Public Management builds on the Bachelor's degree of the same name and supports the changes in the public sector: administration reforms and restructuring affects federal, provincial and municipal structures and also quasi-public companies. The degree program imparts know-how on operational and strategic public management, preparing you for active participation in modernization processes. Your challenge will be to introduce management systems and methods into the public sector and to deploy targeted design and control functions.
Isabel KashoferSchloss Laudon - Oktogon Mauerbachstraße 43 1140 Vienna T: +43 1 606 68 77-3800 F: +43 1 606 68 77-3809 email@example.com
Map Schloss Laudon - Oktogon (Google Maps)
Office hours during the semesterTue to Thu, 9.00 a.m.-1.00 p.m.Fri, 7.30 a.m.-3.00 p.m. Sat, 7.30 a.m.-3.00 p.m.
Office hours during holidaysTue to Fri, 9.00 a.m.-1.00 p.m.
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Application deadline2 for the academic year 2021/22 19th January to 11th May 2021
tuition fee / semester:
+ ÖH premium
1 Tuition fees for students from third countries € 727,- per semester
2applies only to federal employees, for other applicants conditional on a funding commitment
You are keen to advance your professional career and you recognize the potential of public governance. You have many ideas in the fields of restructuring of public institutions and companies which you are keen to contribute. This also involves critically scrutiny of budgeting processes and controlling structures. You have an interest in the adaptation of management systems to suit the peculiarities and the special mandate of the public sector. You like working with people and are interested in managerial functions.
Since we are located in the Oktogon at Schloss Laudon in the 14th District of Vienna, together with the Federal Academy of Public Administration, you stand to benefit from our most important cooperation partner, the Federal Chancellery. Numerous Federal Government experts and many others from divested companies lecture in the degree programs. The Public Management program was developed together with the Federal Chancellery and is an academic program tailored to suit the public sector; it is practice-oriented and comparable in terms of the Bologna process to other studies and internationally. Practical relevance is also guaranteed through our Campus Lecture evenings, with lectures presented by prominent experts. We have strong ties not only nationally, but Europe-wide.
The Master degree program builds on the Bachelor degree program in Public Management and is a further step towards the consistent implementation of a fully-fledged and globally comparable degree program tailored for the public sector. As opposed to university studies such as law or economics, the part-time Master degree program and also the Bachelor degree program are interdisciplinary, tailored degree programs which may be completed in the minimum period. It is the most effective tool for public sector (change) management. Strategic and operational Public Management offers you the special mix of subjects you need for the development and control of complex change processes at local authorities or quasi-public companies and interest groups. Especially control often proved to be a weak point in the past, due to the lack of know-how in this field. You will enhance your visionary faculties as you deal with current trends and research issues in international Public Management.
The Master's degree centers on strategic and operational Public Management and Leadership.
- Characteristics of scientific thinking; scientific theory and empirical research; fundamentals of the qualitative and quantitative research paradigm; connection between theoretical perspective, problem, research question, methods and 'data' - Literature research, characteristics of scientific texts, working with scientific literature, writing excerpts, how and why to cite? - Concretization of the quantitative research paradigm: creation of quantitative questionnaires using an evaluation-oriented approach; repetition of the basics of statistics
Continuous assessment The acquisition of the above-mentioned competences is checked within the framework of the immanent performance assessment on the basis of the following partial performances: (1) Written reading assignments (2) Multiple choice tests on the topics of literature research and citation guidelines (3) Creation of a short quantitative questionnaire with an evaluation concept
The combination of different teaching methods - lecture and distance learning, self-study, multiple-choice test, practical exercises based on individual and group work, discussion and feedback from peers and teachers - allows for a diverse transfer of knowledge and skills on the one hand and takes into account different learning types among students on the other. By means of practical applications, students are challenged in this exercise to acquire new competences and to reflect on them in connection with the contents of other courses. The selected working materials and research examples provide a reference to the central topics of the course as well as current focal points such as SDGs and digitisation.
- Objectives, sponsors and instruments of fiscal policy - Distinction between financial management, financial science and financial policy - Incidence analysis of taxes and transfers - Imperfect markets, public goods and services, externalities and the role of fiscal policy. - Structure of public sector expenditure and revenue - Overview of statistical databases on the public sector
Final exam Quiz on the teaching content of the units in each unit, discussion and participation, writing a short analysis of specific public expenditure areas and writing a short discussion paper in groups.
