Graduate Certificate in Transformational Change and Organization Development
The graduate certificate in Transformational Change and Organization Development will develop professional competencies in leading transformational, strategic change in organizations. Students will build skills to partner with executive management to identify issues and drive improvement to support organizational goals. This program will enhance students’ capability in designing and implementing complex and systems-wide projects by applying a variety of change methodologies and solutions. Students will be able to develop a clear case for change and clarify desired outcomes, accurate scope, strategies, activities, and decision-making roles.
Part-time graduate certificate program
- Evening courses designed for working professionals
- Complete at your own pace taking one or more courses per term
Graduate Certificate in Transformational Change and Organization Development
The Graduate Certificate in Transformational Change and Organization Development provides:
- A program developed in partnership with industry experts and employers
- High demand set of consultancy skills, working knowledge of leading strategic change and development of effective organizations
- Option to apply all graduate certificate courses/credits to complete the St. Thomas Flex MBA degree programs
Curriculum and Course Descriptions
15-16.5 credits total
Prerequisite Course* (3 credits)
Leadership is about insight, initiative, influence and impact. You will explore principled leadership in this class, gaining a framework and skillset for developing your ability to make meaningful impact within dynamic and complicated organizations. Leading self and others incorporates insight into individual strengths and diversity, interpersonal and team dynamics, taking initiative and having influence both with and without formal authority, and examining the larger impact on organizational systems and the common good. This core MBA course, taken in the first year of the program, is designed to help you discern that leading is challenging and critical for success in both your career and the MBA program.
*Current St. Thomas MBA students will take MGMT 603 or 600 as part of their MBA curriculum.
Required Courses (7.5 credits)
Change in organizations has become pervasive. This course will examine how change occurs in organizations so students can better understand the process and develop a framework for understanding and managing change more effectively. The course will look at major world and societal changes that contribute to the amount and pace of change in business organizations, review the major theories that try to explain change, and explore diagnostic tools and actions needed for facilitation and implementation of change. Students will also be challenged to become more successful managers by recognizing their personal capacities to direct and experience organizational change while dealing with competing demands on their energy, time and attention.
Organization Development (OD) models, principles, and techniques provide a strong foundation for successful organizational change. OD interventions can positively impact individual and team performance, changes to organizational structure and culture, leader effectiveness, and technology integration. This course is designed to give students experience in applying a variety of OD approaches to real-world business problems and opportunities and to their own organizational experiences. Equipped with knowledge of current and evolving practices in organization development, students will experience first-hand how to effectively build diagnostic models based on sound data gathering and analysis, and design a variety of intervention strategies and activities that result in successful and sustainable outcomes at the individual, group, and organizational levels.
Helping organizations address the problems and opportunities they face in meeting their mission, strategies, and goals requires strong consulting and business partnering skills. This course is designed to provide an overview of the consulting role (both internal and external) with an emphasis on organization consulting issues. Students will explore how to integrate their own perspectives with the experience of the client system, while effectively managing the consulting process during the important phases of a project, including: contracting, overcoming resistance, data gathering, analysis and diagnosis, reporting results, implementation, and building engagement. The course will focus on the importance of ethical practice, building strong helping relationships, holding difficult conversations, mitigating risk, and understanding the notion of using the “self as an instrument of change,” while providing solutions through the consulting and partnering process.
Elective Courses (1.5 - 3 credits)
Businesses increasingly use teams to get work done at all levels of the organization, but often teams are not managed effectively. This course examines when teams are the right choice (and when they are not), how to be an effective team member and leader, and how to diagnose and solve common team problems. You will also examine how teams operate under special circumstances, e.g., cross-functional, temporary, global, and distributed (or virtual).
Talented employees are one of an organization’s greatest resources for achieving its current goals as well as transforming to meet future challenges. This course reviews the issues and practices of developing employees. Specifically, the course will cover the areas of: identifying talented employees, determining an employee’s goals, planning the movement of individuals within the organization, creating formal and informal opportunities for employees to develop, determining approaches to retain employees (e.g. rewards), as well as engaging, motivating, and retaining all employees including high talent individuals.
