Syllabus

Master of Business Administration

BUMG 650: Organizational Behavior – Driving Organizational Change (Spring A 2026)

Credits - 3

Description

This course examines the principles of organizational behavior and their impact on driving effective change within businesses and organizations. Students will explore key topics such as leadership, motivation, corporate culture, team dynamics and decision-making in the context of organizational transformation. Through the study of concepts with real-world applications, the course equips students with the skills to lead change initiatives, foster engagement, and cultivate a culture of innovation and adaptability.

Materials

Required:

  • Deszca, G., Ingols, C. A., Atanassova, E., & Cawsey, T. F. (2024). Organizational change: An action-oriented toolkit (5th ed.). Sage.
  • Smerek, R. (2023). Speaking up at work: Leading change as an independent thinker. Business Expert Press. Available via the UNE Library

Learning Objectives and Outcomes

Students will be able to:

  • Analyze organizational dynamics to systematically identify barriers to change
  • Design strategic interventions that facilitate sustainable transformations
  • Translate foundational Organizational Behavior (OB) theories (motivation, leadership, team dynamics, organizational culture and decision-making) contributing to situational challenges related to change initiatives within an organization.
  • Apply strategies to navigate conflict and difficult conversations in professional settings.
  • Recommend approaches to foster engagement, build trust and effectively influence stakeholders across diverse professional settings.

Assignments

For all assessments and learning activities, see Brightspace for the full assignment descriptions and instructions. Read the prompts carefully and use the rubrics to confirm how assignments and discussions will be graded.

Weekly Discussions

Discussions are designed to enhance your critical thinking and communication skills, connecting course concepts to practical scenarios. Most discussion prompts are based on case studies and exercises from the primary textbook, providing an opportunity to share insights and compare perspectives with your classmates. 

NexFlow Case Study: Weekly Assignments

Throughout the course, you will take on the role of a consultant for NexFlow Solutions, a fictitious manufacturing company undergoing digital transformation. Each week focuses on a different aspect of organizational change; assignments will require you to apply course content to the details of this case study. 

NexFlow Case Study Key Assessment: Consultancy Report and Executive Summary Video

The cumulative project in this course is a final consultancy report and executive summary video, in which you evaluate the organizational challenges at NexFlow and provide recommendations for improvement. This report will integrate insights from across the course and demonstrate your ability to apply analytical frameworks, assess leadership and organizational dynamics, and offer actionable recommendations.

You will also record a 5-8 minute Executive Summary video, explaining the key points and your strategic recommendations. Your video should be tailored to a leadership audience, concisely summarizing the findings from your report into an impactful narrative.

Week 8 Video Pitch: Persuading without Authority and Leading Change

This final assignment is designed to help you practice persuasive communication in circumstances where you may not have formal authority to lead change. You will select a scenario and record a 3-5 minute video pitch demonstrating your ability to influence others using principles of organizational behavior. You will share this video in the discussion forum for feedback and provide a thoughtful critique of your peers’ videos as well. 

Grading Policy

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

Grade Breakdown

Learning ActivityPoints
Academic Integrity Agreement1
Week 1 Discussion 1: Introductions and Change Roles in your Organization2
Week 1 Discussion 2: Chapter 2 Case Study1
Week 1 Discussion 3: Using the Four-Frame Mode1
Week 1 - Case Study Project Part 1: PESTEL Analysis4
Week 2 Discussion 1: Organizational Change2
Week 2 Discussion 2: Change Leadership2
Week 2 - Case Study Project Part 2: Evaluating Change Leadership4
Week 3 Discussion 1: Vision for Change Speech2
Week 3 Discussion 2: Organizational Change Analysis2
Week 3 - Case Study Project Part 3: Communicating the Case for Change4
Week 4 Discussion 1: If You Don't Understand People, You Don't Understand Business2
Week 4 Discussion 2: Assessing Power2
Week 4 - Case Study Project Part 4: Organizational Culture and Internal Politics4
Week 5 Discussion: Project Implicit4
Week 5 - Case Study Project Part 5: Organizational Culture, Bias and Conflict4
Week 6 Discussion 1: Working through Emotional Responses to Change2
Week 6 Discussion 2: Leadership and Change Recipients2
Week 6 - Case Study Project Part 6: Sustaining Momentum in Change Initiatives4
Week 7 Discussion 1: It Starts with One2
Week 7 Discussion 2: Burnout of a Rural Doctor Case Study2
Key Assessment: Consultancy Report and Executive Summary Video35
Week 8 Video Pitch: Persuading without Authority and Leading Change8
Week 8 Discussion: Peer Feedback on Video Pitch4
Total100