Interactive and discursive lecture, group work, discussion, work assignments with feedback, group exercises, case studies, reading tasks
- Fields of tension of the common good in political philosophy: extent and limits of community, unitarianism/pluralism, individual and collective, different ethical positions, universalism/relativism - Functioning of the Austrian welfare state and services of general interest - Overview of different management styles - Public value as a public good concept in public management - Personal reflection and target group-appropriate presentation of current conditions and challenges in the practice of public management against the background of relevant theories and concepts
Final exam The assessment of performance is carried out through the development and subsequent presentation of self-chosen problems from the public welfare sector and a final examination in the form of a written paper.
Lecture with discussion and feedback as well as group work with problems from practice and questions for the development of possible solutions; also via EduCast; interactive process, active cooperation and creative thinking and working
Characteristics of corporate culture Layering model / iceberg model Error culture: characteristics, handling, effects Connection between corporate culture - error culture - management culture Practical examples
Final exam Written individual reflection Continuous group work MCT (varying)
Theory input, group work, individual work
- New Public Management: Historical development and criticism - Typology of organisational forms - Spin-offs of the Federal Government, the Länder and municipalities - Semi-autonomous budgetary bodies - Public-law forms - Special law and private law limited liability companies - Other forms - PPP models and mortgaging - Foundation and opening balance sheet - dowry budget, options for action, personnel issues, accounting areas and own income - Control by the owner's department - Spin-off: success criteria and "price - Maastricht criteria - Corporate governance
Final exam Final examination in writing and immanent performance assessment during the attendance units
Lecture/presentation with activating methods, group work, discussion, work assignments with feedback, group exercises
The "risk society" - dealing with risks in a historical, social and governmental context Basics of risk management in organization, society and state - Overview of terms, definitions, standards, regulations, laws Principles of risk management - 4-phase model (identification, assessment, control, monitoring) Risk management methods - qualitative and quantitative methods for identifying and assessing risks Implementation of a risk management system in theory and practice - drivers and barriers at individual and organizational level Risk management between individual decision and social participation - possibilities and problems in decision and participation processes Risk communication - questions of risk perception and communication Risk ethics - risk and safety as an ethical and moral problem
Final exam Written examination
Lectures, discussion, group tasks, self-study (e.g. reading, research)
- Work functions and work preferences according to the concept of the Team Management System (Margerison/Mc Cann) - Self-management, self-efficacy and authentic leadership - sociogenic motives according to Roth and motivation theories - Employability - Decision making in groups - Control of group dynamics in relation to work 4.0, virtual, cross-generational, self-steering teams and liveliness in organizational units - Dealing with discounts (devaluating) - Values and changing values, public service ethos and common good, SDGs - External perception and errors of assessment - systemic thinking and foresight as leadership competence - Reflections on the leadership role, the own leadership style and the own leadership action - Schools of observational skills
Final exam Immanent examination character: Readiness for self-reflection, cooperation during the attendance time, working out the distance learning according to the information, written seminar work for the integration and consolidation of the teaching contents, presentations, distance learning exercises are included in the assessment.
Theory inputs, individual and group work, dialogue and discussion in plenary or via moodle (question-answer forum), structured exercises with feedback, case work, distance learning tasks (partly online elements), preparation of presentations), written seminar paper Prerequisites Contents from Bachelor's level degree: Basics of group dynamics (group, team, team phases, team roles (Belbin), power positions, basic orientation according to Riemann-Thomann), new team forms (multinational, agile, self-controlling, virtual, cross-generational), Johari window, rules for feedback, basics of transaction analysis, basics about burn-out and increasing resilience
- Introduction to systems theory based on BA level - Trivial/non-trivial control and its instruments - Work on the identity of social systems - Systemic loops as a management tool - Concepts and instruments of systemic strategy development - The relationship between intended and emergent strategies
Final exam Immanent performance assessment (completion of written tasks, reflection reports, presentations)
Lectures, discussion, group work, reflection on your own professional practice, practical exercises
In-depth examination of the concept of "public governance" on the basis of selected specialist literature, including English language literature. [Internationalisation] Development of the core elements of public governance. Comparison of the models of public management and governance Case studies of the application of governance criteria to analyze policies and public administrations Use of public governance as a strategic decision-making concept EU and OECD governance models. [Internationalisation] Establishing a link to Sustainable Development Goal 16 (strong institutions)
Final exam Cooperation, distance learning exercises, written work
Examination of technical literature, teaching discussion, processing or evaluation of case studies (group work), presentations with feedback and discussion. Use of distance learning with interactive elements.
