PAD 5002 OL-1 Organizational Management and Change
Spring 2008
School of Public Affairs
University of Colorado at Denver
Instructor: Bette Simon Brassfield, Ph.D.
Phone: 719-332-3546
E-mail:
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COURSE OBJECTIVES
This course is designed to provide you with a fund of knowledge regarding the theoretical and practical issues involved in managing public organizations. The course covers key components of organizational theory and managerial applications, including organizational structure, culture, environment, leadership, and change/innovation. The intent of the course is to ensure that the knowledge you gain can be translated into practical management situations. You can expect to improve your ability to reason critically and analytically through identifying, evaluating, and utilizing basic assumptions, underlying values, logic, empirical evidence, and generalizability of issues in organizational management. In addition, the course is intended to give students practice in working in groups to solve shared problems and increase their networks of collegial relationships. Finally, the course is geared toward helping students increase their self-knowledge, especially with respect to the skills needed for effective public management. The following questions will be addressed:
1. What are the key elements of public and nonprofit program management?
2. How can the public manager develop the skills necessary for strategic application of these elements?
3. How do you define the term “effective public management” and then develop the necessary skills to achieve your own definition’s specific criteria?
COURSE TEXTBOOKS
Rainey, Hal G. (2003) Understanding and Managing Public Organizations. San Francisco: Jossey-Bass (3rd Ed.)
ISBN: 978-0787965617 REQUIRED
A comprehensive, up-to-date analysis of research in public organizations and management: Using illustrative, real-life vignettes and examples, the book provides expert analysis of organizational design (www.josseybass.com).
Daft, Richard L. (2007) Organization Theory and Design. Cincinnati: South-Western Educational Publishing (9th Ed.)
ISBN: 978-0324405422 REQUIRED
Integrates the most recent thinking about organizations, classic theories, and real world practice. Showcases current examples and research alongside time-tested information and provides opportunities to apply concepts and develop skills and insights (www.cengage.com).
Denhardt,
Denhardt, Robert B., Denhardt, Janet V., and Aristigueta, Maria P. (2001) Managing Human Behavior in Public and Nonprofit Organizations. Thousand Oaks: Sage Publications
ISBN: 978-0761924746 RECOMMENDED
Offers a thorough summary of organizational behavior… unique in its potential to help overcome the knowledge-doing gap through constant self-reflection and practice (www.sagepub.com).
CLASS FORMAT
This course is taught completely online (eCollege).
About eCollege:
eCollege Classroom:
The units of study for this course are set up on a weekly basis (Saturday to Friday). Each unit will become available online by the beginning of each new course week. This is to encourage you to stay focused on the topic of any particular week. You are expected to log in each week to keep up with the lectures, assignments, and discussions.
eCollege Help Desk (24/7):
If you have technical questions or problems specific to eCollege, please contact the help desk via phone (303-873-0005)or e-mail ().
All students enrolled in this course are required to maintain a working email address during the class. You will need a working Internet connection to access eCollege and should be registered via CU-Online. Access to eCollege may be gained via the Internet at www.cuonline.edu.
CU Denver's Office of Computing, Information and Network Services (CINS) is committed to providing you with access to the university’s computing and networking facilities and helping you utilize those facilities effectively. The location of the CINS Main Office is 1380 Lawrence St., Suite 1350; phone 303-556-4307. Hours of operation are Monday - Friday from 8am - 5pm.
On campus, computer labs are located in North Classroom Rooms 1206, 1208, 2206 and St. Cajetan's. Each lab contains PC and Macintosh terminals, printers and personal computers, all available for use by currently enrolled CU-Denver students with valid CU-Denver ID.
SPA also offers a state-of-the-art computer lab for student use. The lab is located in the SPA office (1380 Lawrence Street Center, Suite 500, Denver CO 80217). Should you need assistance, contact Rob Drouillard ().
