PUBLIC SECTOR MANAGEMENT

SHE Level 2
SCQF Credit Points 40.00
ECTS Credit Points 20.00
Module Code M2L408691
Module Leader n/a
School Glasgow School for Business and Society
Subject Management
Trimesters
  • A (September start)
  • B (January start)

Pre-Requisite Knowledge

CENTRAL AND LOCAL GOVERNMENT OR EQUIVALENT

Summary of Content

The first part of this module examines the organisational and structural aspects of public sector management: the nature, structure and scope of the public sector; differences between the private sector and the public sector; theories of management, bureaucracy and power; and key elements of organisational behaviour. A feature of the module will be its focus on the applicability of these management and organisaitonal theories to the public as opposed to the private sector. The second part of the module examines the advent of the Rnew public managementS : the managerial reforms of the post-1979 period and the impact of the post-1979 government-led reform agenda on the public sector. A feature of this module will be its focus on the way in which management techniques commonly applied in the private sector have impacted upon the culture , values and operation of the public sector (civil service, local government and the public sector agencies, such as the NHS), and the way in which the public sector has responded to these changes.

Syllabus

Semester AIntroduction to Public Sector ManagementThe Changing Nature of the Public Sector in BritainPublic Administration and Public Sector Management: The Evolution of the Public Management EthosManagement in the Public SectorManagement in the Public Sector: Theoretical ApproachesPublic Sector Management versus Private Sector ManagementHuman Resource Management in the Public SectorStrategic Management in the Public SectorFinancial Management in the Public SectorThe New Public ManagementThe Development of Managerialism in the Public SectorThe RNew AgendaS in Public Sector Management: Markets, Competition and EfficiencyThe RNew AgendaS in Public Sector Management: Performance Measurement and Quality AssuranceThe RNew AgendaS in Public Sector Manaement: Consumerism, the Citizens Charter and Value for MoneySmeester BPublic Management in Practice: A Service-Based Sudy of Public Sector ManagementThe Civil Service and Executive AgenciesThe National Health ServiceLocal GovernmentEducationThe Police ForceConclusion: Trends in Public ManagementThe Nature of Public Management ReformThe Future of Public Sector Management

Learning Outcomes

At the end of the first semester, the student will have a clear understanding of the nature of the public sector and the differences between the public sector and private sector. He/she will possess knowledge of the main approaches within management theory and organisational theory and will be able to assess their applicability to the public sector. The student will be able to describe the main characteristics of two imporant concepts in the study of the public sector - bureaucracy and power - and be familiar with the major debates and analytical approaches appropriate to the spehre of pbulic sector management.At the end of the second semester, students will have built on the knowledge gained in the first semester, and have developed a clear understanding of the public sector reform agenda of post-1979 governments and the way in which these reforms have affected the culture, values and role of public sector agencies. He/she will be able to describe how reforms have altered the nature of publid sector management across a wide spectrum of public sector agencies and activities. Also, the student will be able to describe the major debates and analytical approaches appropriate to the field of public sector management and their significance within the wider sphere of public administration.The student will be equipped to satisfactorily complete essay-type assessment exercises, make oral presentations and contributions to seminar discussions as required and answer a range of examination questions on syllabus material.

Teaching / Learning Strategy

The formal structure is based on two lecture hours per week and one seminar hour per fortnight. Students will be encouraged to do their own and directed reading through the use of specified texts and articles, most of which will be listd in a topic-based booklist. Seminar preparation and presentations represent an integral part of self-directed learning.

Indicative Reading

R. Common, N. Flynn and E. Mellon, Managing Public Services: Competition and Decentralisation, Butterworth Heinemann, 1993C. Duncan, etc., The Evoluation of Public Management: Concepts and Techniques for the 1990s, Macmillan, 1992H. Elcock, Change and Decay: Public Administration in the 1990s, Longman, 1991D. Farnham and S. Horton etc., Managing the New Public Services, Macmillan, 1993N. Flynn, Public Sector Management, 2nd Edition, Harvester Wheatsheaf, 1993A. Lawton and A. Rose, Organisation and Management in the Public Sector, 2nd Edition, Pitman, 1994K. Issac-Henry, C. Painter and C. Barnes, Management in the Public Sector: Challenge and Change, Chapman and Hall, 1993L. Willcocks and J. Harrow , eds., Rediscovering Public Services Management, McGraw Hill, 1992J. Wilson and P. Hinton eds., Public Services in the 1990s: Issues in Public Service Finance and Management, Tudor, 1993

Module Structure

Activity Total Hours
Seminars (FT) 10.00
Lectures (FT) 72.00
Independent Learning (FT) 168.00
Assessment (FT) 100.00