Important notice
The course guide is provisional.
The PDF version of the course guide may take a few days to become available in the DDD.
Organisation, Human Resources and Management
Code: 41258Credits: 10
| Degree programme | Type | Course |
|---|---|---|
| Public Administration | OB | 0 |
Contact lecturer
- Name :
- Ixchel Perez Duran
- Email :
- ixchel.perez@uab.cat
Teaching staff
- Joaquim Hernandez Tornil
- Antonio Morales Plaza
Teaching staff (external to UAB)
- David Sancho
- Carles Ramió
- Miquel Salvador
Group languages
You can consult this information at the end of the document.
Prerequisites
General knowledge on public administration and public management
Objectives
1. To encourage and promote in students an interest in learning about the elements that make up the structure and components of public administration management and organizational systems.
2. To provide students with an understanding of the main theoretical models for analysing the various components of public administration organizational systems.
3. To help students learn about the nature and methods applicable to the study of public administration organization, human resources and management systems.
4. To cultivate a spirit of critical analysis in students that allows them to evaluate the various national and international political and administrative contexts.
5. To provide students with an understanding of how to apply this knowledge to analyse and address the main issues faced by public administrations.
6. To equip students with the necessary knowledge and skills to apply their knowledge in public-sector organizational systems.
7. To help students master the basic concepts in the fields of organization and civil service.
Learning outcomes
- Propose innovative solutions to solve social and political problems.
- Address complex public intervention situations, possibly involving ethical dilemmas, on the basis of proposals founded both on explicit values and on conceptual and methodological rigour.
- Use acquired knowledge as a basis for originality in the application of ideas, often in a research context.
- Continue the learning process, to a large extent autonomously.
- Identify and define different human resources policy instruments.
- Identify factors affecting the implementation of these policies.
- Apply instruments of human-resource management in public administration and associated organisations.
- Analyse processes of innovation
- Analyse management systems through simulation techniques that encourage improvements to the working of the organisation.
- Propose guidance programmes on innovation and change processes in the management of public organisations.
- Design strategies to evaluate the management models of organisations.
- Negotiate processes to implement change in organisations.
- Apply strategies for innovation and change in organisations
- Design internal communication systems.
- Evaluate communication strategies
- Know the techniques of legal analysis.
Contents
Syllabus
The syllabus consists of ten topics and one special session on innovation, which will be organized around the main content to be presented and discussed. The aim of the learning process is for students to finish each topic having acquired the basic knowledge and operational tools to address each of the presented areas of organization, human resources and management. This learning process will result from the recommended reading and from listening to the lecturers’ presentations, discussing all content and applying it to case studies.
Topic 1. The institutional problems of public administrations
Lecturer: Dr Carles Ramió
- Evolution of public administrations
- Public administration models: clientelist, bureaucratic and managerial
- Institutional problems
- Institutional successes
- Corruption
- Clientelism
- The lack of institutional quality
Topic 2. The public administration of the future
Lecturer: Dr Carles Ramió
- Technological, economic, social and political changes
- Governance and meta-leadership
- Future public administration scenarios
Topic 3. The organizational dimensions of public administration
Lecturer: Dr Carles Ramió
- The socio-technical dimension, the political and cultural dimension, and the control and improvement dimension of public organizations
- Informal organization management, intraorganizational conflict management and administrative culture management. Tools for managing and motivating public employees.
