The course aims to provide general knowledge of public sector strategies, considering the role of politicians and managers. Starting from the different management logics of the public sector (such as the Traditional Public Administration, the New Public Management and Public Governance), the course wants to focus the attention on what are the knowledge and the tools useful to better manage public entities.
The course examines the theoretical frameworks underlying public management reforms in the past thirty years, and the empirical evidence gathered. During the course, the peculiarities of the public administrations are analyzed, as well as the theories most used to study these. It will also be discussed structural issues and the purpose of governments, administrative reforms implemented to respond to environmental changes and challenges, and their impact.
By the end of this course, students will have the tools to create a sound public strategy and know how to test and optimize their strategy, increase competitive advantage, and sustain long-term impact and success.
The course examines the theoretical frameworks underlying public management reforms in the past thirty years, and the empirical evidence gathered. During the course, the peculiarities of the public administrations are analyzed, as well as the theories most used to study these. It will also be discussed structural issues and the purpose of governments, administrative reforms implemented to respond to environmental changes and challenges, and their impact.
By the end of this course, students will have the tools to create a sound public strategy and know how to test and optimize their strategy, increase competitive advantage, and sustain long-term impact and success.
Curriculum
scheda docente
materiale didattico
Introduction
1. Peculiarities of Public Sector
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
3. Public value
4. Strategic planning and strategic management
5. Strategy Change Cycle
6. Strategic planning process
7. Mandates and Mission
8. Assessing the environment
9. Strategic issues
10. Formulating and adopting strategies and plans
11. Establishing an effective organizational vision for the future
12. Implementing strategies and plans successfully
13. Getting started with strategic planning
14. Public sector auditing
15. Participatory budgeting
1. Peculiarities of Public Sector
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
3. Public value
https://scholar.harvard.edu/markmoore/publications/public-value-focus-strategy
https://scholar.harvard.edu/markmoore/publications/creating-public-value
4. Strategic planning and strategic management
Chapter 1 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
5. Strategy Change Cycle
Chapter 2 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
6. Strategic planning process
Chapter 3 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
7. Mandates and Mission
Chapter 4 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
8. Assessing the environment
Chapter 5 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
9. Strategic issues
Chapter 6 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
10. Formulating and adopting strategies and plans
Chapter 7 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
11. Establishing an effective organizational vision for the future
Chapter 8 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
12. Implementing strategies and plans successfully
Chapter 9 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
13. Getting started with strategic planning
Chapter 12 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
14. Public sector auditing
Mattei, G., Grossi, G. and Guthrie A.M., J. (2021), "Exploring past, present and future trends in public sector auditing research: a literature review", Meditari Accountancy Research, Vol. 29 No. 7, pp. 94-134.
Power, M. (1997), The Audit Society: Rituals of Verification, OUP, Oxford.
D’Andreamatteo, A., Grossi, G., Mattei, G. and Sargiacomo, M. (2022), "The intersection between ‘The Audit Society’ and public sector corruption and fraud: – a literature review and future research agenda", Qualitative Research in Accounting & Management
15. Participatory budgeting
Mattei, G., Santolamazza, V., & Grandis, F. G. (2022). Design of the participatory budget: how to turn citizens into process protagonists. International Journal of Public Sector Management, 35(3), 294-316.
Mattei, G., Santolamazza, V., & Manzo,M. (forthcoming). Digitalisation and citizen engagement: comparing participatory budgeting in Rome and Barcelona, 163-183. In Grossi, G. & Vakkuri, J. Handbook on accounting and public governance.
