EMPA – 20:834:524.01
Strategic Planning and Management
Rutgers School of Public Affairs and Administration
Course Syllabus-Fall 2015
Course Information
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 Dates: September 1, 2015-Dec. 12, 2015
 Class Time: Thursdays-5: 30PM-8: 30PM
 Location: To Announced
Instructor:
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Joel Freiser
Phone 201-920-0223 jfreiser@andromeda.rutgers.edu
Office Hours: By phone, Thursday 9-10PM or by appointment. Skype encouraged.
Course Overview and Objectives:
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How can a nonprofit or public sector organization “be successful?” What does it take to achieve your mission? How should you organization be structured to be most effective? How do you deal with the loss of a major grant, the entrance of a new competitor, or a radical change in the political or funding landscape? How should you motivate your staff and sustain and grow your organization’s leadership?
In order to deal effectively with these challenges, managers need to acquire knowledge and skills in strategic planning and management. These include conceptual, methodological and leadership skills such as the ability to accurately read change in the external environment, define and redefine organizational purpose, handle the complex trade-offs between demand for services and resource constraints, manage ongoing relationships and partnerships with other groups, maintain the commitment and productivity of employees, and guide the organization toward continuous improvement of service production and delivery systems to meet client needs. In other words, managers need deep knowledge of how to think, decide, and act strategically, both in organizational affairs and in matters affecting their capacity for leadership.
Strategic Planning and Management aims to prepare current and future managers of public service organizations for leadership roles by focusing on the knowledge, skills, values and attitudes needed to manage public service organizations
Course Learning Objectives
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Upon completion of this course students are expected to have 1) a deeper understanding of an executive and mid-level manager's role as leader, strategist, planner, designer of structure, and creative problem-solver, 2) a good understanding of systems and systemic thinking as key concepts for strategic planning and management, 3) the ability to identify and analyze critical short term and long term issues confronting an organization and make recommendations for strategic solutions, 4) the ability to tailor strategy to promote its implementation, and 5) a good understanding of the role of leadership in achieving strategic change in public service organizations, 6) practice project management skills by working together on project management teams to produce, present and discuss work products during class meeting
(Weekly presentations of assigned readings, Case Study Reports, and a Strategic Planning
Handbook for a public or nonprofit organization) during the course of the semester (See detailed schedule for due dates).
Teaching-Learning Strategies
Teaching and learning is reciprocal process. Our teaching strategy emphasizes critical thinking, systems awareness, anecdotal reflection by student and teacher relating related to assigned readings, professional or personal experiences to the topic at hand. The learning strategy calls for a high level of engagement, by thorough and reflective reading, writing, speaking and presenting
(see attachment about “How to Take Notes”). Successful learning is a function of active engagement in a search for the truth. Research and scholarship are core values essential to the learning process. A successful learning experience rests upon
1. Take responsibility for your learning.
 Attendance. Every student benefits from the viewpoints of other students. If you need to miss a class for unforeseen reasons, you are responsible for getting all information covered in class by writing and submitting a summary of the assigned readings for the missed class. Please notify me about previously scheduled conflicts no later than the first week of the course.
Occasionally, business, family and health emergencies necessitate missing class, but please email me in advance of a class that you will be absent OR email immediately afterwards for follow-up. Please do not email instructor asking what was covered during a class. Check with fellow students or consult the syllabus. If you miss more than one class sessions, your participation grade will be affected.
• Preparation for Class. Read ALL assigned materials and make note of questions, inconsistencies, areas of interest, and connections you find to other readings
• Complete ALL Graded and Ungraded Course Assignments. All assignments should be turned in on time and in compliance with all criteria listed in the assignment instructions.
• Technology. It is expected that you will use a Rutgers email account as well as use the Internet, access electronic databases for literature research in the field, access Rutgers SPSS Classes, etc.
Most assignments will be submitted electronically to the Rutgers course Blackboard site through the Action Syllabus.
