CPM Course Description 


 


 

Click on the course below for detail

Course Number Course Name/Short Description
100 Orientation/Leadership & You/Capstone Discussion
101 Public Service in the 21st Century
102 The Growth of Government & Administration
103 Ethics & Public Organizations
104 The Political Ecology of Public Administration
105 Federalism & Public Administration
106 Civil Society & Public Administration
107 Public Administrative Law
108 Team Building - Capstone Project Proposals Due
109 The Organizational Dimensions of Public Administration
110 Motivation, Decision Making & Organizational Culture
111 Leadership in Public Administration
112 The Policy Process
113 Social Networking for Public Administrators
114 Working with Councils, Boards & Commissions
115 Public Budgeting & Finance
116 Human Resource Administration in Public Organizations
117 Managing Information Systems & Policy in Public Organizations
118 Conflict Resolution
119 Building Relationships in a Diverse World
120 History & Culture of Michigan
121 Time Management and Decision Making
122 Selected Reading
123 Capstone Project

 

 

CPM 100

Orientation/ Leadership & You/Capstone Discussion We will start with Program Orientation and answer your questions.
As a leader, you want to make a lasting impact. You want to know what you do well and where you can improve.  Think about it. How do you want to be remembered, once you have retired? What will you leave behind and who will you leave it to? What will be your legacy?  We will evaluate and assess who and where you are as a leader, with an emphasis on how to work successfully with others.  Because self-awareness is a key aspect of our program, participants will be asked to fill out several assessment surveys prior to attending.   The surveys will be sent to you prior to your program date and you will be given a deadline for completion.    We will also take the last hour to introduce the Capstone Project to you.

 

 

CPM 101

Public Service in the 21st Century We begin by discussing why we study public administration. Clearly, an important step in arriving at an understanding of the subject involves definition of the term. Thus, we develop a somewhat pluralistic definition of public administration drawing on the contributions of several authors in the field. Next we explore the similarities and differences between public and private administration. We then cover the importance of civil society and the role that public administration can play in helping to strengthen the bonds between citizens and between citizens and their government.

 

 

CPM 102

The Growth of Government & Administration The growth of government has been due to the expansion of government at the federal, state, and local levels during the twentieth century; which occurred under the aegis of both Republican and Democratic leadership. Further-more, the growth of government has occurred despite Americans supposed preference for smaller government as manifested in mechanisms such as tax and expenditure limitations. We raise several important questions regarding the size and scope of American government.  We begin our discussion of government expansion with an analysis of the major trends in public employment and expenditures since the end of World War II. Next we examine some of the major explanations that have been put forth for the growth of government. Once we have established the rationale for government intervention, we turn to an investigation of the causes for the growth of government. We discuss economic reasons for the growth of government.  Lastly we cover the political process as a contest between different groups in society to determine whose values become enacted as public policy. The expansion of government can be seen, therefore, as the political process responding to demands from different groups. Finally we discuss the impact the increase in government has had on civil society.

 

 

CPM 103

Ethics & Public Organizations We will examine why ethics are important for public administration and define ethics and discussion different philosophical approaches to the subject.  Next we examines the role codes of ethics have in setting high standards for public servants, and the utility of laws that impose constraints on administrator’s behavior. We then briefly cover several important issues in administrative ethics: the difference between responsibility and accountability; external versus internal controls; ethical obligations of administrators; ethical decision- making; leadership and ethics; and values in decision- making. We also look at some recent developments in administrative ethics, and we examine whistle blowing and the moral responsibility of administrators to report administrative wrongdoing. Finally, we examine the theory of administrative evil, or the concept that modern organizations provide an environment in which immoral or unethical actions can sometimes take root and implicate ordinary employees in wrongdoing.

 

 

CPM 104

The Political Ecology of Public Administration Public administration in the United States has been influenced by two separate strands of our national culture: democratic political values and management principles derived from the free enterprise system.   We will examine how American political institutions have had a profound impact on administrative activities at all levels of government. In the United States, this institutional setting consists principally of the three branches of government established by the Constitution: the executive, legislative, and judicial branches, as well as the staffs attached to each one. We discuss how each of these three branches influences public administration. We also address the limitations of each branches’ ability to control the bureaucracy.  Next, we look at recent federal government reform efforts, paying close attention to the National Performance Review (NPR), a federal reform initiative that was undertaken during the Clinton administration.  We examine some of the effects of recent government reform efforts on civil society.

