LahoreUniversityofManagementSciences

MGMT244ReformingthePublicSector
FallSemester2015

Instructor
RoomNo.
OfficeHours
Email
Telephone
Secretary/TA
TAOfficeHours
CourseURL(ifany)

TariqMahmud
TBA
TBA
tmahmudpk@hotmail.com
03005008034
TBA
TBA
Suraj.lums.edu.pk

COURSEBASICS
CreditHours
Lecture(s)
Recitation/Lab(perweek)
Tutorial(perweek)

3
NbrofLec(s)PerWeek
NbrofLec(s)PerWeek
NbrofLec(s)PerWeek

Duration
Duration
Duration

75minutes

COURSEDISTRIBUTION
Core
Elective
OpenforStudentCategory
CloseforStudentCategory

Yes
Openforall

COURSEDESCRIPTION
The Course is designed for students who have preferably been exposed to various key areas of public management policy
framework.Afterlookingatsomeofthefoundationalaspectsofthepolicyframeworkandimplementationregime,itunderlines
theneedforreformstomeetthemultiplechallengesofservicedeliveryonasustainablebasis.Itaimsatidentifyingsomecritical
connectsbetweenthepublicandtheprivatesectorwithaviewtomeettheoverallobjectiveofgrowthanddevelopment.Ittends
todevelopstudentsinterestandkeennessinthepublicsectormanagementwithaviewtooptitasacareerwhilebroadeningtheir
profile.

Overview
Thecourseaimsatprovidingexposureandanunderstandingtothestudentsabouttheworkingofpublicsectorinstitutionsaskey
driversofgrowth,developmentanddeliverysystem.Itunderlinestheneedandroleofsomecriticaldynamicsandaprocessof
reformsenablingtheinstitutionstobringmoreefficiencyandtransparencyinthedeliveryofpublicservices.Thisalsoincludesthe
roleofleadershipininitiatingandmanagingchange.
ThecoursealsoaimsatfamiliarizingthestudentswiththeinstitutionalframeworkatthethreecriticaltiersofGovernanceinthe
contextofPakistan;federal,provincialandthelocallevel.Somerelatedcasestudiesareincludedinthemoduletoprovideinsight
into the actual performance of public enterprises, identify some nagging gaps and make an attempt to address them through
variousinstitutionalmechanisms.
Thematiccontenthasbeencarefullyselected,modulescascadingintoacompositewholetoprovidethestudentswithacritical
thinkingtoanalyzethepolicyissuesinadetachedmanner.
Moduleoninternationalexperiencesprovideswithacrossculturalflavorofthepublicpolicydynamicswhileatthesametime
suggestingbaselinetolearnfromtheseexperiences,ifnotreplicatethem.
ThecoursealsolaysemphasisoninstitutionalanalysisthroughGroupPresentation.

LahoreUniversityofManagementSciences
COURSEPREREQUISITE(S)

None

COURSELEARNINGOBJECTIVES

1.

2.

3.

ImprovingclarityandunderstandingabouttheworkingoftheGovernmentandgraspthebreadthof
multipleactivitiesperformedbypublicsectorinstitutions.
UnderstandingthenatureandcomplexityofPublicSectorServicedelivery
Systemwithaviewtousecorporatestrategiesandinnovativetechniques
forproblemsolutions.
Buildingcapacitywhilelearningfrominternationalexperiences.

UNDERGRADUATEPROGRAMLEARNINGGOALS&OBJECTIVES

GeneralLearningGoals&Objectives
Goal1EffectiveWrittenandOralCommunication
Objective:Studentswilldemonstrateeffectivewritingandoralcommunicationskills
Goal2EthicalUnderstandingandReasoning
Objective:Studentswilldemonstratethattheyareabletoidentifyandaddressethicalissuesinan
organizationalcontext.
Goal3AnalyticalThinkingandProblemSolvingSkills
Objective:Studentswilldemonstratethattheyareabletoidentifykeyproblemsandgenerateviablesolutions.
Goal4ApplicationofInformationTechnology
Objective:Studentswilldemonstratethattheyareabletousecurrenttechnologiesinbusinessand
managementcontext.
Goal5TeamworkinDiverseandMulticulturalEnvironments
Objective:Studentswilldemonstratethattheyareabletoworkeffectivelyindiverseenvironments.
Goal6UnderstandingOrganizationalEcosystems
Objective:StudentswilldemonstratethattheyhaveanunderstandingofEconomic,Political,Regulatory,Legal,
Technological,andSocialenvironmentoforganizations.

