THE TSENG COLLEGE OF EXTENDED LEARNING
______________________________________________________________________
Seminar in Effective Public Sector Management
MPA623A
Class: # 19126
_______________________________________________________________________
KALYAN CHAKRAVARTY
Email: kalyan.chakravarty@csun.edu
Telephone: (818) 677-2435
FALL 2011
October 19 – December 14 2011
Location: 855 Partridge Drive, Ventura, CA 93003
6- 9:45p
SYLLABUS
Seminar in Effective Public Sector Management MPA623A Class: # 19126
SEMINAR IN EFFECTIVE PUBLIC SECTOR MANAGEMENT
MPA623A
COURSE DESCRIPTION
This course is designed to introduce seminar participants to the effective
functioning and management of organizations in the public sector.
The course will attempt to analyze current management issues in the public
sector while providing key inputs to function in leadership roles more effectively.
The participants are encouraged to relate work-life issues to theoretical
perspectives and to bring in examples from their professional experiences to
seminar discussions.
COURSE OBJECTIVES
At the end of the course, the participants will…
1. acquire the knowledge needed to understand the distinctive character and
responsibilities of public sector administration in a diverse democratic society.
2. understand the continuum relationship among needs assessment, strategic
planning, program development, and evaluation, in support of the
organization’s stated missions and goals.
3. enhance ethical reasoning and decision-making skills.
4. improve leadership capabilities required to manage people, finances and
and information in the complex political public sector environment.
COURSE PHILOSOPHY
This course looks at both pieces of the local government manager’s work:
leadership and management, with the emphasis on the manager’s role as
standard bearer for high performance and ethical conduct. It is intended for all
local government managers and all professionals whose aim is one day to serve
as a city, village, town or township manager, as a county manager, as a director
of a council of governments or in one of many other executive positions in local
government.
Each participant must come to class both able and willing to discuss the course
materials and contribute to the learning community. While this may seem little
difficult initially, one of the objectives of this course is to increase your
effectiveness in leading and managing others. Ability to articulate your ideas and
engage in effective dialogue is, in any case, a basic prerequisite of both
leadership and management.
Seminar in Effective Public Sector Management MPA623A Class: # 19126
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REQUIRED TEXTS
o The Effective Local Government Manager, Third Edition,
Edited by Charldean Newell,
International City/County Management Association, 2008 (Required)
o Classic Drucker, Essential Wisdom of Peter Drucker
from the Pages of Harvard Business Review, HBS 2008 (Required)
o Managing Local Government: Cases in Effectiveness
Edited by Charldean Newell
ISBN: 978-0-87326-179-1
ICMA Press, 2009 (Required)
CRITERIA APPLIED IN GRADING WRITTEN WORK
MOST IMPORTANT CRITERIA
DEPTH. Analyze with astute insight, comprehension and intelligence.
SUBSTANCE. Give significant information. Validate, authenticate
consistently
THOROUGHNESS & PROPORTION. Develop a balanced, comprehensive
report
PRECISION. Be exact; include specific examples and details.
SECONDARY CRITERIA
PERTINENCE. Preserve relevance throughout.
COHERENCE. Maintain connectedness, cohesion. use of headings, etc.
FORMAT, CORRECTNESS, ETC.
Demonstrate a clear, easy-to-follow style of writing.
Introduce and conclude your reports meaningfully.
Express ideas in a vigorous, absorbing way.
Be concise. Get to the point directly.
Write with accurate grammar and spelling.
Number the pages
Double space (about 22-25 lines per page).
Seminar in Effective Public Sector Management MPA623A Class: # 19126
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The following assignments will be evaluated:
Individual Assignment:
Case Analysis/Application Exercises (2) (Written Class Case Analysis)
Team Assignments:
Class Case Analysis (Presentation only)
Team Concept Area Project (Paper and Presentation)
INDIVIDUAL ASSIGNMENT
Case Analysis/Application Exercises (comprises 40% of grade)
Throughout the course, there will be two case analyses/application exercises of
20% weightage to each to be prepared in advance of the class. They are
intended to provide an opportunity to actively experience the reality and
complexity of the issues facing practicing local government managers today.
Among other benefits, they would help the participants sharpen their analytical
and problem-solving skills.
Each participant will be required to submit a written report on each case, on
those days scheduled in the timetable, presenting a coherent and defensible
analysis of the situation based on essential management practices learnt.
The report should be an individual effort and any attempt to share analyses and
ideas should be avoided. More details shall be provided later in the course.
TEAM ASSIGNMENTS
Class Case Analysis (comprises 20% of grade)
Participants will form groups of five and each group will conduct an in-depth
analysis of a chosen case (a different one for each group) listed in the timetable.
They will do so preparing themselves on the chapters and the articles relevant to
the case while applying the concepts and the models described in the class in a
recommended format to be provided later.
The group will then make a formal presentation of the analysis of the case in the
class, with each member of the group getting an opportunity to deal with a
section of the presentation. The total time allotted for each group will not exceed
thirty minutes. Please practice prior to the presentation so that you are able to
finish it within the given time limit. The presentation of each group will be
evaluated using predetermined criteria that include presentation quality
(introduction, style, structure, preparation, and visual aids) and relevant contents.
No report is required to be submitted. However, we may utilize electronic
submission of the power points used for the presentation.
Seminar in Effective Public Sector Management MPA623A Class: # 19126
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Team Concept Area Project Paper (25-minute presentation,
max 10pages, comprises 25% of grade)
Participants will form groups of five and each group will review a chosen
article (a different one for each group) of Peter F Drucker, from his landmark
articles published in Harvard Business Review since 1967 onwards. We
recognize the essential wisdom of Drucker is as fruitful today as they ever were.
