School of International and Public Affairs

Columbia University

School of International and Public Affairs

Howard N. Apsan, Ph.D. Lecture: Thursdays 6:10-8:00 pm 404 IAB Fall 2005 Lab: Fridays 9:00am-12:00pm 404 IAB

Environmental Public Management-ENVP 8200

Purpose and Structure of the Course

The purpose of this course is to provide an understanding of the fundamentals of public management and to enable students to view managerial issues and processes from the perspective of the environmental public manager. The course will consist of weekly classes during which we will discuss classic and contemporary literature, and apply our theoretical knowledge to actual situations using the case study method.

To facilitate a pragmatic, hands-on approach, there will be an Environmental Public Management lab on Friday mornings. The lab will provide an opportunity for students to review and expand on class topics and cases, and explore the practical applications of environmental public management theory.

Course Requirements

The lectures, discussions, and case memos will be based on the assigned readings and case studies. Individual case memos will follow a uniform format and will be submitted at the beginning of the designated case study session. In addition, teams will be assigned to prepare oral and written presentations on other selected cases. There will also be a final exam. Final grades will be based on memos (50%), the group presentations (15%), the final exam (25%), and class and lab participation (10%).

Office Hours and Coursework Assistance:

Office hours will be held immediately after class, and by appointment. You may also communicate via e-mail, . In addition, Anna Fewell, the graduate assistant for the course, will hold regular office hours to assist students with the readings, assignments, and related course activities. She will also be leading the lab sessions. You may also communicate via e-mail, .

Course Materials:

Lecture outlines and some supplemental readings are available on Courseworks. Books are available at the Columbia Bookstore. Various articles, book chapters, and cases, are available on reserve in the library. Harvard Kennedy School of Government Cases are available on reserve or may be purchased through the Kennedy School at www.ksgcase.harvard.edu.

Required Readings:

·  Cohen, Steven and William Eimicke. 2002. The Effective Public Manager, 3rd Edition. San Francisco, CA: Jossey-Bass.

·  Cohen, Steven and William Eimicke. 1998. Tools for Innovators. San Francisco, CA: Jossey-Bass.

·  Stillman, Richard. 2005. Public Administration: Concepts and Cases. Boston, MA: Houghton Mifflin Company.

Supplementary Readings:

·  Apsan, Howard. 2005. “What Gets Measured Gets Done: Two Years Into the CUNY-EPA Audit Agreement,” Environmental Quality Management. Fall.

·  Apsan, Howard. 2004. “Bomb Materials at Campus Reactors and Other Scary Thoughts: An EH&S Perspective on Combating Bioterrorism,” Environmental Quality Management. Winter. Apsan, Howard. 2003. “The Environmental Protection Agency College and University Initiative: The City University of New York Response,” Environmental Quality Management. Winter.

·  Apsan, Howard. 2000. “Running in Nonconcentric Circles: Why Environmental Management Isn’t Being Integrated into Business Management,” Environmental Quality Management. Summer.

·  Apsan, Howard. 1995. “Environmental Performance Evaluation: The ISO 14000 Scorecard,” Total Quality Environmental Management. Winter.

·  Apsan, Howard. 1995. “ISO 14000: Standardizing Environmental Management Beyond ASTM,” Total Quality Environmental Management. Summer.

·  Apsan, Howard. 1995. “The Top Ten Reasons…,” Total Quality Environmental Management. Spring.

·  Apsan, Howard, 1994. "Reinventing Environmental XL-ence" Total Quality Environmental Management. Summer.

·  Apsan, Howard. 1993. “Applying TQM to Environmental Site Assessments under the ASTM Standard,” Total Quality Environmental Management. September.

·  Apsan, Howard with V.P. Whitfield. 1985. “Implementation: The Hardest Part,” The Bureaucrat. Fall.

·  Cohen and Brand. 1993. Total Quality Management in Government. CA: Jossey-Bass.

