The Ph.D. program in Organization Development (O.D.) is dedicated to better understanding the work of the O.D. professional within the context of global trends and emerging problems. It prepares management professionals with state-of-the-art education in the field. The coursework is designed for organization development professionals who perceive the management of change and the creation of high-performance organizations as central parts of their careers. It is designed as a full-time program (eight credits per quarter), integrated with and complementary to full-time work activities. Classes are generally held on weekends.
The first set of context courses concentrates on setting the tone and developing sensitivity to the role of organization development in terms of social responsibility in the national and global arenas. These courses review the nature of emerging problems and the role of organizations and organization development in responding to these problems. Heavy emphasis is placed on the philosophy of science and organization research and theory.
The second set of context courses places organization development within management and the strategic role of organization development. The second-year curriculum is devoted to the development of a core of organization development competencies and selected, advanced topics courses covering state-of-the-art interventions. Qualitative and quantitative research methods, as well as organizational theory and research coursework, comprise much of the second-year coursework.
The third year consists of continued advanced topics courses, including an international seminar and completion of the dissertation.
The Ph.D. Program in Organization Development (O.D.) prepares management professionals with state-of-the-art education in the field.The three-year program consists of a first year of context courses, a second year covering some core O.D. knowledge areas, and a third year consisting of advanced O.D. topics and the completion of a dissertation.
The Ph.D. program in O.D. at Benedictine University was one of the first graduate O.D. programs in the country. It is currently one of the largest behaviorally-oriented management programs I the nation and one of the top-rated graduate O.D. programs internationally. In the first 10 years, Ph.D. program students and faculty published and presented more than 400 articles, papers, presentations and seminars in O.D. academic and professional journals and at associations, including conferences in Europe, Australia, India, Denmark, Mexico, Norway and Ireland.
Built on more than 45 years of successful graduate-level O.D. education, this program is intended for persons with extensive experience and currently holding responsible positions either in organization development, management, or in a closely allied field such as human resource management.
Historically, the master’s level O.D. program at Benedictine University was one of the first graduate level O.D. programs in the country. It is one of the largest behaviorally-oriented management programs, and is one of the top-rated graduate O.D. programs internationally.
The mission of the Ph.D. program in Organization Development at Benedictine University is to provide degree candidates with broad-based knowledge of theory and research with the intent of applying this knowledge to practice. The program is designed, in cohort format, to furnish instruction and professional supervision to present and future O.D. practitioners/scholars for leadership roles as consultants (internal and external), senior level managers and scholars in a variety of settings.
The Ph.D. program is committed to providing its students with the most current information on the timeliest of O.D. topics, mirroring the trends and activities apparent in management today. As a result, specific topics and coursework in the curriculum may vary.
Coursework is designed for organization development professionals who perceive the management of change and the creation of high-performance organizations as a central part of their career. It is designed as a full-time program (approximately eight credit hours per quarter) to be integrated with and complementary to full-time work activities.
The first year of the curriculum is devoted to context courses, including Philosophy of Science and Organization Research and Theory. The introductory context courses are concentrated on setting the tone and developing sensitivity to the role of organization development in terms of its social responsibilities in the national and global arenas. The courses review the nature of emerging problems and the role of organizations and organization development in responding to these problems.
The intent of the second set of context courses is to place organization development within management and to understand its strategic role. The second-year curriculum is devoted to the development of O.D. knowledge and selected advanced topics courses covering state-of-the-art interventons. In the first and second years of the program there are qualifying examinations to achieve candidacy status in the Ph.D. Program.
The third year consists of completion of the dissertation. The third year also includes participation in an international seminar.
The program is designed to provide a forum for exposure to a wide range of contributors to the field and approaches to Organization Development. A core of permanent full-time Benedictine University faculty and Visiting Distinguished Scholars staff the program. Visiting Distinguished Scholars, noted for their contribution to the field, are teamed with regular faculty, particularly in advanced seminars.
As a Ph.D. program, research is central to the curriculum. Consequently, the dissertation is designed to be an integral part of the program. Students are encouraged to begin reviewing dissertation possibilities upon being accepted into the program and to continue to explore and develop their dissertation topic throughout their coursework. It is suggested that students select topics consistent with the major research themes of the program.
It is expected that research topics be selected during the first year as part of the initial research course. During the second year, it is expected that papers be presented at local or regional professional meetings as part of the learning and feedback process. In the final years of the program during completion of the dissertation, students are expected to present at national meetings and submit papers for publication.
