Postgraduate Diploma In Public Management

Download the School of Public Management BrochureProgramme Overview

 

The Postgraduate Diploma in Public Management enhances skill and builds knowledge in those management areas that improve delivery. The focus is on equipping graduates and mature public servants with sound understanding of organisational strategy, structure, systems and culture alongside key management skills that elevate performance.

The exciting ingredient of this programme is the opportunity it offers professionals to reflect on their own practice and expand into new areas of management.

The Postgraduate Diploma In Public Management is registered at NQF level 8 with 120 credits. It is a two-year programme, comprising 6 compulsory modules and 2 elective modules.

Learning Outcomes

  • Describe and evaluate the range of models and theories to facilitate strategic planning and change management processes
  • Know the theory, skills and tools to manage development projects effectively and efficiently
  • Have the necessary knowledge and skills to manage finances in an accountable, transparent manner within public sector context
  • Describe and critique the key human resource management principles, processes, theories and models relevant to the public and development sector
  • Be familiar with the South African Labour Relations Act and related legislation to deal with unions and disputes in the work place
  • Know the procedures and tools to manage conflict in the workplace
  • Explore and critique public service policies and processes related to service delivery issues and sustainable development

Qualification

Postgraduate Diploma in Public Management
NQF Level: 8
Credits: 120

Duration

Learners are expected to complete a total of 1200 notional hours within a period of 18 months.

The course is offered as a block release programme comprising of eight modules (each module consists of 2 to 4 days contact time), self-study, assignment writing as well as examinations.

Entry Requirements

Undergraduate three or four year degree and basic computer skills.

Accreditation

This qualification is accredited with the Council of Higher Education. Regenesys Management (Pty) Ltd. is registered as a private higher education institution by the Department of Education of the Republic of South Africa in terms of section 54(1)(c) of the Higher Education Act, 1997 (Act no. 101 of 1997), and Regulation 16(4)(a) of the Regulations for the Registration of Private Higher Education Institutions, 2002.

Compulsory Modules

  1. Monitoring and Evaluation
  2. Strategic Planning and Change Management
  3. Advanced Project Management
  4. Human Resource Management
  5. Negotiation and Conflict Management
  6. Financial Management for Managers

Elective Modules
(Choice of 2)

  1. Labour Relations
  2. Mentoring and Coaching
  3. Marketing Management
  4. Quality and Customer Relations Management

Compulsory Modules Summary

1 Monitoring and Evaluation
Learning Outcomes for Monitoring and Eveluation
At the end of the module, learners will be able to:

  • Describe and explain a range of project schedule processes and techniques;
  • Monitor actual project work versus planned work;
  • Record and communicate schedule changes;
  • Establish performance standards and monitor systems;
  • Prepare for performance review of team members;
  • Conducting performance review interviews;
  • Explain and use a given team performance reference framework;
  • Evaluate team performance using given team performance reference framework;
  • Maintain records resulting from evaluation of team performance;
  • Facilitate team performance improvements using assessment findings;
  • Establish performance standards and monitor systems;
  • Conduct performance review interview Identify and recognise potential risks that could affect project performance;
  • Contribute to the assessment of the impact and likelihood of identified risks;
  • Contribute to the development of risk management statements and plans;
  • Monitor and control the project risks;


2 Strategic Planning and Change Management

Strategic management terminology and concepts, changing context of public and development sector, old and new management paradigms ,strategic planning process, consultation process, establishing organizational vision/purpose/mission, analysis of organisational internal and external environment, formulation of strategic issues and objectives, operational planning, monitoring and evaluation, strategic management in the private sector, change management, strategic management success and failure factors.

Learning Outcomes for Strategic Management Module
At the end of the module, learners will be able to:

  • Evaluate strategic management terminology and concepts
  • Understand the origins of strategic planning and assess its relevance in public and development sector organisations
  • Evaluate the public and development sector context in relation to the impact on the organisation
  • Critique appropriateness of old and new management paradigms and determine methods of applicability
  • Assess the significance of consultation and conduct a stakeholder analysis
  • Critique various organisational vision, mission and value statements and explore the importance and processes to develop the above-mentioned statements
  • Evaluate various analysis models and in particular SWOT
  • Identify strategic issues using criteria from various authors
  • Develop SMART strategic objectives based on the strategic issues
  • Develop a strategic plan
  • Evaluate monitoring and evaluation strategic planning processes
  • Critically compare and evaluate processes and applicability of strategic planning processes for the public, development and private sector e.g. Bryson, Porter’s model, etc.
  • Evaluate change management models and processes
  • Link strategic planning to change management and organisational development
  • Develop strategies to manage effective key strategic management failure and success factors

3 Advanced Project Management

Aligning organisational, project team and individual objectives, project management definition, interrelationship between strategic planning and project management, aligning strategic plans and project plans ,interrelationship between project management and other management disciplines, the project management cycle, project team development, problem analysis and identification, project scope, stakeholder participation, feasibility study, project planning, work breakdown structure, gantt chart, project risk and project quality management, resources and cost planning, tender and contract management, project monitoring and evaluation, project closure and handover, writing project proposals and reports.

