FINAL 1/3/05
Changes posted (2/01)
The Evergreen State College
Graduate Program in
Public Administration
Core Program: Doing Public Administration, Winter 2005
Tuesday, 6-10
p.m, Seminar II B1105
Faculty
Email
Phone
Office
Office
hours
Larry Geri
geril@evergreen.edu 867-6616 Lab
1, 3002
By appointment.
Joan Bantz
bantzj@evergreen.edu
867-5095 Lab
1, 3011
M/T
3-5pm; by appt.
Mitsuharu Mitsui mitsuim@evergreen.edu
867-6370
Lab I, 3008
By
appointment
OVERVIEW and Learning
Objectives
This quarter we will
examine the practical side of public
administration with an emphasis on collaboration and the people side of
management. Organizations in the public
and non-profit sectors face a set of
common
tasks. They must:
·
Select a strategy and
design their organizations to attain
their goals, objectives, outcomes, facilitate its implementation, and
evaluation;
·
Recruit, hire, motivate,
coach, mentor, train and retain
staff, with the knowledge, skills and abilities that are necessary to
meet
organizational goals;
·
Manage money—obtain
appropriate resources, convince donors
and/or public officials that the resources are necessary, used
effectively, and
account for all expenditures
·
Use information
technology.
·
Their leaders must find
ways to administer it all, manage
their own lives, work effectively with others and move forward despite
the
inevitable forces of entropy that threaten continuous chaos. This requires a realistic sense of self,
grounded in one’s core values, as well as the ability to think
creatively and
work collaboratively.
The learning
objectives for the quarter are to:
1. Gain an understanding of the
cornerstones of administration, including organizational theory,
development
and behavior, budgeting, human resources, strategic planning, decision-
making,
and information technology.
2. Develop an understanding of the
distinctive elements of nonprofit organizations.
3. Improve our awareness
of representativeness and
diversity as central values in public administration.
4. Increase understanding of
group dynamics and collaboration skills.
5. Refine skills
of critical thinking, writing, speaking across differences, active
listening,
and team- work.
6.
Improve
our
proficiency
with web-based communication tools.
REQUIRED TEXTS
Denhardt,
Robert B. , Janet Vinzant Denhardt and Maria P. Aristigueta (2003).
Managing Human Behavior in Public and Nonprofit Organizations.
paperback Sage. ISBN:
0-7619-2474-4.
Whyte, David. (1996). The Heart Aroused. New York: Currency. Paper. ISBN: 0385484186.
J. Steven Ott (2001).
Understanding Nonprofit
Organizations. Boulder, CO:
Westview Press. paperback. ISBN: 0-8133-6787-5
Rosenbloom
and Kravchuk, Public Administration (from fall quarter)
Articles
and cases: Listed on the
calendar.
WebCrossing: We
will continue to use Web Crossing this
quarter to facilitate skill building and facilitate a sense of community"
out of class. Note changes below in how
we will use WebCrossing this term. Over
the
course of the quarter, read and respond to at least 4 of your peer’s
postings,
selecting a different peer each time for the response.
website: http://academic.evergreen.edu/webx
ASSIGNMENTS
1. Seminar
Preparation. Continue fall quarter’s practice of writing
a short (1-2 pages, double-spaced) paper in preparation for each week’s
seminar. These need not be posted to
Web Crossing.
2. Reflection
papers.
each This
quarter we are emphasizing the inner and outer worlds of the
leader and administrator—in Japanese parlance, “uchi/soto,” or
inside/outside. Our belief is that most
capable leaders have considerable knowledge of themselves, their
preferences,
strengths and weaknesses, and that this serves as their foundation for
personal
and organizational action.
The first reflection
paper will be due week 1. First do the
assigned readings, then
complete a personal vision statement exercise (see pg. 33 of Denhardt
and
Denhardt), the instruments in the appendix to Chapter 2 of Denhardt,
and the
online version of the “temperament sorter” at http://www.keirsey.com
(there is no charge, but you need to register and provide a password to
complete the online instrument).
Or you may use your
preexisting knowledge of your
Myers-Briggs Type. Your paper should
include your personal vision statement, reflection about the state of
your
self-knowledge, and anything else you want to include about your
strengths,
weaknesses, tendencies and goals. Bring
a hard copy of this paper to class. You
may post it to Web Crossing if you wish but it is not required. The paper should be 2-4 double spaced pages.
The second reflection
paper will be due week 8. Reflect on
what you learned this quarter,
about the specific course topics, about yourself, and about your
ability to
work with others. Write a paper of no more than 4 double spaced pages
in which
you compare your vision statement with what you gained from your work
this
quarter, reflect upon what you may do differently in the remainder of
your
course work. Again, posting this paper
to Web Crossing is optional.
3.
Case analyses.
Weeks 4, 5 and 7 we will read and analyze a
case study relevant to the week’s topic. Write a short memo (not to
exceed
three double-spaced pages) that summarizes the key facts and issues in
the
case, your assessment of the problem that needs to be addressed, and
recommendations. We will do a workshop
during Week 2 on case analysis techniques.
Post these to Web Crossing by Sunday evening at 8 p.m. Those is Larry’s seminar, also please bring
a hard copy to class. (Not required for
Joan’s students).
Additional
instructions will be provided for the case to be discussed in Week 6,
when we
will do a roleplay. No written case
analysis will be required.
4. Teach to learn
team. Students will
self-select into teams of 4-5 students.
We will do this during class weeks one, two and three. Each group will select an area of interest
related to the topics covered in this course.
Early in the quarter we will have extensive class discussion on
possible
topics for this assignment. Week 3 the
teams will meet in class and develop and turn in a Team Agreement.
