Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| MODERN APPROACHES to PUBLIC ADMINISTRATION | PPA4113298 | Fall Semester | 3+0 | 3 | 6 |
| Course Program | Çarşamba 12:45-13:30 Çarşamba 13:30-14:15 Çarşamba 14:30-15:15 Perşembe 15:30-16:15 Perşembe 16:30-17:15 Perşembe 17:30-18:15 |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | English |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Elective |
| Course Coordinator | Assist.Prof. Arzu DİLAVEROĞLU |
| Name of Lecturer(s) | Prof.Dr. Ömer Faruk GENÇKAYA |
| Assistant(s) | |
| Aim | The objective of the course is to empower participants, that is, future decision-makers in the public, private, or non-profit sectors, with the knowledge required for taking appropriate decisions when dealing with public administration. Focusing on the links between public administration, the private sector, and challenges in the field, the course investigates how public service design and organization, performance, and motivation connect with administrative cultures and value systems, as well as contemporary theories and policy analysis routines. |
| Course Content | This course contains; Paradigm Shift in Public Administration I,Paradigm Shift in Public Administration II,Strategic Management I,Strategic Management II,Conflict and Crisis Management in Public Administration I,Conflict and Crisis Management in Public Administration II,Risk Management in Public Sector,Total Quality Management I,Total Quality Management II,E-Governance I,E-Governance II,Accountability and Public Ethics I,Accountability and Public Ethics II,What Next in the Public Administration?. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. Gains knowledge about the major public administration theories and stages in their evolution of the concepts of classical public administration, new public administration, new public management, and governance. | 10, 16, 9 | A |
| 2. Explores the basic elements of new approaches in public administration, including strategic management, conflict management, crisis management, risk management, performance management, Total Quality Management, e-governance, ethics, and accountability in public administration. | 10, 16, 9 | A |
| 3. Gains capacity to apply the techniques and tools of new administrative tools, such as artificial intelligence. | 10, 16, 9 | A |
| 4. Becomes able to critical thinking and communication skills as applied to the public and private sectors. | 10, 16, 9 | A |
| 5. Drafts research questions on the correlation and dependencies between concepts from political science, public administration, and other areas. | 10, 16, 9 | A |
| 6. Assesses the pros and cons of performance-centered public administration. |
| Teaching Methods: | 10: Discussion Method, 16: Question - Answer Technique, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Paradigm Shift in Public Administration I | |
| 2 | Paradigm Shift in Public Administration II | |
| 3 | Strategic Management I | |
| 4 | Strategic Management II | |
| 5 | Conflict and Crisis Management in Public Administration I | |
| 6 | Conflict and Crisis Management in Public Administration II | |
| 7 | Risk Management in Public Sector | |
| 8 | Total Quality Management I | |
| 9 | Total Quality Management II | |
| 10 | E-Governance I | |
| 11 | E-Governance II | |
| 12 | Accountability and Public Ethics I | |
| 13 | Accountability and Public Ethics II | |
| 14 | What Next in the Public Administration? |
| Resources |
| Mark Robinson, From Old Public Administration to the New Public Service, Singapore: UNDP Global Centre for Public Sevice Excellence, 2015, https://www.undp.org › English › PS-Reform_Paper Nadeem Hussain, “Management Theories: The Contribution of Contemporary Management Theorists in Tackling Contemporary Management Challenges”, Journal of Yasar University, 2019, 14 (Special Issue), 156-169, https://dergipark.org.tr/tr/download/article-file/900585. Ved P. Nanda, “The “Good Governance” Concept Revisited”, "ANNALS of the American Academy of Political and Social Science, 603(1), 2006: 269-283. to be distributed separately. an-Erik Johanson, “Strategic Management: A public-sector view”, T. Bryer (Ed.) Handbook of Theories of Public Administration and Management, Cheltenham, E. Elgar, 2021.https://www.researchgate.net/publication/344285539_Strategic_Management_A_public-sector_ view_ In_T_ Bryer_ Ed_ Handbook_of_Theories_of_Public_Administration _and_ Management_2021_ Cheltenham_ E_Elgar_In_Press. Luke McBain and Jonathan Smith, “Strategic Management in the Public Sector”, E-Leader Singapore 2010, https://www.g-casa.com/conferences/singapore/papers_in_pdf/mon/McBain.pdf James L. Chappell, “Conflict Administration for the Public Sector”, Indiana Journal of Political Science, Winter 2007, 33-40. https://www.indianapsa.org/2007/2007article4.pdf Arjen Boin and Martin Lodge, “Designing Resilient Institutions for Transboundary Crisis Management: a Time for Public Administration”, Public Administration, 94(2), 2016:289–298, https://scholarlypublications.universiteitleiden.nl/access/item%3A2887392/view Remzi Ahmeti and Besarta Vlad, “Risk Management in Public Sector: A Literature Review”, European Journal of Multidisciplinary Studies, Volume 2, Issue 5, 2017: 323-329. https://pdfs.semanticscholar.org/8ddc/0b1e237b52b9d9e765cc4f08d864824e7944.pdf?