metropolitan college of new york school of management mpa in …€¦ · mpa in public affairs and...

Metropolitan College of New York School of Management

MPA in Public Affairs and Administration

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COURSE CODE PAA 610 PUR COURSE TITLE Identifying Opportunities for Organizational Change CREDITS 2 PREREQUISITES FOR THE COURSE

COURSE OBJECTIVES

By the end of the semester, students should be able to:

give an account of the history, mission and mandates of their organizations;

analyze and evaluate the organizational structure and

management practices of their organizations;

describe the programs, services and constituencies of their organizations;

prepare a formal research proposal; and

integrate relevant subject matter from the Dimensional

classes into their Constructive Action documents.

COURSE DESCRIPTION

The Purpose Dimension seminar is a forum in which students explore together the opportunities for change in their organizations. Students are expected to contribute actively, sharing ideas, research findings, suspected problems, and plans concerning their specific Constructive Actions with particular constituencies. They are also expected to integrate theory and practice by incorporating insights from fieldwork and ideas from study in the Dimensions into their Constructive Action documents. Each student will develop a formal research proposal to identify and verify the existence of a problem, need, or opportunity for Constructive Action and provide background information about his or her organization that clarifies the setting in which the research takes place.

MAJOR TOPICS COVERED

History, Mission and Mandates

Organizational Structure and Management

Programs, Services and Constituencies

Research Proposal

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TYPICAL TEXTBOOKS & READING/S

American Psychological Association. (2009). Publication manual of The American Psychological Association (6th ed.). Washington, DC: Author. ISBN-13: 9781433805615

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COURSE CODE PAA 610 SEL COURSE TITLE Purpose 1 Self & Others: Organizational Behavior in Public and

Nonprofit Organizations

CREDITS 2 PREREQUISITES FOR THE COURSE

COURSE OBJECTIVES

By the end of the semester, students should be able to

¶ describe the unique political context, public values, and character of public organizations and their influence on organizational behavior

¶ articulate the major theories of organizational behavior in the areas of stress management, decision making, motivation, leadership, power and politics, communication, working in groups and teams, and managing conflict and organizational change

¶ analyze issues in their organizations in terms of the theories and research studied in the course

¶ use their insight into organizational behavior in the management of a Constructive Action

COURSE DESCRIPTION

The purpose of the Self and Others Dimension is to improve students’ ability to work effectively with others in public and nonprofit organizations. An interdisciplinary field of study known as organizational behavior is the basis of the Dimension’s investigation into some of the issues that are fundamental to the successful management of people in these organizations. This Dimension involves four levels of analysis and their influence on each other in the public sector: individual, group, organization, and the public interest. Organizational behavior in the public sector is distinct in that public administrators must understand the public service motive of individuals who work in the public sector, the political environment of public administration, the unique characteristics of public sector organizations, which function with a different incentive structure than organizations in the private sector, and the way in which democratic participation and public values are integral to work in public organizations.

¶ Knowing and Managing Yourself ¶ Fostering Creativity ¶ Managing Stress ¶ Decision Making ¶ Motivating Yourself and Others ¶ Leadership in Public Organizations

¶ Power and Organizational Politics ¶ Communicating Effectively with Others ¶ Working in Groups and Teams ¶ Managing Conflict ¶ Organizational Change ¶ Representing the Organization “On the Outside” ¶ Managing Behavior in the Public Interest

TYPICAL TEXTBOOKS & READINGS

Required Text Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2009).

Managing human behavior in public and nonprofit organizations (2nd ed.). Thousand Oaks, CA: Sage.

ISBN-13: 9781412956673 Supplemental Bibliography Bolman, L. G., & Deal, T. E. (2008). Reframing organizations:

Artistry, choice, and leadership (3rd ed.). San Francisco: Jossey-Bass.

Cohen, S., Eimicke, W., & Heikkila, T. (2008). The effective public

manager: Achieving success in a changing government (4th ed.). San Francisco: Jossey-Bass.

Felbinger, C. L., & Haynes, W. A. (Eds.). (2004). Outstanding

women in public administration: Leaders, mentors, and pioneers. Armonk, NY: M. E. Sharpe.

