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This first segment of the IMC course focuses on the broad strategic picture by examining the external environment in which a leader is operating.

This is the first segment of the Integrated Management Curriculum - a three quarter sequence designed to teach skills, practices and theories involve

The second IMC term builds upon the first, relating the importance of the internal operational capacity to the external environment. However, in this second term, the focus is on the specifics of operational effectiveness, rather than on the broader strategic examination of the first term.

The second IMC term builds upon the first, relating the importance of the internal operational capacity to the external environment.

As the previous IMC terms provided external and internal perspectives of the responsibilities of leadership, this term is intended to weave those together, by providing practice at integrating the skills, and focusing on how to affect policy.

As the previous IMC terms provided external and internal perspectives of the responsibilities of leadership, this term is intended to weave those tog

How should a complex public organization such as a public university respond to changes in the organizational environment when there are many "voices" with power to speak on emerging public issues that affect the university in different ways?

This teaching case presents a problem of how complex public organizations respond to changes in the organizational environment.

Focuses on the academic, administrative, local and regional issues surrounding a county school board's failed attempt to partner with a local college and successful partnering with an out-of- state University in creating a dual enrollment program.

This case focuses on the academic, administrative, local and regional issues surrounding the attempts by a county school board to partner with a local college in designing and implementing a dual e

Thought provoking compilation of objectives and reminders for making compelling presentations to senior officers and executives. Provides a practical outline of considerations to develop students' briefing and presentation skills.

Compelling presentations to senior officers and executives are an important ingredient of success.

A widely published and skilled writer, experienced in government,  research, and teaching, presents a powerful tool for accomplishing  writing tasks.  Written by UC Berkeley's Michael O'Hare, its form  exemplifies the concept.

Writing well is a professional skill; more widely required in public service than perhaps any other.

Early in his teaching career at a graduate school of public affairs, an assistant professor leading a management case discussion is brought up short by an African-American student's objection to "racism" in the case text. It is suitable for discussion in faculty groups focusing on teaching about diversity, leading discussion on charged subjects, and leading discussion among diverse participants.

This brief, three part case focuses on an unsettling moment in the life of a public management class, when racial tensions surface during discussion of a case involving minority staff at a public a

A skeptical consultant sets out to evaluate a rural development project and discovers it to be a genuine success, then ponders how to analyze its strengths and write a report that will help similar initiatives gain support.

Yumeko Shirooka is a consultant hired by the Japanese Ministry of Foreign Affairs to evaluate development activities in China.

Conflict erupts when the Catholic Church seeks to reclaim a building that has housed a popular public school for almost fifty years based on a Hungarian law requiring localities to return all property to local religious orders. The case also prompts analysis of how local governments are caught between the dictates of nationally driven policy or regulation and the specific, unique needs of their own communities.

This short, engaging case spurs class discussion about the role of community-based interest groups and the pressures they exert on local governments and public executives.