Behavioral Theory - Basics - Behaviour and motivation - Communication and behaviour Conduct of negotiations - History - Processes - Psychosocial and psychodynamic influences Decision-making processes - Basics Context of behaviour-motive decision
Final exam Immanent performance assessment, short reflections, group work, distance learning exercises Short reflections, presentations; processing of case studies
Impulse lectures, group discussions, case study work, practical exercises, role play.
- Theory of the modern state and theory of modern democracy - The concept of civil society; the relationship between society and the state - John Locke, Thomas Paine, G.W.F. Hegel, Antonio Gramsci - The modern state and the formation of a professional state bureaucracy - Parliamentarism in England, absolutist monarchies on the European continent and the formation of state bureaucracies - The Austrian Federal Constitution of 1920 and its significance for the theory and practice of administration - democracy, public administration and citizen participation: Theory, practice and problems, eParticipation - Visualization as part of the interaction between citizens and the state - The emergence and development of NGOs and their recognition within the United Nations - The change in ideas about the tasks of the state in the wake of neo-conservatism and neo-liberalism
Continuous assessment Immanent performance review, reflection and written examination
(Online) lecture and (e-)discussions; individual and group work, reflection
- Qualitative data collection, preparation and evaluation: perspective, method overview, theory connection - Interpretative-constructivist paradigm - specific theoretical approaches in qualitative research - Focus on expert interviews: Exercise/role play, reflection in plenary - Deepening the two research strategies (positivism and interpretivism; quantitative and qualitative): differences in epistemology, research planning and process, methods and epistemological goals, quality criteria - Investigation designs - Assessment of designs - Development of a research guiding question - "Fit" of research question, theoretical perspective, research design and methods - Research Planning and Research Process, Exposé.
Continuous assessment The acquisition of the above-mentioned competences is checked within the framework of the immanent performance assessment on the basis of the following partial performances: (1) Group work: qualitative evaluation of interview transcripts (2) Empirical studies (qualitative and quantitative) will be made available, which will be analysed and compared in several steps
The combination of different teaching methods - lecture and distance learning, self-study, practical exercises based on individual and group work, role-play, discussion, written reflection and feedback from peers and teachers - allows for a diverse transfer of knowledge and skills on the one hand and takes into account different learning types among students on the other. By means of practical applications, students are challenged in this exercise to acquire new competences and to reflect on them in connection with the contents of other courses. The selected working materials and research examples provide a reference to the central topics of the course as well as current focal points such as SDGs and digitization.
- Basics of public relations; goals, methods and tools of public relations and press work, formulation of core messages - Corporate and organisational communication; self-conception of organisations - Mission statement of the organization and corporate identity - Areas of conflict PR / journalism / administration / politics - possibilities and limits - Main features of integrated communication - Target group and stakeholder analysis - The power of images and graphics - Communication strategies - Working environment and PR industry in Austria, in-house vs. commissioned service - Special features of the public sector (e.g. proprietary media, legal framework, demarcation issues to lobbying, transparency, reporting obligations, protocol) - Regional and federalist media structures - Social Media; online dialogues - developments, trends and repercussions on society - Crisis communication; preparation for and behaviour in crisis situations, - Interview preparation and interview training with detailed analysis - Analysis tools for PR evaluation - Communicative risk management and evaluation - Reflection on the digitisation of media landscapes
Final exam -Assignment with personal reflection on the course -Active participation during the attendance blocks
Inputs, individual and group work
Basis Governance - Competence, significance, approach Fundamentals of Data Governance / Management / Data Curation / Data Litracy - Definitions of entity and identity - Data inventory management and data access - Data sources and data formats - Data quality, data origin - Metadata - Data archiving and storage - Data update - Value generation from data - Open innovation - Open Data / Semi Open Data / Closed Data
Continuous assessment Immanent examination character
- The state as disaster manager and the tasks of state crisis and disaster management - Possibilities for disaster management - International organizations - Mechanisms of international conflict resolution - Strategic business game - Terms - Legal basis - Processing of layers and facts on the basis of examples
Final exam Final examination, case work, homework, written reflection
Lecture, group work, case handling
- State and non-state actors in international cooperation - Central forms of world order - The importance and role of international organizations - Influence and control of international policy fields by international NGOs, multinational corporations and interest groups - Globalisation and Global Governance - Digitization, new media, social networks in the context of international cooperation - The Sustainable Development Goals (SDGs) of the United Nations - The European Pillar of Social Rights The aim is to create an interactive process that enables active participation and creative thinking.
