If You Want to Learn About an Organization, Try to Change It

"If you want to learn about an organization, try to change it." -Kurt Lewin

"Running an organization is easy when you don't know how, but very difficult when you do." -Price Pritchett

"The final test of a Leader is that he leaves behind in others the conviction and will to carry on."-Walter Lippman

“It is the rare peasant who, once promoted to overseer, does not become more of a tyrant towards his former comrades than the owner himself. This is because the context of the peasant’s situation, that is, oppression, remains unchanged.”

-Paulo Freire

“We don’t see things as they are, we see them as we are.”-Anais Nin

“Great Minds Don’t Think Alike."-Unkown

CALIFORNIASTATEUNIVERSITY, BAKERSFIELD

Department of Public Policy and Administration

PPA 680: Public Management and Organizational Change

Winter 2007

(Rev: 12-30-07)

Thomas R. Martinez, Ph.D. Phone: (661) 654-3064

Office Hours: E-mail:

Wed. 5-6pm, and, Mon., Tues., Thurs.10am-2:30pm, Office: BDC 110 (enter through BDC 112,

However, “Preferably By Appointment”PPA department Secretary’s Office)

Course Description:

In this graduate core seminar, the student will critically examine public organization and management concepts and behavior. Emphasis will be on exploring the dynamics of planned organization change as well as models of organizational development in the public management context. Prerequisite: PPA 500 for MPA & PPA 504 for MSA.

Departmental Learning Goals & Objectives fore the Course:

The Department of Public Policy & Administration has developed a set of learning objectives for courses in its graduate curriculum. By the time PPA 680 is completed, the student should be able to:

Theme 1, Communication

Obj. 1b.Writing: Students will be able to produce focused, coherent, and grammatically correct written communications applicable to government and nonprofit management.

Theme 3. Critical Thinking

Obj. 3a.Theory Application: Students will be able to apply theories to practical policy and administrative situations.

Obj. 3c.Problem Solving: Students will be able to structure problems and apply a systematic problem solving approach.

Obj. 3d. Ethical Reasoning: Students will be able to describe and apply a range of ethical perspectives to ethical dilemmas inherent in Public Administration.

Obj. 3f. Argumentation: Students will be able to organize and defend an argument.

Obj. 3g. Reporting: Students will integrate the elements of theory, methods, problem structuring, ethics, analysis, and argumentation to generate reports usable in government and nonprofit management.

Theme 4. Core Public Management Competencies

Obj. 4e. Public Management: Students will be able to effectively design work, delegate tasks, manage contracts, assess performance, and implement programs.

Obj. 4f. Leadership: Students will demonstrate an understanding of human behavior, leadership, and organizational theory to guide and inform leadership activities.

Class Format:

As a graduate seminar, the course will make extensive use of class discussions and interaction with students challenged to analyze and critique readings and to critically explore their relevance to the students' experiences and personal organizational environment. The course will thus encourage and provide opportunities for the student to generate and analyze problems in their own environment and the testing of intervention alternatives.

Note:

Due to the interactive nature of the course and the heavy reading load, students should have read all assigned readings before class and should be prepared to discuss readings, relate personal critique and experiences, and/or to raise critical questions.

Due to the participative nature of the course, students should plan to attend all class sessions.

Email: PPA 680 students are encouraged to check their Runner email account at lease weekly for messages from the professor, perhaps at the beginning of each week. Also, when sending email to the professor, please begin the Subject-Line with the identifier, “PPA 680”

Assignments: Each student shall complete 4 short (2-page) assignments; 1 longer (10 page) Intervention Proposal; and, a Final Exam.

SYNTHESIS & THOUGHT PAPER(1 @ 10 pts):

Based on a night's complete set of readings, but,should have a broader focus than a simple review of the readings. The thought paper should be an opportunity to “synthesize” a set of readings and to “reflect” on your relate your relevant thoughts, critique, questions, experiences, or learning.Be prepared to discuss in class.(Should not exceed 2 singlespaced pages.) 10 pts.

ANALYSIS, APPLICATION & CRITIQUE #1 and #2, (i.e. 2 @ 10 pts.each)

Based on one assigned reading, or a set of assigned readings from a single author, present a focused "analysis" of key concepts and essential organizing principles proposed in the reading, then briefly discuss its "application" to your organization setting/experience (e.g. denotative definition). Also provide critique comments. Be prepared to discuss in class.

