PUBLIC AND NO PROFIT MANAGEMENT
Syllabus
Updated A.Y. 2017-2018
LEARNING OBJECTIVES
The program covers the fundamentals of public sector and non-profit management, in times in which the lines between public, non profit and private are becoming blurred. The course is designed to introduce students to public management as an academic discipline and a field of practice, providing a foundation for understanding theoretical principles and applied techniques. Similarly, the foundations of social entrepreneurship and social innovation are provided.
At the end of the course, students will be able to improve the performances of public and non profit organizations, either acting as managers or through consultancy firms.
Students will develop knowledge and skills in the management process in areas related to: strategic planning and managerial controls; leadership and human resources management; management of financial resources; organizational strategies, and the analytical techniques applied to maximizing effectiveness and efficiency in public service and in the third sector.
Beside lectures, seminars with public and non profit managers, case study discussions and short project works (essays) will enable the students to identify critical aspects of public and non profit management and propose solutions. Class participation and presentations as well as discussion with public and non profit managers are aimed to enhance students’ communication and dialogue capacities.
The students will become familiar with the main databases and international institutions’ sources of data and analysis. This will allow a continuity of (autonomous) learning after the completion of the course.
TEACHING METHODS:
Lectures and seminars. Case study discussions. Group essays and class presentations.
OTHER LEARNING SOURCES
Newspaper articles, videos and website addresses will be discussed during the course.
EXAM
Oral exam. The final grade refers to preparation on lectures and seminars, classroom case study discussions and group project works.
READINGS (FOR STUDENTS WHO ATTEND AT LEAST 80% OF LECTURES)
Slides presented in class.
Chapters 2, 3, 13, 14, 15, 25, 26 In Handbook on Global Public Policy and Administration, Routledge.
Frumkin, Peter. 2002. “The Idea of a Nonprofit and Voluntary Sector”. In On Being Nonprofit: A Conceptual and Policy Primer. Cambridge: Harvard University Press: p.1-28.
ADDITIONAL READINGS (FOR STUDENTS THAT DO NOT ATTEND CLASSES)
Chapters 1, 3, 4, 15 in Bovaird, T., & Löffler, E. (Eds.). Public management and governance. Taylor & Francis.
Other readings on social enterprises and social innovation available on the course website.
CASE DISCUSSIONS
The Fragile Success of School Reform in the Bronx.
Social entrepreneurship case study.
Other case studies provided in class.
ANALYTICAL SYLLABUS
Intro to the Course: Public Management at the crossroads. The disciplinary field of Public and Non Profit Management
PM Databases: span and depth of measurement systems at the international level
Strategy and Performance management in Public interest organizations
Case study: the fragile success of School reform in the Bronx
State and distinctiveness of the Non Profit Sector
Non Profit Sector Case Study
Government – Non Profit Relations and the Triple Helix approach
Triple Helix Case Study
EU Strategies and Funding
EU Case Study
Course recap
Presentation of students’ project works
Pre-exam: October 31st 10 am