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Course Details

Course Details

Course Code: PADM610 Course ID: 2705 Credit Hours: 3 Level: Graduate

This course examines a range of management issues and strategies within the context of managing public organizations. The core focus is on an enhanced understanding of the theoretical and practical approaches to public management, an examination of enduring and day-to-day dilemmas faced by competent public managers, and the application of relevant theories to public management within the United States.

Course Schedule

Registration Dates Course Dates Session Weeks
11/30/20 - 04/30/21 05/03/21 - 06/27/21 Spring 2021 Session I 8 Week session
12/28/20 - 06/04/21 06/07/21 - 08/01/21 Spring 2021 Session D 8 Week session
01/25/21 - 07/02/21 07/05/21 - 08/29/21 Summer 2021 Session B 8 Week session
02/22/21 - 07/30/21 08/02/21 - 09/26/21 Summer 2021 Session I 8 Week session
03/29/21 - 09/03/21 09/06/21 - 10/31/21 Summer 2021 Session D 8 Week session
04/26/21 - 10/01/21 10/04/21 - 11/28/21 Fall 2021 Session B 8 Week session

Current Syllabi

After successfully completing this course, you will be able to:

1. Assess various theories, concepts, tools, and techniques relating to managing public organizations

2. Assess leadership in public management, specifically, individual management skills associated with thinking, acting, and communicating in today’s public management systems

3. Analyze the pace and direction of change occurring throughout the field of public management

4. Explain why public organizations function as they do

5. Analyze the impact of ethics on public administration

Weekly Forums

The Forums are designed to enhance (and evaluate) student participation and interaction during the course. Accordingly, your interaction with other students will be part of the grading calculus. Questions and topics posed in the Forums are designed to promote thought and insight. Students must provide a critical review of the questions, topics and issues posed and substantively reply to the contributions of at least three peers. Individual postings should include a full discussion of the content of the question posed and explain how it relates to the concepts in the weekly text readings and other resources. The postings should be analytic in nature and include comparisons/contrasts, and examples that can bolster your point. The Forum is for your benefit and it is important to respond to the discussion topic and to engage others in a running dialogue.

Your initial post should be made by Thursday each week. You should then respond to 3 or more posts. Note that at least one response to your classmates must be made before Sunday. If you make all of your responsive posts on Sunday, you will not earn full points for timeliness.

This can be accomplished by

· Validating with additional evidence from the literature.

· Posing a thoughtful question with commentary which generates further discussion.

· Providing an alternative point-of-view, with evidence and examples.

· Offering additional insight into how the concept might be understood, with evidence provided with real world examples.

You should be active in the classroom throughout the week and actively engaged in the back-and-forth discussion between your colleagues and the professor.

The forum grading rubric can be found in gradebook by clicking on the forum entry.

NameGrade %
Assignments 40.00 %
Week 2 Assignment Approaches to Managing Public Organizations 13.33 %
Week 4 Assignment Key Challenges for Public Sector Leaders 13.33 %
Week 6 Assignment Contracting Out 13.33 %
Forums 30.00 %
Week 1 Forum Introductions 0.37 %
Week 1 Forum Topic 3.70 %
Week 2 Forum 3.70 %
Week 3 Forum 3.70 %
Week 4 Forum 3.70 %
Week 5 Forum 3.70 %
Week 6 Forum 3.70 %
Week 7 Forum 3.70 %
Week 8 Forum 3.70 %
Final Paper 30.00 %
Week 8 Final Paper 30.00 %

Following are required weekly readings for this course. You can find them in the lessons section under Readings and Resources linked directly to the library and the readings. They are listed both in the link at the top of the lessons section and by week under each lesson as well. If you are unable to link via those Intellus links in lessons you can also cut and paste the title in the APUS library article search box and it will take you to the article as well. All are available for you as full text pdfs. Please use these APUS library and Intellus links to access your readings.

Week 1 The Context and Nature of Public Administration

Clarke, A., & Margetts, H. (2014). Governments and citizens getting to know each other? open, closed, and big data in public management reform. Policy & Internet, 6(4), 393-417. Retrieved from

Khodaparasti, R. B., & Mohammadpour, R. (2015). Investigating the impact of E-government on public management. Management Research and Practice, 7(4), 72-81. Retrieved from

Ludwiczak, A. (2014). The role of customer orientation in improving services in public administration. Management, 18(1), 356-369. Retrieved from

Walther, F. (2015). New public management: The right way to modernize and improve public services? International Journal of Business & Public Administration, 12(2), 132-143 Retrieved from

Wright, B. E. (2015). The science of public administration: Problems, presumptions, progress, and possibilities. Public Administration Review, 75(6), 795–805.

