Responsibilities of Management
(of institutes and organizational units of the mdw administration)

 

Tasks of line managers in accordance with Collective Agreement (KV), Contractual Public Employees Act (VBG) and Civil Servants' Employment Act (BDG)


At the mdw, depending on the employment relationship of the line managers, different legal bases must be applied, which differ in their wording and emphasize different aspects of the supervision and management of employees. In principle, however, all agendas mentioned are central areas of action for supervisors.

Specifically defined tasks for line managers include, for example:

Section 9 (1) of the Collective Agreement
 

  • Employees are to be employed within the framework of the employment contract according to their abilities and to promote their professional advancement and professional training;
  • when allocating work, care must be taken to ensure that tasks can be performed expediently, economically, and within the confines of the law;
  • in the allocation of tasks and the determination of working hours, consideration must be given where applicable to employees' childcare obligations;
  • insofar as a development objective (qualification agreement) has been agreed, sufficient resources and time must be made available;
  • annual employee performance appraisals must be conducted and evidenced.

Section 45 (1) BDG and  Section 5b (1) VBG

Line managers must:
 

  • ensure that employees fulfill their official duties expediently and economically and within the confines of the law;
  • ensure that employees are provided guidance and necessary instructions, that any errors and deficiencies are corrected, and that working hours are adhered to;
  • promote employees' professional advancement in accordance with their performance and direct them in ways that largely correspond to their abilities.

In addition to those responsibilities provided for in the KV, VBG, and BDG, further tasks may be derived from generally applicable requirements of the mdw (such as articles of association, company agreements, guidelines, and circulars).

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Key areas of responsibility for line managers therefore include:

 

  • Filling of positions: Application to the Rector for filling an open position/substitution application, participation in recruitment procedures in compliance with the relevant guidelines, heads of institutes and organizational units: recommendations/consultations on filling vacancies; planning and organizing the commencement of the employment relationship (IT, workplace, rooms...);
  • Vacancy Announcements: Proposal of announcement text, publication of the announcement;
  • Positions: Definition/specification of the tasks of employees (job description and agreement on job profile); applications for changes in employment relationships such as upgrades, changes in use, or changes in the scope of employment; participation in the termination of employment relationships: involvement and opinion.
  • Working Hours:
    Administrative staff: Monitoring adherence to working hours, recording of working hours, maximum working time, ordering and approval of overtime/additional services; consent to remote working agreements.
    Teaching staff: possibly entrusted with teaching ("deanery function"), provision of rooms and resources, and consent to work remotely in accordance with guidelines.
  • Absences: Receipt of sick leave/accident reports; approval of annual leave and care leave; provide recommendations on: Special leave, leave due to research/advancement and appreciation of the arts (EEK), sabbatical, parental leave, approval of business trips, and travel expense allowances.
  • General monitoring of compliance with official obligations and instructions for the correct performance of official duties, if necessary also a warning in the event of minor violations or forwarding of the facts to the Rector.

Cooperation with deputies / work in the management team

In the interest of transparent and responsible human resources management, deputies must be involved by the management in matters of official and labor law in the sense of a joint exchange (management team)! The ultimate responsibility remains with the management.

Significant strategic and content-related developments must be developed and discussed in the management team with the involvement of the Collegium (at the Institute, in the organizational unit...).
 

 

 

Responsibilities of deputies

In the event of substitution, deputies take over the tasks of the managers in full.
Deputies are responsible for their own professional areas but do not have any official responsibilities (unless acting in a representative capacity!).

Collaboration with the management / Working on the management team
In the interest of transparent and responsible human resources management, deputies must be involved by the management in matters of official and labor law in the sense of a joint exchange (management team)! The ultimate responsibility remains with the management.

Significant strategic and content-related developments must be developed and discussed in the management team with the involvement of the Executive Board (at the Institute, in the organizational unit...).

Responsibilities of Heads of Departments and Research Centers at Institutes of the mdw
 

Heads of institutes and research centers may, if applicable, have staffing and budget responsibility. Arrangements for this will be made with the institute's management, the involved specialist departments of the administration, and the Rectorate.

 

 

Contact persons:

Vice-Rectorate for Organizational Development and Diversity

Gerda Müller
Vice-Rector for Organizational Development and Diversity
Phone: +43 1 71155-6020
mueller@mdw.ac.at

Department of Human Resources Management

Marion Braunsteiner
Head of the Department of Human Resources Management
Phone: +43 1 71155-6700
braunsteiner@mdw.ac.at

Human Resources Development - Center for Further Education

Dagny Schreiner
Head of Human Resources Development - Center for Further Education
Phone: +43 1 71155-7600
schreiner@mdw.ac.at