Topic 4. Strategic management of organizations
Lecturer: Dr David Sancho
- Organizational strategy: definition of organizational goals and relational networks at public institutions
- Structure: divisionalization, agencies and new organizational formulae
- Procedures and impact of technologies: communication strategies
- Programming: the Service Plan
Topic 5. Strategic Management: innovation
Lecturer: Dr David Sancho
- Organizational control: quality control of provision
- Elements of innovation in service provision
- Control and impact assessment
Topic 6. Innovation areas in public management
Lecturers: Drs David Sancho and Miquel Salvador
- Innovation in public management and information and communication technologies
- E-government, e-administration and e-governance. The dimensions of e-government and e- administration
Topic 7. The personnel function in public organizations
Lecturer: Dr Miquel Salvador
- The concept of the personnel function in public organizations
- Personnel management and people management
- An integrated vision of the personnel function: personnel policy, management and administration
Topic 8. Emerging areas in human resource management
Lecturer: Dr Miquel Salvador
- The areas or subsystems of the personnel function and their interconnections: planning, jobs and competency-based management; recruitment and selection; mobility and civil service careers; training and socialization; human resource assessment in public administrations
- Human resource management assessment systems: methodologies and experiences
Topic 9. Organizational and civil service law
Lecturer: Dr Joaquim Rodriguez
- Rules limiting the government’s power to self-organize
- The government and its bodies. In particular: rules of procedure of corporate bodies and the distribution of powers amongst bodies
- The different administrations: territorial, corporate and institutional. In particular: the proliferation of independent entities or private forms of personification
- Classification of personnel who provide services to the government
- Civil servant statute
- Civil servant situations and responsibility regimes for the exercise of their offices
- Senior officials
Topic 10. Administrative law
Lecturer: Dr Antonio Morales
- Principles governing the activity of administrative agencies
- Main types of administrative activities
- In particular: the activity of limitation through authorization
- In particular: the activity of providing citizen services
- In particular: the activity of promotion
- In particular: the activity of inspection and sanction
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Elaboration of essays | 125 | 5 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16 |
| Seminars and tutoring | 75 | 3 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16 |
| Lectures | 50 | 2 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16 |
Learning method
Learning is based on the review, questioning and constant construction of theoretical and practical knowledge. The learning objective is to acquire the ability to generate questions and give (provisional) answers. To achieve this objective, students must play an active role in the autonomous approach to the information, reading and reflecting on what they have read in order to establish an informed and enriching dialogue with the teacher.
In this module, this preliminary autonomous work will be required, in the form of reading and the writing of short papers, for each topic. This work will be supplemented with seminar discussions and the preparation of presentations, as well as case studies and presentations of real-life experiences to better consolidate students’ knowledge and ability to reconsider it.
The learning time is organized around a combination of teacher-supervised learning and autonomous work: 25 hours of student work per ECTS credit (total of 250 hours), of which 20% (50 hours) will be master classes, 30% (75 hours) will be activities supervised by the teacher, and 50% (125 hours) will consist of autonomous work by the student.
Teacher-supervised learning will consist of a combination of master classes and discussion seminars on both theoretical aspects and their application to both real and simulated case studies, and of specific tutoring for the short papers and preparation of presentations.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Assignment 3 | 25% | 0 | 0 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15 |
| Assignment 4 | 25% | 0 | 0 | 1, 4, 5, 6, 7, 8 |
| Assignment 1 | 25% | 0 | 0 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16 |
| Assignment 2 | 25% | 0 | 0 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16 |
Assessment method
The assessment will be continuous and will be based on the demonstration of the skills achieved by the student during the following activities and the corresponding results:
Elaboration of short papers throughout the development of the syllabus evaluated for each teacher. In each work, the analysis carried out will be assessed as well as the public presentations to the rest of the colleagues of the conclusions and/or the participation in case discussions and seminars.
For this subject, the use of Artificial Intelligence (AI) technologies is permitted exclusively in support tasks, such as bibliographic or information searches, text correction or translations. The student must clearly identify which parts have been generated with this technology, specify the tools used and include a critical reflection on how these have influenced the process and the final result of the activity. The lack of transparency in the use of AI in assessable activities will be considered a lack of academic honesty and may lead to a partial or total penalty in the grade of the activity, or greater sanctions in serious cases.
Bibliography
Bibliography
The following bibliography is of an introductory nature for the entire module and is organized into generic reading, reading by policy sector and recommended journals. For each topic, the lecturers will recommend specific reading, which will mainly consist of excerpts from some of these references, but may also include other texts.
ALLAM, Z.; DHUNNY, Z.A. “On big data, artificial intelligence and smart cities”, en Cities, 89, 2019. Págs. 80–91.
BRUGUÉ, Q.; SUBIRATS, J. Lecturas de gestión pública. Madrid: INAP, 1997.
CROSBY, B.C.; HART, P. y TORFING, J. “Public Value Creation through Collaborative Innovation”, Public Management Review 19 (5), 2017. Págs. 655–669.
