The course takes a comparative and thematic approach to issues in public sector management, and encourages students to consider their relevance to their own countries and workplaces. The course gives particular emphasis to issues of public sector reform and draws on leading-edge research by academic staff at the Crawford School

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

1. understand the key concepts, ideas, theories and terminology associated with public administration and public sector management;2 understand the main issues in key theoretical debates in public administration and public sector management.
2. .apply relevant concepts and theories to individual cases in a comparative context. ;
3. understand the main principles in public sector reform and apply them to individual cases.
4. demonstrate improved capacity for critical analysis as well as for clear and effective communication, both written and oral.
5. demonstrate improved capacity to locate and critically evaluate relevant academic sources.

Recommended Resources

There is no prescribed text book. Readings are listed under the lecture topics and will be available online. You may find the following introductory textbooks useful.

1.    Alford, J. and O’Flynn, J. (2012) Rethinking Public Service Delivery: Managing with External Providers, Palgrave, Basingstoke.

2.    Bovaird, T. and Loffler, E. (2003) Public Management and Governance, Routledge, London.

3.    Hughes, O. (2012) Public Management & Administration, 4th edition, Palgrave Macmillan, Houndsmills, Basingstoke.

4.    Moore, M. (1995) Creating Public Value: Strategic Management in Government, Harvard University Press, Cambridge, Massachusetts.

5.    Osborne, S. ed. (2010) The New Public Governance, Routledge, London.

6.    Van der Wal, Z. (2017) The 21st Century Public Manager. Macmillan International Higher Education, London.

7.    Peters, B.G. and Thynne, I. eds. (2022) The Oxford Encyclopedia of Public Administration, Oxford University Press, New York.

Staff Feedback

Students will be given feedback in the following forms in this course:

• Written comments
• Verbal comments
• Feedback to the whole class, to groups, to individuals, focus groups

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.

Other Information

Objectives

Welcome to Public Sector Management. There have been widespread changes to the nature and operation of public sector activity around the world over the last few decades and these have posed significant challenges and opportunities for public sector leaders and managers. This course provides a forum to address these changes, challenges and opportunities. The notion of a public sector leader or manager is not necessarily a common one. In many countries it is often more common to refer to people working in the public sector as public servants, civil servants, administrators, or bureaucrats. They use resources (human, financial, technological) to achieve goals through the processes of planning, organising, leading and controlling.

In this course, there will be opportunities for you to reflect critically on various interrelated topics and to draw on your own professional experience in addressing readings, lecture discussions, and associated exercises. Comparisons will be made between different public sector systems and countries, drawing in part on the diversity of experience among course participants.

 

Acknowledgements

I acknowledge and celebrate the First Australians on whose traditional lands we meet, and pay our respect to the elders past, present and emerging.

CRAWFORD ACADEMIC SKILLS

The Crawford School of Public Policy has its own Academic Skills team dedicated to helping students to understand the academic expectations of studying at Crawford and succeed in their chosen program of study. Through individual appointments, course-embedded workshops and online resources, Crawford Academic Skills provides tailored advice to students keen to develop their academic reading, thinking, planning, writing, and presentation skills. 

