"If you want to learn about an organization, try to change it."
-Kurt Lewin
"Running an organization is easy when you don't know how, but very difficult when you do."
-Price Pritchett
"The final test of a Leader is that he leaves behind in others the conviction and will to carry on." -Walter Lippman
“It is the rare peasant who, once promoted to overseer, does not become more of a tyrant towards his former comrades than
the owner himself. This is because the context of the peasant’s situation, that is, oppression, remains unchanged.”
-Paulo Freire
“We don’t see things as they are, we see them as we are.”
-Anais Nin
“Great Minds Don’t Think Alike."
-Unkown
CALIFORNIA STATE UNIVERSITY, BAKERSFIELD
Department of Public Policy and Administration
PPA 680: Public Management and Organizational Change
Winter 2007
(Rev: 12-30-07)
Thomas R. Martinez, Ph.D.
Office Hours:
Wed. 5-6pm, and, Mon., Tues., Thurs. 10am-2:30pm,
However, “Preferably By Appointment”
Phone: (661) 654-3064
E-mail: tmartinez@csub.edu
Office: BDC 110 (enter through BDC 112,
PPA department Secretary’s Office)
Course Description:
In this graduate core seminar, the student will critically examine public organization and management
concepts and behavior. Emphasis will be on exploring the dynamics of planned organization change as
well as models of organizational development in the public management context. Prerequisite: PPA 500
for MPA & PPA 504 for MSA.
Departmental Learning Goals & Objectives fore the Course:
The Department of Public Policy & Administration has developed a set of learning objectives for courses
in its graduate curriculum. By the time PPA 680 is completed, the student should be able to:
Theme 1, Communication
Obj. 1b. Writing: Students will be able to produce focused, coherent, and grammatically correct
written communications applicable to government and nonprofit management.
Theme 3. Critical Thinking
Obj. 3a. Theory Application: Students will be able to apply theories to practical policy and
administrative situations.
Obj. 3c. Problem Solving: Students will be able to structure problems and apply a systematic
problem solving approach.
Obj. 3d. Ethical Reasoning: Students will be able to describe and apply a range of ethical
perspectives to ethical dilemmas inherent in Public Administration.
Obj. 3f. Argumentation: Students will be able to organize and defend an argument.
Obj. 3g. Reporting: Students will integrate the elements of theory, methods, problem structuring,
ethics, analysis, and argumentation to generate reports usable in government and nonprofit
management.
Theme 4. Core Public Management Competencies
Obj. 4e. Public Management: Students will be able to effectively design work, delegate tasks,
manage contracts, assess performance, and implement programs.
Obj. 4f. Leadership: Students will demonstrate an understanding of human behavior, leadership,
and organizational theory to guide and inform leadership activities.
Class Format:
As a graduate seminar, the course will make extensive use of class discussions and interaction with
students challenged to analyze and critique readings and to critically explore their relevance to the
students' experiences and personal organizational environment. The course will thus encourage and
provide opportunities for the student to generate and analyze problems in their own environment and the
testing of intervention alternatives.
Note:

Due to the interactive nature of the course and the heavy reading load, students should have read
all assigned readings before class and should be prepared to discuss readings, relate personal
critique and experiences, and/or to raise critical questions.

Due to the participative nature of the course, students should plan to attend all class sessions.

