TNAG-0812-FCO40-1017-Allegations-of-bribery-and-corruption-in-Hong-Kong-1978 — Page 118

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CHAPTER 6

CONCLUSIONS

6.1 Introduction

6.2

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The views expressed in the course of this study reflect acceptance and support for the following definition of the concept of supervisory accountability given in the first Chapter and here repeated :

It

Accountability does not mean that an officer is automatically and personally responsible for every instance of misconduct or inefficiency by those subordinate officers for whom he is responsible. That standard would be unrealistic and unfair. However, an officer should be asked to account for such acts or omissions, if they are so serious, repeated or widespread that by reasonable diligence he should have known of them had he exercised a level of leadership, managenent and supervision commensurate with his position."

If there has been dissension it has not been related to this concept but rather to the problems of application. The Hong Kong Government is a vast and complex organisation. The problems of supervisory accountability arise in so many different contexts that there are bound to be differences in opinion. The conclusions which follow can only be broad generalisations. They do not purport to provide solutions to all of the many problems of supervision and management which beset the Government organisation. It is perhaps intrinsic to the nature of a large, ever changing organisation that there will never be a perfect solution to these problems. But obviously, there is nothing to stop its leaders at all levels taking a hard look at them and making improvements where they are called for.

The many factors affecting the practice of accountability are summarised in succeeding paragraphs, with comments which, it is hoped, provide some guidelines on how the practice can and should be put into effect. These can only be effective if the people who make up the Public Service accept that they must and should be accountable for their actions to their senior officers and to the public.

6.3 The Structure for Accountability

A supervisor has a duty to account for the way in which he has discharged the responsibility conferred on him. But conferring of responsibility presupposes the existence of three basic elements which management must devise, implement and continuously review:

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An Accountable System

An officer cannot be fully accountable if his area of responsibility is ill-defined or if his responsibilities overlap with those of other officers to a point where it becomes difficult to tell to whom, and for what, the officer is really answerable. To function efficiently, a Government department must have a structure in which units and individual members have clearly defined authority and responsibilities for which they can be held accountable.

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/A Reasonable...

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