Hummel, R. P. (2007). The bureaucratic experience: The Post- modern challenge (5th ed.). Armonk, NY: M. E. Sharpe.

Miner, J. B. (2005). Organizational behavior 1: Essential theories

of motivation and leadership. Armonk, NY: M. E. Sharpe. Miner, J. B. (2005). Organizational behavior 2: Essential theories

of process and structure. Armonk, NY: M. E. Sharpe. Miner, J. B. (2006). Organizational behavior 3: Historical

origins, theoretical foundations, and the future. Armonk, NY: M. E. Sharpe.

(19 Morgan, G. (2006). Images of organization (Updated ed.).

Thousand Oaks, CA: Sage.

Osland, J. S., Kolb, D. A., & Rubin, I. M. (2006). Organizational behavior: An experiential approach (8th ed.). Upper Saddle River, NJ: Prentice-Hall.

Osland, J. S., Turner, M. E., Kolb, D. A., & Rubin, I. M. (2006). The

organizational behavior reader (8th ed.). Upper Saddle River, NJ: Prentice-Hall.

Ott, J. S., Parks, S. J., & Simpson, R. B. (2007). Classic readings in

organizational behavior (4th ed.). Belmont, CA: Wadsworth. Perry, J. L. (Ed.). (1996). Handbook of public administration (2nd

ed.). San Francisco: Jossey-Bass. Rice, M. F. (2004). Diversity and public administration: Theory,

issues, and perspectives. Armonk, NY: M. E. Sharpe. Schein, E. H. (2004). Organizational culture and leadership (3rd

ed.). San Francisco: Jossey-Bass. Shafritz, J., Ott, J. S., & Jang, Y. S. (2004). Classics of organization

theory (6th ed.). Belmont, CA: Wadsworth. Simon, H. A. (1997). Administrative behavior (4th ed.). New York: Simon & Schuster. Tompkins, J. R. (2005). Organization theory and public

management. Belmont, CA: Wadsworth.

Metropolitan College of New York School for Public Affairs & Administration

Course Abstract

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COURSE CODE PAA 610 SYS COURSE TITLE Purpose 1 Systems: Intro to Public Administration CREDITS 2 PREREQUISITES FOR THE COURSE

COURSE OBJECTIVES IN RELATION TO TOTAL CURRICULUM

1) Explain the meaning of the administrative state and how that state developed in the United States.

2) Explain and restate basic principles of public administration

3) Illustrate the relationship between those principles and general governmental processes.

4) Explain the meaning of public administration within the

context of America’s constitutional separation of powers.

5) Describe the organization of the federal bureaucracy and explain how the U.S. civil service system operates.

6) Differentiate between an executive function, whether it be a President, Governor, Mayor or agency director, and a legislature’s oversight function, whether it be the U.S. Congress, a state legislature, a city council, or county legislature.

7) Analyze specific cases and evaluate them in light of those

general public

administration principles.

Course Abstract

8) Differentiate management in the public sector from management in the private sector. 9) Compare different management styles and appraise them. 10) Analyze public decisions within the context of competing decision-making models.

11 Be able to evaluate and assess goals of policy so that a plan can be designed for implementation.

12) Read an act of a legislative body, whether it be the U.S. Congress or local city council, interpret it, and design a plan for implementing it

COURSE DESCRIPTION

This course is about the bureaucratic process and the implementation of public policy. It traces the evolution of public administration over the last century, from the Wilsonian concept of scientific management to the more contemporary New Public Service. We will study the operations of the executive branch of government and explore the relationship between civil servants and elected public officials, the structure of public organization, and the meaning of legislative oversight. Students will also develop an understanding of organizational culture and its impact on the decision making process. Rationale This course is intended to be a core dimension in the general MPA program. In addition to being a requirement in the School for Public Affairs, it should be accessible to undergraduates in the School for Human Services who desire to get a sampling of what public administration is all about. As a core dimension, it will establish the foundations for understanding the role of public bureaucracies in our daily lives and how they on a practical level play a crucial role in the operations of government. It will also establish a framework for evaluating the decision making process in the public sector in contrast to the private sector.