·  Cohen and Eimicke. "Projected Focused Total Quality Management in the New York City Department of Parks and Recreation," Public Administration Review, September/October, 1994, Volume 54, pp. 451-456.

·  Drucker, Peter F. 1999. Management Challenges for the 21st Century. New York: Harper-Collins.

·  Fisher, Roger and William Ury. 1981. Getting To Yes: Negotiating Agreement Without Giving In .New York: Penguin Books.

·  Goleman, Daniel M. 1999. “What Makes a Leader.” Harvard Business Review.

·  Kaufman, Herbert. 1960. The Forest Ranger: A Study in Administrative Behavior. Baltimore: The Johns Hopkins Press.

·  Osborne, David and Peter Plastrik. 1997. Banishing Bureaucracy: The Five Strategies for Reinventing Government. New York: The Penguin Group.

·  Reich, Robert. 1997. Locked in the Cabinet .New York: Alfred A. Knopf.

·  Scholtes, Peter R. et al. 1995. The Team Handbook. Madison, WI: Joiner Associates.

·  Shafritz, J. M., Ed. (2000). Defining Public Administration: Selections from the International Encyclopedia of Public Policy and Administration. Boulder, CO, Westview Press.

·  Useem, Michael. 2000. The Leadership Moment .New York: Random House.

Course Outline

Week 1: Thursday, September 8, 2005

Topic: Introduction to Public Management

Required Readings:

·  Cohen and Eimicke, "The Crisis in Public Management,” Chapter 1, and "Defining Effective Public Management," Chapter 2,The New Effective Public Management (EPM).

·  Woodrow Wilson, “The Study of Administration,” Chapter 1, in Richard J. Stillman, Public Administration: Concepts and Cases, Chapter 1.

·  Elton Mayo, “Hawthorne and the Western Electric Company,” in Richard J. Stillman, Public Administration: Concepts and Cases, Chapter 6.

Lab 1: Friday, September 9, 2005

Topic: Memos and Presentations

·  Introductions

·  Review memo handout

·  Assign groups for presentations

Week 2: Thursday, September 15, 2005

Topic: Dealing with People in Organizations

Required Readings:

·  Steven Cohen and William Eimicke, "How to Find and Keep Good Staff," Chapter 3, EPM.

·  Steven Cohen and William Eimicke, "Developing Effective Working Relationships," Chapter 4, EPM.

·  Apsan, Howard N., “Running in Nonconcentric Circles: Why Environmental Management Isn’t Being Integrated into Business Management,” Environmental Quality Management. Summer. (on reserve)

Assignment Due: Individual Case #1

Lab 2: Friday, September 16, 2005

Topic: Memos and Presentations (continued)

·  Discussion of model memos

·  Group case approach

·  Presenting with PowerPoint

Week 3: Thursday, September 22, 2005

Topic: Organizational Structure and Design

Required Readings:

·  Cohen and Eimicke, "Structuring Systems, Tasks and Responsibilities," Chapter 5, EPM.

·  Max Weber, “Bureaucracy,” in Richard J. Stillman, Public Administration: Concepts and Cases, Chapter 2.

·  Herbert Kaufman, “Subject and Approach, “ Chapter 1, “Conclusions: Attainments and Dilemmas,” Chapter 7, The Forest Ranger.

.

Assignment Due: Group Case #1

Lab 3: Friday, September 23, 2005

Topic: Standard Operating Procedures

·  Review and discussion of a selected SOP

Week 4: Thursday, September 29, 2005

Topic: Management Systems

Required Readings:

·  Steven Cohen and William Eimicke, "Gathering, Organizing and Using Information," Chapter 7, EPM.

·  Steven Cohen and William Eimicke, "Benchmarking and Performance Management," Chapter 5, Tools for Innovators.

·  Apsan, Howard N., “Environmental Performance Evaluation: The ISO 14000 Scorecard,” Total Quality Environmental Management. Winter. (on reserve).

