SOUTH AFRICAN MANAGEMENT DEVELOPMENT INSTITUTE (SAMDI)

1. SOUTH AFRICAN MANAGEMENT DEVELOPMENT INSTITUTE (SAMDI)

2. TOWARDS A STRATEGY FOR MIDDLE AND LOWER MANAGEMENT DEVELOPMENT

3. PRESENTATION TO PORTFOLIO COMMITTEE 03 OCTOBER 2001

4. Introduction SAMDI has been requested by the Portfolio Committee to present its strategy on training for lower management. This request is timely as Cabinet and FOSAD recently expressed concern regarding the effectiveness of this level.

5. Common Structural And Managerial Attributes of Organisations in Developing Countries • Low levels of functional specialisation • Many hierarchal levels • High levels of centralisation • Rigid stratification and silos

6. Hierarchal form of control • Paternalistic and authorisation leadership styles • Low morale and little co-operation among employees • Overworked top management

7. Top management reluctant to delegate – carry out mundane activities • Weak administrative and technical support • Middle management weak in terms of systems and controls • Middle management rarely shows initiative and innovativeness

8. Middle management exercises close supervision and do not delegate • Third, operational level inefficient and costly • Third level overstaffed, unproductive and underemployed • Third level salaries poor and no performance incentives

9. Issues Raised by July 2001 Cabinet Lekgotla and FOSAD Response • DG’s don’t seem to be spending sufficient time on strategic issues • Top management is overloaded • DG’s find that they have to manage at operational level

10. There is concern about the quality of management, especially at middle level. • This strategic and operational tension seems to be linked to the PFMA and PSA • Promotion up the ladder is rapidly fast-tracked. No depth of management experience is developed.

11. Management Classification Proposed strategy for levels 7-12. However, levels 11 and 12 are usually included with SMS for purposes of training and development.

12. Strategic Framework for Management Development C A R E E R P L A N N I N G S E L F D E V E L O P O R G/ D E P T D E V E L O P M A N A G E M E N T D E V G O V T S T R A T E G Y SUCESSION PLANNING DEPT. NEEDS INDIVIDUAL NEEDS GOVT NEEDS

13. AIM OF SAMDI The aim of the South African Management Development Institute (SAMDI) is to provide practical and customer-driven training and organisation development interventions that lead to improved performance and service delivery in the public sector.

14. Strategic Objectives The following strategic priorities were identified at our recent Strategic Planning Session (for purposes of the MTSF): • Develop and implement a cost recovery strategy • To extend SAMDI’s services to Local Government • To accelerate middle and junior management staff • To provide leadership in and for Public Service: • Leadership Development • Performance Consulting

15. Rationale for Middle & Lower Management Training • The rationale for a middle management training programmes is evident by the absence of any management training for this management level in the Public Service. • Middle managers are the implementers of policy and a critical communication point between senior and junior managers – however often the most neglected group with regard to their own development. • Middle managers often lack planning/ project management and financial management skills, which are critical to the implementation of policy.

16. Proposed Focus Area for Middle Management Training: Women BACKGROUND • It is clear that women need to be given first preference in all developmental programmes that are initiated and conducted within the Public Service. • The march to equality between men and women has barely begun. • Gender structures established so far are weak and under-resourced.

17. GOALS • Develop strategies that ensure the integration of gender issues into policy and planning. • Co-ordinate gender training and education for all Public Service staff. • Explore the increasing representation and participation of women in government and how that can influence policy • Explore how women’s participation in government will improve the lives of ordinary women

18. Proposed Programmes • Programmes should lead to a certificate, which is in line with SAQA requirements. • A point of departure for further development of programmes will be the existing SAMDI Management Development Programme. • JUPMET conducted intensive research during 2000 on a proposal for leadership development for middle managers and came up with an integrated approach to management training and development as represented in the management training model set out under programmes.

19. Middle & Lower Management Development Model Masters Degree If in possession of a 3 year post matric qualification Higher Degree SMSProgramme Plus outstanding credits Degree Middle Level Management Plus outstanding credits Associate Degree Junior/Middle Level Management Programme Plus outstanding credits

20. The following training and development programmes were identified as being crucial to SAMDI’s endeavour to enhance service delivery of middle managers

21. Human Resource Management Programme The aim of this programme is to develop human resource management practitioners and managers to be skilled and competent in delivering quality services and advice.

22. Improving Service Delivery for Operational Managers This module is designed to equip managers with the necessary skills and tools to manage and implement service delivery according to the Batho White Paper. It is practical in nature and will be complemented with hands-on guidance and consultation at the workplace.

23. Certificate in Public Management This programme develops a holistic approach to planning, project management and financial management skills which are viewed as critical in the implementation of policy

24. Human Resource Development Course (Situational Needs Analysis) This programme empowers managers to identify and recognise organisational problems. It also enables them to identify appropriate interventions.

25. Human Resource Development for Women SAMDI can assist in HRD for women by developing strategies that ensure the integration of gender issues into policy and planning in order to attain government’s target of equity in senior management positions.

26. Progress on Middle Management Training and Projection until February 2002

27. Statistics of SAMDI’s Middle Management Training (Feb – Aug 2001) TOT - Training of Trainers - 398 HRMT - HRM Training - 1429 SD - Service Delivery - 3771 TOTAL - 5598