Complete class index

Please note: This is a comprehensive list of all CPM classes. Not all classes are offered every semester. The CPM certification requires completion of all Core Classes listed here and a selection of 3 classes from each of the Elective Categories.

Core classes  |  Quantitative methods electives  |  Public policy electives  |  Organizational management electives  |  Resource management electives  |  Personnel management electives

Core classes

030 Management Assessment for Personal Planning and Development
Through the use of self-assessment tools, explore your personal styles and needs to help build on your strengths and address potential limitations in the workplace.

100 The Public Management Profession and Environment
Learn current and relevant information on public management as a profession, including how the field is changing, how your position is affected by trends outside the organization, and issues to monitor in the coming year.

110 Presenting Yourself to One or Many
Learn the critical skills needed to present yourself orally in many different settings, from one-on-one conversation s to formal speeches to being interviewed by the media.

120 Strategic Thinking, Planning, and Organizational Transformation
Discover how to use planning as a reliable management tool by learning how to develop measurable, obtainable goals; how to motivate others to understand these goals; and how to adapt your strategic plan to the future.

130 Productivity and Quality Improvement
Explore all aspects of public sector quality improvement, including the manager’s role in TQI, ways to establish and measure your product, and success stories in other public agencies.

140 Problem Analysis and Problem Solving
Learn the systematic process of recognition and analysis necessary in problem solving, including communication processes to improve creativity; roles for groups and teams; how to define problems in different ways; and the limitations of your present problem-solving style.

160 Ethics, Values, and the Public Manager
Learn how to manage ethically, how to promote ethical conduct, and the potential problems in enforcing rules governing ethical behavior.

170 Leadership
Explore leadership characteristics and ways to strengthen your organization and support others’ work. Identify leadership styles, apply practices of leadership, recognize the 4 frames for organizational leadership. Develop a personal leadership philosophy that contributes to your organization’s mission.

Top»

Quantitative methods electives

200 Using Data for Better Decisions
Learn to use research correctly, manage the research process, interpret research correctly, and use findings.

201 Information Technology Issues in Public Management
Learn current issues affecting information professionals and managers, the fundamentals of network management, ethical concerns, and relevant security matters in the ever-changing world of technology.

202 Organizational Performance Measurement
Learn to develop clear objectives and to analyze your organization's effectiveness in achieving objectives. Learn the most efficient ways of achieving success at every level of management. (Also listed as Class 269.)

203 Using Systems Approaches in a Chaotic World
Learn to use the language of systems, including when and how to apply systems methods to projects and the monitoring of project progress.

204 Managing Projects
Learn the tools and methods for planning for, managing, and evaluating projects. Learn the qualities an organizational needs to support project management and how to build commitment among stakeholders. (Also listed as Class 268.)

204A Productivity Tools
Learn to use a variety of tools and techniques to improve the productivity and quality of your agency’s services, including those necessary for collecting and analyzing information, managing groups, making data-based decisions, and monitoring the delivery of services. (Also Class 268A.)

205 Managing Organizational Operations
Learn how the structure and activities of your organization relate to citizen/customer needs and how to use organizational systems to encourage continuous improvement in your agency.

206 Benchmarking for Program Improvement
Learn how to identify the measures of efficiency, effectiveness and productivity which measure the performance of your organization. Learn to set realistic performance targets for your agency to provide better services to clients and citizens.

207 Program Evaluation Techniques
Learn the major information sources for a program evaluation, specific evaluation methods, the variety of statistical measures for analyzing data, and how to prepare a responsive evaluation report.

209 Measuring Customer Satisfaction
Explore why customer assessment is essential to government success and the various approaches for measuring customer satisfaction.

Top»

Public policy electives

220 Policy Analysis for Non-Analysts
Learn established methods to evaluate policy decisions, predict outcomes, solve problems, make decisions, and compare results.

221 The Public Official In Court
Explore what happens when your agency—or possibly you as well—become involved in a civil lawsuit. Learn the legal bases for court proceedings as well as the civil litigation process.

222 The State Budget Process
Learn how the state biennial budget is created from the development of agency budget requests to the Governor’s signature on the final budget bill. Discover what factors influence whether a specific agency request will be supported, and identify the key players in the budget process.

223 Redefining the Public Sector: Insights and Strategies for Building Private Sector Partnerships
Learn the differences between the public and private sectors, the nature of the various relationships between them, and their strengths and weaknesses.

225 Media Relations
Learn the rules for establishing and managing a proactive media relations program for your agency. Includes a discussion of public/media relations planning, and dealing with crises.

226 Working with Councils, Boards, and Commissions
LLearn to manage the tension between democracy and professionalism, how to describe your job and goals to elected or politically-appointed bodies, respond to policy-makers' questions and demands, and build consensus on the board. (Also Class 247A.)

227 Executive Writing
Improve your memos, letters and reports. Learn to select structure and supporting materials, choose appropriate language, and analyze your intended audience. Participant writing samples will be analyzed.