Class Schedule

Week/Session	Summary of Activities	Assessment
1	Introduction and Framework The organisation of the course, lectures, tutorials and assignments The public sector and the private sector (commercial and non-profit) Public management and public administration Executive government and its constitutional role Varieties of government organisation	No Tutorial
2	Types of Organisation                                                Bureaucracies, markets and communities/networks as alternative structures of social coordination The nature of organisations Models and their use in social analysis Managing public and private organisations, similarities and differences.	TutorialWhat are the main features of ‘models’ and how are they used to analyse types of organisation? Which definition of organisation best fits government organizations and why? What are the main differences between managing in the public and private sectors and what are the main reasons for these differences?
3	Bureaucracy                   The origins of bureaucracy Weber’s theory of bureaucracy Bureaucracy and administration The relation between bureaucracy and democracy General criticisms of bureaucracy	TutorialFind examples of each of the Weberian principles of bureaucracy in organisations with which you are acquainted. In which situations has bureaucracy been effective and why? What are some of the fundamental problems related to the bureaucratic model of public administration?
4	New Public Management General disillusionment with government The influence of private sector management and institutional economics The main elements of new public management (NPM), including marketisation, privatisation, managerial autonomy, strategic management, customer focus: the impact of NPM.	TutorialWhat were the major driving forces behind the NPM reforms? Where was NPM most influential as a model for public management? What has been the lasting impact of NPM?
5	Network and Governance                                                 Moving beyond the new public management and contractualism The role of shared values, cooperation and partnerships in public services Networks and horizontal relationships Government and governance A new paradigm or a continuing role for bureaucracy?	TutorialWhat does Rhodes understand by 'networks' and ‘governance’? What are the main features of multi-party networks for service delivery? How does the ‘New Public Governance’ differ from the New Public Management?
6	Non-Western Public Administration                                            An increasing recognition that Western models of public administration are not adequate to solve the problems in those countries with strong historical and traditional cultures Examine some of the other models and traditions that are being identified as Non-Western Public Administration, such as, Islamic, Confucian, Buddhist and other forms of Indigenous public administration.	TutorialTBC
7	Values in Public Management                                         Management values - economy, efficiency and effectiveness and their relation to inputs, outputs and outcomes Equity, fairness Legality and compliance: the public interest and public value Good governance and the World Bank indicators	TutorialHow would one assess the efficiency and effectiveness of an organisation? What is ‘public value’ and does it attribute too much autonomy to public managers?
8	Leaders and Managers in Public Sector Management                              Types of leaders and managers Roles and tasks of leadership Contemporary challenges Leaders, managers, and organisational reform.	TutorialWhat are the main differences in the management of these possibilities in terms of the relationship between expansion/new action and operational action? What types of leaders and managers are likely to be essential in the management of these possibilities – and why?
9	Responsibility and Performance Management                                                   Responsibility, accountability, and control Indicators and measures of performance Organizational maturity and integrity	TutorialWith reference to a system of government with which you are familiar: Why, and to what extent, are these accountability perspectives relevant? What can, and should, leaders and managers do in response to the perspectives? What challenges are leaders and managers likely to face in responding to the perspectives?
10	Managing Culture in Organisations What is culture? How do social structures affect societies? Does culture impact organisational activities in a society? How does language affect work?	TutorialTBC
11	Entrepreneurial Bureaucracies and Innovation What are entrepreneurial states? How does state agility create innovative bureaucracies? What is a learning organisation? What are some interventions to create a learning organisation? Why and how innovation and organisational learning are important? What are the building blocks of a learning organisation?	TutorialTBC
12	Public Sector Reform  The international reform movement and the role of donors The main directions of public sector reform Conditions for successful reform and reasons for failure Pointers to the final essay	TutorialWhat lessons can be learned from the World Bank's approach to public sector reform? What criteria should be used to assess the implementation of public sector. What are the alternatives to NPM being adopted in developing countries?

Tutorial Registration

The course is organised using a combination of interactive lectures and exercise-based learning. Tutorials will be held on all weeks other than week no 1. The tutorials will provide an opportunity for you to discuss the lecture topics and associated exercises. The tutorials will be conducted by a tutor.

Assessment Summary

Assessment task	Value	Due Date	Return of assessment	Learning Outcomes
Test 1	20 %	20/08/2024	30/08/2024	1, 3, 5
Test 2	20 %	01/10/2024	11/10/2024	1, 3, 5
Research Paper	50 %	01/11/2024	28/11/2024	1, 2, 4, 5, 6
Tutorial Participation	10 %	*	28/11/2024	1, 2, 3, 4, 5, 6

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details

Policies

ANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:

• Student Assessment (Coursework) Policy and Procedure
• Special Assessment Consideration Policy and General Information
• Student Surveys and Evaluations
• Deferred Examinations
• Student Complaint Resolution Policy and Procedure

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.

Assessment Task 1

Test 1

Based on topics covered in Weeks 2, 3 and 4, you will be asked to answer two 750-word limit questions. This will be an online open-book test and more details will be provided in Wattle. The ANU College of Asia and the Pacific’s Word Length and Excess Word Penalty Guidelines applies to this assessment item and can be found here.

Assessment Task 2

Test 2

Based on topics covered in Weeks 5 and 6, you will be asked to answer two 750-word limit questions. This will be an online open-book test and more details will be provided in Wattle. The ANU College of Asia and the Pacific’s Word Length and Excess Word Penalty Guidelines applies to this assessment item and can be found here.

Assessment Task 3

Research Paper

This should be written in the form of an essay (3000-word limit), with the aim of recommending a particular reform in public sector management in a particular country. The reform might involve any of the concepts and themes considered in the course. More details of the requirement of the assessment will be provided in Wattle. The ANU College of Asia and the Pacific’s Word Length and Excess Word Penalty Guidelines applies to this assessment item and can be found here.

Assessment Task 4

Tutorial Participation

You will be expected to have read the readings and to come to tutorials prepared to exchange ideas, share examples, and participate actively in the discussions. There will be opportunities for you to participate in a respectful, collegial, and cordial environment. Please note that if you can't attend a tutorial for pressing reasons, please let your tutor know.

Academic Integrity

Academic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.

Online Submission

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.

Hardcopy Submission

For some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.

Late Submission

Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof. Late submission of assessment tasks is not accepted after 10 working days after the due date, or on or after the date specified in the course outline for the return of the assessment item. Late submission is not accepted for take-home examinations.

Referencing Requirements

Accepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information. In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service — including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy. If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).

• ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
• ANU Access and inclusion for students with a disability or ongoing or chronic illness
• ANU Dean of Students for confidential, impartial advice and help to resolve problems between students and the academic or administrative areas of the University
• ANU Academic Skills and Learning Centre supports you make your own decisions about how you learn and manage your workload.
• ANU Counselling Centre promotes, supports and enhances mental health and wellbeing within the University student community.
• ANUSA supports and represents all ANU students