Public Management

Lecture 1. Course introduction and organization of learning process

* Expectation of the course

* Introduction to the course

* Division of group projects

* Overview of new public management

Readings:

* Kamarck, Elaine (2007) "The Revolution in Governing", in The End of Government As We Know It, Chapter 1, pp. 1-13, Boulder: Lynne Reinner Publishers.

* Kettl, Donald (1997) "The Global Revolution in Public Management: Driving Themes, Missing Links", Journal of Policy Analysis and Management, 16:3, pp. 446-462.

Optional readings:

* PAPI vietnam 2011

Lecture 2. Overview of Strategic Management Processes I

Case: Paying the Bills at the Junta of Andalucía.

Readings:

* Moore, Mark (1995) "Managing for Value: Organizational Strategy for for-profit, non-profit and governmental organizations", Nonprofit and Voluntary Sector Quarterly, 29:1, pp. 183-204.

* Leonard, Herman (2002) "A Short Note on Public Sector Strategy-Building."

Lecture 3. Creating Public Values

Case: Student Aid in Sweden.

Readings:

* Moore, Mark (1995) Creating Public Value, pp. 13-23, 27-38 and 52-56, Cambridge: Harvard University Press.

* Kingdon, John (2003) Agendas, Alternatives and Public Policies, 2nd Edition, pp. 116-131, New York: Longman.

Lecture 4. Networks, Partnerships and Coalitions

Case: Institute for Healthcare Improvement: The Campaign to Save 100,000 Lives (Stanford Business School Case L-13).

Case: Rev. Jeffrey Brown: Cops, Kids and Ministers.

Readings:

* Kamarck, Elaine (2007) "Government by Network", in The End of Government As We Know It, Chapter 6: pp. 99-122, Boulder: Lynne Reinner Publishers.

* Kelman, Steven (2002) "Contracting", in Lester Salamon (ed.), The Tools of Government: A Guide to the New Governance, Chapter 9: pp. 282-318, Oxford: Oxford University Press.

* Donahue, John and Richard Zeckhauser (2006) "Public-Private Collaboration", in The Oxford Handbook of Public Policy, Oxford: Oxford University Press.

* Harvard Business School Note (1997) "Building Coalitions".

Lecture 5. Systems and Organizations

Case: The Lump Sum Grant Initiative for Hong Kong Social Services.

Readings:

* Olsen, Johan (2005). "Maybe It Is Time to Rediscover Bureaucracy", Journal of Public Administration Research and Theory, 16, p. 1-24.

* Harvard Business School (1996) "Organizational Alignment: The 7-S Model"

* Bennett, Drake (2008) "The culture of corruption", Boston Globe, July 27.

* W. Richard Scott and Gerald Davis, "The subject is organization, the verb is to organize", pp1-34 in Organizations and Organizing: Rational, Natural and Open Systems Perspectives. Pearson, Prentice Hall , 2007.

Optional readings:

* Painter, Martin (2009). "Institutional Reform for Public Administration in Contemporary Vietnam", UNDP Viet Nam Policy Discussion Papers on Public Administration Reform and Anti-Corruption, Hanoi, May.

* Gainsborough, Martin (2009) "Corruption, Public Administration Reform and Development: Challenges and opportunities as Viet Nam moves towards Middle-Income", UNDP Viet Nam Policy Discussion Papers on Public Administration Reform and Anti-Corruption, Hanoi, May.

Lecture 6. Translating Strategy into Action: Strategy Maps

Case: City of Charlotte (A)

Readings:

* Kaplan, Robert and David Norton (1996) "Measurement and Management in the Information Age", in The Balanced Scorecard, Chapter 1: pp. 1-20, Cambridge: Harvard Business School Press.

* Kaplan, Robert (2009) "The Balanced Scorecard for Public- Sector Organizations", Balanced Scorecard Report.

* Harry P. Hatry, "Measuring Performance", pp. 12-18, 8, 59, 119-30. Urban Institute Press, 1999.

Lecture 7. Managing with Organizational Performance

* Management with performanc

Case: Assertive Policing, Plummeting Crime: The NYPD Takes on Crime in New York City

Readings:

* Lerner, Jennifer and Philip Tetlock (1999) "Accounting for the Effects of Accountability", Psychological Bulletin, 125:2, pp. 255-275.

* Behn, Bob (2006) "The Theory Behind Baltimore's CitiStat", APPAM Research Conference.

* Robert Simons, "Control in an Age of Empowerment." Harvard Business Review, March 1995.

Lecture 8. Understanding and Improving Work Processes I

Case: Aravind Eye Hospital, Madurai, India: Service for eyesight, HBS case 9-593-098.

Case: "OSHA Reform"

Readings:

* Schein, Edgar (1996) "Culture: The Missing Concept in Organization Studies", Administrative Science Quarterly; 41, 2, tr. 229-240, June.

* Types of Processes, Harvard Business School 9-682-08

* Hall & Johnson (March 2009). "When Should a Process Be Art, Not Science?". Harvard Business Review.

Optional readings:

* Pfeffer, Jeffrey (1999) "Putting People First", Academy of Management Executive, 13:2, tr. 37-48.

Course summary and Presentation of group projects

Course summary and Presentation of group projects