_ga=2.249389125.374857282.1634467303-230346543.1634202349 Martin Lodge, “The Public Management of Risk: The Case for Deliberating among Worldviews”, Review of Policy Research, Volume 26, Number 4 (2009): 395-408. https://theisrm.org/public-library/Lodge%20(2009)%20Public%20Management%20of%20Risk.pdf Peter B. Petersen, “Total quality management and the Deming approach to quality management”, Journal of Management History, 5(8), 1999: 468-488. (to be distributed) Rauno Vinni, “Total Quality Management and Paradigms of Public Administration”, International Public Management Review, 8(1), 2007: 103-131. (to be distributed separately) Ahmed Mohammed Noman and C. K. Hebbar, “E-Government Development Models: Concepts Overview”, International Journal of Latest Trends in Engineering and Technology Special Issue, 2016, pp. 115-120, https://www.ijltet.org/journal/147895420920.pdf. Haroon A. Khan, “Challenges of E-goverannce in Public Administration”, Haroon A. Khan, 2017, 135-160. (to be distributed separately.) Richard Mulgan, “The Extended Scope of Accountability in Public Administration”, 2019, https://oxfordre.com/politics/view/10.1093/acrefore/9780190228637.001.0001/acrefore-9780190228637-e-1369 Roland Almquist et al., “Public sector governance and accountability”, Critical Perspectives on Accounting, Volume 24, Issues 7–8, November 2013, Pages 479-487, https://su.diva-portal.org/smash/get/diva2:1192546/FULLTEXT01.pdf Haroon A. Khan, “Ethics and Accountability and the Challenges”, Haroon A. Khan, Globalization and the Challenges of Public Administration Governance, Human Resources Management, Leadership, Ethics, E-Governance and Sustainability in the 21st Century, (Cham: Switzerland, 2017), 101-134. (to be distributed separately) |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | 1. Students will know basic concepts and theories of both research and application in political science and public administration. | X | |||||
| 2 | 2. Students will be able to analyze facts about politics, political and constitutional systems, and public administration by taking different dimensions into account. They will also be able to understand the causes of new developments and problems in these fields, find solutions for these problems, and think systematically about them. | X | |||||
| 3 | 3. Students will be able to work in processes such as strategic planning, policy making, project productions, auditing, decision making, evaluation and implementation both in public and private sector, political parties, and non-governmental organizations. | X | |||||
| 4 | 4. Students will be able to deal with complexities stemming from natural or social systems and uncertainties about the facts and values. | X | |||||
| 5 | 5. Students will be able to take active roles in teams formed for producing solutions to the problems related to their own majors, manage activities through planning, and do academic research. | X | |||||
| 6 | 6. Students will be able to collect data in their own field, analyze these data by using technology effectively, and evaluate and critically interpret them. | ||||||
| 7 | 7. Students will be able to use basic concepts and methods that the administrators would need in various fields such as economics, management, international relations, and communication. | X | |||||
| 8 | 8. Students will be able to use Turkish fluently and correctly in scientific and professional studies. They will also be able to read and understand at least one foreign language. | ||||||
| 9 | 9. Being always open to learning, students will be able to evaluate the facts with a critical approach. | ||||||
| 10 | 10. Students will be able to take responsibility in developing projects on voluntary basis and actively participate in them. | ||||||
| 11 | 11. Students will act with an ethical consciousness and have a respect for to human rights. They will be open to communication with people and able to work in cooperation. | ||||||
| 12 | 12. Students will be able to constitute high performance structures in public and private institutions by using modern management methods and instruments. | X | |||||
| 13 | 13. Students will be able to enable other groups and institutions to participate in policy-making processes, make decisions open to collaboration, and manage negotiation processes. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 40 | |
| Rate of Final Exam to Success | 60 | |
| Total | 100 | |
| ECTS / Workload Table | ||||||
| Activities | Number of | Duration(Hour) | Total Workload(Hour) | |||
| Course Hours | 14 | 3 | 42 | |||
| Guided Problem Solving | 0 | 0 | 0 | |||
| Resolution of Homework Problems and Submission as a Report | 0 | 0 | 0 | |||
| Term Project | 0 | 0 | 0 | |||
| Presentation of Project / Seminar | 0 | 0 | 0 | |||