Santolamazza, V., Grossi, G., & Mattei, G. (forthcoming). The seesaw experience of Participatory Budgeting
Programma
The course will provide students with an overview of the world of the public sector, specifically focusing on strategic planning and management. After introducing the public sector and explaining its peculiarities, an overview of the management paradigms and their evolution will be given to understand what changes have led to the current state of public administrations. As explained below, a specific focus will be devoted to strategic planning and management.Introduction
1. Peculiarities of Public Sector
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
3. Public value
4. Strategic planning and strategic management
5. Strategy Change Cycle
6. Strategic planning process
7. Mandates and Mission
8. Assessing the environment
9. Strategic issues
10. Formulating and adopting strategies and plans
11. Establishing an effective organizational vision for the future
12. Implementing strategies and plans successfully
13. Getting started with strategic planning
14. Public sector auditing
15. Participatory budgeting
Testi Adottati
Most of materials are available on Teams1. Peculiarities of Public Sector
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
3. Public value
https://scholar.harvard.edu/markmoore/publications/public-value-focus-strategy
https://scholar.harvard.edu/markmoore/publications/creating-public-value
4. Strategic planning and strategic management
Chapter 1 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
5. Strategy Change Cycle
Chapter 2 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
6. Strategic planning process
Chapter 3 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
7. Mandates and Mission
Chapter 4 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
8. Assessing the environment
Chapter 5 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
9. Strategic issues
Chapter 6 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
10. Formulating and adopting strategies and plans
Chapter 7 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
11. Establishing an effective organizational vision for the future
Chapter 8 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
12. Implementing strategies and plans successfully
Chapter 9 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
13. Getting started with strategic planning
Chapter 12 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
14. Public sector auditing
Mattei, G., Grossi, G. and Guthrie A.M., J. (2021), "Exploring past, present and future trends in public sector auditing research: a literature review", Meditari Accountancy Research, Vol. 29 No. 7, pp. 94-134.
Power, M. (1997), The Audit Society: Rituals of Verification, OUP, Oxford.
D’Andreamatteo, A., Grossi, G., Mattei, G. and Sargiacomo, M. (2022), "The intersection between ‘The Audit Society’ and public sector corruption and fraud: – a literature review and future research agenda", Qualitative Research in Accounting & Management
15. Participatory budgeting
Mattei, G., Santolamazza, V., & Grandis, F. G. (2022). Design of the participatory budget: how to turn citizens into process protagonists. International Journal of Public Sector Management, 35(3), 294-316.
Mattei, G., Santolamazza, V., & Manzo,M. (forthcoming). Digitalisation and citizen engagement: comparing participatory budgeting in Rome and Barcelona, 163-183. In Grossi, G. & Vakkuri, J. Handbook on accounting and public governance.
Santolamazza, V., Grossi, G., & Mattei, G. (forthcoming). The seesaw experience of Participatory Budgeting
Modalità Erogazione
This course meets three times a week for 2 hours. During class, in addition to traditional lectures, we will review different topics that they will be assigned at each student that will be called to work on a specifical area and, at the ending the course, the students will present the final project to the others.Modalità Frequenza
Class attendance is not mandatory but is strongly recommendedModalità Valutazione
ATTENDING STUDENTS During the course will be activities which give to students the possibility to both increase their strategic management competencies and to develop their soft skills. These activities will participate in determining the final grade. To verify the knowledge acquired, based on open questions which will ask to apply the knowledge acquired during the course through hypothetical situations and scenarios linked to public management, an oral final exam will be do. It is. NOT ATTENDING STUDENTS Written and oral final exam.
scheda docente
materiale didattico
Introduction
1. Peculiarities of Public Sector
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
3. Public value
4. Strategic planning and strategic management
5. Strategy Change Cycle
6. Strategic planning process
7. Mandates and Mission
8. Assessing the environment
9. Strategic issues
10. Formulating and adopting strategies and plans
11. Establishing an effective organizational vision for the future
12. Implementing strategies and plans successfully
13. Getting started with strategic planning
14. Public sector auditing
15. Participatory budgeting
1. Peculiarities of Public Sector
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
3. Public value
https://scholar.harvard.edu/markmoore/publications/public-value-focus-strategy
https://scholar.harvard.edu/markmoore/publications/creating-public-value
4. Strategic planning and strategic management
Chapter 1 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
5. Strategy Change Cycle
Chapter 2 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
6. Strategic planning process
Chapter 3 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
7. Mandates and Mission
Chapter 4 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
8. Assessing the environment
Chapter 5 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
9. Strategic issues
Chapter 6 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
10. Formulating and adopting strategies and plans
Chapter 7 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
11. Establishing an effective organizational vision for the future
Chapter 8 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
12. Implementing strategies and plans successfully
Chapter 9 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
13. Getting started with strategic planning
Chapter 12 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
14. Public sector auditing
Mattei, G., Grossi, G. and Guthrie A.M., J. (2021), "Exploring past, present and future trends in public sector auditing research: a literature review", Meditari Accountancy Research, Vol. 29 No. 7, pp. 94-134.
Power, M. (1997), The Audit Society: Rituals of Verification, OUP, Oxford.