MajorSpecificLearningGoals&Objectives
Goal7(a)DisciplineSpecificKnowledgeandUnderstanding
Objective:Studentswilldemonstrateknowledgeofkeybusinessdisciplinesandhowtheyinteractincluding
applicationtorealworldsituations(Includingsubjectknowledge).
Goal7(b)Understandingthesciencebehindthedecisionmakingprocess(forMGSMajors)
Objective:Studentswilldemonstrateabilitytoanalyzeabusinessproblem,designandapplyappropriate
decisionsupporttools,interpretresultsandmakemeaningfulrecommendationstosupportthedecisionmaker

Indicatebelowhowthecourselearningobjectivesspecificallyrelatetoanyprogramlearninggoalsandobjectives.

PROGRAMLEARNINGGOALSAND
OBJECTIVES
Goal1EffectiveWrittenandOral
Communication
Goal2EthicalUnderstandingand
Reasoning

COURSELEARNINGOBJECTIVES

COURSEASSESSMENTITEM

Objectives1,2and3

IndividualAssignmentandPolicy
Presentation
AssignmentsandPolicyPresentation

LahoreUniversityofManagementSciences
Goal3AnalyticalThinkingandProblem
SolvingSkills
Goal4ApplicationofInformation
Technology
Goal5TeamworkinDiverseand
MulticulturalEnvironments
Goal6UnderstandingOrganizational
Ecosystems
Goal7(a)DisciplineSpecificKnowledge
andUnderstanding
Goal7(b)Understandingthescience
behindthedecisionmakingprocess

Objectives2and3

MidtermandFinalExams

Objectives1and3

PolicyPresentation

Objectives1,2and3

IndividualAssignment

Objectives1,2and3

Allinstruments

Objective2

PolicyPresentation

GRADINGBREAKUPANDPOLICY

Attendance/CP:10%
IndividualAssignment:10%

MidtermExamination:30%
FinalExamination:30%

PolicyPresentation:20%
Youwillidentifyapolicyquestion(differentthantheonesdiscussedinclass),criticallyanalyzeitandshareyouranalysisthrough
a15minutePPTpresentation.

EXAMINATIONDETAIL

Midterm
Exam

FinalExam

Yes/No:Yes
CombineSeparate:
Duration:
PreferredDate:
ExamSpecifications:TBA

Yes/No:Yes
CombineSeparate:
Duration:
ExamSpecifications:TBA

LahoreUniversityofManagementSciences
COURSEOVERVIEW
WEEK/
LECTURE/
MODULE

RECOMMENDED
READINGS

TOPICS

SESSIONOBJECTIVE(S)

Module1:Introduction

1.

2.

3.

4.

Introduction
PublicSectorinstitutions,natureand
theirworking

Neo,BoonSiongandChen,
GeraldineChapter1,Dynamic
Governance,2012,Singapore,
WorldScientificPublication

PublicServiceDeliverysystems

Humphrey, PeterC.1988,P645,
Dublin,Ireland,InstituteofPublic
Administration.

ReformingPublicsectorinstitutions

Boyne.GeorgeA.,Farrell.
Catherine,2003.
EvaluatingpublicManagement
reforms,PrinciplesandPractice,
p127
OpenUniversityPress,
Buckingham

TakingasynopticViewofthe
Courseourline.
(I)identifyingdynamicsofpolicy
formulationandimplementation
(II)Underpinningdeterminantsof
Changeandimprovementinthe
processesandtheiroutcome
Understandingthenatureof
publicsectordeliverysystem
;identifyinggapsandstepsto
makeitmoreefficientand
responsive
Identifyingbenchmarksto
evaluatetheReformprocess

Module2:LeadershipandChangemanagement

5.

6.

7.

8.

FrameworkforChange

GuestSpeaker:DrZafarIqbalQureshi
CrackingthecodewithChange

GuestSpeaker:DrZafarIqbalQureshi
CulturalChange

GuestSpeaker:DrZafarIqbalQureshi

ImplementingChangeProgram

GuestSpeaker:DrZafarIqbalQureshi

TBD

TBD

TBD

TBD

Toexposestudentstodifferent
theoreticalframeworkforchange
management.
Toexposestudentstosoftand
hardapproachestochange
tofamiliarizestudentswiththe
conceptofattitudinalplus
behavioralchangeplusthe
difficultiesfacedtobringuseful
culturalchange

Module3:PublicsectorinstitutionsinPakistan

9.

AnoverviewoftheCivilservicesinthe
Subcontinent

Mahmud,Tariq.(2014forth
coming)EvolutionofCivilService
InPakistan,Lahore,ASPLUMS.

Familiarizingwiththeevolution
oftheCivilservicesasapremier
institutionofGovernance

LahoreUniversityofManagementSciences

CivilServicesReformsinPakistan

Mahmud,Tariq,(2014
forthcoming)CivilServices
AlignmentandProcessof
Reforms,Lahore,ASPLUMS.

