Newsletter No. 1

CUHK Newsletter it will only reflect on my inefficiency. Even if I am aware of all these, I may not dare to depart from the old norm unless I am sure everybody else is doing the same. Is there any possibility that despite all these 'changes', things will be carried out much the same way as before? • If the new organization chart only reflects what we desire and not the real substance, we ' ll surely be wasting our time. And I agree it is more difficult to change people's ' mentality'. But as I said earlier, I have full confidence in the intelligence and calibre of our staff and I will always be available if any of them have doubts and queries about the new arrangements. They should come to me if they have any difficulty or are not fully convinced From time to time we will review the effectiveness of the reorganization and make adjustments where necessary. • Will problems like insufficient electronic machines, insufficient office space and shortage of key personnel delay matters? m They will certainly be impediments and may slow down the speed of effective reorganization. They are not the major worries though as the campus computerization programme is in progress and vacancies in key positions may be seen as opportunities for internal promotion. 口 Will similar changesbe introduced to other administrative units? • As and when change isrequired,yes. It is my intention to set the reorganized secretariat as a model for all other units to follow. "Anew administrative structure to become effective in the new year Abriefdescription of the new Secretariat by the University Secretary The University is entering a phase of major development. As the Vice- Chancellor has highlighted in his interview contained in this issue of the Newsletter, 'We anticipate rapid growth on all fronts and have identified new directions and new tasks: we need to strengthen our linkage with the outside world, maintain a close relationship with the local community, improve the quality of teaching and revamp our curriculum to meet new challenges. In the face of all these developments, our administrative machinery has to be so tuned that it can achieve new tasks efficiently, smoothly and in good time .' The first administrative unit that will undergo reorganization is the University Secretariat, With effect from 1st January, 1990 ， the Secretariat will be consolidated into three distinct sections: Personnel, University Development, Council and General Affairs. The job responsibilities, authority and accountability of the staff members at all levels will be more clearly defined to minimize the overlapping of roles and duties. The new administrative set-up will enable each officer to discharge his/her responsibilities independently and efficiently within defined authority and be accountable for his/her decisions and actions. Furthermore, the new system will enhance the capabilities of the Secretariat and its staff to respond to changes and to maintain the quality of service as the operation grows larger. After the reorganization, the Personnel Section will be responsible for staff development, recruitment, and compensation and benefit administration. The University Development Section will support the University's increased activities and interaction with the outside world. The first three sub-units to be incorporated into this section will be the Office of Industrial and Business Development (including a R & D Contract Administration Unit to assist with th negotiation of contract terms for externally-funded projects), the Office of Academic Exchange and the Office of Alumni Affairs, Under the Council and General Affairs Section, the Information Office will deal with press relations, ceremonies/functions, and hospitality management. The Publication Office will handle all official publication matters including the release of this newsletter. An organization chart of the University Secretariat effective from 1st January, 1990 is provided overleaf.