MAJOR TOPICS 1) What is Public Administration?

Course Abstract

COVERED – introduction – overview of course – how it differs from administration in the private sector – administration within context of constitutional separation of powers – views of Woodrow Wilson 2) Organizational Structure – concept of bureaucracy – American bureaucracy v. European bureaucracy – impersonal structure – Max Weber 3) Organizational Theory – general bureaucratic environment – concept of ecology 4) The Political Environment – power – administration – interests of elected officials v. interests of appointed officials – competing institutional objectives 5) Actors: Official and Unofficial – interest groups – iron triangles

– relationships between legislative oversight committees, members of the bureaucracy, and interest groups

– policy networks – inside the bureaucracy 6) Decision making – competing Decision making models – comprehensive, rational decision models – the process of “muddling through” in incremental steps – factors that go into making a decision – politics of making decisions – administrative communication

7) Management – concept of effective organizations – motivating people in the public sector – concept of public service culture

Course Abstract

8) Budgeting – principles – politics of budgeting – models – traditional line item budgeting – planning program budgeting – zero base budgeting – political implications of a budget 9) Implementation – evaluating policy goals and objectives – interpreting the will of the legislature – designing plans – concept of ambiguity-conflict model 10) Regulation and Oversight – congressional oversight – relationship between administration and politics – who regulates and how it is done 11) Bureaucratic Accountability – bureaucracy and the public interest – concept of public sector deregulation

12) Administrative Ethics – concept of competing ethical obligations – to whom do bureaucrats owe their principal obligations?

Allison, Graham T. and Phillip Zeliko191999. Essence of Decision: Explaining the Cuban Missile Crisis. Boston: Addison-Wesley.

Berkeley, George E. 1988. The Craft of Public Administration. Dubuque,

IA: William C. Brown Publishers. Blau, Peter Michael. 1963. The Dynamics of Bureaucracy: A

Study of Interpersonal Relations in Two Government Agencies.* Chicago: University of Chicago Press.

Box, Richard C. 2004. Public Administration and Society: Critical

Issues in American Governance. Armonk, NY: M.E.

Course Abstract

Sharpe. Burke, John P. 1986. Bureaucratic Responsibility. Baltimore: The

Johns Hopkins University Press. Denhardt, Robert B. 2004. Theories of Public Organization.

fourth edition. Belmont, CA: Wadsworth. Denhardt, Janet V. and Robert B. Denhardt. 2003. The New

Public Service: Serving, not Steering. Armonk, NY: M.E. Sharpe.

DiIulio, John J. 1994. Deregulating the Public Service: Can

Government be Improved? Washington: The Brookings Institution.

Dunleavy, Patrick. 1991. Democracy, Bureaucracy and Public

Choice: Economic Explanations In Political Science. New York: Prentice Hall.

Fesler, James W. and Donald F. Kettl. 2008. The Politics of the

Administrative Process. 4th ed. Washington: CQ Press. Fry, Brian R. and Jos C.N. Raadschelders, 2008. Mastering Public Administration: From Max Weber to Dwight Waldo 2nd edition. Washington: CQ Press.

Fry, Haass, Richard. 1999. The Bureaucratic Entrepreneur: How to be

Effective in any Unruly Organization. Washington: The Brookings Institution.

Heymann, Philip B. 1987. The Politics of Public Management.*

New Haven: Yale University Press. King, Cheryl Simrell and Lisa A. Zanetti. 2005. Transformational

Public Service: Portraits of Theory in Practice. Armonk, NY: M.E. Sharpe.

Lerner, Allan W. and John Wanat. 1992. 2nd edition. Public

Administration: A Realistic Reinterpretation of Contemporary Public Management. Englewood Cliffs, NJ: Prentice Hall.

Lindblom, Charles E. 1959. “The Science of Muddling Though.”

Course Abstract

Public Administration Review. 17:79-88. -------------------------- 1965. The Intelligence of Democracy:

Decision Making Through Mutual Adjustment. New York: The Free Press.

Lynn, Naomi B. and Aaron B. Wildavsky. 1990. Public

Administration: The State of the Discipline. Chatham, NJ: Chatham House Publishers.

