ESF:MKV_RVVS Public Management - Course Information

MKV_RVVS Public Management

Extent and Intensity

0/0. 8 credit(s). Type of Completion: zk (examination).

Teacher(s)

doc. PhDr. Růžena Lukášová, CSc. (lecturer)
doc. JUDr. Ivan Malý, CSc. (lecturer)
Mgr. Simona Škarabelová, Ph.D. (lecturer)
doc. Ing. David Špaček, Ph.D. (lecturer)
Ing. Dagmar Špalková, Ph.D. (lecturer)

Guaranteed by

doc. JUDr. Ivan Malý, CSc.
Department of Public Economics – Faculty of Economics and Administration
Contact Person: Mgr. Kateřina Kociánová

Timetable

Sat 26. 9. 12:50–16:15 P303, Sat 17. 10. 12:50–16:15 P303, Sat 7. 11. 12:50–16:15 P303, Sat 28. 11. 12:50–16:15 P303

Course Enrolment Limitations

The course is also offered to the students of the fields other than those the course is directly associated with.

fields of study / plans the course is directly associated with

• Public Economics and Administration (programme ESF, N-HPS)

Course objectives

The role of public sector manager in connection with the new conditions, transformation of public sector and the increasing demands and expectations from citizens, is changing. Management organizations in public administration not means only a policy defined by the central levels of public administration. Means to achieve mission objectives filled the public sector organizations and the interests of stakeholders, and it efficiently, effectively and economically, to focus on achieving results and take responsibility for them. Achieving that places significant demands on the competence of managers of public sector - requires skill in using these modern tools of management and apply them in specific terms the public sector. The aim is to provide basic information about the entire process of human resources management and helping students get oriented in its individual parts, ie specific staff activities. After studying the issue of HRM, students understand the importance of human resources for the organization, they will be familiar with the main features and phases of the process of HRM, perhaps understand specific practices and techniques, and ultimately gain an overview of recent developments in this issue. The goal is to acquaint students with basic theories, concepts and management tools and public sector organizations develop their managerial thinking and specific skills needed for successful implementation of the role of manager in a public sector organization.

Syllabus

• • Content of the course is divided into three basic parts. • In the first part is a general overview of management in public administration from the perspective of contemporary theories of management in the public sector (public management). Students will be familiar with current problems and challenges encountered by managers in public administration and public sector organizations currently face. • The second part of the course focuses on the strategic management of public sector organizations as a key instrument of development organizations, fulfilling the mission and satisfy the interests of stakeholders. Attention will be paid the basic stages of strategic management (formulation and implementation strategies), focusing on the development of organizational strategy in the downstream sub-strategies, programs and projects. Particular attention will be devoted to management practices and tools needed to pursue strategic goals. • Given the crucial importance for the realization of the strategy and achieving organizational goals with human resources is the third part of the course devoted to human resource management and the specifics of public administration. Human resources management not being seen as separated from the management function, but as a key area of managerial work and means of implementation of sub-strategies and programs. • Framework structure topics: • 1. Block • 1.1 Definition of management in public administration, development approaches • 1.2 Role and functions of a manager in public administration • 1.3 Problems and Challenges in the Management in public administration • • 2. Strategic management in the public sector • 2.1 The importance of strategic management in public sector organizations, its benefits and limits • 2.2 Formulation of the strategy in terms of public administration • - Definition of mission • - Strategic analysis: analysis of the external environment (including an analysis of stakeholders), analysis of internal environment, identifying external threats and opportunities, internal strengths and weaknesses (the basic analytical tools) • - Formulation of a vision for development of the downstream sub-strategies • 2.3 Implementation Strategy • - Procedures and instruments of implementation of strategic plans, • - Performance management as a tool for monitoring and evaluation of strategic plans • 2.4 Quality Management • - Quality management tools, their purpose, strengths and limits in the context of public administration • - Measuring the satisfaction of citizens with the services provided - the tools of measurement and conditions for their effective use • 2.5 Managing organizational change • • 3 Managing human resources in public administration • 3.1 Evolution of concepts of personnel work in an organization - personnal administration, personnel management and human resource management as the three basic concepts and stages of development personnel work in the organization. The characteristics of human resource management as part of strategic management in the organization. • 3.2 Basic personal activities, human resource management strategies. The status and role of the personal function in the organization • 3.3 Role executives in personnel work in the organization. People management as a key area of managerial work. Working groups and their leadership. Motivation of workers, tools, motivation. • 3.4 Fundamental personal activities. The role of personal department and executive managers in various areas of personal activites. • 3.4.1 Workforce planning • 3.4.2 Selection and recruitment • 3.4.3 Adaptation of workers • 3.4.4 Training and development workers • 3.4.5 performance appraisal • 3.4.6 Management of career