Competitive Strategy is designed to help you learn about the nature of business and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help you gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, nonprofits and not-for-profits.
To be effective and just, leaders need to understand the diverse peoples who comprise their organizations and markets, and practice inclusion at self, interpersonal, team, and organizational levels. Culturally competent leadership rests on foundational knowledge, skills, and mindsets applied in both domestic and global contexts. This course introduces a range of perspectives (legal, ethical, structural, political, symbolic, historical, social, relational), exploring topics such as dimensions and categories of human diversity and of cultures; social identity and perception; attribution, bias, stigma, and harassment in organizations; cross-cultural communication and conflict; power, privilege, and oppression; domestic and world workforce and market demography.
This course provides additional depth and tools for analyzing and improving business processes and creating lean production systems to supplement the survey information provided in the operations management classes. It will focus on three primary areas: analyzing processes, developing strategies needed to create a lean agile organization, and introducing the tools needed to implement those strategies. Students will learn to analyze and measure processes, recognize the main tools of lean systems, and then how to apply those tools in both classroom and real life situations in order to reduce waste and maximize the capacity of the production system. Both service and manufacturing production systems will be studied. By the end of the course, students will be able to analyze and measure an existing production system, understand what strategies to follow that will create a lean, agile organization, determine which lean tools are needed to transform the system and how to implement those tools, and how to measure and sustain the improvement. Prerequisite: OPMT 610 or OPMT 625
Professional Effectiveness Courses (3 credits)
This course provides a selected survey of theory and research on social influence and persuasion, drawing primarily from work in the social sciences. It is designed to build a conceptual foundation for students to develop their own skills and techniques for increasing message persuasiveness, instigating behavioral and attitude change, and protecting oneself from unwanted persuasion. Topics covered have broad applicability both within and outside business contexts but relate particularly to issues in marketing, sales, and management. Class will utilize a variety of approaches including lecture, case analysis, and both instructor- and student-led discussion.
This course will discuss the fundamental basis for scheduling and project scope difficulties, and provide tools for creating practical solutions. We will become more aware of why we encounter similar pitfalls with each new project. Discover that you are not alone in encountering a chaotic project life-cycle, the complexity people bring, and the reasons why our organizations are continuing to become more chaotic. This course will examine the new phase development of project management. We will use numerous disciplines to create a more dynamic and flexible project management methodology. These disciplines include Industrial Behavior, Psychology, Human Behavior, Chaos and Complexity, Organizational Behavior, and Systems Theory to name a few. As project managers, we face impossible schedules, unrealistic specifications, and limited budgets. As leaders we face personnel issues, motivation requirements and organizational issues. This course will provide insight and practical examples of the areas of knowledge needed to practice effective project management in today's dynamic work environment.
Our business culture demands concise and meaningful communications that can both inform and influence decision makers. This course serves as an introduction to principles that effectively link storytelling and successful business outcomes using a variety of communication channels and skills. You will explore the meaning of information and its effect on organizational strategy and culture; be able to build a structured thinking process or informational dashboard to tell a compelling story; and gain confidence in understanding and using information to influence outcomes.
The two core purposes for the course are to: (1) learn the principles of presenting information that makes an emotional connection to the listener framed by organization strategy and culture; and (2) refine your storytelling capabilities.
This course explores the major concepts of negotiation inherent in any business or personal situation. The focus will be on interpersonal and inter-group conflict and its resolution. Through the analysis of bargaining and conflict situations, students will be able to learn their own individual "negotiating styles." Some of the major elements of the course include distributive (win-lose) negotiations, integrative (win-win) negotiations, the use of power in negotiations and negotiation ethics. Negotiation cases will be used extensively in the course to allow students to improve their negotiation skills through "hands on" scenarios. Beginning with relatively simple one-on-one negotiations, the course will progress to complex, multi-party negotiations where class members will assume different roles.