Week 2 Institutional Structure of Public Administration

Astrini, N. J. (2015). Local government performance measurement: Developing indicators based on IWA 4: 2009. Public Organization Review, 15(3), 365-381. doi:

Bachner, J., & Hill, K. W. (2014). Advances in public opinion and policy attitudes research. Policy Studies Journal, 42, S51–S70. Retrieved from

Buckwalter, N. D. (2014). The potential for public empowerment through government-organized participation. Public Administration Review, 74(5), 573–584. Retrieved from

Kellis, D. S., & Ran, B. (2015). Effective leadership in managing NPM-based change in the public sector. Journal of Organizational Change Management, 28(4), 614-626. Retrieved from

Schachter, H. L. (2014). New public management and principals' roles in organizational governance: What can a corporate issue tell us about public sector management? Public Organization Review, 14(4), 517-531. doi:

Taylor, J. (2014). Organizational Culture and the Paradox of Performance Management. Public Performance & Management Review, 38(1), 7-22. doi:10.2753/PMR1530-9576380101

Vines, R., Jones, M., & Mccarthy, G. (2015). Collaborating across institutional and jurisdictional boundaries: Enabling the emergence of a national innovation system through public knowledge management. Knowledge Management Research & Practice, 13(2), 187-197.doi:

Week 3 Theories & Behavior of Public Organizations -Leadership and Organizational Decision Making

Dubnick, M. J., & Justice, J. B. (2014). Barnard's Regret. Public Integrity, 16(2), 141-158.doi:10.2753/PIN1099-9922160202

FANTUZZO, J. (2015). A Course Between Bureaucracy and Charisma: A Pedagogical Reading of Max Weber's Social Theory. Journal Of Philosophy Of Education, 49(1), 45-64.

Gürbüz, S., Sahin, F., & Köksal, O. (2014). Revisiting of theory X and Y. Management Decision, 52(10), 1888. Retrieved from

Healy, K. (2016). A Theory of Human Motivation by Abraham H. Maslow - reflection. The British Journal Of Psychiatry: The Journal Of Mental Science, 208(4), 313. doi:10.1192/bjp.bp.115.179622

Huppatz, D. J. (2015). Revisiting Herbert Simon's "Science of Design". Design Issues, 31(2), 29-40.doi:10.1162/DESI_a_00320

Kitana, A. (2016). Overview of the managerial thoughts & theories from the history: Classical management theory to modern management theory. Indian Journal of Management Science, 6(1), 16-21.Retrieved from

Parker, L. D. (2016). The global Fayol: contemporary management and accounting traces. Entreprises Et Histoire, (83), 51-63,3-4,153. Retrieved from

Savino, D. M. (2016). Frederick Winslow Taylor and his lasting legacy of functional leadership competence. Journal of Leadership, Accountability and Ethics, 13(1), 70-76. Retrieved from

Winston, C. N. (2016). An existential-humanistic-positive theory of human motivation. The Humanistic Psychologist, 44(2), 142-163. doi:

Week 4 Core Functions of Public Administration Public Policy & Policy Analysis & Performance Management & Evaluation

Bouwman, R., & Grimmelikhuijsen, S. (2016). Experimental public administration from 1992 to 2014. The International Journal of Public Sector Management, 29(2), 110-131. Retrieved from

Durant, R. F. (2015). Whither Power in Public Administration? Attainment, Dissipation, and Loss. Public Administration Review, 75(2), 206-218. doi:10.1111/puar.12332

Rudzioniene, J., & Dvorak, J. (2014). Public administration approach. Library Management, 35(6), 495-507. Retrieved from

Shahriar, K., & Khan, A. (2016). A critical insight into policy implementation and implementation performance. Viesoji Politika Ir Administravimas, 15(4) Retrieved from

Stewart, J. (2014). Implementing an innovative public sector program. The International Journal of PublicSector Management, 27(3), 241-250. Retrieved from

Tholen, B. (2016). Machiavelli’s Lessons for Public Administration. Administrative Theory & Praxis (M.E. Sharpe), 38(2), 101-114. doi:10.1080/10841806.2016.1165586

Triantafillou, P. (2015). The Politics of Neutrality and the Changing Role of Expertise in Public Administration. Administrative Theory & Praxis (M.E. Sharpe), 37(3), 174-187. doi:10.1080/10841806.2015.1053362

Week 5 Core Functions of Public Administration Public Budgeting & Finance and Personnel Management

Ayers, R. S. (2015). Aligning individual and organizational performance: Goal alignment in federal government agency performance appraisal programs. Public Personnel Management, 44(2), 169-191. Retrieved from

Bhatti, I., & Phaup, M. (2015). Budgeting for fiscal uncertainty and bias: A federal process proposal. Public Budgeting & Finance, 35(2), 89–105. Retrieved from:

Elling, R., Krawczyk, K., & Carr, J. (2014). What should we do? Public attitudes about how local government officials should confront fiscal stress. Local Government Studies, 40(3), 380-402.

Faricy, C., & Ellis, C. (2014). Public attitudes toward social spending in the United States: The differences between direct spending and tax expenditures. Political Behavior, 36(1), 53-76.

