পাতা:বাংলাদেশের স্বাধীনতা যুদ্ধ দলিলপত্র (তৃতীয় খণ্ড).pdf/৪৯২

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বাংলাদেশের স্বাধীনতা যুদ্ধ দলিলপত্রঃ তৃতীয় পত্র

 The system of recruitment, the development of professionalism in the administrators and specialists, a scientific career management, training and deployment of the staff, and the promotion of greater departmental efficiency will make greater demands on the central management of the Service. The Constant adaptation of men and methods to changing tasks must be a joint responsibility, shared between central management and individual departments, but central management must have the appropriate degree of ultimate authority in those areas that affect the interest of the public service as a whole. The main responsibilities of the central management should be:

 (1) to determine the recruitment policy in consultation with department;

 (2) to stimulate and assist departments in reviewing the kinds of skill and forms of organisation needed for their tasks as they change and develop;

 (3) to determine manpower requirements both in quantity and quality, agree with departments how these requirements should be met, provide the necessary common services for new recruitment and internal transfer and satisfy itself that departments are efficiently and economically staffed;

 (4) to specify in consultation with departments the qualities, qualifications and experience required of new recruit to the service.

 (5) to determine pay, pensions and other conditions of service;

 (6) to determine training policy in consultation with departments conduct central training courses, arrange external training, and stimulate and guide training within departments;

 (7) to promote career development throughout the Service, and in particular to cooperate with & guide departments in fostering the promotion, and planning the future development, of the most promising members of all disciplines;

 (8) to promote mobility both between departments, and between the service and outside employments;

 (9) to discuss with departments all promotions to higher levels (i.e. senior policy and management group), and to take the initiative in proposing individual moves between departments both within the group and at lower levels;

 (10) to advice the Prime Minister:

  (a) appointment at the salary level of Deputy Secretary and above; and

  (b) the most efficient division of responsibility between departments;

 (11) to study new developments in methods of organizing work, in management techniques and in office machinery, and promote their use throughout the service.

For Career Management

 During the early year of a man's career he is expected to remain within the specialism group for which he is trained. This does not mean that he must stay in one job in one department; he should move between jobs and perhaps between departments but usually within the area of his specialism. As far as the administrator is concerned, he should mover