The scheduling of classes (approximately 14 weekends per year) is designed to combine full-time study with continued full-time employment. Class sessions are held on designated weekends (Friday night, Saturday and Sunday) approximately every third weekend. The specific time period for completing the dissertations varies by topic and type of study. On average, cohort members are expected to complete their dissertation within a three-year period from the start of the program.
Tuition remains fixed for the first three years of the program. If the research phase continues beyond the candidate’s third year, degree candidates will be charged half tuition annually until the dissertation is successfully defended. Tuition does not terminate until the degree is completed. Tuition is due at the beginning of each academic year.
The program is designed to provide a forum for exposure to a wide range of contributors to the field and approaches to organization development. The program is staffed by full-time Benedictine University faculty members, complemented by a core of adjunct faculty and invited scholars. Invited, distinguished scholars, noted for their contribution to the field, are teamed with faculty when appropriate, particularly in advanced seminars.
The O.D. program is designed to provide broad-based theory and research with the intent of creating scholar-practitioners capable of extending the knowledge horizons of the field. Individuals who successfully complete the program will consistently demonstrate professional competence and excellence through:
While the program is a three-year initiative, the dissertation is designed to be integrated throughout all years of study. Students are encouraged to begin reviewing dissertation possibilities upon being accepted into the program and to continue to explore and develop dissertation topics throughout their coursework. Students are encouraged to select topics consistent with the major research themes within the program. It is expected that research topics be selected during the first year as part of the initial research course. During the second year, it would be expected that papers be presented at local or regional professional meetings as part of the learning and feedback process. In the final year of the program, during completion of the dissertation, students would be expected to present their work at national meetings and submit papers for publication.
PHDOD 731: Environmental Trends - Global (4) This course reviews major global environ mental trends including economic, demographic, political, legislative as well as other global trends influencing organizational effectiveness. The course focuses on the identification of major global problems and the role of organization development.
PHDOD 732: Environmental Trends - Evolution (4) This course reviews current major environmental trends including economic, population demographic, political, and organizational as well as other work environment factors shaping the current and projected future. The course focuses on the role and potential contribution of the field and practice of organization development.
PHDOD 734: Organization Strategy (4) This course integrates O.D. into the concept of organizational strategy. The focus on the role of O.D. in the development and implementation of organization strategy. The course reviews traditional management strategy concepts and approaches along with O.D. approaches including Integrated Strategic Management (ISM), Open Systems, Planning and Transorganizational Development.
PHDOD 735: Philosophy of Science (6) This course is devoted to understanding the construction, development, and refinement of knowledge in the social organizational sciences. It seeks to help students strengthen conceptual skills in advancing knowledge in the social sciences, to navigate through the process of structured inquiry, to understand the different goals of scientific inquiry (understanding, explanation, generativity, and prediction).
PHDOD 736: Org Research and Theory (6) This Organization Theory (OT) seminar is a doctoral level introduction to some key perspectives (both traditional and contemporary) in organization theory and research. Organization Theory is closely intertwined with Organization Development in the sense that it provides the theoretical fodder for the practice of change. The aim of the course is to examine a number of perspectives in OT, consider the strengths and weaknesses of each, and to look at the comparative ability of these models to explain a variety of organizational phenomena and examine their implications for practice.
PHDOD 791: Lecture Series Seminar (2) This series brings to campus top national academicians and consultants to address state-of-the-art issues in Organizational Behavior, Organization development and Human Resources Management.
PHDOD 812: Qualitative Methods (4) This course explores the philosophical roots of qualitative research such as phenomenology, hermeneutics, deconstructionism and postmodernism. Emphasizes grounded theory, participant observation and case study.
PHDOD 813: Quantitative Methods (4) This course emphasizes the understanding of the connection between research design, measurement, data reduction and analysis. Focuses on the evolution of a quantitative study from research questions, hypotheses and conceptual understanding top variable operationalization, data collection, data reduction and the resulting data files used in statistical analysis.
PHDOD 880: Group Process (4) This course uses group experience to help students become more aware of how their actions affect and are affected by others. Studies major concepts in group and interpersonal relations, including perceptions, leadership, trust, and power dynamics.
