Syllabus for PPA 240A Public
Management - Section 1 - Fall 2006
CSU, Sacramento -Professors Robert Waste & Roger Dickinson
Office Location, Phone: 3036 Tahoe Hall - 916/278-4944 Cell # 804-8185
Email addresses: firstname.lastname@example.org and email@example.com
Office Hours: Mondays 3:00 -
5:00 & by appt.
Seminar Location & Time: (Section 1) Monday 6-8:50 PM in ARC 1009
The purpose of this course is to teach students about public organizations and the challenges facing contemporary public managers. We will concentrate primarily on leadership and managing for effectiveness and accountability in the public sector. There will be a specific focus on leadership in state and local government in
Learning Objectives: Four Management
My larger "formative" learning objectives for PPA 240A are described in the course description above. In addition, the course has several discrete learning objectives, including the expectation that students will master the following five skill modules:
Familiarity with leadership literature, leadership skill building, and hands-on experience developing a personal/professional leadership development plan.
Familiarity with the concept of �organization culture� and how crucial understanding org culture is to creating a healthy and well-functioning workplace, in preventing and correcting organizational disasters such as the Space Shuttle Challenge tragedy, and also the City of Sacramento Fire Department scandal.
Familiarity with active listening and HR intervention strategies, with particular emphasis on affirmative action, sexual harassment, disciplining and responding to employees exhibiting alcohol/drug impairment problems, and hiring and firing.
Familiarity with strategies such as "Catalytic Mechanisms, and increased �Market Space� to increase public value in public agencies; and
Familiarity with organization theory as it applies to the public sector. Subjects to be examined include: the origin of the concept of bureaucracy; the origin of the field of public sector administration; the life cycle of public agencies; differences between vertical and horizontal communication; early leadership and management theories; and contemporary theories of org behavior and human relations in public agencies.
Grades: Grades are based on the following assignments
Class attendance and participation
A midterm and final exam. These include:
MIDTERM: A 6-8 page analytical paper due in class Monday night Oct. 16th. Drawing on material from Buckingham & Clifton, Now, Discover Your Strengths
Take the Gallup Strengthsfinder survey on the Internet at http://www.strengthsfinder.com
Describe your leadership pattern including:
1. Your strengths & the order of your signature themes
2. Your weaknesses
3. Any �opposites�?
Agree or disagree with the leadership pattern suggested by the Strengthsfinder survey.
Describe 2 personal leadership or general life experience situations that illustrate you using the skills identified by the Strengthsfinder survey.
Describe 2 personal leadership or general life experience situations that illustrate you not using the skills identified by the Strengthsfinder survey.
Describe 3 concrete steps that you could take to strengthen your personal leadership strengths and patterns as identified by the Strengthsfinder survey.
Describe 3 concrete steps that you could take to manage around your weaknesses as identified by the Strengthsfinder survey.
Drawing on material from Buckingham & Clifton, Now, Discover Your Strengths, and your own research (articles, books, Internet resources, mentors & colleagues from work, and the suggestions of your peers in this seminar) - Design a Work Plan (including a Timetable, Action Steps and Budget) for strengthening your own personal and professional Leadership Pattern. Include a vigorous and persuasive defense of your choices in the Work Plan � which responds to the written and verbal comments of a minimum of 2 of your PPA 240A seminar classmates. Do all of the above in no less than 8 pages and no more than 10 pages (double-spaced, size 12 font). Your title page and Bibliography do not count in the 8-10 page total.
Your Final Exam continues the effort to identify and strengthen your own leadership skills that you began to address in your Midterm Exam. This is a 10-page paper due December 11th (Mon.). Drawing on material from Heifetz and Linsky, Leadership on the Line: Staying Alive Through the Dangers of Leading:
Describe one leadership opportunity or general life experience where you did not �get on the balcony� � stepping back to get perspective while remaining actively engaged.
Describe one leadership opportunity or general life experience where you did not �give the work back� � putting the responsibility on those who need to make the change.
Describe one leadership opportunity or general life experience where you did not �hold steady� � maintain your focus while taking the heat.
