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Unit information: Public Management and Organisations in 2019/20

Please note: Due to alternative arrangements for teaching and assessment in place from 18 March 2020 to mitigate against the restrictions in place due to COVID-19, information shown for 2019/20 may not always be accurate.

Please note: you are viewing unit and programme information for a past academic year. Please see the current academic year for up to date information.

Unit name Public Management and Organisations
Unit code SPOLM1074
Credit points 20
Level of study M/7
Teaching block(s) Teaching Block 2 (weeks 13 - 24)
Unit director Professor. Ayres
Open unit status Not open
Pre-requisites

N/A

Co-requisites

None

School/department School for Policy Studies
Faculty Faculty of Social Sciences and Law

Description

This unit examines a selection of topics related to the restructuring of public sector organisations. These will include: the implications of the fragmentation of the state for efficiency and accountability; the rise of contracting, audit and inspection; the impact of new public management on the nature of the civil service; the implications of consumerism; technological change and service delivery; the scope for strategic management in a political environment. The unit will seek to relate change in the organisation of the public sector to changing thinking about organising more generally. It will consdier the origins of key ideas and the extent to which they translate to the public sector.

Aims:

This unit will examine a selection of topics related to the restructuring of public sector organisations. These will include: the implications of the fragmentation of the state for efficiency and accountability; the rise of contracting, audit and inspection; the impact of new public management on the nature of the civil service; the implications of consumerism; technological change and service delivery; the scope for strategic management in a political environment. The unit will seek to relate change in the organisation of the public sector to changing thinking about organising more generally. It will consider the origins of key ideas and the extent to which they translate to the public sector.

Intended learning outcomes

  • To provide students with an understanding of key concepts shaping reorganisation of the public sector.
  • To demonstrate to students the way in which changing ideas about organisation have reshaped public sector organisations.
  • To explore the origins of, and assumptions underpinning a selection of concepts and discuss the extent to which these influence their application to public services.
  • To introduce students to a range of perspectives from which to think critically about organisation.

Teaching details

This unit will be delivered in sessions on 2 hours. Each session will consist of an introductory lecture followed by discussion, or student presentation.

Assessment Details

Students will complete one 4,000 word written assignment through which they will demonstrate (i) an understanding of key concepts shaping public sector organisation and management and their implications and (ii) evaluate the extent to which one or more recent management theory has been successfully applied in the public sector.

Reading and References

  • Grey, C. (2016) A very short, fairly interesting and reasonably cheap book about studying organizations, 4th ed, Sage.
  • Bovaird, T. and Loffler, E. (eds) (2016) Public management and governance, Routledge.
  • Denhardt, J. and Denhardt, R. B. (2015) The New Public Service: Serving, Not Steering, 4th Edition, Abingdon, Routledge.
  • Doherty, T. L., Horne, T. and Wootton, S. (2014) Managing Public Services - Implementing Changes, Oxon, Routledge.
  • Drennan, L, T., McConnell, A. and Stark, A. (2015) Risk and Crisis Management in the Public Sector, 2nd Edition, Abingdon, Routledge.
  • Grossman, S, A. and Holzer, M. (2016) Partnership Governance in Public Management, Abingdon, Routledge.
  • Rees, J. and Mullins, D. (2016) The Third Sector Delivering Public Services: Developments, Innovations and Challenges, Bristol, Policy Press.
  • Van Doreen, W., Bouckaert, G. and Halligan, J. (2015) Performance Management in the Public Sector, 2nd Edition, Abingdon, Routledge.

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