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Techniques of Administrative Improvement

Abstract

In an era where administrative agility defines the efficacy of democratic governance, this chapter, “Techniques of Administrative Improvement”, offers a comprehensive exploration of transformative tools, methods, and strategies that are reshaping public administration in India and globally. Moving beyond procedural orthodoxy, the chapter articulates a paradigm where administrative reform is not merely technical adjustment but a systemic reimagination aligned with citizen-centricity, digital intelligence, and ethical governance.

Grounded in classical theories from Taylor’s scientific management to Gulick’s POSDCORB and Simon’s bounded rationality the text traces the evolution and contextual adaptation of Organisation & Methods (O&M), Work Study, e-Governance, Management Information Systems (MIS), PERT, CPM, and Network Analysis. Each technique is analysed through conceptual lenses, substantiated with real-world field data, and benchmarked against global practices in countries such as Singapore, Estonia, Denmark, and Rwanda.

What distinguishes this work is its synthesis of empirical cases from blockchain-led land registry reforms in Kerala to grassroots WhatsApp-based PDS tracking in Chhattisgarh underscoring how innovation emerges not only from top-down policies but from local administrative leadership. The chapter also critically engages with the persistent challenges of bureaucratic inertia, dashboard fatigue, digital divides, and behavioural resistance.

Ultimately, this contribution argues that the future of public administration lies not in isolated efficiency gains but in institutionalising a reform temperament one that combines data with empathy, structure with agility, and systems with citizen dignity. It is both a field guide and a visionary call for a smarter, ethical, and inclusive governance architecture suited for the aspirations of India@100.

Keywords: Administrative reform, e-Governance, Work study, public service delivery, Management Information Systems

22. Introduction

"An efficient administration is not merely a machine that delivers services it is the living backbone of democratic governance, capable of evolving, adapting, and transforming society."

In India, where nearly 1.4 billion people depend on government institutions for justice, welfare, and opportunity, the stakes of administrative efficiency are profound. Administrative improvement is no longer a bureaucratic exercise in procedure tightening it has become a strategic imperative for good governance, policy effectiveness, and the realization of constitutional ideals. From the corridors of South Block to the remotest panchayat in Nagaland, the demand today is not for more administration, but for smarter administration.

Historically, administrative improvement has drawn from classical public administration theory. Frederick Taylor’s Principles of Scientific Management (1911) laid the foundation for work simplification and productivity. Luther Gulick’s POSDCORB model (1937) outlined core administrative functions. However, the administrative state today has moved far beyond checklists and job charts. The new frontier demands adaptive systems, real-time feedback loops, and citizen-responsive structures.

In recent years, the scale and velocity of governance challenges have intensified. Consider this: over 1.2 billion Aadhaar authentications are conducted monthly (UIDAI, 2023), nearly 85 crore Jan Dhan accounts are actively used, and digital platforms like DigiLocker have issued more than 200 crore documents electronically. Behind this data avalanche lies an evolving administrative apparatus tasked not just with delivery but with speed, accuracy, personalization, and trust.

What makes this moment unique is the convergence of three powerful forces:

a. Disruptive Technologies: Artificial Intelligence, Blockchain, IoT, and advanced data analytics are now integral to the machinery of governance.

b. Citizen Empowerment: The mobile-first Indian citizen expects transparency, convenience, and respect in every interaction be it applying for an income certificate or accessing COVID vaccination records.

c. Reform Mindset: Initiatives like Mission Karmayogi (2020) reflect a systemic effort to shift the bureaucracy from rule-based hierarchy to competency-based adaptability.

Globally, too, the narrative has shifted. Estonia delivers 99% of public services online, Singapore’s Smart Nation initiative integrates AI with real-time transport and citizen feedback, and Denmark’s “Once-Only Principle” ensures citizens never have to submit the same information twice. India’s own innovations such as Khajane II in Karnataka (a real-time financial MIS), e-GramSwaraj, and the CoWIN platform signal the rise of a new administrative ethos.

Yet, transformation is uneven. The Public Affairs Index 2022 notes that while southern states like Kerala and Tamil Nadu lead in governance innovation, several others still rely on outdated file movement systems. A 2023 CAG report found that 68% of ministries lacked real-time tracking of project performance. This gap between islands of excellence and oceans of inertia reflects why a chapter like this matters.

