Dhaka: Head of Government of the People's Republic of Banoladesh, 1973; Rav an{ ServJces Co~r1ssion: Report. Linking administrative malfunction with inefficiency creates the additional necessity of an explanation of terro-efficiency in the context of public administration. The Bangladesh Secretariat is part of the state system with higher and lower subsystems above and below 1t.
The judgment of much of what goes on in the institutional and technical sub-sisters of an organization is a matter of public perception. This is another part of the equation for the efficiency of dealing with secretarial business.
PLAN OF PRESENTATION
In Chapter VI, based on the findings of the research, some recommendations are given to improve the rate of divestment of deals in the Bangladesh Secretariat. In this interface, people have unique expectations about the role and performance of government, and deviations from this expected role naturally create frustration. 2 Procrastination is undeniably annoying and annoying: when it occurs on the part of public officials, it becomes all the more intolerable.
The public organization is there to serve and the perceived delay obviously touches the most sensitive nerve of the c1t1z.ens. Delay in the sale of companies at various levels of the Bangladesh government has been widely criticized by the public and also in the journalistic literature.
ATTRIBUTES OF BUREAUCRATIC ORGANISATION
Grouping tasks by process means that each unit is assigned to perform one of the most important activities of an organization. So for each of the main functions of an organization such as administration, planning, budgeting and research, there will be an exclusive unit of the organization. In this situation, the choice of either principle can be made on the basis of net efficiency gains that accrue by comparing the costs and benefits of the two alternatives.
Once delineated, personnel assignments can be made based on the requirements of the position and each individual's ability to perform the duties. Bangladesh for an analysis of the problem of delay in handling cases in the Bangladesh Secretariat.
ADMINISTRATIVE DYSFUNCTIONS
A delay can occur at any time during any process due to the interruption of the delivery of roads and services at the expected speed. To the extent that P dysfunctions are related to the internal structure, it is possible to take corrective measures to increase the overall efficiency of the organ. One set of accusations refers to the continuous violation of clear demarcation of authority between subsystems of the organization, whereby a higher unit encroaches on the territory of lower units.
The authority to supervise and control the activities of the lower unit 1 usually referred to by the higher unit for such violations. This creates a very uneven distribution of workload with too much work at higher levels and not enough at lower levels of the hierarchy.
MEASURING DELAY
Some features may be relevant to the study of dysfunctions, while others may not. An account of the role of NGOs in Bangladesh can be found in the full issue of Development DJalogue l (June 1984). This is one of the trade-offs between the responsibility of efficiency policies and must be clearly understood.
The equal tests of governance must ultimately concern the well-being of the whole society, as the political art puts it. The above analysis of the meaning and characteristics of administrative efficiency draws attention to two important factors.
CHAPTER THREE
THE STRUCTURE OF THE BANGLADESH SECRETARIAT
NATURE OF THE SECRETARIAT
A further assumption is made regarding the availability of all necessary support for the proper functioning of the secretariat system. The Rules of Business 3 and the Secretariat Instructions 4 contain the basic provisions regarding the distribution of business among the various subsystems of government. The business of government is divided among these ministries in accordance with the provisions of the Rules of Business (Annex I).
Circulars regarding various financial and administrative delegations can be seen 1n Ministry of Establishment and Reorganization, Government of the People's Republic of Bangladesh, A Manual of Important Laws, Rules &. They operate under the direction of the Attached Departments and, in very few cases, of the Ministry itself. The conflicting views on this issue are summarized in the Administrative Reorganization and Services Report.
He acts as the chief advisor to the Minister and is responsible for the proper conduct of the business assigned to his Ministry under the Business Rules. In this capacity, he assumes responsibility for the disposal of the business of a clearly defined area of responsibility subject to the overall control of the Secretary. 15 All other cases will be handled by other officials in the following manner.
The Secretariat's instructions require the concerned Ministry to communicate the government's decisions to the interested party within two weeks of receiving the reference. However, a further classification of ministries based on the nature of these primary functions will be illuminating to that extent. In general, M1n1str1 can be classified into three categories based on the nature of the main functions they perform; service, regulation and economic.
5 days to dispose of a case while the Ministry of Works took the longest average time, i.e. The Ministries of Relief and Rehabilitation and the Education Division each took an average of 6 days to resolve a case. In almost all ministries, the maximum number of correspondence is disposed of within 15 days and those requiring a period of 2-3 years constitute a part of the total, not exceeding 3 percent as such.
It was found that officers at the level of JoJnt Secretary disposed of the largest number of cases, accounting for about 27 per cent of the total disposed cases. They are followed by deputy secretaries who appear to have handled 25 percent of the completed cases. It was found that senior assistant secretaries and assistant secretaries in total handled only about 3 percent of the completed cases.
