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Institute of Public Management |
PUBLIC MANAGEMENT
Director: Lawrence C. Walters
760 TNRB
Provo, UT 84602-3158
(801) 378-4222
E-mail: mpa@byu.edu
Internet: http://msmonline.byu.edu
THE PROGRAM OF STUDIES
Institute of Public Management
Administered through the Institute of Public Management (IPM), the Master of Public Administration (MPA) Program prepares men and women for leadership in the public and not-for-profit sectors. Leadership in this context provides unique opportunities for service to others. The faculty and students of the MPA Program are dedicated to the philosophy that students should develop excellence in both knowledge and management skills, based on a solid ethical foundation. The success of this philosophy is demonstrated by the wide variety of leadership positions now held by alumni throughout the world. Graduates hold leadership positions in state and local governments, federal agencies, research organizations, business firms, and a variety of nonprofit organizations. They are city managers, personnel directors, policy analysts, and finance directors.
Today the public sector is called on to assist in areas that were traditionally the sole domain of profit organizations. Never before has there been a greater need for professionally trained public managers, and never before has there been greater opportunity for dedicated and qualified public managers to provide leadership in shaping the course of human affairs through public institutions and programs.
The Institute of Public Management offers two programs leading to the MPA degree: the preservice and the in-service or executive program. Both are accredited by the National Association of Schools of Public Affairs and Administration (NASPAA). The preservice program is a two-year, full-time program; approximately twenty-five to thirty students are admitted each year. The executive, or inservice program, is normally a three-year program taught one night a week; approximately thirty-five students are admitted to the Executive MPA Program each year. There are also two joint degrees: an MPA/JD degree and an Executive MPA/nursing degree. Admission into joint programs is contingent upon acceptance into both programs.
Public Administration—MPA
The preservice MPA Program is designed to provide an understanding of the essential body of knowledge and to develop the basic skills needed for professional management. Such essentials include quantitative analysis, managerial economics, management philosophy and strategy, human resource management, accounting, budget and finance, ethics, and communication. These skills are taught through practical class and field experiences, case studies, formal and computer simulations, and special workshops and seminars. Second-year courses are designed around an individual's desired area of concentration. Such areas include: Local Government Management, Human Resource Management, Financial Management, and Public Policy Analysis. Emphasis in each of these concentrations is given to the conceptualization of the larger political and social issues as they relate to the administration of government programs.
Admission and Entry.
Requirements for Degree.
Public Administration Environment: PMgt 610, 611, 682, 684.
Human Resource Management: PMgt 640, 643.
Financial Resource Management: PMgt 622, 628.
Decision Making and Analysis: PMgt 603, 630, 632, 685, 686, 693R.
Communication: PMgt 660, 661.
City Management: PMgt 615, 671, 675, 676.
Human Resource Management: PMgt 641, 644, 645, 647, 649R (OSHA).
Financial Management: PMgt 624, 625, 629R; 645 or 671.
Policy Analysis: PMgt 615, 624, 689R; 645 or 671.
Information Systems: PMgt 635; 645 or 671.
The preceding does not represent the full range of requirements and opportunities in the program. See the Marriott School of Management Graduate Catalog for greater details.
Executive Program—MPA
Persons with significant public management experience who desire to pursue the master's degree program while continuing to work full-time are encouraged to apply. All courses in the program are offered in the evenings.
The Executive MPA Program consists of successful completion of at least 44 semester hours of approved course work. Classes are scheduled in such a way so that students will normally be able to take up to 6 hours per semester. On this schedule, students can complete the degree in eight semesters.
Admission and Entry.
Requirements for Degree.
Public Administration Environment: PMgt 610, 611, 682, 684.
Human Resource Management: PMgt 640, 643, 645.
Financial Resource Management: PMgt 622, 628.
Decision Making and Analysis: PMgt 603, 630, 632, 685, 686.
Communication: PMgt 660, 661.
Joint Program—MPA/JD
Because of the unique advantages of a joint degree in law and public administration, the Institute of Public Management and the J. Reuben Clark Law School have approved a four-year joint degree program. This is possible because of the overlapping interests and direction of the two individual programs.
Joint Program—Executive MPA/Nursing
This joint graduate program is for students enrolled in the Graduate Nursing Administration Program who desire a joint degree and who are currently working, or are planning to work, in the public sector. This degree is offered in conjunction with the Executive MPA Program. Applicants must meet the four-year minimum work experience requirement.
Inquiries regarding the Executive MPA Program, the MPA/JD Program, and the Executive MPA/Nursing Program should be directed to the Institute of Public Management.