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2. Abide by the Rutgers School of Public Affairs and Administration Academic Integrity Policy.
Please visit the Rutgers Student Conduct Website ( http://studentconduct.rutgers.edu/ ) for the
Code of Student Conduct, Academic Integrity and Disciplinary Processes at http://studentconduct.rutgers.edu/academic-integrity/ .
Learning Experiences and Course Requirements:
1. Formulation of individual positions on issues related to Strategic Planning and Management.
2. Iteratively, assemble a contemporaneous Practice Notebook in an ePortfolio format recording personally significant course content and personal reflections useful for future professional practice. Your ePortfolio should be developed on a on your own web site. It may include video clips of significant personal reflections as well as brief excerpts of publically available (e.g.,
YouTube) of comments by yourselves or others that speak to or illustrate the topic or subject with relevant content. Simple video software includes Vimeo, iPhoto videos and other programs.
Should you choose to include video clips in your Practice Notebook, the ePortfolio and video software must be viewable by the instructor and fellow students. Should you need to bone up on ePortfolio development, short videos or other computer-based media, p [lease contact the School of Public Affairs information technology specialist for guidance.
3. Submit three three-page case study reports.
4. Presentation and discussion leadership for assigned topics.
5. Working in assigned student groups, each student will demonstrate project management skills and leadership by: a . Applying the principles and practices of strategic planning covered during the course, plan, organize and produce a major term project consisting of producing, presenting and submitting a customized strategic planning handbook written for a public and/or nonprofit organization. Each group will propose an appropriate pubic or nonprofit organization for the term project. The group term project will be presented before the class for discussion and critique during weeks 10-14 of the semester. b. Working within assigned project teams, present assigned chapter readings, articles and case studies for class discussion.
6. Producing a Personal Course Practice Notebook as an ongoing record of significant or personally illuminating insights as well as observations about the readings, assignments and projects, as an ePortfolio. Your e portfolio must be accessible throughout the semester for the instructor to monitor progress, gain insight about course learning, accompanied by images, diagrams and other visualizations demonstrating student course engagement.
Required Textbook:
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Kearns, Kevin P. (2000). Private Sector Strategies for Social Sector Success. A Guide to Strategy and Planning for Public and Nonprofit Organizations. The Pros and Cons of Diversification-Vertical
Integration- Concentration-Collaboration. San Francisco, CA. Jossey-Bass.
Recommended References:
Mintzberg, H., Ahlstrand, B., Lampel, J. 2005) Strategy Bites Back: It is Far More and Less Than You
Ever Imagined. Upper Saddle River, NJ. Pearson Prentiss Hall.
Mintzberg, H. (1994) The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning,
Plans, Planners. New York, NY. The Free Press A Division of Simon and Schuster.
Mintzberg, H., Ahlstrand, B., Lampel, J. (1998) Strategy Safari: A Guided Tour Through The Wilds of Strategic Management. New York. The Free Press.
Moore, Mark H. (1995). Creating Public Value: Strategic Management in Government. Cambridge,
MA.. Harvard University Press.
Bryson, John M. (2004) Strategic Planning For Public And Nonprofit Organizations: A Guide to
Strengthening and Sustaining Organizational Achievement. (3 rd ed.) San Francisco, CA.: Josey-
Bass.
Bryson, John M. and Alstrom, Farnum. K. (2011). Creating Your Strategic Plan: A Workbook For
Public And Nonprofit Organizations. (3 rd . ed.). San Francisco, CA. Josey-Bass.
Bryson, John M., Anderson, Sharon Roe and Alston, Farnum K. (2011). Implementing And
Sustaining Your Strategic Plan: A Workbook For Public And Nonprofit Organizations. San
Francisco, CA. Jossey-Bass.
Bryson, J. M., Ackerman, F., Eden, C. (2014). Visual Strategy: Strategy Mapping for Public and
Nonprofit Organizations. San Francisco, CA. Jossey-Bass.