This textbook section aims to deconstruct and explain the techniques that power administrative improvement:

i. Organisation and Methods (O&M): How structural and procedural redesign drives efficiency

ii. Work Study and Work Management: The science of doing more with less

iii. E-Governance and IT: Digital infrastructure as governance backbone

iv. Management Tools: Network analysis, MIS, PERT, and CPM as instruments of planning and control

Each section will weave together seminal theoretical roots, verified contemporary data, grassroots case illustrations, and global comparative practices, along with UPSC-relevant questions and strategic reflections. Where appropriate, we will showcase stories from the field: a block officer in Chhattisgarh using a WhatsApp dashboard to monitor Anganwadis, a Talathi in Maharashtra digitizing land records with blockchain, or a collector in Bhagalpur cutting grievance redressal time from 19 to 4 days.

This chapter is not just about techniques it is about what these techniques make possible: a faster, fairer, and future-ready Indian administration.

"From Bureaucracy to Agility: Evolution of Administrative Improvement (1911–2030)"

1911 – Taylor’s Time-Motion Study

1947 – Simon’s Bounded Rationality

2006 – 2nd ARC

2020 – Mission Karmayogi

2023 – Real-time AI-based Dashboards

22.1 Organisation and Methods (O&M)

“If structure is the skeleton of administration, methods are its muscles. Together, they determine the strength and agility of governance.”

22.1.1 Conceptual Foundations and Historical Context

Organisation and Methods (O&M) is a classical administrative tool aimed at improving efficiency, rationality, and economy within public organizations. It entails analysing existing structures, workflows, and decision points to identify duplication, delays, and dysfunctions thereby recommending systemic improvements.

The intellectual roots of O&M can be traced back to scientific management theory and rational administration:

i. Frederick Taylor’s Scientific Management (1911) introduced time-motion studies for improving task efficiency.

ii. Luther Gulick in his 1937 paper on the Science of Administration coined POSDCORB (Planning, Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting) as a blueprint of functional clarity.

iii. Herbert Simon later critiqued rigid structures and proposed bounded rationality, reinforcing the idea that administrative decisions must evolve with complexity.

O&M gained institutional legitimacy in post-war bureaucracies and became central to administrative reform missions globally. It involves two interlinked components:

a. Organisation: Functional structuring of departments, hierarchy, span of control, roles, and accountability frameworks.

b. Methods: Procedures, documentation, workflows, communication channels, and rule simplification.

22.1.2 O&M in the Indian Administrative Context

In India, O&M became prominent in the 1950s with the establishment of Organisation and Methods Divisions in various ministries and departments. The Department of Administrative Reforms and Public Grievances (DARPG) is the key nodal agency today, offering O&M consultancy, documentation guidelines, and administrative simplification toolkits.

Key Features of Indian O&M Practices:

i. Development of Standing Orders, Standard Operating Procedures (SOPs), and Office Manuals

ii. Promotion of file tracking systems and reduced layers of approvals

iii. Conduct of organizational reviews and functionality assessments

Recent DARPG Tools (2020–2023):

i. Centralized File Tracking System (CFTS): Reducing pendency in secretariat workflows

ii. Work Distribution Matrix: Developed for Ministries of Health, Rural Development, and Finance

iii. e-Service Books and Digital Personnel Files in civil service management

Case Example – Ministry of Commerce (2022):

The internal O&M cell conducted a complete process mapping of export license approvals. By removing redundant verification layers and introducing standardized digital formats, average clearance time was reduced from 45 days to 19 days, improving India’s Ease of Doing Business sub-rank in “Trading Across Borders.”

22.1.3 Process Mining and Data-Driven O&M

One of the most promising global trends in administrative improvement is process mining a method of visualizing actual bureaucratic flows using IT system logs.

a. The Netherlands Tax Authority (2021) used process mining to discover that 42% of appeals were stuck at intermediate stages due to outdated rules not being digitally aligned.

b. Indian Pilot: In 2022, the Maharashtra Urban Development Department used workflow logs in its Municipal Grievance Redress System to find that nearly 30% of escalations were because of jurisdictional confusion, prompting a realignment of ward responsibilities.

Implication: Future O&M efforts will rely less on paper-based audits and more on digital traces, dashboard analytics, and real-time redesign loops.

