Spring 2012 - 61845 - PA384C - Public Management
|Instructor(s):|| Lynn, Laurence E.
|Day & Time:||W 2:00 - 5:00 pm|
|Waitlist Information:||For LBJ Students: UT Waitlist Information|
This course provides substantive instruction in administrative policymaking and implementation. It is usually taken during the first year. Students are introduced to the role and method of administration in meeting policy expectations, resolving issues, responding to new requirements, and evaluating performance. The course covers the following topics: organization structure and bureaucracy, management issues and processes, managerial psychology, managing diversity, leadership, strategic planning, interorganizational relations, administrative law, human resource management, labor relations, personnel administration, performance measurement, program evaluation, information management, and ethics of public service. Each section of the course uses a different aspect of public administration or public management to emphasize these topics. The objectives of the course are achieved by using case studies, simulation exercises, class visitors, and practical exercises which complement the assigned readings and class discussions.
Studying public policy without considering the role of public management in policy achievement is like studying Hamlet without considering the role of Prince of Denmark. The purposes of this course are (1) to show how and why public management and public managers mediate the relationship between the decisions of elected policy makers and the consequences of their decisions as reflected in government performance, and (2) to assist students to develop the critical analytical skills that are essential to perform effectiveness in public sector positions working for public managers and as public managers themselves.
A common misconception in public affairs education is that policy analysis requires "hard" skills of rigorous thinking informed by theory but that public administration and management require "soft" skills reflected in interpersonal effectiveness. The course will demonstrate why analytical thinking is as critical to good management as managerial craftsmanship through showing "theories and concepts in action" in numerous real-world cases and examples.
The course will employ a three-dimensional approach to public management: effective public management is a resultant of (1) appropriate organizational structures and processes, (2) organizational cultures that facilitate rather than impede achieving the goals of public policy, and (3) managerial craftsmanship that uses both structures and cultures to maximum effect on policy achievement. Materials for the course include a textbook, Public Management: A Three-Dimensional Approach, by Carolyn J. Hill and Laurence E. Lynn, Jr., supplementary readings on relevant theories and concepts, accounts of "public management in the news" at local, state, and federal levels, and cases that focus on the role of public management in government performance.
The readings, class discussions and assignments are designed to motivate recognition of the importance of public management, to present multiple perspectives from which to appreciate management problems, and to further develop and strengthen students’ critical analytical skills. Student assessment will be based on class participation; case study preparation, discussion and written analysis; and a mid-term memo, and a course paper and presentation.