The author discusses a problem of the Lausanne police which underwent thorough proethical changes after revealing that there are some deficits in management among their members. They showed insufficient distinction between a mistake and an offence, lack of objectivity in the matter of promotions and sanctions and had insufficient example from the leaders. In order for the public administration institutions to adapt to new conditions it is necessary to have at least strong political support, defence and support of the chief commanders and managers who are sensitive to human matters and interested in ethics. Physical danger and strong psychological pressure cause that police environment feel solidarity. It helps to create internal corporation culture, especially in difficult moments. The institution such as police should not impose too high demands both in the quality aspect and quantity and time aspect. They may become the reason for fatigue, disappointment or frustration of their employees. The institution itself should control the contradictions which may appear between the institution’s demands and expectations of the employees. It is important to keep the delicate balance between the priorities of the managers and the priorities of the subordinates. Senior executive staff of public institutions play a decisive role when introducing changes and implementing the development of the institution. It is a good idea to convince employees to participate actively in those changes. Therefore the managers are obliged to work with their teams in closer cooperation.