22.1.4 Global Comparative Practices in O&M

Table 1: Global Comparative Practices in O&M

These examples underline a shift from static manuals to dynamic simulations and participatory reviews, positioning O&M as both a technical and democratic tool.

22.1.5 Challenges in the Indian Implementation of O&M

Despite its institutional presence, O&M in India faces five persistent challenges:

1. Resistance to Change: Bureaucratic culture often views structural change as a threat to status quo.

2. Capacity Deficits: Lack of trained O&M officers, especially in state and district administrations.

3. Technology Gaps: Non-integration of O&M tools with digital governance systems (e.g., file systems not linked with HRMS).

4. Redundancy: Departments conducting O&M exercises mechanically for audit purposes, not performance.

5. Lack of Feedback Loops: Absence of field-level consultations in redesigning administrative methods.

22.1.6 Grassroots-Level Innovations in O&M

O&M is often imagined as a top-down exercise. But some of the most transformative improvements have emerged from the field:

a. Chhattisgarh’s Bastar District (2022): The District Collector initiated a WhatsApp-based reporting template for PDS tracking. It reduced foodgrain delivery delays by 61% across 12 blocks within 6 months.

b. Kollam (Kerala): Local Panchayats applied an “O&M Audit Day” model, inviting citizen feedback to redesign office layout, visitor hours, and form formats.

c. J&K Rural Development Dept: Used video conferencing logs to redesign meeting schedules, eliminating 18 overlapping review layers at block level.

22.1.7 Strategic Recommendations for Revitalizing O&M in India

a. Integrate O&M with Digital Governance: Real-time data dashboards must feed into organizational reviews.

b. Build State-Level O&M Cadres: Kerala and Karnataka have already piloted this approach successfully.

c. Use Behavioural Insights: Nudge officers to adopt simplified methods through gamification and reward systems.

d. Public Engagement: Institutionalize ‘Form Review Weeks’ or ‘Red Tape Hackathons’ where citizens suggest simplifications.

Quote Box “Good administration is not about doing more work. It's about eliminating the work that doesn’t need to be done.” Inspired by Peter Drucker

Part 3: Work Study and Work Management

“Efficiency in administration is not simply about faster execution it is about meaningful design of work that aligns purpose, people, and process.”

22.2 Conceptual Underpinnings of Work Study

Work study is a scientific technique used to analyze and improve methods of work, optimize human effort, and increase administrative productivity. It is traditionally divided into two key components:

a. Method Study: Focuses on how a job is done the workflow, sequence of operations, tools used, and the physical arrangement of work.

b. Work Measurement: Focuses on how long a task should take establishing time standards, using time-motion studies or standard performance data.

The intellectual roots of this technique lie in Frederick Winslow Taylor’s Principles of Scientific Management (1911), which introduced time and motion study to break down complex jobs into standardized units for maximum efficiency. Later, Frank and Lillian Gilbreth expanded this approach to include ergonomics and psychological fatigue in administrative performance.

In a contemporary context, work study is no longer limited to assembly lines or factories. It is now widely used in government service design, civil service task analysis, and public delivery system optimization.

22.2.1 The Relevance of Work Study in Modern Public Administration

Governments today face increasing pressure to “do more with less” to enhance outputs without increasing costs or staff. Work study offers the tools to identify procedural waste, role duplication, and non-value-adding steps in everyday governance.

Why Work Study Matters Today:

Helps simplify overly bureaucratic processes

Facilitates better task allocation and staff productivity

Lays the foundation for automation, standard operating procedures (SOPs), and citizen-facing efficiency

22.2.2 Indian Experiences in Work Study and Management

Case 1: Tamil Nadu’s Public Works Department (PWD) (2021–22)

Faced with chronic delays in minor irrigation projects, the Tamil Nadu PWD initiated a work measurement study across four zones. By comparing expected versus actual work time, the department identified three major choke points: lack of centralized contractor data, non-standard project documentation, and mid-level supervisory delays.

Reform introduced: All site engineers were equipped with mobile-based logging systems and digital checklists.

Impact: Project turnaround time improved by 28% within the first two quarters of implementation.

Case 2: Telangana Revenue Department (2022)

In a pilot project covering Nizamabad and Warangal, the department used geo-tagged timestamps to record junior revenue officers’ fieldwork. Over four months, data analytics revealed that nearly 20% of daily time was lost in unnecessary revisits due to lack of coordination.