CONTACT INFORMATION
There is a folder in the Course Home called My Office. This folder is open to students to drop questions and/or concerns they may have. Please note that your question may be someone else’s question in the course; therefore, I suggest that you review this folder before posting. Questions or concerns of a personal nature may be sent directly to me via email at . For e-mails, write the course number and subject on the subject line (e.g., PAD5002.subject). Also note that assignments must be delivered to me via the course Dropbox; I will not accept any assignments via email.
Please remember that I do not live in cyberspace. I will check My Office and my email on a regular basis throughout the semester and will make every effort to respond in a timely manner. However, if you do not hear from me within 48 hours, resend your email or call me at 719-332-3546.
COURSE REQUIREMENTS
Assignments:
In order to satisfy the requirements of this course, you are expected to complete all assignments listed in this syllabus, including readings assignments, threaded discussions, review quizzes, practical exercises, case studies, and a term paper. It is expected that you participate effectively. It is highly recommended that you complete all readings prior to the start of a new course unit, thus providing the opportunity for you to participate fully in the week’s activities. Please note that assignments may be added and/or modified during the semester, but only for good reason and with adequate notice.
Due Dates/Delivery Requirements:
The material presented in this course is arranged by units, and, in the online course shell, the units are labeled “Weeks.” There are 16 Weeks in the course and the end of each course Week is a Friday, with the single exception that Week 16 will end on a Thursday as the final assignment for the course is due on that day. All other assignments are to be submitted ON the Friday of the Week they are due. All assignments are due BY 11:59 pm MST. No assignment will be accepted before the scheduled due date, with the exception of the Week 16 term paper which may be submitted at any time during the Week prior to the specified due date and time. All assignments must be submitted via the course Dropbox; I will not accept any assignment that is sent to me via email. When placing assignments in the Dropbox, label all files: yourlastname.assignmentname.doc (e.g., Brassfield.CaseStudy.doc) or groupname.assignmentname.doc.
Criteria for Excellence:
The written material you prepare for this course should present a cogent line of argument, be supported by appropriate evidence, and lead to a clear conclusion. The reader should, after reading this material, be able to restate your main point briefly and succinctly.
Academic Honor Code:
As a member of the University community, you are required to maintain the highest standards of academic honesty and integrity. Copies of the Academic Honor Code may be obtained at SPA, Student Services, the University Library, or the Office of Vice Chancellor. The Code is a set of rules that addresses, among other topics, proper citations in research-based writing, or plagiarism (the uncredited use, intentional or unintentional, of another person’s words or ideas). Plagiarism includes buying, stealing, or borrowing a paper, hiring someone to write your paper for you, and replicating hard copy or web text from a source without proper citation.
Read the Babbie’s essay on plagiarism located in the course Doc Sharing folder. Remember that the key to avoiding plagiarism is to make sure you give credit where credit is due. If you are in doubt, please ask me, since the consequences for plagiarism are severe. Any assignment submitted for a letter grade may be randomly selected for plagiarism review.
GRADED ASSIGNMENTS
Review Quiz (10 points each)
Eight (8) review quizzes are scheduled during the course (Weeks 2, 3, 5, 6, 7, 9, 11, and 12). This assessment is a means by which you will know whether you are on track with learning the language of public management and with understanding many of the important concepts presented in the weekly units. Each quiz is due by 11:59 pm MST on Friday of the week it is scheduled. Each quiz is worth 10 points for a possible course total of 80 points.
Practical Exercise (10 points each)
You will complete a total of seven (7) exercises scheduled during Weeks 1, 4, 5, 8, 9, 11, and 13. These exercises will help you to practice a skill that is associated with the course content. Each exercise is due by 11:59 pm MST on Friday of the week it is scheduled. Each exercise is worth 10 points for a possible course total of 70 points.
