grade =50% × final exam + 50% (class activity)

Student is expected to be prepared for each class and actively participate in it.

Every element of classes has its own minimum level of points and thus conditions of passing/work acceptance – 50% of possible level of points assigned to certain task.

The grades are awarded in accordance with the following scale:

beginning from 90% and more = 5;

not less than 80% = 4+;

not less than 70% = 4;

not less than 59% = 3+;

not less than 50% = 3;

A score below 50 points means that the student failed to participate in the course and thus may not be classified.

Ocena z formy "Warsztaty" ustalana jest w oparciu o wyniki nastepujących składników zaliczenia:

Aktywność na zajęciach - 30.00%

Test / quiz - 50.00%

Obecność - 20.00%

Ocena z formy "Warsztaty" ustalana jest na podstawie następującej skali:

Poniżej 61.00% - ocena 2

61.00% i więcej - ocena 3

65.00% i więcej - ocena 3,5

75.00% i więcej - ocena 4

85.00% i więcej - ocena 4,5

90.00% i więcej - ocena 5

Dodatkowe warunki zaliczenia formy:

Brak

Warsztaty

General introduction to Organizational Development. The Nature and Models of Organizational Development. The OD Practitioner.

Managing Change Forces. Motivating and Resisting Forces. OD Interventions as a Change Process.

Understanding of OD Process : Entering and Contracting - Diagnosing - Designing Intervention – Evaluating and Institutionalizing Interventions.

Human Process Interventions. Interpersonal and Group Process Approach. Intergroup Relations, Employee Involvement.

Technostructural Interventions. Organization structure and design. Designing jobs and work groups. Technical and personal factors affecting work-design success.

Human Resource Management Interventions. Goal setting and motivation systems. Performance Management, Developing Talent, Managing Workforce Diversity.

OD Challenge and Future

Change as a Challenge for Organization and its Members. Overcoming Resistance to Change. OD Process Skills.

Understanding OD Process. OD Interventions Strategies. Organization’s Diagnostic Process. Diagnosing Organization. Organizational – Group – Individual – Level Diagnosis. Collecting, Analysing and Feeding back Data.

Improving Excellence in Individuals. Interpersonal Interventions. HR Methods in Interpersonal Interventions.

Developing High Performance Teams. Work Team Development. Quality-of-life interventions. Performance Measurement.

Literatura podstawowa

J. Bernardin, Human Resource Management: An Experiential Approach, Fifth Edition, McGrow Hill International Edition, 2010

T. G. Cummings, Ch. G. Worley, Organizational Development and Change, Cengage Learning 2008

T

The course is combined of two types of classes: a) discussion classes and b) tutorials. This distinction is however of a formal meaning. In reality classes are activity-based. Each student is expected to read the textbook, find a representation of its content in the real world, bring their knowledge to the class and share it with others.

Description of student workload measurement:

Discussion classes:

Attendance in class accounts to 21 hours.

Preparations for classes on readings and self-assessment tests counts for 19 hours of student’s time.

Final exam preparation equals 20 hours.

Tutorials:

Attendance in class accounts to 26 hours.

Preparations for class presentations based on readings and self-assessment tests counts for 70 hours of student’s time.

Final exam preparation equals 24 hours.

Warsztaty

Metody podające | Opowiadanie, opis

Metody podające | Wykład informacyjny

Metody podające | Wykład konwersatoryjny

Metody podające | Wykład problemowy

Metody poszukujące | Giełda pomysłów (burza mózgów)

Metody poszukujące | Metoda ćwiczeniowa

Metody poszukujące | Metoda problemowa

Metody poszukujące | Metoda sytuacyjna

Metody poszukujące | Studium przypadku

OCENA KOŃCOWA Z PRZEDMIOTU

jest ustalana zgodnie z algorytmem:

Ocena z formy: "Warsztaty" ocena * 100.00 %

Dodatkowe warunki zaliczenia przedmiotu:

Grading policy:

The individual grades of each student are calculated as percentage of the maximum score, counted together for discussion and tutorials classes.

The final grade of each student is calculated using the following algorithm:

final grade =50% × final exam + 50% (class activity)

Student is expected to be prepared for each class and actively participate in it.

Every element of classes has its own minimum level of points and thus conditions of passing/work acceptance – 50% of possible level of points assigned to certain task.

The grades are awarded in accordance with the following scale:

beginning from 90% and more = 5;

not less than 80% = 4+;

not less than 70% = 4;

not less than 59% = 3+;

not less than 50% = 3;

A score below 50 points means that the student failed to participate in the course and thus may not be classified.

