Gestión y Análisis de Políticas Públicas
Código: 42271 Créditos ECTS: 10| Titulación | Tipo | Curso |
|---|---|---|
| Ciencia Política / Political Science | OB | 0 |
Contacto
- Nombre:
- Daniel Edmiston
- Correo electrónico:
- daniel.edmiston@uab.cat
Equipo docente
- Francesc Xavier Ballart i Hernàndez
- Raquel Gallego Calderón
- Irina Ciornei
- Margarita Leon Ramon Borja
- Daniel Edmiston
- (Externo) Sheila González
Idiomas de los grupos
Puede consultar esta información al final del documento.
Prerrequisitos
Al ser una asignatura que se imparte íntegramente en inglés, algunas pestañas previstas en castellano no se traducen: el/la alumno no la pueden cursar si no tienen el nivel de inglés exigido.
Students taking this course should have Bachelor's level knowledge about political and administrative institutions and comparative politics.
Objetivos y contextualización
- To understand the main theoretical and methodological models in public policy analysis and management.
- To learn how to apply those theoretical and methodological models in order to carry out a research in this field.
- To understand how to apply that knowledge to the analysis of and intervention in complex social and political problems.
- To acquire the knowledge and the necessary skills to apply it within organizational environments in the field of politics and public management.
Competencias
- Analizar políticas públicas en diferentes ámbitos sectoriales.
- Aplicar los conocimientos teóricos adquiridos al análisis situaciones reales y, a partir del análisis de la realidad política, generar orientaciones útiles en la toma de decisiones.
- Demostrar comprensión lectora de textos especializados en inglés.
- Poseer y comprender conocimientos que aporten una base u oportunidad de ser originales en el desarrollo y/o aplicación de ideas, a menudo en un contexto de investigación.
- Que los estudiantes posean las habilidades de aprendizaje que les permitan continuar estudiando de un modo que habrá de ser en gran medida autodirigido o autónomo.
- Reconocer la complejidad de la realidad política, su diversidad, y las tensiones a las cuales está sometida, con un énfasis especial en el contexto español y europeo.
- Trabajar en equipos de carácter internacional e interdisciplinar, cuyos miembros tienen orígenes y trayectorias diferentes.
Resultados de aprendizaje
- Analizar las políticas públicas independientemente de su especialización sectorial.
- Anticipar las consecuencias que puede tener el diseño de una determinada política pública.
- Aplicar las principales teorías para el análisis de los procesos de elaboración, implementación y evaluación de las políticas públicas.
- Demostrar comprensión lectora de textos especializados en inglés.
- Diseñar los instrumentos para evaluar una política pública concreta.
- Distinguir los principales actores implicados en los procesos de generación y elaboración de las políticas, con especial atención no solo a su complejidad particular sino también a la de los entornos de red en que se interrelacionan.
- Identificar la importancia de los contextos políticos específicos a la hora de diseñar una política.
- Identificar los distintos actores relevantes implicados en la definición de una política, sus repertorios de acción, intereses y recursos.
- Identificar los distintos factores y variables que pueden incidir en la definición y resultados de una política pública.
- Poseer y comprender conocimientos que aporten una base u oportunidad de ser originales en el desarrollo y/o aplicación de ideas, a menudo en un contexto de investigación.
- Que los estudiantes posean las habilidades de aprendizaje que les permitan continuar estudiando de un modo que habrá de ser en gran medida autodirigido o autónomo.
- Trabajar en equipos de carácter internacional e interdisciplinar, cuyos miembros tienen orígenes y trayectorias diferentes.
Contenido
Public Management sessions
-
Today’s context for Public and Third Sector Management
-
Management and Leadership
-
Comparative Performance
-
Work and Public Service Motivation
-
Governance reforms in Public Management: Accountability and Transparency
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Assessing and Measuring Accountability/Transparency
-
Artificial Intelligence and Algorithms in Public Administration. CUBE case: Artificial intelligence and automated decision-making in welfare policies
-
Representative bureaucracy
Public Policy sessions
-
Social innovation and public policy: challenges and evidence from research
-
Who Cares? Social Reproduction and the Welfare State
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The politics of abortion: public health or the divine commandment?