228 Constitutional Law
Understand your rights and limits as a public manager under the US and State Constitutions as we discuss privacy rights, counter-terrorism, and public-sector duties with reference to the 1st, 2nd, 4th, 5th, and 6th Amendments. Gain an appreciation of how the Supreme Court's decisions are likely to affect your work, especially as the makeup of the Court continues to change.

229 Advanced Problems and Issues in Ethics
Learn to recognize, analyze, and resolve complicated problems of unethical behavior. Discover how to create an ethical environment. Prerequisite: CPM Ethics class or consent of CPM Program Administrator.

230 The Conduct of Public Meetings
Learn the basic mandates with which local governing bodies in Wisconsin must comply, and the practices which constitute such compliance.

232 Customer Service as a Strategic Issue
Learn to motivate and orient the organization to the possibilities, challenges and rewards of improved customer service and to apply marketing concepts. (Also listed as Class 246.)

234 Legislative Relations
Learn how to plan for relations with elected bodies, including agenda-building and lobbying. (Also listed as Class 241.)

238 Improving Public Participation
Discover the importance of including the public in government decision making, policy formulation, and service delivery. Learn specific methods for public participation and the strengths and weaknesses of each.

239 Analyzing and Presenting Your Performance Measurement Results
Learn how to present information from surveys and other sources to your audiences in a way that will best convey your intended message and get the results you want.

Top»

Organizational management electives

240 Managing Organizational Change
Learn to be an innovator and manager of change. Learn how people react to change and how you as a manager can help others to understand and accept change.

241 Legislative Relations — See Class 234.

242 Team Management and Team Building
Learn proven team leadership methods and activities which will help to promote long-term enthusiasm for team projects. (Also listed as Class 289.)

242A Developing Emotional Intelligence in Your Organization
Learn how emotional intelligence is linked directly to individual and organizational success. Learn the 5 competencies of emotional intelligence, assess your own EI, and develop strategies to use EI to create a motivating and productive environment.

243 Leading and Managing from the Middle
Learn to use personal power and influence to increase effectiveness. Learn techniques to influence your boss, manage organizational politics in support of your goals, and influence other agencies and the policy-making process.

244 Understanding Your Organization and Its Culture
Explore why organizations are structured as they are and mine the depths of culture as a key driver of how things really get done. Gain insights about organizational structure and culture that can improve your ability to influence or change elements that are counterproductive for your work or the organization itself.

245 Advanced Issues in Conflict Management
Examine impasse, the most challenging phase of conflict, and explore strategies for handling conflicts between parties of widely disparate power positions. Prerequisite: CPM Conflict Management class or consent of instructor. (Also listed as Class 295.)

246 Customer Service as a Strategic Issue — See Class 232.

247 Facilitating Effective Meetings
Learn the basics of meeting management, including: developing the agenda; the roles of the leader/facilitator and participants; strategies for keeping the meeting on track; ideas for dealing with disagreement; and suggestions for documenting meeting discussions and decisions.

247A Working with Councils, Boards and Commissions — See Class 226.

248 Strategies for Building Communication
Learn to deliver your message to those with different communication styles, practice active listening skills, and identify barriers to effective communication.

248A Generational Communication
Discover how generational differences can affect the workplace, including difference in preferred work/leisure balance, how one prefers to receive feedback, and how different generations generally prefer to be managed. Learn the value of differences and to resolve conflicts that arise.

249 Conflict Management
Learn what causes conflict and the effectiveness of different approaches in handling conflict in the workplace. (Also listed as Class 282.)

249A Having Challenging Conversations
Learn to effectively deal with difficult interpersonal conversations and relationships in your workplace. Learn multiple ways to manage your reactions to the challenging behaviors of others and practice skills that are helpful in dealing with conflict.

250 Advanced Problem Solving Strategies
Learn to identify and overcome barriers to solving more difficult workplace problems. Prerequisite: CPM Problem Analysis and Problem Solving class or consent of instructor.

251 Work Planning and Delegation
Explore the manager’s role in managing the work of staff, including: creating a performance plan with the employee, creating a motivating work environment, coaching, and delegation.

252 Advanced Leadership (formerly The Leader as Caring Steward)
Learn to develop strategies and take risks in support of a leadership vision. Prerequisite: CPM Leadership class or consent of instructor.

253 Appreciative Inquiry
Explore the organizational development process based on building on what works, rather than trying to fix what doesn't. Learn to ask questions and envision a future that fosters positive relationships and builds on what’s right, enhancing the capacity for collaboration and change.

255 Managing in Permanent Whitewater
Explore the origins and causes of the uncertainty and constant change we face today and learn tools to respond effectively and confidently. Develop insights from chaos and complexity theories and strategies of systems thinking to construct an integrated model for response.

