Line manager
Line manager is a manager , in business , the public administration or in the Bundeswehr , the technical supervision over staff exercises.
General
When it comes to superiors, a distinction is made between specialist superiors and disciplinary superiors . What they have in common is that, as executives, they have the authority to exercise personnel management over employees who report to them . However, they differ according to the content of the management task. While disciplinary superiors are endowed with disciplinary rights , technical superiors may decide on all actions of their employees necessary for the fulfillment of tasks and issue corresponding instructions within the framework of a certain specialist area or work area .
The exact delimitations between the types of superiors come from the civil service law , the regulations of which are also applied in the private sector . Reinhard Höhn dedicates a separate chapter to the line manager in his standard work on leadership studies for business and sees it as a justified breakthrough of the principle of unity of leadership . It often happens that employees report to both a line manager and a disciplinary manager.
Delimitations
Anyone who - without being a superior - is authorized to issue technical instructions to another person for certain activities in individual cases is an authorized person. Technical instructions are to be understood as a generic term for the "official orders" and "general guidelines" mentioned in § 62 BBG . Directives are general service regulations that affect an indefinite number of cases, while orders relate to specific, individually determined issues . Official instructions are reserved for the superior, who, however, may also issue technical instructions in his capacity as a superior if there is no technical superior. The technical instruction is aimed at assigning tasks to subordinate employees , defining their implementation and regulating the manner in which work is carried out .
tasks
The task of personnel management is limited to a specific subject area or area of work. Within this framework, the line manager can use his technical qualification by means of technical competence and qualify the employees under him through training , plan , organize and coordinate the work flow . With information he improves the specialist knowledge of the employees, with goal setting he conveys the company goals , a technical control ensures correct work results.
According to Werner Thieme , hierarchical relationships such as those of the line manager exist
- Authority to issue orders, ie the right to “determine the actions of another”;
- Supervisory law: technical and legal supervision ;
- Right of evocation : superiors may take over the processing of a matter without it being an inadmissible return delegation ;
- Right to object with the right to annul decisions and
- Information obligation by subordinates.
These tasks are among the core tasks of a line manager. In addition, he has to ensure the induction and further qualification of his employees.
Officer
Almost every civil servant has a service superior (disciplinary superior) in addition to the specialist superior. The line manager (department head) decides which business transactions the tax officer has to process, for example, and the head of the tax office decides on his vacation request . There are only two exceptions to this principle of two superiors. Professors are subject to the freedom of research and teaching guaranteed under Art. 5 Para. 3 GG , judges to the judicial independence codified in Art. 97 Para. 1 GG . Therefore, neither of them have a specialist supervisor, but only report to a disciplinary supervisor. The university professor does not have a specialist supervisor, but is himself a specialist supervisor towards the non-professorial staff assigned to him by the dean . Strictly speaking, judges do not have a superior in the sense of civil servant law, but are subject to the supervision of the court president according to Section 26 DRiG .
If technical and disciplinary superiors are different people, the technical superiors must convey important information to the disciplinary superiors as part of the employee evaluation so that they can take into account the technical aspects of the work performance of subordinate employees. The specialist supervisor must under the Remonstration to § 63 BBG legal objections subordinate to his official instructions allow. A public service employee can also be the line manager of a civil servant .
armed forces
A specialist supervisor is someone who, in one of the specialist services set up by the BMVg , has technical authority to command the soldiers under him. This means that the specialist superiors are responsible for managing the specialist service of soldiers by virtue of their position in accordance with Section 2 VorgV . Three areas have a specialist service, namely the medical service , military music service and geoinformation of the Bundeswehr . For example, the general pharmacist is the highest technical superior in the field of military pharmacy. According to Section 1 (2) VorgV, the disciplinary superior should not intervene in the specialist service unless the specialist and the disciplinary superior are identical.
Individual evidence
- ↑ Achim Richter / Annett Gamisch, job description for the public and church service , 2011, p. 126
- ↑ Reinhard Höhn / Gisela Böhme, Management Brevier der Wirtschaft , 1974, p. 298 ff.
- ↑ Jürgen Christoph Gödan / Helmut Rösner (eds.), Collection of reports on library law , 2002, p. 571
- ↑ Helmut Rittstieg, The submission of instructions of the civil servant , in: Zeitschrift für Beamtenrecht, 1970, p. 74
- ^ Klaus Altfelder / Hans G. Bartels / Joachim-Hans Horn / Heinrich-Theodor Metze, Lexikon der Unternehmensführung , 1973, p. 83
- ↑ Werner Thieme, Verwaltungslehre , 1969, p. 89 ff.
- ↑ Helmut Brede, Fundamentals of Public Business Administration , 2005, p. 88 f.
- ↑ Sabine Leppek, Beamtenrecht , 2015, p. 33
- ^ Frank Less / Gudrun Schattschneider / Bernhard Gertz, Soldiers Act: Commentary , 2008, p. 52
