AUS. Gulf Executive Master of Public Administration. Participant Guide. American University of Sharjah. American University of Sharjah

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1 American University of Sharjah AUS American University of Sharjah American University of Sharjah School of Business and Management Office of Graduate Programs Gulf Executive Master of Public Administration Participant Guide

2 Table of Contents 3 The Mission Dean s Message Program Overview Action Learning Diversity Instructional Resources Investment in Your Future Course Descriptions Faculty Admission Requirements Frequently Asked Questions Key Contacts

3 The Mission 5 The mission of this program is to increase the capacity of governments in the Gulf Region by enhancing the ability of key executives to improve service quality, increase public participation and strengthen the business investment environment. The emphasis will be on applying new ideas to creative problem solving and the promotion of effective cooperation between government leaders and the public. A key objective of the program will be to stimulate dialogue among participants and foster a network of innovative thinkers who create solutions that serve governments throughout the Gulf Region. Participants will be expected to wrestle with the toughest challenges facing government in the societies of the Arab Gulf states: How can ministries and other administrative units help citizens become informed about important issues, including the performance of government itself? What mechanisms promote ethical leadership and public accountability in ways that also encourage constructive input and positive cooperation? How can development be encouraged in ways that create more freedom of opportunity for citizens? Can public services be distributed equitably through partnerships with the private sector and, if so, how can government leaders oversee such programs? How does the rule of law apply in the context of local culture and ethics?

4 Dean s Message 7 In today s highly competitive and complex world, effective leadership is critical in all types of organizations. Flexibility, decisiveness, creativity, currency and integrity are some of the descriptors of successful public leaders. The Gulf Executive Master of Public Administration (GEMPA) Program has been designed to further develop these characteristics and enhance the overall leadership abilities of each participant, preparing them to make even greater contributions. This exciting program will enable graduates to be dynamic leaders in the public sector and help them to develop working relationships with counterparts from around the Gulf Region. Dr. R. Malcolm Richards Dean, School of Business and Management

5 Program Overview 9 The primary goal of the Gulf Executive Master of Public Administration (GEMPA) Program is to turn managers into leaders. A 22-month executive curriculum helps senior government officials develop skills that enable the transformation of public services and enlighten the creation of public policy. The GEMPA Program is designed to meet the needs of working officials from GCC states. A 40-credit curriculum is delivered in a series of 4-day modules offered once each month (except during Ramadan). The location of instruction is different each month, moving between major cities in the Gulf Region, so that participants may have the opportunity to meet and hear from key leaders throughout the GCC. Participants will broaden their perspectives by engaging in cooperative interaction with local faculty and instructors from the top tier of universities in the US and Europe, who can offer both theoretical ideas and insights from their own experience in government. Innovative teaching methods will integrate liberal thought with practical policy choices and examples of their successful application in other regions. Working closely with peers, each participant will learn to appreciate the stewardship role played by public servants and develop an ethic built on respect for the rule of law and effective communication with stakeholders in society. A group of participants stays together throughout the program, taking all courses in a prescribed sequence. This cohort approach helps members to support, encourage and teach one another, while at the same time sharing ideas and developing connections that will facilitate future cooperation within the region. Summer Seminars The summer seminars are an important element of the GEMPA experience. Each cohort will participate first in a Washington seminar and then in a similar event in Europe. These sessions include visits to government institutions, course instruction, and meetings with key administrators and policy makers.

