*Syllabus*
Public Management and Leadership
Professor
Kenneth Apfel
Spring 2007
Course Number: PUAF711
Section Number: 0201
Classroom: Rm. 1107 Van Munching
Class Time: Tuesday 9:15-11:45
Office: Rm. 2202K Van Munching
Office Hours: Tuesday,
Office Telephone: (301) 314-2485
E-mail: kapfel@umd.edu
Course Description:
The purpose of this course is to help equip students with knowledge
of management and leadership concepts essential to performing successfully and
responsibly in public organizations. We
will begin with discussion on the nature of public administration and move to
organization theory, organizational structure, and administrative reform and
decision-making mechanisms. We will also examine the “people” side of
government organizations as well as management and leadership roles within
organizations. Many case studies are examined in depth to provide real life
context for the course content.
The course is designed to go beyond
a conceptual framework of public management and leadership by helping students
develop the knowledge, insights and skills necessary to manage and to lead public
organizations. Students will work in small group settings on a number of management
skill-building exercises, such as “supportive communication” and “managing
conflict”.
The course requires extensive
reading and class preparation as well as a very high level of participation in
class. Student assessment will be based on class participation, short written
assignments, one 20-page paper and oral presentations. There will be no final
examination. Individuals and small teams of students will make presentations in
class on a variety of management topics.
The following text is
required for the course: The Politics of the Administrative Process by Kettl, Donald and Fesler, James, 2005 (Third
Edition), CQ Press. This book is referred to as K&F in the syllabus.
All of the other readings for the course will be available on blackboard. In addition, sections from the following texts referenced in the syllabus will be on blackboard:
(W&C) Whetten, David A. and Kim S. Cameron. 2005.
Developing Management Skills (Sixth Edition).
(S&H) Shafritz, Jay M. and Albert C. Hyde.
1997. Classics of Public Administration (Fourth Edition).
(M&G) Milakovich & Gordon.
2004 Public Administration in
Student
Responsibilities and Assessment
My assessment will be based on class
participation, short and long written assignments and oral presentations. I
will be using the +/- grade system. After
a few weeks, the class will decide on the relative importance of the various
assignments for the purposes of grading (see next page).
One-page memos: Individuals will develop short memos on management and leadership topics.
The purpose of the memos is to sharpen both writing and management skills. Memos
will analyze management concepts or problems as well as simulate real life
situations in organizations.
Class participation: Overall class participation will be part of
the assessment. Students must prepare for class and actively participate during
class. Class participation is a key to success in the course.
Team exercises: The class will be divided into several teams to lead class discussions on
various topics. One team assignment will be to lead a class discussion on a
case study. Each team that leads a
discussion of a case study will also submit a two page written case analysis. Another
team assignment will be to lead a discussion on a management skill building
exercise. Team members will be graded on the content of the presentation and
the degree of class involvement in the topic.
Administrative agency study: In lieu of a final examination, each student will write a 20-page field study of a federal, state or local agency, bureau or a non-profit organization. Students will make short oral presentations on their analysis at the end of the semester. A one-page description of the topic of the administrative agency study is to be provided by students and approved by me half way through the semester. The final paper (hard copy) is due during finals week.
*Agency and case studies to be assessed half for oral presentation and half for written presentation.
Policy on Scholastic
Dishonesty: The
Class Schedule and
Assignments
1): January 30: Overview
of Course
General introductions, overview of course and discussion of syllabus and grading. Identification of core team assignments. Discussion of the materials on blackboard, including Behn’s “Manager’s Choice” dilemma. Distribution of Myers-Briggs survey.
·
Materials on blackboard.
Please read before classes start
2)
: February 6: The Nature of Public
Administration
Overview of the field of public administration, including the historical development of the field. Discussion of similarities and differences of public, private and non-profit organizations. Hand in Myers-Briggs survey.
· Frederickson: “Toward a New Public Administration” (optional)
Class discussion on Myers-Briggs and on the importance of developing solid management and leadership skills. Team presentation on supportive communication.
