Knowledge brokering in public management

general courses

This workshop provides students with key information on knowledge transfer to public administration and organizational learning – necessary elements for conducting evidence-based policies.

Modern public administration undertakes number of initiatives to support citizens and the development of the country. The effectiveness of those activities is determined by the applied management models including the use of scientific evidence in public decision-making. Students planning career in public sector or in research companies supporting public administration need to learn these nuts and bolts of public management.

The workshop has two objectives. Participants will: (1) learn three main models of public management, and (2) learn knowledge brokering skills for public policy.

Students will (1) play the Knowledge Brokers game, through which they will face (simulated) real-life experience and tasks of analytical units supporting decision-makers; (2) take part in Learning Agenda workshop allowing to plan how the organization learn, (3) meet practitioners from public administration [if the restrictions related to COVID-19 are lifted].

Based on literature review students will also build mind maps describing various models of public management.

1. Agranoff, R. (2006) Inside Collaborative Networks: Ten Lessons for Public Managers. Public Administration Review, 66(4), 56-65.

2. Hausner, J. (2008). Zarządzanie publiczne. Podręcznik akademicki. Warszawa: Wydawnictwo Naukowe Scholar., rozdział 1.

3. Hood, C. (1991) A public management for all seasons? Public Administration, 69(1), 3-19.

4. Mazur, S. & Olejniczak, K. (2012). “Rola organizacyjnego uczenia się we współczesnym zarządzaniu publicznym”, w: Olejniczak, K. (red.) Organizacje uczące się. Model dla administracji publicznej, s.25-60. Warszawa: Wydawnictwo Naukowe Scholar.

5. Mintzberg, H. (1996) Managing government. Governing management. Harvard Business Review, May-June, 75-84.

6. Olejniczak, K., Raimondo, E. & Kupiec, T. (2016). “Evaluation units as knowledge brokers: Testing and calibrating an innovative framework”. Evaluation, 22(2), 168-189.

7. Olsen, J. (2006). “Maybe it is time to rediscover bureaucracy”. Journal of Public Administration Research and Theory, 16(1), 1-24.

8. Rainey H., Y.Chun (2005): Public & private management compared w: Ferile E., Lynn L., Pollitt Ch. (eds.) The Oxford Handbook of Public Management, Oxford University Press.

9. Tyler, C. (2013). “Top 20 things scientists need to know about policy-making”. The Guardian, Monday 2 December.

In the field of knowledge the student

(1)understands specificity of management in the public sector (K_WO1)

(2) knows three principal paradigms of management in the public sector and is able to point to differences between them

(K_W1)

(3)knows mechanisms of knowledge brokering in pubic organisations (K_WO1)

In the field of skills the student

(1)critically analyzes literature ion public management

(K_UO2)

(2) creates mind maps

)K_UO3)

(3)cooperates and works in a group, takes over various roles in it, adequate to tasks and goals fulfilled by the group

(K_UO9)

(4)identifies and solves problems related to fulfilled various social and professional functions in spatial management

(K_UO5)

The final grade consists of:

(1) results of team tasks (80%) mind maps, results of the simulation game, and workshop;

(2) individual active participation during the workshop (20%).