6 11 Action Learning The GEMPA Program makes extensive use of action learning, one of the most effective methods available for executive education. This approach involves small groups working together under the direction of a manager who asks questions, coaches and helps other participants learn how to learn. Discussions probe the values, beliefs, assumptions and biases that underlie decisions, opening both individual motivations and organizational culture to review and reconsideration. As a problem-solving tool, action learning can help leaders effect fundamental change in organizational performance by helping individuals redefine the mental models on which their decisions and actions are based. Diversity A key objective of the program is to promote cooperation and communication among government officials within the wider region. The admissions process will actively encourage a diversity of perspectives in each cohort by attempting to include participants from a variety of countries and backgrounds. Women and minorities are encouraged to apply. Cohorts will generally be limited to 20 participants. Instructional Resources Each participant is required to have a laptop computer for access to library resources and information technology at AUS. A laptop configured with standard office application software is available through AUS, but participants may also elect to use a computer provided by their employer or purchased elsewhere. Instructional materials, assignments and tests will often be made available via the Internet using the AUS ilearn system. Investment in Your Future The GEMPA Program offers the following fee payment options: 1) Payment of full fee (AED 140,000) prior to the beginning of the first semester in the program, or 2) Payment of AED 80,000 prior to the beginning of the first semester in the program with the balance of AED 60,000 due prior to the end of August of the next year. Included in the fee are all course instruction, texts and other printed materials. Participants or their organizational sponsors are responsible for transportation and lodging costs associated with each module. To the extent possible, modules will be scheduled in locations convenient for participants. Each participant must make his or her own travel arrangements, but AUS will attempt to secure favorable rates at the hotels hosting each module. Participants may also make other housing arrangements, if desired.

7 Course Descriptions 13 Each course in the GEMPA Program is designed to convey new ideas and teach practical concepts that participants can apply in their own areas of responsibility. Faculty members update course content continuously to include the latest in management thinking and real-world application. Each course title is followed by the number of credits earned upon completion of the course. GMP 500 Executive Writing and Research (2) Teaches the elements of effective writing and research. Introduces students to online research and available information resources, including journals and databases. Writing concepts include organizing and prewriting, wordiness, parallel structure, paragraphing, subordination, passive voice, transitions, report structure, nominalizations, prepositional decay, proofreading, and document design and layout. GMP 501 Economics for Public Executives (3) Explores micro and macroeconomic theory for management decisions and emphasizes basic economic reasoning in the analysis of public policy choices. Topics include resource scarcity, supply and demand, household and firm behavior, market equilibrium, externalities, market failure, public goods and benefit-cost analysis. Discusses the comparative advantages of short-run fiscal and monetary policy changes and of longer-run growth policy options. GMP 504 Executive Problem Solving (3) Introduces basic quantitative methods and their application to executive decision making and problem solving. Presents a variety of techniques for data analysis. Covers topics such as defining problems, choosing appropriate techniques, descriptive data analysis, probability theory, sampling, point and interval estimation, analysis of comparisons and associations, and hypothesis testing. Prepares participants to be effective initiators, consumers and evaluators of quantitative studies. GMP 506 Government Informatics (3) Explores the organizational integration and performance implications of networked information assets in the public sector. Explores information architecture planning, open standards and interoperability of IT infrastructures, open source software applications in government, and IT investment planning and evaluation. Addresses the role of information systems at all levels of government. Considers trust and privacy issues, ethics, access and security aspects. Outlines models for organization of the IT function and management of IS resources in the government sector. GMP 600 Public Administration Colloquium (two-day, non-credit colloquium) Frames key challenges for public administration in the Gulf Region. Introduces participants to each other, the GEMPA staff, SBM and AUS. Incorporates registration, computer configuration, calendaring and logistics activities. Establishes expectations and procedures for testing, assignment submission and communication with faculty. GMP 601 Policy, Politics and Administration (3) Introduces the public policy process and considers concepts such as competing values, externalities, market failure, risk and uncertainty. Explores alternate models of policy decision making and teaches approaches used by public managers to build support for specific programs. Examines the roles of agency culture, administrative reform, public trust, judgment and ethical norms. GMP 605 Financial Management and Budgeting (3) Presents use of the executive budget as a device for management planning and control. Emphasizes underlying concepts of public finance and the elements of budget analysis, strategy, review and execution. Highlights factors that influence budgetary commitments and considers the interplay among tax policy, budgets and fiscal policy. Examines basic financial management functions including cash management, debt administration and communication with their impact on financial performance. GMP 606 Strategic Human Resource Management (1.5) Examines the management of human resources as a key element in organizational strategy and implementation. Presents the human resource inventory and considers principles of effective hiring, performance management, employee development, position classification, job analysis and managerial discretion in the context of ethical theories on equity, equality and representative governance. GMP 607 Public Marketing and Strategic Communication (1.5) Examines the principles of effective marketing and communication as they apply in the public sector. Encourages participants to improve their interpersonal, group and representational communication skills in written and oral form. Explores conceptual and theoretical frameworks for developing communication campaigns aimed at advancing organizational priorities and public policy.