Consultant’s Toolkit. Published by Anything Research. www.anythingresearch.com
, http://www.anythingresearch.com/Strategic-Planning/Consultants-Toolkit.php
The Consultant’s
Toolkit contains thirty-four strategic planning frameworks. Oriented mainly toward business organizations, there is considerable cross-over application to public and non-profit organization strategic planning.
Readings: articles and case studies
Article. Shalala, Donna. “Are Large Public Organizations Manageable?” Public Administration Review,
July/Aug 1998: 284-289. (BB)
Case Study. Mayor Anthony Williams and Performance Management in Washington, DC (Harvard
Kennedy School)
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Case Study. Fish and Wildlife Service Restructuring for the Obama Economic Readjustment Act. Case
Study. Electronic Hallway.
Ancona, Deborah, Thomas Malone, Wanda.
Orlikowski, and Peter Senge (2007). “In Praise of the Incomplete Leader”, Harvard Business Review,
February 2007.
Assignments
1. Individual a. case report). b.
2. Group
Case Reports – Individual (you may be call randomly to present and discuss your
Individual ePortfolio – Weekly Highlights and Research Results a. Strategic Planning Handbook for a Public or Nonprofit Organization b. Chapter and Paper Class Presentations and Discussion Leadership
Grading: Class preparation and participation: 30%.
Case Study Analyses and/or Short essays: 30%.
Final Strategic Planning Handbook: 40%:
Course Overview
INTRODUCTION
1 Introduction (Sept. 3)
2
3
Strategy: key concepts I (Sept. 10)
Strategy: key concepts II (Sept. 17)
DEVELOPING AN ORGANIZATIONAL STRATEGY: ANALYSIS
4
5
6
7
Organizational purpose & strategic environment (Sept. 24)
Strategic assessment of the organization (Oct. 1)
Developing new strategies (Oct. 8)
Collaborative strategies (Oct. 15)
IMPLEMENTING STRATEGY
8 Redesigning work process for purpose and performance (Oct. 22)
9 Engaging the workforce and stakeholders in strategic change (Oct. 29)
10 In-Class Workshop and Guest Speaker (Nov. 5)
STRATEGY AND LEADERSHIP
11. Leadership and leadership competencies (Nov. 12)
12. Strategic leadership I (Nov. 19)
13. Strategic leadership II (Dec. 3)
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RENEWING STRATEGIC MANAGEMENT AND PLANNING
14. Course Assessment
COURSE TOPICS AND READINGS
Part I. Introduction
Session 1. Introduction to the course, instructional material, methods, and requirements
Key Questions: What are similarities and differences between organizational and individual strategic planning and management?
Session 2 . Strategy I: key concepts
Key questions
What is meant by strategy, strategic planning, strategic analysis, and strategic management? What are the varieties of strategic planning? What is strategic planning and management in the private sector? How does strategic planning differ from strategic action? What are the main features of a strategic planning process? How applicable is strategic planning to public and nonprofit organizations?
Required readings Kearns, 3-49 Henry Mintzberg, "The Fall and Rise of Strategic
Planning," Harvard Business Review, Jan-Feb, 1994:107-114 (BB)
Mark Moore, Creating Public Value: 57-76
Session 3 Strategy: key concepts II
Key questions What is meant by the terms: systems, systems thinking, systems dynamics, mental models, shared vision, and team learning? What is their relevance to organization and strategic planning and management?
Required reading
Robert Louis Flood, Rethinking the Fifth Discipline: 13-28, 79-90
Part II. Developing Organizational Strategy: Analysis
Session 4 . Organizational purpose & strategic environment
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Key questions: what do mandate, mission, and goal mean? How does an understanding of purpose relate to organizational change, strategy, and performance? Why is a thorough understanding of an organizational environment essential to strategic planning, thinking, and acting?