Ocena z formy "Warsztaty" ustalana jest w oparciu o wyniki nastepujących składników zaliczenia:

Aktywność na zajęciach - 30.00%

Test / quiz - 50.00%

Obecność - 20.00%

Ocena z formy "Warsztaty" ustalana jest na podstawie następującej skali:

Poniżej 61.00% - ocena 2

61.00% i więcej - ocena 3

65.00% i więcej - ocena 3,5

75.00% i więcej - ocena 4

85.00% i więcej - ocena 4,5

90.00% i więcej - ocena 5

Dodatkowe warunki zaliczenia formy:

Brak

Warsztaty

General introduction to Organizational Development. The Nature and Models of Organizational Development. The OD Practitioner.

Managing Change Forces. Motivating and Resisting Forces. OD Interventions as a Change Process.

Understanding of OD Process : Entering and Contracting - Diagnosing - Designing Intervention – Evaluating and Institutionalizing Interventions.

Human Process Interventions. Interpersonal and Group Process Approach. Intergroup Relations, Employee Involvement.

Technostructural Interventions. Organization structure and design. Designing jobs and work groups. Technical and personal factors affecting work-design success.

Human Resource Management Interventions. Goal setting and motivation systems. Performance Management, Developing Talent, Managing Workforce Diversity.

OD Challenge and Future

Change as a Challenge for Organization and its Members. Overcoming Resistance to Change. OD Process Skills.

Understanding OD Process. OD Interventions Strategies. Organization’s Diagnostic Process. Diagnosing Organization. Organizational – Group – Individual – Level Diagnosis. Collecting, Analysing and Feeding back Data.

Improving Excellence in Individuals. Interpersonal Interventions. HR Methods in Interpersonal Interventions.

Developing High Performance Teams. Work Team Development. Quality-of-life interventions. Performance Measurement.

Literatura podstawowa

J. Bernardin, Human Resource Management: An Experiential Approach, Fifth Edition, McGrow Hill International Edition, 2010

T. G. Cummings, Ch. G. Worley, Organizational Development and Change, Cengage Learning 2008

T

The course is combined of two types of classes: a) discussion classes and b) tutorials. This distinction is however of a formal meaning. In reality classes are activity-based. Each student is expected to read the textbook, find a representation of its content in the real world, bring their knowledge to the class and share it with others.

Description of student workload measurement:

Workshp

Attendance in class accounts to 30 hours

Preparations for classes on readings and self-assessment tests counts for 70 hours of student’s time.

Final exam preparation equals 20 hours.

Workshop

Expository methods | Talk, desciption

Expository method | Information lecture

Expository method | Discussion lecture

Expository method | Problem lecture

Search methods | Brainstorming

Search methods | Practice method

Search methods | Problem method

Search methods | Situation method

Search methods | case study

FINAL GRADE FOR THE SUBJECT

is determined according to the algorithm:

Grade for "Workshop" grade * 100.00 %

Additional requirements to pass the subject:

Grading policy:

The final grade of each student is calculated using the following algorithm:

final grade =50% × final exam + 50% (class activity)

Student is expected to be prepared for each class and actively participate in it.

Every element of classes has its own minimum level of points and thus conditions of passing/work acceptance – 50% of possible level of points assigned to certain task.

The grades are awarded in accordance with the following scale:

beginning from 90% and more = 5;

not less than 80% = 4+;

not less than 70% = 4;

not less than 59% = 3+;

not less than 50% = 3;

A score below 50 points means that the student failed to participate in the course and thus may not be classified.

Grade for "Workshop" is determined on the basis of results of the following components of passing requirements:

Attendance - 20.00

Grade for "Workshop" is determined according to the following point scale:

Below 50.00% - grade 2

50.00% and more - grade 3

59.00% and more - grade 3,5

70.00% and more - grade 4

80.00% and more - grade 4,5

90.00% and more - grade 5

Additional requirements to pass the form:

None

Workshop

General introduction to HRM & Organizational Development. The history and development of HRM. The Nature and Models of Organizational Development. The OD Practitioner.

Managing Change Forces. Motivating and Resisting Forces. OD Interventions as a Change Process. Understanding of OD Process : Entering and Contracting - Diagnosing - Designing Intervention – Evaluating and Institutionalizing Interventions.

Human Resources Management Interventions. Performance Management and Developing Talent

Human Process Interventions. Interpersonal and Group Process Approach. Intergroup Relations, Employee Involvement.

Technostructural Interventions. Organization structure and design. Designing jobs and work groups. Technical and personal factors affecting work-design success.

Human Resource Management Interventions. Goal setting and motivation systems. Performance Management, Developing Talent, Managing Workforce Diversity.

