Syllabus (Preliminary)

PA 5319 (502) Spring 2010 (3 hrs) Professor Simon Fass

R: 7:00-9:45 p.m. WSTC: 1.302 Office: WSTC 1.220
Office hours: MR: 5:30-6:45; W: 5:30-6:30; and by appointment tel: 972 883 2938
e-mail: e-learning for course purposes, or
fass@utdallas.edu when e-learning is not available

Topics in Public Affairs: Management and Practice of International Development

A. Description: This course focuses on four different elements of the development process:
context and practice of development, and various conceptualizations of poverty;
actors in and structures of development, specifically “management” of development processes;
institutions of development, focusing on inter-organizational relations and negotiation among actors; and
engagement in difficult environments, focusing on development interventions, such as peace building, in
settings of violent conflict.

B. Learning Outcomes: Students should gain knowledge and understanding of

contradictory interpretations/implications of “development” shaped by different concepts of poverty;
contexts within which development action occurs – from local to global;
the public action approach to development practice;
the nature of development management;
approaches to investigation, understanding and planning of action;
advocacy in development management;
roles of institutions in international development;
importance of inter-organizational relationships in institutional development;
the function of negotiation in institutional development;
the political nature of institutional development;
strategies to reconcile different interests and perspectives of intervention actors; and
embedding war and intervention in developmental and peace-building contexts.

C. Grades: The grade structure is:

A (4.0) A- (3.67) B+ (3.33) B (3.00) B- (2.67) C+ (2.33) C (2.00) F (0.00)

Grading is based on performance on three short class assignments, a major research paper, and mid-term
and final examinations, with weighting as follows:
class assignments (3 assignments at 10% each): 30 %
major research paper: 25 %
mid-term examination: 15 %
final examination: 30 %
total: 100 %

For clarity, note that the class assignments and research paper are submitted electronically by e-learning,
use a word processing program that MS Word or WordPerfect can access directly, and are consistent
with the instructor‟s formatting guidelines. The assignments and research paper are judged on quality of
substance and of writing. Good submissions are well organized and well researched. They are clearly
documented and, as appropriate, end noted. They are natural (i.e., as one normally talks), concise and
easy to read. They are correctly spelled, properly punctuated and grammatically correct. And they are
neat and responsive to intent of the assignment.

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Course Structure:
Part 1: Overview of International Development (2 weeks)
1.1 development and development management
1.2 looking at development: context and practice
i. contexts
ii. conceptualizations
iii. actors
1.3 managing development: professional and personal challenges
i. acting in public arenas
ii. being inclusive
iii. making a case
1.4 developing institutions: rules and relationships
i. framing development
ii. building relationships
iii. negotiating development
1.5 engaging with conflict: war and peace
i. civil war threatens development
ii. challenging conventional wisdom on the causes of civil war
iii. peacebuilding as a process
Part 2: Development Context and Practice (3 weeks)
2.1 overview
2.2 poverty and inequality
2.3 globalization
2.4 the practice of development
2.5 public action and development policy
2.6 public action as steering development
2.7 public action as enabling autonomous development
2.8 public action as contesting development
2.9 summary and conclusion

Part 3: Managing Development (4 weeks)

3.1 overview
3.2 managing development: professional and personal challenges
3.3 development management in the twenty-first century
3.4 managing development: tools and approaches
3.5 tools and approaches: investigating
3.6 tools and approaches: understanding
3.7 tools and approaches: being inclusive
3.8 the development manager as advocate: making a case
3.9 the development manager as advocate: making a case against
Part 4: Institutions of Development (4 weeks)
4.1 overview
4.2 understanding institutions and institutional development
4.3 the importance of institutions and institutional development for development
4.4 why inter-organizational relations matter
4.5 the changing relationships between state, market and civil society
i. bringing the state back in
ii. building institutions for markets
iii. understanding civil society
4.6 making institutional development happen
4.7 perspectives and power in making institutional development happen
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 Part 5: Development in Challenging Milieus (about 2 weeks)
5.1 overview
5.2 perceptions
5.3 decision making
5.4 choices and principles – sanctions, case study
5.5 negotiation
5.6 conclusion

Required Texts
Managing Development: Understanding Inter-Organizational Relationships, Dorcas Robinson, Tom
Hewitt, John Harriss, 1999. Sage

Poverty and Development into the 21st Century, (eds) Tim Allen, Alan Thomas. 2000. Oxford
University Press

Readings
Part 1
Brett, T. (2000) „Understanding organizations and institutions‟, in Robinson, D., Hewitt, T. and Harriss,
T. (eds.) Managing Development: Understanding Inter-organizational Relationships, London, Sage

Thomas, A. (1996) „What is development management?‟ Journal of International Development, vol. 8,

no. 1, pp. 95–110.