FINANCIAL ASSISTANCE
The Institute of Public Management utilizes the Marriott School of Management's financial aid provisions. Qualified students can receive aid from the following: the MSM Scholarship Fund, private scholarship donations, assistantship awards, and loan assistance.
Scholarships. The MSM currently has over sixty-five private scholarships. Information and applications are available for second-year students in 730 TNRB (deadline: March 31). In addition, the MPA program has scholarship funds that include two private scholarships:
Assistantships. Research and teaching assistantships are available for qualified second-year students.
Loans. Several loans are available for MSM students:
More information on and applications for these loans are available from the BYU Financial Aid Office, A-41 ASB, (801) 378-4104.
RESOURCES AND OPPORTUNITIES
The N. Eldon Tanner Building. The Tanner Building, which houses the Marriott School of Management, is one of the finest facilities of its kind. Surrounding the dramatic eight-story atrium at its center are lecture and seminar rooms, study rooms, a computer laboratory, and a working library.
The Marriott School of Management. The MSM is recognized as one of the outstanding management schools in the nation. Faculty are actively engaged in research and publication, and they fill leadership positions in a number of national professional organizations. The school has developed innovative educational programs that include internships, executive visitation programs, special student consulting and research projects, and other activities designed to bring management education and training closer to management practice. This is accomplished, in part, through the MSM's National Advisory Council, and the Executives on Campus Program.
The National Advisory Council. Consisting of sixty-five to seventy prominent business and government executives, the National Advisory Council lends major support to the Marriott School of Management. Students benefit by interacting with council members in special campus lectures and seminars and by visiting or working with these executives in their respective organizations. Furthermore, the council assists students with placement opportunities, helps develop funding sources for scholarships, and provides professional development for faculty members.
The Executives on Campus Program. This program gives students an opportunity to interact with distinguished business and government leaders who come to campus. These executives visit classes and meet with student organizations as well as participate in the Executive Lecture Series and Entrepreneurship Lecture Series.
COURSE DESCRIPTIONS
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603. Managerial Accounting and Computer Concepts. (1-4)
Accounting systems and processes emphasizing use of management control, financial analysis, decision making, performance evaluation. Spreadsheets and database management.
607. Program Evaluation. (3)
Basic principles, methods, and standards for financial and performance evaluation.
610. Managerial Economics. (1-3)
Utilizing economic concepts in the public sector, including an analysis of exchange, specialization, costs, markets for goods and services, and market failure.
611. Economic Environment of Public Administration. (2)
Introduction to international and national economic issues and their effect on the public administrator.
615. Urban and Regional Economics. (2-3)
Economic analysis of market forces in development of cities, firm location decisions, urban economic development, and urban land-use patterns.
619R. Seminar in Economic Analysis. (1-3)
Advanced study in economics with variation in topics to meet current needs.
622. Budget and Finance. (3-4)
Acquisition and management of financial resources. Organization and responsibility for revenue sources, budget allocation, control, and planning.
624. Advanced Analysis and Budgeting. (3)
Program evaluation techniques, performance measurement, and optimization processes. Linear programming, DEA, and other analytic techniques.
625. Debt Management. (3)
Advanced study of capital markets, debt instruments, bond issues, debt servicing, and financial disclosure requirements.
626. Tax Policy and Management. (3)
Seminar examining tax structure, impact, management, and other selected issues.
628. Managing Public Financial Resources. (2-3)
Managerial cost analysis for cost control, performance evaluation, and investment of public funds; management of funds' flow and cash flow in public-sector organizations.
629R. Seminar in Financial Management. (2-3)
Advanced study in public-sector financial management and analysis, with variation of topics to address emerging issues and meet current needs.
630. Statistical Analysis. (3)
Use of statistical techniques for decision making, emphasizing measurement, descriptive statistics, hypothesis testing, and regression.
632. Quantitative Analysis. (1-3)
Introduction to procedures commonly used in analyzing public programs and problems.
635. Systems Analysis and Design. (2-3)
Applying systems analysis and design to the management of public information.
640. Human Resource Management. (2-3)
Current theory and practice of human resource planning, job analysis, position classification, compensation, benefits, and labor relations.
641. Management and Organization Development. (2-3)
Current theory and practice for training programs in development of human resources, managers, and organizations.
642R. Management Development Seminar. (1-3)
Workshops and seminars designed for personal growth development and assessment of decision-making skills.