| Quiz | 0 | 0 | 0 | |||
| Midterm Exam | 1 | 50 | 50 | |||
| General Exam | 1 | 75 | 75 | |||
| Performance Task, Maintenance Plan | 0 | 0 | 0 | |||
| Total Workload(Hour) | 167 | |||||
| Dersin AKTS Kredisi = Toplam İş Yükü (Saat)/30*=(167/30) | 6 | |||||
| ECTS of the course: 30 hours of work is counted as 1 ECTS credit. | ||||||
Detail Informations of the Course
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| MODERN APPROACHES to PUBLIC ADMINISTRATION | PPA4113298 | Fall Semester | 3+0 | 3 | 6 |
| Course Program | Çarşamba 12:45-13:30 Çarşamba 13:30-14:15 Çarşamba 14:30-15:15 Perşembe 15:30-16:15 Perşembe 16:30-17:15 Perşembe 17:30-18:15 |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | English |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Elective |
| Course Coordinator | Assist.Prof. Arzu DİLAVEROĞLU |
| Name of Lecturer(s) | Prof.Dr. Ömer Faruk GENÇKAYA |
| Assistant(s) | |
| Aim | The objective of the course is to empower participants, that is, future decision-makers in the public, private, or non-profit sectors, with the knowledge required for taking appropriate decisions when dealing with public administration. Focusing on the links between public administration, the private sector, and challenges in the field, the course investigates how public service design and organization, performance, and motivation connect with administrative cultures and value systems, as well as contemporary theories and policy analysis routines. |
| Course Content | This course contains; Paradigm Shift in Public Administration I,Paradigm Shift in Public Administration II,Strategic Management I,Strategic Management II,Conflict and Crisis Management in Public Administration I,Conflict and Crisis Management in Public Administration II,Risk Management in Public Sector,Total Quality Management I,Total Quality Management II,E-Governance I,E-Governance II,Accountability and Public Ethics I,Accountability and Public Ethics II,What Next in the Public Administration?. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. Gains knowledge about the major public administration theories and stages in their evolution of the concepts of classical public administration, new public administration, new public management, and governance. | 10, 16, 9 | A |
| 2. Explores the basic elements of new approaches in public administration, including strategic management, conflict management, crisis management, risk management, performance management, Total Quality Management, e-governance, ethics, and accountability in public administration. | 10, 16, 9 | A |
| 3. Gains capacity to apply the techniques and tools of new administrative tools, such as artificial intelligence. | 10, 16, 9 | A |
| 4. Becomes able to critical thinking and communication skills as applied to the public and private sectors. | 10, 16, 9 | A |
| 5. Drafts research questions on the correlation and dependencies between concepts from political science, public administration, and other areas. | 10, 16, 9 | A |
| 6. Assesses the pros and cons of performance-centered public administration. |
| Teaching Methods: | 10: Discussion Method, 16: Question - Answer Technique, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Paradigm Shift in Public Administration I | |
| 2 | Paradigm Shift in Public Administration II | |
| 3 | Strategic Management I | |
| 4 | Strategic Management II | |
| 5 | Conflict and Crisis Management in Public Administration I | |
| 6 | Conflict and Crisis Management in Public Administration II | |
| 7 | Risk Management in Public Sector | |
| 8 | Total Quality Management I | |
| 9 | Total Quality Management II | |
| 10 | E-Governance I | |
| 11 | E-Governance II | |
| 12 | Accountability and Public Ethics I | |
| 13 | Accountability and Public Ethics II | |
| 14 | What Next in the Public Administration? |
| Resources |
| Mark Robinson, From Old Public Administration to the New Public Service, Singapore: UNDP Global Centre for Public Sevice Excellence, 2015, https://www.undp.org › English › PS-Reform_Paper Nadeem Hussain, “Management Theories: The Contribution of Contemporary Management Theorists in Tackling Contemporary Management Challenges”, Journal of Yasar University, 2019, 14 (Special Issue), 156-169, https://dergipark.org.tr/tr/download/article-file/900585. Ved P. Nanda, “The “Good Governance” Concept Revisited”, "ANNALS of the American Academy of Political and Social Science, 603(1), 2006: 269-283. to be distributed separately. an-Erik Johanson, “Strategic Management: A public-sector view”, T. Bryer (Ed.) Handbook of Theories of Public Administration and Management, Cheltenham, E. Elgar, 2021.https://www.researchgate.net/publication/344285539_Strategic_Management_A_public-sector_ view_ In_T_ Bryer_ Ed_ Handbook_of_Theories_of_Public_Administration _and_ Management_2021_ Cheltenham_ E_Elgar_In_Press. Luke McBain and Jonathan Smith, “Strategic Management in the Public Sector”, E-Leader Singapore 2010, https://www.g-casa.com/conferences/singapore/papers_in_pdf/mon/McBain.pdf James L. Chappell, “Conflict Administration for the Public Sector”, Indiana Journal of Political Science, Winter 2007, 33-40. https://www.indianapsa.org/2007/2007article4.pdf Arjen Boin and Martin Lodge, “Designing Resilient Institutions for Transboundary Crisis Management: a Time for Public Administration”, Public Administration, 94(2), 2016:289–298, https://scholarlypublications.universiteitleiden.nl/access/item%3A2887392/view Remzi Ahmeti and Besarta Vlad, “Risk Management in Public Sector: A Literature Review”, European Journal of Multidisciplinary Studies, Volume 2, Issue 5, 2017: 323-329. https://pdfs.semanticscholar.org/8ddc/0b1e237b52b9d9e765cc4f08d864824e7944.pdf?