Mazmania, Daniel A. and Paul Sabatier. 1989. Implementation

and Public Policy. Lanham, MD: University Press of America.

Moore, Mark H. 1995. Creating Public Value: Strategic

Management in Government. Cambridge, MA: Harvard University Press.

Mosher, Frederick C. 1975. American Public Administration: Past,

Present, Future.* University, AL: University of Alabama Press.

Palumbo, Dennis J. and Donald J. Calista ed. 1990.

Implementation and the Policy Process: Opening Up the Black Box. Westport, CT: Greenwood Press.

Pops, Gerald M. and Thomas J. Pavlak. 1991. The Case for Justice:

Strengthening Decision Making and Policy in Public Administration. San Francisco: Jossey-Bass Publishers.

Redford, Emmette S. 1969 Democracy in the Administrative

State.* Oxford and New York: Oxford University Press. Robinson, Glen O. 1991. American Bureaucracy: Public Choice

and Public Law. Ann Arbor: University of Michigan Press. Rohr, John A. 1998. Public Service: Ethics & Constitutional

Practice. Lawrence: University Press of Kansas. Shafritz, Jay M. 1998. International Encyclopedia of Public Policy

and Administration. Boulder, CO: Westview Press. Stillman Richard J. 2000. Public Administration: Concepts &

Cases. 7th edition. Boston: Houghton Mifflin.

Course Abstract

Relevant Periodical Sources Public Administration Review; Journal of Public Administration Research and Theory; Governance; Statutes at Large; The Federal Register; The American Review of Public Administration Online Sources Thomas– U.S. Congress on the Internet: thomas.loc.gov Electronic Policy Network: movingideas.org Public Policy/Public Administration: www.library.ubc.ca/poli/policy.html State and Local Governments on the Net: www.statelocalgov.net The White House: www.whitehouse.gov U.S. Office of Personnel Management: www.opm.gov

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COURSE CODE PAA 610 VAL COURSE TITLE Purpose 1 Values & Ethics: Public Policy CREDITS 2 PREREQUISITES FOR THE COURSE

COURSE OBJECTIVES IN RELATION TO TOTAL CURRICULUM

¶ Describe and explain the environment and mechanics of the policymaking process by which policies are formulated.

¶ Distinguish between competing policy methodologies or analytic frameworks for evaluating public policy.

¶ Distinguish between the various tools employed to analyze policy .

¶ Assemble a specific set of tools for analysis on the basis of a more general methodology

¶ Discuss and analyze the relationship between specific methodologies and ideologies or philosophical world views.

¶ Critique specific policies in terms of different analytic frameworks.

¶ Develop a set of specific tools for measuring policy based on a particular methodology or analytic framework.

¶ Apply a specific analytic methodology or model of analysis to specific policies.

COURSE DESCRIPTION This dimension will explore a wide range of approaches and

methodologies employed in the analysis of public policy. To apply a specific set of tools to the analysis of policy is to approach it within a particular cultural and ideological context. We will study both method and philosophy and come to understand that method is very much a product of philosophy. We begin with the scientific method of analysis as our point of departure and end up understanding that ideology and societal values are also key to policy analysis. Students will learn to differentiate between three basic analytical frameworks: Social Science, Ideological, and Policy Sciences. On one level social science research can buttress ideology. On another level social science research is in tension with ideology, and the question is just how this tension affects the role of the public administrator. We will look at an array of policy issues that public administrators and/or policy analyst have to address in your role as public sector professionals. RATIONALE This course is intended as a core dimension in the General MPA program As a core dimension, it will establish the relationship between the public administrator and the policy analyst. The

public administrator charged with the responsibility for implementing policy must also understand what it is s/he is implementing, and only by understanding the basis upon which policy is measured and evaluated can the administrator do this. Because policy is affected by a wide array of variables, it exposes the would-be public administrator to the messy world of politics. Ultimately, they come to understand that policy analysis does not follow a neat flow diagram, as might be the reigning perception in management studies, but that is a very complex process, owing to competing interests, ideologies, environmental factors, and world views.