Threaded Discussion (25 points each)
Threaded discussions require you to post answers to discussion questions that are based on the readings. These discussions provide the opportunity for you to work within groups to solve problems while at the same time increasing your network of collegial relationships. You will be required to respond to other students’ postings in your discussion group and will only be able to view the responses of your group.
You are expected to actively engage in these discussions, thinking outside the box, initiating dialogue, asking questions to challenge what you already know about the topic being discussed, and remaining respectful of the views shared by others in your group. Keep in mind that this discourse provides an opportunity to link knowledge and practice which is a key element in successful public management. The intent of these discussions is to be certain that the reading assignments are taken seriously and that everyone’s voice is heard. Think of it as similar to in-class discussions with some differences:
ü You do not have to worry about being interrupted.
ü You have time to consult your sources.
ü You are encouraged to incorporate applicable outside source materials.
ü You can frame your points and clarifications carefully and with deliberation.
During the first week of the course, you will be placed into a threaded discussion group and will remain in that group throughout the duration of the course. Your group is required to engage in four threaded discussions scheduled during Weeks 4, 6, 7, and 10 of the semester. Each group member may earn up to 10 points for participation and 15 points for the summary for a possible total of 25 points per discussion, with a possible total for the semester of 100 points.
Group Responsibilities in the Thread
o Choose a group facilitator who will lead the discussions (whether the facilitator in your group remains in this position for each discussion, or the responsibility is transferred for each occurrence, is a decision your group will make – obviously there are pros and cons to either choice).
o Designate a member of the group (I encourage you to take turns doing this) who will be responsible for posting a summary of the discussion in the Dropbox by Friday, 11:59 pm MST of the week that it is assigned (check the Grading Section of this syllabus) – limit the content to one typed page – label each post – PAD5002.groupname.week#.
Individual Responsibility in the Thread
o In order to be an active participant, you must post at least three times during the timeframe of the threaded discussion. It will help the group move forward in the discussion if your first post is early in the week. (Of course you may post more often, but do not assume that posting two or three times on the final day of the assignment satisfies this requirement.)
o Remember, you are a graduate student. Do not post simplistic comments like – “I agree” or “Yes” – be certain that your posts propel by adding substance to the discussion.
o Before you begin typing, check the previous posts to avoid repetition.
Case Study (25 points each)
A series of cases are presented that portray management and/or ethical dilemmas. Students are required submit a case paper for each. The cases are designed to provide you with issues, problems, and choices faced by professionals in the field of public administration. The papers require that youcome up with solutions and propose actions using the information provided in the case. There are no right answers to problems presented and no correct ways of analyzing the situation. A high quality case analysis requires the student to answer the question: “What would I do if I was faced with the circumstances described in the case?”
Each case study will be no more than three (3) pages in length, double-spaced with standard margins using Times New Roman #12 font, and will include:
· An introduction with a thesis statement (see Doc Sharing folder regarding a thesis statement).
· A synopsisof the case.
· An analysis of how you would handle the identified problems.
· A demonstration of your ability to apply the concepts that have been presented in the courseand offer clear, concise, and compelling justification for your position.
· An incorporation of the course literature and supplemental readings with appropriate citations. (Lecture notesmay not be cited as the material is drawn from the course textbooks and supplemental readings.)
Case Study assignments are scheduled during Weeks 5, 9, 12, and 14. Each case study is due by 11:59 pm MST on Friday of the week it is assigned. Each case study is valued at 25 points maximum with a possible total for the course of 100 points.
Term Paper (100 points)
The final assignment of the course will provide an opportunity for you to apply a range of theoretical concepts in organizational management and change to a practical situation. Details will be posted during the final weeks of the term. Due: Thursday, May 15, 11:59 PM MST.
GRADING
· Late posting of a review quiz or practical exercise will not receive credit.
· Late posting of the group summary for a threaded discussion will not receive credit (this penalty applies to all members of the group to which you are assigned).
· Late submission of a case study will result in a reduction of one full letter grade on the assignment.