Design a Work Plan (including a Timetable, Action Steps and Budget) for strengthening your own personal and professional Leadership Pattern by strengthening your ability to get on the balcony, to give back work & to hold steady. Include a vigorous and persuasive defense of your choices in the Work Plan � which responds to the written and verbal comments of a minimum of 2 of your PPA 240A seminar Design a Work Plan (including a timetable, Action Steps and budget) for strengthening these three aspects of your own personal and professional Leadership Pattern. Include a vigorous and persuasive defense of your choices in the Work Plan � which responds to the written and verbal comments of a minimum of 2 of your PPA 240A seminar classmates. Do all of the above in no less than 8 pages and no more than 10 pages (double-spaced, size 12 font). Your title page and Bibliography do not count in the 8-10 page total.
I consider enrolling in this class to be a commitment to me and to your student colleagues to attend each class session. We all benefit from everyone�s contributions. It is not okay to miss class for any but the most unavoidable of reasons Excessive absences jeopardize successful completion of the course. In addition to "seat time," the quality of your participation in class discussions will be reflected in your grade.
This is not a lecture class. If you come expecting to be told what was covered in the readings, you will be disappointed. My job is to select interesting and useful readings, orient you to them by identifying key questions, and to guide the discussion. Your job is to read the material, think about it, and come prepared to share your ideas with your classmates. We have the tremendous advantage that many of you, like me, work in the public sector. In our class discussions we will relate, whenever possible, the theories and concepts from the readings to our workday experiences. Those of you who work in public or not-for-profit sector organizations (and, after discussing your case with the instructor, those of you who work in for-profit organizations) will have the opportunity to construct your assignments around issues of importance to you in your work.
Required Books in the Order That We Will Read Them for the Seminar:
PART I: A QUICK LOOK AT LEADERSHIP
Week 1: Sept 4
Week 2: Sept 11
Labor Day (Holiday) Campus Closed
Introduction to Class Material & Classmates
Introduction to Public Sector Agencies, Public Sector
Org Cultures & Public Sector Leadership
What is an �agency�?
What is �organizational culture�?
Did org culture play a role in the NASA space shuttle tragedies? Why or why not?
What is the Post 9/11 org culture of the FBI?
Who are the leaders in your life?
What qualities characterize good leaders?
Must a good leader also be an ethical leader? - Why or why not?
(Professors Dickinson & Waste tonight).
1. Rainey, Chapter 1 & 11. Come to class prepared to discuss this material, and
in particular, be prepared to discuss the chart on page 19, and Rainey�s Figures
�1.1 & 1.2. We will be reviewing all of the facets � particularly organizational culture �
that are included in the concept of �organization,� �agency,� or �bureaucracy.�
2. Read for tonight this analysis of org culture at NASA analyzing why changes in
NASA following the 1986 Challenge tragedy were not going to correct what many
analysts now believe were literally fatal flaws in the workplace org culture of NASA�s
space shuttle program.
Week 3: Sept. 18
Effective Managers: The Easy Lessons
Catalytic Mechanisms, BHAG�s & Creating New Market Space
Building Trust via �Tipping Point� Contributions & Admiring Antagonists
Drucker: Feed Strengths & Starve� Weaknesses
Manage Your Time: Small-Scale Strategic Planning (S3p).
Running Effective Meetings
The Harvard Negotiating Tactic: Separate interests from positions
1. Rainey, Chapter 7.
2. We will also consider a Post 9/11 management case study. Read for tonight,
about change and the lack of change in the FBI in the Post 9/11 era.
What�s changed & what hasn�t & why? See the July 2006 article from the
Washington Post at this link:
PART II. STRENGTHENING PUBLIC SECTOR LEADERSHIP FOR
BETTER POLICY, BETTER ADMINISTRATION & STRONGER ORG CULTURES
Week 4: Sept. 25
Now, Discover Your Strengths
Read: Now, Discover Your Strengths & Take the Gallup Strengthsfinder survey on
the Internet at http://www.strengthsfinder.com
Describe your leadership pattern including:
Your strengths & the order of your signature themes. Be prepared to discuss
this topic in seminar tonight & in small groups.
Week 5: Oct. 2
Peer Feedback � How Can You �Grow� Your Strengths & Manage
Around Your Weaknesses?
Read: Now, Discover Your Strength, Part III.
