FACULTY OF BUSINESS

Accounting and Auditing Program

BA 409 | Course Introduction and Application Information

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 -
Teaching Methods and Techniques of the Course Discussion
Q&A
Lecture / 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;
  • Recognize why change is important for organizations.
  • Gain knowledge about learning organizations.
  • Gain knowledge about organizational development.
  • Define resistance to organizational change.
  • Find solutions to resistance to change problems.
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.

 



Course Category

Core Courses
Major Area Courses
Supportive Courses
Media and Management Skills Courses
Transferable Skill Courses

 

WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES

Week Subjects Related Preparation
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

 

EVALUATION SYSTEM

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 Exams
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

ECTS / WORKLOAD TABLE

Semester Activities Number Duration (Hours) Workload
Theoretical Course Hours
(Including exam week: 16 x total hours)
16
3
48
Laboratory / Application Hours
(Including exam week: '.16.' x total hours)
16
0
Study Hours Out of Class
14
3
42
Field Work
0
Quizzes / Studio Critiques
0
Portfolio
0
Homework / Assignments
1
18
18
Presentation / Jury
0
Project
0
Seminar / Workshop
0
Oral Exam
0
Midterms
1
18
18
Final Exam
1
45
45
    Total
171

 

COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP

#
Program Competencies/Outcomes
* Contribution Level
1
2
3
4
5
1

To be able to acquire theoretical and practical knowledge and skills in the area.

X
2

To be able to approach problems with an analytical and holistic viewpoint.

X
3

To be able to gain knowledge about both national and international accounting and auditing standards.

4

To be able to communicate the findings and solutions to the accounting and auditing problems in written and oral formats.

5

To be able to critically evaluate the performance of accounting and other related management information systems, and organizations.

6

To be able to develop innovative and creative approach to real-life business issues.

X
7

To be able to integrate knowledge gained in the main areas of accounting and auditing through a strategic perspective.

8

To be able to act in accordance with the scientific and ethical values in studies related to accounting and auditing.

9

To be able to demonstrate both leadership and team-work skills through being an efficient and effective team member.

X
10

To be able to have an ethical perspective and social responsiveness when evaluating and making 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.

X

*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest

 


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