(Should not exceed 2 singlespaced pages.) 20 pts.

Note:

Analysis, is not a simple summary, but rather a rigorous abstraction of key concepts or principles proposed or inferred from the reading;

Application, i.e. connect the article to your own experiences by presenting a "clear example"

from your experiences/observations; and,

Critique, i.e. evaluate (assess the value of) the article in helping you or others to understand issues

and experiences in your environment.

OPTION ASSIGNMENTS #1 and #2, i.e. 2 @ 10 pts.:

Chooseany twoof the following fiveassignments. Be prepared to discuss in class.

(I most cases, these should not exceed 2 singlespaced pages): 20 pts.

ORGANIZATION ANALYSIS:preferably for the organization you work for, do the following:

1.Identify or articulate the Organization Mission or Vision

2.What are the major strategies it uses to achieve that mission?

3.What is the general budget for the organization? i.e. Who funds it? Where does the money?

4.What programs are used to implement those strategies?

5.How does your job fit into the overall scheme? i.e. How does your job connect to a program,a strategy and the overall mission/vision.

6.What are the majors issues currently confronting the organization? i.e. What is driving organization change?

MANAGER/LEADER INTERVIEW:

This assignment allows the student the opportunity to interview a practicing manager in the public, private, or non-profit setting to explore views (e.g. Do’s and Don’ts) regarding the key elements and barriers to effective leadership.(See instruction sheet.)

“When you have been at your best…
“When you have been at your worst…

…what was it you were doing that likely contributed in that positive/negative outcome?”

SHORT CASE STUDY:

Focusing on analysis your own organizationalenvironment. this assignment allows the student to

do a brief but critical analysis of an organizational or managerial conflict currently being experienced in their work setting. Focus is on developing skills in managerial/organizational problem analysis. The Case Study should consist of a Problem Analysis, including:

The Problem -Statement of the ‘conflict’ between an existing and desired state of affairs i.e. the central points of tension or conflicting values;
The Setting - Analysis of the dynamics of the institutional/environment context, key actors, and/or conflicting points of view;
Tentative Solution – An articulation and exploration of the desired outcome with key decision points for discussion; and,
General Value - A brief discussion of how analysis and understanding of “this” case study may offer conceptual or general meaning to others as they seek to understand “generic” problem/issue with which other higher education administrator/leaders are confronted with.

This paper may serve asbasis for the final intervention proposal.

JOB ANALYSIS EXERCISE:

The student will use Reddin's managerial effectiveness model (and other MBO based

Models) to conduct an integrated analysis of his/her job objectives. Articulate your Effectiveness

Area, and Effectiveness Standards. (Attach a copy of your existing job description, if available.)

Be sure to also think in terms of the emphasis upon moving to Mission-Driven vs Rule-Driven organizations. That is, focus upon performance, results and outcome definition and measurement, i.e. develop a "output" or "effectiveness" orientation.

APPLICATION OF INTEGRATIVE TECHNIQUES:

Per the Mauro Chavez reading, the student shall apply this rigorous (exploratory)content analysis technique to the analysis of definitions and explanations of a key construct such as: Management; Authority; Organization; Cooperation; Leadership; Planned Change; Social Conflict; Problem Solving; etc. In doing so, the student shall determine its Essential Elements, Relationships, and Principles, as well as form their own Synthetic Definition of the construct. The student may choose to expand this assignment by including/investigating other content analysis literature.

FINAL INTERVENTION PROPOSAL (1 @ 20 points)

A rigorous case study with a detailed public management and organizational changeintervention proposal, approx. 10 doublespaced pages. Shall also include a 1-page, single spaced, Executive Summary or Transmittal Memo. This shall also include a review of relevant literature. Prepare a focused 5-10 minute class presentation. 20 pts.

MEANINGFUL CLASS PARTICIPATION (including Attendance, InClass Exercises, & Pop Quizzes)

Due to the participative nature of the course, it is imperative that all assignments be completed on time.Also, as it is assumed that, “ATTENDANCE” is a prerequisite to participation, to issue that students not “miss-out” on the course learning, “any student missing a night’s class is expected to, upon return, submit a -page single-spaced ‘MISSED-CLASS ASSIGNMENT’ consisting of an Analysis, Application & Critique of the night’s readings.” Be sure to include “date” of class missed. 20 pts.

