পাতা:বাংলাদেশের স্বাধীনতা যুদ্ধ দলিলপত্র (তৃতীয় খণ্ড).pdf/৪৭৯

এই পাতাটির মুদ্রণ সংশোধন করা হয়েছে, কিন্তু বৈধকরণ করা হয়নি।



447

বাংলাদেশের স্বাধীনতা যুদ্ধ দলিলপত্রঃ তৃতীয় পত্র

 (1) It prevents the best deployment and use of individual talent. Mobility from one service to another service is almost impossible. Again, movement from one class to another class is very more. The formal and relatively rigid procedures involved in moving from one class to another class put unnecessary barrices in the way of the movement of individuals, both upwards to post of higher responsibility and sideways between different kinds of related work. It also impedes the rapid development and promotion of young people with outstanding potential.

 (2) It is a major obstacle to the ability of the service to adopt itself to new tasks. Each service and each class tends to regard the posts that its members usually feel as its own preserve, guaranteeing a career structure with a fixed number of posts at various levels. Men and Women enter these classes in their youth and form expectations about their prospects, to which they cling with increasing ten city as the years go by. The members of the C. S. P. occupy a special commanding position in the entire administration. They are usually regarded as fit for any kind of job. Many key positions are reserved for them. They are allowed to move from kind of job to another and from one department to another with remarkable facility without any regard being paid to their linked experiences. This system neutralizes this usefulness to a great extent. It does not enable them to acquire a profound knowledge of the subject-matter of their departments. This also necessarily restricts the promotional prospects of the members of the other Central Superior Services. The Audit & Accounts, Customs, Income Tax, etc. are organized a independent entities, operating within the limitations of their respective cadres, subject, further, to the reservation of many higher posts for the C. S. P. Apart from fostering a distressing classconsciousness, it prevents the best deployment of the staff; because once a member of the Audit & Accounts or Income Tax or Customs, he remains so all throughout his career. Even when members of these services show outstanding ability and other attitutes of leadership and a flair for specialized work, it is not always possible to utilise their talents to the best advantage of administration, because the rigidity of service structure comes in the way of their employment to other fields for which they are better suited.

 (3) The career opportunities that are thus defined for the different services and classes of services vary greatly in their attractiveness and scope, even for people with similar educational qualifications. There is a great deal of difference between the members of the two former all-Pakistan Services-C. S. P. & P. S. P. –and the members of the provincial class I services in respect of pay, promotion, status and other conditions of service. The same is broadly true of the other central superior services vis-a-vis the C. S. P. Differences also exist in these respects between the specialist-scientists, engineers, doctors and other highly qualified technical personneland the Generalists such as the C. S. P. & other non-technical superior services. The separate classification encourages the idea that opportunity is not equal. This militates against the best possible utilization of talents available within different and separate categories and classes of services.

 (4) The word “class" and the structure it represents, produce feelings of Superiority as well as of restricted opportunities. Class, class-consciousness, status, positions, and ranks, gazette and non-gazette, generate tensions, misgivings and misunderstandings among