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Executive tips

By Sahabuddin Mahtab
Guidance, counselling & appraisal
The nature of management activity tn a particular countty depends on its various factors: sociological, psychological and cultural.
The executives and public servants who got training abroad, should keep in mind the condition prevalent in Bangladesh. Whatever we learn from the highly developed Industrial countries cannot be straightaway applied in our situation. The kiMiwIedge and skill we attain in a foreign culture has to be thoroughly adapted before we apply them.
As part of my training in the area of management development the British Council made the -necessary arrangements with the Regional Director (RD) of Ifost Offices In Stotland. It was the spring of April. 1977 and the gardens In Edinburgh were In full bloom. When I met the Regional Director he suggested that we might discuss the various aspects of management over lunch tlte next day.
Over the lunch the RD explained to me the salient features of management development in a wide canvas. I could not but agree with him when he said that the Post Office In Britain was the swiftest mail carrier compared to the other countries In the world. The key factors that were responsible for Ihe maintenance of the highest efficiency were continuous training, guidance, counselling and appraisal. The RD then made arrangement for me Io attend a counselling and appraisal session Ihe next day
The session was for a period of one hour. A senior officer sat with his Junior to review the whole area of his work, specially the weaknesses in his performance. The performance appraisal report (annual confidential record) was discussed Itemwise Ihe junior officer mostly agreed with the evaluation made by the supervisor. At some points the supervisory officer came with specific suggestions for Improvement.
In this session. it was clearly evident that both the officers could learn a great deal from each other. The whole exercise was an objective one The harmony and understanding between each other were never broken All the discussions were open ended and took place several times in a year. It was never a one-time affair like ours.
In the early eighties Ihe government introduced a system of open confidential report writing. This openness however did not continue for long as some complM-ations began Io arise In order not to offend the Junior officers the reporting officers generally gave very liberal remarks which were not correct. This method was therefore dropped Since several years have now passed we may try the method afresh.
There should be an attitudinal change on the part of the senior administrators to create a climate of understanding, trust and human dignity This can help a lot in lifting us from our present condition