PUAD 5002 Organizational Management and Behavior School of Public Affairs University of Colorado Denver

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1 PUAD 5002 Organizational Management and Behavior School of Public Affairs University of Colorado Denver Instructor: Sojin Jang Term: Fall 2015 Office: North Classroom 3510-B Class meets on Thursdays Class hours: 5:00-7:45pm Class location: North Classroom 1315 Office hours: By appointment Purpose of the course: This is a part of MPA core courses and it seeks to provide students with foundational knowledge and skillsets needed for effective management of organizations by introducing the theories and cases on organizational management and behavior. Course objectives: This course is designed to improve students understanding of organizational management and behavior which include Organizational structure/culture/change/learning Leadership, motivation, and performance Decision making, power, and politics Governance Individuals in organizations Required text and materials: Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2013). Managing Human Behavior in Public and Nonprofit Organizations (3rd edition). Thousand Oaks, CA: SAGE Publications Ferlie, E., Lynn, L. E., & Pollitt, C. (2007). The Oxford Handbook of Public Management. Oxford, UK: Oxford University Press. (e-book available) Assignments: Assignment % of total grade Due date Participation 10% EVERY CLASS Organization profile 15% September 17 Final paper proposal 10% October 1 Journal article critique 15% October 15 Final paper 1 st draft 10% November 12 Final paper 2 nd draft 30% December 10 Final paper presentation 10% December 10 1

2 Participation 10% (Every class!) Students learn from reading, lecture, and other s experiences. Students participation is required not only for their improved understanding of lectures and assigned readings, but also for improving their entire learning experiences as they share experiences and discuss theory-practice gaps. Beginning from Class 2, students should post 1-2 questions/discussion topics related to their readings or class topics for each class. They should be posted on the Discussion section on Canvas by 3pm before each class. Organization profile 15% (Due Class 5 September 17) 4-5 pages Pick an organization of your interest. It could be the organization you have been involved, worked for or you wish to work for. Reasons to pick this organization/purpose/missions/types of organization/other noteworthy attributes etc. Final paper proposal 5% (Due Class 7 October 1) 1 page Make your own argument and support your argument with literature review The topic of your paper could be anything related to the topics or concepts what we covered in class. I will provide grading rubric and assignment guideline for the final paper. This is a group paper. You may work as a group of two or three people. Journal article critique 20% (Due Class 9 October 15) 3-5 pages I will assign one peer reviewed journal articles for the critique. The assigned journal article is from one of our assigned readings. I will provide grading rubric and assignment guideline before the due date. Final paper 1 st draft 15% (Due Class 13 November 12) About 5-7 pages Final paper 2 nd draft 30% (Due Class 16 December 10) pages Final paper presentation 5% (Due Class 16 December 10) minutes - All assignments should be ed to the instructor by 11:59 pm (MST) on the due date. Otherwise it will be considered as late work. 2

3 Formatting All written assignment should be done in or include APA citation style One inch margins Double spaced Page numbers Page headers that include author s name Grading scale: A: A-: B+: B: B-: C: C-: F: 70-Below Class schedules and readings: Class - Date Topic Readings Assignment Due Class 1 August 20 Introduction & The study of organizations Ch 1. Organizational Behavior as a Way of Thinking and Acting Class 2 August 27 Public vs. Private Organizations Bozeman, B., & Bretschneider, S. (1994). The Publicness Puzzle in Organization Theory: A Test of Alternative Explanations of Differences between Public and Private Organizations. Journal of Research and Theory, 4(2), Rainey, H. G., & Chun, Y. H. (2007). Public and Private Management Compared. In E. Ferlie, L. E. Lynn, & C. Pollitt (Eds). The Oxford Handbook of Public Management (pp ). Oxford, UK: Oxford University Press. [ebook] 3