1) Introduction – overview of course – what does it mean to systematically analyze policy – overview of competing methodological frameworks – role of culture and ideology shaping analysis

– overview of four policy issues to be discussed and periodically revisited throughout the semester

– Welfare – Labor Markets and Wage Policy (example: Minimum Wage) – Regulation – Privacy Issues and Human Rights 2) Problem Identification and Establishing Objectives – how we decide something constitutes a problem – how do we go about determining what we want to accomplish – traditional flow diagram policy analysis or “stages heuristic” model – how ideology shapes the way we define a problem 3) The Role of the Policy Analyst – objectivity v. subjectivity 4) Rationality in Decision Making – policy analysis: an overview – how analysis is used – techniques, values and effects of analysis – policy process – relationship between analysis and process

5) Pluralist View of Policy – central concepts and theoretical logic – critics – pluralist theory and policy design

6) Policy Sciences Approach – founder: Harold Lasswell – separation of facts from values – the use of scientific method – limitations of scientific method 7) Public Choice Approach – role of rational expectations 8) Critical Theories Approach – key thinkers – social construction of knowledge 9) Research Design – methodology – evaluating the goals and picking the right methodology for analysis – collecting and analyzing data – selecting tools of analysis 10) Economic Analysis – concept of explaining human behavior – cost/benefit analysis – measuring costs and values – defining costs – defining benefits – limitations to economic analysis 11) Policy Analysis and Politics – incremental process – role of interest groups, elected officials and civil servants – overall political environment 12 Identifying Target Populations – choosing samples – deciding who is in need 13) Policy Analysis and the Courts – judicial process – approaches to legal reasoning – sources of judicial activism – limits of judicial power 14) The Place of the Policy Analyst in Public Administration – impact of analysis on implementation – role of bureaucracy in policy analysis

BirklBirkland, Thomas A. 2001. An Introduction to the Policy Process: Theories, Concepts, and Models of Public Policy Making. Armonk, NY: M.E. Sharpe.

Bobrow, Davis and John S. Dryzek. 1987. Policy Analysis by

Design. Pittsburgh: University of Pittsburgh Press. deLeon, Peter. 1997. Democracy and the Policy Sciences.

Albany: State University of New York Press. Dryzek, John S. 1994. Discursive Democracy: Politics, Policy,

and Political Science. Cambridge and New York: Cambridge University Press.

Dye, Thomas R. 1998. Understanding Public Policy. Upper Saddle River, NJ: Prentice-Hall. Gans, Herbert J. 1995. The War Against the Poor: The

Underclass and Antipoverty policy. New York: Basic Books.

Hammerle, Nancy. 1992. Private Choices, Social Costs and

Public Policy: An Economic Analysis of Public Health Issues. Westport, CT: Praeger.

Heineman, Robert A., William T. Bluhm, Steven A. Peterson and

Edward N. Kearny. 2002. The World of the Policy Analyst: Rationality, Values, and Politics. Third Edition. New York: Chatham House of Seven Bridges Press.

Jenkins-Smith, Hank C. and Paul A. Sabatier. 1994. “Evaluating

the Advocacy Coalition Framework,” Journal of Public Policy 14,2:175-203

Kingdon, John W. 1995. Agendas, Alternatives, and Public

Policies. 2nd edition. New York: Longman. Kuhn, Thomas S. 1970. The Structure of Scientific Revolutions.

Chicago: University of Chicago Press. Levin-Waldman, Oren M. 1996. Reconceiving Liberalism:

Dilemmas of Contemporary Liberal Public Policy. Pittsburgh: University of Pittsburgh Press.

------------------------------- 2001. The Case of the Minimum

Wage: Competing Policy Models. Albany: State University of New York Press.

------------------------------- 2004. “Policy Orthodoxies, the Minimum Wage, and the Challenge of Social Science.” Journal of Economic Issues 38,1 (March):139-154.

------------------------------- 2005. The Political Economy of the

Living Wage: A Study of Four Cities. Armonk, NY: M.E. Sharpe.

------------------------------- 2005. “Welfare Reform and Models of

Public Policy: Why Policy Sciences are Required.” Review of Policy Research. 22,4 (July):519-539.

