বাংলাদেশের স্বাধীনতা যুদ্ধ দলিলপত্রঃ তৃতীয় পত্র
the civil servants. All these severely hamper the efficient and expeditious disposal of governmental business which is increasingly becoming overwhelmingly complex, technical and specialized.
(5) The structure also leads to the inefficient organisation of work. Each class has its prescribed functions. Financial and policy work in almost all cases are generally reserved for the C. S. P. with appropriate support from other classes below them, while technical or scientific work belongs to the specialist classes. Where administrators and specialists are engaged in a common task, parallel or joint hierarchies are the usual devices to enable them to work together. But within these hierarchies the administrator is normally responsible to another administrator in the next higher grade, and the specialist similarly to another specialist, thus the separation of prescribed responsibilities is maintained. The separation of function has a damaging effect in blurring responsibility and authority in command. There are many joint tasks, specially projects, and programmes with a high technical content, in which good management depends upon putting a single person in charge and holding him responsible for the result; the rest of the team should be responsible to him. Often, however, the preparation of functions results in twin heads being in charge, one a specialist, the other an administrator. A man's career is primarily thought of as a career within his class or service. There is, therefore, a natural pressure to maximize the opportunities of the class, in each area of work it occupies, by making use of as many of its grades as possible. The presumption thus grows up that the organisation of any area of work should reflect in full the grading structure of the class concerned. This is also true of the specialist classes.
The fundamental point underlying many of these criticisms is that the system of classes and separate services stands in the way of the most efficient method of matching men to jobs. This is because classes are too crude an instrument for the purpose. They involve two assumptions: (i) that any job can be categorized as appropriate to one or other of the classes; and (ii) that it will then be most appropriately filled by selection from the members of that class, all of whom are in principle more likely to be good candidates for it than any other member of another. These assumptions seem to be no longer sound and valid, particularly in view of the changing nature of the tasks the Civil Service has now to do.
Time and space at our disposal do not permit any detailed examination of the Structure.
The new and radical situation calls for a comprehensive and major re-organisation of the services. The inherited structure of the Services will be out of tune with the realities. The new government of Bangladesh will be fundamentally different in character and ideology from the previous government. The Government of Bangladesh is committed to a socialist economy based on democratic principles and values. We are committed to mass democracy, to egalitarian democracy, to the public control and planning of the economic process, and therefore to strong government capable of dealing with the complex problems that lie ahead. This will give a new purpose and new role to the administration. Without a major re-organisation and readjustment of the machinery of government and a fundamental re-organisation of the higher services to foster the growth