Email: PPA 680 students are encouraged to check their Runner email account at lease weekly for
messages from the professor, perhaps at the beginning of each week. Also, when sending email to
the professor, please begin the Subject-Line with the identifier, “PPA 680”
Assignments: Each student shall complete 4 short (2-page) assignments; 1 longer (10 page)
Intervention Proposal; and, a Final Exam.
SYNTHESIS & THOUGHT PAPER (1 @ 10 pts):
Based on a night's complete set of readings, but, should have a broader focus than a simple review
of the readings. The thought paper should be an opportunity to “synthesize” a set of readings and
to “reflect” on your relate your relevant thoughts, critique, questions, experiences, or learning. Be
prepared to discuss in class. (Should not exceed 2 single-spaced pages.)
10 pts.
ANALYSIS, APPLICATION & CRITIQUE #1 and #2, (i.e. 2 @ 10 pts. each)
Based on one assigned reading, or a set of assigned readings from a single author, present a
focused "analysis" of key concepts and essential organizing principles proposed in the reading,
then briefly discuss its "application" to your organization setting/experience (e.g. denotative
definition). Also provide critique comments. Be prepared to discuss in class.
(Should not exceed 2 single-spaced pages.)
20 pts.
Note:
Analysis, is not a simple summary, but rather a rigorous abstraction of key concepts or principles
proposed or inferred from the reading;
Application, i.e. connect the article to your own experiences by presenting a "clear example"
from your experiences/observations; and,
Critique, i.e. evaluate (assess the value of) the article in helping you or others to understand issues
and experiences in your environment.
OPTION ASSIGNMENTS #1 and #2, i.e. 2 @ 10 pts.:
Choose any two of the following five assignments. Be prepared to discuss in class.
(I most cases, these should not exceed 2 single-spaced pages):
20 pts.
ORGANIZATION ANALYSIS: preferably for the organization you work for, do the following:
1.
2.
3.
4.
5.
Identify or articulate the Organization Mission or Vision
What are the major strategies it uses to achieve that mission?
What is the general budget for the organization? i.e. Who funds it? Where does the money?
What programs are used to implement those strategies?
How does your job fit into the overall scheme? i.e. How does your job connect to a
program,a strategy and the overall mission/vision.
6. What are the majors issues currently confronting the organization? i.e. What is driving
organization change?
MANAGER/LEADER INTERVIEW:
This assignment allows the student the opportunity to interview a practicing manager in the public,
private, or non-profit setting to explore views (e.g. Do’s and Don’ts) regarding the key elements
and barriers to effective leadership.(See instruction sheet.)
1. “When you have been at your best…
2. “When you have been at your worst…
…what was it you were doing that likely contributed in that positive/negative outcome?”
SHORT CASE STUDY:
Focusing on analysis your own organizational environment. this assignment allows the student to
do a brief but critical analysis of an organizational or managerial conflict currently being
experienced in their work setting. Focus is on developing skills in managerial/organizational
problem analysis. The Case Study should consist of a Problem Analysis, including:
1. The Problem -Statement of the ‘conflict’ between an existing and desired state of affairs i.e.
the central points of tension or conflicting values;
2. The Setting - Analysis of the dynamics of the institutional/environment context, key actors,
and/or conflicting points of view;
3. Tentative Solution – An articulation and exploration of the desired outcome with key decision
points for discussion; and,
4. General Value - A brief discussion of how analysis and understanding of “this” case study may
offer conceptual or general meaning to others as they seek to understand “generic”
problem/issue with which other higher education administrator/leaders are confronted with.
This paper may serve as basis for the final intervention proposal.
JOB ANALYSIS EXERCISE:
The student will use Reddin's managerial effectiveness model (and other MBO based
Models) to conduct an integrated analysis of his/her job objectives. Articulate your Effectiveness
Area, and Effectiveness Standards. (Attach a copy of your existing job description, if available.)
Be sure to also think in terms of the emphasis upon moving to Mission-Driven vs Rule-Driven
organizations. That is, focus upon performance, results and outcome definition and measurement,
i.e. develop a "output" or "effectiveness" orientation.
APPLICATION OF INTEGRATIVE TECHNIQUES:
Per the Mauro Chavez reading, the student shall apply this rigorous (exploratory) content analysis
technique to the analysis of definitions and explanations of a key construct such as: Management;
Authority; Organization; Cooperation; Leadership; Planned Change; Social Conflict; Problem
Solving; etc. In doing so, the student shall determine its Essential Elements, Relationships, and
Principles, as well as form their own Synthetic Definition of the construct. The student may choose
to expand this assignment by including/investigating other content analysis literature.
FINAL INTERVENTION PROPOSAL (1 @ 20 points)
A rigorous case study with a detailed public management and organizational change intervention
proposal, approx. 10 double-spaced pages. Shall also include a 1-page, single spaced, Executive
Summary or Transmittal Memo. This shall also include a review of relevant literature. Prepare a
focused 5-10 minute class presentation.
20 pts.
MEANINGFUL CLASS PARTICIPATION (including Attendance, In-Class Exercises, & Pop Quizzes)
Due to the participative nature of the course, it is imperative that all assignments be completed on
time. Also, as it is assumed that, “ATTENDANCE” is a prerequisite to participation, to issue that students
not “miss-out” on the course learning, “any student missing a night’s class is expected to, upon
return, submit a -page single-spaced ‘MISSED-CLASS ASSIGNMENT’ consisting of an Analysis,
Application & Critique of the night’s readings.” Be sure to include “date” of class missed. 20 pts.
FINAL EXAM
10pts.
____________________________________________________________________________________
Total =
100 pts.
Assigned Readings (Required):
An extensive reader for the course has been prepared by the instructor which draws on various books
and journal articles (see PPA 680 Reader). The Reader is available for purchase at cost of printing. In
addition, key terms assigned for reading from The Public Administration Dictionary and are available on
the professor’s web page.
Course Outline and Reading Schedule:
Week (Date) Topic
1 (Jan 3) Introduction, Orientation & Assignments
Introduction to:
Classics of Organization Theory
Applied Behavioral Science;
Organization Development;
Organizational Change &
Theories of Planned Change;
Contemporary Issues in Public
Organization
2 (Jan 10)
Classics of Management Theory
Authority
Motivation
Leadership
Strategic Mgmt./Planning
Contemporary Issues in Public Management
Classics of Organization Theory
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
Public Administration Dictionary:







