Syllabus

Doctor of Education (Ed.D.)

EDU 811- Organizational Dynamics – Fall A 2024

Credits - 3

Description

Organizational dynamics are complex and ever-changing, particularly as a result of a connected and global society. Each organization or organizational structure, whether it be a family, large company, or university can experience, and be required to manage, different and distinct dynamics. This course will also help students better understand the co-existing similarities that may exist across all organizational environments and structures.

Materials

Required Materials:

Judge, W. Q. (2012). Focusing on organizational change. Saylor Foundation. https://open.umn.edu/opentextbooks/textbooks/128. ISBN: 9781453332887.
Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax/Rice University. https://openstax.org/details/books/organizational-behavior

Supplemental Materials:

American Psychological Association. (2019). Publication manual of the American Psychological Association (7th ed.). ISBN: 978-1433832154. E-text: 978-1433832185

Additional Materials assigned in Brightspace

Learning Objectives and Outcomes

Course Objectives

Apply leadership strategies and processes to promote successful organizational change.
Identify strategies to create a diverse, dynamic organizational culture.
Evaluate strategies and skills to build and lead effective organization teams.
Analyze the causes and consequences of organizational change over time.
Assess personal leadership style using leadership concepts and theories.
Apply design thinking to solve an organization problem.

Assignments

Acknowledgement of Academic Engagement

Please review and Complete this Acknowledgement Quiz in Week 1

Discussion Board Posts

Weekly topics related to course content and readings that require an original initial post and replies to classmates. The minimum number of substantive, meaningful responses you should make before the midnight deadline on Sunday is two. If you are aiming for a High Pass in the course, you should go significantly beyond minimum expectations. For this and all other discussions, please limit the initial post to 750 words and the follow-up response(s) to 500 words.

Please be sure to follow the individual directions provided with each Discussion Board Prompt, as the requirements may vary from Discussion Board to Discussion Board.

Assessments

Timeline of Organizational Change: Analysis of how an organization has evolved over time though creation of a visually engaging timeline infographic (using Canva).

Leadership Challenges Interview and Analysis: Comparison of an interviewed organization leader’s perceptions of challenges with concepts of leadership challenges examined through course materials.

CEO Letter to the Board of Directors for Organizational Improvement Team: Build an organizational improvement team to address identified challenges through identifying roles and justifying selections.

Leadership Inventory and Mini-Biography: Assessment of personal leadership skills and reflection upon areas of strengths, areas for development, and leadership style.

Adaptive Leadership – Addressing an Adaptive Challenge: Apply the principles of Adaptive Leadership to develop strategies for addressing an multifaceted organizational problem.

Organization Obituary: A Retrospective Analysis: Analysis of an organization’s lifecycle.

Design Thinking Project: Addressing a Wicked Problem: Use Design Thinking process as a problem-solving approach within an organization.

Note: The University of New England provides students, staff, and faculty with free access to RefWorks, a fantastic tool for collecting and managing references and making style-correct citations. For instructions and tutorials in setting up your account and getting started, visit the RefWorks page on Success.

Grading Policy

Your grade in this course will be determined by the following criteria:

Grade Breakdown

Assignment	Points
Acknowledgement of Academic Engagement	1
9 Discussion Boards @ 2 points each	18
Preparation for Week 3 Assignment	2
Timeline of Organizational Change	8
Leadership Challenges Interview and Analysis	8
CEO Letter to Board of Directors	12
Leadership Inventory and Mini-Biography	12
Addressing an Adaptive Challenge	12
Organization Obituary: A Retrospective Analysis	12
Design Thinking Project: Addressing a "Wicked Problem"	15
Total	100

Grading

The criteria for all courses in the Ed. D. program are described in the modules and/or rubrics. Assignments will include guidelines with rubrics, descriptions of expectations, or examples, and include point values. Coursework will be assessed and graded using individual evaluation protocols that are provided for the three major assignments. Final grades will reflect the following schema:

High Pass (HP): Work that exceeds all or most of the criteria of the respective assignment. To receive a high pass the work must demonstrate exceptional command and display of all or most required elements;
Pass (P): Work that meets all requirements and expectations as specified in assignments, and is fully satisfactory in every respect;
Low Pass (LP): Work is deemed unsatisfactory.

Grade Scale: 95 = HP; 80-94 = P; 70-79 = LP.

