Strategic Management in Public Sector

The course will provide students with an overview of the world of the public sector, specifically focusing on strategic planning and management. After introducing the public sector and explaining its peculiarities, an overview of the management paradigms and their evolution will be given to understand what changes have led to the current state of public administrations. As explained below, a specific focus will be devoted to strategic planning and management.
Introduction
1. Peculiarities of Public Sector
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
3. Public value
4. Strategic planning and strategic management
5. Strategy Change Cycle
6. Strategic planning process
7. Mandates and Mission
8. Assessing the environment
9. Strategic issues
10. Formulating and adopting strategies and plans
11. Establishing an effective organizational vision for the future
12. Implementing strategies and plans successfully
13. Getting started with strategic planning
14. Public sector auditing
15. Participatory budgeting

The prerequisites are not required. However, the fundamental concepts of the entities (both firms and no-profit), discussed during the INTRODUCTION TO ACCOUNTING FOR BUSINESSES course, can be instrumental to the achievement of the expected learning results.

Most of materials are available on Teams

1. Peculiarities of Public Sector
 Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)

2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
 Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)

3. Public value
 https://scholar.harvard.edu/markmoore/publications/public-value-focus-strategy
 https://scholar.harvard.edu/markmoore/publications/creating-public-value

4. Strategic planning and strategic management
 Chapter 1 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

5. Strategy Change Cycle
 Chapter 2 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

6. Strategic planning process
 Chapter 3 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

7. Mandates and Mission
 Chapter 4 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

8. Assessing the environment
 Chapter 5 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

9. Strategic issues
 Chapter 6 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

10. Formulating and adopting strategies and plans
 Chapter 7 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

11. Establishing an effective organizational vision for the future
 Chapter 8 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

12. Implementing strategies and plans successfully
 Chapter 9 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

13. Getting started with strategic planning
 Chapter 12 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

14. Public sector auditing
 Mattei, G., Grossi, G. and Guthrie A.M., J. (2021), "Exploring past, present and future trends in public sector auditing research: a literature review", Meditari Accountancy Research, Vol. 29 No. 7, pp. 94-134.
 Power, M. (1997), The Audit Society: Rituals of Verification, OUP, Oxford.
 D’Andreamatteo, A., Grossi, G., Mattei, G. and Sargiacomo, M. (2022), "The intersection between ‘The Audit Society’ and public sector corruption and fraud: – a literature review and future research agenda", Qualitative Research in Accounting & Management

15. Participatory budgeting
 Mattei, G., Santolamazza, V., & Grandis, F. G. (2022). Design of the participatory budget: how to turn citizens into process protagonists. International Journal of Public Sector Management, 35(3), 294-316.
 Mattei, G., Santolamazza, V., & Manzo,M. (forthcoming). Digitalisation and citizen engagement: comparing participatory budgeting in Rome and Barcelona, 163-183. In Grossi, G. & Vakkuri, J. Handbook on accounting and public governance.
 Santolamazza, V., Grossi, G., & Mattei, G. (forthcoming). The seesaw experience of Participatory Budgeting

This course meets three times a week for 2 hours. During class, in addition to traditional lectures, we will review different topics that they will be assigned at each student that will be called to work on a specifical area and, at the ending the course, the students will present the final project to the others.

La frequenza non è obbligatoria, ma fortemente consigliata

ATTENDING STUDENTS
During the course will be activities which give to students the possibility to both increase their strategic management competencies and to develop their soft skills. These activities will participate in determining the final grade. To verify the knowledge acquired, based on open questions which will ask to apply the knowledge acquired during the course through hypothetical situations and scenarios linked to public management, a case study will be required to solve.

NOT ATTENDING STUDENTS
Written exam and case study.

The course will provide students with an overview of the world of the public sector, specifically focusing on strategic planning and management. After introducing the public sector and explaining its peculiarities, an overview of the management paradigms and their evolution will be given to understand what changes have led to the current state of public administrations. As explained below, a specific focus will be devoted to strategic planning and management.
Introduction
1. Peculiarities of Public Sector
2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
3. Public value
4. Strategic planning and strategic management
5. Strategy Change Cycle
6. Strategic planning process
7. Mandates and Mission
8. Assessing the environment
9. Strategic issues
10. Formulating and adopting strategies and plans
11. Establishing an effective organizational vision for the future
12. Implementing strategies and plans successfully
13. Getting started with strategic planning
14. Public sector auditing
15. Participatory budgeting

The prerequisites are not required. However, the fundamental concepts of the entities (both firms and no-profit), discussed during the INTRODUCTION TO ACCOUNTING FOR BUSINESSES course, can be instrumental to the achievement of the expected learning results.

Most of materials are available on Teams

1. Peculiarities of Public Sector
 Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)

2. Traditional Public Administration, New Public Management (NPM) and New Public Financial Management (NPFM), New Public Governance (NPG)
 Chapter 1 - Budding, T., Grossi, G., & Tagesson, T. (Eds.). (2014). Public sector accounting. Routledge (pp-1-7)

3. Public value
 https://scholar.harvard.edu/markmoore/publications/public-value-focus-strategy
 https://scholar.harvard.edu/markmoore/publications/creating-public-value

4. Strategic planning and strategic management
 Chapter 1 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

5. Strategy Change Cycle
 Chapter 2 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

6. Strategic planning process
 Chapter 3 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

7. Mandates and Mission
 Chapter 4 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

8. Assessing the environment
 Chapter 5 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

9. Strategic issues
 Chapter 6 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

10. Formulating and adopting strategies and plans
 Chapter 7 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

11. Establishing an effective organizational vision for the future
 Chapter 8 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

12. Implementing strategies and plans successfully
 Chapter 9 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

13. Getting started with strategic planning
 Chapter 12 - Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

14. Public sector auditing
 Mattei, G., Grossi, G. and Guthrie A.M., J. (2021), "Exploring past, present and future trends in public sector auditing research: a literature review", Meditari Accountancy Research, Vol. 29 No. 7, pp. 94-134.
 Power, M. (1997), The Audit Society: Rituals of Verification, OUP, Oxford.
 D’Andreamatteo, A., Grossi, G., Mattei, G. and Sargiacomo, M. (2022), "The intersection between ‘The Audit Society’ and public sector corruption and fraud: – a literature review and future research agenda", Qualitative Research in Accounting & Management

15. Participatory budgeting
 Mattei, G., Santolamazza, V., & Grandis, F. G. (2022). Design of the participatory budget: how to turn citizens into process protagonists. International Journal of Public Sector Management, 35(3), 294-316.
 Mattei, G., Santolamazza, V., & Manzo,M. (forthcoming). Digitalisation and citizen engagement: comparing participatory budgeting in Rome and Barcelona, 163-183. In Grossi, G. & Vakkuri, J. Handbook on accounting and public governance.
 Santolamazza, V., Grossi, G., & Mattei, G. (forthcoming). The seesaw experience of Participatory Budgeting

This course meets three times a week for 2 hours. During class, in addition to traditional lectures, we will review different topics that they will be assigned at each student that will be called to work on a specifical area and, at the ending the course, the students will present the final project to the others.

La frequenza non è obbligatoria, ma fortemente consigliata

ATTENDING STUDENTS
During the course will be activities which give to students the possibility to both increase their strategic management competencies and to develop their soft skills. These activities will participate in determining the final grade. To verify the knowledge acquired, based on open questions which will ask to apply the knowledge acquired during the course through hypothetical situations and scenarios linked to public management, a case study will be required to solve.

NOT ATTENDING STUDENTS
Written exam and case study.