Lowi, Theodore J. 1979. The End of Liberalism: The Second

Republic of the United States (New York: W.W. Norton & Co.

McCall, Leslie. 2001. Complex Inequality: Gender, Class and

Race in the New Economy. London and New York: Routledge.

Mead, Lawrence M.. 1986. Beyond Entitlement: The Social

Obligations of Citizenship. New York: The Free Press. ------------------------- 1992. The New Politics of Poverty: The

Nonworking Poor in America. New York: Basic Books.

------------------------- 2004. Government Matters: Welfare

Reform in Wisconsin. Princeton: Princeton University Press.

Mohr, Lawrence B. 1995. Impact Analysis for Program

Evaluation. Thousand Oaks, CA: Sage Publications. Murray, Charles. 1984. Losing Ground: American Social Policy

1950-1980. New York: Basic Books. Rai, Theodore J., David Walsh and Paul J. Best, 1998. America

in the 21st Century: Challenges and Opportunities in Domestic Politics. Upper Saddle River, NJ: Prentice-Hall.

Roe, Emery. 1994. Narrative Policy Analysis: Theory and

Practice. Durham: Duke University Press. Ruggie, Mary. 1996. Realignments in the Welfare State: Health

Policy in the United States, Britain, and Canada. New York: Columbia University Press.

Rushefsky, Mark E. 2001. Public Policy in the United States: At

the Dawn of the Twenty-First Century. Armonk, NY: M.E. Sharpe.

Schram, Sanford F. 1995. Words of Welfare: The Poverty of

Social Science and the Social Science of Poverty. Minneapolis: University of Minnesota Press.

Schneider, Anne L. and Helen Ingram. 1997. Policy Design for

Democracy. Lawrence: University Press of Kansas.

Skocpol, Theda. 1995. Social Policy in the United States: Future Possibilities in Historical Perspective. Princeton: Princeton University Press.

Stone, Deborah A. 2002. Policy Paradox and Political Reason.

New York: W.W. Norton & Co. Tatalovich, Raymond and Byron W. Daynes, 1998. Moral

Controversies in American Politics: Cases in Social Regulatory Policy. Armonk, NY: M.E. Sharpe.

Thompson, Mark S. 1980. Benefit-Cost Analysis for Program

Evaluation. Beverly Hills: Sage Publications. Wilson, William Julius. 1996. When Work Disappears: The

World of the New Urban Poor. New York: Vintage Books. Relevant Periodical Sources Journal of Public Policy; Policy Sciences; Policy Studies Journal; Review of Policy Research; Journal of Policy Analysis and Management; Journal of Policy Modeling; Journal of Economic Issues Online Sources 1) The Policy Action Network: www.movingideas.org 2) Economic Policy Institute: www.wpinet.org 3) The Brookings Institution: www.brookings.org 4) The Urban Institute: www.brookings.org 5) The Rand Corporation: www.rand.org 6) The Policy Studies Organization: www.ipsonet.og

COURSE CODE PAA 611 SKI1 COURSE TITLE Purpose 1 Skills I: Research Methods I CREDITS 2 PREREQUISITES FOR THE COURSE

COURSE OBJECTIVES

Students will leave this course with understanding of selected quantitative and qualitative methodologies needed to “assess need” in the constructive action, ability to write and analyze literature and ability to select appropriate research methods for application to practical research problems, such as identification of research hypothesis, methods of data collection, techniques of data analysis and presentation and interpretation of project results and findings.

COURSE DESCRIPTION

The class for the Skills Dimension is an introductory graduate course in research methods that are employed in social sciences. It is based on the assumption that public administration practitioners can perform program design and evaluation tasks more effectively if they have knowledge and skills in the principles of research (both quantitative and qualitatively based).

Primary focus of this class is to introduce students to theoretical and practical aspects of research process, conducting research and research projects design in public sector. Further, the course will introduce students to a variety of tools and techniques for analyzing data and to make management and policy decisions from such data.

The course is designed to provide conceptual and methodological tools for managers, evaluators and analysts charged with formally evaluating program implementation and performance. These techniques will also aid the student in performing the constructive action “needs assessment" and in developing the Constructive Action Purpose A and B documents.