Literature

• WRIGHT, Glen and Juraj NEMEC. Management veřejné správy : teorie a praxe. Vyd. 1. Praha: Ekopress, 2003, 419 s. ISBN 808611970X. info
• BRYSON, John Moore. Strategic planning for public and nonprofit organizations :a guide to strengthening and sustaining organizational achievement. Rev. ed. San Francisco: Jossey-Bass Publishers, 1995, xxi, 325 s. ISBN 0-7879-0141-5. info
• ŠPALKOVÁ, Dagmar. Personální management (Human Resource Management). 1. vydání. Brno: Masarykova univerzita v Brně, 2004, 132 pp. ISBN 80-210-3502-1. info
• ŠELEŠOVSKÝ, Jan and David ŠPAČEK. Personalistika ve veřejné správě (manuál pro personalisty územních samosprávných celků) (Human resource management in public administration (handbook for staff managers of territorial self-segovernmental units)). Brno: Masarykova univerzita, 2006, 180 pp. 1. vydání. ISBN 80-210-3984-1. info
• ŠELEŠOVSKÝ, Jan, Jan BINEK, Petra DVOŘÁKOVÁ, Pavel FIŠER, Petr HALÁMEK, Simona ŠKARABELOVÁ and David ŠPAČEK. Management regionální a místní správy: metodický text (Regional and Municipal Public Management). Editor - Eduard Bakoš. 1. vyd. Brno: Masarykova univerzita, 2006, 290 pp. ISBN 80-210-4141-2. info
• BAKOŠ, Eduard, Jan ŠELEŠOVSKÝ, David ŠPAČEK, Jan BINEK, Petra DVOŘÁKOVÁ, Jarmila FOJTÍKOVÁ, Petr HALÁMEK, Hana JURAJDOVÁ, Ladislav KAVŘÍK, David PÓČ, Martin POP, Jaroslav REKTOŘÍK, Simona ŠKARABELOVÁ and Pavel FIŠER. Vybrané přístupy, metody a nástroje managementu regionální a místní správy a jejich kontext (The selected approaches, methods and instruments of the regional and municipal management and their context). Brno: ESF MU, 2008, 216 pp. ISBN 978-80-210-4698-6. info
• POMAHAČ, Richard. - VIDLÁKOVÁ, Olga. Veřejná správa. Richard Pomahač, Olga Vidláková. Vyd. 1. Praha : C.H. Beck, 2002. xii, 278 s. (Beckovy mezioborové učebnice) ISBN 8071797480
• KOUBEK, Josef. Řízení lidských zdrojů :základy moderní personalistiky. 3. vyd. Praha: Management Press, 2001, 367 s. ISBN 80-7261-033-3. info

Teaching methods

lectures,presentations by professionals in the sectors, class discussion, group projects, caswe studies, readings.

Assessment methods

lectures, assignment readings
For final grade: final group project, oral exam
Important information! If students commit a prohibited act, such as using various forbidden tools, cribbing, taking out any part of the exam or any other cheating, the teacher is allowed to interrupt an exam and to grade a student with F, FF or FFF according to the seriousness of the offence. The mentioned procedure relates to all the activities that are included in the final evaluation of the course (seminar work, essays, tests etc.).

Language of instruction

Czech

Further Comments

The course is taught annually.

• Enrolment Statistics (Autumn 2009, recent)
  
• Permalink: https://is.muni.cz/course/econ/autumn2009/MKV_RVVS