Intervention: Digitally shared visit schedules and a centralized duty allocation tool.

Outcome: Improved land mutation turnaround from 22 days to 10 days.

Case 3: Delhi Urban Shelter Improvement Board (DUSIB) (2023)

Work measurement tools were used to assess the sanitation efficiency of night shelters. A simplified duty log, based on time-use tracking of caretakers, led to the elimination of redundant reporting duties and better sleep monitoring routines for urban homeless.

22.3 International Best Practices

22.3.1 Japan: The Kaizen Model in Public Services: “Kaizen” means continuous improvement. In Osaka’s public hospitals, nurses participated in weekly method study workshops. By redesigning patient record layouts and nurse walk routes, a 22%-time saving was achieved in routine check-ups.

22.3.2 Canada: Strategic Workload Reviews by Treasury Board Secretariat: Canadian ministries use workload analysis tools to identify the link between staffing levels, task frequency, and performance output. Findings from 2018–2021 helped optimize the work distribution across health and indigenous services departments without hiring additional personnel.

22.3.3 United Kingdom: HM Land Registry “Lean Office” Trials (2022): Using lean work study principles, the Registry eliminated five redundant validation steps in the property record update process, reducing average processing time from 28 days to 9 days.

22.4 Tools and Techniques of Modern Work Study

Table 2: Tools and Techniques of Modern Work Study with their Purpose and Applications

22.5 Challenges in Institutionalizing Work Study in Indian Administration

Over-formalization: Officers treat work study as a compliance burden, not a performance tool.

Lack of Training: Only a few central training institutes (ISTM, ATI Mysore) offer modules on practical work measurement.

Resistance to Time Audits: Fear of performance exposure among mid-level staff discourages acceptance.

Field-Headquarter Disconnect: Studies conducted at headquarter levels often fail to capture the contextual realities of field-level tasks.

CAG’s Audit Report on Rural Housing (2021) found that 70% of state offices did not have updated SOPs for housing approvals, leading to multiple manual verifications and increasing approval time.

22.6 Work Management as a Leadership Function: Administrative improvement is not only about tools it’s about managerial vision. Leaders must use data dashboards, performance heatmaps, daily task sheets, and team-level review meetings to instil a performance culture.

Innovative Model: District Magistrate, Sitapur (UP) (2022) introduced “Monday Method Meetings” where tehsildars presented one obsolete step eliminated from their weekly procedures. Within eight weeks, 43 redundant practices were eliminated.

22.7 Future-Ready Work Study: AI, IoT, and Predictive Analytics

AI-Enabled Task Profiling: Karnataka is exploring an AI engine that maps officer skill sets against task backlogs to recommend smart allocations.

IoT in Public Utilities: Jal Jeevan Mission field teams in Odisha used sensor data to create optimal duty rosters for pump operators, minimizing repair lag.

McKinsey’s Future of Work in Public Sector Report (2023):“Governments that build agile work management systems can achieve up to 35% productivity improvement without hiring more staff.”

Quote Box 

“There is nothing so useless as doing efficiently that which should not be done at all.” — Peter Drucker

22.8 e-Governance and Information Technology

“In a digitally connected democracy, the file must move at the speed of the citizen’s expectation not at the pace of bureaucratic comfort.”

22.8.1 Conceptual Premise and Evolution

E-Governance is the strategic application of Information and Communication Technology (ICT) to enhance the delivery, accountability, and inclusivity of public administration. It represents a shift from bureaucratic opacity to data-driven transparency, and from reactive public services to proactive governance ecosystems.

The theoretical anchor of e-governance draws from:

New Public Management (NPM) — emphasizing efficiency, choice, and responsiveness

Digital Era Governance (DEG) — coined by Patrick Dunleavy et al. (2006), focusing on reintegration of functions, data sharing, and digital identity

UN’s Good Governance Framework — which places ICT at the heart of transparency, participation, and service delivery

India embraced this shift formally with the launch of the National e-Governance Plan (NeGP) in 2006, aiming to make all government services accessible to citizens in a transparent and affordable manner.

22.8.2 The JAM Trinity: Digital Public Infrastructure (DPI)

At the core of India's digital revolution lies the JAM Trinity Jan Dhan Yojana, Aadhaar, and Mobile connectivity forming the base for Digital Public Infrastructure (DPI). These are not just tools but transformational enablers.