Note** The instructor will determine if an assignment may be revised and resubmitted for rescoring. Candidates may proceed to subsequent courses in the curriculum with one LP grade, and although there is no failing grade, a second LP course grade results in termination from the doctoral program.

All assignments are to be completed in a timely manner with appropriate accuracy, detail, thought and reflection fitting of doctoral-level degree candidates. All assignments (done in writing or with other media applications) are graded on the basis of faculty assessment of your ability to accurately apply concepts from readings, organization, and mechanics. See the appendices for grading rubrics. Please note that you must save all submitted documents in Microsoft Word in order for them to transmit successfully. All work must be properly identified and include author(s)’ name(s). Submit all written work in APA style (Refer to the APA Publication Manual for guidance and Help with Citations on UNE Library Services web page under Research Help).

Schedule

With the exception of Week 1, which opens on a Wednesday, each week opens on Monday at 12:01 AM Eastern Time. Each week closes on Sunday at 11:59 pm ET.

Week 1: Sep 4 – Sep 8
Week 2: Sep 9 – Sep 15
Week 3: Sep 16 – Sep 22
Week 4: Sep 23 – Sep 29
Week 5: Sep 30 – Oct 6
Week 6: Oct 7 – Oct 13
Week 7: Oct 14 – Oct 20
Week 8: Oct 21 – Oct 27

Week	Topic	Activities & Assignments	Assignment Due
1	Organizational Change	Textbook Readings: Judge, W. Q. (2012). Focusing on organizational change. Chapter 1: The Strategic Leader’s New Mandate Chapter 2: What Is Organizational Capacity for Change? (Sections: Primary Reasons for Failure to Bring About Change, The Typical Reaction to Challenging Environmental Pressures, Organizational Capacity for Change Defined) Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 1: Management and Organizational Behavior 1.1 The Nature of Work 1.2 The Changing Workplace 1.3 The Nature of Management 1.4 A Model of Organizational Behavior and Management Quiz: Acknowledgement of Academic Engagement Discussion: The Evolution of Organizations	Discussion: Initial post due Friday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Academic Engagement Due Sunday y 11:59 p.m. ET
2	Leadership and Organizational Change	Textbook Reading: Judge, W. Q. (2012). Focusing on organizational change. Chapter 3 – OCC Dimension 1: Trustworthy Leadership Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 12: Leadership 12.1 The Nature of Leadership 12.2 The Leadership Process 12.3 Leader Emergence 12.4 The Trait Approach to Leadership Discussions (2): Leadership Challenges Interview Questions; Leadership and Organization Dynamics. Assignment: Timeline of Organizational Change	Discussion: Initial post due Wednesday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Assignment: Due Sunday by 11:59 p.m. ET
3	Leadership Challenges	Textbook Readings: Judge, W. Q. (2012). Focusing on organizational change. Chapter 4: OCC Dimension 2: Trusting Followers (Sections: Employees’ Collective Propensity to Trust, Benefits of Pervasive Organizational Trust) Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 2: Individual and Cultural Differences 2.1 Individual and Cultural Factors in Employee Performance 2.2 Employee Abilities and Skills 2.7 Cultural Differences Discussion: Generational Differences Assignment: Leadership Challenges Interview and Analysis	Discussion: Initial post due Wednesday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Assignment: Due Sunday by 11:59 p.m. ET
4	Team Dynamics	Textbook Readings: Judge, W. Q. (2012). Focusing on organizational change. Chapter 5: OCC Dimension 3: Capable Champions Chapter 6: OCC Dimension 4: Involved Midmanagement (Sections: The Evolving World of Middle Management, Middle Managers Contributions to Change) Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 10: Understanding and Managing Work Teams 10.1 Teamwork in the Workplace 10.2 Team Development Over Time Discussion: The Role of Team Dynamics Assignment: CEO Letter to Board of Directors for Organizational Improvement Team	Discussion: Initial post due Wednesday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Assignment: Due Sunday by 11:59 p.m. ET
5	Leadership Styles and Strategies	Textbook Readings: Judge, W. Q. (2012). Focusing on organizational change. Chapter 3: OCC Dimension 1: Trustworthy Leadership (Section: Practices for Cultivating Trustworthy Leadership in Your Organization) Chapter 5: OCC Dimension 3: Capable Champions (Section: Practices for Cultivating Capable Champions) Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 12: Leadership 12.5 Behavioral Approaches to Leadership 12.6 Situational (Contingency) Approaches to Leadership 12.8 Transformational, Visionary, and Charismatic Leadership Discussion: Elements of Effective Leadership Assignment: Leadership Inventory Analysis and Mini-Biography	Discussion: Initial post due Wednesday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Assignment: Due Sunday by 11:59 p.m. ET
6	Adaptive Leadership	Textbook Readings: Judge, W. Q. (2012). Focusing on organizational change. Chapter 2: What Is Organizational Capacity for Change? (Section: The Eight Dimensions of OCC) Chapter 11: The Big Picture (Sections: Four Organizational Attributes of Change-Capable Organizations, Assessing Your Organizational Capacity for Change) Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 5: Diversity in Organizations 5.1 An Introduction to Workplace Diversity 5.3 Diversity and Its Impact on Companies 5.7 Recommendations for Managing Diversity Discussion: Leadership Communication Assignment: Adaptive Leadership – Addressing an Adaptive Challenge	Discussion: Initial post due Wednesday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Assignment: Due Sunday by 11:59 p.m. ET
7	Life Cycle of Organizations	Textbook Readings: Judge, W. Q. (2012). Focusing on organizational change. Chapter 9: OCC Dimension 7: Accountable Culture Chapter 10: OCC Dimension 8: Innovative Culture (Section: What Makes an Organizational Culture Innovative?) Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 7: Work Motivation for Performance 7.1 Motivation: Direction and Intensity 7.2 Content Theories of Motivation 7.3 Process Theories of Motivation Discussion: Strategic Planning and Visioning Assignment: Organization Obituary	Discussion: Initial post due Wednesday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Assignment: Due Sunday by 11:59 p.m. ET
8	Design Thinking	Textbook Readings: Judge, W. Q. (2012). Focusing on organizational change. Chapter 7: OCC Dimension 5: Systems Thinking Chapter 8: OCC Dimension 6: Communication Systems Black, J.S. & Bright, D.S. (2019). Organizational behavior. OpenStax. Chapter 16: Organizational Structure and Change 16.2 Organizational Change 16.3 Managing Change Discussion: Problem-solving and Design Thinking Assignment: Design Thinking Project: Addressing A “Wicked Problem”	Discussion: Initial post due Wednesday by 11:59 p.m. ET Responses due Sunday by 11:59 p.m. ET Assignment: Due Sunday by 11:59 p.m. ET

