Course syllabus


	International Public and NGO Management	Current as of May 10, 2012
	Syllabus Master Schedule of Sessions and Assignments

Course Approach

The course develops from a general discussion of the differences between management of international public and NGO organizations and similar organizations at the national level or below, through an examination of the management process in the context of results-based management, which is the dominant approach taken in both public and non-governmental organizations. It then examines the application of analysis methods to specific organizations. The goal is to provide students with the tools to be intelligent consumers of international services, effective participants in their governance and, at an introductory level, how to evaluate them.

Requirements

Each student will be expected to participate in a live session (in the classroom or on-line), participate in a simulation and produce a study of a specific program within a large organization or of a small organization. The topic should be decided early so that the participant can focus on that in the discussions of tools and functions. The final version of the paper will be due by e-mail by a date to be announced.

Course Organization

The course will largely be based on scheduled in-person session s(which can also be joined on-line) with the professor. The course sessions are on Monday afternoon and also be transmitted on-line. Students are expected to participate in the weekly session -- in-person or on-line. A recording of the on-line session will be posted the day after the session for those who could not attend. A lecture text and audio presentation will be put up on the site by the Wednesday prior to the session. .

The first session of the course will be held on 27 August 2012 in a place to be announced.

Readings

Participants are requested to purchase two texts:

John Mathiason, Invisible Governance: International Secretariats in Global Politics, Bloomfield, CT.: Kumarian Press, 2007
Marc Lindenberg and Coralie Bryant, Going Global: Transforming Relief and Development NGO's, Bloomfield, CT.: Kumarian Press, 2001

Participants may also want to purchase:

Michael Barnett and Martha Finnemore, Rules For The World: International Organizations In Global Politics, Ithaca: Cornell University Press, 2004.

Other required Internet and recommended readings will be referenced.

Simulation

Participants will be part of a simulation for the first half of the course, working in teams. It will emphasize organizing and international organization including through strategic planning as used in international organizations. The simulation will involve creating a medium-term plan, organization and staffing and biennial program budget for a new international organization, the Climate Change Verification Organization (CCVO) of the United Nations Framework Convention on Climate Change. Participants will be the Program Planning Section attached to the Office of the Executive Secretary of the UNFCCC. There will be weekly discussions of progress with the Deputy Executive Secretary, who is in charge of verification, or an external consultant designated by him.

Final paper

The final paper for the semester consists of a detailed management analysis of a programme being implemented by an international public organization or an international NGO. In some cases, where the organization has a limited, focussed purpose, the organization itself can be analyzed. Starting with its goals and objectives, the analysis should deconstruct its programmatic logic. Examining its vision, goals and objectives as stated in official documents, but looking critically for hidden or unstated objectives. Then looking at implementation in terms of performance indicators, either of the organization or that you posit. You will write the report as though you are a consultant hired by the organization to appraise its ability to deliver results. The paper should be in the form of a consultant's report.

Grading

In a graduate level course, the grade should be determined by whether the concepts and techniques being taught have been learned, found useful and used by the student. However, since the University requires grades, the course grade will be based on the following. Please note that a first draft of the final paper must be submitted on time for comments. Failure to do so reduces the grade.

Final paper	70%
Participation in the simulation	20%
Participation in the on-line chats or in-person discussion sessions	10%

Office hours

Dr. Mathiason will have office hours on Mondays at a time and place to be determined.