FINAL EXAM10pts.

______

Total =100 pts.

Assigned Readings (Required):

An extensive reader for the course has been prepared by the instructor which draws on various books and journal articles (see PPA 680 Reader). The Reader is available for purchase at cost of printing. In addition, key terms assigned for reading from The Public Administration Dictionary and are available on the professor’s web page.

Course Outline and Reading Schedule:

Week (Date)Topic

1 (Jan 3) Introduction, Orientation & Assignments

Introduction to:

Classicsof Organization Theory

Applied Behavioral Science;

Organization Development;

Organizational ChangeTheories of Planned Change;

Contemporary Issues in Public Organization

Classics of Management Theory

Authority

Motivation

Leadership

Strategic Mgmt./Planning

Contemporary Issues in Public Management

2 (Jan 10) Classics of Organization Theory

______

Public Administration Dictionary:

Bureaucracy
Hawthorne Studies
Organization
Scientific Management (Taylorism)
POSDCORB
Span of Control
Unity of Command

Shafritz and Ott, Classics of Organization Theory:

Ch. 7: “The Principles of Scientific Management,”Taylor

______

Ch. 18: "The Ideal Bureaucracy," Weber

______

Ch. 22: "The Western Electric Researchers," Homans

______

Ch. 2:“Notes on the Theory of Organization,” Gulick

______

Burrell & Morgan, Sociological Paradigms and Organizational Analysis

Ch. 5: Functionalist Organization Theory,

(excerpt on "Pluralist Theory," pp. 202217; NOTE: see Table 5.1)

______

3 (Jan 17) Classics of Organization Theory (continued)

______

Public Administration Dictionary:

Organization Theory: Classical
Organization Theory: Humanism
Organization Theory: Pluralism
Proverbs of Administration
Simon, Herbert A.
Weber, Max

Organization Theory: Comparative Paradigms and Frameworks

Bolman, Lee G., and Terrence E. Deal, Reframing Organizations:

Artistry, Choice, and Leadership.

Preface, and,

Ch. 1: Introduction: The Power of Reframing

(Note Table 1.1)

______

Burrell and Morgan,Sociological Paradigms and Organizational Analysis.

Ch. 3: Two Dimensions: Four Paradigms (excerpt: pp. 21-25)

______

Classics of Management Theory

Public Administration Dictionary:

Human Motivation: Motivation-Hygiene Theory
Human Motivation: Need Theory
Human Motivation: Theory X
Human Motivation: Theory Y
Participative Management

Motivation:

Matteson & Ivancevich, Management Classics:

Ch. 26: "The Human Side of the Enterprise," McGregor

______

Ch. 22: "The Theory of Human Motivation," Maslow

______

Ch. 24: One More Time: How Do You Motivate Employees? Herzberg

______

Springer, Christine Gibbs, “Organizational Motivation,”

Public Administration Times (ASPA), 2006. (Short)

Chavez, Mauro, “The Application of Intregative Techniques in the Analysis of

Definitions and Explanations on the Key Construct of Policy.” (Short)

______

[ Option Assignment: APPLICATION OF INTEGRATIVE TECHNIQUES - DUE ]

4 (Jan 24) Leadership: Managers, Leaders, ManagerLeaders & The Wizard of Oz

______

Public Administration Dictionary:

Authority
Organization Development: Managerial Grid

Matteson & Ivancevich, Management Classics:

Ch. 25: "How to Choose a Leadership Pattern," Tannenbaum & Schmidt

______

Gardner,John W., On Leadership.

Introduction, and

Ch. 1: The Nature of Leadership

______

Heifetz, Ronald A., Leadership Without Easy Answers,

Forward

Introduction

Ch. 1: Values in Leadership

______

[ Option Assignment: LEADER-MANAGER INTERVIEWS - DUE ]

Management & Planning:

Public Administration Dictionary:

Strategic Planning

Nutt and Backoff, Strategic Management of Public and Third Sector Organizations.

