|
|
|
||
|
Poslední úprava: PhDr. Petr Bednařík, Ph.D. (13.02.2022)
|
|
||
|
Poslední úprava: PhDr. Petr Bednařík, Ph.D. (13.02.2022)
Recommended literature (mandatory items in bold): Babic, Milan et al (2018) Who is more powerful - states or corporations? https://theconversation.com/who-is-more-powerful-states-or-corporations-99616. Bach, T., and Veit, S. 2018. The determinants of promotion to high public office in Germany: Partisan loyalty, political craft, or managerial competencies? Journal of Public Administration Research and Theory, vol. 28, no. 2, pp. 254-269. Chater, N. (2020), “Could we live in a world without rules?” https://www.bbc.com/future/article/20200220-could-we-live-in-a-world-without-rules. Drechsler, W. 2013. Three paradigms of governance and administration: Chinese, Western and Islamic. Society and Economy, vol. 35, no. 3, pp. 319-342 Dunleavy, P., and Carrera, L. 2013. Growing the Productivity of Government Services. Cheltenham: Edward Elgar. Halligan, J. (ed.) 2004. The Civil Service Systems in Anglo-American Countries. Cheltenham: Edward Elgar. Halligan. J. 2020. Reforming Public Management and Governance: Impact and Lessons from Anglophone Countries. Cheltenham: Edward Elgar. Hammerschmid, G., Van der Walle, S., Andrews, R., and Mosfata, A.M.S. 2019. New Public Management Reforms in Europe and their effects: Findings from a 20-country top executive survey. International Review of Administrative Sciences, vol. 85, no. 3, pp. 399-418. Hodge, G.A. and G., Carsten. 2017. On public–private partnership performance: A contemporary review. Public Works Management & Policy, vol. 22, no. 1, pp. 55–78 Hustedt, T., and Salomonsen, H.H. 2014. Ensuring political responsiveness: Politicization mechanisms in ministerial bureaucracies. International Review of Administrative Sciences, vol. 80, no. 4, pp. 746-765. Jann, W., and Veit, S. 2021. ‘Politics and Administration in Germany’, In Kuhlmann, S., Proeller, I., Schimanke, D., Ziekow, J. (eds.) Public Administration in Germany. London: Palgrave Macmillan, pp. 145-162. Joshi, V., and Panigrahi, A. 2020. ‘Failure of Nokia: Lessons from losers’, In: Emerging Issues in Business Management, New Delhi: National Press Associates, pp. 155-160. Oehmen, J., Stingl, V. and Witz, P., (2020). “Legitimacy of drastic action: lessons learned from megaproject management, https://blogs.lse.ac.uk/businessreview/2020/04/23/covid-19-and-the-legitimacy-of-drastic-action-lessons-from-megaproject-management/ Olejniczak, K. (2017). „The Game of Knowledge Brokering: A New Method for Increasing Evaluation Use“. American Journal of Evaluation, 2017, Vol. 38(4) 554-576 ª The Author(s) 2017 Reprints and permission: sagepub.com/journalsPermissions.nav DOI: 10.1177/1098214017716326 journals.sagepub.com/home/aje. Ongaro, E., and Van Thiel, S. (eds.) 2018. The Palgrave Handbook of Public Administration and Management in Europe. London: Palgrave Macmillan. Osborne, S.P. (ed.) 2010. The New Public Governance? Emerging Perspectives on the Theory and Practice of Public Governance. New York: Routledge. Peters, B.G. 2010. The Politics of Bureaucracy. 6th ed. London: Routledge. Peters, B.G., and Pierre, J. (eds.) 2003. Handbook of Public Administration. London: SAGE. Pollitt, C., and Bouckert, G. 2017. Public Management Reform. 4th ed. Oxford: Oxford University Press. Painter, M., and Peters, G.B. (eds.) 2010. Tradition and Public Administration. London: Palgrave Macmillan. Rose, D. et al. (2020), “The civil service doesn’t just need more scientists, it needs a decision-making revolution, https://blogs.lse.ac.uk/impactofsocialsciences/2020/01/28/the-civil-service-doesnt-just-need-more-scientists-it-needs-a-decision-making-revolution/ Torfing, J., Bøgh Andersen, L., Greve, C., and Klausen, K. K. 2020. Public Governance Paradigms, Cheltenham, UK: Edward Elgar Publishing. Available From: Elgar Online: The online content platform for Edward Elgar Publishing<https://doi.org/10.4337/9781788971225 Veselý, A. 2014. The profile and work of officials in central and regional administration compared: The case of the Czech Republic. NISPAcee Journal of Public Administration and Policy, vol. 7, no. 1, pp. 107-128.