_ga=2.249389125.374857282.1634467303-230346543.1634202349 Martin Lodge, “The Public Management of Risk: The Case for Deliberating among Worldviews”, Review of Policy Research, Volume 26, Number 4 (2009): 395-408. https://theisrm.org/public-library/Lodge%20(2009)%20Public%20Management%20of%20Risk.pdf Peter B. Petersen, “Total quality management and the Deming approach to quality management”, Journal of Management History, 5(8), 1999: 468-488. (to be distributed) Rauno Vinni, “Total Quality Management and Paradigms of Public Administration”, International Public Management Review, 8(1), 2007: 103-131. (to be distributed separately) Ahmed Mohammed Noman and C. K. Hebbar, “E-Government Development Models: Concepts Overview”, International Journal of Latest Trends in Engineering and Technology Special Issue, 2016, pp. 115-120, https://www.ijltet.org/journal/147895420920.pdf. Haroon A. Khan, “Challenges of E-goverannce in Public Administration”, Haroon A. Khan, 2017, 135-160. (to be distributed separately.) Richard Mulgan, “The Extended Scope of Accountability in Public Administration”, 2019, https://oxfordre.com/politics/view/10.1093/acrefore/9780190228637.001.0001/acrefore-9780190228637-e-1369 Roland Almquist et al., “Public sector governance and accountability”, Critical Perspectives on Accounting, Volume 24, Issues 7–8, November 2013, Pages 479-487, https://su.diva-portal.org/smash/get/diva2:1192546/FULLTEXT01.pdf Haroon A. Khan, “Ethics and Accountability and the Challenges”, Haroon A. Khan, Globalization and the Challenges of Public Administration Governance, Human Resources Management, Leadership, Ethics, E-Governance and Sustainability in the 21st Century, (Cham: Switzerland, 2017), 101-134. (to be distributed separately) |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | 1. Students will know basic concepts and theories of both research and application in political science and public administration. | X | |||||
| 2 | 2. Students will be able to analyze facts about politics, political and constitutional systems, and public administration by taking different dimensions into account. They will also be able to understand the causes of new developments and problems in these fields, find solutions for these problems, and think systematically about them. | X | |||||
| 3 | 3. Students will be able to work in processes such as strategic planning, policy making, project productions, auditing, decision making, evaluation and implementation both in public and private sector, political parties, and non-governmental organizations. | X | |||||
| 4 | 4. Students will be able to deal with complexities stemming from natural or social systems and uncertainties about the facts and values. | X | |||||
| 5 | 5. Students will be able to take active roles in teams formed for producing solutions to the problems related to their own majors, manage activities through planning, and do academic research. | X | |||||
| 6 | 6. Students will be able to collect data in their own field, analyze these data by using technology effectively, and evaluate and critically interpret them. | ||||||
| 7 | 7. Students will be able to use basic concepts and methods that the administrators would need in various fields such as economics, management, international relations, and communication. | X | |||||
| 8 | 8. Students will be able to use Turkish fluently and correctly in scientific and professional studies. They will also be able to read and understand at least one foreign language. | ||||||
| 9 | 9. Being always open to learning, students will be able to evaluate the facts with a critical approach. | ||||||
| 10 | 10. Students will be able to take responsibility in developing projects on voluntary basis and actively participate in them. | ||||||
| 11 | 11. Students will act with an ethical consciousness and have a respect for to human rights. They will be open to communication with people and able to work in cooperation. | ||||||
| 12 | 12. Students will be able to constitute high performance structures in public and private institutions by using modern management methods and instruments. | X | |||||
| 13 | 13. Students will be able to enable other groups and institutions to participate in policy-making processes, make decisions open to collaboration, and manage negotiation processes. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 40 | |
| Rate of Final Exam to Success | 60 | |
| Total | 100 | |