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Middle Management Training on wiseGEEK:
A careful assessment can help determine if a class can be fit into a regular schedule
without undue disruption. Most business managementtraining courses charge fees
for attendance, and many also levy a materials fee or require the purchase of reading
material.
This will give each employee an idea of when his or her most productive times were
during the day, when the least productive times were, and in what areas time was
wasted. Other time managementtraining activities include experimental scheduling.This means each employee will analyze when he or she is most and least productive
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The best management training program is the one that teaches you specifically how to deal
with different personalities within the workplace in order to create a more efficient and
pleasant work environment. Top programs in the managertraining field will also offer some
sort of training on the quantitative aspects of management, such as proper accounting skills orinterpreting a profit and loss statement. Good management training programs will be taught
by professors who have significant experience incorporate training.
Learning interpersonal skills and how to manage different personality types may seem trivial,
but it makes all the difference between an average manager and an outstanding manager. An
average manager does the bare minimum to ensure that his or her team completes the
required work on time. The outstanding manager will have learned how to effectively
communicate with and engage employees of all personality types including shy, reserved
professionals and more outgoing and brazen trailblazers. You will learn how to properly
manage such diverse personalities in the workplace from a good management trainingprogram. This training becomes particularly useful when you, as a manager, will be called
upon to settle disputes that inevitably arise between employees
Every manager needs to have at least a basic level understanding of business accounting and
financial procedures. Learning how to interpret an accounting document or track the financial
health of your division through time are both important management tools. The best
management training program will offer some sort of mathematically based training so that
you are not solely dependent on employees to analyze and evaluate critical financial
documents. Such training will allow you to make calculated projections on your team's
performance, statistics that higher level executives are quite fond of and favor.
Instructors who can demonstrate experience training executives and managers is absolutely
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get the education you need in order to become a personable and effective manager for a
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company. Experienced instructors who know exactly what a professional executive or
manager needs in order to effectively lead a team are in high demand and should be the ones
teaching your management training program of choice. If you choose a training program that
is not taught by such a person you may miss learning skills critical to a manager, such as the
nuts and bolts of corporate communication and negotiation tactics.
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program.htm
TRAINING STRATEGY FOR LOWER AND MIDDLE MANAGEMENT: BRIEFING
BY SAMDI
http://www.pmg.org.za/minutes/20011002-training-strategy-lower-and-
middle-management-briefing-samdi
Chairperson: Mr J Gomomo
Documents handed out:
Presentation on Training Strategy for Lower and Middle Management
SUMMARY
The South African Management Development Institute Director General and his
deputy presented its strategy for training middle and lower management in the
public sector. This came in the light of increasing concern by Cabinet about the
effectiveness of these two levels in managing their respective areas. The
presentation covered the problems that had been identified as well as SAMDIs
programmes to address these, the objectives and goals of the Institute and other
closely related issues.
MINUTES
Mr J Mokgoro, the Director General of the SA Management Development Institute
(SAMDI), pointed out that SAMDI had been requested to make this presentation
on training strategy for middle and lower management in the public sector by
the Portfolio Committee following concerns from Cabinet.
Several issues had been raised concerning the effectiveness of those two areas
of management and these included the concern that Directors General were not
spending sufficient time on strategic issues in the various departments. It
appeared that tension existed between the strategic and operational
management and this has been seen as a result of the low quality of
management, especially at middle management level. This strategic and
operational tension seems to be linked to the Public Service Act and Public
Finance Management Act. He raised concern that promotion up the ladder is fast
tracked and the depth of management experience is as such not developed.
Mr Mokgoro noted that up to very recently, there was concern that although
budgeting had improved, it was leading the planning process instead of the
planning process leading the budgeting. He went on to add that strategic
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priorities were identified at their recent strategic planning session. These
priorities include, developing and implementing a cost recovery strategy;
extending the SAMDIs services to local government; as well as accelerating
middle and junior management staff.
Ms M Bernard-Fryer, the Deputy D.G, presented the rationale for training middle
and lower managers.
She started off by saying that there is a tendency in the public sector to forget
that middle managers are the implementers of policy, they are often the link
between the senior and junior managers, but they are often the most neglected
with regard to their own development. This training programme has been
designed to equip this level of management. She pointed out that there were
very few specialised training programmes like project and finance management,
especially for the junior ranks. Thirdly she noted that gender representivity in the
training programmes was prioritised. A quota was introduced so that any trainingprogrammes undertaken for government departments must include at least 50%
women.
Ms Bernard-Fryer informed the committee that for the SMS programme, if a
trainee holds a three-year degree, this programme gives the individual a direct
access route to a Masters Degree. She pointed out that the aim of the Human
Resources Management Programme is to develop human resource management
practitioners and managers who are skilled and competent in delivering quality
service and advice. Regarding the issue of improving Service Delivery for
operational managers, she noted that they had found that in some areas, skillsfor implementation and management of service delivery were lacking thus
training in this regard was highly important.
Discussion
Mr M Sikakane (ANC) questioned the presenters on the issue of tensions brought
about by PFMA and PSA. He wanted to know how the lack of quality in
management brought about these tensions. Secondly on the issue of finance, he
asked if the presenters were saying finance is a constraint on their activities.
