Course Name | Managerial and Organizational Development |
Code | Semester | Theory (hour/week) | Application/Lab (hour/week) | Local Credits | ECTS |
---|---|---|---|---|---|
BA 409 | Fall/Spring | 3 | 0 | 3 | 6 |
Prerequisites | None | |||||
Course Language | English | |||||
Course Type | Elective | |||||
Course Level | First Cycle | |||||
Mode of Delivery | face to face | |||||
Teaching Methods and Techniques of the Course | DiscussionQ&ALecture / Presentation | |||||
Course Coordinator | ||||||
Course Lecturer(s) | ||||||
Assistant(s) | - |
Course Objectives | Formation and application of competency based systems, analyzing education requirements and organization of educational programs through case studies and projects. |
Learning Outcomes | The students who succeeded in this course;
|
Course Description | More and more organizations today face a dynamic and changing environment. This, in turn, is requiring the organizations to adapt. “Change or die!” is the rallying cry among today’s managers worldwide. Change types, processes, resistance to change and overcoming resistance to change, methods of organizational development, challenges and opportunities of the future are the subjects that we will discuss in class. |
Related Sustainable Development Goals |
| Core Courses | |
Major Area Courses | X | |
Supportive Courses | ||
Media and Managment Skills Courses | ||
Transferable Skill Courses |
Week | Subjects | Required Materials |
1 | Introduction and welcome session | |
2 | Basics of change and organization | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 1 |
3 | Organizations and their changing environment | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 1 |
4 | Nature of organizational change | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 2 |
5 | Organizational structure, design and change | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 3 |
6 | Power, politics and change | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 5 |
7 | Culture and change | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 4 |
8 | Midterm | |
9 | Change management | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapters 5 & 6 |
10 | Hard systems models of change | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 7 |
11 | Soft systems models of change | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 8 |
12 | Learning Organizations | Lecture notes |
13 | Organizational development | Lecture notes |
14 | Future directions and challenges | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Chapter 9 |
15 | Review of the semester | |
16 | Final exam |
Course Notes/Textbooks | Senior B. & Fleming J. (2006). Organizational Change (3rd ed.). Financial Times/Prentice Hall. Caproni P. J. (2001). The Practical Coach: Management Skills for Everyday Life. Prentice Hall. Spector B. (2007). Implementing Organizational Change. Prentice Hall. |
Suggested Readings/Materials |
Semester Activities | Number | Weigthing |
Participation | 1 | 10 |
Laboratory / Application | ||
Field Work | ||
Quizzes / Studio Critiques | ||
Portfolio | ||
Homework / Assignments | 1 | 20 |
Presentation / Jury | ||
Project | ||
Seminar / Workshop | ||
Oral Exam | ||
Midterm | 1 | 30 |
Final Exam | 1 | 40 |
Total |
Weighting of Semester Activities on the Final Grade | 3 | 60 |
Weighting of End-of-Semester Activities on the Final Grade | 1 | 40 |
Total |
Semester Activities | Number | Duration (Hours) | Workload |
---|---|---|---|
Course Hours (Including exam week: 16 x total hours) | 16 | 3 | 48 |
Laboratory / Application Hours (Including exam week: 16 x total hours) | 16 | ||
Study Hours Out of Class | 14 | 3 | 42 |
Field Work | |||
Quizzes / Studio Critiques | |||
Portfolio | |||
Homework / Assignments | 1 | 18 | |
Presentation / Jury | |||
Project | |||
Seminar / Workshop | |||
Oral Exam | |||
Midterms | 1 | 18 | |
Final Exams | 1 | 45 | |
Total | 171 |
# | Program Competencies/Outcomes | * Contribution Level | ||||
1 | 2 | 3 | 4 | 5 | ||
1 | To be able to solve problems with an analytical and holistic viewpoint in the field of business administration. | X | ||||
2 | To be able to present the findings and solutions to the business problems in written and oral formats. | |||||
3 | To be able to interpret the application of business and economic concepts, and philosophies at the national and international levels. | X | ||||
4 | To be able to use innovative and creative approach for real-life business situations. | |||||
5 | To be able to demonstrate leadership skills in different business situations. | X | ||||
6 | To be able to interpret the reflections of new technologies and softwares to business dynamics. | X | ||||
7 | To be able to integrate knowledge gained in the five areas of business administration (marketing, production, management, accounting, and finance) through a strategic perspective. | |||||
8 | To be able to act in accordance with the scientific and ethical values in studies related to business administration. | |||||
9 | To be able to work efficiently and effectively as a team member. | |||||
10 | To be able to have an ethical perspective and social responsiveness when making and evaluating business decisions. | |||||
11 | To be able to collect data in the area of business administration and communicate with colleagues in a foreign language ("European Language Portfolio Global Scale", Level B1). | |||||
12 | To be able to speak a second foreign at a medium level of fluency efficiently. | |||||
13 | To be able to relate the knowledge accumulated throughout the human history to their field of expertise. |
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest