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Management essentials
2016 Workshop schedule
To attend a Management essentials workshop, click on the date of your preferred session. Alternatively, visit the Commission’s Events page to register your details. Where a session is at capacity, you are encouraged to register your details for the waitlist.
All enquiries may be directed to Cassie Almasi at [email protected] or (08) 6552 8604.
Date Module
Wednesday 6 July 2016 Managing risk
Thursday 7 July 2016 Managing self
Wednesday 13 July 2016 Managing people
Tuesday 26 July 2016 Critical thinking
Thursday 28 July 2016 Managing change
Wednesday 3 August 2016 Managing risk
Thursday 4 August 2016 Managing people
Wednesday 10 August 2016 Managing change
Monday 15 August 2016 Managing self
Tuesday 16 August 2016 Critical thinking
Monday 29 August 2016 Managing people
Tuesday 30 August 2016 Managing risk
Monday 5 September 2016 Critical thinking
Tuesday 13 September 2016 Managing change
Tuesday 20 September 2016 Managing people
Wednesday 21 September 2016 Managing risk
Wednesday 28 September 2016 Managing self
Date Module
Tuesday 4 October 2016 Critical thinking
Tuesday 11 October 2016 Managing self
Tuesday 18 October 2016 Managing risk
Wednesday 19 October 2016 Managing people
Wednesday 26 October 2016 Managing change
Thursday 3 November 2016 Managing people
Monday 7 November 2016 Managing self
Thursday 10 November 2016 Managing risk
Thursday 17 November 2016 Critical thinking
Wednesday 23 November 2016 Managing self
Tuesday 29 November 2016 Managing change
Thursday 1 December 2016 Managing risk
Monday 5 December 2016 Critical thinking
Thursday 8 December 2016 Managing people
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EligibilityManagement essentials is targeted to officers who manage a team of direct reports, providing ample opportunities to apply learnings direct from the workshop to the workplace.
To participate in Management essentials, officers must: be in a management role, PSGOGA levels 4 – 6 (and equivalent) have the support of their line manager to attend attend the workshops with an open mind to adult learning, expecting a combination of
theory, practical and interactive learning activities.
Overview of modulesManaging changeChange needs to be made and sponsored from the frontline. Managing change provides managers with a greater awareness of the drivers of change and explores practical strategies for becoming a more effective change agent in your own jurisdiction.
During this module, participants will: examine changes in the public sector arising from the policy agenda, economic
landscape, machinery of government, technology, demographics, community expectation and accountability
discuss the role of the change agent in supporting reform in the public sector environment critically analyse how to best contribute to the change process as a manager or
supervisor: lessening the negative and harnessing the positive within their own sphere of influence
use case studies and scenarios to better understand leading change from ‘where you are’ to improve problem-solving, foster innovation and manage governance at ‘grassroots’
outline a range of effective managerial practices to assist people throughout the change process, including strategies for communicating with, consulting and coaching teams and individuals.
Managing peopleIt is necessary for managers and supervisors to properly manage and enhance their team’s performance, as well as establish good working relations with team members. This module aims to provide managers and supervisors with practical strategies to initiate performance management confidently at the front line.
During this module, participants will: define the meaning and function of effective performance management in a public sector
organisation assess current issues and trends in public sector employee engagement identify the managerial qualities required at the front line to enhance a performance
management culture in a public sector organisation use performance management case studies and scenarios from the public sector to
examine best practice approaches be familiar with current trends and practical strategies in performance management
applicable to the public sector discuss strategies to overcome difficult conversations and practice constructive feedback
tactics.Page 3 of 4
Managing riskGiven that risk is unavoidable, it is necessary for managers to be confident in integrating risk thinking into agency management practices. Managing risk provides a greater awareness of risk management principles, frameworks and processes, and assists participants to understand and apply risk-based decision-making.
During this module, participants will: examine risk perspectives and the factors involved in risk-based decision-making discuss the principles of an integrated risk management approach and its value to an
organisation’s service delivery explore tools to qualitatively assess risk exposure and probability examine the roles and responsibilities of managers and other stakeholders in the effective
implementation of risk management consider the value of risk management in protecting and creating value within
organisations.
Managing selfTo effectively manage people, you must first be able to manage yourself; your behaviour, your emotional responses and your actions. Managing self helps managers understand how personal effectiveness and performance can be improved by being self-aware.
During this module, participants will: explore tools which build an attitude of resilience to deal with uncertainty, change and
challenge understand the spheres of control and influence which will support you and your team develop a habit of self-reflection and understand its value in being an effective manager discuss strategies to recreate moments of enjoyment and satisfaction appreciate that effective management comes from first being able to recognise and
manage your own emotions, behaviours and actions.
Critical thinkingTo think critically and make sound decisions, managers need strong networks, support and experience. The aim of this module is to help managers recognise and use different approaches to solve problems and adopt a proactive, reflective mindset.
During this module, participants will: define ‘critical thinking’ identify components of critical thinking analyse situations of critical thinking and decision making apply critical thinking models to the public sector and more widely recognise tensions experienced by public servants when making decisions.
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