World Vision International, website online at www.worldvision.org.uk.

Part 2
Dinham, B. and Hines, C. (1983) Agribusiness in Africa, Earth Resources Research Publications,
London. (extract)

McGrew, A. (2000) „Sustainable globalisation? The global politics of development and exclusion in the
new world order‟ in Allen, T. and Thomas, A. (eds) Poverty and Development into the 21st Century,
Oxford, Oxford University Press pp. 3–22.

Nyangito, H. and Kimura, J. (1999) „Liberalization of the Smallholder Tea Sub-sector: progress, Impacts
and Recommendations for Further Development‟ in Institute of Policy Analysis and Research (IPAR)
Policy Brief, no. 1, pp. 1–5.

Spoor, M.(1998) „The Aral Sea Basin Crisis: Transition and Environment in Former Soviet Central
Asia‟ in Development and Change, vol. 29, no. 3, pp. 409–435.

Swainson, N. (1980) Development of Corporate Capitalism in Kenya, Heinemann Educational Books

Ltd, London. (extract)

Thomas, A. and Allen, T. (2000) „Agencies of development‟ in Allen, T. and Thomas, A. (eds) Poverty
and Development into the 21st Century, Oxford, Oxford University Press and the Open University, pp.
189–218.

Thomas, A. (2000) „Poverty and the “end of development”‟ in Allen, T. and Thomas, A. (eds) Poverty
and Development into the 21st Century, Oxford, Oxford University Press and the Open University, pp.
345–364.

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 Woodhouse, P. (2000) „Environmental degradation and sustainability‟ in Allen, T. and Thomas, A. (eds)
Poverty and Development into the 21st Century, Oxford, Oxford University Press and the Open
University, pp. 141–162.

World Bank (2003) World Development Report 2003: Sustainable Development in a Dynamic World,
Washington D.C., World Bank. (extract)

Part 3
Ayele, S. (2006) „IRMA: A case study of a science and technology-based intervention to reduce
hunger‟. Case study.

Chambers, R. (1983) Rural Development: Putting the Last First, Harlow, Longman. (extract)

Chambers, R. (1997) Whose Reality Counts? Putting the First Last, London, Intermediate Technology
Publications. (extract)

Chapman, J. (2002) „Monitoring and evaluating advocacy‟, PLA Notes (International Institute for
Environment and Development), Vol. 43, pp. 48–52.

Coates, B. and David, R. (2002) „Learning for change: the art of assessing the impact of advocacy
work‟, Development in Practice, vol. 12, no. 3 and 4, pp. 530–41.

Cornwall, A. (2002) „Making spaces, changing places: Situating participation in development‟, IDS
Working Paper 170, Brighton, IDS, October, pp. 1–6, 10–17, 26–29.

le Mare, A. (2006) „Belfast travelers: a case study of the provision of housing and services for the
travelling community in Belfast‟. Case study.

Hanlon, J. (2007) „Grabbing attention‟, in Thomas, A. and Mohan, G. (eds), Research Skills for Policy
and Development, London, SAGE Publications, pp. 72–92.

Mackintosh, M. (1992) „Introduction‟, in Wuyts, M., Mackintosh, M. and Hewitt, T. (eds) Development
Policy and Public Action, Oxford, Oxford University Press

Mayer , S. (2007) „Using evidence in advocacy‟, in Thomas, A. and Mohan, G. (eds), Research Skills
for Policy and Development, London, SAGE Publications, pp. 254–74.

Tearfund (2002) Advocacy toolkit: Understanding advocacy, online at tilz.tearfund.org .

Thomas, A. (2007) „Introduction‟, in Thomas, A. and Mohan, G. (eds), Research Skills for Policy and
Development, London, SAGE Publications, pp. 1–22.

Thomas, A. (1996) „What is development management?‟ Journal of International Development, vol. 8,

no. 1, pp. 95–110.

Part 4
Barakat, S. and M. Chard (2002) „Theories, rhetoric and practice: recovering the capacities of war-torn
societies‟, Third World Quarterly, vol. 23, no. 5. pp. 817–835.

Bebbington, A. and Riddell, R. (1997) „Heavy hands, hidden hands, holding hands? Donors,
intermediary NGOs and civil society organizations‟, in Hulme, D. and Edwards, M. (eds.) NGOs, States

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and Donors. Too Close for Comfort?, London, Macmillan in association with Save the Children.
(extract)

Brett, T. (2000) „Understanding organizations and institutions‟, in Managing Development, Chapter 2 in

Robinson, D., Hewitt, T. and Harriss, T. (eds.) Managing Development: Understanding Inter-
organizational Relationships, London, Sage Publications in association with the Open University.