Final exam The assessment in the International Cooperation module is based on the development and subsequent presentation of case studies and a final exam in the form of a written paper.
The didactic concept is divided into lecture with discussion and feedback as well as group work with practical case studies and questions to develop possible solutions. Furthermore, an interactive process is aimed at, which enables active cooperation and creative thinking to develop possible solutions.
- Selected management approaches in relation to normative and strategic management - Introduction and consolidation of strategic management - Connection between strategic and operational management (leadership vs. management) - Strategy Processes - Modern methods of strategic analysis- Explorative and Normative Strategic Foresight Models - Diversity models - Megatrends and digitization - Value creation models - Stakeholder analysis - Practice-oriented strategy implementation with operational excellence approaches
Final exam Immanent performance determination: (1) Student contributions (2) Oral participation, group work, case studies, discussions, presentations (3) Written verification of cooperation (4) Homework, study of literature
(1) Lecture with moderated discussions and practical examples (2) Group work (practice-oriented case studies, discussions, presentations) in 2 semi-groups (3) Supervised term papers on practice-oriented issues (4) Evaluation and feedback on the written and oral cooperation review
Repetition Basics Controlling Instruments Legal basis Federal controlling - repetition of the budget cycle Targets & Key Figures Objectives of impact on the example of the Court of Auditors Impact orientation The Impact Assessment tool Break-Even-Analysis & DB Calculation Investment calculation (KW method) Preparation of profit and loss statement, balance sheet and operating figures; cash flow statement/CF statement Balance sheet analysis, preparation and interpretation of key figures
Final exam Immanent performance assessment through group work, presentations and written work / exercises as well as discussion of the case studies
Lecture/presentation, group work, discussion, feedback Work assignments with feedback, group exercises, case work and case solutions, practical exercises Blended learning distance learning and face-to-face teaching
"Managing the Organization & Managing Change" - Core elements of organisational control - Organizations in change - shaping "change" with organizational development and change management - Successful steering and management of quality in public administration (based on practical examples) "Managing quality." - Quality & Quality Management in Public Administration - Continuous improvement of public administration under aspects of sustainability (SDGs), digitisation and ethical public welfare - Overview of quality management models in public administration (ISO, EFQM, CAF) - Quality management as an integral part of organizational control (in cooperation with e.g. complaint management, knowledge management, process management, risk management) "CAF - The Quality Management System for Public Administration": - Common Assessment Framework (CAF) - Experience CAF in practice (simulation of a CAF consensus and action plan workshop)
Final exam Immanent assessment of performance: written examination, written paper, presentation
Lecture with activating methods, discussion, group work, practical exercises, distance learning forms
Following an introduction to the topic, the course is divided into eight chapters and is structured as follows: Introduction "Fundamentals of Institutional Theory" (Chapter 1) "New State Models" (Chapter 2) "Organizational Change" (Chapter 3) "Steering Models" (Chapter 4) "Instruments and Methods" (Chapter 5) Administrative Reform Kahoot 2020-2021 "Administrative Reform in Austria" (Chapter 6) Semester Project 2020/2021 "Social Network Analysis" (Chapter 7) "Guiding Ideas and Design Principles on the Austrian Development Path" (Chapter 8)
Continuous assessment Written test Performance in the attendance and preparation phases Semester project; social network analysis
Lecture, individual work, group work, discussion and project presentation; networked thinking, active participation and the possibility of independent research (including new methods) On the part of the course administration, in addition to classical lectures, discussion rounds are moderated at regular intervals, both in the context of classroom teaching and online. This requires preparatory independent work on topics (in combination with practical problems). At the beginning of each course, a joint semester project is defined (knowledge bazaar, social network analysis, etc.). In the course of this, the students are trained in networked thinking. The fractional distillation of the contents is essential for understanding the subject matter. For the central topic areas, instead of the well-known "sieves of reduction", specially developed "networks of reduction" (core topic networking, structural knowledge framework) are applied, which determine the amount of content or the filling of information. Based on a component-oriented design planning, the course follows the didactic logic in two dimensions: First, classical thematic structuring. Second, structured-methodical approach to the acquisition of the teaching material within the framework of a three-way strategy: a) the core topics are presented and enriched with applied examples; b) the students are continuously given tips on which methods can be used to work on topics as well as access to grey literature; c) the students are constantly encouraged to actively participate in class by means of requests to speak or prepared contributions. In addition, ways are outlined which allow further independent work on the topic. The course will be digitally enriched with different technical applications (Limesurvey, Kahoot, Mentimeter, Moodle, etc.) depending on the division between classroom and online teaching units. Depending on the current topic, guest speakers will be invited.