4 Class 3 September 3 Class 4 September 10 Bureaucracy and democracy within public organizations Organizational culture deleon, L. (2007). Public management, democracy, and politics. In E. Ferlie, L. E. Lynn, & C. Pollitt (Eds). The Oxford Handbook of Public Management (pp ). Oxford, UK: Oxford University Press. [ebook] Meier, K. J. (1997). Bureaucracy and Democracy: The Case for More Bureaucracy and Less Democracy. Public Administration Review, 57(3), Rho, E. (2013). Contracting Revisited: Determinants and Consequences of Contracting Out for Public Education Services. Public Administration Review, 73(2), Ch 3. Fostering creativity Dingwall, R., & Strangleman, T. (2007). Organizational Cultures in the Public Services. In E. Ferlie, L. E. Lynn, & C. Pollitt (Eds). The Oxford Handbook of Public Management (pp ). Oxford, UK: Oxford University Press. [e-book] Wittmer, D., & Coursey, D. (1996). Ethical Work Climates: Comparing Top Managers in Public and Private Organizations. Journal of Public Administration Research 4

5 and Theory, 6(4), Class 5 September 17 Decision making Ch 5. Decision making Organization profile due Class 6 September 24 Motivating yourself and others Abelson et al. (2003). Deliberations about deliberative methods: issues in the design and evaluation of public participation processes. Social Science & Medicine, 57(2003), Girth, A. M. (2014). A closer look at contract accountability: Exploring the determinants of sanctions for unsatisfactory contract performance. Journal of Public Administration Research and Theory, 24(2), Ch 6. Motivating yourself and others Christensen, R. K., & Wright, B. E. (2011). The Effects of Public Service Motivation on Job Choice Decisions: Disentangling the Contributions of Person- Organization Fit and Person-Job Fit. Journal of Research and Theory, 21(4), Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Review, Class 7 October 1 Leadership Ch 7. Leadership in public organizations Final paper proposal due 5

6 Class 8 October 8 Power and organizational politics Nalbandian, J., O'Neill, R., Michael Wilkes, J., & Kaufman, A. (2013). Contemporary challenges in local government: Evolving roles and responsibilities, structures, and processes. Review, 73(4), Tummers, L. G., & Knies, E. (2013). Leadership and meaningful work in the public sector. Public Administration Review, 73(6), Van Wart, M. (2013). Lessons from leadership theory and the contemporary challenges of leaders. Public Administration Review, 73(4), Ch 8. Power and organizational politics Svara, J. H. (2001). The myth of the dichotomy: Complementarity of politics and administration in the past and future of public administration. Public administration review, 61(2), Vigoda, E. (2000). Organizational politics, job attitudes, and work outcomes: Exploration and implications for the public sector. Journal of vocational Behavior, 57(3),

7 Class 9 October 15 Working in groups and teams Ch 10. Working in groups and teams Journal article review due Ch 11. Managing conflict Class 10 October 22 Performance management Rainey, H. G. (2009). Understanding and managing public organizations. Ch 12. Teamwork Hvidman, U., & Andersen, S. C. (2014). Impact of performance management in public and private organizations. Journal of Research and Theory, 24(1), Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: why do managers use performance information?. Journal of Research and Theory, 20(4), Class 11 October 29 Organizational change Oxford Ch 21. Performance Management Ch 12. Organizational change Fernandez, S., & Rainey, H. G. (2006). Managing successful organizational change in the public sector. Review, 66(2), Rainey, H. G. (2009). Understanding and managing public 7

8 Class 12 November 5 Organizational learning organizations. Ch 13. Managing organizational change and development Lipshitz, R., Popper, M., & Oz, S. (1996). Building learning organizations: The design and implementation of organizational learning mechanisms. The Journal of Applied Behavioral Science, 32(3), Mahler, J. (1997). Influences of organizational culture on learning in public agencies. Journal of Public Administration Research and Theory, 7(4), March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1), Class 13 November 12 Network and Governance Rashman, L., Withers, E., & Hartley, J. (2009). Organizational learning and knowledge in public service organizations: A systematic review of the literature. International Journal of Management Reviews, 11(4), Kettl, D. F. (2000). The Transformation of Governance: Globalization, Devolution, and the Role of Government. Public Administration Review, 60(6), Provan, K., & LeMaire, R. (2012). Core Concepts and Key Ideas for Understanding Public Final paper 1 st draft due 8