Jan Dhan Accounts (2023): Over 50 crore bank accounts, with Rs. 2 lakh crore in deposits, financial inclusion at the last mile.

Aadhaar Authentication: Over 1.2 billion monthly verifications (UIDAI, 2023), enabling DBT, ration portability, and digital identity.

Mobile Penetration: Over 88 crore smartphone users, enabling real-time public feedback, grievance registration, and digital documentation.

Case Insight – DBT for LPG Subsidy (PAHAL Scheme): Direct Benefit Transfer linked to Aadhaar led to savings of over Rs. 14,672 crore by eliminating ghost beneficiaries between 2014–2018 (Petroleum Ministry Evaluation Report).

22.8.3 Flagship Platforms of Indian E-Governance

a. CoWIN Platform: Built during the COVID-19 pandemic, CoWIN became a real-time, multilingual digital platform for vaccine booking, tracking, certification, and monitoring.

Over 220 crore vaccine doses tracked

Open API framework enabled private integration (e.g., Paytm, Aarogya Setu)

Winner of UNDP’s Innovation for Development award (2022)

b. e-GramSwaraj & AuditOnline: Under the Panchayati Raj Ministry, these tools:

Track village-level budgets, audit utilization, and progress reports

Linked with GIS mapping, enabling spatial planning at the gram sabha level

c. Khajane II (Karnataka Treasury MIS): A fully integrated real-time financial management system linking budget allocation, expenditure, and treasury functions.

Covers 30+ departments, 218 treasury offices

Reduced bill processing time by 65%

Enables dashboards for district collectors and finance controllers

d. Aarogya Setu and UMANG: Platforms offering over 1300+ services ranging from COVID services to EPFO status, scholarship tracking, and police verification.

22.8.4 Global Benchmarks and India’s Position

Table 3: Global Benchmarks in e-Governance

Country Notable Innovation Key Feature

Estonia X-Road Platform 99% of public services are online; digital ID system fully integrated

Rwanda Irembo Platform Rural-accessible portal offering 120+ e-services in 3 local languages

South Korea Open Government Data Strategy AI-supported citizen complaint prediction via social media scraping

Denmark Once-Only Principle Citizens submit information once; all departments reuse with consent

India’s Rank in UN E-Government Development Index (2022):105 out of 193 countries, a drop from 100 in 2020. This reflects strong platforms but digital divide, interoperability, and user interface issues.

22.8.5 Disruptive Technologies in Indian Governance

a. Artificial Intelligence (AI)

Manav Sampada Portal (UP): Uses AI to predict absenteeism and suggest real-time replacement in schools and hospitals.

Punjab’s Meri Sarkar Portal: AI-based grievance classification system reduced human filtering time by 45%.

b. Blockchain: 

Odisha’s Pilot in Land Records (2022–23): Immutable ledger for mutation records in Ganjam district

Reduced average complaint resolution time by 50%

c. Internet of Things (IoT)

Jal Jeevan Mission: Use of IoT sensors in water tanks to monitor real-time levels and send SMS alerts to Panchayat heads.

d. Natural Language Processing (NLP)

Pilot by MeitY and IIT Madras: Real-time speech-to-text public hearing transcription system in multilingual zones

22.8.6 Challenges in Indian E-Governance Implementation

Table 4: Challenges in Indian E-Governance Implementation

22.8.7 Field Innovations: Bottom-Up Digital Governance

Case 1: Bhagalpur District (Bihar): District Collector’s Office used Telegram channels to share grievance progress with local journalists, citizens, and elected panchayat members. This peer accountability model reduced pending cases by 40% in six months (2021–22).

Case 2: Sikkim Police Beat App: A GPS-enabled Android app allows constables to log patrols in real-time. Over 10 months, visibility increased and thefts in vulnerable zones dropped by 23%.