Preface

Part I: The Importance of Strategy in the Public and Nonprofit Sectors

Ch. 1: The Need for Strategic Management

______

Benveniste, Guy, Mastering the Politics of Planning: Crafting Credible Plans and Policies

That Make a Difference,

Ch. 5: Effective Planning As Organizational Learning

______

Ch. 7: Building Coalitions and Networks to Support Plans

______

5 (Jan.31) ABS, Planned Change, OD, and Action Training and Research: An Overview

______

Public Administration Dictionary:

Organization Development (OD)
Organization Development: Sensitivity Training
Organization Development: Transactional Analysis

Martinez, Thomas R., " Introduction to Applied Behavioral Science, Planned Change,

OrganizationDevelopment and Action Research,” n.p., revised 2005, pp. 1-15.

______

Matteson, and Ivancevich, Management Classics.

Ch. 37: "Organizational Development: Objectives, Assumptions and Strategies,"

by French

______

[ Option Assignment: CASE STUDY - DUE]

6 (Feb 7) Theories and Issues in Planned Organizational Change

______

Public Administration Dictionary:

Force-field Analysis

Bennis, Benne, Chin and Corey, The Planning of Change.

Ch. 1.2: “General Strategies for Effecting Changes in Human Systems,” by Robert

Chin and Kenneth D. Benne (NOTE: see Figure 1, pp. 44-45)

______

Ch. 3.4: “Some Notes on the Dynamics of Resistance to Change: The Defender

Role,” by Donald Klein.

______

Kotter and Schlessinger, "Choosing Strategies For Change," HBR.

______

Fernandez and Raney, “Managing Successful Organization Change in the Public Sector,"

Public Administration Review, 2006

______

[ Final Intervention Paper, "Proposal - Due ]

7 (Feb 14)Public v. Private Management & Organization: Classic and Contemporary Issues:

______

Shafritz, and Hyde, Classics of Public Administration

Ch. 47: Public and Private Management: Are they Fundamentally Alike in All

Unimportant Respects? Allison (NOTE: see reference to Dunlop)

______

Bozeman, Barry, All Organizations are Public: Bridging Public and Private

Organizational Theories

Ch. 2: Comparing Public and Private Organizations: Organizational, Personnel, Work Context Issues.

______

Page, Stephen, “What’s New about the New Public Management? Administrative Change

in Human Services," Public Administration Review. 2005.

______

[Option Assignments: ORGANIZATION ANALYSIS - DUE]

8 (Feb 21)Contemporary Issues in Public Mgmt: Trends, Opportunities & Realities

______

Public Administration Dictionary:

Matrix Organization
Management By Objectives (MBO)
New Public Administration
Representative Bureaucracy

Osborne and Gaebler, Reinventing Government: How the Entrepreneurial Spirit is

Transforming the Public Sector.

Ch. 4: Mission Driven Government: Transforming RuleDriven Organizations

______

Tompkins, Jonathan R., Organization Theory and Public Management.

Ch. 14: Quality Management Theory: W. Edwards Deming and Joseph Juran

______

Swiss, Adapting Total Quality Management (TQM) to Government, PAR, 1992.

______

Frederickson, George, "George and the Case for the Government Reinventors: The Seven

Principles of Total Quality Politics," PA Times, 1994. (Short)

Reddin, Effective Management By Objectives "

Ch. 3: Effectiveness Areas & Effectiveness Standards,"

______

(Option Assignment: MANAGERIAL JOB ANALYSES - DUE)

9 (Feb. 28) Other Readings on Organization

Freire, Paulo, Pedagogy of the Oppressed.

Ch. 1: ...on humanization and dehumanization...

______

Ch. 2: ...on the banking concept and problem-posing education...

______

Paradox of Buracracy: Buraucratic v. Non-Buraucratic Problems and Responses

Biller, Robert P., [“Inverse Features of Bureaucratic and Non-Bureaucratic Modes of

Action”] “Bedrock and Swampy Ways of Action”

______

SOCI Evaluations

Plus, Course Evaluation: Action Training & Research Feedback Approach

** WRITE (AT&R) InClass Exercise

10(March 7)Wrap Up:

Feedback Results per Course Evaluation: Action Training & Research Exercise

Final Intervention Proposals Due, begin discussion

InClass Presentations (prepare approximately a 5-10 minute oral presentation,

and to distribute copies of your 1 page executive summary)

11 (March 14) Final Exam Night: (Tentatively, 6-9pm)

[Final Intervention Proposals, continued]