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What's in a name? Regulatory models on Prostitution (or Sex Work)
-
Welfare states in development contexts
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Education policies, social segregation
-
Education policies: remedies to social segregation
-
EU social innovation policy: the framing of the policyproblem, coalitions of interests, quasi-concepts in policy agenda-setting
-
Private actors and finance in public policy design and implementation: looking at PbR in ALMPs and Social Impact Bonds as case studies
-
Private actors andfinance in public policy design and implementation: looking at PbR in ALMPs and Social Impact Bonds as case studies
Actividades formativas y Metodología
| Título | Horas | ECTS | Resultados de aprendizaje |
|---|---|---|---|
| Tipo: Dirigidas | |||
| Clases, asistencia y participación | 125 | 5 | 2, 4, 5, 8, 9, 7, 11, 10, 12 |
| Tipo: Supervisadas | |||
| Seminarios y tutorías | 50 | 2 | 2, 5, 8, 9, 7, 11, 10, 12 |
| Tipo: Autónomas | |||
| Lectura, ejercicios y redacción de textos tipo ensayo | 70 | 2,8 | 2, 4, 5, 8, 9, 7, 11, 10, 12 |
Learning is based on the reading and discussion of theoretical and empirical knowledge.
The aim is to acquire the capacity to formulate questions and answers. To this end, students will have to be active and autonomous in searching and selecting relevant information, in reading and thinking in order to create a rich and informed dialogue with the lecturer.
This autonomous effort will be required previously to each session, via reading, essay writing and some cases and exercices. This work will then be complemented with seminar discussions and oral presentations, which will help to better understand both theory and practice-based knowledge as well as to question it.
Class teaching will combine lectures and seminar/case, exercise discussions on theoretical and empirical knowledge –always trying to find the applicability of theory to the real world.
Tutorial teaching will focus on the preparation of essays, exercises and presentations.
Nota: se reservarán 15 minutos de una clase dentro del calendario establecido por el centro o por la titulación para que el alumnado rellene las encuestas de evaluación de la actuación del profesorado y de evaluación de la asignatura o módulo.
Evaluación
Actividades de evaluación continuada
| Título | Peso | Horas | ECTS | Resultados de aprendizaje |
|---|---|---|---|---|
| Ejercicios evaluación continua/ test (Public Management) | 50% | 2,5 | 0,1 | 1, 2, 3, 4, 5, 6, 8, 9, 7, 11, 10, 12 |
| Ensayo Public Policy / Ejercicios | 50 % | 2,5 | 0,1 | 2, 3, 4, 8, 9, 7, 10 |
Evaluation will be botn continuous and final. It will be based on the outputs of the different activities in which students will engage to show they have achieved the expected competencies.
Such activities and outputs include:
- Practical exercises/tests (public management)
- Short essays and exercises (public policy)
Bibliografía
More recent papers and adjusted to the each topic in the Syllabus to be distributed in class
Acebillo-Baqué, M.; Pérez Durán, I. (2022). Artificial intelligence and automated decision making in welfare policies. Barcelona: 14 pag. (Case Program Series ; PCUBE-
2022-02) https://ddd.uab.cat/record/272376
Busuioc, M. (2021), Accountable Artificial Intelligence: Holding Algorithms to Account.Public Admin Rev, 81: 825-836. https://doi.org/10.1111/puar.13293
Boyne, G.A. (2003) “Sources of Public Service Improvement: A Critical Review and Research Agenda”, Journal of Public Administration Research and Theory, 13 (3): 367- 394
Daly, Mary & León, Marga (2022): “Care and the analysis of welfare states”, in Nelson, Nieuwenhuis and Yerkes (eds): Social policy in changing European societies. Edward Elgar Publishing.
De Vries, M.; Nemec, J. 2013 “Public Sector Reform: An Overview of Recent Literature and Research on NPM and Alternative Paths”, International Journal of Public Sector Management, 26(1):4-16.
Ferlie, E., Lynn, L.E. Jr and Pollitt, Ch. 2005 The Oxford Handbook of Public Management, New York: Oxford University Press.
Gallego, R., & Maestripieri, L. (2022). “Women's empowerment and social innovation in childcare: the case of Barcelona, Spain”, European Societies, 24(4), 493-519. https://doi.org/10.1080/14616696.2022.2092641
Gough, I., & Wood, G. (2004). Insecurity and welfare regimes in Asia, Africa and Latin America: Social policy in development contexts. Cambridge University Press.
