People-oriented public service management - JSM706

• Anglický název: People-oriented public service management
• Český název: People-oriented public service management
• Zajišťuje: Katedra veřejné a sociální politiky (23-KVSP)
• Fakulta: Fakulta sociálních věd
• Platnost: od 2023
• Semestr: letní
• E-Kredity: 5
• Způsob provedení zkoušky: letní s.:
• Rozsah, examinace: letní s.:1/1, Zk [HT]
• Počet míst: 25 / neurčen (25)
• Minimální obsazenost: 8
• 4EU+: ne
• Virtuální mobilita / počet míst pro virtuální mobilitu: ne
• Stav předmětu: nevyučován
• Jazyk výuky: angličtina
• Způsob výuky: prezenční
• Způsob výuky: prezenční
• Poznámka: předmět je možno zapsat mimo plán; povolen pro zápis po webu
• Garant: Ing. Vladimír Kváča, Ph.D.
• Vyučující: Ing. Vladimír Kváča, Ph.D.
• Třída: Courses for incoming students
• Neslučitelnost : JSM717
• Je neslučitelnost pro: JSM717

Anotace

Poslední úprava: Mirna Jusić, M.A., Ph.D. (26.02.2024)

The discipline of management of public services is currently in a fascinating situation of paradigm shifts affecting many aspects of the reality of public organisations. Public institutions have to adapt to the changing environment in order to serve the citizens well in the 21st century. Most dilemmas stemming from the current paradigm shifts will be investigated in the course. Topics include understanding the nature of the environment in which public organisations operate, measuring human development, the differences between the assumption of managing industrial production and service provision, the differences between hierarchical and self-steering organisations, challenges of understanding human motivation, shifting focus of accountability in the public sector and explaining the concept of meta-governance. As a response to the challenges of the current world, the course offers Human Learning Systems as an alternative approach to public management based on: Being human, Continuously learning, and Nurturing healthy systems. Students will have the opportunity to compare both traditional and emerging approaches in public management standing on opposite sides of the current paradigm shifts. Students will improve their understanding of the traditional way of public management, its implicit assumptions, and the level to which these assumptions hold in the reality of 21st century, see the main weaknesses of a traditional way of public management, become familiar with emerging practices in public management, which are promising but usually not in the mainstream yet. They will also become more sensitive to longer-term evolution of the public sector and to recognise prospective trends. The course is composed of seven usually be-weekly meeting and the grading is based on the combination of active participation, short homework tasks, and contribution to final group discussion.

Podmínky zakončení předmětu

Poslední úprava: Ing. Vladimír Kváča, Ph.D. (14.09.2022)

Exam is based on combination of following activities and tasks:

Activity / task	Points available
Preparation and participation at the seminars	4 points per meeting, max. 20 points in total
Bi-weekly homework tasks	6 x 10 points, max. 60 points in total
Quality of contribution to final group discussion.	max. 20 points.
TOTAL	Max. 100 points.

 

Preparation and participation at the seminars

Face-to-face part of the course consists of seven meetings, 1-3 weeks apart from each other, composed of a lecture and seminar. For his/her presence at one whole seminar, each student gets 4 points for participation up to a maximum of 20 points. This means two absences don’t affect scoring. For each seminar, preparation mainly in form of reading is required. Obvious failing to prepare for the seminar may result in the deduction of some awarded points.

Homework tasks

You are required to read/watch assigned resources in between the meetings. On the basis of these resources you are requested to write short homework (never exceeding two pages), usually in a form of an essay reflecting the topic and/or resources for the next meeting. There are six homework tasks, each scoring up to 10 points on the basis of quality. Failing to meet the deadlines results in zero points awarded. Each student may decide to re-work up to two homework tasks in order to get a better score.

Quality of contribution to final group discussion.

At the end of the term, group discussions of max. 4 students and the lecturer are held. You are expected to contribute to the discussion related to the topics of the course. You will be awarded up to 20 points on the basis of your activity and the quality of your arguments used in the discussion.

Workload composition

5 credits equal to 150 hours of work. This is made up from:

• 25 hours of direct teaching (3h x 7 weeks + consultations and examinations)
• 50 hours of reading/watching resources and preparation for course meetings
• 60 hours of work on homework tasks (6 x 10h)
• 15 hours of preparation for the final group discussion

Grading

Score	Mark
91 – 100 points	A – Excellent
81 – 90 points	B – Excellent
71 – 80 points	C – Very Good
61 – 70 points	D – Very Good
51 – 60 points	E – Good
50 or less points	F – Fail

Literatura

Poslední úprava: Mirna Jusić, M.A., Ph.D. (26.02.2024)

Human Learning Systems: Public Service for the Real World, 2021. [online]. ISBN ISBN: 978-1-9161315-2-1. Available from: https://realworld.report/

Bourgon, J. (2011). A New Synthesis of Public Administration: Serving in the 21st Century. Queen's Policy Studies, 2011. 978-1553393122.

Cook, J. W., & Tõnurist, P. (2017). From Transactional to Strategic : systems approaches to public service challenges. Retrieved from OECD Observatory of Public Sector Innovation: https://www.oecd.org/media/oecdorg/satellitesites/opsi/contents/images/h2020_systemsthinking-fin.pdf

Cottam, H. (2019). Radical Help : How We Can Remake the Relationships Between Us and Revolutionise the Welfare State. 10. vyd. London: Virago Press. ISBN 978-0-349-00909-4.

Hood, C. (1991). A Public Management for all Seasons? Public Administration, 69(1).

Kurtz, C. F., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM SYSTEMS JOURNAL, 3. Retrieved from http://alumni.media.mit.edu/~brooks/storybiz/kurtz.pdf

Osborne, S. P., Randor, Z., Kinder, T., & Vidal, I. (2015). The SERVICE Framework: A Public Service Dominant Approach to Sustainable Public Services. British Journal of Management

Perrin, B. (2015). Bringing accountability up to date with the realities of public sector management in the 21st century: New View of Accountability. Canadian Public Administration 58(1)·March 2015. DOI: 10.1111/capa.12107

Pink, D. (2011)  Drive : The Surprising Truth About What Motivates Us. Riverhead Books.

Stiglitz, J., A. Sen and J.-P. Fitoussi. Report of the Commission on the Measurement of Economic Performance and Social Progress. http://www.communityindicators.net/system/publication_pdfs/9/original/Stiglitz_Sen_Fitoussi_2009.pdf?1323961027

Wauters, B. Where did the well-being go in ESIF? Paper for "2nd joint EU Cohesion Policy Conference: Challenges for the New Cohesion Policy 2014-2020: an Academic and Policy Debate", University of Latvia, 4-6 February 2015. http://www.latitudeconsulting.eu/resources.html

Wauters, B. (2017). Zelfsturing in publieke dienstverlening: een verhaal van twee paradigma’s. Vlaams Tijdschrift voor Overheidsmanagement. http://www.latitudeconsulting.eu/resources.html

Sylabus

Poslední úprava: Mirna Jusić, M.A., Ph.D. (26.02.2024)

Sylabus