Lahore University of Management Sciences

Transcription

1 MGMT 322 Public and Nonprofit Management Fall 2013 Instructor Mohsin Bashir Room No. 212 Office Hours By appointment via Telephone 8412 Secretary/TA Saleem A. Khan TA Office Hours Course URL (if any) Course Basics Credit Hours 4 Lecture(s) Nbr of Lec(s) Per Week 2 Duration 2h Recitation/Lab (per week) Nbr of Lec(s) Per Week Duration Tutorial (per week) Nbr of Lec(s) Per Week Duration Course Distribution Core Elective Open for Student Category Close for Student Category Juniors and Seniors Freshmen and Sophomores who have not taken any courses in management COURSE DESCRIPTION There used to be a time in Pakistan when a fresh graduate from a leading university would not even consider a job outside of large corporations. Salaries in the public service jobs used to be prohibitively low for anyone that did not intend to make money through kickbacks. Similarly the idea of working for an NGO used to constitute barely anything more than volunteering during national crises. Employment in NGOs was considered to be sought by non money minded idealists rather than by meticulous career seekers. However there seems to be a change in the pattern. Hiring statistics from the past few years show that graduates from places like LUMS are finding employment in government and non governmental organizations. The public sector in Pakistan is going through major reforms resulting in several new Government or Government owned organizations, better pay scales and hence better job opportunities. Similarly local and international NGOs have seen significant growth all around the globe and Pakistan has been no exception. Once again a larger presence of NGOs, international development organizations (UNIDO, UNDP, Oxfam etc) and bilateral government organizations (USAID, DFID, CIDA etc) promises a better and larger job market in the Pakistani nonprofit sector. With energy, security and political concerns stunting the growth of the business sector jobs, it is only logical that future LUMS graduates think seriously about landing Public and Nonprofit sector jobs. However management becomes quite a different ball park when things are not about making money. It is a world where public policy and development objectives drive organizational goals rather than share prices and bottom lines. A fresh graduate whose sole idea of organizational success is profit maximization might find this new world rather confusing. And that is where this course comes to the rescue. This course introduces future pursuers of careers in the Public and Nonprofit sectors to things they would need to understand in order to become successful at their new jobs. In addition to learning how Government organizations and different forms of Nonprofits are created and operated, they will also observe how management practices compare and contrast across different sectors. Learning these concepts will also benefit people that would consider continuing to graduate school for Public Administration/Policy, Development Studies or other related fields. The students will get to read and discuss texts written by some of the most recognizable names in the fields of Public and Nonprofit management (which does not hurt at all if you'd like to impress an interviewer or grad school application reader). The classes will be interactive and the theoretical readings will be complemented with discussion over a number of real life situations from Pakistan and around the globe.

2 COURSE PREREQUISITE(S) COURSE OBJECTIVES This course is designed for students interested in careers in the Public and Nonprofit sectors. It aims to help students understand the unique nature of organizations in these sectors, preparing them for jobs that await them in these organizations. It also aims to help students interested in pursuing graduate studies in Public and Nonprofit management by introducing them to fundamental theoretical concepts in these areas. Learning Outcomes 1. To outline the distinctive characteristics of Government organizations and different forms of Nonprofit organziations such as Non governmental organizations (NGOs), Civil Society Organizations (CSOs), International Governmental Organizations (IGOs) and Development Organizations (Dos). 2. To understand the role of management in the operations and services of Public and Nonprofit organizations. 3. To introduce basic skills required in managing these organizations, issues faced by entry level as well as senior employees, core values, and challenges faced by constant change. Grading Breakup and Policy Assignments/Quiz(s): 15% Anywhere between 0 5 Quizzes will be fielded unannounced as reading spot checks. The grade will be shared with the assignments grade at the end of the course 2 3 Assignments will be given through the course. Assignments submitted late but within 24 hours of the deadline lose 15% of the assignment s grade. Assignments submitted between hours after the deadline lose 40% off the assignment s grade. Submissions are not accepted later than 48 hours after the deadline. Class Participation: 15% CP is graded between 0 3 points each day for each student, points are given on a quantitative as well as qualitative basis. Being late in class by less than 5 minutes causes you to lose 1 CP point for the session. Being late in class by more than 5 minutes causes you to lose all CP points for the session. Failure to make good CP in response to a cold call results in negative marking. Attendance: 10% You can have up to 4 absences throughout the course without losing any attendance points. Being away from the class for more than 15 minutes gets you marked Late for the session. Two late markings equal one Absent marking. Being away from the class for more than 30 minutes gets you marked absent for the session. Options for make up CP or quizzes will not be available. Midterm Examination : 20% Final Examination: 20% Final Project: 20% You will study a public or nonprofit organization and apply the Logical Framework Approach (LFA) to analyze one of their ongoing or future projects. Examination Detail Midterm Exam Yes/No: Yes Combine Separate: Duration: Preferred Date:

3 Exam Specifications: TBA Final Exam Yes/No: Yes Combine Separate: Duration: Exam Specifications: TBA ` Session Topics Required Readings Objectives/ Application Module 1: Introduction 1. Introduction to the course Introduction to organizations and management First five headings Classical Org. Theory to Organizational Structure on Walonick s Website tional theory.htm Wilson (1887) "The study of Administration" in Shafritz A review of the history of organizations in general. Understanding the need for and merits of studying Public and Nonprofit organizations. 2. Introduction to Management in the Public Sector Anheier, Ch 2 Historical Background Lynn, Ch 1 pages 4 15: Public Management Comes of Age Lynn, Ch 2: History and contemporary public management Getting acquainted with the history and concepts of Public sector management. Understanding how the Government organization differs from the business organization. 3. Introduction to Management in the Nonprofit sector Lewis, Ch 1: Studying Nonprofit organizations Getting acquainted with the history and concepts of Nonprofit sector management. Understanding how NGO management differs from business management. Module 2: Organizational Environment and Structure Understanding Nonprofits Part 1: The Nonprofit Sector Guest Speaker session: The Nonprofit Sector in Pakistan Guest Speaker: Ambreen Waheed, Executive Director, Responsible Business Initiative Assignment 1 Part 1 Distributed Worth, Ch 2: Understanding the nonprofit sector and nonprofit organizations Dimensions of the nonprofit sector in Pakistan /Working%20Papers/WP 01.pdf UN Public Administration Country Profile for Pakistan Making sense of the very vast world of not for profit organizations. Learning about the scope, nature and legal status of different kinds of NGOs and other NGO Like organizations. Linking the conceptual learning from previous sessions to the practical situation in Pakistan through hearing about the Government and Nongovernmental organizations in Pakistan and by interacting with the guest speaker who is very well versed with these sectors.

4 ps/public/documents/un/unpan0232 Understanding Nonprofits Part 2: Key Concepts Understanding the Government Organization Part 1 Structure Understanding the Government Organization Part 2 Public Policy Movie Session Assignment 1 Part 2 Distributed Review of the Movie Session Assignment 1 Due at 10:00 AM 39.pdf Lewis, Ch 2: Contexts, histories and relevant concepts Johnson, Ch 5: The dynamics of bureaucracy Johnson, Ch 6: From Public Purpose to Public Policy Bordering Fiction and Fact: Images of Public Servants in the Popular Imagination m/2011/09/mastracci pat net 2012.pdf Same as last session Understanding the theoretical concepts regarding the organizational structure and function of Nonprofits. Understanding the theoretical side of the Government organization. Being able to answer why the government organization exists. Understanding where the direction of the government organization comes from. Connecting popular culture with theory is not only an effective and fun way of understanding the application of theory, but is also a postmodern research technique in contemporary Public and Nonprofit management. Linking the theoretical concepts studied in the previous sessions to practice in Pakistan by hearing from and interacting with a seasoned government official turned NGO leader Module 3: Leadership and Strategic Management Governing the government Organization Johnson, Ch 7: Public Executives Leading and Managing Guest Speaker Session: Governing the Nonprofit Organization Nonprofit Boards Guest Speaker: Dr. Ahsan Rana Johnson, Ch 8: Administrative Decision Making Worth Ch 4: nonprofit governing boards Understanding who runs government organizations and how. Understanding who runs nonprofit organizations and how. A B Assignment 2 distributed 13. Mid term prep 14. Mid term exam 15. Human Resource Management in Public and Nonprofit Sectors: Part 1 Johnson, Ch 10: Human Resources in Government Understanding the fundamental concepts of public and nonprofit HRM Worth, Ch 9: Managing paid staff and service volunteers Human Resource Management in Public and Harvard Kennedy School Case Study: Discussing non market HRM Nonprofit Sectors: Part 2 A Different Kind of Partnership: the 16. UK's Ministry of Defense and EDS develop the Joint Personnel Administration Program (JPA) 17. Assignment 2 Presentations Same as above 18. Accountability, Monitoring, Evaluation and Worth Ch 6: Ensuring accountability Understanding how nonprofits make

5 Strategy and measuring performance strategies and measure performance Public and Nonprofit Project Management AusAid LFA guidelines Understanding the concepts of Models performance management and Note on Planning Commission monitoring and evaluation Proformas The Results Framework in Action Case Study: AFERD (A) Practicing the development of logic models 24. Module 4: Marketing and Financial Management 21. Project Fieldwork 22. Managing Money in the Public Sector Johnson, Ch 9: Public Money Understanding the fundamentals of Public Budgeting and Finance. Managing money in The Nonprofit Sector Should Nonprofits Seek Profits? Understanding how budgeting and 23. finance is done in different nonprofit Worth, Ch 10: Marketing and settings. Communications Guest Speaker: Fundraising and Donation Worth, Ch 11: Philanthropic Marketing Fundraising Guest Speaker: Salman Tahir, Marketing Manager, Namal Education Foundation Module 5: Inter organizational Relationships Learning about fundraising in practice with a Pakistani context. The guest speaker has successfully run marketing and fundraising campaigns for Shaukat Khanum and Namal Foundation 25. Public Private Partnerships 26. Project Fieldwork 27. Project Presentations 28. Project Presentations Johnson, Ch 4: Private Partners in Public Administration Learning about the contemporary practices of public service delivery not only through government offices but also by collaborations with the private sector. Textbook(s)/Supplementary Readings The texts may use several different aliases for the same concepts, depending on the country or even university of origin and preference of the writer; the concepts themselves remain the same at least at the level of this course. Public Management maybe referred to as Public Administration, Management of Government organizations, Public Service Management and so on. Similarly Nonprofit Management maybe referred to as Nonprofit Leadership, Third Sector Management, Voluntary sector management, Development sector management and so on. Selections from the following texts will be used throughout the course. I may recommend online resources as well especially if I feel that the core text is complicated or difficult to read: 1. Worth, M. J., Nonprofit Management: Principles and Practice, 2nd Edition, Sage Publishing. 2. Johnson, William C. (2009). Public administration: Partnerships in public service (4th ed.). Long Grove, IL: Waveland Press Inc. 3. Laurence E. Lynn Jr Public Management: Old and New, Routledge. 4. Shafritz, J.M. and Hyde, A. C., Classics of Public Administration. 7th Edition, Wadsworth Publishing. 5. Lewis, D., The Management of Non governmental Development Organisations, 2nd Edition, Routledge. 6. Anheier, H. K., Nonprofit Organizations: Theory, Management, Policy, Routledge.