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amount of effort by the department. It is thought that the ideal time to initiate a management review will be when a department has identified a significant organisational or other management problem. A management review will be an in-depth examination of a department, its aims and its resources. It will generally cover examination of policy objectives, operational objectives, organisation, future requirements, control of resources, management information systems, improvement areas, perform- ance measures, and systems and procedures.
The
6.13 The formation of the Management Services Organisation to undertake
management reviews by invitation from, and in co-operation with, departments is seen as a fundamental step forward towards achieving effective forms of service-wide control and is strongly supported. areas of departmental activity which will be examined systematically and analytically are all inextricably linked with the concept and practice of supervisory accountability as examined and explained in this report.
6.14 Monitoring of Policy Implementation
In terms of service-wide control a possible weakness identified concerns the extent to which operational implementation by a department of a policy advised by the Executive Council can lead, perhaps slowly and impercep- tibly, to divergence from its original intentions. It seems that the concept of Management Review recently promulgated (see Paras. 3.25 to 3.32) will not, in practice, eliminate this weakness because the Reviews will only be instigated following identification by a Head of Department of a major organisational or other management weakness and they will not include monitoring of the effectiveness of the policy being implemented. This weakness can only be eradicated when the degree of confusion between policy Secretaries and Heads of Departments concerning accountability for effective and efficient implementation of policy is clarified.
6.15 Discipline
Any system of control, to be effectively operated, must be backed by an adequate machinery for discipline, firmly used. There is, however, a widespread feeling at all supervisory levels that Government is too kind in disciplinary matters. Officers have concluded that too much protection is afforded to the civil servant as regards his employment and he has to be thoroughly incompetent before any action is taken. The present disciplinary system, other than for minor staff, is seen as cumbersome and long-winded, to the extent that there is an admitted reluctance to go through the complex and time-consuming procedures. The pervading belief is that there is a need to speed up the process, although due regard must always be paid to the essential safeguards for the individual to receive fair treatment. The solution will involve finely balancing the need for quick effective disciplinary action against safeguards for fair treatment for the employee; achieving more decentralisation by delegation to Heads of Departments yet preserving consistency of approach and punishment; dispelling the "iron rice bowl" conception yet preserving continuity and consistency of service.
6.16 One suggestion offered during discussions was that Heads of Departments
might be far more disposed to take formal disciplinary action if they could be given advice and assistance in these complex procedures.
It was
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