Managing People
Senior executives take on a special challenge that demands
critical changes and difficult transitions. There is therefore a need to broaden
their outlook and become responsive to the changing nature and scope of their
roles and responsibilities. This requires having new perspectives and paradigms
to become successful supervisors and administrators. They will be challenged to
commit themselves to their roles of helping transform their unit, section,
organization and ultimately, the quality of government service. Courses under
this component will emphasize strategies and techniques to build a highly
committed and competent workforce and creating a work team characterized by
innovativeness, productivity and superior client service.
Managing Work and Career
This component of the Program provides the structure for
senior executives to examine their attitudes towards their work and career. It
will provide them with the opportunity to identify their career path and the
actions they have so far taken to reach their goals. Collectively, the courses
will provide them knowledge, skills and attitudes that will introduce them to
various strategies for re-framing their outlook, revitalizing and renewing their
commitment and charting their directions towards continuing personal growth and
professional development.
Organizational Development and Social Responsibility
Executives must devise strategies for dealing effectively
with factors that impede change. They face today another important question on
whether the organization has some responsibility that goes beyond actions that
merely increase achievements of organization objectives. In other words, is it a
must that organizations engage in and support activities such as programs on
addressing the environmental pollution, energy conservation, reducing raw
material shortages, etc,. that directly benefit the larger numbers in society?
Do executives actively confront such social problems with the same zeal used in
attacking business problems? Given these premises, the other course under this
component will discuss these issues to make the senior executives aware of and
see the need to serve both major organizational objectives and social purposes.
Thus, this component of the program focuses on strategies for change to be able
to respond to the need for systematic planned change in organizations.
Development Approaches
Each component is composed of several courses, each is so
designed that it can be run separately. This feature augurs well for the senior
executives who are too busy to leave their posts for long periods of time. It
makes possible their attendance to the courses comprising the Program at their
most convenient time.
Specifically, the program shall make use of the following
approaches:
1. Formal classroom Sessions, Personal Improvement Action
Plans (PIAPs) and Integration of Learning.
2. Updates on Current Issues
3. Study and Observation Tours
4. Relative Training undergone through scholarship grants
5. SEDP evaluation
Personal Improvement Action Plans or PIAPs are the
participants’ commitment in the form of action plans to ensure transfer of
learning and changes behavior or performance in the workplace.
Integration of learning
A two-day workshop shall be held to integrate the learning
gained from the SEDP courses through different structured/creative activities. A
minimum of 20 participants who have complied with all the requirements of the
formal classroom sessions shall constitute one class.
Qualified participants who have undergone the Integration
Class will be issued the SEDP Certificate of Completion.
Updates on Current Issues
A 1/2- day discussion of current issues of professional
interest to Senior executives of the Commission through sharing of experiences
of scholars, panel discussion, open forum, debate, video/film showing, etc. The
issues for discussion may include, but not limited to landmark rulings and/or
decisions of the Supreme Court, other government agencies, the COA Commission
Proper, etc.; the State of the Nation Address (SONA); the Medium-Term Philippine
Development Plan (MTPDP); the 5 S’s approach of Sorting, Systematizing,
Sweeping, Sanitizing and maintaining Self-Discipline; etc.
Study Observation/Tours
Study Observation/Tours may be conducted to observe and study
systems and procedures of other government agencies, domestic and international,
to obtain best practices on management, accounting and auditing.
Scholarship Grants
The scholarship may be a grant from the Commission and/or
other funding institutions. If the field/subject of the scholarship is on any of
the formal classroom sessions covered by the program, the participant may be
given the appropriate credit after the necessary evaluation.
To ensure effective management of SEDP, the following are the
functions and responsibilities of the different COA offices:
Professional Development Center (PDC)
1. Administer and manage the SEDP
2. Design, develop and conduct the courses of the SEDP. Ensure that these courses are updated as necessary.
3. See to it that participants complete all the SEDP courses required for the issuance of the Certificate of Completion within two years.
4. Monitor and evaluate the Program in coordination with appropriate COA offices.
5. Coordinate with the Human Resources Management Office (HRMO) for the scholarship grants and study observation/tours.
6. Maintain linkages with academic and training institutions for needed resources and expertise
7. Ensure that the cost of the program activities is included in the budget.