256 Promoting Diversity in the Workplace
Explore cross-cultural value differences and the impact of these differences on day-to-day interactions. Learn to improve your intercultural communication skills.

256A Cultural Competency
Explore the personal and professional meanings of cultural competency in today’s increasingly diverse workplace. Develop a framework for communication that will help improve your relationships at work.

257 The Leader’s Role in Emergency Planning and Management
Learn to recognize key factors in crises, to analyze your organization’s crisis-preparedness, and to develop a crisis management and response plan.

258 Developing and Using Creativity to Improve Public Management
Learn and practice techniques for improving your own creativity, that of those with whom you work, and your organization as a whole. Learn ways to apply creative approaches to decision making, problem solving, planning, and many other management functions.

259 Healthy Boundaries in the Workplace
Learn to define your boundaries and recognize the potential for role conflict and enabling in the workplace. Discover how to remain clear when dealing with complex and sensitive employee situations, clarify responsibility of those involved, and hold others accountable for their performance.

Top»

Resource management electives

260 Risk Management
Learn the issues involved in the risk management process, including types of risk, manageable risk, loss control programs, selling the concept of risk management, control techniques, and insurance and liability in the public sector.

261 Grantsmanship
Learn all the steps to locate and develop funding for your organization. Get expert advice on finding and approaching public and private sources of funding.

262 Purchasing for Public Managers
Learn the most modern and successful purchasing procedures in use in Wisconsin government, to obtain the best prices for your agency in the most efficient manner.

263 Budgeting for Public Managers
Learn the forms and varieties of budgeting in public administration, and specific opportunities for improvement in the public manager's budget.

264 Financial Planning for Public Managers
Learn the elements of effective financial planning, how it differs according to type of public agency, how it relates to the budget process, and how to monitor the effectiveness of this part of the policy implementation process.

265 Records Management
Discover what records are, what are not records, and how to conduct a records inventory and set up a records management program for your agency. Other topics include electronic records, retention scheduling, and records law.

267 Essential Time and Stress Management Techniques
Identify behaviors and attitudes that can help you manage your time and stress in order to increase your effectiveness and satisfaction in your job.

268 Managing Projects — See Class 204.

268A Productivity Tools — See Class 204A.

269 Organizational Performance Measurement — See Class 202.

271 Financial Management
Learn methods and procedures for monitoring and evaluating the expenditure of public monies and for tracking major public projects and programs.

273 Preparing RFPs and Bids
Learn the processes and procedures required to prepare “Requests for Proposals” which will generate proposals that address your programmatic needs, and bids which will accurately respond to RFPs.

274 Contract Administration
Learn how public sector initiatives in privatization and outsourcing affect contracts administration. Gain an understanding of the component parts of a contract and the importance of contract monitoring.

275 Writing Effective Grant Proposals
Learn the craft of stating clear goals and objectives in your grants, building a budget, and creating a dynamic abstract for funding proposals. Learn how to save time in planning and information gathering.

Top»

Personnel management electives

281 Human Resource Management
Gain an overview of the human resource management function in government, including the critical role of the unit manager. Learn about a broad range of personnel-related activities, including recruitment and selection, performance management, staff development, and discipline.

282 Conflict Management — See Class 249.

283 Advanced Discipline and Grievance
Learn the manager's role in discipline, and the steps in mediation and arbitration of disciplinary cases.

284 Developing Your Performance Management Toolkit
Learn the most effective techniques for supervising and managing the performance of subordinates, including the critical component of performance evaluation.

286 Strategies for Effective Supervision
Learn the manager’s roles as supervisor, including that of coach, disciplinarian, counselor, and team builder.

287 Employee Relations
Gain an overview of Wisconsin public sector labor relations, including its foundations, processes, roles, and techniques/administration protocols. Learn tools for conducting management operations within a regulated workplace, including new practices, and alternatives to the traditional labor/management environment.

289 Team Management and Team Building — See Class 242.

291 Succession Planning and Mentoring
Learn the critical elements of mentoring and succession planning programs; assess your own organization's readiness and ability to develop leaders; and learn of effective programs in other agencies.

292 The Psychology of Managing Difficult Employees
Learn about the brain mechanisms that underlie the behaviors of difficult and angry people, as well as approaches for helping you to manage them.

293 Dealing with Discrimination and Harassment
Learn the legal criteria which characterize discriminatory or harassing situations, and the appropriate management responses to prevent or respond to those situations.

295 Advanced Issues in Conflict Management — See Class 245.

296 Supervising the Problem Employee
Learn to integrate your agency’s various programs into a consistent approach to dealing with a problem employee and to identify conditions which may be contributing to the situation.

297 Keys to Coaching Your Employees
Learn and practice coaching skills that you can use everyday at work. Explore the importance of body language, tone of voice, and levels of listening; practice open-ended questions, reflective responses, positive feedback, correcting statements, and how to engage cooperation from your staff.

Top»

Other classes may be offered by special arrangement or request. Contact us about your idea.