- Legal bases, structures, history of social partnership in Austria, in the EU and in selected areas - Social partnership as a model for solving problems facing society as a whole (sustainable consolidation of different interests) - Social partnership concrete in selected situations - Interfaces between politics and the public sector - Interactions between European and Austrian development in the public sector - Administrative reform and social partnership (economic foundations for the further development of the public sector) - Service Law - Right of Staff Representation
Continuous assessment Immanent performance assessment, case handling, reflection, presentations
- Strategy operationalization - Temporary organizational structures - Roles and processes in project governance - National and international regulations on the governance of projects, programmes and portfolios - Strategic and operational project portfolio management - Discontinuity Management - Benefit Management
Continuous assessment Online quizzes, case studies, participation in group exercises and discussions (present and on Moodle)
Flipped classroom, i.e. before each attendance block, independent acquisition of theoretical knowledge by means of literature and/or video sequences with a concluding online quiz; in the attendance blocks, application of the content in case studies, role plays and reflection rounds; between the blocks, transfer into the professional practice of the students and reflection on moodle. - Independent refreshing/supplementation of previous knowledge; - Preparatory reading of selected literature; - Presentation of concepts and methods in the course; - Illustration by means of practical examples; - Group exercises; - Application of selected methods in a simulation game; - Possibility of questions and discussions about moodle. Forum Questions to refresh the previous knowledge and preparatory literature Online quiz (5 short questions without time limit) Distance learning exercises Preparatory reading Online quizzes for self-checking Preparation for the simulation game Documentation and reflection of the simulation game as homework Prerequisites Good knowledge of individual project management Knowledge in strategic management and strategic controlling
Importance of strategic management and innovation management Tools and methods of strategic controlling Guarantee state v. performance state Characteristics of public undertakings Management in the Federal Administration and management of public enterprises Public corporate governance Core elements of impact-oriented management control and linking these to higher-level strategies (e.g. the Sustainable Development Goals)
Final exam Performance behavior: Observed on the basis of active participation during the lecture units (40%) Performance result: Judged by the results of the student's own learning transfer (written reflection). Written examination on the contents taught during the last teaching unit (60%)
Lecture, discussion, feedback, group work, case solutions, practical exercises, linking theory to students' work experience and knowledge
- New Work, agile methods - New work: Conflicting requirements, Laloux Reinventing Organizations a history of development, VUCA World, etc. - Headlines of the future - Agile methods of cooperation: DEEP DIVE: phases and process steps, criteria for new cooperation - Let's talk about innovation, culture and best practice, innovation culture navigator, trends - New Personas, Who are the employees of the future and what is the leadership of these employees about - Tools: SCRUM with Elevator Pitch on the topic of User Story - Tools: LEGO Serios Play with practical exercise - Tools: Service Design Thinking with practical exercise - Tools: Kanban - Transformation: which questions can be dealt with using these new methods, where is the application appropriate and where not. Discussion and planning of a practical example - Open Mind: Business Model Canvas and Blue Ocean with practical innovative and creative tasks - Open Mindset 8 strategies and a personal reflection on them
Final exam Conducting a "Jam Session" with your own team in your own organization using the tools you have learned This includes asking the right questions, choosing the right tools and presenting the results. The reflection after the "Jam Session" should be a structured report, this includes the process and reflection on the personal experiences with the application of the tools. Students without leadership responsibility/team additionally create a seminar paper/reflection after literature research and processing of technical literature and present the results in the course.
