COURSE #	TITLE	DESCRIPTION
OMD 600	Online Learning, the Fielding Community, and OMD (noncredit)	An online seminar that takes place two weeks before you begin coursework at Fielding. Learn to use Fielding's software to navigate, post, and complete assignments. Meet your cohorts and faculty online and begin building community in preparation for beginning the first academic term. (Required)
OMD 601	Generating and Evaluating Organizational Practices	Designed to help students identify processes of generating and evaluating organizational change projects. Examines fundamental inquiry concepts, terminology, and methodologies necessary to both conduct and critically evaluate organizational practices and intervention projects in organizational settings. Introduces a variety of quantitative and qualitative methods. (Required)
OMD 602	Individual, Interpersonal, and Group Behavior in Organizations	Focuses on the impact of collaborative working teams in local and global organizations. Discusses elements of effective individual, interpersonal, and team functioning in a variety of organizational settings. Examines how work gets done in virtual or geographically dispersed teams, including the impact of Web technologies on group performance, potential, and learning. (Required)
OMD 603	Leadership and Organizational Theory	Provides an overview of leading models of organizational systems, including structure, processes, rules, behavior, roles, and function. Focuses on different theories of organizations and their relevance in today's high technology, global workplace. Considers chaos complexity theory and examines in different types of change. (Required)
OMD 604	Global and Intercultural Strategies and Skills	Examines trends in globalization, including virtual work teams, mergers and acquisitions, and the effect of emerging digital technology and its impact on global relations. Focuses on the importance of culture in organizations and its impact on organizational performance, and explores diversity. (Required)
OMD 610	Community Building (noncredit)	A one-day student-faculty community-building session that focuses on developing virtual and face-to-face relationships, the experience of community, and faculty-led exploration of selected topics. (Required)
OMD 611	Master's Project Preparation (noncredit)	A two-day experiential seminar that begins the development phase for your master's project. Each student is responsible for presenting a master's project idea to a small group of faculty and students. Students also demonstrate the ability to provide value-added support to his/her colleagues when discussing their proposed projects. (Required)
OMD 622	Performance Consulting	Focuses on linking human endeavor and envisioned results to achieve optimal business goals. Explores performance assessment elements and examines performance consulting as a change intervention aimed at creating a performance culture. Updates the concepts of performance management, measurement, and competency development.
OMD 623	Designing Effective and Sustainable Organizations	An overview of designing organizational structure, drawing on historical and emerging design perspectives and exploring alternative principles that reflect advances in our understanding of how things work. Examines human and technical systems interaction and organizational design ramifications, and considers the influence of the organization's goals, life cycle, culture, and environment on organizational design decisions.
OMD 641	Self-Organization and Complexity Theory	Applies the complexity theory (KT) to organizations and compares theory with case studies and personal experiences. Emphasizes alternatives to traditional command-and-control leadership methods. Encourages student sub-teams to select one or more KT concepts for in-depth analysis and systematically applies critical thinking to consider key questions regarding KT's impact on business.
OMD 642	Soul and Spirit in the Workplace	Examines the emerging concepts and value of soul and spirit in the workplace, focuses on meaningful work and its impact on work performance, and explores the alignment of personal and work life and job satisfaction. Identifies the different employee development designs and interventions used to promote soul and spirit in the workplace.
OMD 643	Resistance to Change	Examines change and the resistance to change in various organizational settings. Focuses on resistance, its signs and symptoms, and how to appreciate it as a catalyst and creative force. Examines the issues of power, politics, fear, and loss often associated with resistance to change, and emphasizes this resistance in the context of transitional and transformational change.
OMD 645	Self as Leader of Change	Focuses on enhancing your skills to influence and organize others to accomplish key organizational goals. Spotlights leadership principles, complexities, and challenges, as well as your strengths and develop needs. Course is designed for students who want to increase their knowledge and skills of self as a leader.
OMD 646	Strategies for Large-Scale Change	Explores the need for well-considered strategy to set the direction for any organizational change effort and focus decision making throughout the change process. Analyzes the complexities of large-scale systems change and the ramifications of the change strategy for leadership, structure, policies, processes, and the organization's culture. Explores the disparate views of, and methods for, large-scale change and the differences between large-scale and more limited change.
OMD 647	Strategy and Scenario Planning	Focuses on the emerging models of strategy and scenario planning and the learning that guides organizational action. Compares traditional strategic planning with recent models of strategic thinking that emphasize flexible and rapid response to anticipated events or multiple futures. Examines the process, strengths, and limitations of different planning and scenario development models.
OMD 648	Good Work, Meaningful Work	Explores "good work" from a human potential perspective, as opposed to meeting expectations of performance. Typical texts: (a) Gardner, Csikszentmihalyi & Damon (2001), describing the Harvard University Good Work Project; (b) Charles Savage (1974) on "work and meaning" (a phenomenological approach); and (c) Robert Lane (1991), who looks at the vast social and economic implications of redesigning workplaces to draw on the contributions that people are inherently motivated to provide in the first place.  Why "meaningful work" turns conventional economics on its head, as illustrated by the phenomena of wikinomics, the open source movement, and the growth of socially responsible business practices.
OMD 660	Introduction to Integral Theory	A basic introduction to the core concepts of Integral Theory, their relationships, and their potential applications across a range of specific disciplines (e.g., business, criminology, ecology). Students have opportunities to practice applying Integral Theory to aspects of their own personal and professional lives. Each of the five elements of the Integral Model (Quadrants, Levels, Lines, States, and Types) will be explored in detail.
OMD 661	Advanced Integral Theory	An in-depth exploration of the core concepts of Integral Theory and their interrelationships. The course also introduces more subtle aspects of the theory and provides opportunities for more in-depth applications. Students expand and refine their capacity to use a new lens for integrating material and information from a wide range of traditional disciplines/areas of study. Students also have opportunities to practice applying Integral Theory to aspects of their own disciplines/professions. Integral Methodological Pluralism and the relationship between epistemology, ontology, and methodology will be a particular emphasis.
OMD 670	Special Topics	Special elective course number to be used for a new course that may be designed and offered as appropriate in response to current interests, trends, and events. One-time courses may take advantage of a current issue or faculty opportunity, pilot a new course, or perhaps offer a one-time colloquium. Title and content will vary.
OMD 680	Individual Directed Studies	Special course offered to select students. Students have the opportunity to develop a more comprehensive perspective and understanding of a particular topic through an extended literature review, development of an overview, in-depth knowledge assignments, and an application assignment. May be taken in place of one elective; requires director and faculty approval.
OMD 690 & 691	Master's Project I and II	Over two trimesters, students complete and submit a master's project that (a) identifies one or more theoretically or practically significant questions, (b) critically reviews the literature and other resources, (c) integrates and builds on relevant models and practices, and (d) proposes an organizational change project that contributes to our knowledge about those questions. The course emphasizes rigor in the students' work in terms of theory, inquiry, reflection, and action. (Required)

Last Updated: 7/28/08