Student Resources

Online Student Support

Your Student Support Specialist is a resource for you. Please don't hesitate to contact them for assistance, including, but not limited to course planning, current problems or issues in a course, technology concerns, or personal emergencies.

Questions? Visit the Student Support Education page

UNE Libraries:

Library Access for all students: Your library login ID and password are the same as the ones you use to log into Blackboard/Brightspace.
EDD Databases: View EDD Databases
Library Questions: Ask a librarian or phone library staff at (207) 602-2361 or (207) 221-4330.

Accommodations

Any student who would like to request, or ask any questions regarding, academic adjustments or accommodations must contact the Student Access Center at (207) 221-4438 or pcstudentaccess@une.edu. Student Access Center staff will evaluate the student's documentation and determine eligibility of accommodation(s) through the Student Access Center registration procedure.

Online Peer Support

Togetherall is a 24/7 communication and emotional support platform monitored by trained clinicians. It’s a safe place online to get things off your chest, have conversations, express yourself creatively, and learn how to manage your mental health. If sharing isn’t your thing, Togetherall has other tools and courses to help you look after yourself with plenty of resources to explore. Whether you’re struggling to cope, feeling low, or just need a place to talk, Togetherall can help you explore your feelings in a safe supportive environment. You can join Togetherall using your UNE email address.

Information Technology Services (ITS)

Students should notify their Student Support Specialist and instructor in the event of a problem relating to a course. This notification should occur promptly and proactively to support timely resolution.

ITS Contact: Toll-Free Help Desk 24 hours/7 days per week at 1-877-518-4673.

Career Ready Program

The College of Professional Studies supports its online students and alumni in their career journey!

The Career Ready Program provides tools and resources to help students explore and hone in on their career goals, search for jobs, create and improve professional documents, build professional network, learn interview skills, grow as a professional, and more. Come back often, at any time, as you move through your journey from career readiness as a student to career growth, satisfaction, and success as alumni.