Topics include: understanding the literature on the evaluation of public service programs; establishing the research question and hypotheses; methodology of data collection; qualitative-based research; quantitative-based research including sampling and descriptive statistics and report writing.

Lectures and assignments will be supported by the use of statistical computer packages (e.g. Excel or SPSS).

-Mandatory core reading Paul D. Leedy and Jeanne E. Ormrod. Practical Research. Upper Saddle River, NJ: Prentice-Hall, Inc., 2004 (Eighth edition) -Supplementary Readings Brueunlin, Douglass, Rocco Cimmarusti, Tara Bryant-Edwards and Joshua Hetherington. Conflict Resolution Training as an Alternative to Suspension for Violent Behavior. Journal of Educational Research, 95

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(6), July/August 2002. Kim, Young-il. The Effects of Assertiveness Training on Enhancing the Social Skills of Adolescents with Visual Impairments. Journal of Visual Impairment and Blindness, May 2003. Nufrio, Philip M. Changing Organizational Culture: the NPR Experience. University Press of America, 2001. Nufrio, Philip M. Distance Learning in a Public Nonprofit Curriculum. International Journal of Public Administration. (In Press). Stone, Melissa-Middleton, Mark Hager and Jennifer Griffin. Organizational Characteristics and Funding Environments: A Study of a Population of United Way-Affiliated Nonprofits. Wadley, Brian D., Are Referring Doctors Ready for Enterprise and Community Wide Immediate Image and Report Access? Journal of Digital Imaging, 15 (1), 2002.

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School for Public Affairs & Administration MCNY MPA 510 SKI II Page 1 of 3 YEAR 2009 TERM Fall COURSE CODE MPA 612 SKI II SECTION CODE COURSE TITLE Computer-based Applications for Public Managers CREDITS 2 COURSE INSTRUCTOR Dr. Philip Nufrio INSTRUCTOR’S PHONE NUMBER 212 3431234 EXT 2435

INSTRUCTOR’S E-MAIL ADDRESS PNufrio@metropolitan.edu

INSTRUCTOR’S OFFICE HOURS Tuesday 4:30 pm – 6pm, Room 1138

COURSE PREREQUISITES NONE COURSE OBJECTIVES IN RELATION TO CURRICULUM

Students will leave this course with:

1. An understanding of the usefulness and

importance of computer-based information systems and computer hardware.

2. An understanding the functions of systems

software and to learn the basic commands of Windows 2007.

3. To examine and discuss the major types of

computer software applications (Word, Excel, Access, and Power).

4. To become proficient in Excel and Access. 5. To have an understanding of the structure

and purpose of management information systems in organizations.

COURSE DESCRIPTION The purpose of this course is to introduce the current concepts in computer bases information systems design and management. The course prepares the student for practical applications of the course concepts to support students in their professional work life, and academic projects in health care and public administration (e.g. oral presentations using PowerPoint, research reports, practical descriptive statistics using Excel worksheets). The intended focus of the course is operational and oriented toward utilization of management information systems. Students are given the opportunity to use the computer in a number of exercises to gain “hand on” experience with management uses of the computer through word processing, Excel spreadsheets, database management, and PowerPoint presentation software.

MAJOR TOPICS AND WEEKLY ASSIGNMENTS SEE ATTACHED GRID

TEXTBOOKS & READINGS Gary B. Shelly, Thomas J. Cashman, and Misty E. Vermaat Discovering Computers 2009: Complete (Shelly Cashman Series) . Cengage Lerarning, 2009. Instructor will provide chapter excerpts. Microsoft Office 2007: Introductory Concepts and Techniques, Windows XP Edited by Gary B. Shelly, Thomas J. Cashman, Misty E. Vermaat, Thomas J. Cashman, Misty E. Vermaat. Cengage Learning, 2007. ISBN: 13-9781418843274

METHODS OF ASSESSMENT 1. Assignments read before each class 2. Computation of final grade

Attendance 20% 15 “In Class” Assignments 1 40% Mid Term Project from “In the Lab” Assignments ) 20%2

Final Term Project from “In the Lab” Assignments ) 20%2

Grading System2

Symbol Grade

A 95.0 – 100 A- 91.6-94.9

B+ 91.5 – 88.3

B 85 – 88.2 B- 81.6-84.9 C+ 78.3 – 81.5 C 75– 78.2 Lowest passing grade for Grad students

F 69 and Below

In Class Exercises The instructor will combine “demonstration/lecture” “how to’s” with instrumented class exercises developed by Shelly, Cashman and Vermaat in their “state of the art” textbook. These “In Class Exercises” are detailed in the weekly assignment grid accompanying this syllabus.