8 Course Descriptions 15 GMP 612 Organizational Transformation (3) Explores the principles of organizational diagnosis, planning and change. Presents methods for identifying root causes, analyzing processes, evaluating alternatives and securing support for implementation. Covers topics such as data collection methods, diagnostic models, organizational design principles, process reengineering, business case analysis and training alternatives. Cases will allow students to apply theories, models and methods to real situations. GMP 614 Analysis and Evaluation (3) Focuses on quantitative and qualitative research activities essential for designing, implementing and appraising government programs. Explores approaches to assessing the effectiveness and efficiency of public services, new initiatives and ongoing agency activities. Considers the US Government Performance and Results Act, along with parallel initiatives for program reform in other nations. GMP 615 Managing the Public-Private Partnership (3) Explores the broad range of public-private interaction in delivery of public services. Considers tenets of the New Public Management, including entrepreneurialism in government, public-private partnerships and their implications for political, managerial, legal and ethical questions associated with use of non-governmental service providers. Considers types of services amenable to new approaches and introduces elements of performance monitoring in acquisition, contracting and program delivery. GMP 619 Executive Leadership (3) Explores leadership roles and responsibilities in creating high-performing public organizations. Emphasizes creation and implementation of an organizational vision integrating key program goals, priorities and values. Considers adaptive leadership, team-building, conflict resolution, crisis management, emotional intelligence, integrity and dealing with diversity in a cross-cultural context. Employs case analysis and discussion, role plays and an active learning project. GMP 632 Learning in Public Management (3) Synthesizes and integrates principles and theories from throughout the GEMPA Program, applying them to leadership, human resource management, law and ethics, policy and evaluation. Presents the notion of a learning organization and explores its implications for government performance. Introduces the concept of policy transfer and considers the ability of public organizations to learn by analogy. Explores the importance of administrative capacity and the relationship between policy and implementation GMP 680 Project Management for Executives (1) Explores techniques, models and tools for management of government projects. Uses case studies to evaluate leadership challenges in managing complex, highly technical and time-sensitive projects. Considers project design, planning, scheduling, systems engineering, cost estimation and control. GMP 616 e-governance (1) Introduces the concept of e-governance and the basic stage model of e-government. Distinguishes between models of government automation and transformation. Considers the potential influence of government information access on the development of an informed and empowered citizenry. Explores the potential of electronic media for stimulating citizen participation in public decision making. GMP 617 Public Ethics and the Rule of Law (3) Presents public ethics, the public good and stewardship as derived from liberal theory and moral reasoning. Considers the relationship between law and ethics in Western thought, stressing the implications of rule of law and due process for administrative practice. Reviews the impact of interests, privilege, political power and conflict of interest on integrity and public trust. Addresses differences in values, norms and social objectives based on local culture and tradition.

9 Program Faculty 17 GEMPA Program instruction is provided by faculty resident in the Middle East and adjunct faculty from top universities in the US and Europe. Resident Faculty Yass Alkafaji, DBA (Mississippi State University, USA) Governmental Accounting Rob Bateman, PhD (University of Utah, USA) Comparative Administration, Ethics Tor Brodtkorb, LLB (McGill University, Canada) Law and Ethics Kim Heng Chen, PhD (Washington State University, USA) Quantitative Methods and Decision Making Abdelkader Daghfous, PhD (Pennsylvania State University, USA) Quantitative Methods and Decision Making Sofiane Sahraoui, PhD (University of Pittsburgh, USA) Informatics Joe Wallis, PhD (Rhodes University, South Africa) Public Economics Marie Waxin, PhD (University of Marseilles, France) Human Resource Management Adjunct Faculty Recognized experts are drawn from top US and European universities, including: American University George Washington University University of Berne University of Geneva Institute of Advanced Studies in Public Administration John Forster, PhD (McMaster University, Canada) Finance & Budgeting Shaun Goldfinch, PhD (University of Melbourne, Australia) Politics, Public Policy Zeinab Karake-Shalhoub, PhD (George Washington University, USA) Information and Decision Systems Robert Earl Naumann, PhD (Arizona State University, USA) Public Communication Munir Majdalawieh, PhD (George Mason University, USA) Informatics Reagan McLaurin, PhD (Memphis State University, USA) Project Management, Strategic Management Peter Mitias, PhD (Louisiana State University, USA) Public Economics Susan Morey, PhD (Virginia Commonwealth University, USA) Human Resource Management

