Trainings by Competency
| Front Line Staff | Senior Level Staff | Supervisory & Management Staff |
|---|---|---|
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8.08: Applies theory of organizational structures to professional practice.
List of Domains | Domain 8 | Previous Competency | Next Competency
| KEY | |
Aware | |
Knowledgeable | |
Proficient |
Courses
Managing and Motivating Effective Public Health Performance 
| Format | Web-based Course |
| Cost | 0 |
| Duration | approximately 6 hours |
| Description | This course is designed to provide knowledge of management and leadership. These two components of administration are important to the task of motivation. The understanding of the relationship among the topics will enable managers to effectively coordinate individual actions toward the accomplishment of organizational goals. |
| Competencies | 7.07 7.05 8.05 8.08 |
| TRAIN | n/a |
Community Partnerships and Perspectives - Advanced Level
| Format | Web-based Course |
| Cost | 0 |
| Duration | 3-4 hours |
| Description | n/a |
| Competencies | 3.02 5.02 8.08 |
| TRAIN | n/a |
Human Resources
| Format | Web-based Course |
| Cost | Free |
| Duration | 2 hours |
| Description | This course is part of a series of programs intended for public health administrators, and nurse administrators, who are relatively new in their positions (3 years or less), and who seek to enhance the knowledge, skills, and abilities they need to succeed. The course discusses the major duties and responsibilities of Human Resources, the several Human Resources issues, & the major legal issues facing employers in the workplace. There are seven video clips in this course: Job Descriptions; Recruitment, Selection, & Orientation; Performance Appraisals; Compensation; Health, Safety, & Security; Corrective Actions; and Policy Manual and Unions. |
| Competencies | 2.03 7.07 8.03 8.05 8.06 8.08 |
| TRAIN | n/a |
Becoming a Systems Thinker
| Format | Web-based Course |
| Cost | $45 |
| Duration | 1.5 hours |
| Description | As healthcare managers and leaders continue to develop sophistication in managing complex situations, the systems model is useful to assist nurse managers in addressing day to day pressures which are steeped in uncertainty. Systems thinking is both a powerful problem solving tool and a powerful language to assist healthcare mangers and leaders in making better decisions, using resources more effectively and achieving organizational goals. At the conclusion of this activity, the participant will be able to: (1) describe the basic elements of the systems model; (2) discuss systems thinking as a tool to manage the challenges in the healthcare environment; (3) examine the seven-step process for using systems thinking; and (4) apply the principles of systems thinking to strategic planning. |
| Competencies | 8.03 8.05 8.07 8.08 |
| TRAIN | n/a |
Mastering the Roles of Supervision
| Format | Web-based Course |
| Cost | Free |
| Duration | 3 hours |
| Description | This training:(1) Introduces the concept of the Competing Values Framework; (2) Describes the often competing roles associated with being an effective supervisor; (3) Explains the levels of mastery of a skill; and (4) Provides strategies for assessing and monitoring your progress through the levels of supervisory mastery. The course consists of two modules. The first module introduces the Competing Values Framework and the associated supervisor roles. Eah role is explained briefly, through simulated conversations with "real" supervisors. The second module asks and answers the question, "What is mastery?" A number of self-assessment tools and interactive elements help you to chart your course to becoming the best supervisor you can be! A blog is available at the end of the course, for you and other participants to share your experiences with the course and supervision in general! Content for this course was adapted, with permission, from "Supervising New York State: A Framework for Excellence," written by Sue R. Faerman, Ph.D., Robert E. Quinn, Ph.D., Michael P. Thompson, Ph.D. and Michael R. McGrath, Ph.D. Copyright 1990 New York State Governor's Office of Employee Relations. After completing the course, the learner will be able to: (1) Describe the competing values framework; (2) Identify the eight potentially conflicting roles played by supervisors; (3) Prioritize roles most appropriate for a supervisor to employ given a situational challenge; (4) Describe the five steps to mastery; (5) Assess personal challenges, identify areas for further development and develop a plan for change; and (6) Describe the importance of self knowledge and assessment in understanding the impact of one's behavior on others. |
| Competencies | 3.01 3.02 3.04 5.02 8.04 8.08 |
| TRAIN | n/a |
Public Health Tomorrow: Leadership in the 21st Century
| Format | Other Distance Ed. |
| Cost | Free |
| Duration | 1.5 hours |
| Description | In this seminar, Dr. Kristine Gebbie discusses the dynamics that surround the structure, leadership, and understanding surrounding public health in the US. She talks about where we have come from, where we are going, and what we have learned about our abilities to manage and improve the health of the public. |
| Competencies | 8.01 8.02 8.03 8.08 |
| TRAIN | n/a |
Public Health Leadership Primer for Professionals in Public Health
| Format | Other Distance Ed. |
| Cost | Free |
| Duration | 1.5 hours |
| Description | Susan is a Founding Partner of Voussoir, a focused consulting firm that works directly with CEOs and other executives one-on-one, with divisional teams and with entire organizational systems to develop unique solutions for managing growth and facilitating change. One distinctive characteristic of Voussoir is the way they support clients’ long-term goals by helping them harness the significant impact of a well-defined and fully implemented vision. Voussoir’s extensive depth of experience with the often-challenging concept of organizational vision has had an important and positive impact on the sustained growth and lower resistance to organizational change their clients experience. Voussoir’s client engagements span the breadth of the diversity of organizational forms - from publicly owned global corporations, to non-profits and international NGOs, and to public sector governmental systems at the city, state and federal levels. Her work with non-profit organizations focuses most directly on enabling staff, volunteers and board members to manage the critical interface between stakeholders. Examples of her non-profit clients include: The New School for Social Research, New York University School of Law, Massachusetts College of Art, Skidmore College, National Rural Electric Cooperative Association, Manpower Demonstration Project Corporation, American Heart Association, Ackerman Institute, Planned Parenthood, HIPPY USA, Jewish Board of Family and Children Services, New York City Health and Hospitals Corporation, MetroPlus, New York City Department of Health, American Thoracic Society, National Ovarian Cancer Coalition, Community Renewal Society, New Hampshire Department of Human Services, New Jersey Department of Health and Human Services. Representative of her work with private sector clients is job analysis and design for the Public Service Electric and Gas Company; the creation of effective interfaces between divisions within the Conde Nast organization; performance management systems for Group W Westinghouse and the publishing firm Warren, Gorham and Lamont; and the creation of competency assessment and executive development programs for Lucas Aerospace U.S. and U.K. She has designed and delivered intensive organization development programs for internal OD practitioners at The Prudential Insurance Company and implemented an internal change management practice for Telcordia Technologies (formerly Bellcore). In the international arena she designed a major orientation and management development program for managers of Telecom Italia and consulted with the Institute for Qualified Personnel, a section of the Science and Technology Commission of the People’s Republic of China. Her work with the British Government’s Training Agency enabled the development of a management competency framework that is currently used as a guideline for many private sector organizations in the UK. Other international clients include the Office of Human Resources of the United Nations Development Programme and an entrepreneurial firm in Israel. Susan has appeared on BBC Radio as a commentator on executive competency development and presented papers at the Society for Applied Anthropology and the American Management Association’s Human Resources Conferences. |
| Competencies | 8.01 8.02 8.03 8.08 |
| TRAIN | n/a |