A policy incorporating key internal control standards and leading program management practices may help ensure that DOE and NNSA program offices are better able to achieve their missions, goals, and objectives. According to federal internal control standards, management should train key staff to enable them to develop competencies appropriate for key roles, which would include program managers.
In addition, according to PMI, a successful program manager exhibits certain core competences, such as leveraging a strong working knowledge of the principles and process of both program and project management. NNSA's cancelled program management policy also required the agency to develop standardized training materials for program managers and track the training requirements for each program manager position. However, according to DOE officials, the department has not developed a training program for program managers.
In contrast, DOE has developed a training program for project managers and established an office responsible for managing this program and certifying the qualifications of DOE and NNSA project managers. Demonstrate any applicable software or other resources required for the training program. Managers often make the mistake of assuming that all of their employees meet a certain level of competency with computers and other equipment.
Some employees may fail to meet their training goals simply because they are afraid to admit they do not know how to use the resources involved. When employees must sign off on new rules and regulations or policies and procedures to indicate that they have read and fully understand the information, they are more likely to follow through with any applicable training.
When an employee must sign a form to indicate that he understands the information, he is more likely to ask questions about aspects that he does not understand before signing.
Set a time frame for reaching your goals. Employees are far more likely to continue with a training program when they know that certain goals must be met within a certain period of time. Be sure that employees know that there are specific consequences for not reaching their training goals in a timely manner. Promote self-regulation. Another of the top 5 reasons why strategic planning initiatives fail is a lack of motivation and personal ownership on the part of employees.
The following sections will guide you to develop your own complete, highly integrated and performance-oriented program. This section helps you identify what you want to be able to do as a result of implementing your program, for example, to qualify for a certain job, overcome a performance problem or achieve a goal in your career development plan.
You are often better off to work towards at most two to four goals at a time, rather than many. There are a variety of ways to identify your program goals, depending on what you want to be able to accomplish from the program. The articles might be helpful in preparing you to identify your goals.
Goals -- Selecting the Training and Development Goals. You cannot effectively manage others unless you first can effectively manage yourself.
Consider goals from the Library's topic of Personal Wellness. This is a Microsoft Word document. Determine Your Learning Objectives and Activities to Achieve Each The purpose of this section is to help you to identify the various learning objectives you should achieve in order to achieve your overall program goals, along with the activities you should undertake to achieve each objective. Consider, for example, getting books, signing up for courses, reserving rooms and getting trainers. Plan the Implementation of Your Program During the implementation of your program, you want to make sure there are no surprises.
For example, how will you make sure you understand the new information and materials. Will your learning be engaging and enjoyable? Will you have all the support you need? Evaluation includes assessing both the quality of the activities during the program and also whether you achieved your goals soon after the program. Follow-Up After Completion of Your Program It is a major accomplishment to design and implement a management development program.
Celebrate what you have done! Reflect on what you learned about developing the program -- and about yourself. By continuing to use this site, you agree to our Privacy Policy. Learning could be interpreted as new: Knowledge, which is information that is useful in accomplishing a certain activity that is important, for example, to solve a problem, achieve a goal or see a situation in entirely different light.
Skills, which is the expertise -- consciously or unconsciously -- to continually use the new information to accomplish that certain activity. Educators often refer to new abilities as a component of learning, but some admit that the difference between abilities and skills is such a fine one that it is often difficult to explain. Perceptions, which are new ways of seeing a situation. When people are continually stuck when trying to solve a problem or achieve a goal, it is often in the way that they see the situation.
Consider Two Different Approaches to Learning About Management It is important to understand the different approaches you can take in increasing your learning about management.
Prepare for Your Learning About Management Get Acquainted With Organizational Context of Management Before learning more about management, you would benefit first from becoming acquainted with the organizational context in which management typically occurs, including understanding organizations as systems, their common dimensions, what makes each unique, their different life cycles and different cultures.
Organizational Structures and Design Get Acquainted With What "Management" Is Then, the next place to start learning about management is to get some sense of what management really is -- in particular, get an impression of the areas of knowledge and skills recommended for effective management in organizations. This Library topic is to a series of articles about managing performance, including performance gaps. Employee Performance Management Close any growth or opportunity gaps Growth gaps are areas of knowledge and skills need to achieve a career goal.
Opportunity gaps are areas of knowledge and skills needed to take advantage of an upcoming opportunity. These Library topics can help you think about the growth and opportunity gaps in your career.
Career Planning Job Descriptions Assess your management skills Blake and Mouton Management Grid Assess management practices in: Nonprofit organizations For-profit organizations Group management Marketing Communications Sales Collect ideas from others Ask for advice from friends, peers, your supervisors and others about skills in management.
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