 

 

CPM 105

Federalism & Public Administration We discuss the importance of federalism and intergovernmental relations (IGR) for public administration. The federal system is the environment within which public administration occurs, while public policy occurs within the context of intergovernmental relations, a complex network of relationships involving every level of government, as well as not- for- profit groups and private firms. The welfare example shows the complicated nature of public programs. The private and nonprofit sectors are increasingly involved in the delivery of public services as well. This involvement of so many actors in the policy process is an important hallmark of the federal system and has important ramifications for public administration. In order to grasp federalisms significance for public administration, we must under-stand its constitutional and legal framework.  We discuss the main attributes of federalism as found in the U. S. Constitution and some major Supreme Court decisions that have had a significant impact on federal state relations. We examine the structure of governments other than the national. We discuss what administrators must do to perform their jobs effectively in an intergovernmental setting one that is often marked by fragmentation of responsibility, extreme decentralization, and confusion over roles. We conclude by examining the effects the federal systems development has had on civil society. 

 

 

CPM 106

Civil Society & Public Administration The importance of U. S. civil society and the role that public administrators can play to help revitalize communities are discussed. In recent years, civil society has become recognized as the foundation of democratic government. We defined in more detail civil society as the social institutions that bring people together on a voluntary basis due to shared concerns and values in pursuit of common objectives. We also discuss the relationship between social capital and civil society in this context. Voluntary associations play a vital role in civil society, and thus we analysis the impact they have on administration. Social capital, which is a cornerstone of civil society, is correctly viewed as an asset. However, we also discuss some of the negative aspects of this resource. The recent surge of interest in civil society has been, in no small measure, due to concern that U. S. civil society has deteriorated since the 1960s so we examines both sides of this controversy. Finally, we address several ways in which public administrators can facilitate civil society, enhance civic engagement, and help build social capital. We are particularly interested in the idea that public services can be co- produced in competent communities.

 

 

CPM 107

Public Administrative Law Review Public administration is founded on public law and as such requires an examination of federal, state, and local laws impacting administrative discipline.  We begin by developing an understanding of the often ambiguous nature of law-making and the importance, impacts, and implications of administrative discretion within the context of ambiguity.  Next, we explore the developmental history of public administration through the lens of review for several cases of public administrative law that have shaped the operational environment of the administrative state over the past several decades.  Finally, we develop an understanding of two forms of due process used to control administrative actions:  procedural and substantive.

 

 

CPM 108

Team Building In this session, participants will understand the main issues explaining why teams do not perform as expected and learn a process to lead their teams to achieving ambitious goals.  Participants will have the opportunity to role play the process and get feedback from their colleagues.

 

 

CPM 109

The Organizational Dimensions of Public Administration We will exam the key aspects of organization; using as our framework the three-dimensional model of organizations. Examination of these dimensions allows us to probe more deeply the role of structure and the influence it has on the behavior of organization members. Organizational influence is often closely intertwined with structure. Thus, we revisit the issue of organizational power.  We study how organizational roles and functions translate into the power that individuals and groups wield within organizations. Finally, we discuss how bureaucratic power and civil society are interconnected. Since bureaucracy exercises tremendous influence in society, it is important to understand who gains power within the bureaucracy and why.

 

 

CPM 110

Motivation, Decision Making, & Organizational Culture We examine how public administrators and organizations motivate employees and make decisions, two processes that play a crucial role in an organizations ultimate success or failure.  Organizations that are effective at motivating workers and ones that make consistently good decisions are generally better performers overall. Without motivated workers, very little would get done. We look at the role of organizational culture in helping or hindering change. Change is a constant in contemporary society. All organizations must learn to adapt to environments that are in a state of constant flux. But this is particularly true for public organizations. Important components of effective adaptation include motivating workers, organizational decision- making, and organizational learning. Perhaps the most important facet of organizations relating to change and adaptation, however, is organizational culture.  We consider the importance of organizational culture in producing or resisting change. We conclude with a discussion of organizational development and Total Quality Management, two important recent techniques for managing change in organizations.

 

 

CPM 111

Leadership in Public Administration Leadership plays a significant role in determining the conduct and course of action within a given agency. Effective leaders can increase organizational efficiency, provide greater direction for employees, help members of an organization realize their potential, and improve organizational culture. Leaders are not confined to the top of administrative hierarchies. As we will see, mid-level and street- level bureaucrats can play an essential leadership role. At a time when government and nonprofits aim to work better and cost less, understanding the many ways in which leadership works is a necessary tool for effective administration. We navigate through the complexities of leadership in order to under-stand some of its primary characteristics and its relationship to public administration. First, we provide an overview of leadership in a new era, followed by a discussion of the differences between leadership and management that examines the attributes and importance of each role. We then examine the levels of leadership, including executives, managers, and street- level bureaucrats, and the importance of their collaboration. Next, we look at several important theories about leadership traits and behaviors. The role of gender in leadership is explored, along with the influence of bias. Finally, we take a closer look at leadership in public service settings, the difficulties that administrative leaders face, and the current debates surrounding the proper approach to leadership in public administration

 

 

CPM 112

The Policy Process The policy process can be a bewilderingly complex subject, with a multitude of participants both inside and outside government. In order to come to terms with this complexity, scholars have developed a number of theories and models of policy- making. Each highlights certain aspects of the process, diminishes others, and therefore contains both strengths and weaknesses. For practitioners of public policy, models and theories suggest possible means of influencing policy outputs and outcomes. It is important to note that there is no grand theory of the policy process that will completely explain or accurately predict governmental outcomes, but several fundamentals can be identified and explored for greater insights into how and why certain policies are proposed, decided upon, and implemented. We discuss several important theories of the policy process, beginning with a detailed examination of the policy cycle. We then explore some other helpful models, including incrementalism, policy streams and agendas, rational choice, and the advocacy coalition framework. Then we cover program implementation and evaluation, two important stages of the policy process.