Lecture, group work, discussions, work assignments in practice (in your own organization) with reflection and feedback, group exercises, presentations.
Joint fine tuning of the teaching content: - Virtual, interactive survey via menometer to determine the current situation and to get to know each other including subsequent discussion Contents: - Decision-making structures in the EU (EU institutions, consultative bodies, EU agencies) and their work in practice - Decision-making processes in the EU (legislative procedures and decision-making processes) - From decision-making to implementation: substantive and procedural links between the European and national levels of government - The question of legal competences in the EU and their political relevance Focus: - Special importance is attached to examples from the field of fundamental rights in order to ensure synergies with the second/pertinent course - The Charter of Fundamental Rights is accorded special status as a basic standard for all EU legislation Practical case studies: - What is the role of competences before the ECJ? - How does an EU agency work?
Final exam Oral examination, dates after announcement/agreement
- Interactive discussion - Lectures - Case studies
- Update on the basics of e-government in Austria - The Austrian e-government "architecture" - Demarcation of e-government in the context of other IT topic areas (digitization - big data, cloud computing, etc.) - Significance and positioning of e-government in Austrian administrative reform - current approaches - European e-government developments and their effects on the Austrian administration - E-Government implementation in practice such as Service Design from the paper process to the administration process without media discontinuity
Final exam Presentation, presentation document, written homework, reflection and feedback
Lecture, individual work, group work, case work, discussions
- Terms in the management context (morals, ethics, professional ethics, ethos, professional ethics, compliance, corruption) - Relationship between ethics and law/value standard aspect - Typical (job/leadership specific) decision dilemmas - Analysis and reflection of own interactions/work - Fight against corruption - responsibility of public sector employees - Importance of the development of moral judgement for decision-making processes in organisations - Dilemma discussions with the aim of analysing one's own moral judgement and promoting moral judgement - Conviction versus manipulation - Self-awareness through analysis and reflection of own interactions - Compliance culture, anti-corruption - Responsibility of managers - Mission statements
Continuous assessment Immanent performance assessment: case work Permanent learning success control through project participation, active collaboration and co-design. Two written assignments (reflection of own experience; case work); presentation of results in the course
Statements and impulse presentations, individual work, group work, discussion and dilemma discussions, work assignments with feedback, group exercises, peer feedback, case work, practical exercises, problem-based dialogical learning processes, role plays with subsequent evaluation and transfer/reflection phase, online course if required
- What managers should know about people - Leadership in the overall context of management - Conflict Management - Leadership as a balancing act - dealing with contradictions and areas of tension - Leadership and Followership - leadership as a process between managers and employees - Bad leadership, its effects and what can be done about it - Selected management instruments (various forms of discussion, delegation, etc.) - The tension between political processes in organisations (micropolitics) and the orientation of the public sector towards the common good and sustainability
Final exam Immanent performance assessment (accomplishment of written tasks, reflection reports, presentations)
Fundamentals of digital transformation Analogous to digital and the challenges Selected examples Driving autonomously Artificial Intelligence (AI) and Machine Learning (ML) Digital ecosystems Challenges and limitations
Continuous assessment Intrinsic performance measurement
- Basic and human rights: historical development, definition, functions (in-depth) - Human rights in national and international law - Comprehensive binding of state powers to basic and human rights - State obligations to respect and guarantee basic and human rights - Characteristics of human rights analysis - Overview of selected basic and human rights (selection by first appointment) - Principle of equality and analysis of discrimination - Legal protection institutions at national and international level - Political-administrative processes of human rights implementation, including the role of civil society actors - Structural and systemic factors that influence the implementation of human rights
Final exam Writing a reflection paper at the end of the course
Lecture and discussion, case solutions, practical exercises, group work, problem-based learning
- Literature research and "state of the art" - what does this chapter in the master thesis do? - Writing workshop: scientific argumentation; descriptive v. critical/analytical writing - Repetition: formulating good research questions - Short repetition of the contents from the first two semesters with focus on methods of data collection and evaluation - Discussion of the argumentation exercise & status of the literature search for the master thesis - In-depth: data sources and methods of data collection and evaluation, "interpretation" in quantitative and qualitative research: from figures, protocols and transcripts to results - Research planning and research process; individual and larger or commissioned projects; proposal; group exercise: outline.
