Managing on Purpose A Framework for Success
Please note that this program has been approved for 7.5 recertification credit hours toward PHR®, SPHR® and GPHAR® recertification through the HR Certification Institute. Please be sure to note the Program ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute homepage at www.hrci.org.
Managing on Purpose is a comprehensive management training program delivered in eighteen lessons, nine sessions. This is a "threshold" program, comprised of "must have" lessons that all managers and supervisors in an organization should learn. The lessons correspond to chapters in a book of the same title, written by James Hall in 2011. Each lesson includes a section called For Further Consideration, which is a list of questions designed to generate further discussion of that lesson's topic. It's recommended that all participants going through the program take the first six lessons, called Aspects, in order. Thereafter the program offers the flexibility of participants taking all remaining lessons, called Applications, choosing first those most appropriate to their specific needs.
This new program can be counted towards our Supervisory Certificate Program
First Lesson: The Need for Purposeful Management; Management in Perspective
The Need for Purposeful Management: Organizations exist to achieve specific results. Results can be the manufacture of light bulbs, the serving of pizza, the sale of furniture, or the delivery of health care. The purpose of management is to ensure that an organization's purpose is realized, that its goals are achieved. Reasons that managers can have difficulty being purposeful in their activity is that they find it difficult to identify and carry out their many and varied areas of responsibility; they can have difficulty simply perceiving all the different dimensions of their jobs. This lesson provides not one but several "frameworks" within which that can occur.
Management In Perspective: This lesson begins by asking the question, are managers relevant? Computers and automation have transformed the workplace; many jobs and functions have been sent offshore—how necessary are supervisors and managers? What is the environment in which management occurs today? What are the social and economic factors that affect the workplace?—that make the many dimensions of a manager's job even more difficult than it was before? This lesson looks at our recent past, then at the current workplace, reviewing how managers used to carry out their responsibilities and how they carry them out today. The answer to the initial question is yes: managers are and must be more relevant today than they've ever been.
Second Lesson: Assessing Management’s Value, The Myth of Multi-Tasking
Value: The value of a bulldozer to a construction company is obvious. It can move dirt more easily than can people wielding shovels. Its value can be calculated in dollars and cents, time saved, and ease of operation and maintenance. Its value proposition is that more value accrues to the company that buys the bulldozer than value the company would otherwise have. If the company didn't have the bulldozer, it would need to accomplish work in other, less effective ways. This lesson asks the question, is the foregoing true of managers? How do managers and supervisors demonstrate value to their organizations? The lesson describes how managers can both calculate and communicate their value to stakeholders in their organizations.
Myth of Multi-Tasking: If managers had just one thing to do, life would be so much simpler. However, they have many things to do, and they need to acquire knowledge and develop skill in order to address each of their many duties and responsibilities. This lesson provides an overview of what these key dimensions of the job are: managers need to pay attention to people, money, planning, compliance, technology, risk, service, discipline and accountability, service and leadership. As managers we can gravitate toward those areas of our jobs that we feel most comfortable in, sometimes to the neglect of other key areas. This lesson emphasizes that in the end that is an approach that is not sustainable, especially as individual managers are asked to do more and more with fewer and fewer resources.
Third Lesson: A Manager's Radar, Determining Priorities
A Manager’s Radar: Building on the content of Lesson Two, this lesson breaks the duties and responsibilities of managers down to the specific "inputs" that managers need to process every day. These inputs come at managers at high speed, each insisting that it is more important than any other that may land on their plates at a given moment. Managers must first be able to see that all of those inputs are on their way, and this lesson gives them comparisons to use in identifying and handling them. For example, inputs are seen as "coming at" managers through individual lines or pipes, and managers are asked to determine the diameters of each line (the diameter of a given line determines how much “gets through” it, and managers must control the respective diameters of these lines carefully). Like air traffic controllers watching radar screens, managers can ill afford to neglect anything “coming in for a landing” at any given moment.
Priorities: This lesson helps managers see and control the variety of inputs that require their attention: but who, in effect, sends all those inputs down the pipe in the first place? Who decides which of them is the most important, and how many of each to send? Sometimes organization goals and priorities are easy to see and are readily communicated. Everyone in the organization, so to speak, is singing from the same page of the hymnal. But what if goals and priorities are not so clear? When this is the case, managers, working with the best information they have, need to set their own priorities; they must, as it were, "manage up." The point is that managers need to be more than "catchers" in the workplace, dealing in an apparently random way with whatever comes in through the door. They must organize, prioritize, and manage on purpose.
Days/Dates: . Register by:
The rest of the sessions are below with the dates. All classes will be 2:30 pm to 5:30 pm. Please call the office at 717-843-3891 or visit our website at www.mascpa.org for a detailed flyer. If you would like the whole program or part of the program to be taught onsite please call the office. You can pick and choose the topics below. The price for the topics below are $ member/$ non-member. If you sign up for two or more topics the cost will be reduced to $ member/$ non-member. Sign up for the entire series to get the best discount. Entire series, Lesson 1 through 9, is $.00 member/$ non-member.
Session Four: The Potential for Change, People as a Priority-
Session Five: Discipline and Accountability, Equal in the Eyes of the Law
Lesson Six: It Can Happen Here, Disability Laws and Worker Safety-
Lesson Seven: Technology, Privacy and Other Protections-
Lesson Eight: Planning, Managers and Finance-
Lesson Nine: Service, Managers and Leaders-
Payment must accompany non-member registration. Make checks payable to MASCPA. Cancellation Policies Apply: Substitutions may be made any time. Cancellations within five business days of the session will be charged. No shows will be charged. Questions: 160 Roosevelt Ave., Ste 400, York, PA 17404; Phone – (717) 843-3891; Fax – (717) 854-9445; E-mail: firstname.lastname@example.org.