Case 3: e-FIR & Video Grievance Kiosk (Madhya Pradesh): Citizens in remote tribal belts can record complaints via touchscreen kiosks, which are then routed to centralized grievance dashboards in Bhopal.

e-Governance

Goals

22.8.8 Vision 2030: What’s Next in E-Governance?

Digital Twin Cities: Real-time simulation of urban services like traffic, garbage, and pollution

One Citizen–One Dashboard: Unified login for all central/state services with AI assistant

Grievance Prediction Models: Using AI to pre-emptively detect likely service failures

Embedded Feedback Loops: Social audit integration with real-time feedback buttons (already piloted in Kerala’s panchayats)

Quote Box 

“Digital governance is not about apps. It is about access. Not about automation, but about accountability.” — Inspired by Nandan Nilekani

22.9 Management Aid Tools – MIS, Network Analysis, PERT & CPM

“In an age of complexity, the administrator’s compass lies not just in instinct, but in intelligent tools designed to see, anticipate, and act with precision.”

Administrative performance in modern governance is no longer measured merely by policy intent or effort it is increasingly judged by timeliness, data responsiveness, network coherence, and resource optimization. To meet these expectations, administrators rely on a suite of Management Aid Tools that convert raw complexity into strategic action.

These tools are not merely technical they serve as the bridge between planning and execution, between institutional capacity and field-level delivery. Four such tools Network Analysis, Management Information Systems (MIS), PERT, and CPM have evolved from industrial and systems theory into central pillars of public administration performance engineering.

22.9.1 Network Analysis in Governance

Network Analysis involves mapping and interpreting the relationships between actors, institutions, and systems involved in policy execution. It helps administrators:

a. Identify key influencers and bottlenecks

b. Map stakeholder dependencies

c. Detect redundancies and silos

Theoretical Basis:

a. Rooted in systems theory, network analysis reflects inter-organizational dynamics.

b. Heavily used in collaborative governance, as emphasized in Agranoff & McGuire's (2003) work Collaborative Public Management.

Indian Case Study – Aspirational Districts Programme (NITI Aayog): A network mapping of 24 schemes under ADP in Dantewada (Chhattisgarh) revealed:

Multiple line departments were duplicating maternal nutrition tracking

Health workers and school teachers were acting in isolation

Intervention: A coordinated network flow chart was created to align convergence across Health, Women and Child Development, and School Education departments.

Impact: Improved cross-reporting and a 17% increase in institutional deliveries in 9 months (NITI Dashboard, 2022)

Global Benchmark – Kenya’s NGO Mapping in Education: Network analysis in Kenya’s Turkana region mapped 46 NGOs working on girls’ education. The visualization identified redundant interventions in the same block and zero interventions in neighboring regions, leading to coordinated realignment through the Ministry of Education.

22.9.2 Management Information Systems (MIS)

MIS refers to a structured framework of data collection, storage, processing, and reporting that supports planning, control, and decision-making.

Management Information System (MIS)

MIS is Organizational Approach for timely and relevant information for Decision Making Based on Technology, People and Data.

Seminal Theorists:

Gordon Davis and Margrethe Olson (1985) define MIS as a formal system that provides managers with the information necessary for decision-making.

MIS draws from cybernetics, emphasizing feedback loops and real-time control.

Key Characteristics of Effective MIS in Governance:

Real-time data access

Multi-tier integration across central, state, and local levels

Role-based dashboards for decision-making

Automated alerts and predictive analytics

India’s Best Examples:

Khajane II – Karnataka Treasury MIS

Monitors public finance transactions across all departments

Provides real-time dashboards to the Finance Department, District Treasuries, and Sub-Treasuries

Reduced bill clearance time by over 60%

Integrated with e-Kuber (RBI platform) for seamless fund settlement

Samagra Portal (Madhya Pradesh)

Consolidates data of 85+ welfare schemes

Each citizen is issued a Samagra ID, allowing seamless integration of education, health, and pension data

CoWIN Vaccination Management System (2021–23)

Centralized vaccine scheduling, stock tracking, and certification

Enabled real-time vaccination load balancing across districts

API framework allowed third-party innovations

Field-Level Innovation: Sundargarh District, Odisha created a Grievance MIS that categorizes public complaints by sector, escalation status, and geographical clusters enabling focused action and political accountability.

MIS Support System

22.9.3 PERT (Program Evaluation and Review Technique): PERT is a probabilistic tool used in project management to plan and control complex tasks. It emphasizes the uncertainty in time estimation and identifies potential delays before they become unmanageable.