 

 

CPM 113

Social Networking for Public Administrators In this session, participants will understand the impact of social media.

 

 

CPM 114

Working with Councils, Boards & Commissions This chapter will focus on some common sense issues that we often forget or overlook. Many of these ideas are obvious to professionals like you.  In this section we want to focus our attention on expectations and how to understand board expectations and how to express our personal expectations.  In particular we will discuss how to listen with our "third ear."   Relationships are key to success in public administration.  We want to discuss roles of managers and policy bodies and how to build strong relationships between managers and councils or broads. We will also lightly touch on the things that destroy relationships between councils and managers.  The final thing is to discuss Ten and Ten."  We want to talk about the ten things boards want but don't tell you, and the ten skills, critical skills, needed to be successful in the position of public administration managers.

 

 

CPM 115

Public Budgeting & Finance Except in dramatic instances, such as the struggle between Congress and the White House just described, budgets are seldom the center of public attention. Yet the example underscores the importance of budgets and budgeting to both public administrators and ordinary citizens. We define budgeting and describe the different purposes of public budgeting. Next we explain the evolution of the budget process and discuss four major types of budget reforms: line- item budgeting, performance budgeting, the planning- programming budgeting system, and zero- based budgeting. The next section provides an overview of major revenue systems, followed by a discussion of the rational and incremental models of budgeting. We conclude with a discussion of capital budgeting and debt management.

 

 

CPM 116

Human Resource Administration in Public Organizations We begin by defining human resource administration, outlining the multiple tasks it performs, and examining the differences between patronage and merit. Following that, we turn to a discussion of the evolution of Human Resource Administration (HRA) in the United States, focusing on the national governments human resource system. We then explore the public HRA process and the evolution of the position classification system. We next describe entering public service, the examination and selection processes, employee appraisals and pay, and removal from the civil service. We also examine labor relations, collective bargaining, and equal opportunity policies and their effects on the public workforce.

 

 

CPM 117

Managing Information Systems & Policy in Public Organizations In this course we consider some of the important roles IT and information resource management play in public organizations, and we look at some major trends. The term information resources encompasses a broad array of IT- related issues, including information systems, information policy, and e- government. We first discuss some concepts relating to information and describes the different types of information systems found in public organizations. We then examine the impact of information resources on public organizations and public employees; as might be expected, technology has had a significant impact on public administration. We next focus on the virtual organization, followed by an examination of government experience with managing IT and information resources. We then turn to government policy regarding information access and privacy before and after September 11, 2001. We also examine the possibilities for using computer net-works to help civil society.

 

 

CPM 118

Conflict Resolution In this session, participants will learn to resolve conflicts by using a systematic step-by-step process to construct and communicate win-win solutions.  Participants will have the opportunity to work and share examples of current conflicts they are facing and to get feedback from their colleagues.

 

 

CPM 119

Building Relationships in a Diverse World This course examines the effects of diversity in the workplace, focusing on the field of public administration and related areas.  The course will explore the impact of various aspects of diversity, such as race, gender, nationality, class, and sexual orientation.  Various sociological, economic, race and gender theories will be analyzed and discussed using case studies.  In examining these various perspectives, we will discuss definitions, impact, and application to varied groups.

 

 

CPM 120

History & Culture of Michigan This is a brief survey of the history of Michigan, focusing upon the theme of economic transition. The course focuses on three such transitions in the state’s past: the development of the fur trade, the rise of lumbering and mining, and the importance of industrialism.

 

 

CPM 121

Time Management and Decision Making In this session, participants will learn to methods and techniques to successfully manage their time.  Participants will have the opportunity to discuss and find solutions to the current issues preventing them from optimizing their short and long term activities.  Principles of decision making will be introduced when learning about time management.

 

 

CPM 122

Selected Reading Selected Reading Assignments and/or Videos pertaining to Public Administration are selected for your reading enjoyment.  You then write a brief report on the book/video to share with the other members of your class.

 

 

CPM 123

Capstone Project To receive the MICHIGAN CPM designation, participants are required to complete a job-related project. The project is completed individually. Participants are expected to apply the theories, principles and techniques learned in the Michigan CPM program training sessions to a situation, problem concern, or opportunity in their work agency or organization.  There are two parts to your CAPSTONE PROJECT:  1. THE PROJECT PLAN  and 2. THE CAPSTONE PROJECT PAPER.

 

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