Administrative management (content-related, Germany)

Administrative management is dealt with in this article under the aspect of the mindset and thus the style in which a public administration is managed by the management staff and how . The "how" can beregulatedby a directive , but mostly there is only a set of rules of procedure. Examples are the " common rules of procedure of the federal ministries or a regional finance directorate (see the list of customs abbreviations ).

This article does not deal with results-oriented administrative management , which is ultimately based on what administrative management is allowed to do in financial terms.

Optimal interaction of all forces and a cooperative management style

The respective administrative management has to create the prerequisites for optimal cooperation of all forces within a public administration. The knowledge from universities and business must be used. In this context, it is very useful if the highest federal and state authorities issue appropriate guidelines that regulate in a binding manner for managers at all levels how they should behave when dealing with their employees and what their tasks are, as Switzerland does with its guidelines for the administration had done in league .

The prerequisites for an “optimal interaction of all forces” in an administration today is generally the application of the cooperative management style . It is the basic principle for successful administrative action. It means the consistent promotion of initiative and independence with the development of human and professional qualities, the active participation of all those involved in the management process, the convincing motivation of the objective and justification of the decision with subsequent appropriate task completion. The cooperative management style facilitates management, creates a good working atmosphere and makes all administrative activities highly efficient.

The cooperative management style requires, among other things, forward-looking, unbiased thinking, especially at the higher levels of the hierarchy, and the ability to work conceptually and systematically . Only the supervisor who recognizes possible future situations and the problems arising from them in good time and approaches them can be sure to keep pace with developments and protect themselves from surprises. In order to guarantee this, managers must repeatedly distance themselves from the questions of the day and concentrate on their management tasks.

planning

The planning must therefore be given the utmost attention. It serves as a mental preparation for future decisions z. B. when introducing new laws, changing laws or repealing laws. This can often lead to personnel problems because staff have to be increased or reduced. But planning also plays a role in evaluating the decision-making options within the framework of an order and its execution.

inventory

Planning includes, above all, an inventory of administrative activities. In a target / actual comparison, it can be determined on the previous legal basis whether the "target" and the "actual" match, ie what is, what should be. If the target and the actual do not match, the actual must be led to the target with appropriate measures. Example: The inspection quota for 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 has to increase the viewing rate by 4% and C by 2%.

priorities

If the inventory shows deficiencies, these must be eliminated by setting priorities ( priority list ). Example of prioritization: 1. Collection of excise duties ; 2. Collection of customs duties ; 3. import sales tax ; 4. Review procedures in the area of preferences (e.g. within the framework of the free trade agreement between Switzerland and the EU); 5. Compliance with the prohibitions and restrictions on imports etc.

Goal setting

The prioritization must then be implemented by setting an exact target (e.g. 5% minimum inspection quota per customs office for imports, increase in taxes in the district, appeals in the event of import bans, cash controls when entering from Switzerland, 50 illegal parkers daily fined per municipal enforcement employee).

economics

Of course, economic efficiency must also be taken into account when setting goals. This is done as part of a cost / benefit analysis ( controlling ).

Making the decision

Ultimately, the person responsible then has to make a decision.

Success control

The coordinated execution of a decision made is then subject to success control.

No automatic leadership skills

The organizational and technical skills do not automatically lead to leadership skills. It has to be worked out anew every day. Only in exceptional cases are there "born leaders". Leadership skills must be supplemented by efficient personnel management that takes human concerns into account. It means that the actions of everyone involved in a task must be geared towards the goals set. This includes the ability to have an overview of the area of activity and the will to positively influence employees.

delegation

In order to clear the head for the managerial tasks, the manager has to delegate responsibility. Delegation means assigning tasks to an employee for independent processing. The employee can take the necessary actions on his own and is responsible for this with his signature. The superior may only intervene directly in exceptional cases. Delegation offers the opportunity to promote and test young talent. It increases the independence and initiative of the employees. They feel that they are deployed according to their skills and perceive the transfer of competence as a vote of confidence, which strengthens their sense of responsibility. The delegation therefore serves to relieve the superiors. But he retains responsibility for the whole.

Mutual information

In this context, mutual information is essential. Information cannot be a one-way street.

Mutual trust

The prerequisite and basis for fruitful cooperation and thus successful employee management is mutual trust that the superior has to cultivate in personal contact with his employees. The initiative must come from him. He is looking for B. to his employees at the workplace to discuss problems and solve them if necessary. If he quotes employees to himself, he should tell them what the meeting is about so that the employee can adjust to it. He sets the goals to be pursued in an employee interview with each of his employees for a certain period. At the end of the period, he determines whether the goals have been achieved or not. If the goal has not been achieved, the cause must be investigated (e.g. goal too ambitious, employees overloaded). In order to strengthen the team spirit and ensure uniform information, the supervisor holds regular service meetings. When it is objectively necessary, he also praises third parties. On the other hand, criticisms are only made in a factual manner in private. He ensures that his employees are evenly utilized within the scope of the business allocation plan. The appraisal interview is really important to him. In the assessment committee, he tries to achieve the best for his employees. As far as possible, he advocates higher-quality posts in order to give his employees the chance to be promoted if necessary. He ensures optimal staffing and equipment in his area on the basis of the given personnel parameters and the personnel requirement calculation. He promotes the further training of his employees and is not a shame to take part in personnel management seminars himself. As far as possible, it influences the fact that advanced training courses are offered in a function-related, demand-oriented and target-oriented manner. When it comes to inquiries about needs, the content of the courses and the selection of participants, he should urge participation.

Selecting and dealing with employees

Insofar as a supervisor can influence this, he ensures that employees are selected correctly and that they are deployed according to their skills. He personally cares about the well-being of his employees, listens to suggestions and takes them seriously. Disagreements and conflicts, e.g. B. He tries to solve bullying objectively. He carries out controls in such a way that the employees under no circumstances get the impression that they are being monitored completely. Otherwise they get the impression that the manager does not trust them.

Selection of superiors

High demands are to be made of a future manager. Decisive for the selection as a superior must be that he has the ability to gain the respect and trust of the employees, to inspire them for their tasks and to encourage them to think and act independently. 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 are essential requirements. He subordinates his personal interests to the cause. He gives security, shows assertiveness and organizational talent. He knows how to deal with subordinates and higher superiors. He stands up for his employees and practices self-discipline.

Managerial functions

A superior is not only a superior, but also an employee (in relation to his or her superior) and colleague (in relation to superiors of equal rank).

As a supervisor , he must 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 . 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, does not give up despite disappointments and setbacks and knows about the imperfection of human behavior, including his own.

As an employee , he must be committed to the fulfillment of his tasks, act independently and proactively and take responsibility. He advises his superiors impartially, he relieves them and does not take up their time unnecessarily. He subordinates himself to his superior without becoming an uncritical yes-man. He expresses constructive criticism.

As a colleague , he must contact everyone involved in solving a task in good time and cooperate with them. He provides comprehensive and mutual information, presents himself as a colleague and recognizes 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).

Web links

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.

Hans-Peter Duric, Framework Guidelines for Personnel Development in the Federal Finance Administration . In: Recht im Amt 5/1998, 221 ff

Thomas Sägesser, Government and Administration Organization Act of March 21, 1997, 2006, Stämpfli-Verlag,