Continuous assessment The acquisition of the above-mentioned competences will be checked in the course of the immanent performance assessment by means of several written submissions in preparation for the master thesis, e.g. exemplary discussion of a scientific argument, chapter "state of research", and proposal.
The combination of different teaching methods - lecture and distance learning, self-study, practical exercises based on individual and group work, discussion and feedback from peers and teachers - enables a diverse transfer of knowledge and skills on the one hand and takes into account different learning types among students on the other. By means of practical applications, students are challenged in this exercise to acquire new competences and to reflect on them in connection with the contents of other courses. The selected working materials and research examples provide a reference to the central topics of the course as well as current focal points such as SDGs and digitization.
- Personnel development as a joint task of several management functions: The manager as a personnel developer - Staff function in organizations - How does development work, how does learning work? - Management tasks as interactive/communicative processes in organizations
Continuous assessment -Performance behavior: In the course, distance learning and written work observed on the responsibility of the individual in terms of taking responsibility for their own learning process and the fulfilment of the requirements. Delivery: Lessons Learned, 3 pages. -Performance result: Delivery of a management chart on the agreed topic.
Lecture, group work, discussion, feedback, problem and solution based learning Linking theory to the students' work experience and knowledge, further development of competences in the field of concepts and methods of human resources development Reflection of the learning transfer processes to intensify the results from the course
- Interdisciplinary investigation of practical examples of human resource management applications in the context of (digital) transformation processes - Reform proposals for efficient effective personnel management (digitization in personnel management, personnel management for digital administration) - Possibilities of influence of politics, administration, management; stakeholders
Final exam Creation of a case study on a selected topic in the area of transformation and human resources
Input, group work, discussion, feedback, group exercises, peer feedback, case solutions, practical exercises, problem and solution based learning - The students have written down/developed their own project, - Have used an integrative reference to theoretical-conceptual basics, instruments of the PM process, decision structures, evaluation of control instruments, reporting, impact orientation etc. acquired in other courses - Have reflected on the possible transferability of their project to other areas
- Overview of the public budgeting system (especially for students who do not have a Bachelor's/previous knowledge in Public Management) - Instruments of budget control in the public sector - The informative value of annual and financial statements, both in the public and private sector - Processing and discussion of fiscal policy issues - Classification and processing of financial policy issues in connection with outsourced units
Final exam Written elaborations, group work during the attendance phase, course-immanent performance determination or consideration of the cooperation
Lecture with activating methods, group work during the presence phase, discussion, individual work and group work as homework, feedback
- Terms - Legal basis - Processing of layers and facts on the basis of examples - International partnership - Interdepartmental cooperation
Continuous assessment Immanent performance review, case handling, homework, concept development
Lecture, individual work, group work, discussion and case work
Depending on the case to be dealt with, students will deal with diverse topics related to organisations in terms of content. They analyze the effects of changes on several levels of coordination, from different perspectives. As an interconnected subject, case analysis offers the opportunity to apply the theoretical knowledge from other corresponding courses in practical applications.
Final exam Joint case solution in the form of a management summary and/or project result. Individual reflection
Elements of business games Case work Plenary discussion Feedback rounds
Group dynamics - group dynamic phases of group development - group vs. team - emotions in teams Organisational development - analysis of processes and organizations - communication and resistance during change processes - IT supported optimization of processes Digitalisation - chances and limitations of digitization - introduction in artificial intelligence and machine learning
Continuous assessment Case study of the own institution and its processes.
Lecture, group work, peer feedback, exercises, problem-based learning
Management concept Leading from the future Anticipation and transformation Methods of decision making Decision-making processes in teams and organizations Public welfare orientation Basic and human rights SDGs Futures and trends Creativity, networked and dialogical thinking and learning
Continuous assessment Case handling, concept development, presentations, homework
Short lectures, individual work, group work, discussions and dilemma debates, written reflection
- Management tasks, leadership skills - The house of work ability - Approaches to motivation and emotional attachment to the organization: The psychological employment contract, the X/Y theory, the 2-factor theory. - Healthy leadership: Different forms of appraisal interviews - Non-violent communication as a feedback instrument - Model of areas of influence for the acceptance of framework conditions and identification of scope for action
Continuous assessment Immanent performance assessment (completion of written tasks, reflection reports, presentations)
- Presentation and defense of the master thesis - Relevant questions on the topic of the master thesis - Creation of a scientific poster on the basis of which the Master thesis is presented - Public management
Final exam Master exam
Thesis defense, examination interview
- Writing the master thesis - Theoretical part (theories, questions, state of research, ...) - Empirical part (qualitative or quantitative study, interpretation, ...) - Writing an executive summary (for master thesis collection)
Final exam Submission of master thesis
- Basic principles and framework of understanding: Human resources and the strategic importance of human resources management in an organizational context - Fields of action of human resources management in transition: e.g.: digital transformation, mobility, demographic changes, equality, knowledge management, diversity, etc. - Inventory strategic planning (responsibilities, competencies, instruments, success factors, ...)
