Time Schedule:
Kellee M Franklin
PB AF 509
Seattle Campus
Emphasizes the role of the program manager rather than that of the personnel officer. Managing people within a variety of programmatic, bureaucratic, and political settings. Case studies form basis of class discussion, assignments.
Class description
This course serves as an introduction to the conditions that support positive human growth and development in public and nonprofit organizations. Specifically, this course has been designed to help students gain a thorough understanding of the basic issues that affect behavior and how to foster a work environment that maximizes human potential. Students will examine different ways to assess organizational challenges – and, explore a number of strategies to address performance obstacles. The course will leverage case studies, exercises, and simulations to enhance the learning about human behavior – and, students will be asked to continually examine their own assumptions, beliefs, and values that may influence their management/leadership style.
Student learning goals
Discuss the evolution of organizational systems and explain how the management/leadership of public organizations has changed to meet the needs of a knowledge workforce
Apply personal preference instruments, and integrate reflection into daily practices, to better understand and manage underlying assumptions, values, and beliefs that drive behaviors
Explain the importance of understanding motivation and intellectual diversity in human performance
Describe ways to foster an organizational climate that honors the whole-person and promotes a higher standard of leadership through engagement, empowerment, and internal commitment
Design strategies to assess and address individual/organizational performance needs
Discuss thoughtful decision-making and effective communication as essential leadership competencies Explain the challenges with organizational change and describe methods to facilitate a positive change process
General method of instruction
This objective of this course is to learn about and understand human behavior in the workplace – therefore, the class has been designed to be highly interactive, participatory, and conducted in a safe learning environment that encourages all students to be active in the exchange of ideas. Students will dialogue with one another in small groups and large class discussions around the course readings, assignments, and in-class activites/exercises. Students will also be expected to examine their own assumptions, beliefs, and values throughout the course. This „reflection on self‟ will require the ability for students to spend quality time with their own thoughts, feelings, and emotions. Chris Arygris, known as the father of organizational learning, has been quoted as saying, “He cannot understand himself without understanding others, and he cannot understand others without understanding himself.” The Model for Organization Effectiveness (Copyright © 2008 by Franklin) underscores the importance of self-awareness as a means to leading and developing more effective organizations – and, this model will serve as a framework for this course. It should be noted, however, that this model is not all inclusive of topics covered in this course. There are other aspects of leading and guiding for human development that will be addressed throughout the quarter.
Recommended preparation
Class assignments and grading
In-Class Reflection Leadership Practices Journal Final Reflection Participation
