M ASTER IN B USINESS A DMINISTRATION

C O U R S E S Y L L A B U S

Strategic Human Resource Management and

Organization Development (SHROD)

Faculty:
Prof. Gloria de Guzman
Prof. Ma. Elena Herrera
Prof. Juan Kanapi

I. Objectives

A. Awareness of concerns in ensuring

1. Alignment between business and human resource management strategies

2. Continuing organizational health and renewal.

A. Skills in

3. Aligning HR strategies with business strategies;

4. Talent management;
5. Job and organization design;
6. Performance management;
7. Designing development programs;
8. Succession planning and career development;
9. Strategic reward Systems;
10. Labor-management relations;
11. Diagnosing organizations
12. Identifying appropriate behavioral interventions

B. Attitudes

1. Sustainable business competitiveness requires strategic management of

human resources.
2. HR programs must always consider the strategies and desired direction of
the business enterprise.
3. Stakeholder ownership is critical in the effective implementation of HR
programs.
II. Schedule of Topics

Session / Date Topic and Materials

1 July 11 The Emerging Roles of HR

Monday Read: A New Mandate for Human Resources, by Dave Ulrich,
HBR, January – February 1998

2 July 12 Aligning HR to the Business

Tuesday Read: Aligning Business and HR Strategies, by Linda Holbeche
Organizational Alignment: The 7S Model
Having Trouble with your Strategy? Then Map It
Case: Apple Computer (A)
Handout: Becton Dickinson (A)

3 July18 Developing a Competency Model

Monday Read: The Core Competence of the Corporation
Definition of a Competency
` Designing Competency Studies

4 July 19 Case: Human Resources at Hewlett Packard (A)

Tuesday

5 July 25 Organization Analysis and Job Design

Monday Read: Designing Dynamic Organizations
The Building Blocks of Organization
Principles of Design
Job Design and Employee Selection

6 July 26 Case: Intuit, Inc.: Transforming an Entrepreneurial Company into

Tuesday a Collaborative Organization

7 August 15 Talent Management: Some Considerations

Monday Read: The War for Talent, by Michaels, Handfield-Jones, and
xelrod, Chapter 1
The Talent Myth, by Malcolm Gladwell

8 August 16 Recruitment and Selection

Tuesday Cases: Microsoft: Competing on Talent

9 August 22 Training and Development

Monday Case: Trilogy University
S. G. Cowen: New Recruits
 10 August 23 Case: ASIMCO
Tuesday

11 August 25 Performance Management

Thursday Cases: 360-Degree Performance Appraisal at Morgan Stanley
Rob Parsons (A) & (B)
Read: Performance Management Systems

12 August 29 Strategic Reward System

Monday Case: EUROCAP Bank: Bonuses Driving Performance or Driving
Discontent?
Read: Rewards and Compensation Systems
Six Dangerous Myths About Pay
Why Incentive Plans Cannot Work

13 August 30 Case: Massachusetts Financial Services

Tuesday

14 September 1 Employee Relations

Thursday

15 September 5 Organization Culture and Change

Monday

16 September 6 Organization Culture Diagnosis

Tuesday

17 Sept 12 Structuring the HR Function

Monday Cases: Apple Computer (B)
Becton Dickinson (B)

18 Sept 13 Managing Organization Culture Change

Tuesday

19 Sept 19 Stabilizing Organization Culture

Monday

20 Sept 20 Evaluating Organization Culture Change

III. Learning Evaluation

A. Group Project (60%)

1. Quality of paper (40%)

2. Evaluation by Learning Group co-members in terms of quantity and
quality of contributions to the project (20%)

B. Class participation (40%)

1. Group paper on Apple Computer case.

2. Group report on exercises to be assigned.
3. Individual class participation.

1. Group Project: LG Case

The purpose of the Group Project is to give students a chance to apply what they have
learned from SHROD on the concrete realities of a specific business organization.
You will do this as a team of no more than 3 people.

The paper should cover the following areas:

1. Brief description of the company’s business strategy(ies) or

corporate objectives;
2. Description of the desired human organization that will ensure the
delivery of the business strategy(ies) or achieve corporate objectives. You
can use the 7 S or Balance Scorecard frameworks, or a combination of the 2
frameworks in doing this;
3. Analysis of the existing organization and identification of gaps
between # 2 and 3;
4. Recommendations on HR strategies, policies, programs and
practices that will create the desired human organization. Note that all the
topics we will be exploring in class are directed towards creating a human
organization that will support the business strategies and goals of business
organizations.

By August 23, we would have explored the following:

• Linking HR strategies with business strategies;

• Defining strategic competencies;
• Job design;
• Strategic recruitment
• Performance management
• Strategic reward system
OPTIONAL: Students can opt to submit first draft on August 26. This would
contain the team’s initial thoughts on what it will recommend and why. Comments
will be given without grades. However, members of each team will be asked to
evaluate each other’s contributions to the effort towards making the final paper.

By September 20, the following additional topics would have been explored:

• Training and development

• Succession planning
• Labor-management relations
• Culture building
• Structuring the HR function for competitiveness

REQUIRED: Submission of your final report is on September 23, 2005. Members

of each team will be asked to evaluate each other’s contribution to the final output.