Required readings
Sharon Oster, Strategic Management for Nonprofit Organizations: 17-28 (BB)
Kearns, 50-107
Michael E. Porter, “What Is Strategy?” Harvard Business Review (November-
December, 1996): 61-78 (BB)
Case: Habitat for Humanity International
Session 5 . Strategic assessment of the organization
Key questions:
Of what value is an assessment of organizational strengths and weakness in strategic analysis?
Why is assessment of technical and operational systems essential? What are the main tools for assessment?
Required readings
Kearns, 108-131, 218-240
J. Gregory Dees, et al., Strategic Tools for Social Entrepreneurs, 19-43
Case: The Nature Conservancy
Session 6.
Developing new strategies
Key questions
How do you move from analysis to strategies, policies, and programs? How do you develop creative, imaginative solutions to strategic problems? How do managerial behaviors influence the choices and outcomes?
Required readings
Kearns, 135-217
Case: Managing Change or Running to Catch Up? CARE USA and Its Mission in
Thailand
Session 7 . Collaborative Strategies
Key questions
What factors have increased the need for strategic collaboration among public service
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organizations? What practices increase the likelihood that strategic collaboration will succeed?
Required reading
Kearns, 241-267, Collaborative Strategies
J. Gregory Dees, et al., Strategic Tools for Social Entrepreneurs, pp. 45-
69
Case: Finding Black Parents: One Church, One Child
III. Implementing Strategy
Session 8.
Redesigning work process for purpose and performance
Key questions
How do the structural and design components of organizations offer opportunities for managerial influence and control? What are the main elements of design that are subject to managerial influence? What are the advantages and limitations of each? To what extent are the various elements of design substitutable? In what ways do they interrelate?
Required readings
Kearns, 271-316
Lawrence G. Grebiniak, Making Strategy Work: Leading Effective Execution and
Change, Ch. 1
Robert S. Kaplan and David Norton, “Using the Balanced Scorecard as a Strategic
Management System,” HBR, Jan-Feb., 1996: 75-85 (BB)
Case: Jumpstart
Session 9. Engaging the workforce and stakeholders in strategic change
Key questions
What do managers need to do to engage the work force in strategic change? How can the social system be effectively related to strategic goals? What are the critical obstacles that public service managers typically encounter in implementing strategic change? Which approaches to overcoming them hold the most promise? How do teambased solutions to these problems work, and why do they often succeed?
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Required readings
Michael Beer and Russell A. Eisenstat, “The Silent Killers of Strategy
Implementation and Learning,” Sloan Management Review, Summer 2000: 29-40
(BB)
Case: Oxfam America in 2002
Session 10.
In-class Workshop/ GUEST SPEAKER
IV. Strategy and Leadership
Session 11 . Leadership and leadership competencies
Key questions
What are the requirements for successful leadership of strategic change?
What impact does a manager's personal and interpersonal competencies have on his or her performance?
Required Readings
Daniel Goleman, “Leadership that Gets Results,” Harvard Business Review, March-
April, 2000: 78-90 (BB)
Case: Jerry Abramson and CityWork in Louisville
Session 12 Strategic leadership I
Key questions
What are the main elements of influence and persuasion available to a manager and what are their limits? How do different styles of leadership affect individual and group performance?
How do leaders affect performance standards and quality in their organizations?
Required Reading
Daniel Goleman, Richard Boyatzis, and Annie McKee, Primal Leadership , “Reality and the Ideal Vision: Giving Life to the Organization’s Future” (Ch. 10) and “Creating
Sustainable Change” (Ch. 11)
Session 13. Strategic leadership II
Required reading
Kearns, Part Three: Strategy in Practice pp. 317-323
FINAL NOTE: The syllabus is subject to revision and amendment. While advance notice will
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be given, specific readings and case studies may be substituted as the term and our class discussions unfold.
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NOTES:
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