Howard E. Mccurdy
PB AF 512
Addresses questions of organizational design, personnel, and operations management to equip students with skills to perform effectively in mission-driven organizations. Core topics include organizational design, inter-organizational networks, human resources and staff management, improving service delivery and production flows, measuring and managing for performance, and ethical leadership.
Welcome to the second course in the Public Management sequence. The first course, Managing Politics and the Policy Process, put you in the position of a manager looking outwards to the authorizing environment and a wide variety of stakeholders. Beginning where the first course ends, Managing Organizational Performance puts you in the position of a manager looking inward, to improving organizational operations and capacity. In this respect it connects to a third course, Public Budgeting and Financial Management, which deals with the fiscal resources needed to carry out a public sector activity. Experience with the challenges of managing public sector activities inevitably invites examination of the policies being implemented, which is the subject of the core course on Public Policy Analysis. The political environment, internal management, fiscal resources, and the formulation of public policy are tightly interconnected.
Student learning goals
Consider how mission definition, performance measurement and management can improve service delivery;
Sharpen skills for hiring, managing, and holding staff and contractors accountable to the mission;
Learn how to analyze and redesign services and delivery systems to serve customers better;
Explore the challenges of managing contracts and encouraging interagency collaboration.
General method of instruction
Class assignments and grading
Memo #1 (due January 21)- 20% ; Memo #2 (due February 18) - 20% ; Group Project and Presentation (begin March 4)- 30% ; Participation (due weekly)- 30%