Final exam Performance result assessed by the result assurance of the own learning transfer (Instructions for Strategic Change worked out on a workplace-relevant example) by handing in the examination task.
- Lecture, group work, discussion, feedback, problem and solution based learning - Linking theory to the students' work experience and knowledge - Further development of competencies in the area of strategic planning and strategic personnel development through action-oriented tasks
- Leadership and being led - Teamwork - Respectful and effective management and working style
Continuous assessment Written elaboration of a case from everyday professional life on the basis of a grid of questions provided
- Work on cases brought in by the students (topics leadership and being led as well as teamwork) with methods of group supervision/intervision - Appropriate theory inputs for the cases - Evaluation and safeguarding of students' personal learning outcomes
- Support in the preparation of the master thesis - in particular through targeted feedback; needs-oriented support in the application of the competences acquired during the course of study within the framework of an independent research project - Writing style and structure of scientific papers (cooperation with ZEWISS) - Consolidation: evaluation methods - Research ethics and data protection - Visualization of results; poster creation - Formalities of the master thesis and examination, Executive Summary
Continuous assessment Immanent assessment: Submission of a methods paper or the methods chapter of the master thesis (draft), presentation of the current status of the work based on an annotated table of contents and submission of the written documents
Teacher input; teaching videos; short presentations by students with peer feedback; group work (methods workshop, writing workshop; exercises in text design and visualisation of data); reading; written assignments with feedback
Number of teaching weeks9 per semester
*Subject to approval by the relevant bodies
Timesevery two weeks, in blocks, Fri. and Sat., 8:00 a.m. to 5:30 p.m. and once a month on Thursday, 4:30 p.m. to 6:00 p.m.
Language of InstructionGerman
The degree program enhances your career opportunities in the public sector and prepares you for future management responsibilities. You will be qualified to manage projects or organizational units, as the senior expert to prepare political decisions or, as a specialist expert, to participate in or manage the structuring and control of complex change processes. You are comfortable with developing new management concepts and methods and to further professionalize performance processes of organizational units by, for instance, specifying activities and optimally assessing an organization's qualitative effectiveness.
With your training, you will be highly sought after in the entire public sector:
in the disciplines of Public Management, Tax Management, Law, Economic Sciences (Business Administration, Economics), Social Sciences (Political Sciences, Sociology) You need a minimum number of ECTS credits in the following core subject areas: > Government and administration in the international context: at least 10 ECTS credits > Integrated administration management and economics: minimum 15 ECTS credits > Communication and leadership: minimum 5 ECTS credits Unless you can fully verify the required ECTS credits in the specific core subjects, you will be required to pass an additional examination on these subjects, with scope and content as outlined above.
Equivalence is determined by international agreements, validation or in individual cases, a decision by the head of the academic section.
To apply you will require the following documents:
Your application is valid when you get a confirmation e-mail of the receipt of your application. Please take the required documents to your interview.
The admission procedure includes a written test and an interview with the admission committee.
The written admission procedures will be held on March 13, 2021, April 17, 2021, and June 5, 2021. It is not possible to select a date.
You will receive a written invitation via email with your personal appointment date.
Head of Master's Degree Program Public Management, Competence Center of Administrative Sciences T: +43 1 606 68 firstname.lastname@example.org
Academic Staff, Works Council
Head of Bachelor's degree Program Public Management
We work closely with the Federal Chancellery, well-known public sector companies, universities, institutions and schools. This is your guarantee for strong contacts in your professional career or participation in research and development programs. You can find information about our cooperation activities and much more at Campusnetzwerk. It's well worth visiting the site as it may direct you to a new job or interesting event held by our cooperation partners!