School of Public Affairs and Administration (SPAA)
Center for Urban and Public Service
Rutgers, The State University of New Jersey
111 Washington Street
Newark, NJ 07102
http://spaa.newark.rutgers.edu
spaa@andromeda.rutgers.edu
p: 973-353-5093
f: 973-353-5907
Managing Public Organizations
Index #: 13835/Course Number: 20:834:522:90
SCHOOL OF PUBLIC AFFAIRS AND ADMINISTRATION
RUTGERS UNIVERSITY – NEWARK
Spring 2018: Online Course
[PLEASE NOTE: This syllabus is subject to change.]
Instructor Information
Serena Lowe, Ph.D. https://www.linkedin.com/in/serenalowe
Phone: 202.907.8369
Emails: EWOLANERES@gmail.com
Office Hours: Available virtually (via Skype or Phone) by Appointment.
MPA Mission Statement:
Through a culture of innovation and based upon the values of diversity, competence, knowledge, service,
and ethical practice, we pursue an evidence-based approach to the effective, equitable, and accountable
implementation of public policy. Distinguished academic scholars, complemented by adjunct faculty rich
in relevant government and nonprofit experience, deliver a capacity-based curriculum. We are dedicated
to student success in applying such knowledge via effective ethical public service leadership.
Course Description & Materials
This course is designed for students that possess both an intellectual passion for and professional
experience in the field of public administration. We will review the theoretical underpinnings within the
academic literature around organizational behavior and public management, and then with a practice-
oriented lens, identify the traits required in building flexible, dynamic public organizations adequately
equipped to solve serious problems in the public sphere. By the end of the course, students will have a
deep understanding and appreciation for the structure, culture and craft of managing public organizations.
Course Purpose
This course will focus on the following:
The basic tenants of organizational behavior, theory and structure in relation to public management,
reflecting on the influence of structural and cultural dynamics on public administration;
The democratic context of public management, exploring accountability pressures facing public
organizations; and
Strategic leadership and management of public organizations in democratic societies, with a specific
focus on how managers design and implement strategies to effectuate change in the public sphere.
2
Student Learning Outcomes
By the end of this seminar, students will be able to achieve the following student learning outcomes:
To identify and assess various leadership styles and management strategies in public governance (SLO
1).
To participate in and contribute to the public policy process (SLO 2).
To analyze, synthesize, think critically, solve problems, and make decisions (SLO 3).
To articulate and apply a public service perspective (SLO 4).
To communicate and interact productively with a diverse and changing workforce and citizenship
(SLO 5).
Topics Explored
Organizational Theory and Behavior
Structural Dynamics of Public Entities
Understanding People & Power Dynamics within Bureaucratic Environments
Organizational Culture
Public Management and Effective Strategies for Leading Public Organizations
Problem-Solving within Public Administration: Perfecting the Craft
Course Content
Required Texts:
Hill, Carolyn H. & Lynn, Laurence E. (2016, 2
nd
ed.). Public Management: Thinking and Acting in Three
Dimensions. London: Sage Publications.
Rainey, Hal G. (2014, 5
th
ed.). Understanding and Managing Public Organizations. San Francisco:
Jossey-Bass.
Suggested Text:
Shafritz, Jay M. (2011, 7
th
ed.). Classics of Organization Theory. Boston: Wadsworth.
Additional Content: Professor may also post additional articles and resources for students based on
weekly themes. Any additional content will be posted on the course online platform at least five days prior
to any virtual lectures or discussions on the topic.
Expectations
Given the online nature of the course, we are all collectively accountable for the success of our virtual
experience together during this academic semester. As such, it is incumbent on each student to commit to
being a respectful, responsive, and dedicated participant in the course, to include contributing regularly to
the group’s weekly virtual dialogues, communicating clearly and regularly via email or phone with the
instructor, and submitting high-quality assignments in a timely manner.
3
Course Structure, Requirements & Deliverables
Assignments: Students are expected to complete all assigned readings and review all posted
lectures/presentations on their own time. The instructor will develop the mid-term and final exams based
upon content provided in the readings and presentation materials. Students will have the following
assignments, culminating in their final grade –
ASSIGNMENT
% OF
FINAL
GRADE
DESCRIPTION
Mid-Term
25% of
Grade
This will be a written “take-home” exam (essay form) that students will have two
weeks from receipt to complete.
Final Exam
35% of
Grade
This will be a written “take-home” exam (essay form) that students will have one
week from receipt to complete.
Case Study
Analysis
20% of
Grade
Students will choose a case study based on readings assigned by the instructor -
OR- an article/case that they have identified on their own. The instructor will
provide additional instructions and a template for students to follow, and
students will then have two weeks to write an analysis of a case study in public
management (approximately 10 pages in length, double-spaced) OR produce a 10-
15 minute presentation on the public agency.
Online
Participation in
Weekly Class
Online Dialogues
20% of
Grade
Instructor will initiate online dialogues every 1-2 weeks to include a “brief
insight” into the readings assigned that week, and 2-3 dialogue questions.
Students will then have one week to respond to the instructor’s insight and
dialogue questions, and then another week to interact virtually with other
students by commenting on peers’ contributions and responding to peers’
comments on their initial insights.
[Please Note: Assignments (mid-term, final exam, case study, and online dialogues) are due on the date
provided by the instructor. Late work will have 5% deducted for every day it is turned in beyond the due
date, and assignments not turned within 7 days of the original due date will not be accepted.]
Grading
Final grades in this course will be assessed using the following breakdown:
Letter
Grade
Numerical
Equivalent
A
89.5 – 100
B+
84.5 – 89.49
B
79.5 – 84.49
C+
74.5-79.49
C
69.5 - 74.49
F
< 69.5
4
STRUCTURE
COMPONENT
FREQUENCY
DESCRIPTION/EXPECTATIONS
Module
Reading
Assignments
Self-managed by class
participants; modules are
typically 2 weeks in length,
and will have 1-2 sets of
readings and 1-2 lectures.
Students are expected to complete their weekly reading
assignments on their own time. For your convenience,
these assignments have already been included in the draft
course schedule attached to this syllabus, though they are
subject to change based on feedback from course
participants.
Module
Instructor
Postings
For each module, the
instructor will post the
following:
Any lecture/presentation for the week (these are pre-
recorded by the instructor). There will be at least one
lecture/presentation per module.
Virtual Online Dialogue Insight & Exploratory
Questions: The instructor will provide a brief insight
into the reading material and topics explored in the
corresponding module, as well as 2-3 exploratory
questions to spur online discussion among the class
participants. The insights & dialogue questions will be
based on the readings & presentation topics within the
current module.
Student Virtual
Participation in
Group Online
Dialogues
Students will be expected to
engage in and contribute to
the class online group
dialogue for each module in
the following ways:
During the first week of a new module, students will
publish an Original Insight (3-5 paragraphs) in response
to the instructor’s insight and addressing the
exploratory questions.
During the second week of a module, students will be
required to interact/engage during the second week by
responding to peers’ insights as well as peers’
comments. A minimum of three Interactive
Contributions during week 2 are required of each
student.
The online dialogue participation should take
participants approximately 30-60 minutes per week.
Each two-week online dialogue is worth 15 points (six
points for the Original Insight in Week 1 and nine
points for the Interactive Engagement in Week 2).
Assignment
Sessions
The week prior to a major assignment being due, no group
online dialogues or readings will be assigned. These
assignments include the midterm, case study and final
exam.
2 Free “Life”
Passes
TBD by each individual
student; must email instructor
on the weeks that a life pass is
being used.
Understanding that all of the students participating in this
course also have professional, volunteer, family and/or
other caregiving responsibilities, each student will be
allowed two free weeks over the semester (not including
Assignment weeks) where they will receive a “free pass”
5
from either submitting an Original Insight or participating
in an Interactive Engagement. However, the pass is only
good for one week and not for an entire two-week online
dialogue. The purpose of this is to not only hold each
collectively accountable for the success of our course
experience together, but also to support one another in our
everyday lives.
All students are still responsible for completing any
reading material and reviewing any lectures from that
week on their own time. Additionally, students must still
email the instructor the week they want to use one of their
two free “life” passes sometime during that week.
1:1 Sessions
with Instructor
As needed
The instructor is more than happy to schedule 1:1 virtual
discussions with students based on the individual
needs/interests of each student. Students interested in
scheduling an appointment with the instructor should
email the instructor. The instructor will attempt to respond
to all requests within 48 hours, and conduct the
appointment as soon as a mutually convenient time can be
identified. The session can be via Skype or telephone. It is
suggested – though not required – that each student try to
schedule at least one individual check-in with the
instructor sometime during the semester The instructor
also welcomes email messages as well. Bottom line – the
instructor is here to facilitate a high-quality academic
experience for each participant, and also to challenge and
support you in reaching your academic and/or professional
pursuits related to the field of public administration.
6
Additional Information
Communications: The instructor will engage with the students primarily through Canvas.
Announcements will be sent out at least once per week, and the online dialogues activities will
all occur on the Canvas platform. All assignments should be submitted via Canvas at the
regularly scheduled date, and it is requested that each assignment be submitted in both PDF
and MS (either Word or PPT) formats. For inquires and questions requiring prompt attention, it
is strongly recommended that students contact the instructor via the following email address:
EWOLANERES@gmail.com.
Support for Students with Disabilities:
Rutgers University welcomes students with disabilities into all of the University's educational
programs. In order to receive consideration for reasonable accommodations, a student with a
disability must contact the appropriate disability services office at the campus where you are
officially enrolled, participate in an intake interview, and provide documentation:
https://ods.rutgers.edu/students/documentation-guidelines .
If the documentation supports your request for reasonable accommodations, your campus’s
disability services office will provide you with a Letter of Accommodations. Please share this
letter with your instructors and discuss the accommodations with them as early in your courses
as possible. To begin this process, please complete the Registration form on the ODS web site at:
https://ods.rutgers.edu/students/registration-form .
For more information, please contact Kate Torres at (973)353-5375 or in the Office of Disability
Services in the Paul Robeson Campus Center, on the 2nd Floor or by contacting
odsnewark@rutgers.edu.
Academic Integrity:
The University’s Honor Code is in effect at all times. For more information, please visit:
http://academicintegrity.rutgers.edu
7
COURSE SCHEDULE
Subject to Change
SESSION/WEEK
TOPICS
READINGS
ASSIGNMENTS
MODULE 1:
Weeks 1-2
DYNAMIC CONTEXT OF
PUBLIC ORGANIZATIONS:
AN OVERVIEW
Required
Rainey Chapters 1-3
Hill & Lynn Chapters 1-2
Student Profile
Posted Lecture
2 Original Insights
Online Dialogue #1
MODULE 2:
Weeks 3-4
ORGANIZATIONAL
THEORY: THE BASICS
Suggested:
Shafritz Chapters 1-3; 5
Posted Lecture
Original Insight
Online Dialogue #2
MODULE 3:
Weeks 5-6
STRUCTURE
Required:
Rainey Chapter 8
Hill & Lynn Part II
Hill & Lynn Chapters 4-7
Suggested:
Shafritz Chapter 4
Posted Lecture
Original Insight
Online Dialogue #3
Week 7
Midterm
NONE
Midterm due 10/30
MODULE 4:
Weeks 8-9
ORGANIZATIONAL
CULTURE &
ENVIRONMENT
Required:
Hill & Lynn Part III
Hill & Lynn Chapters 8-9
Suggested:
Shafritz Chapter 7
Posted Lecture
Original Insight
Online Dialogue #4
MODULE 5:
PEOPLE &
POWER
Weeks 9-10
UNDERSTANDING
PEOPLE IN
BUREAUCRATIC
ORGANIZATIONS
Required:
Rainey Chapters 9-10
Posted Lecture
Online Dialogue #5
POWER DYNAMICS
Required:
Rainey Chapters 5, 7, 12
Suggested:
Shafritz Chapter 6
8
MODULE 6:
Weeks 11-12
THE CRAFT OF EFFECTIVE
PUBLIC MANAGEMENT &
LEADERSHIP –
What it Takes to Succeed in
Public Administration
Today
Required:
Hill & Lynn Part IV-V
Hill & Lynn Chapters 3, 10-12
Rainey Part III and Chapter 6,
11, 13-14
Suggested:
Shafritz Chapter 9
Posted Lectures
Original Insight
Online Dialogue #6
MODULE 7:
Weeks 13-14
APPLYING THEORY TO
PRACTICAL REAL-WORLD
SITUATIONS IN PUBLIC
ADMINISTRATION:
Case Studies
No New Readings
Case Studies
APPLYING THEORY TO
PRACTICAL REAL-WORLD
SITUATIONS IN PUBLIC
ADMINISTRATION:
Case Studies
No New Readings
Case Studies Due
Week 15
Final Exam Review &
Completion
Review Previous Course
Materials from Modules 1-7
Final Exam