Before the applicant writes the report, German law provides for a formal consultation in which the authority tells him the content, extent and depth of detail the report will have to contain — § 15 UVPG.
The scope of the investigation is itself agreed, in advance, with the decision-maker. Nobody discovers halfway through that the wrong question was being answered.
Kurzarbeit. When demand collapses, a German employer cuts hours rather than jobs, and the state pays workers around 60 percent of the wages lost — more for those with children.
A work-sharing scheme was first used by German miners as early as 1910. It flourished under the Weimar Republic, was written into employment promotion law by 1969, and was used again during reunification. In mid-2009 over 1.4 million workers and 63,000 employers were in it. In 2020 a study attributed 2.2 million saved jobs to it.
The IMF calls it the gold standard. The country built a permanent institution whose purpose is to make redundancy unnecessary.
A German standard is written before the work, by a committee, from first principles and agreed requirements — and then applied. DIN maintains tens of thousands of them. The standard is not a record of what has been found to work. It is a specification of what shall be done, issued in advance.
Introduced in 1978, the Blue Angel was the first environmental product label in the world. It began with six product groups — including CFC-free aerosols, quiet lawnmowers and returnable bottles — and now covers more than twelve thousand products from around sixteen hundred companies.
Criteria are set by a jury drawn from industry and interest groups, revised every three or four years, and cover climate, health, water and resources. Germany invented the idea of certifying a product by what it consumes.
Signed in 1966 and effective from Independence Day 1967, it establishes that any person may request records from a federal agency.
Any person. Not any citizen — a foreign national, a corporation, a journalist from another country all have the same standing. And the requester does not have to say why they want it. The burden of justification sits entirely with the agency withholding.
Across the federal workforce of roughly two million people, about 60 percent are rated outstanding or exceptional, and 0.3 percent are rated below satisfactory.
The Office of Personnel Management’s own commentary notes that most organisations of that scale would expect to see five to ten percent underperformance in any review cycle.
Managers will not write down a judgment about work, because in the American reading it is a judgment about the person — and they will be the one delivering it.
The Berlin-Brandenburg Airport is a topic surrounded by discord. There is no end in sight for this odyssey. The costs just continue to rise into incalculable sums. This caused the association of taxpayers to heavily criticize the politicians responsible for it in 2012.
The airport was a “manifest of poor planning, mismanagement, incomplete construction plans, and expenses beyond the budget“. The association of taxpayers blacklisted the overseeing committee of high-ranking representatives from Berlin and Brandenburg and the federal government, accusing them of “political failure” and “blind trust” in the underqualified management” of the airport.
Should one have checked the project’s progress more rigorously? Perhaps through frequent feedbback?
The so-called situation room – a complex of rooms of several thousand square feet and located in the basement of the White House – is where the President, selected members of the cabinet and the national security teams meet during a crisis or when secure communications are essential. They make up the President‘s inner circle of security advisors.
NASA has a similar kind of „war room“ in which it manages and monitors all space flights. Access have experts in altitude control, dynamics, power, propulsion. In the lead are the flight controllers.
„The War Room“, a 1993 documentary by D.A. Pennebacker, told the story of the inner circle of then presidential candidate Bill Clinton‘s election team. Although the film crew shot less than forty hours of material over a roughly three month period, it succeeded in giving viewers an authentic inside view of how a presidential candidate‘s inner circle works.
President Lincoln held Cabinet meetings on Tuesdays and Fridays. These meetings were informal gatherings of equals with no formal structure or assigned seats. The President, however, preferred to deal with matters directly with individual members rather than have discussions with the full group.
Lincoln was deeply involved in the day-to-day affairs of the War Department. According to the diary of Gideon Welles, the president went to the War Department three to four times per day to look over communications in the telegraph office. Lincoln was known for his deliberative style, patiently listening to what his Cabinet members had to say before making a decision.
President Obama did not convene frequent Cabinet meetings during his first term. The meeting held in July 2012 was only the eighteenth. Obama does, however, hold daily meetings with White House advisors in which they discuss specific policies. The president reportedly prefers to understand problems with a high degree of detail. Some have criticized him for micromanaging his staff.
Presidents Franklin D. Roosevelt and Ronald Reagan are considered to be the classic examples of delegators. Both brought a broad, bold vision of the role of government to the White House, and each relied heavily upon staff, executive agencies, and cabinet heads to implement their policies. Not coincidentally, both were largely successful in advancing their agendas, though at opposite ends of the political spectrum. In the first two years of his presidency, George W. Bush had exhibited many of the leadership traits of Reagan and Roosevelt.
Presidents Lyndon B. Johnson and Jimmy Carter were known as micromanagers. As a former Senate majority leader, Johnson took an unusually active role in Congressional affairs, and was fond of monitoring the minutiae of the legislative process. He took a similar approach to managing the Vietnam War, picking many of the bombing targets himself during late-night strategy sessions with his generals.
Although Jimmy Carter campaigned as an outsider to the political system (having served one term as the governor of Georgia), he quickly developed a reputation as a “policy wonk” and micromanager. He was faulted for lacking the grand vision of previous presidents, and for obsessing over the administrative details of the office at the expense of seeing the big picture. It was reported that Carter once took time to resolve a scheduling dispute between staffers over the use of the White House tennis courts.
Richard Nixon’s leadership style has been described as “keeping his own counsel.” The thirty-seventh president had few advisors that he trusted, and rarely sought out dissenting opinions or advice from others. It is believed that Nixon’s mistrust of virtually everyone around him contributed to his downfall following the Watergate break-in.
American management teams are made up of members of unequal rank. Depending on the nature of the work some disciplines might be more important for overall success than others: such as product development or manufacturing or sales/marketing moreso than accounting/finance, human resources or health/safety. And within product development, design engineering might be more important than testing.
Some team members may have more power and influence due to their experience or record of producing excellent results. Then there are others in the management team who enjoy a high level of influence based on their personal relationship with the team lead, a relationship perhaps built up over years of close collaboration.
The term kitchen cabinet refers to those team members who have a special relationship with the team lead. The kitchen cabinet might also include people from other parts of the organization, such as a senior-level mentor to the team lead.
Kitchen Cabinet was a term used by political opponents of President Andrew Jackson (1829-1837) to describe the unofficial advisers he consulted parallel to his cabinet. It was said that Jackson would meet formally with his cabinet to discuss important issues of state, then meet informally afterwards with selected, trusted advisors in the kitchen of the White House to discuss more openly and critically those same issues.