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Public Sector Informant : PSI - October
ANZSOG Executive Workshops 2011 REGISTER NOW FEBRUARY 24-25, Sydney ECONOMICS FOR PUBLIC SECTOR MANAGERS Course leader: Prof Ross Guest, Griffith University Be better informed when making decisions in allocating scarce resources Use the 'economic approach' to evaluating costs and benefits of public sector activity Develop an appreciation of how decisions are influenced by the macroeconomic framework in which the public and private sectors operate Designed for middle-to-senior managers who have not had prior economics education MARCH 24-25, Melbourne EVIDENCE FOR POLICY AND DECISION-MAKING Course leader: Dr George Argyrous, University of New South Wales Explore the broader issues of research and analysis such as: - the relative strengths and weaknesses of different decision-making frameworks - the perils and pitfalls of quantitative analysis - how to best manage an evidence gathering project, especially when it involves the engagement of private consultants Sharpen your critical skills to make the best use of analysis tools that are available when interpreting evidence and running research projects Designed for public sector officers and managers who need to use or critically evaluate research evidence that informs policy and decision-making MAY 8-13, Brisbane MANAGING REGULATION, ENFORCEMENT AND COMPLIANCE Course leader: Prof Malcolm Sparrow, Harvard University Examine the distinctive strategic and managerial challenges that surround government's regulatory and enforcement functions Explore issues of social regulation (the abatement or control of risks to society) as well as economic regulation Explore the operations and management of regulatory and enforcement agencies rather than focussing on reforms of the legal frameworks under which they operate Designed for senior policy makers and senior enforcement officials who oversee, support or run organisations that have a significant regulatory or enforcement component MAY 15-19, Canberra MANAGING RISKS TO INTEGRITY IN THE PUBLIC SECTOR Course leader: Prof Malcolm Sparrow, Harvard University Develop a clear, executive-level view of the threats to public sector integrity and the variety of approaches and systems available to manage such risks and understand the relationship between personal values, professional values and the production of public value Focus on the risk management approach and on the dual tasks of promoting integrity and managing risks Designed for SES and senior managers whose responsibilities require them to be able to recognise and manage threats to the values and integrity of public services For further information about these and other Executive Workshops, please contact Executive Workshop Coordinator Lechée De Chavez on (03) 9285 9116 or firstname.lastname@example.org www.anzsog.edu.au facebook.com/ANZSOG twitter.com/ANZSOG & TRAINING DEVELOPMENT SOLUTIONSADVERTISING FEATURE 10-12581/1 Lead by example and reap the benefits of motivation Communication is key: People skills are the most important attribute of a good manager. IN the public sector there is a hierarchy of managers who ensure projects and daily busi- ness runs smoothly. These managers need to ensure they are being a good manager by motivating, treating people equally, delegating and working like they preach. These elements are the key to being a successful manager. People skills are the most important attribute of a good manager. Communication to staff must be done regularly and whenever necessary. Strategic planning and communicating and informing all staff members of important events or changes, providing constructive advice, encouraging, motivating and praising staff will ensure the workplace is a happy environ- ment to work in and will give employees an incentive to per- form to a high quality. Managers need to be friendly and optimis- tic; if a manager is angry, nega- tive or non-communicative, em- ployees will most likely avoid asking for assistance or advice and mistakes could be made. A good manager needs to assemble resources and del- egate work equally to ensure all work is completed to a high standard. Some managers are afraid to delegate because they think it will get done faster if they do it, they don't want mistakes made or they are insecure about telling people what to do. It is important to delegate and must be done in order for all the work to be completed. However, although it is important to delegate, it is also important not to over delegate. In the public sector a hierarchy exists in the organisation, which can create inferiority amongst employees so it is important for the manager to be a leader and illustrate to their colleagues that they are performing the same level of work as others. A man- ager needs to be a team player by delegating tasks evenly, monitoring the completion of tasks and contributing to the workload. A good manager is emotion- ally mature, is consistent with their behaviour and is able to handle stress and frustration without taking it out on em- ployees. It is important that a manager can adapt and be flex- ible and be practical when it comes to solving difficult prob- lems. To sack or demote some- one should only be needed as a last resort if a manager is doing a good job. However, it is important to remember when things go wrong it is everyone's responsibility. Most importantly a manager is there to guide and assist others. They must ensure they know how their staff are coping, ensure all staff members get along and are working indepen- dently and as a team, and know what is going on within their area as well as the organisation as a whole. 12 THE PUBLIC SECTOR INFORMANT [OCTOBER 2010]
PSI - September