Guidelines for the management of the federal government

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The guidelines for administrative management in the federation were an administrative regulation for Switzerland issued with effect from January 1, 1975 and valid until 2002 . They were replaced by the management questions for the federal administration approved by the Federal Council on March 27, 2002 .

With the guidelines for administrative management in the federation, the prerequisites for an optimal cooperation of all forces within the Swiss federal administration were to be created, in order to make the knowledge of universities and economy usable in the administration. They were put into effect by the Federal Council. They were signed by the then Federal President Brugger and Federal Chancellor Huber . The guidelines are aimed at executives at all levels in the Swiss federal administration and are binding on them as to how they should behave when dealing with their employees and what their tasks are.

content

The guidelines were divided into nine main sections, preceded by an introduction.

introduction

The introduction generally outlined the objectives that the guidelines pursued. The main purpose was to create the prerequisites for an "optimal cooperation of all forces" in the federal administration. The basis for this was primarily the application of the cooperative management style .

Main Section A: Purpose and Personal Scope

Main Section A dealt with the purpose and personal scope of the guidelines. They should help to make management easier, to create a good working atmosphere and to make all administrative activities as efficient as possible in line with a contemporary management style. Its purpose was, among other things, to show superiors principles and methods of leadership, to enable employees to develop according to their human and professional qualities, to actively participate in the management process and to perform their tasks properly. They were aimed in particular at the superiors of all instances and were binding on them. They had to internalize and exemplify the guidelines. This should ultimately lead to a more or less uniform leadership culture at a high level.

Main Section B: Guided Tour

Main section B defined what was meant by leadership. Leadership meant aligning the actions of everyone involved in a task with the goals set. The term leadership encompasses the ability to oversee the area of ​​activity, the will to positively influence employees, set priorities and set clear goals, ensure coordination and exercise efficient control without the employees having to have the impression that they are the boss don't trust them.

Main section C: The cooperative management style as a basic principle for successful administrative action

Main section C saw the cooperative management style as a basic principle for successful administrative action. It meant consistent promotion of initiative and independence, active participation of all those involved in the management process, convincing motivation for the goal setting and justification for the decision. Other basic principles were:

  • Thinking ahead
  • Inventory of administrative activity (a target / actual comparison was used to determine whether target and actual match, ie what is, what should be. If target and actual do not match, the actual had to be taken to target with appropriate measures. Example: the inspection rate at the import of goods should be at least 5%. A survey of the inspection figures shows that customs office A inspects 10%, customs office B 1% and customs office C 3% of the goods. A can leave it at 10%, B must inspect the goods Increase viewing rate by 4% and C by 2%.)
  • Prioritization Priority list (e.g. priority 1: collection of consumption taxes ; priority 2: collection of customs duties; priority 3: import sales tax ; priority 4: review procedure in the area of ​​preferences; priority 5: compliance with bans and restrictions on imports, etc.)
  • Exact target setting (e.g. 5% minimum inspection rate)
  • Cost-benefit analysis ( controlling )
  • Control and coordination of the implementation of a decision made
  • delegation
  • Mutual information
  • Praise and criticism

Main section D: The delegation of tasks

Main section D dealt with the delegation of tasks. Delegating meant giving an employee tasks to work on independently. The employee was able to take the necessary actions and was responsible for them. The superior was only allowed to intervene directly in exceptional cases. The delegation offered the opportunity to promote and test young talent. It increased the independence and initiative of the employees. They felt that they were being used according to their abilities and perceived the transfer of competence as a vote of confidence, which strengthened their sense of responsibility. The delegation served the necessary relief of the superior. She set him free to do his managerial duties. But he retained responsibility for the whole thing.

Main Section E: Management Tasks

Main section E defined the management tasks. These included: Inventory (target / actual comparison), s. o., planning, setting priorities, setting goals, making decisions, initiating the measures necessary for their realization and monitoring and coordinating the implementation.

Main Section G: Leadership

Main section G described how employees were to be led and named the most important tasks of personnel management. The prerequisite and basis for fruitful cooperation and thus successful management was mutual trust that the superior cultivated through personal contact with his employees. Objective leadership was an effective method of cooperative leadership. In a discussion with the employees, the superior set the goals to be achieved for a certain period. At the end of the period, he determined in an employee interview whether the goals had been achieved or not. If the goal was not achieved, the cause had to be clarified.

Further important tasks of the personnel management by superiors were the correct selection of employees, the commitment corresponding to their abilities, their promotion and the maintenance of human relationships. He had to personally take care of the well-being of his employees by cultivating the employee appraisal, listening to suggestions and taking them seriously. He promoted community work (service meetings) and discussed the work results. He assessed his employees, handled disagreements and resolved conflicts ( bullying , bossing , staffing, i.e. bullying by subordinates in the hierarchy).

Main Section H: The Criteria for Selecting Managers

Main section H stated the criteria for the selection of superiors. The decisive factor was the ability to gain the respect and trust of employees, to inspire them for their tasks and to encourage them to think and act independently. He had to meet the following requirements, namely clear thinking, a sense of the bigger picture and mental agility, expertise, a sense of responsibility and a willingness to take responsibility, intellectual independence and courage, real humor, a sense of justice and understanding for the employees. He subordinated his personal interests to the matter, gave security, showed assertiveness and organizational talent. He knew how to deal with subordinates and higher superiors and stood up for his employees, exercising self-discipline.

Main Section J: Personal Duties of a Manager

Main section J defined the personal duties of a manager.

  • As a supervisor , he had to fulfill the management tasks in an exemplary manner with the full commitment of his person. He offers his employees suggestions and develops his own leadership style in accordance with these guidelines. He gives himself as he is and keeps an eye on the whole thing beyond his own responsibility. He demands clear and precise answers. He must be able to ask. He lets the situation mature without putting decisions on the back burner and takes risks for which he is responsible. He makes clear demands. He endures criticism, praises and censures, does not give up despite disappointments and setbacks and knows about the imperfection of human behavior, including his own.
  • As an employee , he had to commit himself to the fulfillment of his tasks, act independently and proactively as well as take responsibility, advise his superiors, relieve them and not take up their time unnecessarily, subordinate himself to his superiors without becoming an uncritical yes-man.
  • As a colleague , he had to contact everyone involved in the solution of a task in good time and cooperate, provide comprehensive and mutual information, act as a colleague and appreciate the work of his colleagues accordingly.

swell

  • Guidelines for the management of the federal government, issued by the Swiss Federal Council, Bern, 1974 (BBl 1975 II 1009). Distribution of the manual edition by the Federal Office for Printing and Materials, Bern

literature

  • Christian Furrer, Federal Councilor and Federal Administration, their organization and management , 1986, Stämpfli-Verlag, Bern
  • Hans-Peter Duric, guidelines for the management of the group. In: Journal of Customs and Excise Taxes. 1976, p. 267 ff.
  • Hans-Peter Duric, guidelines for the management of the group. In: administration, organization, personnel. 1982, p. 64 ff.
  • Thomas Sägesser, Government and Administration Organization Act of March 21, 1997, 2006, Stämpfli-Verlag, Bern

Individual evidence

  1. ↑ Management issues for the federal administration (PDF; 115 kB)