ReSPA seminar - Managing the Administration, A comprehensive management training PDF Ispis
Srijeda, 17 Ožujak 2010 16:01

Krajnji rok za prijave: 24.03.2010.


Managing the Administration
A comprehensive management training
organised by
European Institute of Public Administration (EIPA)

 

Sarajevo, 7 – 9 April 2010 (Module I)
Sarajevo, 18 – 21 May (Module II)

 

PROVISIONAL PROGRAMME
Background
For public managers nowadays the challenge is in finding the right balance between having the
expertise on the substance of the area they are working in and being able to lead their staff towards
the objectives of their department. This often requires a wide repertoire of skills like defining a
strategy, setting clear objectives, negotiating between different interests, coaching, supporting,
motivating, delegation of tasks, handling conflicts dealing with different employees of different age
and levels of experience within the administration.
In a 7-day training programme divided over two modules of respectively 3 and 4 days, the emphasis
will be mainly given to the development and implementation of strategies and managing people.
Overall Aim
This training programme should provide the participants with knowledge and skills of modern strategic
management techniques and methods used in public administration as well as increase the
effectiveness by building up reference frames about management in general and specific knowledge
and skills for leadership and people management.
Objectives
In this training programme the main objectives are:
• To strengthen strategic planning and implementation;
• To introduce result oriented management and enlarge the ability to set goals and objectives;
• To present effective methods and techniques of setting strategic goals;, preparing strategic
documents and implementing strategies in order apply this in the respective departments;
• To Manage roles and priorities;
• To manage the organisation culture;
• To train in different styles of situational leadership: directing, coaching; supporting, delegating;
• How to motivate people taking into account the fundamental needs of autonomy ‘agency),
competence (growth) and communion (affiliation).
Method
The programme will be implemented through a variety of training methods (presentation, group work,
discussions etc). Use will be made from benchmarking, best practices as well as using the own
experiences as an important ankle to learn
Location
The programme will be organised in Sarajevo, BiH.
Target Group
The programme is meant for participants who have management responsibility and are in charge and
responsible for defining strategic goals and its implementation.

Trainers
Module I:
Prof. Arthur Nowak-Far (Poland)
Mr. Tomasz Szuba (Poland)
For module II:
Mrs Astrid Karg (Germany)
Mr Johan de Bruycker (Belgium)
MODULE I (7-9 APRIL 2010)

WEDNESDAY, 7 APRIL 2010
09.30 Welcome
Introduction of the participants, trainers and the programme
10.00 1st Session: Strategic management in public administration settings
2nd Session: Launching strategic management methodology in a Ministry;
making strategic choices – reflecting political agenda in a politically impartial
institutional setting
13.00 Lunch
14.00 3rd Session: Workshop - Building mission and vision
16.30 End of the day’s programme
19.00 Joint Dinner

THURSDAY, 8 APRIL 2010
09.30 4th Session: Strategic analysis; Strategy formulation (and budgeting for
strategy)
13.00 Lunch
14.00 5th Session: Workshop - Strategy implementation
16.30 End of the day’s programme

FRIDAY, 9 APRIL 2010
09.30 6th Session: Monitoring and evaluation; indicators-setting
13.00 Lunch
14.00 7th Session: Case studies: International examples, lessons learned
16.00 Conclusions and evaluation
16.30 End of training module I

MODULE II (18-21 MAY 2010)
TUESDAY 18 MAY 2010
09.00 Welcome and Introduction to the Seminar
Presenting the framework of the programme:
Background, objectives, roles of the trainers/facilitators, working principles and
methods and the desired participation.
Getting acquainted:
introducing the participants, their professional situation, challenges, personal
objectives in the training, expected outcome.
10.30 Coffee break
10.45 Defining management and the role(s) of a manager
- Brainstorm by meta-plan
- Summarising key responsibility areas (interactive) and the role of the manager
- Interactive presentation of the Quinn management model
11.30 Self-reflection on strengths and weaknesses in management roles
- Individual reflection by means of a handout describing the Quinn managementroles
- Exchange of experiences and best practices in pairs
12.30 Lunch break
14.00 The manager as a director
Defining the key management concepts: mission, vision, strategy, and objectives.
14.30 Creating a motivating working environment
Discussion in small groups (complementary group work):
Describing the state of the art in reference with: the management plan of the
organisation (or directorate, department, ….), team objectives, individual objectives
(cascading goals)
15.30 Coffee break
15.45 Presentation of the conclusions of the group discussion
Interactive with Q & A
16.00 Management issues to develop
According to the outcome of the different working groups, we form new groups of
complementary competences to elaborate the weaker points in the management
approach
16.30 Summing up the day
Round Robin in which we evaluate the day, content, method, our own contribution as
trainers and make some agreements to follow up
17.00 End of the day’s programme

WEDNESDAY 19 MAY 2010
09.00 Brief review of day 1
Question: What are the learning points of each participant?
(Round Robin)
09.30 Introducing the programme of day 2
Presentation
09.45 Interpersonal Communication
Interactive presentation of the circumplex-model
10.30 Coffee break
10.45 Exercises: different positions in interaction
Building up a sound understanding of the interaction process by going trough a
sequence of exercises, gradually progressing in level of complexity. The subject
evolving from ‘out of the box’ to real cases, introduced by the participants.
Feedback and debriefing of the exercises.
12.30 Lunch break
14.00 Building a bridge to the leadership styles model
Presentation: explaining the similarity with the interaction model.
14.30 Exploring the different constructive leadership styles
Practical cases to learn about the most important situational leadership styles:
Directing, coaching, supporting, delegating
15.30 Coffee break
15.45 Exploring the different constructive leadership styles (continued)
16.30 Summing up the day
Round Robin in which we evaluate the day, content, method, our own contribution as
trainers and make some agreements to follow up
17.00 End of the day’s programme

THURSDAY 20 MAY 2009:
09.00 Managing a team
Understanding the roles and making use of the talents of team members
10.30 Coffee break
10.45 Managing a team continuation
12.30 Lunch break
14.00 Dealing with conflicting interests and negotiating
15.30 Coffee break
15.45 Dealing with conflicting interests and negotiating II
16.30 Summing up the day

FRIDAY 21 MAY 2010
Basically the trainers spend this day providing individual feedback to each participant, based on the
outcome of the tests. In the meantime we can link these results with the behaviour shown in the
training sessions and especially in the exercises.
Each participant will have a personal meeting with one of the trainers. In the remaining time (when not
involved in a feedback session with one of the trainers) the participants will be involved in ‘inter-vision’
tasks in small groups.
Evaluation and follow up

Ažurirano Utorak, 30 Ožujak 2010 10:56
 

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