PHDOD 881: Organizational Change & Design (4) This course focuses on organization change, with a particular emphasis on social constructionism and the emerging area of positive approaches to change. Revisits the social constructionist paradigm and compares/contrasts it with the social cognitivist view. Reviews practical implications for organization change of both the
PHDOD 884: Organization Consultation (4) This course is an overview of organizational consultation tools and methods. Emphasizes assessment, diagnosis, style, techniques, strategies, approaches, knowledge base and power.
PHDOD 891: Advanced Topics (4) Advanced Topics Seminar: These seminars are advanced courses which faculty offers independently or in collaboration with a visiting scholar depending on contemporary research/theory interests. Content topics and convening faculty may change from cohort to cohort. These advanced seminar topics may involve new theoretical frameworks, methodological innovations, and/or intervention activities. Previous seminars have included topics such as International Organization Development and Advanced Socio-Technical Systems Theory.
PETER F. SORENSEN, Jr., Ph.D.
Peter F. Sorensen, Jr., Ph.D., is professor and director of the Ph.D. program in Organization Development (O.D.) and the M.S. program in Management and Organizational Behavior at Benedictine University. He was instrumental in developing one of the first master's-level programs in O.D. in 1967, and one of the first Ph.D. programs in O.D. in 1996.
He has authored more than 300 articles, papers and books, including a number of best paper selections. His work has appeared in the Academy of Management Journal, Group and Organization Studies, Leadership and Organization Development Journal, Journal of Management Studies, and Organization and Administrative Sciences, among others. In 1996, he was guest editor of a double issue of the OD Practitioner on Appreciate Inquiry. He was the invited guest editor for the first New Millennium issues for both the OD Journal and the OD Practitioner. Sorensen's recent publications are "Appreciative Inquiry" (with Cooperrider et al, 2005), "Managers Learning in Action" (with Coghlan, et al, 2004), "Perspectives on Organization Behavior and Global and International OD" with Cooperrider, Head, Mathys and Preston. He has worked with more than 100 organizations including the U.S. Food and Drug Agency, U.S. Steel, DuPage County Health Department, Commonwealth Edison, and CNA.
He has been chair of the Organization Development and Change Division of the Academy of Management, and serves on the editorial boards for the OD Journal, the OD Practitioner, CCASTD's Training Today, and is a board member of the Revue Sciences de Gestion (French), and the Journal of Leadership and Organizational Studies. He was an invited, distinguished scholar to the first Academy of Management Conference on Global Change. In 1993, he received the "Outstanding OD Consultant of the Year Award" from the OD Institute. He earned a Ph.D. in Management from the Stuart School of Management, Illinois Institute of Technology.
THERESE F. YAEGER, Ph.D.
Therese Yaeger, Ph.D., is the associate director of the Ph.D, in Organization Development (O.D.) program at Benedictine University, where she also teaches O.D. and Management and Organizational Behavior courses to various audiences in academic and corporate settings. She was instrumental in developing the Benedictine University Distance Learning Execuitve Program for the U.S. Postal Service, and Off-Site Executive Development Programs for some of the lartgtest Chicago-area corporations including John Deere, Motorola and McDonald's Corporation. She is also a Registered O.D. Consultant through the O.D. Institute.
Yaeger has more than 20 years of management experience, particularly in start-up operations and small business management. She has authored more than 50 papers and articles including three books on Appreciative Inquiry, Global and International Organization Development with Sorensen, Head and Cooperrider (2004), and a fourth: the 12th edition of "Organization Behavior and Change: Managing Human Resources for Organizational Effectiveness" (2002). She is an editorial associate of the OD Journal, and Chicago's ASTD Training Today, has been a guest editor of the OD Practitioner, as well as guest editor of the OD Journal, and has been an editorial board member of Journal of Management Inquiry, Revue Sciences de Gestion/Management Sciences (France), Career Development International, and OD Network's Seasonings.
She frequently presents at national and international conferences such as the Academy of Management, the O.D. Institute, and the American Psychological Association, is the recipient of awards such as the Best Paper Presentation at the O.D. Institute's Annual Conference 2001, and a team member of three Outstanding ODI Project Awards. Since 1999, she has been the co-chair of the Organization Development Track for the Midwest Academy of Management. She is an active member of the Academy of Management, Midwest Academy of Management, the O.D. Network, O.D. Institute, and the American Society for Training and Development. Her research interests include international organization development, organizational change and appreciative inquiry.
Yaeger was elected board member of the Midwest Academy of Management in 2002, and is a past executive board member of the Management Consulting Division of the National Academy of Management.