In order for students to accomplish the goals of this course they must commit to being independent, mature “learners”. The instructor will give be there for on any questions you have to help you “excel” in this course. However the instructor cannot troubleshoot problems after class, it is highly recommended that you go to

1 A= 100% completion of all “In Class Assignments”; B+= 90% completion of all “in class assignments”; B= 80 % etc., These assignments will be submitted following deadlines set in handout to syllabus 2 A= 100% completion of all “In the Lab” assignments, including 100% completion of Shelly et al.,’s instructions to these assignments; B+ = 90% completion of all “In the Lab” assignments; B= 80% completion of all “In the Lab” assignments. 2 A= 100% completion of all “In the Lab” assignments, including 100% completion of Shelly et al.,’s instructions to these assignments; B+ = 90% completion of all “In the Lab” assignments; B= 80% completion of all “In the Lab” assignments.

the Learning Enhancement Center (11th floor) and schedule an appointment for help needed after class. If students miss any class, it is their responsibility to make the work up, on their own.

While students will be working in teams on the “In Class Assignments”, they are expected to complete the “In the Lab Assignments” on their own. Any work that is plagiarized or copied from another student will receive an automatic F for that assignment.

“In The Lab” Projects

There will be two projects (midterm and final) from the “In the Lab” projects outlined in the weekly assignment grid accompanying this syllabus. The instructor has also organized detailed instructions for the “In the Lab” Exercises. Again it is expected that students complete the “In the Lab” assignment on their own after the class has adjourned. It is highly recommended thatr you get help from Learning Enhancement Center if you need assistance. Cheating or plagiarizing someone’s work on any of the projects will result in an F grade for the project.

Learning how to use a computer requires a great

deal of PRACTICE. The more time you spend practicing with the software applications in this

course, the more you will learn.

If you do not have a computer available (with Office XP) you must use the one of MCNY’s labs to

complete course assignments.

OTHER COURSE POLICIES & PROCEDURES Course Ground Rules

1. This is a “first time” offering of this course with a new syllabus. Please be patient if the instructor must make changes to the syllabus, assignments and due dates.

2. The instructor will have students work in teams of “2” on the “In Class Assignments”. The instructor will accept a “team” submission on the “In Class Assignments”. However a team means two individuals will do the work—not one person.

3. If the instructor is helping another student with an in-class assignment, please do not interrupt him or expect him to drop everything at your request. We will conduct ourselves

professionally. There is a lot of material to be covered in this course—the instructor expects to see NO INTERPERSONAL CONFLICT. The college has a “code of conduct for students”. It will be enforced.

4. Any problems with a grade will be dealt with privately with the professor.

5. Cell phones will not go off in class – they should be shut off

6. According to the MCNY student handbook, “ Non attendance can jeopardize student grades and lead to a F grade”. All students are expected to arrive in time to class and participate in all sessions.

7. A late submission can become an automatic D (a loss of a letter grade for each late day). Email submissions will not be accepted. All late submissions are to be presented to Mr. David Hahn in the Dean's office, who will log and "time" the paper in.

8. Students who turn in late papers are expected to keep a copy of one for their records

9. Incompletes are not automatic- students must pass 75% of class requirements to be eligible for an incomplete

10. Students are expected to communicate with the professor on problems with deadlines and/or missed classes – before the class or before the deadline

11. Students questions or issues by email will be done Mon-Thurs (professor does not answer email on weekends; answers to questions will be made during the 9-5 work hours during the week)

Also see student handbook, available on-line at: http://www.metropolitan.edu/student_serv/publications.php

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