CPM Complete class index

Questions? Find answers to our most frequently asked questions below. If you continue to have questions, please contact us at: CPM Director Chrystyna Mursky chrystyna.mursky@wisc.edu 608-262-3830 Program Coordinator Sunshine Jansen sunshine.jansen@wisc.edu 608-262-4354

CPM Complete class index

Many classes in the broader Leadership/Management programming area of Continuing Studies are eligible for CPM credit. See individual classes for a full schedule by season, or view/download the list of accepted classes here. Please note: you must inform us of your attendance at these sessions in order for them to be added to your transcript.

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.

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 the Public Sector
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 Systems Thinking 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 Fundamentals of Project Management
Gain foundational knowledge and explore contemporary best practices in project management to build the personal knowledge, skill, and confidence you need to effectively lead projects. Whether you’re leading your first project, struggling to get through all the projects on your to-do list, or want to avoid the problems of the last big project failure, this course will benefit you.

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.)

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.

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.

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 Developing Public-Private Partnerships
In an era of declining tax support, government leaders are exploring creative ways to maintain quality, including developing effective partnerships with the private sector. Explore the changing role of government, the foundations of effective partnerships, the conditions that are most conducive to public-private partnerships, and various alternative strategies to government service delivery. Study examples of public-private partnerships and identify prospective partnerships for your agency.

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.

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.)

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.

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.

242 Resilience and Stress Management Skills
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.

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 Communication Styles and the Generations
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 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. (Also listed as Class 282.)

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.

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.

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.

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.

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 Fundamentals of Project Management — See Class 204.

268A Productivity Tools — See Class 204A.

269 Organizational Performance Measurement — See Class 202.

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.

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.

Personnel management electives

282 Having Challenging Conversations — See Class 249.

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.

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.