Hendrick, R., & Crawford, J. (2014). Municipal fiscal policy space and fiscal structure: Tools for managing spending volatility. Public Budgeting & Finance, 34(3), 24-50. Retrieved from

Park, S., & Berry, F. (2014). Successful diffusion of a failed policy: The case of pay-for-performance in the US federal government. Public Management Review, 16(6), 763-781. Retrieved from

Zender, J. R., & Deal, K. H. (2016). Municipal Fiscal Stress: Selected major Cases of the 21st Century. International Journal Of Business, Accounting, & Finance, 10(1), 69-89. Retrieved from

Week 6 Leadership & Decision Making and Privatization

Bakker, A. B. (2015). A job demands-resources approach to public service motivation. Public Administration Review, 75(5), 723–732.

Bellé, N. (2015). Performance-related pay and the crowding out of motivation in the public sector: A randomized field experiment. Public Administration Review, 75(2), 230–241.

Eichensehr, K. E. (2017). Public-private cybersecurity. Texas Law Review, 95(3), 467-538 Retrieved from

Einolf, C. (2016). Millennials and public service motivation: Findings from a survey of Master’s degree Students. Public Administration Quarterly, 40(3), 429–457. Retrieved from

Hansen, S. C. (2016). Federal contractors and sticky selling, general and administrative (SGA). Journal of Public Procurement, 16(2), 129-151.

Malatesta, D., & Carboni, J. L. (2015). The public-private distinction: Insights for public administration from the state action doctrine. Public Administration Review, 75(1), 63-74. Retrieved from

Tholen, B. (2016). Drawing the Line: On the public/private distinction in debates on new modes of governance. Public Integrity, 18(3), 237-253. Retrieved from

Perry, J. L., & Vandenabeele, W. (2015). Public service motivation research: Achievements, challenges, and Future Directions. Public Administration Review, 75(5), 692–699.

Quratulain, S., & Khan, A. K. (2015). How does employees’ public service motivation get affected? A conditional process analysis of the effects of person-job fit and work pressure. Public Personnel Management, 44(2), 266–289. Retrieved from

Zhang, R., Zhou, Y., Zhuang, H., & Zhu, X. (2015). Study on the project supervision system based on the principal-agent theory. Journal of Industrial Engineering and Management, 8(2), 491-508. Retrieved from

Week 7 Information Management

Brooke, H. (2016). Inside the digital revolution. Journal of International Affairs, 70(1), 29-53. Retrieved from

Cook, M., Harrison, T. M., Zhang, J., Puron-Cid, G., & Gil-Garcia, J. R. (2015). Using public value thinking for government IT planning and decision making: A case study. Information Polity: The International Journal of Government & Democracy In The Information Age, 20(2/3), 183-197. Retrieved from

Hind, L., Chiadmi, D., & Benhlima, L. (2014). How semantic technologies transform e-government domain. Transforming Government: People, Process and Policy, 8(1), 49. Retrieved from

Liu, S. M., & Yuan, Q. (2015). The evolution of information and communication technology in public administration. Public Administration & Development, 35(2), 140–151.

McNutt, J. G., Justice, J. B., Melitski, J. M., Ahn, M. J., Siddiqui, S. R., Carter, D. T., & Kline, A. D. (2016). The diffusion of civic technology and open government in the United States. Information Polity: The International Journal Of Government & Democracy In The Information Age, 21(2), 153-170. doi:10.3233/IP-160385

Mishra, A., Das, S., & Murray, J. (2015). Managing Risks in Federal Government Information Technology Projects: Does Process Maturity Matter?. Production & Operations Management, 24(3), 365-368. doi:10.1111/poms.12258_4

Mishra, A., Das, S. R., & Murray, J. J. (2016). Risk, Process Maturity, and Project Performance: An Empirical Analysis of US Federal Government Technology Projects. Production & Operations Management, 25(2), 210-232. doi:10.1111/poms.12513

Sanz-Menéndez, L., Van Ryzin, G. G., & del Pino, E. (2014). Citizens’ support for government spending on science and technology. Science & Public Policy (SPP), 41(5), 611-624.

Week 8 Diversity and Ethics in Public Service

Cowell, R., Downe, J., & Morgan, K. (2014). Managing Politics? Ethics regulation and conflicting conceptions of “good conduct.” Public Administration Review, 74(1), 29–38.

Hassan, S., Wright, B. E., & Yukl, G. (2014). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, 74(3), 333–343.


Mateescu, V. M., PhD. (2015). PERSPECTIVES ON DIVERSITY MANAGEMENT AT WORKPLACE. THE EUROPEAN SMEs CASE. On - Line Journal Modelling the New Europe, (16), 80-92. Retrieved from

Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), 13-22. Retrieved from

Svara, J. H. (2014). Who are the keepers of the code? Articulating and upholding ethical standards in the field of public administration. Public Administration Review, 74(5), 561–569.

Governance Directions, 67(1), 48-51.

Book Title:Various resources from the APUS Library & the Open Web are used. Please visit to locate the course eReserve.*

Previous Syllabi

Not current for future courses.