A paradigm shift can be seen in today’s society, mainly in two areas. Firstly, the so-called ‘protected fields’ such as public administration are increasingly being called upon to apply the same management methods and performance criteria as are widely used in the private sector. Secondly, enormous changes are currently taking place in terms of management approach. Authoritarian management is no longer wanted and is often rejected, but a laisser-faire approach leads to chaos and is clearly not productive either. This is the impasse in which both public sector and private sector managers currently find themselves and there is deep and widespread uncertainty about how to proceed. The situation is almost overwhelming for managers and there has been a marked increase in the number of burnout syndromes, psychosomatic illnesses, skin diseases, and heart attacks. Indeed, far fewer people, and young people especially, want to take on managerial positions.
Consequently, in October 2005 a project was launched with the aim to realise a vision of increased efficiency through organisational optimisation and improvements in both managers’ and staff’s quality of life. All staff members of the IT Division Directorate V/2 were included when a set of standards was developed which give managers clarity in terms of their management tasks. At the heart of this management philosophy is the principle that a manager must take on several different roles in the course of the management process. The key factors in this process phase are, above all, a cooperative approach based on partnership and coordination to develop proposals. A combination of an ‘authoritative’ approach and ‘laisser-faire’ was required depending on the stage of the management process.
The following steps were implemented: management seminars with all managers in the division and therefore also in Directorate V/2 at approximately six month intervals; development of a management philosophy with all staff in the division and therefore also those in Directorate V/2 and special training courses for managers. The following aspects are considered to be particularly relevant: one-to-one discussions with every staff member at the beginning of the project; continuous corporate culture analysis through periodical surveys; gender-specific skills taken into consideration in training courses.
The staff survey results carried out in 2008 showed significant improvements, specifically in soft skills such as communication, the ability to work in a group, conflict resolution and the management approach were decisive for the improvement of hard factors such as working methods, quality management and staff management. The positive example of Directorate V/2 can also be transferred to other organisations. It does not matter at which level of the hierarchy you begin: such processes can be used wherever people work and act together. The processes must simply be adjusted to the corporate culture in question according to ethical principles and the managers must be ready for and want change.
|Award category:||leadership and change|
|Sector:||Taxation, customs, finances|
|Type of activity:|
|Keywords:||Organisational optimisation, staff’s quality of life, staff enthusiasm, staff integration, participation, principle of democratisation, motivation, customer satisfaction, conflict resolution, management process|
|Short English description:||Consequently, in October 2005 a project was launched with the aim to realise a vision of increased efficiency through organisational optimisation and improvements in both managers’ and staff’s quality of life|
|Organisation:||Austrian Federal Ministry of Finance, Dep. V/2|
|Other applicants:||WERT-impulse GmbH, Brunngasse 13, 2540 Bad Vöslau|
|Level of government:||national level|
|Size of organisation:||25-50|
|Number of people involved:|
|EU membership:||EU member|