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Course module: 202000509
202000509
Public Management (M5)
Course info
Course module202000509
Credits (ECTS)15
Course typeStudy Unit
Language of instructionEnglish
Contact persondr. V. Junjan
E-mailv.junjan@utwente.nl
Lecturer(s)
PreviousNext 3
Lecturer
dr. H.F. de Boer
Lecturer
dr. A. Jaansoo
Lecturer
dr. G. Jansen
Contactperson for the course
dr. V. Junjan
Lecturer
dr. V. Junjan
Academic year2020
Starting block
1A
RemarksModule 5 cohort 2019 (not for PGAB)
Application procedureYou apply via OSIRIS Student
Registration using OSIRISYes
Aims
At the end of the module, the students will;
  1. demonstrate knowledge of public management theory and concepts needed to study the management and performance of a particular (semi)public organization,
  2. demonstrate knowledge of qualitative research design and research methods,
  3. analyze the management and performance of a particular (semi-) public organization from theories of public administration and –management,
  4. explore different career paths, reflect upon their preferences, and practice with preparing towards pursuing their goal.
Content
The sub-field of public management covers the internal and external functioning of organizations in the public and semi-public sector—defined in a very broad sense—as well as the effects of this functioning on the performance of these organizations (e.g. innovativeness, effectiveness, and legitimacy). Performance is conceptualized primarily from the perspective of the creation of public values: values that are important to society as a whole—rather than making a profit on a consumer market. Public organizations;
a)  contribute to, and help to accomplish, collective public values and interests;
b)  at least partly depend upon public funds and other resources.
The (semi-) public sector is defined much broader than “government” in its traditional sense. It also encompasses the activities of non-profit organizations and even the interactions between public and non-profit sector organizations with private sector organizations when such public-private partnerships serve the public interest.
 
The theoretical core of public management research is based on a number of basic assumptions, which have been elaborated and supported by (evidence-based) theoretical-empirical research. The starting point is that the study of (semi-) public organizations requires a specific scientific approach, which is fundamentally different from the study of organizations in the private sector. Central is the observation that (semi-) public organizations operate in a political-institutional environment which is quite different from consumer markets. Consequently, we cannot simply import practices from the market sector into public sector reforms. Therefore, much of the current research in the field of public management has been devoted to debunk the premises of “New Public Management” and the privatization of government services.
 
The influence of the political-institutional environment of (semi-) public organizations has two important consequences for the study of public management. The first consequence is that public management, as a field of study, focuses on the interdependence between semi-public organizations and their environment. The environment of (semi-) public organizations consists of interdependent other organizations, institutions, and (organized) citizens. The second consequence of the influence of the political-institutional societal environment is that the field of public management has a broader focus than processes and activities within and between organizations. This broader focus includes effects of organizational internal and external functioning on performance, that is: quality of public service delivery in terms of its efficiency, effectiveness, equity, legitimacy, and client satisfaction. Technological developments have a significant function in order to achieve high level public service delivery
 
The module on public management starts from these two foci (organizational environment and organizational performance). During the module, students study issues that relate to the effects of internal and external management of (semi-) public organizations. For a proper performance, public organizations must tap necessary resources from their interdependent environment, and must buffer from shocks in their environment. While “getting more done with less” (in terms of resources) is often used as a slogan for public sector reform, the fundamental issue is “how to manage the use of resources as effectively and efficiently as possible, given the necessary quality of public service delivery?”
Module
Module 5
Participating study
Bachelor Management, Society and Technology
Required materials
Book
Hal G. Rainey, Understanding and Managing Public Organizations, 5th Edition, Jossey Bass, 2014, ISBN 978-1-118-58371-5
Book
Kathy Turner, Lynette Ireland, Brenda Krenus and Leigh Pointon, Essential Academic Skills, Second edition, Oxford University press, ISNB 978-0-19-557605-4, ISBN-13:978019-5576054
Course material
Additional articles, see Canvas
Recommended materials
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Instructional modes
Assessment
Presence dutyYes

Final thesis
Presence dutyYes

Lecture
Presence dutyYes

Self study with assistance
Presence dutyYes

Tutorial
Presence dutyYes

Tests
Management of Public Organization

Remark
Written exam

Research Methods and Techniques

Remark
Written assingnment

Project: Organizations

Remark
Assignments

Career Orientation in their Context

Remark
Written assignments

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