This is an assignment to reinforce the learning of a few of those priceless ideas
and concepts needed to help heighten our individual and organizational
effectiveness.
Each group will carry out an in-depth analysis of the article, preferably with a
few other article related (to ensure they are contextual) management policies and
practices of public sector organizations in general, their implications in public
sector management, key issues or roadblocks faced in the application of those
time tested concepts and reviewing the results achieved thus far. It may be
pertinent to share a couple of success stories of a few such local governments
in this area across the nation.
While doing so, they may be required to use a training model as the guide for
their group, thus ensuring their report or presentation does not turn into a reading
exercise word for word from the article. It is, therefore, important for the group to
internalize the learnt ideas first before they present around an executive
summary example in a ‘real life’ organizational context. More details shall be
provided later in the course.
Handout: Before your presentation, distribute to the class a one-sheet (twosided) summary about the article you have chosen. Headings, if any, may flow
from some of the topics listed in the article, or they could be chronological,
developmental, as you may find appropriate.
Punctuality, Attendance and Class Participation (comprises 15% of grade)
You are expected to attend each class meeting. In the unlikely event that you
must miss a meeting, you are accountable for the course material and class
activities missed. Missing class-meetings could result in an adverse effect on
your grade.
Please come to each class prepared to discuss the readings and assignments
and to play an active role in contributing to class discussions. Those making
insightful comments that increase the level of energy and interest in the topics
discussed would definitely make a discernible impact than others.
A superior participation score is given to one who demonstrates the ability to
comment upon the content and the process of our discussions.
Seminar in Effective Public Sector Management MPA623A Class: # 19126
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Some questions to help illustrate the preferred mode are:
 Does the group become more energized after this person contributes? Is
this person more focused?
 Does this person listen to others and build upon their ideas?
Grading Summary
Your final grade will be based upon the following:
40% Case Analyses (2) (Individual Written Class Assignment)
20% Class Case Analysis: Presentation and Powerpoints (Team Assignment)
25% Concept Area Project: Paper and Presentation (Team Assignment)
15% Punctuality, Attendance and Class Participation
Grading Scale
The final letter grade assigned to each participant will be determined by the
participants’ performance on the course components mentioned above.
Note
The reading and homework schedule is subject to change at the discretion of the
instructor. Should any changes be necessary, every effort will be made to
communicate them quickly to current participants.
It is the participant’s responsibility to ensure he or she has the current schedule.
All participants must respect confidentiality of class discussions.
You will be expected to read all assignments before class and be prepared to
participate during the lecture portion each week.
The recommended texts contain information critical to the class.
Assigned readings will be supplemented with supporting lectures.
Seminar in Effective Public Sector Management MPA623A Class: # 19126
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MPA623A FALL2011 - TIMETABLE
SESSIONS
1 (10/19)
TOPICS, TASKS, READINGS
Course Introduction; Syllabus Review; Clarifying Mutual Expectations;
The Ten Roles in a Manager’s Job
Managers and Leaders: Are They Different?
The Profession of Local Government Manager
Understanding the Role of Local Government Managers
Readings: Chapter 1, pgs 1-15,
Appendix A: Twelve Tenets of ICMA Code of Ethics with Guidelines,
pgs 233-236
Appendix B: Eighteen Practices for Effective Local Government
Management, pgs 237-239
Establish Presentation Teams
Structured Guidelines for the Individual and Team Assignments
2 (10/26)
Leadership in Turbulent Times: Building Managerial Commitments –
Towards Achieving Managerial Excellence in Local Government
What Leaders Really Do?
Achieving Effective Community Leadership;
Role of Power and Politics in Public Administration
Preparatory Work for Team Concept Area Project
Readings: Chapter 2, pgs 21-54,
Class Case Analysis I: No Easy Road to Recovery
3 (11/2)
Enhancing the Governing Body’s Effectiveness;
Dual Responsibilities: Networking with Citizens/Groups and Orienting
Staff/Organization: Importance of Transparency and Responsiveness
to help shape the Policy Agenda
Readings: Chapter 3, pgs 57-78
Class Case Analysis II: Cartgate
Seminar in Effective Public Sector Management MPA623A Class: # 19126
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MPA623A FALL2011 - TIMETABLE
SESSIONS
4 (11/9)
TOPICS, TASKS, READINGS
Towards Promoting the Community’s Future: The Ever Changing Scene
in Local Government; Developing a Positive Legacy for the Community
Readings: Chapter 4, pgs 83-110
Preparatory Work for Team Concept Area Project: An Update
Case Analysis/Application Exercise 1: Managing without Fear or Favor
5 (11/16)
Environmental Scanning: The General Environment, The Local
County/City Environment and The Internal Environment (Staff &
Organization) Philosophy and Purpose of Strategic Planning: Strategic
Inputs, Strategic Actions and Strategic Outcomes
Class Case Analysis III: Theft in an Elective Office
6. (11/30)
Essential Management Practices: Human Resource Management,
Financial Management and Budget Development, Management of
Information Infrastructure
Readings: Chapter 5, pgs 113-149
Class Case Analysis IV: Ethics and Internal Hiring
Class Case Analysis V: The Human Side of HR Decisions
7 (12/7)
Policy Implementation, Productivity and Program Evaluation, Performance
Measures and Evaluation
Readings: Chapter 6 pgs 153-176
Final Preparatory Work for Team Concept Area Project
Case Analysis/Application Exercise 2:
Performance Measurement Sea Change
8 (12/14)
1
Team Concept Area Project Paper due at the start of the class
Team Presentations and Discussions: 30 minutes each
Wrap up
The timetable is subject to change
Seminar in Effective Public Sector Management MPA623A Class: # 19126
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