The preliminary examination of the sections of the selected ministries revealed serious limitations of the study. In the study, 9 of the selected ministries fell under the service ministry category, 4 under the regulation ministry and only 1 under the economic ministry. Sanne was therefore strongly biased in favor of the service ministries. Finally, the biggest shortcoming of the design was that it only looked at the disposal cases and did not consider the undisposed ones.
The conventional wisdom on this subject is that most cases that are resolved within a reasonable period of time are the ones that are vigorously prosecuted. All the more rewarding will be an investigation into those cases where the case takes an unusually long time to be dealt with, or which are not dealt with at all. It must be mentioned that the study was very helpful in conceptualizing the issues involved and in obtaining them.
THE FINAL SURVEY
Source of
- percent respectively
Of the total cases received by each of the sources, the proportion of claimed cases exceeds 90 percent for aJl. Of the total cases requiring action taken on by each of the 11 ministries, cases falling under the category of 'ministerial business' were the highest for the ministries Land, Relief, Local. Data reveals that of the total cases requiring action, the time lag between receiving correspondence and taking action was the lowest, i.e. less than a week for the highest number of cases, accounting for 63.43 percent.
Cases requiring 2 and 4+ weeks accounted for 12.78 and 10.11 percent of the total cases requiring action, respectively. Out of the total number of cases of alleged actions requested by each of the ministries, the delay was found to be less than one week. Of the total number of correspondences that required a time of 4 weeks or more for the initiation of actions, the largest number of cases belonged to the Education Division (26.06 percent) while it.
Of the cases dealt with with delays, the Department of Local Government is the highest at 22.71 µercent, while that of the Ministry of Relief and Rehabilitation is the lowest. Of the cases that have lasted six months and are yet to be completed, the share of the Ministry of Commerce, the Department of Education and the Ministry of Health and Family Planning was found to be 15%. Of the cases dealt with in less than 15 days, the cases under human resources management constituted the highest number, i.e.
All ministries in the study had eliminated the largest number of delayed cases in less than 15 days. Health and Family Planning was the highest (23.13 percent) while that of the Ministry of Relief and Rehabilitation. Among those available in the period of 15-21 days, the cases of the Ministry of Health and Family Planning turned out to be the highest, 24.83 percent.
Education 7 Loe al Govt . 8
- Woodward, Joan., Industrial Organisation: Theory and Practice
- Orwick, Lyndall, Business Review
- MONOGRAPHS
- Civil Service Institute (Singapore), Work Improvement Teams
- Government of the People's Republic of Bangladesh, Report of
- Managerrent and Public Adrrinistration Division, Bangladesh Public Administration Training Centre,Career Planning in
- Ministry of Establishment and Reorganisation, Government of the People'5 Republic of Bangladesh. A Handbook of Important
- Presideni'sSecretariat (a) Public Division
- Ministry of Defence
- Ministry of Civil Aviation anf TourisITo
- Ministry of Agriculture and Forests (a) Agriculture Division
- Ministry of Works
- Ministry of Information
- Ministry of Health and Family Planning 29. Ministry of Social Welfare
- Ministry of Labour and Manpower 31. Ministry of Planning
Assistant secretaries and secretaries handled the largest number of personnel management cases representing 25.79 and 25.25 percent of the total cases handled by them, respectively. In the cases of other levels, including that of l'-nnister, issues of personnel management occupied the second highest place. The discharge of personnel management issues by all levels constitutes 21.76 percent of the total issues dealt with second only to issues available for ministerial business.
This item accounted for 26.73 percent of all resolved cases, with the highest resolution at the ministerial level. This is highly prevalent in cases resolved within a week, where 50 percent of decisions are not reported. The Ministry of Education and Health had 16 and 15 percent of all pending cases, respectively.
A third of the unresolved cases (374) belonged to ministerial matters; the second largest number of cases (215) related to human resources management. Many reasons for delays in handling cases at the Secretariat are discussed in various documents of the government, donor agencies and other institutions. Of the Be5 and 869 correspondences conducted by the departments and subordinate offices respectively, there are 304 and 185.
The Section Officer Scheme was introduced 1n 1961 with the expectation that 50 per cent of cases would be decided at the Deputy Secretary level. The second assumption concerns the availability of all necessary support for the secretariat to function properly. The changed norms will have an impact on the behavior pattern of the major stakeholders in the secretariat's work.
It is still the fact that by the end of the year 81 cases remained undetected. In the saw survey, we found 37 percent of visitors wanted to visit officials at the level of Joint Secretary and below.