|
|
||
|
Poslední úprava: Jana Vojanová (25.02.2022)
ADMINISTERED SOCIETIES: A PUBLIC ADMINISTRATION PERSPECTIVE (JSB733) Course Syllabus
Course structure and organisation: The course content comprises lectures and seminars. Lecture content will be covered online, via pre-recorded presentations. This applies except for the first, introductory meeting that will be held onsite (in class). The online presentations will be available on a special YouTube channel (To be added) Seminars, requiring on-site, physical presence, will be held every other week (once in 14 days, except for Week 1 – Week 4). Hence, the course will be organised in blocks: an online lecture one week, an on-site seminar the other week.
The schedule of course organisation: 1. Week: Introductory lecture, onsite (Why administer societies?) 2. Week: Seminar, onsite 3. Week: Lecture, online (PA in practice and as a discipline) 4. Week: Lecture, online (Public vs private dilemma) 5. Week: Seminar, onsite 6. Week: Lecture, online (HR and EIDM) 7. Week: Seminar, onsite 8. Week: Lecture online (Politics and politicisation of public administrations) 9. Week: Seminar, onsite 10. Week: Lecture, online (Costs and investment management) 11. Week: Seminar, onsite 12. Week: Lecture, online (Openness to public) 13. Week: Seminar, onsite
Course requirements: Requirements for passing the course comprise the following: · Preparation for and discussion/mini-assignments in seminars. · Presentation of potential solutions to a selected public-administration problem (during the last but one and the last seminar). The selection of a problem is up to a student but it has to have clear relevance to public administration. The selection has to be made till the fifth week of the course. · Short seminar paper on solving a selected public administration problem (up to 4,000 words). Footnotes and annexes are not included in the word count.
Points allocation and course grading: The activities required for passing the course will be allotted points as follows: · Seminar work: 4 points to be earned for each seminar (24 points maximum) · Presentation of solutions to a public-administration problem: 1-26 points · Short seminar paper (on problem solution): 1-50 points
Course grading: 100-90 points: A grade 89-80 points: B grade 79-70 points: C grade 69-60 points: D grade 59-50 points: E grade 49 and less points: F (fail)
Course content: I. Why administer societies? Who rules and who sets the rules in motion? Introduction to the course and introduction to public administration: Making of the state and making of public administration - Managing unmanageable? Major interpretations of statehood and its emergence - Rule by force-Public interest -Trust-Authority-Legitimacy - Rules, rule-makers, rule-facilitators and rule-breakers - Forms of societal organisation: public-private divide/state-business-civil society, - Power distribution and sharing through checks and balances - Public sector specificities and challenges
- Seminar - Chater, N. (2020), “Could we live in a world without rules?” https://www.bbc.com/future/article/20200220-could-we-live-in-a-world-without-rules - Oehmen, J., Stingl, V. and Witz, P., (2020). “Legitimacy of drastic action: lessons learned from megaproject management”, https://blogs.lse.ac.uk/businessreview/2020/04/23/covid-19-and-the-legitimacy-of-drastic-action-lessons-from-megaproject-management/
II. Public administration in practice and as a discipline (characteristics, layers, roles and functions) - Disciplinary groundings of public administration, evolution as a discipline - Definitions, roles and functions of public administration - Administrative reforms (incl. insights from comparative public administration) - Classifications and characteristics of administrative cultures - Administering societies: governing and governance, devolution and subsidiarity of administrative powers (layers: multi-level, supranational, state, region, locality)
III. Public vs private dilemma – which is better at what and when? - administrative differences between public and private sector organisations - Hollowed-out states vs ‘caring’/engaged states - multisectoral overview of various forms of public-private arrangements and interactions in provision of goods and services
- Seminar Required reading:
Babic, Milan et al (2018) Who is more powerful - states or corporations? https://theconversation.com/who-is-more-powerful-states-or-corporations-99616.
