Readings | Getting Things Implemented: Strategy, People, Performance, and Leadership
TOPICS | DESCRIPTIONS | READINGS |
---|---|---|
Day 1: Political management and creating value | ||
Discussion A: Creating public value | Implementation challenges and opportunities, the concept of public value, managerial imagination |
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: C16-05-1803.0, 2005. |
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 | ||
Discussion A: Developing a strategy | The concept of strategy, strategic analysis and scanning the environment |
"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, 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. |
Discussion B: Strategy change and risk | Sifting expectations and needs, strategic re-assessment, public versus private responsibilities |
"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: C18-95-1281.0, 1995. Built to Last. Interlude and chapter 4. |
Day 3: Strategic collaboration and performance management | ||
Discussion A: Strategic collaboration | Reasons to collaborate, risks, levels and stages of collaboration or "partnership" |
"Finding Black Parents: One Church, One Child." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: C16-88-856.0, 1988. Briggs, Xavier de Souza. "Perfect Fit or Shotgun Marriage?: Understanding the Power and Pitfalls in Partnerships." The Community Problem-Solving Project @ MIT, June 2003, selected pages. (PDF) |
Discussion B: Performance measurement and management | Measures in the public, private, and nonprofit sectors; logic modeling; the link between measurement and strategy (including "strategy maps") |
"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: 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 | ||
Discussion A: Structuring work | Organizational design and restructuring, "stovepiping" and dysfunction, getting beyond bureaucracy, operational process and re-engineering |
"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. |
Discussion B: Managing talent | Recruitment, retention, motivation, rules |
"California Franchise Tax Board: Strategies for a Changing Workforce (Video)." Cambridge, MA: Harvard University, Kennedy School of Government Case Program. Case: 1201.9, 1993. 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. |
Day 5: Strategic vision and change | ||
Discussion A: Vision | Recognizing implementation challenges and opportunities, visioning backward and forward, drawing on multiple frameworks | "Mayor Purcell and the Faith Community Confront Nashville's Housing Needs." Cambridge, MA: Harvard University, Kennedy School of Government. Draft, September 2003. |
Discussion B: Leading change | Leadership versus authority, leading versus managing, mental models, leadership styles |
We will draw on several cases we have discussed this week. 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. |