The MSOD program requires a minimum of 40 units of course work taken in the following sequence:
MSOD 611. Foundations and Orientation to Organization Development (2 units)
This course orients students to the expectations of the MSOD program and provides an overview of the main theories and thought leaders in the field of organizational development. This course establishes the foundations of organization development; the fundamental principles, values, and aspirations of positive change effort. Students will engage with each other and with faculty using a variety of virtual learning platforms.
MSOD 612. Intensive 1: Individual Development and Change (4 units)
This course introduces one of the hallmarks of the Pepperdine Master of Science Degree in Organization Development, that of understanding the role of ongoing personal development in sustainable strategic change and in the dynamics of consulting. Developing ones' whole self as an "instrument of change" requires a sophisticated understanding of the dynamics of human learning and development. Course content and experiential activities use principles from the interdisciplinary framework of interpersonal neurobiology (IPNB). At the end of this session students will have embodied a process for fostering ongoing self-awareness, insight and action in service of personal well-being and professional effectiveness. Our values-based curriculum demands a commitment to one's own personal learning as well as a commitment to the learning of others. This foundation provides a base upon which the practitioner then learns the additional theory and skills to make substantive professional contributions to the implementation of sustainable strategic change. Change toward higher performance at all levels, including a consideration of the human, environmental, social and economic impact of change.
MSOD 613. Foundations of Organization Theory and Group Dynamics (2 units)
The purpose of this course is to introduce concepts and theories related to the broad field of organization theory. Adopting an open systems perspective, organization theory explains the relations among organization environments, strategy, organization design, groups, technology, and culture and effectiveness. Students are expected to reflect on their performance and learning in Intensive 1 as a contribution to their point of view portfolio, integrate those learnings into the frameworks explored in this course, and mobilize for class and field assignments in Intensive 2.
MSOD 614. Intensive 2: Small Systems Dynamic and Design (4 units)
Definitions and improvement of group, intergroup, and interpersonal effectiveness are the focus of this course. Assessment methods for performance in small systems and intervention methods for creating and managing change in these systems are also covered. Specific topics include: group dynamics, team development, organization design; performance coaching; conflict resolution; team and intergroup development; and consulting skills.
MSOD 615. Foundations of Culture and Globalization (2 units)
The purpose of this course is to introduce concepts and theories related to globalization and culture. As organizations prepare for conducting business in the 21st century, their people need the ability to transverse organizational and country boundaries. Students prepare for their first international session by addressing culture and its dimensions from three levels: the family culture, the country culture and the organization's culture. Cross cultural interactions are anticipated and the challenges inherent in working in countries other than one's own are identified. Students are expected to reflect on their performance and learning in Intensive 2 as a contribution to their Point of View Portfolio, integrate those learnings into the cultural frameworks explored in this course, and mobilize for class and field assignments in Practicum 1.
MSOD 622. Organizational Culture and Consulting Skills (4 units)
This course in the MSOD program is designed to equip students to understand and apply impacts of culture on decision-making and long-term organization effectiveness. It also emphasizes the application of consulting skills to organization development. Some of the issues to be covered include adapting organization development strategies to the culture in which one is working, and the interrelationship among individual, organizational, and cultural values. We will explore, adapt, and apply concepts form organization culture.
MSOD 616. Practicum 1: OD Practitioner as Global Citizen and Strategist (4 units)
The skills and knowledge required for a global practitioner of change is the focus of this course. It extends the fundamental principles and skills of organization development by utilizing an unfamiliar cultural environment to leverage understanding of the “self as an instrument of change,” develop cross cultural skills and hone research skills. Basic principles of anthropology, sociology, political science, economics, and psychology are explored as foundational theories to organization development. Topics include culture of origin and cross-cultural awareness of attributes that align or create stress; artifacts and their underlying assumptions and values of culture; dynamics of conducting research in a non-native land. Working with local experts, students ascertain the merits of investment in primary industries in the region. Researching various functions and trends, such as environmental sustainability or virtual workforces, students determine their desirability as possible benchmarks for other countries or organizations to emulate. A focus on the student’s personal and professional growth to become strong leaders of change culminates in the creation of an individualized model of cultural entry useful to transverse across countries and disparate organization cultures to become a global citizen able to work in a broad array of work settings.
MSOD 617. Foundations of Large Systems (2 units)
The purpose of this course is to introduce concepts and theories related to Complexity and Large Systems. To achieve high performance, an organization's strategies, structures, and processes must be designed to support each other and to fit appropriately into its environmental context. The focus of this course is on the systemic, normative, and diagnostic considerations associated with designing an organization's strategic orientation. Building on the open systems perspective introduced earlier, this course extends the understanding of the relationships among organization environments, strategy, organization design, groups, technology, and culture and effectiveness. Students are expected to reflect on their performance and learning in Practicum 1 as a contribution to their point of view portfolio, integrate those learnings in the frameworks explored in this course, and mobilize for class and field assignments in Practicum 2.
MSOD 618. Practicum 2: International OD and Large Scale Systems Change (6 units)
Building on Small Systems Assessment and Change, this course continues the focus on international situations and builds the capacity to manage planned change accordingly. Recognizing that organizations exist in social, political, and economic environments that change rapidly and unpredictably, this course deals with planned change in an organization's strategy, organization design, and other large-scale and multi-organizational systems. Understanding that unpredictable and volatile environments can create significant impact on organizations this course places emphasis on the use of Complexity and Chaos theory as a means of navigating change in such environments. Assessment models, intervention theories, intervention design, survey and other data collection and analysis methods, planning of complex change, and political processes in complex systems are examined. Additionally, managing strategic reorientations, mergers and acquisitions, and technological change are considered. Finally large-scale interventions are explored including employee involvement, work design, organizational learning, trans-organizational development, and effective use of large group dialogue methodologies.
MSOD 619. Foundations of Collaboration (2 units)
The purpose of this course is to introduce concepts and theories related to collaborations and other forms of transorganization development. Continuing and expanding on the open systems and complexity perspectives developed earlier, collaborative systems describe the relationships, motivations, and drivers of effectiveness among organizations, governments, citizens, non-governmental organizations, and domains of interest. Students are expected to reflect on their performance and learning in Practicum 2 as a contribution to their point of view portfolio, integrate those learnings into the frameworks explored in this course, and mobilize for class and field assignments in Practicum 3.
MSOD 620. Practicum 3: Trans-organizational Systems (6 units)
A total systems approach to planned change is required to create optimal, lasting change. In this third project-oriented and international session, the course emphasizes the development of total system and network-oriented change strategies, the development and sustenance of alliance and trans-organizational collaborations, and the integration of intervention methods for structural, human systems, managerial, cultural, and technological changes. There is an explicit interest in applying organization development technologies to issues of social and environmental sustainability.