Mr J Modisenyane (ANC) wanted to be clarified on the usage of the conceptsoverstaffed and underemployed.
Mr M de Camara (DP) wanted to know what kind of co-operation the Institute had
received from the various national and provincial departments and what
amounts had been made available for this purpose.
Mr J Mokgoro responded to the first question and pointed out that regarding
strategic and operational tension, this was an analysis from a study by the Forum
for South African Directors-General (FOSAD). Managers are normally supposed to
operate at strategic level but were forced to operate at an operational level dueto legislation on the issue.
On the issue of finance, he informed the committee that post-1994, functional
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committees decided the amount and handed it over to the provinces. This meant
that budgeting proceeded planning whereas it is supposed to be the other way
around and as such whatever planning to be done was to be done within certain
budgetary limits.
On the issue of the usage of the concepts overstaffed and underemployed, he
noted that the former referred in this context to having a lot of employees who
are not sure of what their role is and therefore are not fully used, thus they are
underemployed.
On the issue of co-operation, Ms Bernard-Fryer responded by saying that
generally all nine provinces and about 36 national departments were fully
participating in the programme. In response to the budgeting she pointed out
that it is quite difficult to pin-point a specific amount because of the various
attendance patterns from the recipients. However an estimation of around R13
million was not far off.
Mr T Abrahams (UDM) asked how the attrition rate in the senior ranks compared
with the upward mobility of officials. The member asked a second question and
wanted to know how bad are the ABET levels which the DDG had referred to
Mr N Zulu (IFP) asked what the entrance requirements for the junior
management programme were and also wanted to know if they regarded 3 and
4-year degrees in differently.
Mr B Mthembu (ANC) commented on the issue of tensions and pointed out thatperhaps the tension might be arising in policy interpretations and wanted to
know SAMDIs comment on the issue.
Mr M Maphalala (ANC) asked the presenters as to what programmes they had
put in place to ensure that training programmes for disciplines like project
management were sustainable.
Ms C September (ANC) asked the presenters as to whether within this
programme they had identified a workplace change manual as a way of
encouraging change in the workplace. Secondly, she wanted to know more aboutthe programme for training managers and what kind of institutions was the
programme targeting and is parliament included in those targeted.
Mr D Sithole (ANC) asked which was the problem - top management being
overloaded or the lack of skills at this level. Secondly he also asked if the
certificate programmes were the only links with higher qualifications and why
would anyone want to do them instead of going straight to a higher qualification
if they are not recognised as qualifications. Thirdly he also asked about the HRM
training programme for women as to why is it focused solely on women, what
happens to the men who work with them if they are not trained to work properlywith women?
Mr Mokgoro in responding to the first question on attrition rates pointed out that
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he did not have precise figures on the attrition rate, but that one can say that
South Africa has a younger job echelon which is very mobile because of better
private sector opportunities and he went on to add that this is an issue which
planners need to take into account when employing and training top level and
even middle level managers.
On the issue of tension, he noted that the tension is not between the Public
Finance Management Act and the Public Service Act but rather between the
individuals themselves when they have to perform duties between the two
sectors. He went on to add that the point is that, skills or not, one has to concern
themselves about planning of particular departments and units over an annual
basis.
On the issue of policy management and implementation, he noted that this
needs further and more closely scrutinised arrangements. On the issue of project
management training sustainability, he referred the MP to the certificateprogramme in Public Management as an example of a continuous training
programme sustainable for a long period of time.
On the issue of institutions targeted, he pointed out that a number of parastatals
have their own training units and SAMDIs role here would be to consolidate on
the knowledge already in place. However because they work on a cost recovery
basis, they would also like to include the parastatals in their training
programmes. On the issue of parliament, he pointed out that no arrangements
are in place yet, but noted that they are in the process of setting up such
arrangements with the Speaker.
On the question of HR training programmes for women, he concurred with the
MP that it is a serious consideration which needs to be addressed urgently and
they would prioritise addressing it.
On the ABET issue, Ms Bernard-Fryer informed the committee that literacy is
adequate but functional literacy is the real problem. On the issue of the entry
requirements of the junior qualification, she noted that with the new South
African Qualifications Authority stipulations, a person with a std 6 or 4 can be
admitted on the basis of work experience to the middle or even seniormanagement training levels.
She went on to add that the distinction between a 3 and 4 year degree was no
longer relevant as entrance to level 7 (masters) is now accessible to a junior
degree holder. On the issue of a workplace change manual, she pointed out that
there is an impact study by external assessors to see if the training has made
any changes to the workplace arrangements in terms of managerial capacities.
Ms Mbulawa-Hans (ANC) noted that most of her questions had been answered as
the other MPs had raised them.
Mr R Baloyi (ANC) asked if there is anyway of tracking or re-evaluating the
qualifications. Many people hold certificate programmes but seem not to have
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grasped the competency adequately.
Mr M Sikakane (ANC) commended the D.G on the issue of linking national
practices to provincial and local government practices and expressed his
happiness that the D.G had highlighted the issue.
On the issue of the qualifications held by an individual, the DDG noted that
SAMDI has a continuous evaluation programme and no longer issue certificates
as a once-off sign of approval to the trainees.
http://education-portal.com/academy/lesson/management-in-organizations-top-
middle-low-level-managers.html
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