Readings Case: Social Service Mergers: Hope Services and Skills Center, Stanford Graduate School of Business, 2008 Kearns, Chapter 8 (pp. 241-270). Cho, R. Together: A Close in Look at Interagency Collaboration” Research “Working Center for Leadership and Action. Briefing Paper. La Piana, D. Wisely.” Stanford Social Innovation Review. Spring 2010, 28-33. “Merging Longoria, R.A. collaboration always a good thing?” Journal of “Is Sociology and Social Welfare. Sept, 2005. Class 12: Strategic Plan and Management Systems (April 19) Learning objectives To examine the process from mission to operations and to be able to ‘stepdown’ develop key performance indicators To be able to understand and use the balanced scorecard as a performance management tool for monitoring the effective implementation of vision and strategy Readings Case (memo 3 due): Mayor Anthony Williams and Performance Management in Washington, DC (Harvard Kennedy School) Kaplan, R.S. & Norton, D., the Balanced Scorecard as a Strategic Management “Using System, Harvard Business Review, 1996 Simons, R. S., Your Strategy: The 7 Questions to Ask,” Harvard Business “Stress-Test Review, November 2010, pp.92-100 Kaplan,R.S. Balanced Scorecard for Public-Sector Organizations,” Balanced “The Scorecard Report. Class 13: Implementing the Strategic Plan (April 26) Learning objectives To appreciate the challenges in translating concepts and grand visions into effective action the ground’, especially in the face of resistance ‘on To be able to manage issues of power and politics in implementing a plan Understand the role of social networks in organizational change Readings Case: Elizabeth Parker, A and B; Skinner & Burst, Harvard Business School, 2006. Neilson, G. L., Martin, K. I., & Powers, E., Secrets to Successful Strategy Execution,” “The Harvard Business Review, June 2008, pp. 60-71 Class 14: Leading Organizational Change (May 3) Learning objectives
Readings Case: Social Service Mergers: Hope Services and Skills Center, Stanford Graduate School of Business, 2008 Kearns, Chapter 8 (pp. 241-270). Cho, R. “Working Together: A Close in Look at Interagency Collaboration” Research Center for Leadership and Action. Briefing Paper. La Piana, D. “Merging Wisely.” Stanford Social Innovation Review. Spring 2010, 28-33. Longoria, R.A. “Is collaboration always a good thing?” Journal of Sociology and Social Welfare. Sept, 2005. Class 12: Strategic Plan and Management Systems (April 19) Learning objectives To examine the ‘stepdown’ process from mission to operations and to be able to develop key performance indicators To be able to understand and use the balanced scorecard as a performance management tool for monitoring the effective implementation of vision and strategy Readings Case (memo 3 due): Mayor Anthony Williams and Performance Management in Washington, DC (Harvard Kennedy School) Kaplan, R.S. & Norton, D., “Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, 1996 Simons, R. S., “Stress-Test Your Strategy: The 7 Questions to Ask,” Harvard Business Review, November 2010, pp.92-100 Kaplan,R.S. “The Balanced Scorecard for Public-Sector Organizations,” Balanced Scorecard Report. Class 13: Implementing the Strategic Plan (April 26) Learning objectives To appreciate the challenges in translating concepts and grand visions into effective action ‘on the ground’, especially in the face of resistance To be able to manage issues of power and politics in implementing a plan Understand the role of social networks in organizational change Readings Case: Elizabeth Parker, A and B; Skinner & Burst, Harvard Business School, 2006. Neilson, G. L., Martin, K. I., & Powers, E., “The Secrets to Successful Strategy Execution,” Harvard Business Review, June 2008, pp. 60-71 Class 14: Leading Organizational Change (May 3) Learning objectives
PADM-GP.2110.002.docx