9 Sector Organizational Networks: Using Research to Inform Scholarship and Practice. Public Administration Review, 72(5), Oxford Ch. 11 Networks and Inter-organizational Management Class 14 November 19 Managing stress Oxford Ch. 12 Whatever happened to Public Administration?: Governance, Governance everywhere Ch 4. Managing stress Elo, A. L., Ervasti, J., Kuosma, E., & Mattila, P. (2008). Evaluation of an organizational stress management program in a municipal public works organization. Journal of Occupational Health Psychology, 13(1), Mastracci, S. H., Newman, M. A., & Guy, M. E. (2006). Appraising Emotion Work Determining Whether Emotional Labor Is Valued in Government Jobs. The American Review of Public Administration, 36(2), Happy Thanksgiving Class 15 December 3 Group work Class 16 December 10 Final Presentation Final paper 2 nd draft due 9

10 Assignments: Content, Grading and Policy on Late Assignments A series of homework assignments will be distributed during the summer term; every assignment will be given a specific completion date. Each assignment is accompanied by a grading rubric. The grading rubric provides students with information about the basis for the instructor s evaluation of the completed work. All assignments must be turned in to the instructor by the assigned time and date. Late work will only be accepted if the student has requested the explicit consent of the instructor before the assignment s completion date; grade reduction for late work will be applied at the discretion of the instructor. The grade for late assignments will be reduced by 10% for each 24 hour period for which they are turned in after the deadline. Course Delivery and Communications: Canvas and/or s The online course is supported on the university s Canvas platform; as such, all course matter will be supported through that course site. Lecture files, reading materials, assignments and any other course communications will be transmitted via Canvas and/or s (ucdenver account). Academic Honesty Student Code of Conduct: Students are expected to know, understand, and comply with the ethical standards of the university, including rules against plagiarism, cheating, fabrication and falsification, multiple submissions, misuse of academic materials, and complicity in academic dishonesty. For suggestions on ways to avoid academic dishonesty, please see the Academic Honesty Handbook at You may also want to include specific statements regarding plagiarism, cheating, etc. For examples: Plagiarism is the use of another person s ideas or words without acknowledgement. The incorporation of another person s work into yours requires appropriate identification and acknowledgement. Examples of plagiarism when the source is not noted include: word-for-word copying of another person s ideas or words; the mosaic (interspersing your own words here and there while, in essence, copying another s work); the paraphrase (the rewriting of another s work, while still using their basic ideas or theories); fabrication (inventing or counterfeiting sources); submission of another s work as your own; and neglecting quotation marks when including direct quotes, even on material that is otherwise acknowledge. Cheating involves the possession, communication, or use of information, materials, notes, study aids, or other devices and rubrics not specifically authorized by the course instructor in any academic exercise, or unauthorized communication with any other person during an academic exercise. Examples of cheating include: copying from another s work or receiving unauthorized assistance from another; using a calculator, computer, or the internet when its use has been precluded; collaborating with another or others without the consent of the instructor; submitting another s work as one s own. Fabrication involves inventing or counterfeiting information creating results not properly obtained through study or laboratory experiment. Falsification involves deliberate alteration or changing of results to suit one s needs in an experiment or academic exercise. 10

11 Multiple submissions involves submitting academic work in a current course when academic credit for the work was previously earned in another course, when such submission is made without the current course instructor s authorization. Misuse of academic materials includes: theft/destruction of library or reference materials or computer programs; theft/destruction of another student s notes or materials; unauthorized possession of another student s notes or materials; theft/destruction of examinations, papers, or assignments; unauthorized assistance in locating/using sources of information when forbidden or not authorized by the instructor; unauthorized possession, disposition, or use of examinations or answer keys; unauthorized alteration, forgery, fabrication, or falsification of academic records; unauthorized sale or purchase of examinations, papers, or assignments. Complicity in academic dishonesty involves knowingly contributing to or cooperating with another s act(s) of academic dishonesty. 11