Professor Michael Barzelay NAB 3.19

This course is available on the CEMS Exchange, Global MSc in Management, Global MSc in Management (CEMS MIM), Global MSc in Management (MBA Exchange), MBA Exchange, MPA in European Policy-Making, MPA in International Development, MPA in Public Policy and Management, MPA in Public and Economic Policy, MPA in Public and Social Policy, MPA in Social Impact, MPhil/ PhD in Management, MSc in African Development, MSc in Development Management, MSc in Management and Strategy, MSc in Management of Information Systems and Digital Innovation, MSc in Public Administration and Government (LSE and Peking University), MSc in Public Policy and Administration and Master of Public Administration. This course is available with permission as an outside option to students on other programmes where regulations permit.

The course develops the perspectives, knowledge, and intellectual skill required for practitioner engagement and excellence in delivering public programs, developing strategy for organisations, and leading a variety of organisational transitions in a public sector context. The principal reference discipline is management, while the teaching case studies involve public sector programs and organisations in many different national settings.

30 hours of lectures in the LT. 3 hours of lectures in the ST.

Students on this course will have a reading week in Week 6, in line with departmental policy.

M.H. Moore, Creating Public Value: Strategic Management in Government (1995); H. Mintzberg, Designing Effective Organizations: Structures in Fives (1983); J. Tendler, Good Government in the Tropics (1997); M Barzelay & C Campbell, Preparing for the Future: Strategic Planning in the U.S. Air Force (2003); J Bryson, Strategic Planning for Public and Nonprofit Organizations (2011); RA Heifetz, & RM Sinder Political Leadership: Managing the Public's Problem Solving, (1988), Eugene Bardach, "The Extrapolation Problem: How can We Learn from the Experience of Others?" (2004);  Joan E. van Aken, et al, Problem-Solving in Organizations (2007),  Victor Bekkers, et. al., Jurian Edelenbos, and Bram Steijn (eds.), Innovation in the Public Sector: Linking Capacity and Leadership (2011); Rebecca Abers and Margaret Keck, Practical Authority (2013).

Essay (50%, 2500 words) in the ST.
Essay (15%, 750 words) and case analysis (25%) in the LT.
Class participation (10%).

The assessment for this consists of the following:

A 2,500 word individual essay (50% of overall mark)

A 1,500 word case analysis (25% of overall mark)

A 750 word after action review (15% of overall mark)

Class participation (10% of overall mark)