Developing talent and managing workforce diversity and wellness

Change as a Challenge for Organization and its Members. Overcoming Resistance to Change. OD Process Skills. OD Challenge and Future

Understanding OD Process. OD Interventions Strategies. Organization’s Diagnostic Process. Diagnosing Organization. Organizational – Group – Individual – Level Diagnosis. Collecting, Analysing and Feeding back Data.

Improving Excellence in Individuals. Interpersonal Interventions. HR Methods in Interpersonal Interventions.

Developing High Performance Teams. Work Team Development. Quality-of-life interventions. Performance Measurement.

Basic literature

J. Bernardin, Human Resource Management: An Experiential Approach, Fifth Edition, McGrow Hill International Edition, 2010

D. R. Brown, An Experiential Approach to Organizational Development, Pearson Education 2011

T. G. Cummings, Ch. G. Worley, Organizational Development and Change, Cengage Learning 2008

Supplementary literature

The textbooks will be supplemented with newspapers and magazines provided by teaching staff

T

The course is combined of two types of classes: a) discussion classes and b) tutorials. This distinction is however of a formal meaning. In reality classes are activity-based. Each student is expected to read the textbook, find a representation of its content in the real world, bring their knowledge to the class and share it with others.

Description of student workload measurement:

Discussion classes:

Attendance in class accounts to 21 hours.

Preparations for classes on readings and self-assessment tests counts for 19 hours of student’s time.

Final exam preparation equals 20 hours.

Tutorials:

Attendance in class accounts to 26 hours.

Preparations for class presentations based on readings and self-assessment tests counts for 70 hours of student’s time.

Final exam preparation equals 24 hours.

Final grade

determined on the basis of results of the following components of passing requirements:

Presentation-20.00 %

Class activity-20.00 %

Project / case study-20.00 %

Debate-20.00 %

Results of simulation / game-20.00 %

Final grade

is determined according to the following point scale:

Below 50.00 % - grade 2

50.00 % and more - grade 3

59.00 % and more - grade 3,5

70.00 % and more - grade 4

80.00 % and more - grade 4,5

90.00 % and more - grade 5

Additional requirements to pass the subject:

Grading policy:

The individual grades of each student are calculated as percentage of the maximum score, counted together for discussion and tutorials classes.

The final grade of each student is calculated using the following algorithm:

final grade =50% × final exam + 50% (class activity)

Student is expected to be prepared for each class and actively participate in it.

Every element of classes has its own minimum level of points and thus conditions of passing/work acceptance – 50% of possible level of points assigned to certain task.

The grades are awarded in accordance with the following scale:

beginning from 90% and more = 5;

not less than 80% = 4+;

not less than 70% = 4;

not less than 59% = 3+;

not less than 50% = 3;

A score below 50 points means that the student failed to participate in the course and thus may not be classified.

Workshop

General introduction to Organizational Development. The Nature and Models of Organizational Development. The OD Practitioner.

Managing Change Forces. Motivating and Resisting Forces. OD Interventions as a Change Process.

Understanding of OD Process : Entering and Contracting - Diagnosing - Designing Intervention – Evaluating and Institutionalizing Interventions.

Human Process Interventions. Interpersonal and Group Process Approach. Intergroup Relations, Employee Involvement.

Technostructural Interventions. Organization structure and design. Designing jobs and work groups. Technical and personal factors affecting work-design success.

Human Resource Management Interventions. Goal setting and motivation systems. Performance Management, Developing Talent, Managing Workforce Diversity.

OD Challenge and Future

Change as a Challenge for Organization and its Members. Overcoming Resistance to Change. OD Process Skills.

Understanding OD Process. OD Interventions Strategies. Organization’s Diagnostic Process. Diagnosing Organization. Organizational – Group – Individual – Level Diagnosis. Collecting, Analysing and Feeding back Data.

Improving Excellence in Individuals. Interpersonal Interventions. HR Methods in Interpersonal Interventions.

Developing High Performance Teams. Work Team Development. Quality-of-life interventions. Performance Measurement.

Building Success in Organizations. OD system-wide interventions.

Basic literature

J. Bernardin, Human Resource Management: An Experiential Approach, Fifth Edition, McGrow Hill International Edition, 2010

D. R. Brown, An Experiential Approach to Organizational Development, Pearson Education 2011

T. G. Cummings, Ch. G. Worley, Organizational Development and Change, Cengage Learning 2008

T. G. Cummings, Handbook of Organization Development , Sage Publication 2008.

Supplementary literature

The textbooks will be supplemented with newspapers and magazines provided by teaching staff