Grant, A. 2012 “Leading with Meaning: Beneficiary Contact, Prosocial Impact and the Performance Effects of Transformational Leadership”, Academy of Management Journal, 55 (2):458-476
Häikiö, L., Fraisse, L., Adam, S., Jolanki, O., Knutagård, M. (2017). “The Janus face of social innovation in local welfare initiatives”. In F. Martinelli, A. Anttonen, & M. Mätzke, Social Services Disrupted (pp. 281–301). Edward Elgar Publishing. https://doi.org/10.4337/9781786432117.00024
Heifetz R. A. Linsky, M. 2002 Leadership on the Line. Boston, Mas: Harvard Business School Press. Pages 9-30
Kelly, J. 2007 “Reforming Public Services in the UK: Bringing in The Third Sector” Public Administration, 85 (4):1003-1022
Koffijberg, J. De Bruin, H. Priemus, H. 2012 “Combining Hierarchical and Network Strategies: Successful Changes in Dutch Social Housing” Public Administration, 90 (1):262-275
Kotter, J.P. 2001 “What Leaders Really Do”. Harvard Business Review, December
Kuhlmann, S. and Wollmann,H. 2014 Introduction to Comparative Public Administrations. Administrative Systems and Reform in Europe. Cheltenham and Northampton, MA: Edward Elgar
Latham, G.P., Borgogni, L., Petitta, L. 2008 “Goal Setting and Performance Management in the Public Sector” International Public Management Journal, 11(4) 385-403
Meijer, A., Lorenz, L. and Wessels, M. (2021), Algorithmization of Bureaucratic Organizations: Using a Practice Lens to Study How Context Shapes Predictive Policing
Systems. Public Admin Rev, 81: 837-846. https://doi.org/10.1111/puar.13391
McGuire, M Agranoff, R. 2011 “The Limitations of Public Management Networks” Public Administration, 89 (2):265-284
Milward, H.B. Provan. K.G. (2000) “Governing theHollow State” Journal of PublicAdministration Research and Theory 10 (2) 359-379
Moynihan, D.P. 2005 “What Do We Talk About When We Talk About Performance. Dialogue Theory and Performance Budgeting” Journal of Public Administration Research and Theory, 16: 151-168
Moynihan, D. P. Pandey, S. K. 2010 “The Big Question for Performance Management: Why Do Managers Use Performance Information” Journal of Public Administration Research and Theory, 20:849-866
OECD, 2008. Public-Private Partnerships. In Pursuit of Risk Sharing and Value for Money. Paris. OECD Publications. Chapter 1.
Olsen, J. P. 2005 “Maybe It is Time to Rediscover Bureaucracy”, Journal of Public Administration Research and Theory, 16:1-24
Page, E. Hood, C. Lodge, M. 2005. “Conclusion; Is Competency Management a Passing Fad” Public Administration, 83 (4): 853-860
Pérez-Durán, I. (2023). Twenty-five years of accountability research in public administration: Authorship, themes, methods, and future trends. International Review of Administrative Sciences, 0(0). https://doi.org/10.1177/00208523231211751
Perry, J., Christensen, R.K. 2015 Handbook of Public Administration, London: Routledge.
Perry, J. Hondeghem, A. Wise L.R. 2008. “Revisiting the Motivational Bases of PublicService: Twenty Years of Research and an Agenda for the Future” Public Administration Review 70 (5):681-690
Pollit, C. 2009 “Bureaucracies Remember; Post-Bureaucratic Organizations Forget”, Public Administration, 82 (2): 198-218
Pollit, C. and Bouckaert, G. 2004 Public Management Reform. A Comparative Analysis, Oxford: Oxford University Press
Truss, C. 2008 “Continuity and Change: The Role of the HR Function in the Modern Public Sector” Public Administration, 86 (4):1071-1088
Vandenabeele, W. 2008 “Government calling: Public Service Motivation as an Element in Selecting Government as an Employer of Choice”, Public Administration 86 (4):1089-1105
Van Ryzin, G. G. Charbonneau 2010 “Public Service Use and Perceived Performance;An Empirical Note on the Nature of the Relationship” Public Administration, 88 (2): 551-563
Van Ryzin, G. G. Immerwahr, Altman, S. 2008 “Measuring Street Cleanliness: A Comparison of New York City’s Scorecard and Results from a Citizen Survey” Public Administration Review March –April: 295-303
Weibel A., Rost, K., Osterloh, M. “Pay for Performance in the Public Sector-Benefits and Hidden Costs” Journal of Public Administration Research and Theory 20: 387-412
Wright, B.E. Moynihan, D.P. Pandey, S. K.2011 “Pulling the Levers: Transformational Leadership, Public Service Motivation and Mission Valence”, Public Administration Review 77 (2): 206-215
Software
(More detail in the syllabus to be distributed)
Grupos e idiomas de la asignatura
La información proporcionada es provisional hasta el 30 de noviembre de 2025. A partir de esta fecha, podrá consultar el idioma de cada grupo a través de este enlace. Para acceder a la información, será necesario introducir el CÓDIGO de la asignatura
| Nombre | Grupo | Idioma | Semestre | Turno |
|---|---|---|---|---|
| (TEm) Teoría (máster) | 1 | Inglés | primer cuatrimestre | manaña-mixto |