Masters Degree in Public Management

Masters Degree in Public Management Course Overview The Masters in Public Management is for those in middle and senior management in the public service. What our current students appreciate most about this programme is the opportunity to meet fellow managers, to debate current issues, and to widen their thinking around management in general. Prospective Masters in Public Management students may be motivated to enrol for our qualification because of: An aspiration to achieve personal goals and ambitions A desire to become multi-faceted and highly skilled leaders in the Public Sector A need to attain self-fulfilment The Masters Degree in Public Management is registered at NQF level 8 with 240 credits. It is a two-year programme, comprising 12 compulsory modules and 2 elective modules. Duration and Workload Learners are expected to complete a total of 2400 notional hours within a period of 2 years. The course is offered as a block release programme comprising of 14 blocks. Each block consists of 2? 4 days, self-study, assignments as well as examinations, and assessments. Each block/ module is run at intervals of approximately 4? 6 weeks Learning Outcomes Be able to describe, critically assess and apply a range of organisational development and management models and tools to successfully manage change, policies, strategies and projects within the public and development sectors Know the theory, models, skills and tools to analyse, critique, develop and manage public and organisational policies effectively and efficiently Evaluate the acquired knowledge and skills to manage public finances in an accountable, efficient and transparent manner Critique and examine advanced human resource management principles, processes, theories and models relevant to the public and development sector Critically analyse the key principles, processes and theoretical frameworks of performance management systems Evaluate government's key policies and principles, and assess their potentials and limitations in relation to transformation of the South African public and development sectors Be able to compare, critically analyse and debate the appropriateness of international public sector management trends to South African context Provide a meta-analysis of development theories and polices related to sustainable development Have a critical analysis of economic concepts, government macro-economic policies and their impact on globalisation and development of South Africa Page of 6

Identify and analyse key models and processes to utilise and manage information and communication technology to improve public service effectiveness, efficiency and delivery Provide a meta-analysis of theoretical frameworks and schools of thoughts on governance and ethics Critically analyse and examine governance and intergovernmental relations in South Africa Qualification Masters Degree in Public Management NQF level 8 Credits 240 Entry Requirements Postgraduate degree, postgraduate diploma or honours. Participants without a diploma/degree may be considered on the basis of their work experience and an assessment.an RPL assessment would need to be administered if this is required 9. Governance and Intergovernmental Relations 10. Comparative Management Trends 11. Introduction to Economics 12. Research Skills Elective Modules Choice of 2 electives modules 1. Labour Relations 2. Management of HIV and Aids Management in the Workplace 3. Health System Management 4. Mentoring and Coaching 5. Marketing Management 6. Quality and Customer Relations Management Core Modules 7. Negotiation and Conflict Management 1. Personal and Team Effectiveness Accreditation 2. Policy Development and Management 3. Human Resource Management 4. Advanced Project Management 5. Organisational Development This qualification is accredited with the Council of Higher Education. (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. 6. Public Finance 7. Information and Communication Technology Management 8. Sustainable Development Compulsory Modules Summary 1 Personal and Team Effectiveness Aligning organisational, team, and individual objectives, learning team development and group dynamics, team development facilitation skills, problem solving; verbal and non-verbal Page 2 of 6

communication, presentations skills, meeting management,academic skills,critical and analytical thinking, reading and writing, written communication, memos, reports and proposals, stress management, introduction to resource centre. 2 Policy Development and Management Policy framework; distinction between policies, programme and projects, distinction between public and organisational policies, policy success and failure factors, policy analysis tools, stakeholder involvement processes and tools,conceptual models, policy models, organisational and institutional arrangements forecasting techniques, policy development and management cycle, policy making cycle in government; policy formulation and planning, policy implementation processes and tools, policy monitoring and evaluation models, processes and tools, policy document writing. project management cycle, project team development, problem analysis and project identification, project scope; stakeholder participation, feasibility study, project planning, work breakdown structure, Gantt chart, project risk management, project quality management, resources and cost planning, tender and contract management, project monitoring, project evaluation, project closure and handover, writing project proposals and reports. 5 Organisational Development Defining organisation development, history of organisation development alignment of organisational policies, strategies, systems, culture and structure, contemporary organization development interventions, organization development models in the public/non-profit sector, organisational culture, organisational change processes and change management, trends in public organisational development and management processes. 3 Human Resource Management Strategic human resource management, overview of relevant legislation (e.g Employment equity, Skills Development Act, LRA, etc.), leadership, the role of organisational culture, efctive performance appraisal process, motivation,the role of rewards, induction processes, training and development, succession planning, recruitment and selection, organisational powers and politics, managing different types of employees, conflict management,labour relations, trends in public human resource management. 6 Public Finance Public finance terminology, concepts, and definitions, roles and functions of Fiscal, Financial Commission and National Treasury, Public Finance Management Act and Treasury Regulations, Intergovernmental fiscal and financial relations, financial planning and budgeting system of the state, budgeting, cash flow management and variance analysis, review of audit practices for the public sector, government revenue and expenditure review. 4 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 7 Information and Communication Technology Management Defining information systems, role of information technology in management, Information systems models, international trends in information systems Page 3 of 6

management, e-governance, integrating IT with business processes and management systems, IT and CRM (customer relations management). 11 Introduction to Economics 8 Sustainable Development Analysis and critique of Development Schools of Thought, analysis and critique of development theories,development versus growth,relationship between politics and economics,comparative approach, role of the State in developing and developed countries, interrelationship between development and equity, integrated development planning; local economic development, sustainable rural and urban evelopment, interrelationship between development and poverty analysis and critique of public policy initiatives, role of development and foreign aid. Overview of national economy; economic concepts: inflation, stagflation, CPI, gross domestic product (GDP), real GDP, nominal GDP, disinflation, unemployment; exports, imports, trade balance, labour productivity, transfer payment, government budget restraint, marginal tax rate, effective tax rate, flat rate, payroll taxes, capital gains, excise and sales tax, structural deficits/cyclical deficits, crowding out, twin deficits, fiscal and monetary policies, inflation and unemployment, exchange rate and the balance of payments, overview of Bretton Woods international monetary system. 12 Research Skills 9 Governance and Intergovernmental Relations Global trends in governance; models of governance, interrelationship between governance, politics and development, constitutional context of intergovernmental relations, support structures, challenges and mechanisms of support, supervision, roles, functions and structure of national, provincial and local government, co-operative governance. Introduction to research, qualitative and quantitative research paradigms, research methods, research statistics, problem statement and research questions, significance of research, delineation, literature review, theoretical and conceptual framework, research design, data collection techniques, data analysis and interpretation, recommendations, areas for further research, conclusions, validity reliability triangulation and trustworthiness, research ethics, report writing and referencing. 10 Comparative Management Trends Elective Modules Summary Analysis and critique of modern and post modern schools of thought: scientific management school, classical organisational school, behavioural school, management science, systems theory approach, contingency approach, analysis and critique of recent developments in management theory. Critical analysis of the models emanating from each one of these theories and their relevance to the public and development sector organisations. 1 Labour Relations Labour relations within the context of the 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 Page 4 of 6

arbitration and disciplinary processes as well as critical factors such as HIV/AIDS. 5 Marketing Management 2 Management of HIV and Aids in the Work place Critical issues of HIV and AIDS and its impact within the workplace, the course will give you insight on the history of HIV and AIDS global trends and care continuum of HIV positive people, it will highlight prevention strategies workplace critical issues policy on HIV and AIDS and best practice in HIV and AIDS management. Skills knowledge and values required to develop and implement marketing strateges. Marketing concepts principles techniques and processes such as: competition analysis, market segmentation, customer buying behaviour, product mix, product distribution, pricing, product, promotion, advertising, sales relationship, marketing mix strategy and integration of marketing and business strategy. 6 Quality and Customer Relations Management 3 Health System Management Critical issues of health system transformation. This includes the district health system development and hospital system transformation, health policies intergovernmental relationships and its implications for health services delivery. 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, quality management success and failure factors. 4 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 protégés, 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, elating the mentoring process to the protégé's professional development plan. 7 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. Please Note This overview of Masters Degree in Public Management was exported to PDF from http:///132/p-mas on 5 January Page 5 of 6

2010, 1:33 pm and is valid until 28 February 2010. Please visit the Regenesys web site for the latest information or call 011 669 5000 for personal assistance. Although great care is taken to ensure accuracy of the information, please confirm all important details, including dates and fees, at time of registration. Page 6 of 6