Teaching plan for the course unit

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General information

 

Course unit name: Public Management

Course unit code: 362545

Academic year: 2021-2022

Coordinator: Xavier Torrens Llambrich

Department: Department of Political Science, Constitutional Law and Philosophy of Law

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

 

-  Lecture with practical component

Face-to-face and online

 

15

 

-  Group tutorial

Face-to-face and online

 

5

 

-  Practical exercises

Face-to-face and online

 

40

Supervised project

50

Independent learning

40

 

 

Learning objectives

 

Referring to knowledge

— Explain the structural differences between the traditional model of public administration and new public management.

 

— Describe the instruments and techniques designed to analyse public policymaking and strategic management.

 

— Describe the ’Five Cs’ method for improving public bureaucracies and the procedures and instruments utilised in new public management (practical cases).

 

— Discuss value creation in the public sector (practical cases and simulations).

 

— Apply the principles of public ethics to professional practice and argue the importance of practice from a gender perspective.

 

Referring to abilities, skills

— Value the importance of reading in specialist areas as a form of professional and in-service training.

 

— Use reading skills and critical thinking skills in the study of specialist texts.

 

— Think strategically and use creativity to implement innovative solutions in public management.

 

— Design specific public policies and conduct case studies.

 

Referring to attitudes, values and norms

— Participate actively in classwork and demonstrate skills in critical thinking, analysis and debate.

 

— Practise individual responsibility in reading, study and debate and defend ideas using discussion skills.

 

— Demonstrate teamwork skills and an awareness of the gender perspective.

 

 

Teaching blocks

 

1. Public management as a design-oriented professional discipline

1.1. Creating public value

1.2. The public sector and other economic sectors

1.3. Welfare state models and government intervention mechanisms

1.4. The traditional public administration system: the ideal Weberian model and the bureaucratic approach

1.5. Public management with social impact

2. Public management strategies with social impact

2.1. Five strategies in public management with social impact (Osborne and Plastrik’s ’Five Cs’)

2.2. The core strategy (clarity of purpose, role and direction). Case studies.

2.3. The control strategy (involving both employee and community empowerment). Case studies.

2.4. The customer strategy (making public organisations accountable to their "customers", i.e., the citizens). Case studies.

2.5. The consequences strategy (building incentives into public systems to improve performance). Case studies.

2.6. The culture strategy (changing the "habits, hearts and minds" of public employees). Case studies.

3. public policy

3.1. Fifteen in five: the techniques behind the strategies

3.2. Engagement in policymaking

3.3. Engagement in politics

3.4. Engagement in evaluation

3.5. Organisational empowerment

3.6. Employee empowerment

3.7. Community empowerment

3.8. Decision-making transparency

3.9. Collaborative decision-making

3.10. Guarantees in decision-making

3.11. Collaborative management

3.12. Comparative management

3.13. Problem-solving

3.14. Changing habits

3.15. Changing hearts

3.16. Changing minds

4. Tools for designing public policy

4.1. Eighty tools

4.2. Case studies

5. Public policies by sector: social rights, gender equality, participation, education and the environment

5.1. Social rights policy

5.2. Inclusion from a gender perspective

5.3. Participation

5.4. Education

5.5. The environment and sustainability

 

 

 

 

Reading and study resources

Consulteu la disponibilitat a CERCABIB

Book

BARCELAY, M. Public Management as a Design-Oriented Professional Discipline. Northampton. 2019.

BOZEMAN, B. La gestión pública : su situación actual. México : FCE, 1998.   EnllaƧ

BRUGUÉ, Q.; SUBIRATS, J. Lecturas de gestión pública. Madrid : Instituto Nacional de Administración Pública, 1997.  EnllaƧ

FERNÁNDEZ, A.; SISTERNAS, X. Barcelona: gobierno y gestión de la ciudad. Madrid : Díaz de Santos, 1999.

GORE, A. Crear una administración pública que funcione mejor y cueste menos. Vitoria-Gasteiz : 1994.

MOORE, M.H. Gestión estratégica y creación de valor en el sector público. Barcelona : Paidós, 1998.   EnllaƧ

OSBORNE, D.; GAEBLER, T. La reinvención del gobierno. Barcelona : Paidós, 1994.

OSBORNE, D.; PLASTRIK, P. La reducción de la burocracia. Barcelona : Paidós, 1998.   EnllaƧ

OSBORNE, D.; PLASTRIK, P. Herramientas para transformar el gobierno. Barcelona : Paidós, 2003.   EnllaƧ

PARRADO, S. El análisis de la gestión pública. Valencia : Tirant lo Blanch, 2015.

PONT, J. La innovación en la gestión pública. Madrid : Catarata, 2017. 

SANCHO, D. Gestión de servicios públicos : estrategias de marketing y calidad. Madrid : Tecnos, 1999.   EnllaƧ

TORRENS, X. "Estrategias, técnicas y herramientas de Gestión pública", dins CAMINAL, M. i TORRENS, X. Manual de ciencia política. Madrid : Tecnos, 2021.

TORRENS, X. Diseñar políticas públicas. Madrid: Tecnos, 2022.