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Leveraging Diversity

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Applying an Implementation Lens
Balanced Scorecard as a Strategy for Performance Improvement
Building Coalitions
Bureaucratic Politics, Organizational Design and Decision-Making
Cognitive Biases
Defining Policy Problems and Policy Making Under Pressure
Developing Networks for Improvement
Efficiency, Effectiveness, and Instrument Choice
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Implementation and Policy
Implementation and Policy
Implementation and Risk
Implementation and the Budget Context
Implementation Environment
Implementing through Markets
Implementing with Partners
Improving Organizational Performance Through Competition
Learning as a Performance Strategy
Leveraging Diversity
Managing a Global Team
Managing Conflict
Managing Partnerships: Multi-Party Arrangements
Managing Risk: The “New” Way Forward in Managing?
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Public Services in the Age of Restraint - new public service delivery models and the quest to do better with less
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Recent Trends from Comparative Public Administration
Rules vs. Discretion
TEACHING TOPICS IN POLICY AND MANAGEMENT ANALYSIS
The Crisis of “Governability” (1970s) and its Effects
The Meaning of Strategy in Public Management
The Role of Leadership in Strategy and Implementation
The Role of the Board and Strategic Governance in Third Sector Organizations
The Shift to Public Governance
Theories of Human Motivation and Decision Making: Rational Choice
Working in Teams

 

A Teaching Topic in Strategy and Structure

Leveraging Diversity

This teaching topic deals with taking advantage of the opportunities associated with a diverse organizational workforce and network.

Recommended Reading (Harvard MLD-101B)

ActionAid International: Globalizing Governance, Localizing Accountability (HBS case 311-004)

Brown, L. D., & Moore, M. H. (2001). Accountability, Strategy, and International Nongovernmental Organizations. Nonprofit and Voluntary Sector Quarterly, 30(3), 569-587

Excerpts from Davidson, M. N. (2011). The End of Diversity as We Know It. San Francisco, CA: Berrett-Koehler Publishers, Inc. Page 47 on comparing managing diversity with leveraging difference, pages 76-83 on the leveraging difference cycle (explaining Figure 1), and pages 184-188 on how leaders leverage difference (elaborating Figure 6 on feedback loops).

Ely, R. J., Meyerson, D. E., & Davidson, M. N. (2006). Rethinking Political Correctness. Harvard Business Review, 84(9), 78-87.

Chait, R. P., Ryan, W. P., & Taylor, B. E. (2005). Governance as leadership: Reframing the work of nonprofit boards. Hoboken, N.J.: John Wiley & Sons.

Source: MLD-101B Syllabus from http://www.hks.harvard.edu/degrees/teaching-courses/course-listing/mld-101-b (accessed 23 January 2013).

Page created by: Ben Eisen, last updated 17 June 2013.

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