PART III WORKING WITH � AND AROUND � ORG CULUTRE IN HR ISSUES
IN PUBLIC AGENCIES
Week 6: Oct. 9
Org Culture & Human Relations (HR) Session # 1 -
Scenarios & Intervention Strategies
Guidelines for Achieving Affirmative Action
Guidelines for Identifying Sexual Harassment
Intervention Strategies to Cope with HR Issues, i.e.:
� active listening scenario work
� sexual harassment scenarios work
� drug/alcohol scenario work
1. Read the description of Empathic or Active Listening at the following link:
http://www.beyondintractability.org/essay/empathic_listening/. See also the approach of the
�Harvard negotiating Project at this site:
2. Read also the Equal Employment Opportunity Commission definition of
sexual harassment in the workplace at this link:
3. The EEOC �Facts About Sexual Harassment� at
4. See also, a helpful summary of guidelines for dealing with employees
�with common - and exceptional - HR problems published by the University
of Wisconsin at Oshkosh at:
Week 7: Oct. 16
Org Culture & HR (Session # 2) � When Org Culture Becomes
Dysfunctional -Learning from Case Studies of Alleged Unprofessional
Behavior & Sexual Misconduct in a Public Fire Agency
This week we will examine in seminar & in group work how a public agency should
respond to several scenarios involving HR issues in a public fire agency. Each of the
�scenarios analyzed in seminar actually happened. Our job tonight will be to determine
how public policy/administration professional should respond to HR challenges
�presented by generational changes in the workforce and workforce leadership
of a public agency.
READ: When Generations Collide (entire).
Consider for this week's seminar, a hypothetical city fire agency in which fire
personnel participated in the following activities and believed that the behavior
was defensible and appropriate: How can this be the case? Why? What should
�the agency do in response to the behavior? Why? Consider the following
� Use of fire equipment for personal use - fire engines, personnel & uniforms
used for a marriage ceremony
� Cruising bars & X-rated bookstores in uniform, using agency equipment &
on agency time
Cruising a "Porn Ball" in uniform, using agency equipment, on agency time
& failing to respond to Calls for Service while doing so.
Allegedly engaging in what might euphemistically be described as un-sanctioned
un-clothed informal "team-building exercise" in agency buildings & on agency time.
Take-home Midterm Paper - Due in Class this Session (Monday. Oct.16).
Week 8 -Oct. 23
Org Theory/HR Case Study (Session # 3) How Did the Agency Actually Respond?
Could We/They Have Done Better - Why or Why Not? Also, a Cutting-Edge Approach
HR - the
READ:� The Sacramento Bee article included at the bottom of this syllabus.
PART IV ORGANIZATION �THEORY� From the Classics to the Present
Weeks 9, 10 & 11
Oct. 30, Nov. 6 & Nov. 13
�Hal Rainey, Understanding & Managing Public Organizations. Chapters 1-3.
James Q. Wilson, Bureaucracy, PART IV Executives, Chapters 10, 11 & 12 on
Turf, Strategies & Innovation.
origin of the concept of bureaucracy (Weber)
Culture & Dysfunction (Merton)
Management & �Fordist� Approaches (Taylor, Mayo & The
Early leadership and HR theories (Barnard)
versus formal organizations (Barnard)
Contemporary HR approaches (Rainey)
PART V LEADERSHIP & ETHICS IN THE PUBLIC SECTOR
Leadership on the Line - Strengthening your ability to get on the balcony,
to give back work & to hold steady. For these seminar sessions, we have the
privilege of teaching & guidance from our MPPA Guest Practitioner & Professor �
Sacramento County Supervisor Roger Dickinson
Week 14 Dec. 4
Week 15 Dec. 11
Peer Feedback Session on Your Leadership Development Work Plan
Leadership (VI): Leadership & Professional Ethics
Take-Home Final Paper Due in Class Tonight (Monday, Dec. 11)
(Professors Dickinson & Waste tonight).
Read: The ASPA Code of Ethics, and
Robert Denhardt, The Pursuit of Significance, Chapter 6A Dedication to
Public Service & A Concern for Integrity in the Public Service.
ASPA Code of Ethics is as follows:
I. Serve the Public
II. Respect the Constitution and the Law
agencies, employees, and all citizens. ASPA members are committed to:
fiscal and management controls, and by supporting audits and investigative activities.
Whistle-blowing rights of public employees.
and due process in protecting citizens' rights.
III. Demonstrate Personal Integrity
ASPA members are committed to:
outside employment, misuse of public resources or the acceptance of gifts.
IV. Promote Ethical Organizations
ASPA members are committed to:
accountable for their conduct.
process and safeguards against reprisal.
V. Strive for Professional Excellence
are committed to:
realities of public service.