Bureaucracy
Hawthorne Studies
Organization
Scientific Management (Taylorism)
POSDCORB
Span of Control
Unity of Command
Shafritz and Ott, Classics of Organization Theory:
Ch. 7: “The Principles of Scientific Management,” Taylor
_____________________________________
_____________________________________
Ch. 18: "The Ideal Bureaucracy," Weber
_____________________________________
_____________________________________
Ch. 22: "The Western Electric Researchers," Homans
_____________________________________
_____________________________________
Ch. 2: “Notes on the Theory of Organization,” Gulick
_____________________________________
_____________________________________
Burrell & Morgan, Sociological Paradigms and Organizational Analysis
Ch. 5: Functionalist Organization Theory,
(excerpt on "Pluralist Theory," pp. 202-217; NOTE: see Table 5.1)
_____________________________________
_____________________________________
3 (Jan 17)
Classics of Organization Theory (continued)
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
Public Administration Dictionary:






Organization Theory: Classical
Organization Theory: Humanism
Organization Theory: Pluralism
Proverbs of Administration
Simon, Herbert A.
Weber, Max
Organization Theory: Comparative Paradigms and Frameworks
Bolman, Lee G., and Terrence E. Deal, Reframing Organizations:
Artistry, Choice, and Leadership.
Preface, and,
Ch. 1: Introduction: The Power of Reframing
(Note Table 1.1)
_____________________________________
_____________________________________
Burrell and Morgan, Sociological Paradigms and Organizational Analysis.
Ch. 3: Two Dimensions: Four Paradigms (excerpt: pp. 21-25)
_____________________________________
_____________________________________
Classics of Management Theory
Public Administration Dictionary:





Human Motivation: Motivation-Hygiene Theory
Human Motivation: Need Theory
Human Motivation: Theory X
Human Motivation: Theory Y
Participative Management
Motivation:
Matteson & Ivancevich, Management Classics:
Ch. 26: "The Human Side of the Enterprise," McGregor
_____________________________________
_____________________________________
Ch. 22: "The Theory of Human Motivation," Maslow
_____________________________________
_____________________________________
Ch. 24: One More Time: How Do You Motivate Employees? Herzberg
_____________________________________
_____________________________________
Springer, Christine Gibbs, “Organizational Motivation,”
Public Administration Times (ASPA), 2006. (Short)
Chavez, Mauro, “The Application of Intregative Techniques in the Analysis of
Definitions and Explanations on the Key Construct of Policy.” (Short)
_______________________________________
_______________________________________
[ Option Assignment: APPLICATION OF INTEGRATIVE TECHNIQUES - DUE ]
4 (Jan 24)
Leadership: Managers, Leaders, Manager-Leaders & The Wizard of Oz
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
Public Administration Dictionary:
 Authority
 Organization Development: Managerial Grid
Matteson & Ivancevich, Management Classics:
Ch. 25: "How to Choose a Leadership Pattern," Tannenbaum & Schmidt
_____________________________________
_____________________________________
Gardner, John W., On Leadership.
Introduction, and
Ch. 1: The Nature of Leadership
_____________________________________
_____________________________________
Heifetz, Ronald A., Leadership Without Easy Answers,
Forward
Introduction
Ch. 1: Values in Leadership
_____________________________________
_____________________________________
[ Option Assignment: LEADER-MANAGER INTERVIEWS - DUE ]
Management & Planning:
Public Administration Dictionary:

Strategic Planning
Nutt and Backoff, Strategic Management of Public and Third Sector Organizations.
Preface
Part I: The Importance of Strategy in the Public and Nonprofit Sectors
Ch. 1: The Need for Strategic Management
_____________________________________
_____________________________________
Benveniste, Guy, Mastering the Politics of Planning: Crafting Credible Plans and Policies
That Make a Difference,
Ch. 5: Effective Planning As Organizational Learning
_____________________________________
_____________________________________
Ch. 7: Building Coalitions and Networks to Support Plans
_____________________________________
_____________________________________
5 (Jan. 31)
ABS, Planned Change, OD, and Action Training and Research: An Overview
__________________________________________
__________________________________________
____________________________________________
Public Administration Dictionary:



Organization Development (OD)
Organization Development: Sensitivity Training
Organization Development: Transactional Analysis
Martinez, Thomas R., " Introduction to Applied Behavioral Science, Planned Change,
Organization Development and Action Research,” n.p., revised 2005, pp. 1-15.
_____________________________________
_____________________________________
Matteson, and Ivancevich, Management Classics.
Ch. 37: "Organizational Development: Objectives, Assumptions and Strategies,"
by French
_____________________________________
_____________________________________
[ Option Assignment: CASE STUDY - DUE]
6 (Feb 7)
Theories and Issues in Planned Organizational Change
________________________________________________
________________________________________________
_______________________________________________
_______________________________________________
Public Administration Dictionary:

Force-field Analysis
Bennis, Benne, Chin and Corey, The Planning of Change.
Ch. 1.2: “General Strategies for Effecting Changes in Human Systems,” by Robert
Chin and Kenneth D. Benne (NOTE: see Figure 1, pp. 44-45)
_____________________________________
_____________________________________
Ch. 3.4: “Some Notes on the Dynamics of Resistance to Change: The Defender
Role,” by Donald Klein.
_____________________________________
_____________________________________
Kotter and Schlessinger, "Choosing Strategies For Change," HBR.
_________________________________________
_________________________________________
Fernandez and Raney, “Managing Successful Organization Change in the Public Sector,"
Public Administration Review, 2006
____________________________________________
____________________________________________
[ Final Intervention Paper, "Proposal - Due ]
7 (Feb 14)
Public v. Private Management & Organization: Classic and Contemporary Issues:
_____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________
Shafritz, and Hyde, Classics of Public Administration
Ch. 47: Public and Private Management: Are they Fundamentally Alike in All
Unimportant Respects? Allison (NOTE: see reference to Dunlop)
___________________________________
___________________________________
Bozeman, Barry, All Organizations are Public: Bridging Public and Private
Organizational Theories
Ch. 2: Comparing Public and Private Organizations: Organizational,
Personnel, Work Context Issues.
_____________________________________
_____________________________________
Page, Stephen, “What’s New about the New Public Management? Administrative Change
in Human Services," Public Administration Review. 2005.
_____________________________________________
_____________________________________________
[Option Assignments: ORGANIZATION ANALYSIS - DUE]
8 (Feb 21)
Contemporary Issues in Public Mgmt: Trends, Opportunities & Realities
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
Public Administration Dictionary:




Matrix Organization
Management By Objectives (MBO)
New Public Administration
Representative Bureaucracy
Osborne and Gaebler, Reinventing Government: How the Entrepreneurial Spirit is
Transforming the Public Sector.
Ch. 4: Mission Driven Government: Transforming Rule-Driven Organizations
_______________________________________
_______________________________________
Tompkins, Jonathan R., Organization Theory and Public Management.
Ch. 14: Quality Management Theory: W. Edwards Deming and Joseph Juran
_______________________________________
_______________________________________
Swiss, Adapting Total Quality Management (TQM) to Government, PAR, 1992.
____________________________________________
____________________________________________
Frederickson, George, "George and the Case for the Government Reinventors: The Seven
Principles of Total Quality Politics," PA Times, 1994. (Short)
Reddin, Effective Management By Objectives "
Ch. 3: Effectiveness Areas & Effectiveness Standards,"
_________________________________________
_________________________________________
(Option Assignment: MANAGERIAL JOB ANALYSES - DUE)
9 (Feb. 28)
Other Readings on Organization
Freire, Paulo, Pedagogy of the Oppressed.
Ch. 1: ...on humanization and dehumanization...
_____________________________________
_____________________________________
Ch. 2: ...on the banking concept and problem-posing education...
________________________________________
________________________________________
Paradox of Buracracy: Buraucratic v. Non-Buraucratic Problems and Responses
Biller, Robert P., [“Inverse Features of Bureaucratic and Non-Bureaucratic Modes of
Action”] “Bedrock and Swampy Ways of Action”
_________________________________________
_________________________________________
SOCI Evaluations
Plus, Course Evaluation: Action Training & Research Feedback Approach
** WRITE (AT&R) In-Class Exercise
10 (March 7) Wrap Up:
Feedback Results per Course Evaluation: Action Training & Research Exercise
Final Intervention Proposals Due, begin discussion
In-Class Presentations (prepare approximately a 5-10 minute oral presentation,
and to distribute copies of your 1 page executive summary)
11 (March 14) Final Exam Night: (Tentatively, 6-9pm)
[Final Intervention Proposals, continued]