The task of your team
will be to develop a 45 minute training
program on this topic. You can use media, engage the class in an
exercise, do a
role-play, or whatever makes sense.
Have fun with the topic. Each
member of the group must participate in the presentation.
The group will turn in a training design
(this is the plan for the training), that lays out exactly how the
material
will be presented, who will present what, and the start and stop times
for each
component of the training. It will also include a bibliography.
Teams will present weeks
5, 6, 7, and 8. There will be a sign-up
sheet and 2-3 teams
will present on each of those class sessions.
The process for working
together is a key element of this
assignment. Peer evaluations of each
team member, yourself as well as assessment of the team performance
will be
conducted.
5. Administering a
Public Policy. You
will analyze
the administrative side of the policy area you selected in fall quarter
(or an
agency or nonprofit organization of your choice).
Pick an agency that is involved in implementing this policy and
write a paper of 8 double spaced pages or less in which you describe
its:
Mission, vision and
objectives
Budget Challenges
and/or lessons learned.
Organizational structure Staffing
Relationship to other
levels or parts of government and/or
non-profit organizations
Management innovations
(if any) Accomplishments
(results)
As part of your
research, you will interview the director or program manager about the
accomplishments of the program as well as current challenges. You will need to prepare and submit a Human
Subjects Review as part of this process (we will cover this in class
during
Week 2).
Include citations and a
bibliography with the paper (this
can be in addition to the 8 page body of the paper).
You will present a brief (3-minute) summary on the last night of
class within seminar.
The
paper and presentation are due March 8th.
(Please post it to
WebCrossing
when completed).
EXPECTATIONS AND EVALUATIONS
Credit: Students
will receive 4 graduate credits
based upon satisfactory and on-time completion of all course
requirements and
assignments. The seminar faculty member
of the team will make credit denial decisions.
No partial credit will be awarded.
Plagiarism, failing to complete one or more assignments,
completing one
or more assignments late (without having made special arrangements in
advance
of the due date) or two non-excused absences, may constitute automatic
denial
of credit.
Evaluation: Each student is
expected to participate in the end of quarter evaluation conference
with
faculty. Students are expected to provide a written evaluation of their
faculty
member.Your evaluation of the faculty can be given to the program
secretary.
Students can expect the faculty member to be prepared for classes and
seminars,
to be available for office hours as posted and for scheduled meetings
outside
of office hours, to respond to telephone or email messages in a timely
manner,
and to provide timely feedback on assignments. All students will
receive a
written evaluation of their academic performance by their faculty.
Covenants: In furtherance of
our learning community, we expect students and faculty to:
· Act in accordance with
the Evergreen
Contract and Student Conduct code.
·
Promote a cooperative, supportive atmosphere within the
community; give
everyone opportunity for self-reflection and expression.
·
Use high standards in reading the text and preparing papers,
lectures,
and comments in seminar.
·
Handle all disputes in a spirit of goodwill.
Both students and faculty
agree to discuss any problems
involving others in the learning community directly with the
individuals
involved, with the right to support from other program members during
those
discussions, if that seems helpful. For example, students must first
discuss
any problems involving a faculty member directly with the person in
question;
other faculty will refrain from discussing details of any such problem
except
in the above format.
Tentative schedule:
|
Dates |
Topics/Activities |
Readings/Seminar |
Assignments Due |
|
Week 1.
January 4 |
The Inner Game: The
Johari Window, Cultural Competency. Larry/Joan/Mitsui Syllabus overview Mitsui: Service Management |
Denhardt, Ch. 1-3, 6. |
First reflection paper
due. |
|
Week 2
January 11 |
Organizations I: Structure and Power Case analysis workshop:
Larry Human Subjects Review |
R&K: 4, 5 Denhardt: 8 Lee: “Judicial theory” |
|
|
Week 3 January 18 |
Collaboration, Creativity
and Communication: The Outer Game: Joan Complete team selection |
Denhardt: 9, 10, 11 Multicultural article |
|
|
Week 4 January 25 |
Organizations II: Human
Relations and Culture Multiculturalism: Joan Paul Johnson video |
Denhardt, 7
(not chp 6), 12 Article: McKendall Org Change Case: USDA |
Case analysis due. Team Agreement Post to Web Crossing
1/23/05 at 8 pm. |
|
Week 5 February 1st |
Non Profit Organizations:
Lisa Smith, Enterprise for Equity |
Ott: pgs. 9-24; 93-107;
167-194; 211-222; 283-297; 309-338; 345-365. Case: Am. Red Cross |
Case analysis due. Human Subject Review Due Post to Web Crossing
1/30/05 at 8 pm. |
|
Week 6
February 8th |
Strategic Planning and
Decisionmaking: Larry |
R&K: 7 Denhardt: 5 Case: Appalachian Mtn IS ELIMINATED. |
Teach to Learn
Presentations: Team I and
II Case analysis |
|
Week 7
February 15th |
Budgeting:
Karen Lane |
Articles: R&K Ch.6;
Priorities of Government Case: DSHS |
Teach to Learn Presentations Team
III and IV |
|
Week 8
February 22nd |
Larry: “Uchi/soto”:
Leadership and the Inner and Outer game |
Whyte Article, Ethical
leadership |
Teach to Learn
Presentations Team V and VII Reflection paper 2 due. |
|
Week 9
March 1st |
E-government: Panel |
Article, TBD: On line |
Teach to Learn
Presentations |
|
Week 10
March 8th |
Final Presentations
|
|
Final Presentations: in
seminar Final Paper Due-bring
hard copy to class; Post to Web Crossing when completed. |