Organization and Public Management

Basic knowledge in management

Expository method, using theoretical presentations of the syllabus.
The previous method is complemented with the use of the Inquiry-based learning or research-based learning method, as students are guided to the elaboration of research work and analysis of scientific articles.

This course has the following specific objectives:

• Identify: the foundations for public intervention; the evolution of conceptions about the role of the State in the economy; the typology of intervention modalities; the essential elements of administrative activity.
• Distinguish and characterize the different models of public management.
• Recognize the distinctive nature of public organizations and public management;
• Characterize the essential elements of the basic management functions applied to the public sector environment and the specificities of the Portuguese regulatory framework.
• Describe the governance models in Portuguese public administration, in the domains of administrative reform.

In short, given the above objectives, the skills to be acquired by students are:

• ability to recognize the singularities of the public organization and public management, in general and for the Portuguese case in particular;
• ability to investigate a particular topic in the concrete context of Portuguese public management.

Theme 1 |State: role and functions

1.1 | State functions and intervention modalities;

1.2 | Public administrative activity.

Theme 2 |The Distinctive Nature of Public Organizations and Public Management

2.1 | Unique characteristics of public entities and their management;

2.2 | The challenges facing public organizations;

2.3 | The role of public managers.

Theme 3 |Public Management

3.1 | Concept, characteristics and restrictions;

3.2 | The different models of public management:

                 A. Classical Public Administration Paradigm;

                 B. New Public Management;

                C. Governance.

3.3 | Administrative Reform in Portugal and Public Management models.

Theme 4 |Planning and Evaluation in a Public Context

4.1 | Essential elements of basic management functions;

4.2 | Planning: the importance of strategy in decision making and public policies;

4.3 | Performance evaluation and management indicators in the Public Sector.

NAO

Fundamental Bibliography

Araújo, J. F. F. E., Silvestre, H. C. (2013). Coletânea em Administração Pública. Lisboa: Escolar Editora.

Azevedo, A. (2008). Administração Pública Modernização Administrativa – Gestão e Melhoria dos Processos Administrativos CAF e SIADAP. Porto: Vida Económica.

Carapeto, A. C. C., Fonseca, M. D. F. (2014). Administração pública: modernização, qualidade e inovação, 3ª Edição. Lisboa: Editora Sílabo.

Crantschaninov, Tamara Ilinsky (2019). Introdução à gestão pública. São Paulo: Senac.

Dias, Reinaldo (2017). Gestão pública: Aspectos atuais e perspectivas para atualização. São Paulo, Atlas.

Fonseca, F., Carapeto, C. (2009). Governação, inovação e tecnologias: O estado rede e a administração pública do futuro. Lisboa: Edições Sílabo.

Pollitt, C., Bouckaert, G. (2017). Public management reform: A comparative analysis-into the age of austerity. Oxford: Oxford University Press.

Santos, Clezio Saldanha dos (2017).  Introdução à Gestão Pública, 2ª Edição. São Paulo: Editora Saraiva.

Silvestre, H. C. (2010). Gestão pública: modelos de prestação no serviço público. Lisboa: Escolar Editora.

Complementary Bibliography

Corte-Real, I. (2008). Public management reform in Portugal: successes and failures. International Journal of Public Sector Management, 21(2), 205.

Denhardt, J. V., & Denhardt, R. B. (2007). The new public service: Serving, not steering. ME Sharpe.

Madureira, C., & Ferraz, D. (2014). The need of a XXI century governance paradigm for public administration: the specific case of Portugal. Public Policy and Administration, 31, p. 35-48.

OECD. Observatory of Public Sector Innovation (2017). Working with Change Systems approaches to public sector challenges. [Paris]: OECD.