DENHARDT, J.; DENHARDT, R. The New Public Service. Serving, not Steering. Nova York: M.E. Sharpe, 2003.
GASSNER, D., GOFEN, A. and RAAPHORST, N. “Performance management from the bottom up”, Public Management Review, 2020. Págs. 1–18.
KETTL, D. The Global Public Management Revolution. Washington DC: Brookings, 2005.
LÓPEZ, J.; GADEA, A. Servir al ciudadano. La gestión de la calidad en la administración pública. Vitoria: IVAP, 2000.
OECD. The OECD Digital Government Policy Framework: Six dimensions of a Digital Government. OECD Public Governance Policy Papers, 2, 2020.
PARRADO, S.; SALVADOR, M. “The institutionalization of Meritocracy in Latin American Regulatory Agencies”. International Review of Administrative Sciences, 77(4), 2011. Pàgs. 715-742.
POLLIT, Ch.; BOUCKAERT, R. Public management reform. A comparative analysis. Oxford: OUP, 2004.
RAMIÓ, C. La renovación de la función pública. Estrategias para frenar la corrupción política en España. 1a. ed. Madrid: Catarata, 2016.
RAMIÓ, C. Administración pública y crisis institucional. Estrategias de reforma e innovación para España y América Latina. 1a.ed. Madrid: Tecnos, 2015.
RAMIÓ, C.; SALVADOR, M. Instituciones y nueva gestión pública en América Latina. Barcelona: Fundación CIDOB, 2005.
RAMIÓ, C.; SALVADOR, M. “Provisión de servicios públicos en el contexto de la Administración local de España: el papel de los factores políticos e institucionales y la externalización de los gobiernos locales”. Gestión y Política Pública, 21(2), 2012. Pàg. 375-405.
RAMIO, C..; SALVADOR, M. La nueva gestión del empleo público: Recursos Humanos e Innovación en la Administración. Barcelona: Tibidabo Ediciones, 2018.
RAMIÓ, C. y SALVADOR, M. Gobernanza social e inteligente. Una nueva organización para el Ayuntamiento de Barcelona. Barcelona: Ajuntament de Barcelona.2019.
SALVADOR, M. Polítiques de funció pública: l’avaluació de recursos humans. Barcelona: Escola d’Administració Pública de Catalunya. Generalitat de Catalunya, 1997.
SALVADOR, M. Institucions i polítiques públiques en la gestió dels recursos humans de les comunitats autònomes. Barcelona: Escola d’Administració Pública de Catalunya, 2005.
SALVADOR, M. La configuración del Sistema de la Función Pública de la Comunidad de Madrid: instituciones y políticas públicas en la gestión de recursos humanos de la Administración de la Comunidad de Madrid. Madrid. Instituto Madrileño de Administración Pública, 2006.
SALVADOR, M.; RAMIÓ, C. “El diseño institucional de la participación ciudadana en la administración local: reflexiones a partir de un estudio de caso”. Revista del CLAD: Reforma y Democracia, 53, 2012. Pàg. 163-186.
SALVADOR, M. “Perspectivas analíticas en torno a la institucionalización del servicio público”, Revista de Administración Pública, XLV(123), 2010. Pàg. 5-32.
SANCHO, D. Gestión de servicios públicos: estrategias de marketing y calidad. Madrid: Tecnos, 1999.
STECCOLINI, I.; SALITERER, I. and GUTHRIE, J. “The role(s) of accounting and performance measurement systems in contemporary public administration”, Public Administration. Núm. 98, 2020. Págs. 3–13.
TRAYTER, J.M., Derecho administrativo. Parte general. Atelier, 2020.
WIRTZ, B.W.; WEYERER, J.C. and GEYER, C. (2019): “Artificial Intelligence and the Public Sector—Applications and Challenges”, International Journal of Public Administration 42 (7), 2019. Págs. 596–615.
WISEMAN, J.M. Data-Driven Government: The Role of Chief Data Officers, Washington, DC: IBM Center for the Business of Government. 2018.
Software
No specific software is used in this course.
Course groups and languages
The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE
| Type of teaching | Group | Language | Semester | Shift |
|---|---|---|---|---|
| (TEm) Theory (master) | 1 | Catalan/Spanish | second semester | morning-mixed |