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PUBLIC MANAGEMENT AND GOVERNANCE

Program

Updated A.Y. 2019-2020

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.

KNOWLEDGE AND UNDERSTANDING:

The course is designed to introduce students to public management and governance 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.

APPLYING KNOWLEDGE AND UNDERSTANDING:

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.

MAKING JUDGEMENTS:

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.

COMMUNICATION SKILLS:

Class participation and presentations as well as discussion with public and non profit managers are aimed to enhance students’ communication and dialogue capacities.

LEARNING SKILLS:

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.

 

PROGRAM

1) Intro to the Course: Public Management at the crossroads. The disciplinary field of Public and Non Profit Management
2) PM Databases: span and depth of measurement systems at the international level
3) Strategy and Performance management in Public interest organizations
4) Case study: the fragile success of School reform in the Bronx
5) State and distinctiveness of the Non Profit Sector
6) Non Profit Sector Case Study
7) Co-production and the Triple Helix approach
8) Co-production Case Study
9) Network Management and Collaborative Governance
10) Network Management Case Study
11) Testimony: Digital Transformation in Public Organizations
12) Presentation of students’ project works

 

TEACHING METHODS:
Lectures and seminars. Case study discussions. Group essays and class presentations.

 

REFERENCES (FOR STUDENTS WHO ATTEND AT LEAST 80% OF LECTURES)

Slides presented in class.

Chapters 2, 3, 13, 14, 15, 25, 26 In Klassen, Cepiku, Lah (eds.) "Handbook on Global Public Policy and Administration", Routledge, 2017.

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 REFERENCES (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.