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MGMT244ReformingthePublicSector
FallSemester2015
Instructor
RoomNo.
OfficeHours
Email
Telephone
Secretary/TA
TAOfficeHours
CourseURL(ifany)
TariqMahmud
TBA
TBA
tmahmudpk@hotmail.com
03005008034
TBA
TBA
Suraj.lums.edu.pk
COURSEBASICS
CreditHours
Lecture(s)
Recitation/Lab(perweek)
Tutorial(perweek)
3
NbrofLec(s)PerWeek
NbrofLec(s)PerWeek
NbrofLec(s)PerWeek
Duration
Duration
Duration
75minutes
COURSEDISTRIBUTION
Core
Elective
OpenforStudentCategory
CloseforStudentCategory
Yes
Openforall
COURSEDESCRIPTION
The Course is designed for students who have preferably been exposed to various key areas of public management policy
framework.Afterlookingatsomeofthefoundationalaspectsofthepolicyframeworkandimplementationregime,itunderlines
theneedforreformstomeetthemultiplechallengesofservicedeliveryonasustainablebasis.Itaimsatidentifyingsomecritical
connectsbetweenthepublicandtheprivatesectorwithaviewtomeettheoverallobjectiveofgrowthanddevelopment.Ittends
todevelopstudentsinterestandkeennessinthepublicsectormanagementwithaviewtooptitasacareerwhilebroadeningtheir
profile.
Overview
Thecourseaimsatprovidingexposureandanunderstandingtothestudentsabouttheworkingofpublicsectorinstitutionsaskey
driversofgrowth,developmentanddeliverysystem.Itunderlinestheneedandroleofsomecriticaldynamicsandaprocessof
reformsenablingtheinstitutionstobringmoreefficiencyandtransparencyinthedeliveryofpublicservices.Thisalsoincludesthe
roleofleadershipininitiatingandmanagingchange.
ThecoursealsoaimsatfamiliarizingthestudentswiththeinstitutionalframeworkatthethreecriticaltiersofGovernanceinthe
contextofPakistan;federal,provincialandthelocallevel.Somerelatedcasestudiesareincludedinthemoduletoprovideinsight
into the actual performance of public enterprises, identify some nagging gaps and make an attempt to address them through
variousinstitutionalmechanisms.
Thematiccontenthasbeencarefullyselected,modulescascadingintoacompositewholetoprovidethestudentswithacritical
thinkingtoanalyzethepolicyissuesinadetachedmanner.
Moduleoninternationalexperiencesprovideswithacrossculturalflavorofthepublicpolicydynamicswhileatthesametime
suggestingbaselinetolearnfromtheseexperiences,ifnotreplicatethem.
ThecoursealsolaysemphasisoninstitutionalanalysisthroughGroupPresentation.
LahoreUniversityofManagementSciences
COURSEPREREQUISITE(S)
None
COURSELEARNINGOBJECTIVES
1.
2.
3.
ImprovingclarityandunderstandingabouttheworkingoftheGovernmentandgraspthebreadthof
multipleactivitiesperformedbypublicsectorinstitutions.
UnderstandingthenatureandcomplexityofPublicSectorServicedelivery
Systemwithaviewtousecorporatestrategiesandinnovativetechniques
forproblemsolutions.
Buildingcapacitywhilelearningfrominternationalexperiences.
UNDERGRADUATEPROGRAMLEARNINGGOALS&OBJECTIVES
GeneralLearningGoals&Objectives
Goal1EffectiveWrittenandOralCommunication
Objective:Studentswilldemonstrateeffectivewritingandoralcommunicationskills
Goal2EthicalUnderstandingandReasoning
Objective:Studentswilldemonstratethattheyareabletoidentifyandaddressethicalissuesinan
organizationalcontext.
Goal3AnalyticalThinkingandProblemSolvingSkills
Objective:Studentswilldemonstratethattheyareabletoidentifykeyproblemsandgenerateviablesolutions.
Goal4ApplicationofInformationTechnology
Objective:Studentswilldemonstratethattheyareabletousecurrenttechnologiesinbusinessand
managementcontext.
Goal5TeamworkinDiverseandMulticulturalEnvironments
Objective:Studentswilldemonstratethattheyareabletoworkeffectivelyindiverseenvironments.
Goal6UnderstandingOrganizationalEcosystems
Objective:StudentswilldemonstratethattheyhaveanunderstandingofEconomic,Political,Regulatory,Legal,
Technological,andSocialenvironmentoforganizations.
MajorSpecificLearningGoals&Objectives
Goal7(a)DisciplineSpecificKnowledgeandUnderstanding
Objective:Studentswilldemonstrateknowledgeofkeybusinessdisciplinesandhowtheyinteractincluding
applicationtorealworldsituations(Includingsubjectknowledge).
Goal7(b)Understandingthesciencebehindthedecisionmakingprocess(forMGSMajors)
Objective:Studentswilldemonstrateabilitytoanalyzeabusinessproblem,designandapplyappropriate
decisionsupporttools,interpretresultsandmakemeaningfulrecommendationstosupportthedecisionmaker
Indicatebelowhowthecourselearningobjectivesspecificallyrelatetoanyprogramlearninggoalsandobjectives.
PROGRAMLEARNINGGOALSAND
OBJECTIVES
Goal1EffectiveWrittenandOral
Communication
Goal2EthicalUnderstandingand
Reasoning
COURSELEARNINGOBJECTIVES
COURSEASSESSMENTITEM
Objectives1,2and3
IndividualAssignmentandPolicy
Presentation
AssignmentsandPolicyPresentation
LahoreUniversityofManagementSciences
Goal3AnalyticalThinkingandProblem
SolvingSkills
Goal4ApplicationofInformation
Technology
Goal5TeamworkinDiverseand
MulticulturalEnvironments
Goal6UnderstandingOrganizational
Ecosystems
Goal7(a)DisciplineSpecificKnowledge
andUnderstanding
Goal7(b)Understandingthescience
behindthedecisionmakingprocess
Objectives2and3
MidtermandFinalExams
Objectives1and3
PolicyPresentation
Objectives1,2and3
IndividualAssignment
Objectives1,2and3
Allinstruments
Objective2
PolicyPresentation
GRADINGBREAKUPANDPOLICY
Attendance/CP:10%
IndividualAssignment:10%
MidtermExamination:30%
FinalExamination:30%
PolicyPresentation:20%
Youwillidentifyapolicyquestion(differentthantheonesdiscussedinclass),criticallyanalyzeitandshareyouranalysisthrough
a15minutePPTpresentation.
EXAMINATIONDETAIL
Midterm
Exam
FinalExam
Yes/No:Yes
CombineSeparate:
Duration:
PreferredDate:
ExamSpecifications:TBA
Yes/No:Yes
CombineSeparate:
Duration:
ExamSpecifications:TBA
LahoreUniversityofManagementSciences
COURSEOVERVIEW
WEEK/
LECTURE/
MODULE
RECOMMENDED
READINGS
TOPICS
SESSIONOBJECTIVE(S)
Module1:Introduction
1.
2.
3.
4.
Introduction
PublicSectorinstitutions,natureand
theirworking
Neo,BoonSiongandChen,
GeraldineChapter1,Dynamic
Governance,2012,Singapore,
WorldScientificPublication
PublicServiceDeliverysystems
Humphrey, PeterC.1988,P645,
Dublin,Ireland,InstituteofPublic
Administration.
ReformingPublicsectorinstitutions
Boyne.GeorgeA.,Farrell.
Catherine,2003.
EvaluatingpublicManagement
reforms,PrinciplesandPractice,
p127
OpenUniversityPress,
Buckingham
TakingasynopticViewofthe
Courseourline.
(I)identifyingdynamicsofpolicy
formulationandimplementation
(II)Underpinningdeterminantsof
Changeandimprovementinthe
processesandtheiroutcome
Understandingthenatureof
publicsectordeliverysystem
;identifyinggapsandstepsto
makeitmoreefficientand
responsive
Identifyingbenchmarksto
evaluatetheReformprocess
Module2:LeadershipandChangemanagement
5.
6.
7.
8.
FrameworkforChange
GuestSpeaker:DrZafarIqbalQureshi
CrackingthecodewithChange
GuestSpeaker:DrZafarIqbalQureshi
CulturalChange
GuestSpeaker:DrZafarIqbalQureshi
ImplementingChangeProgram
GuestSpeaker:DrZafarIqbalQureshi
TBD
TBD
TBD
TBD
Toexposestudentstodifferent
theoreticalframeworkforchange
management.
Toexposestudentstosoftand
hardapproachestochange
tofamiliarizestudentswiththe
conceptofattitudinalplus
behavioralchangeplusthe
difficultiesfacedtobringuseful
culturalchange
Module3:PublicsectorinstitutionsinPakistan
9.
AnoverviewoftheCivilservicesinthe
Subcontinent
Mahmud,Tariq.(2014forth
coming)EvolutionofCivilService
InPakistan,Lahore,ASPLUMS.
Familiarizingwiththeevolution
oftheCivilservicesasapremier
institutionofGovernance
LahoreUniversityofManagementSciences
CivilServicesReformsinPakistan
Mahmud,Tariq,(2014
forthcoming)CivilServices
AlignmentandProcessof
Reforms,Lahore,ASPLUMS.
CorporateStructuresandStateowned
EnterprisesI
TBD
.CorporateStructuresandStateowned
EnterprisesII.
(CasestudyofPIA)
(i)PlaneTruths,Howcostlyisto
keepPIAflying,Herald,Karachi,
March2014,pp5562)
(ii)StrategicManagementin
PublicSectorEnterprisesin
Pakistan,ThecaseofPIA,Fazal
AbbasMaken,National
ManagementCollege,Lahore,
July2011.
10.
11.
12.
MidTermExam
,identifyingsomekeymoral
preceptsi.e,merit,generalist
tradition,providingcontinuity
andacentralityinthe
administrativeschemeofthings
UndertakingcritiqueofCivil
ServiceReformsinPakistan;
underliningtheneedtomakethe
reformsanongoingprocesswith
emphasisonservicedelivery,
resilientandadaptivestructures.
Understandingthekeyroleof
PublicSectorenterprises,
statutorybodies,aspartnersin
development
Undertakingacritiqueofthe
NationalAirlinewithmeasuresto
improveitsposition
13.
EnergySectorandinstitutionalresponses
RoleofIPPsinpresentEnergy
CrisisinPakistan,MalikKhuda
BukshAwan,91course,National
ManagementCollege,ND.
InstitutionalAccountabilityI
TBD
InstitutionalAccountabilityII.
(CaseStudyofNationalAccountability
Bureau)
EffectivenessofNABandFIA,A
comparativestudy,by
MuhammadAli,Pakistan
AdministrativeStaffcollege,
Lahore,2002
Managingresponsestoissuesof
Governance
FreedomofInformation
Act(FOIA)Pakistannetwork.
www.foia.com/request.html
14.
15.
16.
17.
Criticalappraisalofworkingof
ElectricityGeneratingCompanies
;graspingthescaleofenergy
crisisinthecountrywithaway
out
Understandingthenatureand
theneedfortheprocessof
Accountabilitywithanemphasis
ontheroleofsomekey
institutions
Familiarizingwiththeworking
andoperationsofNAB,its
effectivenessintackling
corruptionandpromoting
transparency;underliningareas
ofimprovements
Identifyingkeyelementsof
Accesstoinformation,asa
mechanismforredressalofpublic
grievancestopromotethe
objectivesofGoodGovernance
LahoreUniversityofManagementSciences
LocalGovernmentinstitutionsI
18.
localGovernmentinstitutionsII
(casestudyofTehsilMunicipal
Administration)
19.
Mahmud,Tariq.(2013Forth
coming)Decentralised
InstitutionsinPakistan,Evolution
andPlanning,Lahore,ASPLUMS.
(i)PunjablocalGovernment
Ordinance,2001,Section49to
64A,schedulesecondand
fourth.
(ii)PunjablocalGovernmentAct,
2013,Section81to85,schedule
ThirdandFifth
Familiarizingwiththeworking
andprocessofreformsinthe
localGovernmentsystem;their
impactanalysis
Undertakingcritiqueofthe
workingofTMAsasaservice
deliverymechanismatthelocal
level;constraintsandtheway
out.
Module4:InternationalExperiences
India:
TransformingServiceDelivery,
20.
DepartmentofRegistration
AndStamps,Maharashtra(casestudy)
Singapore:
GovernmentinterventioninPublic
21. TransportationandCarownershipScheme
Chand,Vikram.k.2006,p125156
Neo,BoonSiong;andChen
,Geraldine.2012Dynamic
Governance,Ch5,Singapore,
WorldScientificPublication
Singapore:
InterventionintheHealthcarethrough
22.
CentralprovidentFundmechanism
Malaysia:
23.SmallandMediumEnterprisesin
23.
Malaysia
Asabove
TBD
Understandingsomekey
processesandsubprocessesfor
achievingbenchmarksthrough
thecasestudy
Familiarizingwithcritical
interventionsinthesectorina
landconstrainedanddensely
populatedcitystateasa
replicablemodel
Understandingworkingofthe
Healthcaresystem,makingit
sustainablethroughinstitutional
ownershipbythecitizens
Identifyingnexusbetweenthe
SMEswiththePublicSector
institutionsinpromotinggrowth
anddevelopment
Module5:GroupPresentationsandFinalExam
24.
25.
26.
27.
28.
GroupPresentations
GroupPresentations
GroupPresentations
GroupPresentations
GroupPresentations
TEXTBOOK(S)/SUPPLEMENTARYREADINGS
Studentswillberequiredtoreadtheprescribedreadingsforeachsessionbeforecomingtotheclass.Imayrecommendadditional
readings/resourcesonneedbasis.