Policies

AI Use

The Graduate Programs in Education holds the position that Grammarly and other AI writing and generative technology should not be used when completing course assignments, unless explicitly permitted by course faculty and assignment instructions. These tools do not support a student’s personal and direct capacity to develop and hone skills in creativity, logic, critical thinking, analysis, evaluation, theorization, and writing, which are central to graduate-level rigor, assessment, and research. Use of these tools when not explicitly permitted may result in an academic integrity infraction.

Turnitin Originality Check and Plagiarism Detection Tool

The College of Professional Studies uses Turnitin to help deter plagiarism and to foster the proper attribution of sources. Turnitin provides comparative reports for submitted assignments that reflect similarities in other written works. This can include, but is not limited to, previously submitted assignments, internet articles, research journals, and academic databases.

Make sure to cite your sources appropriately as well as use your own words in synthesizing information from published literature. Webinars and workshops, included early in your coursework, will help guide best practices in APA citation and academic writing.

You can learn more about Turnitin in the guide on how to navigate your Similarity Report.

Technology Requirements

Please review the technical requirements for UNE Online Graduate Programs

Course Evaluation Policy

Course surveys are one of the most important tools the University of New England uses for evaluating the quality of your education, and for providing meaningful feedback to instructors on their teaching. In order to assure that the feedback is both comprehensive and precise, we need to receive it from each student for each course. Evaluation access is distributed via UNE email at the beginning of the last week of the course.

Information Technology Services (ITS)

ITS Contact: Toll Free Help Desk 24 hours/7 days per week at 1-877-518-4673

Late Policy

Assignments: Late assignments will be accepted up to 3 days late; however, there is a 10% grade reduction (from the total points) for the late submission. After three days the assignment will not be accepted.

Discussion posts: If the initial post is submitted late, but still within the discussion board week, there will be a 10% grade reduction from the total discussion grade (e.g., a 3 point discussion will be reduced by 0.3 points). Any posts submitted after the end of the Discussion Board week will not be graded.

Please make every effort ahead of time to contact your instructor and your student support specialist if you are not able to meet an assignment deadline. Arrangements for extenuating circumstances may be considered by faculty.

Attendance Policy

8 week: Students taking online graduate courses through the College of Professional Studies will be administratively dropped for non-participation if a graded assignment/discussion post is not submitted before Sunday at 11:59 pm ET of the first week of the term. Reinstatement is at the purview of the Dean's Office.

16 week: Students taking online graduate courses through the College of Professional Studies will be administratively dropped for non-participation if a graded assignment/discussion post is not submitted before Friday at 11:59 pm ET of the second week of the term. Reinstatement is at the purview of the Dean's Office.

Student Handbook Online - Policies and Procedures

The policies contained within this document apply to all students in the College of Professional Studies. It is each student's responsibility to know the contents of this handbook.

UNE Online Student Handbook

UNE Course Withdrawal

Please contact your student support specialist if you are considering dropping or withdrawing from a course. The last day to drop for 100% tuition refund is the 2nd day of the course. Financial Aid charges may still apply. Students using Financial Aid should contact the Financial Aid Office prior to withdrawing from a course.

Academic Integrity

The University of New England values academic integrity in all aspects of the educational experience. Academic dishonesty in any form undermines this standard and devalues the original contributions of others. It is the responsibility of all members of the University community to actively uphold the integrity of the academy; failure to act, for any reason, is not acceptable. For information about plagiarism and academic misconduct, please visit UNE Plagiarism Policies.

Academic dishonesty includes, but is not limited to the following:

Cheating, copying, or the offering or receiving of unauthorized assistance or information.
Fabrication or falsification of data, results, or sources for papers or reports.
Action which destroys or alters the work of another student.
Multiple submissions of the same paper or report for assignments in more than one course without permission of each instructor.
Plagiarism, the appropriation of records, research, materials, ideas, or the language of other persons or writers and the submission of them as one's own.

Charges of academic dishonesty will be reviewed by the Program Director. Penalties for students found responsible for violations may depend upon the seriousness and circumstances of the violation, the degree of premeditation involved, and/or the student’s previous record of violations. Appeal of a decision may be made to the Dean whose decision will be final. Student appeals will take place through the grievance process outlined in the student handbook.