RAMKRISHNAN V. TENKASI, Ph.D.
Ramkrishnan (Ram) V. Tenkasi (Ph.D., Organizational Behavior, Case Western Reserve University) is currently a professor with the Ph.D. program in Organization Development at Benedictine University. He started his academic career as an assistant professor with the Marshall School of Business, University of Southern California, Los Angeles in 1993 and joined Benedictine University in 1998 as an associate professor. His research and practice interests are in the areas of organizational knowledge, learning and change and their mediation/moderation by organizational design choices including the role of information technologies in facilitating/inhibiting these processes in organizations. He approaches the study of these issues from both interpretive and positivist frameworks usually combining these traditions to draw on their unique strengths.
Multiple grants from federal agencies such as the National Science Foundation and Department of Defense, and several corporations such as Motorola, Hewlett-Packard, Lucent Technologies, Texas Instruments, Allied Signal, Merck, Pfizer, Pratt and Whitney, and Procter and Gamble have funded Tenkasi's research in the above areas. He serves on the editorial board of the Journal of Organizational Change Management and has been a program review panel member for the National Science Foundation and the National Institutes of Health, and is currently part of a core team brought together by the National Cancer Institute to assist in the identification of effective implementation systems for tobacco control in the United States. Tenkasi is also the Division/Program Chair-Elect for the Organization Development and Change Division of the National Academy of Management. His more than 50 articles and book chapters appear (or are scheduled to appear) in both academic and practitioner outlets such as Organization Science, Journal of Applied Behavioral Sciences, Journal of Engineering and Technology Management, International Journal of Technology Management, Journal of Organizational Change Management, Employee Relations, Acquisition Review Quarterly, Research in Organization Change and Development, Advances in the Interdisciplinary Study of Work Teams, and the OD Journal. He is also a reviewer for several leading journals of the field such as the Academy of Management Review, Administrative Science Quarterly, Organization Science, Information Systems Research, Organization Studies, Human Relations, Journal of Organizational Behavior, Sloan Management Review, and Journal of Organizational Change Management.
JAMES LUDEMA, Ph.D.
James D. Ludema, Ph.D., Organizational Behavior, Case Western Reserve University) is a professor in the Ph.D. program in Organization Development at Benedictine University. Previously, he was senior lecturer and executive director of the Social Innovations in Global Management Program at the Weatherhead School of Management, Case Western Reserve University.
Ludema is the author of more than 20 articles, book chapters and books, including best paper selections. His work has appeared in Human Relations, Journal of Applied Behavioral Science, Research in Organizational Change and Development, Handbook of Action Research, Advances in Appreciative Inquiry, and Organization Development Journal, among others. His most recent book is "The Appreciative Inquiry Summit: A Practitioner's Guide for Leading Large Group Change" with Diana Whitney, Bernard J. Mohr, and Thomas J. Griffin (Berrett-Koehler, 2003).
His research focuses on appreciative inquiry, organization change and design, positive organizational scholarship, business as an agent of world benefit, and whole system methodologies for strategic change. His work has been funded by various agencies including the National Science Foundation. Ludema is an active member of the Academy of Management and sits on the editorial board of the Action Research Journal. He was an invited distinguished scholar to the first conference on Positive Organizational Scholarship at the University of Michigan (2001) and the first conference on Business as an Agent of World Benefit at Case Western Reserve University (2003).
Ludema is an internationally-recognized organizational consultant and a principal in the Corporation for Positive Change, a global firm that includes the world's leading thinkers and practitioners of Appreciative Inquiry (AI). For more than a decade, has been an innovator and thought leader in the field of Appreciative Inquiry, teaching it in the doctoral program at Benedictine University, offering public workshops and keynote addresses, and serving as a lead organizer of the First (2001) and Second (2004) International Conference on AI.
His practice focuses on the use of Appreciative Inquiry for large-scale corporate change initiatives, including strategy development, leadership development, core business redesign, culture change, customer service, and mergers and acquisitions. He has worked in North America, Europe, Asia, Africa and Latin America with organizations in the corporate, non-profit and government sectors, including Merck, BP, McDonald's, John Deere, Ameritech, US Cellular, Northern Telecom, Square D Company, Essef Corporation, Bell and Howell, Kaiser Permanente, World Vision, the City of Minneapolis, and many local and international non-governmental organizations (NGOs).
The Ph.D. Office receives many inquiries about the program and uses the following criteria to admit students. Program selection criteria include: