The curriculum provided to each cohort will consist of eight courses from the list below, or others as the environment of public management changes and faculty availability allows. Each cohort will experience a balance of theoretical insights and analytical tools, intergroup and interpersonal interactions, and general management skills.
Strategic Marketing (non credit)
Identifies and examines processes for assessing, establishing and maintaining value-creating relationships among suppliers, providers, and consumers of public services. Emphasizes forging productive exchange relationships with legislative and executive decision making processes.
Quantitative Analysis (non credit)
Explores the processes for adding value through the creation of information out of raw data. Concentrates on the prerequisites, assumptions, and methods for drawing and communicating meaningful conclusions from samples of data in support of decision making.
Organizational Design & Change (non credit)
Examines the central ideas, principles and processes characteristic of Western public organizations. Explores the forces - including new technologies, changing views of the public sector's role, a changing workforce, client groups, coalitions, and competitors - that both demand and enable organizational change.
Markets and Government (non credit)
Introduces economic concepts such as opportunity cost, marginal value, supply and demand, and economic efficiency. Examines industrial organization of competition, monopoly, oligopoly, and monopolistic competition and the role of government in an efficient organization of industry. Investigates the aggregate economy including government fiscal and monetary policy, consumer and business confidence, and technological change and their effect on aggregate income, employment, inflation, and interest rates. Includes computerized "war-gaming" of economic scenarios.
Financial Management (non credit)
Examines important principles of financial theory and public budgeting with an eye toward improved budgeting and control. Concepts include: sources and uses of public funds, cost of capital, cash budgeting, the logic of public choice and public spending, budget management and execution, and selected budgetary reform techniques.
Human Resources (non credit)
Explores the basic interpersonal dimensions of effective managerial behavior. Topics include: employee selection, motivation, and performance evaluation; team dynamics and the ability to build and sustain productive teams; and labor relations, including collective bargaining processes.
Managing Information Processes and Systems (non credit)
This course presents a framework for aligning strategy, organization and technology to support business processes efficiently and effectively. Participants will focus on lifecycles for implementing business systems, as well as all applicable project management techniques including financing, staffing, scheduling and monitoring. Class members will participate in a process and systems redesign team project within their organization.
Cost-Benefit Analysis (non credit)
Explores the application of elementary capital budgeting, discounting methods, market planning, and project costing techniques to help formulate and evaluate alternative public policies and the programs intended to implement them.
Strategic Project Management (non credit)
Examines processes for better mobilizing public resources to serve various customer groups. Concepts include: the role of strategy and business planning in public and private organizations, the mobilization of resources and core competencies, value chains, strategic alliances, and principles of long term competitive advantage.
Management Control (non credit)
Explores important issues of management control in public organizations. Concepts and topics include: cost behavior, cost-volume-profit analysis, activity based costing, budgeting and performance evaluation, cost allocation, financial statement of expendable and enterprise funds, and business case preparation and assessment.
Communication and Organizational Behavior (non credit)
This course focuses on understanding how one influences human behavior in the workplace. A major emphasis in the course will be on the practice of reframing -- the ability to rethink and re-conceptualize a situation so as to widen one’s perspective and available responses. Reframing is an important skill for managing people and projects in fast changing, technologically intensive organizations. The class will use four theory-based frames of reference as the foundation for our reframing work -- structural, human resource, political and symbolic.
Negotiation & Conflict Management (non credit)
Explores the tools and techniques for managers to accomplish their objectives by negotiating mandates and the resources required to fulfill them. Participants will learn individual skills and effective leadership behavior. They will learn the most common causes for failure and practical strategies for overcoming them.
Public Finance (non credit)
Examines important principles of finance and public budgeting with an eye toward improved budgeting and policy making. Concepts include: sources and uses of public funds, capital, decision-making, the logic of public choice and public spending, budget management and execution, and selected budgetary reform techniques.