Module: Strategic Learning & Development, Organisational Development & Transformation

Module Specifications.

Current Academic Year 2024 - 2025

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Date posted: September 2024

Module Title	Strategic Learning & Development, Organisational Development & Transformation
Module Code	HR5015 (ITS) / MNA1058 (Banner)
Faculty	DCU Business School	School	DCU Business School
Module Co-ordinator	Claire Gubbins
Module Teachers	-
NFQ level	9	Credit Rating	10
Pre-requisite	Not Available
Co-requisite	Not Available
Compatibles	Not Available
Incompatibles	Not Available

None

Description

This module explores the strategic role of learning and development in organisations. It evaluates the link between strategic learning and development and individual, team and organisational performance. It reviews the theory and practice of strategic learning and development including the relevance of theories to practice and devising learning and development strategies to support organisational strategy. It explores the relationship between strategic learning and development and organisational development with a focus on organisational learning and knowledge management.

Learning Outcomes

1. To understand and evaluate various theoretical perspectives and conceptual frameworks on the role of strategic learning and development (L&D) in organisations
2. To identify the best available evidence on the contribution of strategic L&D to key individual, team and organisational performance metrics
3. To discuss the role of L&D professionals in the context of the connecting L&D and organisational strategy
4. To understand how to use evidence based L&D strategy and practice to influence organisational strategy
5. To explore specific L&D strategies in the context of their role in organisational effectiveness i.e. organisational development, knowledge management and organisational learning.
6. To be able to develop learning and development strategies
7. To be able to analyse the contextual factors within and outside an organisation that influence how an organisation positions, develops and future proofs its L&D strategy
8. To be able to diagnose and analyse issues in organisational development, knowledge management and organisational learning.
9. To be able to use evidence-based insights to make recommendations for organisational learning and development practices around organisational development, knowledge management and organisational learning.

*Type*	*Hours*	*Description*
Workload	Full-time hours per semester
Seminars	10	In person seminars
Seminars	20	Online synchronous classes
Independent Study	70	Assigned readings & lecture pre-work (discussion forums, questionnaires, case studies)
Fieldwork	20	Preparation, Recording & Presentation of Group Presentation Assignments
Assignment Completion	70	Individual Assignment Evidence Collation, Analysis & Reporting
Online activity	36	Asynchronous material (DCU content and other expert video content)
Online activity	24	Discussion Fora
Total Workload: 250

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Theory
- Theory and frameworks of strategic learning and development - Defining, distinguishing and integrating strategic L&D, OD and interventions.

Why Strategic L&D?: Best Available Evidence
The impact of strategic L&D on individual, team and organisational key performance metrics: The Best Available Evidence

Implementing L&D Strategy
- The Impact of Organisational Learning Culture & Climate on the effectiveness of L&D Strategy Implementation - The Role of L&D Professionals in connecting L&D Strategy and Organisational Strategy - Key Stakeholders in Implementing L&D Strategy

Learning & Development Interventions
- Organisational Development for Change & Transformation - Knowledge Management & & Knowledge Flow - Organisational Learning: From the Individual to the Collective to the Organisation

The Future
Developing Adaptive, Agile, Ambidextrous L&D Strategy

Organisational Application
- Devising L&D Strategy - Designing L&D interventions based on an evidence based strategic business case - Assessing the strategic impact of L&D interventions - A Case Example: Astrazenca

Assessment Breakdown
Continuous Assessment	100%	Examination Weight	0%

Type	Description	% of total	Assessment Date
Course Work Breakdown
Project	Individual project: Assessing the Evidence Based Impact of a Strategic L&D Question	70%	n/a
Group presentation	Devising L&D Strategy	30%	n/a

Reassessment Requirement Type
Resit arrangements are explained by the following categories: Resit category 1: A resit is available for both* components of the module. Resit category 2: No resit is available for a 100% continuous assessment module. Resit category 3: No resit is available for the continuous assessment component where there is a continuous assessment and examination element.
* ‘Both’ is used in the context of the module having a Continuous Assessment/Examination split; where the module is 100% continuous assessment, there will also be a resit of the assessment
This module is category 1

Indicative Reading List

Thomas Garavan, Carole Hogan, Amanda Cahir-O'Donnell, Claire Gubbins: 2020, Learning & Development in Organisations, OakTree Press., 1781194297
Thomas N. Garavan, Fergal O’Brien, James Duggan, Claire Gubbins, Yanqing Lai, Ronan Carbery, Sinead Heneghan, Ronnie Lannon, Maura Sheehan, Kirsteen Grant: 2021, Learning and Development Effectiveness in Organisations: An Integrated Systems-Informed Model of Effectiveness, Springer International Publishing,
Easterby-Smith, M. & Lyles, M.: 2005, The Blackwell handbook of organizational learning and knowledge management, Blackwell, Oxford,
Rocco, T.S., Poell, R.F., Roth, G.: 2015, The Routledge Companion to Human Resource Development, Thomson Learning, London,
Barends, E. & Rousseau, D.M.: 2018, Evidence-Based Management: How to Use Evidence to Make Organizational Decisions, Kogan Page,

Other Resources

None