Cleaver, F. (2001) „Institutions, Agency and the Limitations of Participatory Approaches to

Development‟, in Cooke, B. and Kothari, U. (eds.) Participation: the New Tyranny? London, Zed Press.

Crewe, E. and Harrison, E. (1998) Whose Development? An Ethnography of Aid, London, Zed Books.
(extract)

Doriye, J. (1992) „Public office and private gain: an interpretation of the Tanzanian experience‟, in
Wuyts, M., Mackintosh, M. and Hewitt, T. (eds.) Development Policy and Public Action, Oxford,
Oxford University Press.

Fisher, R. and Urry, W. (1996) Getting to YES, London, London Business Books Ltd. (extract)

Freire, P. (1972) Pedagogy of the Oppressed, Harmondsworth, Penguin, pp. 135–150.

Howell, J. and Pearce, J. (2001) Civil Society and Development, London, Lynne Rienner Publishers.
(extract)

Knight, J. (1992) Institutions and Social Conflict, Cambridge, Cambridge University Press. (extract)

Long, N. (2004) „Contesting policy ideas from below‟, in Bøås, M., and McNeill, D. (eds.) Global
Institutions and Development, London, Routledge

Mackintosh, M. (1992b) „Questioning the state‟ in Wuyts, M., Mackintosh, M. and Hewitt, T. (eds)
Development Policy and Public Action, Oxford, Oxford University Press in association with The Open
University.

Morgan, G. (1997) „Appendix A: The theory behind the practice‟, in Imaginization: The Art of Creative
Management, London, Sage, pp. 272–294

North, D. (1990) Institutions, Institutional Change and Economic Performance, Cambridge, Cambridge
University Press. (extract)

Rahnema, M. (1992) „Participation‟, in Sachs, W. (ed.) The Development Dictionary. A Guide to

Knowledge and Power, London and New Jersey, Zed Books Ltd., pp. 116–131.

Robinson, D., Hewitt, T. and Harriss, J. (2000) „Why inter-organisational relationships matter‟, in
Robinson, D., Hewitt, T. and Harriss, J. (eds) Managing Development, London, SAGE

Uphoff, N. (1986) Local Institutional Development: an Analytical Sourcebook, West Hartford,

Connecticut, Kumarian Press. (extract)

World Bank (1997) World Development Report 1997. The State in a Changing World, New York,
Oxford University Press and the World Bank. (extract)

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 World Bank (2001) World Development Report 2002: Building Institutions for Markets, Washington
D.C., World Bank. (extract)

Part 5
Adair, J. (1999) Decision making and problem solving, London, Institute of Personnel and
Development. (extract)

Bono, E. de (1992) Lateral thinking for management, Middlesex, Penguin. (extract)

Bono, E. de (1996) Edward de Bono's textbook of wisdom, London, Viking, Penguin Group. (extract)

Cramer, C. and Goodhand, J. (2002) „Try again, fail again, fail better? War, the state, the “post-conflict”
challenge in Afghanistan‟, Development and Change, 33(5), pp. 885–909.

Dewar, M. (1985) The British army in Northern Ireland, London, Arms and Armour Press. (extract)

DfID (UK Department for International Development) (2002) Conducting conflict assessments:
guidance notes. (extract)

Kuhn, R.L. and Kuhn, L. (1991) „Decision making and deal making: how creativity helps‟, in J. Henry
(ed), Creative Management, London, Sage, in association with the Open University.

McMillan, E. (2004) Complexity, organizations and change, London, Routledge. (extract)

Ministry of Defence (MoD) (2002) British army field manual, Part 8, Command 2, Staff procedures,
Chapter 5 Decision making, issue 1.4 as amended December 2002. (extract)

Ministry of Defence (MoD) (2004) The military contribution to peace support operations, Joint Warfare
Publication 3–50, 2nd ed, Shrivenham (UK), The Joint Doctrine & Concepts Centre, Ministry of
Defence. (extract)

Morgan, G. (1986) Images of organization, Beverly Hills, London, Sage. (extract)

Northcraft, G. and Neale, M. (1990) Organization behavior, Chicago, Dryden Press. (extract)

Rose, S. (1998) Lifelines, London, Penguin books. (extract)

Senge, P. (1992) The fifth discipline, London, Century Business. (extract)

Sontag, D. (2004) in The New York Times, 14 July 2004.

Whetten, D.A and Cameron, K.S. (1993) Developing management skills: managing conflict, New York,
Harper Collins. (extract)