643. Management Philosophy and Style. (3)
Experience-based class to help assess leadership style and develop a philosophy of management and an understanding of organization behavior.
644. Compensation and Benefits. (3)
Systems and procedures for determining and administering pay and employee benefits.
645. Human Resource Law. (1-3)
Introduction to human resource law.
646. Total Quality Management in Government. (3)
Applying theory, tools, and team management of TQM in the public sector.
647. Human Resource Staffing. (3)
Staffing needs, planning, recruiting, and hiring.
649R. Seminar in Human Resource Management. (1-3)
Advanced study in human resource management with variation in topics to meet current needs.
650. Public and Nonprofit Marketing. (3)
Role and application of marketing management in activities of government agencies and nonprofit institutions, emphasizing marketing research, analysis, and strategy.
659R. Seminar in International Management. (1-3)
Examination of international administration, with variation in topics to meet current needs, including comparative administration, technical assistance, and cultural restraints.
660. Written Communication. (1-2)
Development of written communication skills. Writing effective reports, memoranda, and other management documents.
661. Oral Communication. (1)
Developing oral communication skills.
671. Local Government Law. (1-3)
Introduction to contracts, torts, land use, and zoning.
675. Urban Management. (3)
Administrative organization, municipal functions, communications, regulatory procedures, and intergovernmental relations.
676. Urban and Regional Planning. (3)
Basic principles of planning for urban government. Environmental impact statements, specific plans, and implementation procedures in urban planning.
679R. Seminar in Local Government Administration. (1-3)
Advanced study in local government administration with variation in topics to meet current needs.
682. Ethics for Management. (3)
Forces operating on the manager and the ethical considerations of leadership in a democratic, pluralistic society.
684. Environment and Process of Public Administration. (3)
Governmental, legal, political, and social environment of public administration.
685. Management Strategy. (3)
Developing mission and goals, analyzing environment, and assessing and developing organization capacity.
686. Current Issues in Public Management. (3)
Capstone course integrating public management training and focusing on current issues confronting public managers.
688. Business-Government Relations. (3)
Interaction between business and government organizations, including the influence of business leaders on public policy and the regulation of business by government organizations.
689R. Topics in Public Policy Analysis. (1-3)
Examining forces and events in the formulation of public policy. Concepts for analyzing public policy.
691R. Readings and Conference. (1-3)
Prerequisite: departmental consent.
Individualized readings and consultations.
692R. Directed Research. (1-3)
Prerequisite: departmental consent.
Application of research methods relative to managers.
693R. Practicum. (1-4)
Prerequisite: departmental consent.
Planned application of administrative concepts in a management work situation and analysis of the impact.
FACULTY 
ADOLPHSON, DONALD L., Professor. PhD, University of Wisconsin, Madison, 1973. Policy Analysis.
BRADY, F. NEIL, Professor. PhD, University of Texas, Austin, 1978. Ethics; Organizational Theory.
BUCKWALTER, DOYLE W., Associate Professor. PhD, University of Michigan, 1968. Urban Management; Public Policy.
CORNIA, GARY C., Professor. PhD, Ohio State University, 1979. Public Finance; Budgeting.
HART, DAVID KIRKWOOD, Professor. PhD, Claremont Graduate School, 1965. Ethics; Organization Theory.
KNIGHTON, LENNIS M., Professor. PhD, Michigan State University, 1966. Accounting; Finance; Performance Evaluation.
KOLLER, ROLAND H., II, Associate Professor. PhD, University of Wisconsin, Madison, 1969. Economics; Industrial Organization.
PARSONS, ROBERT J., Professor. PhD, University of California, Riverside, 1971. Economics; Strategic Planning.
PRITCHETT, B. MICHAEL, Professor. PhD, Purdue University, 1970. Econometrics; Public Finance.
RITCHIE, J. BONNER, Professor. PhD, University of California, Berkeley, 1968. Organizational Philosophy and Theory.
THOMPSON, MICHAEL P., Associate Professor. PhD, Rensselaer Polytechnic Institute, 1985. Communication.
WALTERS, LAWRENCE C., Associate Professor. PhD, University of Pennsylvania, 1987. Quantitative Methods; Policy Analysis.
WHEELER, GLORIA E., Associate Professor. PhD, University of Michigan, 1972. Quantitative Analysis; Human Resource Management.
WOLLER, GARY M., Assistant Professor. PhD, University of Rochester, 1992. Policy Analysis; Political Economy.
WRIGHT, N. DALE, Professor. PhD, University of Southern California, 1972. Organizational Behavior; Theory; Management Strategy.
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