CorporateStructuresandStateowned
EnterprisesI

TBD

.CorporateStructuresandStateowned
EnterprisesII.
(CasestudyofPIA)

(i)PlaneTruths,Howcostlyisto
keepPIAflying,Herald,Karachi,
March2014,pp5562)
(ii)StrategicManagementin
PublicSectorEnterprisesin
Pakistan,ThecaseofPIA,Fazal
AbbasMaken,National
ManagementCollege,Lahore,
July2011.

10.

11.

12.

MidTermExam

,identifyingsomekeymoral
preceptsi.e,merit,generalist
tradition,providingcontinuity
andacentralityinthe
administrativeschemeofthings
UndertakingcritiqueofCivil
ServiceReformsinPakistan;
underliningtheneedtomakethe
reformsanongoingprocesswith
emphasisonservicedelivery,
resilientandadaptivestructures.
Understandingthekeyroleof
PublicSectorenterprises,
statutorybodies,aspartnersin
development
Undertakingacritiqueofthe
NationalAirlinewithmeasuresto
improveitsposition

13.
EnergySectorandinstitutionalresponses

RoleofIPPsinpresentEnergy
CrisisinPakistan,MalikKhuda
BukshAwan,91course,National
ManagementCollege,ND.

InstitutionalAccountabilityI

TBD

InstitutionalAccountabilityII.
(CaseStudyofNationalAccountability
Bureau)

EffectivenessofNABandFIA,A
comparativestudy,by
MuhammadAli,Pakistan
AdministrativeStaffcollege,
Lahore,2002

Managingresponsestoissuesof
Governance

FreedomofInformation
Act(FOIA)Pakistannetwork.
www.foia.com/request.html

14.

15.

16.

17.

Criticalappraisalofworkingof
ElectricityGeneratingCompanies
;graspingthescaleofenergy
crisisinthecountrywithaway
out
Understandingthenatureand
theneedfortheprocessof
Accountabilitywithanemphasis
ontheroleofsomekey
institutions
Familiarizingwiththeworking
andoperationsofNAB,its
effectivenessintackling
corruptionandpromoting
transparency;underliningareas
ofimprovements
Identifyingkeyelementsof
Accesstoinformation,asa
mechanismforredressalofpublic
grievancestopromotethe
objectivesofGoodGovernance

LahoreUniversityofManagementSciences
LocalGovernmentinstitutionsI
18.
localGovernmentinstitutionsII
(casestudyofTehsilMunicipal
Administration)
19.

Mahmud,Tariq.(2013Forth
coming)Decentralised
InstitutionsinPakistan,Evolution
andPlanning,Lahore,ASPLUMS.
(i)PunjablocalGovernment
Ordinance,2001,Section49to
64A,schedulesecondand
fourth.
(ii)PunjablocalGovernmentAct,
2013,Section81to85,schedule
ThirdandFifth

Familiarizingwiththeworking
andprocessofreformsinthe
localGovernmentsystem;their
impactanalysis
Undertakingcritiqueofthe
workingofTMAsasaservice
deliverymechanismatthelocal
level;constraintsandtheway
out.

Module4:InternationalExperiences

India:
TransformingServiceDelivery,
20.
DepartmentofRegistration
AndStamps,Maharashtra(casestudy)
Singapore:
GovernmentinterventioninPublic
21. TransportationandCarownershipScheme

Chand,Vikram.k.2006,p125156

Neo,BoonSiong;andChen
,Geraldine.2012Dynamic
Governance,Ch5,Singapore,
WorldScientificPublication

Singapore:
InterventionintheHealthcarethrough
22.
CentralprovidentFundmechanism
Malaysia:
23.SmallandMediumEnterprisesin
23.
Malaysia

Asabove

TBD

Understandingsomekey
processesandsubprocessesfor
achievingbenchmarksthrough
thecasestudy
Familiarizingwithcritical
interventionsinthesectorina
landconstrainedanddensely
populatedcitystateasa
replicablemodel
Understandingworkingofthe
Healthcaresystem,makingit
sustainablethroughinstitutional
ownershipbythecitizens
Identifyingnexusbetweenthe
SMEswiththePublicSector
institutionsinpromotinggrowth
anddevelopment

Module5:GroupPresentationsandFinalExam

24.
25.
26.
27.
28.

GroupPresentations
GroupPresentations
GroupPresentations
GroupPresentations
GroupPresentations

TEXTBOOK(S)/SUPPLEMENTARYREADINGS
Studentswillberequiredtoreadtheprescribedreadingsforeachsessionbeforecomingtotheclass.Imayrecommendadditional
readings/resourcesonneedbasis.