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Public Sector Leadership: Dealing with complex systems
OverviewThis course will provide participants with an introduction to the principles of organizational culture in both the public and the private sector. It will analyze current trends in leadership and contemporary management of people, projects, programs and organizational change. It will also provide an introduction to areas of organizational behavior, human resource management and the cutting edge principles of effective strategic organizational leadership. It will cover Australian and international case studies for managing people and change processes in a global environment and the elements of effective project and program leadership. Course ContentThe catalysts of change such as globalization, intensive competition, and technological advances have drastically altered the organizational and leadership paradigms of the world we live in and its inherent complexities. We will present and utilize four conceptual lenses or metaphors to describe, explain and evaluate the latest theories and practices for effective leadership. Leadership viewed through these four metaphors will be probed by our specialist presenters in various modules. Each lens/metaphor will illuminate different aspects of the leadership paradigm, and will reveal the roles that institutions, actors and circumstances play in shaping what effective leaders do and how they do it. Material used in the unit will be drawn from recent management studies and experience and extensive use will be made of case studies. The family or organization metaphor of leadership: In this module, the participants will gain valuable insights into their individual personalities and leadership styles and how these affect their interactions with others at the workplace. The focus here will be on building productive relationships with peers and subordinates, creating effective teamwork and building a sense of belonging, cohesion and commitment to a shared vision. Topics covered will include:
The political or jungle metaphor of leadership: This aspect of leadership studies the concept of organizational culture as a political environment or jungle and the lessons for survival and leadership. Here the emphasis is upon handling difficult situations and developing effective communication and evaluation skills that creates results and inspires loyalty, support and productivity from peers and subordinates. Topics covered will include:
The machine-design metaphor of leadership: This module will look at the strategic and structural aspects of organizations and their decision making processes in putting the vision into action. This module will look at systems thinking and mapping for dealing with complex and urgent problems in making sense and then designing workable solutions to them. Here leadership is viewed through the capacity of an organization to be become aware of, prepare for contingencies and to become adaptable, resilient and responsive to long term systemic challenges, complexities and uncertainties. Topics covered will include:
Course ConvenorsBruce Hill has had an extensive and varied international career in management, human resources and corporate training having spent 19 years in top leadership with Alcan Aluminium Limited in Uruguay, Canada, Guinée, Spain and Australia. He pioneered change management in Uruguay for Alcan which was subsequently implemented in Alcan’s subsidiaries throughout the world. Gary Saliba has extensive experience in major organizational change initiatives and human resource planning in large public and public organizations across Australia. His unique approach for integrating systems thinking and complex adaptive systems methodology with future scenario planning and strategy development has won him an Innovation Award by the Australian government. Piers Gillespie is an internationally accredited Mediator with IAMA and 2003 winner of the Global Frontline IPRA Crisis Management award (New York) for his role as the head of the team that managed the Indonesian government’s response to the Bali bombing in 2002 and the Marriott Hotel bombing in Jakarta in 2003. He is an internationally recognized leader in crisis planning & management, conflict resolution and mediation. |