Master Schedule of Sessions and Assignments

The Schedule is subject to change based on the Professor's travel schedule and there will be at least one interval session to be determined at a later date

[The schedule shown is for the class as taught at Syracuse University in Spring 2012]

Date	Section of course/Content of the session
January 23	1. Opening Session: Management of the International Regimes for the Verification of the Elimination of Weapons of Mass Destruction and Emissions Reduction. The opening session will be a case study of how issues of international management affect international politics, that will also introduce the concept of a public management approach to examining international organizations. Institutions seeking to verify compliance with international arms control treaties have come under increasing scrutiny and criticism by the United States especially and show both the possibilies and limitations of the international public sector to perform transnational functions effectively. The session will be held in the Global Collaboratory (Eggers 060) and will be webcast and recorded.
	The political context for management. This section of the course will discuss the role of international public and NGO management within the wider context of global governance. It will consider the theoretical context for examining international organizations as well as the main present day issues of their management within the international political system.
January 30	2. Managing non-sovereign public institutions and the role of results-based planning and evaluation. This session will discuss international public management in the context of international relations theory. It will examine the consequences of lack of sovereignty to management choices and institutional methods. It will introduce the growing role results-based management in international public and non-governmental organizations. Problems to be addressed by the Verification Organization and overall objectives due.
February 6	3. The changing role of civil society in international management .This session will examine the increasing role of institutions of civil society in international governance. Specific objectives for the 2012-2015 Medium-Term Plan of the Verification Organization due.
	Management in specific functional areas: In each subject, we will discuss the relative roles of international public organizations and NGO's. The section is organized around five areas in which functions are performed. For each area, the structure and process of performing the function by delivering services will be examined, including major critical analyses that have been undertaken by the organizations concerned.
February 13	4. Regime creation. This session will examine how international agreements are negotiated and the role of international public and NGO secretariats in the process. It will examine the differences between bilateral and multi-lateral negotiation and the role of NGO's in conditioning outcomes. Revised expected outcomes for the 2012-2015 medium-term plan of the Verification Organization due.
February 20	Intermission. This session will consist of an audiovisual presentation of information on the functioning of the civil service. Topic of final paper due. Should be a Word document with last name, first name subject in the title.
February 27	5. Norm enforcement. This session will look at how international agreements, once made, are enforced through the use of information and monitoring mechanisms and the factors that determine effectiveness in these activities. Performance indicators for outcomes and Output to be produced in the first biennium by the Verification Organization and the activities necessary to produce them.
March 5	6. Peace and security. This session will look at the management of services to manage conflicts. Final version of outcomes, performance indicators.
March 19	7. Humanitarian action. This session will look at the management of services that provide humitarian relief in natural and man-made disasters. Final version of output and activities.
March 26	8. International economic and social management (climate change, development, trade, finance, crime and health). This session will look at the role of international organizations in providing international public investment and regulatory services in the context of national development efforts and will introduce methods for appraising management effectiveness in this area. Organizational structure and personnel requirements for the CCVO. First outline of paper due.
April 2	9. Internal management. This session will focus on how internal management can be made most effective. It will look at the application of concepts of "re-inventing government" and "results-based programming and budgeting" to the international public sector, including the role of NGOs in this. It will focus on program planning, budgeting, human resources and accountability. Draft program budget requirements 2012-2013 for CCEVO.
	Cases of integrated management: This section will look at how several specific international organizations or programs have dealt with the problem of how to deliver services effectively.
April 9	10. Case: the International Atomic Energy Agency. This session will look at how the IAEA performs its regime creation, norm enforcement and development functions and the lessons it has learned as a result of an internal appraisal. The focus will be on the management of a total agency, including especially its introduction of results-based programming.
April 16	11. Internal management. This session will focus on how internal management can be made most effective. It will look at the application of concepts of "re-inventing government" and "results-based programming and budgeting" to the international public sector, including the role of NGOs in this. It will focus on program planning, budgeting, human resources and accountability. .First draft of paper due. [Drafts will be reviewed in the order received but should not be late!
April 23	12. Case: Greenpeace. This session will examine Greenpeace as an advocacy organization in the area of environment, including attention to its political constituency and the relationship of this with its effectiveness
April 30	13. Principles of International Management: This session will be a wrap up, will involve selective presentation of several papers, and will discuss the main lessons that can be learned about managing international organizations.
May 4	Final papers due!

International Public and NGO Management

Master Schedule of Sessions and Assignments