· W&C: “The Critical Role of Management Skills” pp 1-11
· Drucker: “Managing Oneself”, Harvard Business Review, March 1999.
· Myers-Briggs: Gifts Differing, pp 1-15 and pp 83-116 (don’t read the second section until after the class session)
· Keirsey: “Leading and Intelligence” pp 286-331, Please Understand Me (optional - only read after class)
· W&C: “The Importance of Effective Communication” pp 212-236 (skim)
· Nichols: “Listening to People”. Harvard Business Review on Effective Communications, 1999 (optional)
· McCaskey: “The Hidden Messages Managers Send.” Harvard Business Review on Effective Communication, 1999 (optional)
Alternative theories on
public organizations. Team presentation on Managing Conflict.
· K&F: Chapter 3 and quick skim of Chapter 5
· Henry: “The Threads of Organizations: Theories”, pp 58-78, Public Administration and Public Affairs, 2004 (optional)
· McCaskey: see week #3 above, only pp. 127-35 (optional)
· Gulick: “Notes on the Theory of Organization” S&H, pp 81-89, (skim)
· Simon: “The Proverbs of Administration” S&H, pp 127-135, (optional)
· Weber: “Bureaucracy” pp 54-63, Public Administration, 2002 (optional)
· W&C: “Interpersonal Conflict Management” pp 345-373 (skim)
· Schmidt: “Management of Differences”. Harvard Business Review on Negotiation and Conflict Resolution. 2000 (optional)
Discussion on organizational
problems in administrative agencies, with a focus on the new Department of
Homeland Security. Discussion of case study of State Department of Social
Services. Team presentation on motivation.
·
K&F:
Chapter 6.
·
M&G: pp 90-93
·
Homeland Security reading packet
·
Electronic
Hallway Case Study—Preventing Child Abuse: The Challenge for the Department of
Social Services, Part A
· W&C: “Increasing Motivation and Performance” pp 299-325 (skim)
· Herzberg: “One More Time: How do You Motivate Employees?” Harvard Business Review on Motivating People, 2003 (optional)
· Nicholson: “How to Motivate Your Problem People” Harvard Business Review on Motivating People. 2003 (optional)
Discussion on the challenges surrounding
administrative reform efforts, with particular focus on Bush management reforms.
Team presentation on case study of the Washington State Workers Compensation
Administration. One page memo due on
“Busted DMV”.
7) March 13: Contracting
Out, Privatization, Outsourcing, Networks
Discussion on the implications of
privatization and contracting out. Case study on organizing competition in
8) March 27: Human
Resources Management
Overall structure of the
civil service system and senior level positions. Discussion on the future
workforce challenges facing the government workforce. One page memo (due close of business the
Sunday before class!) on disability issues in the
public workplace. Memo to be sent to kapfel@umd.edu
9) April 3: Decision Making,
Discussion on decision making mechanisms, including budgeting. Discussion of the “Challenger” disaster. Is implementation harder than decision-making?
Team presentation on case study of USDA Civil Rights Reform.
10) April 10: Performance Management and Information Management
Performance measurement, managing for results, information management,
E-government—all aimed at strengthening information, assuring greater
accountability and getting better outcomes. One page memo due on assessing a
federal agency using materials from the Federal Government Performance Project.
11) April 17:
Administration in a Democracy; Ethics and Administrative Morality
The bureaucracy’s relationship with the larger political system—the
legislature and the courts. Team presentation of case study on the Oregon
Benchmarks Program. Bureaucratic responsibility
and its connection to accountability and ethical behavior: why democracies need
a cadre of skilled managers dedicated to the “highest and noblest
calling”—public service.
12)
April 24: Leading Change
Leadership vs. Management. The challenge of
leading change, with SSA as case study. Team presentation on power.
13) May 1: Presentations on Agency Management
Analysis
14) May 8: Presentations
on Agency Management Analysis
Papers (hard copy) due May
11.