ISS-4339 Public Sector Organizations, Management and Reforms Code Weight of the course Period Course Leader Lecturer Teaching Methods Modes of Assessment Contact ISS-4339 8 ECTS TERM 3 Sunil Tankha Sunil Tankha, Joop de Wit Participatory Lecture, Workshop Assignment(s): 85% (Essays), Group Assignment: 15%; Attendance: A minimum of 80% attendance is mandatory to receive a passing grade Cisca Vorselman Learning Objectives 1. Understand the organizational structures of public sector institutions in relation to their objectives, and the crucial role played by them in administration and governance. 2. Understand the theories and practical dynamics of policy implementation through dynamic multi-stakeholder public processes that include public sector organizations interacting with many other societal actors. 3. Understand theories, strategies and tools of public sector and policy reform. 4. Acquire skills and tools for effective implementation in complex and often turbulent environments, relating to leadership, managing change, organizational analysis, negotiations, and public finance. Course Description This course is about practical practice of public sector institutions and organizations, policy implementation, and public sector reform, especially in the delivery of public services. It relates theories of policy making and implementation to the actual dynamics of implementation in often complex institutional contexts, characterized by weak or divided or indifferent institutions and governance systems, and where budgets, capacity and/or staff commitment are sometimes problematic. Theories and empirical studies of state failure and inefficiencies are discussed and students learn about different reform strategies and tools, including administrative reform and shrinking the state. Students learn how organizations develop, maintain and change their dominant cultures, how they develop and lose competencies and responsibilities, and how they develop and execute strategies. They also learn key issues of how to manage reform and change, taking into account budgets, human resources and institutions. Different models and their relevance to developing/transitional country contexts are discussed in the course and students learn to distinguish types of implementation and their policy relevance. IThe course will accordingly also cover management skills such as in negotiation and leadership. Indicative readings Cameron, E. and M. Green (2004) Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. London: Kogan Page. Grindle, M. (1997) ‘Divergent Cultures? When Public Organizations Perform Well in Developing Countries’, World Development 25(4): 481-495. Hill, M.J. (ed.) (1997) The Policy Process. A Reader. London: Pearson Prentice Hall. Parker, D. and C. Kirkpatrick (2005) ‘Privatisation in Developing Countries: A Review of the Evidence and the Policy Lessons’, Journal of Development Studies 41(4): 513-541. Tankha, S., A.B. Misal and B.W. Fuller (2010) ‘Getting Reforms Done in Inhospitable Institutional Environments: Untying a Gordian Knot in India’s Power Sector’, Energy Policy 38(11): 71217129. Tendler, J. and S. Freedheim (1994) ‘Trust in a Rent-seeking World: Health and Government Transformed in Northeast Brazil‘, World Development 22(12): 1771-91.