Range of public-private interactions - https://ppp.worldbank.org/public-private-partnership/agreements
Hammerschmid, G., Van der Walle, S., Andrews, R., and Mosfata, A.M.S. 2019. New Public Management reforms in Europe and their effects: Findings from a 20-country top executive survey. International Review of Administrative Sciences, vol. 85, no. 3, pp. 399-418.
IV. Human resources management and evidence-informed decision making
- Competency building in public administration - knowledge brokering - Management of large data - Institutional memory building - Digital repositories of knowledge
- Seminar Required reading Rose, D. et al. (2020), “The civil service doesn’t just need more scientists, it needs a decision-making revolution, https://blogs.lse.ac.uk/impactofsocialsciences/2020/01/28/the-civil-service-doesnt-just-need-more-scientists-it-needs-a-decision-making-revolution/ Chapter 6 in Torfing, J., Bøgh Andersen, L., Greve, C., and Klausen, K. K. 2020. Public Governance Paradigms, Cheltenham, UK: Edward Elgar Publishing. Available From: Elgar Online: The online content platform for Edward Elgar Publishing<https://doi.org/10.4337/9781788971225 Olejniczak, K. (2017). „The Game of Knowledge Brokering: A New Method for Increasing Evaluation Use“. American Journal of Evaluation, 2017, Vol. 38(4) 554-576 ª The Author(s) 2017 Reprints and permission: sagepub.com/journalsPermissions.nav DOI: 10.1177/1098214017716326 journals.sagepub.com/home/aje.
V. Politics in public administration: how does politics impact on public administration - striking a balance [H1] - Distribution of powers and responsibilities, politico-administrative relations (politicians and civil servants) - Politicisation of civil service
- Seminar Politicisation in German civil service: discussion + outreach to the situation in student home countries. Required reading: Bach, T., and Veit, S. 2018. The determinants of promotion to high public office in Germany: Partisan loyalty, political craft, or managerial competencies? Journal of Public Administration Research and Theory, vol. 28, no. 2, 254-269. Jann, W., and Veit, S. 2021. ‘Politics and Administration in Germany’, In Kuhlmann, S., Proeller, I., Schimanke, D., Ziekow, J. (eds.) Public Administration in Germany. London: Palgrave Macmillan, pp. 145-162.
VI. Costs and investment management in public administration - Public budgets – size, composition, structure, management - Mandatory expenditure and public investments - Public procurement methods - Strategies for achieving savings in public sector - Seminar Students’ presentations (problem solution)
VII. Openness to public: Transparency, corruption, accountability, mediation and conflict resolution - bureaucracy/citizens interface - exposure to citizens - strategies for engaging and involving public in public-administration processes - conflict prevention, mediation and resolution in public projects - ethos, ethics, codes and HR issues
- Final seminar Students’ presentations, Review of the most important content
Study ethics and rules of conduct Due to the tradition of the university and the nature of the subjects taught, KVSP FSV UK places great emphasis on the ethical and responsible behaviour of all students. Ethical behavior and mutual respect are not only the basis of good manners but also for conducting the work activities for which the study at FSV UK prepares.
In particular, the following are considered to be significant violations of study ethics: a) plagiarism – i.e. quoting/paraphrasing words, using ideas of others without specifying the source; b) manipulation of data and information (e.g. their modification or arbitrary creation); c) fraud of any kind.
Discussions on any topic should always be conducted correctly, without personal invectives and with respect to other people in the discussion. Violations of the rules (e.g. any cases of plagiarism) will be strictly resolved according to the FSV UK Disciplinary Rules (available at https://fsv.cuni.cz/pro-zamestnance/vnitrni-predpisy-dokumenty/disciplinarni-rad).
|