SOUTH AFRICAN MANAGEMENT DEVELOPMENT INSTITUTE (SAMDI)

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SOUTH AFRICAN MANAGEMENT DEVELOPMENT INSTITUTE
(SAMDI)
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• TOWARDS A STRATEGY FOR MIDDLE AND LOWER
  MANAGEMENT DEVELOPMENT

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PRESENTATION TO PORTFOLIO COMMITTEE

• 03 OCTOBER 2001

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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.

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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

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

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• 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

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• 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

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Issues Raised by July 2001 Cabinet Lekgotla and
FOSAD Response

• DGs dont seem to be spending sufficient time on
  strategic issues
• Top management is overloaded
• DGs find that they have to manage at operational
  level

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• 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.

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Management Classification
LEVEL DESIGNATION CATEGORY
16 Director-General SMS
15 Deputy Director-General SMS
14 Chief Director SMS
16 Director SMS
12 Deputy Director Middle
11 Deputy Director Middle
10 Assistant Director Middle
9 Assistant Director Middle
8 Senior Admin Officer Junior
7 Admin Officer Junior
Proposed strategy for levels 7-12. However,
levels 11 and 12 are usually included with SMS
for purposes of training and development.
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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
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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.

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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 SAMDIs services to Local Government
• To accelerate middle and junior management staff
  
• To provide leadership in and for Public Service
• Leadership Development
• Performance Consulting

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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.

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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.

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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 womens participation in government
  will improve the lives of ordinary women

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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.

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Middle Lower Management Development Model
Masters Degree
If in possession of a 3 year post matric
qualification
Higher Degree
SMS Programme
Plus outstanding credits
Degree
Middle Level Management
Plus outstanding credits
Associate Degree
Junior/Middle Level Management Programme
Plus outstanding credits
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• The following training and development programmes
  were identified as being crucial to SAMDIs
  endeavour to enhance service delivery of middle
  managers

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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.

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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.

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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

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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.

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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 governments target of equity in senior
  management positions.

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Progress on Middle Management Training and
Projection until February 2002
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Statistics of SAMDIs Middle Management Training
(Feb Aug 2001)
TOT - Training of Trainers - 398 HRMT - HRM
Training - 1429 SD - Service
Delivery - 3771 TOTAL - 5598