Dr Simon Bastow NAB 4.19

This course is available on the MPA Dual Degree (LSE and Columbia), MPA Dual Degree (LSE and Hertie), MPA Dual Degree (LSE and NUS), MPA Dual Degree (LSE and Sciences Po), MPA Dual Degree (LSE and Tokyo), MPA in European Public and Economic Policy, MPA in International Development, MPA in Public Policy and Management, MPA in Public and Economic Policy and MPA in Public and Social Policy. This course is not available as an outside option.

The course focuses on important challenges for governments in both developed and less-developed countries in being able to design and manage transformative change in their public sector systems. Pressures on these governments to tackle complex problems, become more productive, build capacity, be more agile or innovative, or respond to rapidly changing environments make it ever more important that change is designed and managed carefully, and with some degree of success. The course looks at factors explaining governments’ ability to adapt strategically to rapidly changing external environments, and also examines why public sector organisations may succeed or struggle in designing and delivering large-scale programmes of change.

MG4G3 integrates key theory, concepts, and extensive empirical case-based material. It introduces design-based and holistic approaches to change, examines important component aspects, and discusses limitations that constrain governments and public sector organizations in their ability to design and manage change. The course looks at these challenges primarily from this perspective of the senior public sector officials involved, working at the interface of high politics, policy making, and operational delivery. It draws on cases from a wide range of sectors and policy areas, and has global reach in terms of country case materials.

15 hours of lectures and 15 hours of seminars in the MT.

Students on this course will have a reading week during Week 6, in line with Department of Management policy.

Students will be expected to produce 1 essay in the MT.

Students will have the option to submit a formative essay by the start of LT.

There is no one particular set text for this course. Students will be directed to key texts from public policy, management economics, public sector management and administration, and other organization-related disciplines. Some key texts include:

- Kelman, Steven (2005) Unleashing Change: A Study of Organizational Change in Government (Brookings Institution Press: New York)

- Roberts, John. (2004). The Modern Firm. (Oxford, Oxford University Press).

- Simon, Herbert A. (1996) Administrative Behaviour. 4th Edition. (Simon and Schuster)

- Bryson, J. M. (2011). Strategic planning: For Public and Non-Profit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (San Francisco, Jossey-Bass).

- Hood, Christopher. (1998). The Art of the State: Culture, Rhetoric and Public Management. (Oxford: Oxford University Press)

- Schein, Edgar H. (2010) Organizational culture and leadership (San Francisco, John Wiley & Sons Inc.)

- Brehm, J. and S. Gates (1999). Working, Shirking, and Sabotage: Bureaucratic Response to a Democratic Public. (Michigan, The University of Michigan Press)

- Tate, W. (2009). The search for leadership: An organizational perspective, (Triarchy Press).

- Hood, C. and H. Margetts (2007). The Tools of Government in the Digital Age. (Basingstoke, Palgrave MacMillan).

- Morgan, Gareth (2006) Images of Organization, Chapter 4 (Learning and Self-Organization)

- Weick, Karl. E., (1995) Sensemaking in Organizations (London: Sage)

Students will examine published papers, and extracts from official reports and ‘grey literature’.

Essay (80%, 4000 words) in the LT.
Presentation (20%) in the MT.

An essay of 4,000 words in response to one of the set essay questions – to be submitted by end of Week 6 in the Lent Term (80%)

An individual presentation in seminar on a set topic, and a written commentary of 1,500 words (20%)