Grade Scale

Grade Points Grade Point Average (GPA)
A 94 – 100% 4.00
A- 90 – 93% 3.75
B+ 87 – 89% 3.50
B 84 – 86% 3.00
B- 80 – 83% 2.75
C+ 77 – 79% 2.50
C 74 – 76% 2.00
C- 70 – 73% 1.75
D 64 – 69% 1.00
F 00 – 63% 0.00

Schedule

Course Dates: January 14, 2026 – March 6, 2026

Week 1: Wednesday – Sunday
Week 2: Monday – Sunday
Week 3: Monday – Sunday
Week 4: Monday – Sunday
Week 5: Monday – Sunday
Week 6: Monday – Sunday
Week 7: Monday – Sunday
Week 8: Monday – Friday

Week Assessments Due

Week 1: Change Frameworks for Organizational Diagnosis

  • Discussion 1: Introductions and Change Roles in your Organization
  • Discussion 2: Chapter 2 Case Study (no responses required)
  • Discussion 3: Using the Four-Frame Model (no responses required)
  • Assignment – Case Study Project: Part 1- PESTEL Analysis

Initial Discussion Posts due Friday at 11:59 PM ET

Discussion Responses due Sunday at 11:59 PM ET

Case Study Project Assignment due Sunday at 11:59 PM ET

Week 2: Leadership – Who Leads the Change?
  • Discussion 1: Organizational Change
  • Discussion 2: Change Leadership
  • Assignment- Case Study Project Part 2: Evaluating Change Leadership

Initial Discussion Posts due Friday at 11:59 PM ET

Discussion Responses due Sunday at 11:59 PM ET

Case Study Project Assignment due Sunday at 11:59 PM ET

Week 3: Energizing the Need for Change
  • Discussion 1: Vision for Change Speech
  • Discussion 2: Organizational Change Analysis
  • Assignment: Case Study Project Part 3 – Communicating the Case for Change

Initial Discussion Posts due Friday at 11:59 PM ET

Discussion Responses due Sunday at 11:59 PM ET

Case Study Project Assignment due Sunday at 11:59 PM ET

Week 4: Navigating Organizational Culture and Politics; Group Dynamics
  • Discussion 1: If You Don’t Understand People, You Don’t Understand Business
  • Discussion 2: Assessing Power
  • Assignment: Case Study Project Part 4: Organizational Culture and Internal Politics

Initial Discussion Posts due Friday at 11:59 PM ET

Discussion Responses due Sunday at 11:59 PM ET

Case Study Project Assignment due Sunday at 11:59 PM ET

Week 5: Organizational Culture, Bias and Conflict
  • Discussion: Project Implicit
  • Assignment: Case study project Part 5 – Organizational Culture, Bias and Conflict

Initial Discussion Posts due Friday at 11:59 PM ET

Discussion Responses due Sunday at 11:59 PM ET

Case Study Project Assignment due Sunday at 11:59 PM ET

Week 6: Mobilizing Change & Decision-Making
  • Discussion 1: Working through Emotional Responses to Change
  • Discussion 2: Leadership and Change Recipients
  • Assignment: Case Study Project Part 6 – Sustaining Momentum in Change Initiatives

Initial Discussion Posts due Friday at 11:59 PM ET

Discussion Responses due Sunday at 11:59 PM ET

Case Study Project Assignment due Sunday at 11:59 PM ET

Week 7: Mobilizing to Acceleration: Change Management Strategies
  • Discussion 1: It Starts with One
  • Discussion 2: Burnout of a Rural Doctor Case Study (no responses required)
  • Key Assessment: Consultancy Report and Executive Summary Video

Initial Discussion Posts due Friday at 11:59 PM ET

Discussion Responses due Sunday at 11:59 PM ET

Key Assessment: Consultancy Report and Executive Summary Video due Sunday at 11:59 PM ET

Week 8: Persuading without Authority and Leading Change
  • Video Pitch: Persuading without Authority and Leading Change
  • Discussion: Peer Feedback on Video Pitch

Video Pitch Due WEDNESDAY at 11:59 PM ET

Peer Feedback due FRIDAY at 11:59 PM ET

Student Resources

Online Student Support

Your Enrollment and Retention Counselor 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? Please reach out to your student success team member.

UNE Libraries:

  • Library Access for all students: Your library login ID and password are the same as the ones you use to log into Brightspace.
  • Research by Subject: Business & Entrepreneurship Collection
  • Library Questions: Ask a librarian or phone library staff at (207) 602-2361 or (207) 221-4330.

UNE Student Academic Success Center

UNE's Student Academic Success Center (SASC) offers a range of free online services to support your academic achievement. Writing support, ESOL support, study strategy and learning style consultations, as well as downloadable resources, are available to all matriculating students. To make an appointment for any of these services, go to une.tutortrac.com. For more information and to view and download writing and studying resources, please visit:

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 success team member 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 

Phone: Mon-Fri: (207) 602-2487

After Hours/Weekends: (877) 518-4673

Career Ready Program

UNE Online 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

Passing Grade Statement

A grade of 80% or higher is required to pass the course. A grade lower than 80% will result in you having to repeat the course. Obtaining two "Fs" in the program will result in dismissal from the program.

Artificial Intelligence (AI) Statement

Generative AI (GenAI) applications (like ChatGPT) have proven to be powerful and effective tools, and students are encouraged to become familiar with and use them. However, as with any tool, students must use GenAI in ways that support their roles as learners and professionals. The use of AI in academic work falls under our academic integrity agreement, ensuring that all AI applications are used in alignment with our commitment to honest and responsible learning.

In situations in which AI tools are used as a resource, students must:

  • Ensure that all submitted academic work adequately demonstrates student learning (i.e., that the student, rather than a machine, has met the learning outcomes related to the assessment).
  • Acknowledge, in written assessments and extra-curricular applications, the role played by AI tools in producing the student’s work (this can usually be done in a citation or by including a session transcript).
  • Take ultimate responsibility for accuracy of results, think critically about them, and never substitute them for professional human judgment.
  • Monitor GenAI output for bias and risks for vulnerable populations and underrepresented groups.

As GenAI continues to evolve, students should also stay abreast of best practices and changing risks and benefits.

Please note that individual courses or assignments may have specific guidelines regarding AI use — please refer to your faculty’s directions or assignment instructions for details.

The Student Orientation has a module "Artificial Intelligence Literacy for Students", please refer to this module for more information about navigating the use of AI.

Turnitin Originality Check and Plagiarism Detection Tool

UNE 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. 

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: Technical Requirements.

Late Policy

Students are responsible for submitting work by the date indicated in Brightspace.

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

Student Handbook - Policies and Procedures

The policies contained within this document apply to all students at the University of New England. It is each student's responsibility to know the contents of this handbook.

UNE Student Handbook

UNE Course Withdrawal

Please contact your Enrollment and Retention Counselor if you are considering dropping or withdrawing from a course. Tuition charges may still apply. Students are strongly urged to consult with Student Financial Services, as course withdrawals may affect financial aid or Veterans benefits.

Attendance Policy

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

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:

  1. Cheating, copying, or the offering or receiving of unauthorized assistance or information.
  2. Fabrication or falsification of data, results, or sources for papers or reports.
  3. Action which destroys or alters the work of another student.
  4. Multiple submissions of the same paper or report for assignments in more than one course without permission of each instructor.
  5. 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.