·  Apsan, Howard N., “ISO 14000: Standardizing Environmental Management Beyond ASTM,” Total Quality Environmental Management. Summer.

Assignment Due: Individual Case #2

Lab 4: Friday, September 30, 2005

Topic: Mission Statements and Policy Statements

Week 5: Thursday, October 6, 2005

Topic: Management Tools

Required Readings:

·  Cohen and Eimicke, “Introduction” and “Public Sector Innovation Tools,” Part I, Tools for Innovators.

·  Cohen and Eimicke, "Using Total Quality Management to Improve Performance," Chapter 6, EPM.

·  Apsan, Howard N., “Applying TQM to Environmental Site Assessments under the ASTM Standard,” Total Quality Environment Management. September.

Assignment Due: Group Case #2

Lab 5: Friday, October 7, 2005

Topic: Improving as a Team

·  Read Chapter 5 in Team Handbook, “Building an Improvement Plan.”

·  Team building exercise

Week 6: Thursday, October 13, 2005

Topic: Strategic Planning

Required Readings:

·  Steven Cohen and William Eimicke, "Shaping Organizational Goals and Strategies," Chapter 9, EPM.

·  Steven Cohen and William Eimicke, "Strategic Planning," Chapter 2, Tools for Innovators

Assignment Due: Individual Case #3

Lab 6: Friday, October 14, 2005

Topic: SWOT Analysis Exercise

Week 7: Thursday, October 20, 2005

Topic: Business Practices and Public Policy

Required Readings:

·  Cohen and Eimicke, “The Art and Craft of Contracting,” Chapter 7, EPM.

·  Cohen and Eimicke, "Privatization,” "Reengineering," and "Innovation in Collaboration with Businesses and Nonprofits," Chapters 3, 7 & 9, Tools for Innovators.

·  Apsan, Howard N., “The Top Ten Reasons…,” Total Quality Environmental Management. Spring.

Assignment Due: Group Case #3

Lab 7: Friday, October 21, 2005

Topic: Team Innovation

·  Innovation exercise

·  Read: The Team Handbook, Chapter 3, “Setting the Stage for a Successful Project,” and Chapter 6, “Learning to Work Together”

Week 8: Thursday, October 27, 2005

Topic: Managing in a Political Environment

Required Readings:

·  Steven Cohen and William Eimicke, "Dealing with the Media, Legislative Bodies and Interest Groups," Chapter 10, EPM.

·  Norton E. Long, “Power and Administration,” Chapter 4, Public Administration: Concepts and Cases.

Assignment Due: Individual Case # 4

Lab 8: Friday, October 28, 2005

Topic: How Public Managers Prepare for Election Day

Week 9: Thursday, November 3, 2005

Topic: Decision-making

Required Readings:

·  Charles Lindblom, “The Science of ‘Muddling Through’” in Richard J. Stillman, Public Administration: Concepts and Cases, Chapter 8.

·  Graham Allison, Essence of Decision, 2nd ed., Introduction and Conclusion.

Lab 9: Friday, November 4, 2005

Topic: Team Decisions

Week 10: Thursday, November 10, 2005

Topic: Budgeting and Financial Management

Required Readings:

·  Steven Cohen and William Eimicke, "Mastering the Budgetary Process," Chapter 8, EPM.

·  Irene Rubin, “The Politics of Public Budgeting,” in Richard J. Stillman, Public Administration: Concepts and Cases, Chapter12.

Assignment Due: Individual Case Memo #5

Lab 10: Friday, November 11, 2005

Topic: Budgeting Exercises

Week 11: Thursday, November 17, 2005

Topic: The Art of Negotiation

·  Fisher and Ury, Getting to Yes, Chapters 1-5 and 8.

·  Apsan, Howard N., “Reinventing Environmental XL-ence,” Total Quality Environmental Management. Spring, 1994.

Assignment Due: Group Case #4

Lab 11: Friday, November 18, 2005

Topic: Hands-on Negotiation

·  Role-playing in bargaining exercise.

