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PUBLIC AND NO PROFIT MANAGEMENT

Program

EN IT

Updated A.Y. 2019-2020

Public management has been part of the globalization process as attested by public sector reform models such as the New Public Management in the late 1980s and Public Governance in the early 1990s that have affected, although with different pace and approaches, almost every country in the world.
In developed countries, the mid-1970s crisis stimulated an international conversation, led by the OECD Public Management Committee that public sector reform should be a policy field in its own right. In developing countries, development organizations such as the UNDP and the World Bank realized that economic performance depended on an effective and efficient public sector and adopted and promoted the New Public Management model as well. Finally, also post-communism countries joined the managerial wave of modernization.
While the current global economic crisis has highlighted the fact once again that economic performance hinges on an effective public sector, models of reform have changed shifting from market-type mechanisms to networked approaches.
The course examines both the theoretical frameworks underlying public sector reforms in the past thirty years and the empirical evidence gathered so far.
Issues addressed during the course refer to the way in which globalization affects structure and purpose of governments, administrative reforms implemented to respond to globalization and their impact. Emerging theories guiding public management at the global level will also be discussed such as networks and public-private partnerships, co-production and open innovation. The issues of trust in government, ethics, conflicts of interest and fight of corruption will be discussed.

 

Teaching method
The course includes lectures, case study discussions involving out of the class readings, simulations and group work on selected problems, followed by presentation of main findings.
This course will provide students with a mixture of theoretical and class discussion on global trends as they relate to public management and public administration.
At the end of the course, students will be able to:
• Describe, explain and provide a critical assessment of public management reforms at the global level.
• Analyse international policy networks around public sector reform and policy dynamics.

Schedule of Topics

1. Intro to the course. What is management? Collective problems and tentative answers at the global level. Private, public, non-profit organizations: specificities in terms of management.
2. Public management as a policy field. Global trends: New Public Management and the Public Governance. Effects of austerity.
3. Public sector reforms and innovations in OECD countries in the past three decades.
4. Non profit management and philanthropy.
5. Social enterprises and hybrid organizations.
6. Leadership and strategy in the public sector. The Bronx case study.
7. Performance management. Data at the global / international level. OECD GAAG databases. Performance indicators in EU countries.
8. Collaborative governance: networks, co-production, open innovation. Simulation. Tigray case study.
9. Trust in government, ethics, conflicts of interest and fight of corruption.
10. Quality management systems. The EU Common Assessment Framework.

Textbook:
The Routledge Handbook of Global Public Policy and Administration, 2017
https://www.routledge.com/The-Routledge-Handbook-of-Global-Public-Policy-and-Administration/Klassen-Cepiku-Lah/p/book/9781138845220

Attending students: [chapters 1, 13, 14, 16, 25, 26, 27] and ppt slides (where ‘compulsory reading’ is specified in the title).
Non attending students: in addition to the above: chapters 1-5 & 11

Additional non-compulsory readings
• Slides (‘non-compulsory reading’ specified in the title) and materials made available through the course website.
• Hood, C. (1995). The “New Public Management” in the 1980s: variations on a theme. Accounting, organizations and society, 20(2), 93-109.
• Matheson, A., & Kwon, H. S. 2003. Public sector modernisation: A new agenda. OECD Journal on Budgeting, 3(1), 7-24.
• Frederickson, H. G. (2005). Whatever happened to public administration. Governance, governance everywhere. Chapter 12, The Oxford Handbook of public management, 282.
• Kettl, D. F. 2000. The global public management revolution: A report on the transformation of governance. Brookings Institution Press. Second Edition.
• Osborne, S. P. (ed.). 2010. The New Public Governance?: Emerging Perspectives on the Theory and Practice of Public Governance. Abingdon, UK: Routledge.
• Pollitt, Christopher and G. Bouckaert. 2000. Public Management Reforms: A Comparative Analysis. Oxford: Clarendon Press.

Assessment

2nd module: Global Public Management
The final grade refers to preparation on lectures and seminars, classroom case study discussions and group essay.
70% Written exam.
30% Working Group Report and Presentation
For non-attending students the final grade will be 100% based on the written exam alone.

Final grade: The final grade for the Exam of Global Management is the average of the grades obtained in the two Modules during the Summer/September session.
You will be able to keep the results of midterms and of one of the modules only if you complete the whole exam in the Summer session, otherwise you will have to retake both modules’ exams in the September session.

Office hours
Upon appointment by email:
Prof. Cepiku cepiku@economia.uniroma2.it


NOTE: Erasmus or non-Global Governance students who would like to attend one or more courses and take one or more exams need to contact the Secretariat of Global Governance by e-mail global.governance@uniroma2.it for registration and inform the Professor of the course. They are required to sign a code of conduct like all Global Governance students, accepting all values and rules. Please read it carefully before enrolling.
Notice that attendance is required from the very first lesson and you need to attend at least 80% of the course to be considered an attending student.