10 Admissions Requirements 19 Admission to the GEMPA Program is limited to experienced public officials committed to making effective use of an executive education opportunity. Each applicant must meet the following AUS admission requirements: Hold a four-year bachelor s degree from an accredited university recognized by AUS Have a minimum undergraduate cumulative grade point average of 3.0 (on a scale of 4.0) or its equivalent Have a minimum of five years of relevant work experience Have attained a minimum International TOEFL score of 213 (550) Program Start Date October 25, 2007 Application Deadline September 9, 2007 The following materials must be submitted to the GEMPA Admissions Committee prior to September 9: A graduate application form (on paper or via ) Official transcripts from each college or university attended A resumé or CV indicating current position title, service-level rating and awards or special recognition received. Participants are normally expected to have at least five years of service in a governmental or nonprofit organization. At least one year should be in a mid-level or senior management position. A letter from a supervisor or other executive of the individual s employer indicating the applicant s potential for taking on increased levels of responsibility A statement of interest in which the applicant describes his or her reasons for seeking admission to the program An example of the applicant s written work, such as a report or policy statement The GEMPA Admissions Committee will schedule personal interviews with candidates judged most likely to benefit from the program. Transfer students or non-degree students are not admitted to the GEMPA Program, but may be considered for the on-campus MPA at AUS.

11 Frequently Asked Questions 21 Who should enroll in the GEMPA Program? The program is intended for senior government executives or mid-level officials with clear potential for assuming additional leadership responsibilities. Participants may be sponsored by their employers as part of a management development program. Where will course modules be held? Although some modules will be offered on the AUS campus in Sharjah, most will be taught at hotels in major cities around the Gulf Region. Specific locations will depend on the composition of each cohort and will be announced two to three months prior to the start of each cohort. When will modules start and finish? Instruction will begin at 8:30 a.m. and finish at 4:30 p.m. each day. Some modules may also include an evening activity. Will there be homework? Yes. Instructors will give reading assignments and homework to be completed before each module. Other assignments will be submitted after the module, in accordance with instructions from the professor. How will tests be handled? Some professors will give quizzes during the course modules, but most tests will be taken over the Internet using the AUS ilearn system, based on a schedule provided by the instructor. What if someone drops out of the program? Under certain circumstances, a participant who must leave the program for personal reasons may be readmitted and complete the degree only if absent for no more than one year. If a participant misses a course, can it be made up? The cohort approach depends on students working together and the completion of courses in a defined sequence. Participants who cannot avoid missing a module may be allowed to complete it with a subsequent cohort, but such exceptions will be limited. What if I want to use my own laptop or one provided by my employer, rather than purchasing one through the supplier at AUS? Participants may use any laptop computer that meets a set of minimum specifications. The Student Academic Services (SAS) team at AUS will help each participant with computer configuration during the first module. What is the difference between a course and a module? A module is a four-day block of instructional time, usually scheduled over a weekend. Some courses will be delivered in one module, but most will be spread over two. Each module may include material from one or two courses. What is the language of instruction? All course instruction and assignments are in English. How will grading be administered? Each course and professor will have different grading requirements. Some will put more emphasis on written assignments and projects than tests, for example. Is there a minimum grade average requirement? Each participant must pass all courses to earn the degree. No more than two course grades of C (2.00) will be allowed. Can courses be repeated? A course may be repeated with a subsequent cohort, but only once.

12 Key Contacts School of Business and Management Dr. Malcolm Richards Dean Dr. Paul Allan Williams Associate Dean Dr. Peter Mitias Director of Graduate Programs Dr. Rob Bateman GEMPA Academic Coordinator Mr. Hussein Hassan Graduate Programs Coordinator Office of Admissions Ms. Ghada Sami Admissions Officer Office of the Registrar Ms. Lina El-Khouri Assistant Registrar

13 American University of Sharjah School of Business and Management P.O. Box Sharjah, United Arab Emirates Tel: +(971) Fax: +(971) Designed and produced by Media and Printing Department-PA-AUS/April 07

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