Readings

This section presents the list of case studies and readings given to the students at the beginning of the course. See the "Study questions and reading tips" handouts in the lecture notes section for comments, reading order, and questions to consider while reading. TOPICS DESCRIPTIONS READINGS

Day 1: Political management and creating value Moore, Mark. Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press, 1997, pp. 13-21. ISBN: 9780674175587. "Upwardly Global: Building a Model for Assisting Immigrant Professionals." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: C16-051803.0, 2005.

Discussion A: Creating public value

Implementation challenges and opportunities, the concept of public value, managerial imagination

Discussion B: Political management

The need for political or "indirect" management; stakeholder groups and decision-making structures; tools of consultation, persuasion and negotiation

"Park Plaza (A)." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: C17-75-707.0, 1975. Creating Public Value. pp. 105-134.

Day 2: Developing and changing an organization's strategy "Mikhukhu People of South Africa: A Question of Survival." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: C17-95-1291.0, 1995. Creating Public Value. pp. 63-76. Collins, James, and Jerry Porras. Built to Last: Successful Habits of Visionary Companies. New York, NY: Collins Business,

Discussion A: Developing a strategy

The concept of strategy, strategic analysis and scanning the environment

TOPICS

DESCRIPTIONS

READINGS 2004, chapter 2. ISBN: 9780060566104. Letts, Christine, William Ryan, and Allen Grossman. High Performance Nonprofit Organizations: Managing Upstream for Greater Impact. New York, NY: Wiley, 1998, pp. 1-5 and 15-28. ISBN: 9780471174578. "Managing Change or Running to Catch Up: CARE USA and Its Mission in Thailand." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: C1895-1281.0, 1995. Built to Last. Interlude and chapter 4.

Discussion B: Strategy change and risk

Sifting expectations and needs, strategic reassessment, public versus private responsibilities

Day 3: Strategic collaboration and performance management "Finding Black Parents: One Church, One Child." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: C1688-856.0, 1988. Briggs, Xavier de Souza. "Perfect Fit or Shotgun Marriage?: Understanding the Power and Pitfalls in Partnerships." The Community ProblemSolving Project @ MIT, June 2003, selected pages. (PDF) "Mayor Anthony Williams and Performance Management in Washington, DC." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: 16-02-1647.0, 2002. Hatry, Harry. Performance Measurement: Getting Results. Washington, DC: Urban Institute Press, 2007, selected pages. ISBN: 9780877667346. Kaplan, Robert, and David Norton. The Strategy-Focused Organization:

Discussion A: Strategic collaboration

Reasons to collaborate, risks, levels and stages of collaboration or "partnership"

Measures in the public, Discussion B: private, and nonprofit Performance sectors; logic modeling; the measurement and link between measurement management and strategy (including "strategy maps")

TOPICS

DESCRIPTIONS

READINGS How Balanced Scorecard Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press, 2000, pp. 1-17, 69-77, and 133-153. ISBN: 9781578512508.

Day 4: Structuring work, managing talent "Managing the Underground City: The New York City Transit Authority Reclaims its Subway Stations." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: C18-95-1275.0, 1995. Mintzberg, Henry. Structure in Fives: Designing Effective Organizations. Upper Saddle River, NJ: Prentice Hall, 1992, pp. 1-9 and 46-52. ISBN: 9780138554798. Ostroff, Frank. The Horizontal Organization: What the Organization of the Future Actually Looks Like and How it Delivers Value to Customers. New York, NY: Oxford University Press, 1999, pp. 2-11 and 102-114. ISBN: 9780195121384. "California Franchise Tax Board: Strategies for a Changing Workforce (Video)." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: 1201.9, 1993. Discussion B: Managing talent Recruitment, retention, motivation, rules Hax, Arnoldo, and Nicolas Majluf. "Human Resources Management of Key Personnel." In The Strategy Concept and Process: A Pragmatic Approach. Upper Saddle River, NJ: Prentice Hall, 1995. ISBN: 9780134588940. Simons, Robert. "Control in an Age of Empowerment." Harvard Business Review, March 1995.

Discussion A: Structuring work

Organizational design and restructuring, "stovepiping" and dysfunction, getting beyond bureaucracy, operational process and reengineering

Day 5: Strategic vision and change

TOPICS

DESCRIPTIONS Recognizing implementation challenges and opportunities, visioning backward and forward, drawing on multiple frameworks

READINGS "Mayor Purcell and the Faith Community Confront Nashville's Housing Needs." Cambridge, MA: Harvard University, Kennedy School of Government. Draft, September 2003.

Discussion A: Vision

We will draw on several cases we have discussed this week. Leadership versus authority, leading versus managing, mental models, leadership styles Heifetz, Ronald, and Marty Linsky. Leadership on the Line: Staying Alive Through the Dangers of Leading. Boston, MA: Harvard Business School Press, 2002, pp. 13-30. ISBN: 9781578514373. Goleman, Daniel. "Leadership that Gets Results." Harvard Business Review, March-April 2000.

Discussion B: Leading change

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