Learnin Outcomes for Project Management Module

At the end of the module, learners will be able to:

  • Evaluate and critique project management terminology and concepts
  • Evaluate the project management context in relation to the impact projects
  • Determine to the link between strategic plans, programmes and projects
  • Align organisational, project and individual goals using a systems approach
  • Critically assess the role of teams in project management and know the key processes, models and skills to develop project groups into teams
  • Evaluate relevant project management cycles for the public sector
  • Conduct problem analysis using a variety of problem analysis tools
  • Identify relevant projects based on the problem analysis
  • Conduct a stakeholder analysis
  • Evaluate various work break down structures and know in particular how to develop operational plans and Gantt charts
  • Critique resource planning processes and cost projects effectively
  • Evaluate project monitoring and evaluation processes
  • Assess project time management processes and tools
  • Know and evaluate the tender and contract management process
  • Write professional project proposals and reports
  • Know the basics of MS project
  • Develop strategies to manage effective key project management failure and success factors

4 Human Resource Management

Defining people management, success and failure factors of people management, problem analysis, human resources management model establishing a human resource management environment, conceptual models to align organisational, team and individual objectives, managing different types of employees, leadership and supervision, delegation and feedback, motivation, the role of rewards.

Learning Outcomes for Human Resource Management Module

At the end of the module, learners will be able to:

  • Examine key people management and HR terminology, concepts and definitions
  • Manage and develop teams
  • Know the key processes to facilitate meetings
  • Interpret and manage group dynamics
  • Examine relevant HR legislation e.g. employment equity, LRA, etc.
  • Apply the systems model to alight organisational, team and individual objectives
  • Identify and critically explore success and failure factors of people management
  • Evaluate HR models in relation to public and development sector organisations
  • Examine different approaches, models and skills to manage people effectively
  • Critically assess the processes to manage diversity within public and develop sector organisations
  • Examine and critique leadership styles exercised in the public sector
  • Evaluate different models and approaches to supervising staff
  • Critique and know when it is appropriate to apply leadership theories and models
  • Describe and critique the key theories and models to motivate people in organisations
  • Evaluate reward processes and systems relevant for public and development sector organisations
  • Be familiar with the tools and processes to solve problems

5 Negotiation and Conflict Management
Defining conflict and describing the different viewpoints of conflict. Signs and symptoms of emerging conflict. The creative and productive energies aroused by properly managed conflict. The conflict management process. Sources of organizational power struggles and politics, conflict and team development. Different negotiation styles and strategies. Negotiation skills (communication, managing emotions, self awareness).The steps of the negotiation process. Negotiation mistakes to avoid.

Learning Outcomes for Negotitation and Conflict Management Module

At the end of the module, learners will be able to:

  • Define conflict and describe the different viewpoints of conflict
  • Describe different negotiation styles and strategies (competitive vs. Collaborative, best alternative etc)
  • Practise skills needed for successful negotiation (communication, managing emotions, self-awareness (etc)
  • List the steps in the negotiation process
  • Explain negotiation mistakes to avoid
  • Harness the productive and creative energies aroused by properly managed conflict
  • Apply a successful conflict management process to their workplace
  • Identify and address sources of organisational power struggles and politics
  • Explain the impact of conflict on a team/department

6 Financial Management for Managers

Financial management terminology, concepts, and definitions, public finance management problem analysis, Introduction to Public Finance Management Act, budgeting: MTEF, incremental, zero-based programme and performance budgeting, cash flow management and variance analysis, control of budgets, introduction to decentralized management and cost-centre development, treasury regulations, contract and tender management, procurement management, financial management success and failure factors.

Learning Outcomes for Financial Management Module

At the end of the module, learners will be able to:

  • Be familiar with public finance terminology, concepts and definitions
  • Be able to describe roles and functions of public finance institutions such as Fiscal and Financial Commission, National Treasury, Receiver of Revenue and Reserve Bank
  • Be familiar with and critique the public finance legislation such as Public Finance Management Act, Treasury Regulations, Division of Revenue Act, Generally Recognised Accounting Practice (GRAP) and Municipal Finance Management Bill
  • Understand and evaluate intergovernmental fiscal and financial relations
  • Have basic understanding of government’s revenue and expenditure strategy

Elective Module Summary

1 Labour Relations

The Labour Relations course places labour relations within the context oft he public sector. The historical,external and internal contexts are discussed. Labour Relations legislation and policy is surveyed in the context of the tripartite labour relations environment. The programme explores techniques and steps involved in collective bargaining as well as the process of managing labour relations, such as successful mediation, arbitration, and disciplinary processes, as well as critical factors such as HIV and AIDS.

Learning Outcomes for Relations and Conflict Management Module

At the end of the module, learners will be able to:

  • Be familiar with the LRA of 1995, freedom of association and organisational rights to assist them in dealing with unions and disputes
  • Understand more about the functions of statutory and non-statutory dispute resolution agencies
  • Understand the procedure for strikes and lockouts, protected and unprotected strikes, picketing, misconduct and resolution of disputes related to the public health and welfare sectors
  • Know steps in concluding a settlement in the public service and current collective bargaining structures in the public service
  • Be able to define conflict and describe the different viewpoints of conflict
  • Be able to apply a successful conflict management process to their workplace
  • Be able to identify and address sources of organisational power struggles and politics in the public sector
  • Be familiar with process of negotiation, mediation and arbitration

2 Mentoring and Coaching

Clarifying what is coaching and mentoring. Giving the constitutional and legislative context. Discussing the roles, responsibilities and values and attitudes required of coaches, mentors and , Listing the benefits of coaching and mentoring for all stakeholders. Explain how to set up, monitor and evaluate a mentorship programme, Overcome obstacles to, and challenges within, coaching and mentorship programmes. Discuss coaching and mentoring skills and strategies. Phases of the mentoring relationship. Reporting on and document the coaching and mentoring process. Relating the mentoring process to the professional development plan

Learning Outcomes for Mentoring and Coaching Module

At the end of the module, learners will be able to:

  • Explain the concept of mentoring, training and coaching
  • Describe the characteristics of a good mentor
  • Explain the importance of knowledge in mentoring
  • Apply the skills and techniques required of a mentor
  • Explain the importance of questioning techniques
  • Describe alternative arrangements for coaching

3 Marketing Management

The course explores the skills, knowledge and values required to develop and implement marketing strategy. The programme examines marketing concepts, principles, techniques and processes such as: market competition analysis, market segmentation, customer buying behaviour, product mix, product distribution, pricing, product promotion, advertising, sales, relationship marketing, marketing mix strategy and integration of marketing and business strategy. Critical success and failure factors of marketing management are explored.

Learning Outcomes for Marketing Management Module

At the end of the module, learners will be able to:

  • Be familiar with marketing terminology, concepts and principles
  • Be able to develop a marketing strategy and plan and integrate it with business strategy
  • Have an understanding of market research and its integration with marketing strategy
  • Have an understanding of market competition analysis
  • Be familiar with the principles of customer buying behaviour
  • Be able to apply market segmentation principles
  • Have an understanding of product mix concept
  • Be able to develop product distribution plan
  • Be familiar with product pricing principles
  • Be able to develop product promotion strategy
  • Demonstrate an understanding and appreciation of relationship marketing as a strategic and competitive market advantage
  • Be able to manage the marketing strategy implementation process
  • Be familiar with success and failure factors of marketing

4 Quality and Customer Relations Management

Quality and customer relations management concepts and terminology. Batho Pele principles and implementation challenges. Quality management interventions. Developing and implementing quality assurance systems. Introduction to customer relations management. Philosophical and technological perspective.

Learning Outcomes for Quality and Customer Relations Management Module

At the end of the module, learners will be able to:

  • Be familiar with the philosophy and principles of quality management and customer relations management
  • Better understand the context and content of organizational transformation related to quality improvement
  • Be familiar with the implementation challenges of improving quality of service delivery
  • Be able to identify the attitudes required to serve customers effectively
  • Be able to communicate effectively with clients and relevant stakeholders
  • Be able to conduct a stakeholder analysis to identify and manage stakeholders appropriately
  • Be able to apply problem analysis tools, like the fishbone analysis, to separate the root causes from the symptoms
  • Be able to link the application of the principles of Batho Pele with the organizational elements (systems, structure, strategy, policy and culture)
  • Advance their understanding of quality management systems and models, such as ISO 9000, Deming’s principles of quality management and Batho Pele
  • Be able to assist in monitoring quality of service
  • Advance their understanding of the concept of Customer Relationship Management
  • Be able to see potential applications of the concept for one’s own organisation

 

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