Week 12: Thursday, November 24, 2005

Thanksgiving Vacation

Lab 12: Friday, November 25, 2005

Thanksgiving Vacation

Week 13: Thursday, December 1, 2005

Topic: Ethics

Required Readings:

·  Robert B. Reich, “September 10, Sunnyvale, California,” pages 127-131, Locked in the Cabinet.

·  Machiavelli, “In What Way Princes Should Keep Their Word,” in The Prince.

·  Sun Tzu, “The Use of Spies/Secret Agents,” in The Art of War.

Assignment Due: Group Case #5

Lab 13: Friday, December 2, 2005

Topic: Ethical Challenges

Week 14: Thursday, December 8, 2005

Topic: Transformational Leadership

Required Readings:

·  James Q. Wilson, “Bureaucracy and the Public Interest,” in Richard J. Stillman, Public Administration: Concepts and Cases, Chapter 15.

·  Daniel Goleman, “What Makes a Leader,” Harvard Business Review. November-December 1998.

Lab 14: Friday, December 9, 2005

Topic: Wrap-up and Review

·  Review for final exam

Week 15: Thursday, December 15, 2005

FINAL EXAM

Case Assignments

Week 1: Thursday, September 8, 2005

Topic: Introduction to Public Management

Week 2: Thursday, September 15, 2005

Topic: Dealing with People in Organizations

Assignment Due: Individual Case #1:

Environmental Research Laboratory

(Available on reserve at Lehman Library)

This case describes the situation confronting a new manager of an existing organization. Bill Ottinger has been asked to lead a project to develop a new method for tracking ocean currents that will be instrumental in tracking oil spills and reducing shipping fuel needs. Bill is excited about his new job, but faces a number of obstacles in staffing his research team. In assessing his task, schedule and personnel, he concludes that he simply must fire or transfer one problem employee: Jim Hock.

Accomplishing this, however, proves to be a difficult task. Bill, who has had no prior experience as a federal government manager, finds himself confronted by the realization that federal personnel regulations hamper his ability to get rid of Hock and, subsequently, to promote two scientists, to add three essential members to his staff, and to successfully complete the project.

Bill has appointed you to be his deputy because of your public management training. He has informed you about the Hock situation, about Hock’s past record, experience, preferences and attitude. He has asked you to assess this situation and prepare a memo with your recommendations for resolving the issue. In preparing the memo he has asked you to consider the following:

1. What specific actions should be taken with Hock?

2. Of these, which have realistic potential for improving the personnel situation within the time constraints imposed by the project?

3. What effect will these actions have on the project? On Hock? On Ottinger? On the rest of the project team?

4. What obstacles will be faced in implementing this decision and how can they be overcome?

Week 3: Thursday, September 22, 2005

Topic: Organizational Structure and Design

Group Case #1

The Environmental Protection Agency College and University Initiatives:

The City University of New York Response

(Available on reserve at Lehman Library)

This article describes an initiative the EPA undertook in 1999 to hold universities accountable for the environmental regulations that govern other industries and private organizations in the United States. The goal was to encourage colleges and universities to adopt long-term, sustainable practices, and encourage them to effectively mentor each other in the use of environmental management systems thereby enabling them to become role models for environmental behavior. The article specifically discusses the approach CUNY took toward addressing their own concerns about compliance, including signing a self-auditing and disclosure agreement with the EPA.

Other universities took a different approach to this new initiative. With hefty fines levied on those universities that remained incompliant, American campuses have begun scrambling to avoid becoming the next school to have its environmental shortcomings broadcast on the EPA website.

Group Case Presentation

Your consulting group has been hired by President DeGioia’s office to address Farber University’s compliance with the EPA College and University Initiative. As with most universities, your annual contributions have slowly decreased over the course of the last few years because of the slowing economy. Funding is tight and in the midst of fiscal cutbacks by the school administration, the office has asked you to recommend an action to be taken by the university. Things to consider as you make your recommendation: