RESO CC 1975-25 - Executive Dev. and Leadership Training 75-5 J�U
PROPOSAL FOR
AN
EXECUTIVE DEVELOPMENT AND
LEADERSHIP TRAINING PROGRAM JI
FOR THE lJ
CITY OF HUNTSVILLE
Proposed for funding under the provisions of
Title I Higher Education Act 1965
"Community Service and Continuing Education Program"
Submitted by Sam Houston State University
PROPOSED PROJECT FOR FUNDING UNDER THE PROVISIONS OP
'ITUE I *HIGHER EDUCATION ACT 1965
"Community Service and Continuing Education Program"
1. Title of Program: 2. Prior Numbers) and Amounts of ;tic i
Funds Granted if a Continued Project :
Executive Development and
Leadership Training Program N/A
3. Re uested Starting Date (First Dollar 4. Estimated Completion Dates:
to be Obli_ a� ted:
a. Of Project 16 ,lranua�"1977
January 15, 1976 b. Of Evaluation 31 N,arch 1977
c. Of Requirement for Support from
Title I Funds
S. Name $ Address of Primary Higher Ed.inst.itutzon Fed. Funds Match. Fundy Total i'unds
Congressionai District
A Sam Houston State
University 2 ;$ 1.9325. 52 $ 12242 .72 31568 . 24
Huntsville, Texas 77340
Cooperating Institutions of Higher Education
C $ $ $
D $ $ $
Total $ 2 $ 12242 .72 $ 3156_8.24_
_19325 . 5< _ _
6. Project Director: Dr. Edwin S. Davis 7 Presentation to Advisory_Council
Title: Associate Prcfessor I would prefer to present my
Address: Department of Government proposal to the council (circle as
Sam Houston State University appropriate) .
Huntsville, Texas 77340 Se_tember 19 AM
September 20 PM
Telephone No. 713-295-6211, Ext. 2170
S. Within the space provide;, identify the community problem or concern toward welch this
project is directed.
The rapid expansion cE governmental servicesland efforts directed toward
a"ncreased professionulization of staff have created problems of a super-
visory nature for the municipal administrative staff of the City of
Huntsville.
Is the project directed oward /x Urban_ / / Suburban, or /� Rural Problems.
9. Within the space provide-. state Specific_ Objectives of this project zn measurat: e tenis.
1. Develop an understanding of the needs and priorities of the city system.
2 . Assist individual administrators evaluate their s .rehgths and plan
individual continuing education programs.
3. Clarify behavior patterns expected of administ;ators .
4 . Increase knowledge of management systems and processes applicable to
"developing" local governments .
I
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10. Within the P space rovid ;d provided.Include the project, activity, or service to be provid
P
Include project content , the methods and materials to be employed, the faculty
resources involved, and where applicable, the frequency and duration of sessions.
All activities must be designed to provide new knowledge and skills to appropriate
adults which will be applied in the process of community problem solving.
The proposed Executive Development and Leadership Training Program
is to be an in-service educational program for the administrative staff
employees of the City of Huntsville, Texas, who hold supervisory positions .
The program consists of three major curriculum components dealt with
across three program phases.
The curriculum components include the environmental context of local
government employees, management systems and processes , and personal
management skills. Phase I of the program will deal with the first two
curriculum components and will involve a series of teaching seminars and
workshops to be held on a bimonthly basis from January, 1976 through
May, 1976. Phase II will place a faculty member "in residence" in the
city manager' s office for the purpose of assisting participants in the
application of procedures learned in Phase I. This will also allow the
faculty to gain a better appreciation of the day-to-day problems con-
fronted by the administrative staff of the city. Phase III will also
include a series of bimonthly seminars and workshops . This portion of
the program is designed to deal with the third curriculum component and
will be directed toward a strengthening of the personal management skills
of the participants.
Two members of the faculty of the Department of Government at Sam
Houston State University will be involved in lecturing and leading the
discussions during the seminars and workshops. Both faculty members
are specialists in the field of public administration. They will also
provide the participants with written materials during the course of
the program. These materials will be collected into a coherent pack-
age for future reference by the participants .
Since this will be the first in-service program in which members
of the city's administrative staff have participated, the evaluation
conducted at the conclusion of the program should provide an adequate
indication of the impact of the program.
11. List specific governmental units, or other agencies cooperating in the project.
City of Huntsville, Texas
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12. Describe the participant population to be served. Estimate the number of particinr_nt ;
21 _
Employees of the City of Huntsville:
City manager, Administrative Assistant, Department Heads, and
Directors.
13. Describe geographic location encompassed by the project. Congressional districts)
L_
City of Huntsville
14. Have you pursued or are you now pursuing other sources of funding for the progam?
If yes, please give results and/or status.
No
15. Describe evaluation procedures to be used to determine success toward achieving
objectives stated in Section 9.
Evaluation process will involve three steps :
1. General discussion of program and its achievements with partici-
pants at last seminar session.
2. Written evaluation on prepared form submitted to faculty through
the city manager 's office.
.3. Reassessment of participants strengths and understanding to
determine -practical impact of program. This will be conducted
three months after the last session.
16. Are any publications or other product of value to other communities planned as a part
of or outgrowth of the project? ( x) Yes ( ) No If yes, describe briefly.
As a result of the evaluation of the program, the entire program will
be redesigned where: necessary and up-dated. It will then be available
to other municipalities in the area. Text materials developed will
also be available.
17. Origin of proposal:
/ X/ Faculty / / Government Agency /% Other
(Describe briefly)
Who or what agencies participated in development of the proposal? (desribe briefly)
This proposal was initiated cooperatively by the Department of
Government at Sam iouston State University and the City Manager' s
office of the City of Huntsville.-
18 If this proposal is to continue an active Title I project, please summarize achieve-
ments and/or progress during the past 12 months in the space provided below: EE
Not Applicable
u
y
6
i
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CERTIFICATION
The approved program is not related to sectarian instruction or religious worship
or is not provided by a school or department of divinity.
The participating institution agrees to a final audit to be conducted by the State
Agency or its representative.
Institutional Certification (Section VII,D) is attached (one per institution
required) .
Proposed Budget (with supporting detail) is attached.
The primary institution agrees to complete and submit an end-of-project report as
required by the U.S. Office of Education.
Authorized Institutional Representative
19 August 1975 Elliott T. Bowers , President
Date Typed Name and Title
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D. Institutional Certifications (One copy must be completed by each
institution submitting proposals)
k
0
On behalf of Sam Houston State University (institution) I certify to the statements
marked below:
I. Eligibility (all items must be checked) :
1. Has filed with the Department of Health, Education, and Welfare an
Assurance of Compliance with the Department of Health, Education, and
Welfare Regulations under Title VI of the Civil Rights Act of 1964
(Form HEW 441);
/_/ 2. Admits as °egular students only persons having a certificate of gradua-
tion from a school providing secondary education, or the recognized
equivalent of such a certificate;
3. Is legally authorized within the State to provide a program of education;
/ X/ 4. Provides an education program for which it awards a bachelor's degree
or provides not less than a two-year program which is acceptable for
full credit toward such a degree;
/ X/ 5. Is a.public or other nonprofit institution; and
/-x 6. Is accredited by a nationally recognized accrediting agency or associa-
tion as determined by the State Agency, or, if not so accredited, is an
institution whose credits are accepted, on transfer, by not less than
three institutions which are so accredited, for credit on the same
basis as if transferred from an institution so accredited.
1I. The institution has determined that (1 and 2 must be checked, and if 3 is checked,
either i or ii must be checked) :
/ X/ 1. The proposed program is not otherwise available;
/ X/ 2. The conduct of the program or performance of the activity or service is
consistent with the institution's overall educational program and is of
such a nature as is appropriate to the effective utilization of the
institution's special resources and the competencies of its faculty; and
/ }C 3. (Check if applicable and check i or ii below as appropriate)
If courses are involved, such courses are extension or continuing educa-
tion courses, and:
x(i) they are fully acceptable toward an academic degree; or
(ii) they are of college level as determined by the institution
offe:cing the courses.
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III. Federal funds not to displace institutional funds (all items must be checked) :
/ }S 1. The institution will spend from non-Federal funds during the
fiscal year of the proposed program for Continuing Education
and Extension Programs an amount equal to or in excess of the
amount spent for such purposes in fiscal year 1965; and
/ V 2. The institution has available all information and records necessary
to support these certifications and will provide documentation to the
State Agency upon request..
IV. "School of Divinity" prohibition (1 or 2 must be checked) :
1. The institution has no school or department of divinity, or
2. The institution has a school , branch, department, or other administra-
tive unit which comes within the definition of "school or department of
divinity" whose program is specifically for the education of students
to prepare them to become ministers of religi`9n or to enter upon such
other religious vocation, or to prepare them to teach theological
subjects; but the community services program is not offered by that
school, branch, department, or adminstrative unit, and, as in all
other cases, the community services program is not related to sectarian
instruction or religious worship.
V. Financial Records
In connection with Fiscal Procedures on any project on which a grant is received,
the institution:
/X7 1. Will establish an account for Community Service and Continuing Educa-
tion Programs under the function "Extension and Public Service" as
outlined in College and University Business Administration, Volume
1; or
I /% 2. Requests a departure from this procedure and requests Coordinating
Board approval of the procedure outlined in the project proposal .
(Signature of Authorized Official)
Elliott T. Bowers . President _
(Typed Name and Title)
- 14 August 1975
(Date)
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Project Number: Budget Period: From 1/1/76 to 12/31/76
Detail in Support of Pro-.ect Budget:
1. Salaries and Wages:
Salary Time
Name Position/Title Rate Charged Cost
Edwin S. Davis Assoc. Prof./ Per 9 mo. 3d Spring and Fall;
Project Dir. 17 ,759 .00 full summer 10,498.00
Anthony K. Antwi Ass't. Prof. Per 9 mo. 3; Spring & Fall
16,803.00 4 ,328 .00
Betty Blankenship Secretary Per Hr. 10 hrs. per mo.
2. 80 336.00
TOTAL 15 ,162.00
2. Employee Benefits:
Benefits for faculty 2 ,018 .00
Benefits for secretary 45.00
TOTAL 2,063.00
3. Lecturers:
Name Position/Title Period of Service Cost
N/A
TOTAL
4. Travel:
Date (s)
Name Position/Title of Travel Destination Cost
N/A
TOTAL
5. Consumable Supplies:
Item Cost
Paper, stencils, general office supplies 550 .00
TOTAL 550.00
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Project Number:
6 . Equipment (rental, approved purchase)
Item Type Contract Basis fir Claim Cost
N/A
TOTAL
7. Communications :
N/A
TOTAL
8 . Printing:
Rapid Reproduction of Material for participants 500 .00
TOTAL 500 . 00
9. Other Costs :
Item Basis for Claim Cost
Cost of Meeting Room (City) $25.00 per meeting (Normal 375 . 00
city fee)
City Employees (City) Computed on basis of salaries 6 , 505 .65
and wages per hour per in-
service session
TOTAL 6 , 880 . 65
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NARRATIVE
Sam Houston State University is proposing an Executive Dever-
ment and Leadership Training Program to be administered an conducted €€€
by the university Department of Government faculty in cooperation
with the City of Huntsville. This in-service continuing education
program for city supervisory employees will run from January through
December, 1976 and i.s designed to improve managerial and leadership
skills in an area of particular concern to city officials. The pro-
gram is outlined below.
INTRODUCTION:
t
Since the adoption of' a council-manager form of government by
the City of Huntsville lest than three years ago, there has been an
increased effort directed toward greater professionalization of munic-
ipal staff. This effort began with the initial appointment of a city
manager and has continued with strong support from the city council.
As this program has developed, however, problems of a supervisory
nature have arisen, which are not uncommon in rapidly expanding organ-
izations. The municipal leadership now is of the opinion that an in-
service education program designed to improve the supervisory skills
of city employees is badly needed. The purpose of the program pro-
posed here is to provide that needed in-service program.
Serious budgetary constraints make it imperative that the munici-
pality obtain maximum efficiency and performance. To achieve this
end, directors, department heads, and the city manager must interact
cooperatively with each other and with subordinates. An understanding
of the problems of the whole must be understood by all individuals
involved in administering city programs and services . Improved
budgeting and analytic procedures must be developed and personal skills
in dealing with people should be improved.
x
Growth in the Huntsville area has been such that the population
projections for the city and its immediate planning area have been
understated.l The population increase is attributed primarily to in-
city migration. These newer residents tend to have different out-
looks than do the natives and consequently new types of demands and
a greater number of demands are being made on government structures.
In order to cope with the stresses of an increasingly urbanized en-
vironment, which may soon result in Huntsville' s inclusion in the
Houston SMSA, municipal administrators feel it imperative that there
be improved managerial and leadership skills. No programs designed
to meet this need have been implemented in the past. g
t
i
1. See Bernard Johnson, Inc. , Huntsville, Texas : Technical Report I,
August, 1971.
S
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E
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s
OBJECTIVES:
Learning is the critical component in executive behavior. Fail-
ure to learn continuously at appropriate levels can have disastrous
consequences for personal careers, and if widespread can affect or-
ganizations in a like manner. only by change--a product of the learn-
ing experience--can organizations render appropriate levels of ser-
vice to a changing public.
An important means of improving organizational performance is
through the enhancement of individual management and leadership
capabilities. That is the goal of the Executive Development and
Leadership Training Program proposed here. When such a program is
formulated jointly by practicing managers and academics who perceive
a need for such training, there is good reason to believe that it is
tailored to the needs of the participants . The program should,
therefore, be a balance between the theoretical and the practical
day-to-day needs of an ongoing government entity.
The specific objectives of the proposed program are to :
1) Develop an understanding of the needs and priorities
of the entire governmental system. This will not only
increase understanding of one's own role and the pro-
blems of others, but will reinforce the notion of in-
terdependence and need for coordination and cooperation.
2) Assist individual administrators evaluate their
strengths, interests, and needs to develop knowledge,
skills , and programs for continuing education based
upon that assessment.
3) Clarify the behavior patterns (roles) expected of
administrators and further understanding of how
positional roles intermesh with personal goals and
behavior patterns.
4) Increase knowledge of management systems and processess
applicable to "developing" local governments by devot-
ing attention to the evolution of organizational
theory and management practices in government, while
emphasizing current trends .
PROPOSED PROGRAM:
The proposed program has three major curriculum components:
1) the environmental context of local government executives;
2) management systems and processes ; and
3) personal management skills .
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These components will be dealt with across three program phases.
Phase I of the program will involve a series of bimonthly sem-
inars and workshops presented from January to May, 1976 . (Academic
credit will be available for those participants who wish to enroll
at Sam Houston State University for such credit. ) This series of
nine three hour sessions will deal with curriculum components 1 and
2. Phase I is designed to permit the participants to assess their
strengths and weaknesses as managers of programs and leaders. The
assessment will be used to construct individualized continuing edu-
cation materials.
Improvement of management skills essential to all of the parti-
cipants will be emphasized in the remainder of Phase I. Management
by Objective and the budget as a plan reflecting tangible goals
(output) chosen on the basis of rational criteria following applica-
tion of simple analytic procedures will receive special attention during
this phase of the program. A tentative schedule is to be found on
the following page.
Phase II envisions one of the faculty working in the City Mana-
ger' s office during the summer months. There are several purposes
to be served by having a faculty member "in residence" with the city
at this time. One c:f the purposes is to assist the participants in
implementing procedures learned in Phase I. The budgetary process,
which begins in June, may, for example, present several opportunities
for staff-faculty interaction prior to submission on the document to
the city council during the first weeks of September. This will al-
low consideration of the practical application of procedures learned
during Phase I.
Other purposes to be served by the "faculty in residence" por-
tion of the program include (1) insurance that the faculty keeps in
touch with the day-to-day problems of municipal administrators, (2)
the opportunity to collect data and participate in experiences that
may be incorporated into the seminars and workshops scheduled for
Phase III, and (3) assisting the participants in the program in
their continuing education efforts .
Since the administrative budget process is completed at the be-
ginning of September, the fall seminar-workshop series (Phase III)
will initially address itself to the impact of the techniques pre-
sented in Phase I on the budgetary process . Analysis of the ration-
ality of the process: and its end product will be explored and the
methods of overcoming problems will be discussed.
The remainder of Phase III is to be directed at strengthening
the personal management skills of the participants. The focus is on
interrelationships between individual leadership and managerial
styles and work teary effectiveness. Skills in working with others
in group situations and individually are to be developed. A part of
this series of seminars and workshops will be directed toward improv-
ing understanding o- human motiviations.
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SEMINAR AND WORKSHOP SCHEDULE
EXECUTIVE DIVELOPMENT AND LEADERSHIP TRAINING PROGRAM B;
Month Topic
PHASE I:
January Seminar: Management in a Developing Urban
Environment
January Workshop: Individual Self-Assessment: Two
Inventories
February Seminar: Evaluation of Assessment Techniques
February Seminar: The Leader and Organizational Behavior '
March Workshop: Leadership Models : Management by
Objectives
March Seminar: Program and Project Management: Goal
Setting, Planning, and Resource Allo-
cation
April Seminar: Program and Project Management:
Implementation, Tracking, and Evaluation
April Workshop: The Budget as a Management Tool I
May Workshop: The Budget as a Management Tool II
3
s
PHASE III :
September Workshop: Evaluation of the Budgetary Process I
September Workshop: Evaluation of the Budgetary Process II
October Seminar: Personal Management Skills : Leader-
ship Styles and Skills
October Seminar: Personal Management Skills : Communi-
cation, Conflict Resolution, and
Counseling
November Workshop: The Needs of Human Beings
December Seminar & Workshop: A Plan for Continuing
Education and Evaluation of the
Year' s Work
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The final. semi:rar, scheduled for early December, will be re-
served for outlininc continuing education programs which may be pur-
sued by the city at minimal cost. Additionally, an open and frank
evaluation of the program' s work during the year will be undertaken
during the closing seminar.
PROGRAM EVALUATION: '
The evaluation of the program will involve a three-step process.
The first step will take place during the final seminar session, as
noted above. This Fill be a general discussion of the program. Second,
each participant wiJ-1 be asked to submit a formal written evaluation
on a prepared form to the faculty through the city manager 's office.
The third step in the evaluation process will involve a reassessment
of the participants strengths and weaknesses to determine the impact
of the program. This step will be undertaken three months after the
conclusion of the program. Modifications in the program design will
be made on the basis of the feedback and thorough evaluation prior
to offering similar services to other municipalities in the Hunts-
ville area.
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Sam Houston State University is proposing an Executive
Development and Leadership Traininq Program to be administered
and. conducted by the university' s Department of Government
faculty in cooperation with the City of Huntsville. This in-
service continuing education program for city supervisory employees
will run from January through December, 1976 and is designed
to improve managerial and leadership skills in an area of parti-
cular concern to city officials. The program is outlined below.
INTRODUCTION:
Since the adoption of a council-manager form of government
by the City of Huntsville less than three years ago, there has
been an increased effort directed toward greater profes$ional-
ization of municipal staff. This effort began with the initial
appointment of a city manager and has continued with strong
support from the city council. As this program has developed,
however, problems of a supervisory nature have developed, which
are not uncommon in rapidly expanding organizations. The muni-
cipal leadership now is of the opinion that an in-service educa-
tion program designed to improve the supervisory skills of city
employees is badly needed The purpose of the program proposed
here is to provide that needed in-service program.
Serious budgetary constraints make it imperative that
the municipality obtain maximum efficiency and performance. To
achieve this end, directors, department heads, and the city manager
must interact cooperatively with each other and with subordiantes.
An understanding of the problems of the whole must be understood
by all individuals involved in administering city programs and
services. Improved budgeting and analytic procedures must be de-
veloped and personal skills iu dealing with people should be im-
proved.
Growth in the Huntsville area has been such that the population
projections for the city and its immedicate planning area have been
understated.l The population increase is attributed primarily
to___in-.city migration. These newer residents tend to have different
outlooks than do. the natives and consequently new types of demands
and a greater number of demands are being made on government
structures. In order to cope with the stresses of an increasingly
unbaninzed environment, which may soon result in Huntsville's in-
clusion in the Houston SMSA, municipal administrators feel it im-
perative that there be improved managerial and leadership skills.
1. See Bernard Johnson, Inc. , Huntsville, Texas : Technical Report I,
August, 1971.
JI
No programs designed to meet this need have been implemented in the
past.
OBJECTIVES:
Learning is the critical component in executive behavior.
Failure to learn continuously at appropriate levels can have
disastrous consequences for personal careers, and if widespread
can affect organizations in a like manner. Only by change--a pro-
duct of the learning experience--can organizations render appro-
priate levels of service to a changing public.
An important means of improving organizational performance
is through the enhancement of individual management and leadership
-eagabi-l-ities. . That is the goal of the Executive Development and
Leadership Training Program proposed here. When such a program
is formulated jointly by practicing managers and academics who
perceive a need for such training, there is good reason to believe
that it is tailored to the needs of the participants. The pro-
gram should, therefore, be a balance between the theoretical and
the pratical day-to-day needs of an ongoing government entity.
The specific objectives of the proposed }grogram are to:
1) Develop an understanding of the reeds and priorities
of the entire governmental system. This will not
only increase understanding of one's own .role and
the problems of others, but will reinforce the notion
of interdependence and need for coordination and
cooperation.
2) Assist individual administrators evaluate their
strengths, interests, and needs to davelop knowledge,
A skills, and programs for continuing education based
upon that assessment.
3) Clarify the behavior patterns (roles) expected of
administrators and further understanding of how
positional roles intermesh with personal goals
and behavior patterns.
4) Increase knowledgeTof management systems and processes
applicable to "developing" local governments by devot-
ing attention to the evolution of organizational
theory and management practices in government, while
emphasizing current trends
PROPOSED PROGRAM:
The proposed program has three- major cirriculum components:
1) the environmental context of local government executives;
2) management systems and processes; and
3) personal management skills.
These components will be dealt with across three program phases.
Phase I of the program will involve a series of bimonthly
seminars and workshops presented from January to May, 1976.
(Academic credit will be available for those participants who wish
to enroll at Sam Houston State University for such credit. ) This
series of ten three hour sessions will deal with curriculum com-
ponents 1 and Z. Phase I is designed to permit the participants
to assess their strenghts and weaknesses as managers of programs
and leaders. The assessment will be used to construct individualized
continuing education materials.
Q
Improvement of mar�gement skills essential to all of the par-
ticipants will be emphasized in the remainder of Phase I . Manage-
ment by Objective and the budget as a plan reflecting tangible
goals (output) chosen on the basis of rational criteria following
application of simple analytic procedures will receive special
attention during this phase of the program. A. tentative schedule
is to be found on the following page.
Phase II envisions one of the faculty working in the City
Manager' s office during the surnner months . There are several pur-
poses to be served by ha"ing a faculty member "in residence" with
the city at this time. One of the purposes is to assist the par-
ticipants in implementing procedures learned in Phase I . The bud-
getary process, which begins in June, may, for example , present
several opportunities for staff-faculty interaction prior to sub-
mission on the document to the city council during the first weeks
of Spptember. This will allow consideration of the practical appli-
cation of procedures learned during Phase I.
Other purposes to be served by the "faculty in residence"
portion of the program include (1) insurance that the faculty keeps
in touch with the day-to-day problems of municipal administrators,
FJ
. 71
SEMINAR AND WORKSHOP SCHEDULE
EXECUTIVE DEVELOPMENT AND LEADERSHIP PROGRAM
Month Topic
PHASE I :
January Seminar: Management in a Developing Urban
Environment
January Workshop: Individual Self-Assessment: Two
Inventories
February Seminar: Evaluation of Assessment Techniques
February Seminar: The Leader and Organizational Behavior
March Workshop': Leadership Models : Management by
Objectives
March Seminar: Program and Project Management : Coal
Setting, Planning, and Resource Allo-
cation -
April Seminar: Program and Project Management:
Implementation, Tracking, and Eavaluation
April Workshop: The Budget as a Management Tool I
May Workshop: The Budget as a Management Tool II
PHASE III:
September Workshop: Evaluation of the Budgetary Process I
September Workshop: Evaluation of the Budgetary Process II
October Seminar: Personal Management Skills : Leader-
ship Styles and Skills
October Seminar: Personal Management Skills : Communica-
tion, Conflict R°solution , and Counseling
November Workshop: The Needs of Human Beings
December Seminar & Workshop: A Plan for Continuing
Education and Evaluation of the
Year's '{Mork
(2) the opportunity to collect data and participate in experiences
that may be incorporated into the seminars and workshops scheduled
for Phase III, and (3) assisting the participants in the program
in their continuing education efforts .
Since the administrative budget process is completed at the
beginning of September, the fall seminar-workshop series (Phase
III) will initially address itself to the impact of the tecnhiques
presented in Phase I on the budgetary process. Analysis of the
rationality of the process and its end product will be explored
and the methods of overcoming problems will be discussed.
The remainder of Phase III is to be directed at strengthening
the--per-sonal management skills of the participants. The focus
is on interrelationships between individual leadership and mana-
garial styles and work team effectiveness . Skills in working with
others in group situations and individually are to be developed.
A part of this series of seminars and workshops. will be directed
toward improving understanding of human motiviations.
The final seminar, scheduled for early December, will be re-
served for outlining continuing education programs which may be
pursued by the city at minimal cost. Additionally, an open and
frank evaluation of the program's work during the year will be
undertaken during the closing seminar.
PROGRAM TVALUATION;
The evaluation of the program will involve a three-step process.
The first step will take place during the final seminar session
as noted above. This will be a general discussion of the program.
Second, each participant will be asked to submit a formal written
evaluation on a prepared form to the faculty through the city manager's
office. The third step in the evaluation process will involve a
reassessment of the participahts strengths and weaknesses to deter-
mine the impact of the program. This step will be undertaken three
months after the conclusion _of the program. Modifications in the
program design will be made on the basis of the feedback and thorough
evaluation prior to offering similar services to other municipal-
ities in the Huntsville area.