D’Andreamatteo, A., Grossi, G., Mattei, G. and Sargiacomo, M. (2022), "The intersection between ‘The Audit Society’ and public sector corruption and fraud: – a literature review and future research agenda", Qualitative Research in Accounting & Management
15. Participatory budgeting
Mattei, G., Santolamazza, V., & Grandis, F. G. (2022). Design of the participatory budget: how to turn citizens into process protagonists. International Journal of Public Sector Management, 35(3), 294-316.
Mattei, G., Santolamazza, V., & Manzo,M. (forthcoming). Digitalisation and citizen engagement: comparing participatory budgeting in Rome and Barcelona, 163-183. In Grossi, G. & Vakkuri, J. Handbook on accounting and public governance.
Santolamazza, V., Grossi, G., & Mattei, G. (forthcoming). The seesaw experience of Participatory Budgeting
Programma
The course will provide students with an overview of the world of the public sector, specifically focusing on strategic planning and management. After introducing the public sector and explaining its peculiarities, an overview of the management paradigms and their evolution will be given to understand what changes have led to the current state of public administrations. As explained below, a specific focus will be devoted to strategic planning and management.Introduction
1. Peculiarities of Public Sector
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
3. Public value
4. Strategic planning and strategic management
5. Strategy Change Cycle
6. Strategic planning process
7. Mandates and Mission
8. Assessing the environment
9. Strategic issues
10. Formulating and adopting strategies and plans
11. Establishing an effective organizational vision for the future
12. Implementing strategies and plans successfully
13. Getting started with strategic planning
14. Public sector auditing
15. Participatory budgeting
Testi Adottati
Most of materials are available on Teams1. Peculiarities of Public Sector
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)
3. Public value
https://scholar.harvard.edu/markmoore/publications/public-value-focus-strategy
https://scholar.harvard.edu/markmoore/publications/creating-public-value
4. Strategic planning and strategic management
Chapter 1 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
5. Strategy Change Cycle
Chapter 2 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
6. Strategic planning process
Chapter 3 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
7. Mandates and Mission
Chapter 4 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
8. Assessing the environment
Chapter 5 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
9. Strategic issues
Chapter 6 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
10. Formulating and adopting strategies and plans
Chapter 7 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
11. Establishing an effective organizational vision for the future
Chapter 8 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
12. Implementing strategies and plans successfully
Chapter 9 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
13. Getting started with strategic planning
Chapter 12 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
14. Public sector auditing
Mattei, G., Grossi, G. and Guthrie A.M., J. (2021), "Exploring past, present and future trends in public sector auditing research: a literature review", Meditari Accountancy Research, Vol. 29 No. 7, pp. 94-134.
Power, M. (1997), The Audit Society: Rituals of Verification, OUP, Oxford.
D’Andreamatteo, A., Grossi, G., Mattei, G. and Sargiacomo, M. (2022), "The intersection between ‘The Audit Society’ and public sector corruption and fraud: – a literature review and future research agenda", Qualitative Research in Accounting & Management
15. Participatory budgeting
Mattei, G., Santolamazza, V., & Grandis, F. G. (2022). Design of the participatory budget: how to turn citizens into process protagonists. International Journal of Public Sector Management, 35(3), 294-316.
Mattei, G., Santolamazza, V., & Manzo,M. (forthcoming). Digitalisation and citizen engagement: comparing participatory budgeting in Rome and Barcelona, 163-183. In Grossi, G. & Vakkuri, J. Handbook on accounting and public governance.
Santolamazza, V., Grossi, G., & Mattei, G. (forthcoming). The seesaw experience of Participatory Budgeting
Modalità Erogazione
This course meets three times a week for 2 hours. During class, in addition to traditional lectures, we will review different topics that they will be assigned at each student that will be called to work on a specifical area and, at the ending the course, the students will present the final project to the others.Modalità Frequenza
Class attendance is not mandatory but is strongly recommendedModalità Valutazione
ATTENDING STUDENTS During the course will be activities which give to students the possibility to both increase their strategic management competencies and to develop their soft skills. These activities will participate in determining the final grade. To verify the knowledge acquired, based on open questions which will ask to apply the knowledge acquired during the course through hypothetical situations and scenarios linked to public management, an oral final exam will be do. It is. NOT ATTENDING STUDENTS Written and oral final exam.