Key Elements of PERT:

a. Three Time Estimates: Optimistic, Most Likely, Pessimistic

b. Critical Path Identification

c. Slack/Float Analysis

TA  – Task A

TB  – Task B

TC  – Task C

TD  – Task D

Historical Use:

i. First used by the U.S. Navy in the Polaris Missile Project (1950s)

ii. Introduced in India in Planning Commission project evaluations (1970s–80s)

Contemporary Application – Mumbai-Ahmedabad Bullet Train: The National High-Speed Rail Corporation Ltd. used PERT to manage:

Environmental clearances

Land acquisition bottlenecks

Rail corridor integration with Japanese Shinkansen technology

A 2023 internal progress report showed that early-stage risk flagged by PERT saved Rs. 420 crore by redirecting tunnel excavation after a geological deviation forecast.

22.9.4 CPM (Critical Path Method): CPM is a deterministic technique that identifies the longest sequence of dependent activities (critical path) in a project, where any delay directly affects project completion time.

Table: 5: Contrast between PERT and CPM

Iconic Indian Case – Delhi Metro Project: The Delhi Metro Rail Corporation (DMRC), under E. Sreedharan, applied CPM techniques to manage:

Tunnel construction schedules

Logistics of imported components

Workforce mobilization

Result: Phase I (65 km) was completed ahead of schedule and within budget, an exceptional feat for Indian infrastructure. CPM’s real-time cost-time trade-offs played a vital role.

Recent Case – Kashi Vishwanath Corridor Project

Used CPM to manage 18 parallel civil works across 5 hectares

Integrated with drone-based progress verification

22.9.5Integration of Tools in Real-World Administration

Modern project execution increasingly blends these tools:

a. Network Analysis helps identify key stakeholders and convergence points

b. MIS provides data to measure performance in real-time

c. PERT predicts project timelines under uncertainty

d. CPM ensures deadlines and budgets are respected

Integrated Model – Sagarmala Port Connectivity Project

A dashboard used by MoPSW combined:

MIS from shipping zones

CPM for highway-logistics interface

Network maps for last-mile rail links

PERT-based forecasting for customs clearance delays

22.9.6 Challenges in Use of Management Aid Tools in India

a. Siloed Systems: Many MIS platforms are not interoperable across departments

b. Skill Deficits: Mid-level officers often lack training in CPM/PERT models

c. Data Quality Issues: Erroneous or outdated data leads to poor MIS outputs

d. Resistance to Transparency: Some field-level functionaries perceive dashboards as tools of surveillance rather than support

CAG Report on Rural Roads (2022) noted that 36% of PERT charts in PMGSY were not updated post field changes, leading to time-cost misalignment.

Quote Box 

“Without data, you’re just another person with an opinion.” — W. Edwards Deming

22.10 Challenges and Limitations in Administrative Improvement

“Administrative tools are only as effective as the ecosystem that adopts, adapts, and sustains them.”

While techniques like O&M, Work Study, E-Governance, MIS, PERT, CPM, and Network Analysis hold transformative potential, their adoption in India’s administrative landscape has faced a mosaic of operational, behavioural, institutional, and contextual challenges. Improvement efforts frequently fall short of impact due to a range of entrenched barriers.

22.10.1 Structural Inertia and Bureaucratic Resistance

The Indian administrative system, especially at the state and district levels, is often characterized by hierarchical rigidity and deep institutional path-dependence. Many officers perceive improvement initiatives as audit-centric, compliance-heavy, or threatening to established routines.

Case Illustration – File Tracking in Rural Departments

In a 2022 DARPG field assessment across five northern states, over 43% of clerical staff stated reluctance to use new e-file systems due to fear of losing discretionary control over case flow. In some districts of Uttar Pradesh and Rajasthan, physical registers continue alongside digital portals as “backup” undermining reform intent.

Theoretical Insight:

James Q. Wilson, in Bureaucracy: What Government Agencies Do and Why They Do It (1989), argues that bureaucratic resistance is rarely ideological it is rooted in institutional routines, vague incentives, and lack of personal stake in reform outcomes.

22.10.2 Capacity Deficits and Skill Gaps

Tools like MIS dashboards, PERT charts, or network mapping require not just digital literacy, but analytical reasoning and system-thinking capacities that are uneven across cadres.

ISTM Study (2021) revealed that only 28% of mid-level Group A officers demonstrated working proficiency in decision-support tools like CPM or MIS visualization.

NITI Aayog’s Compendium on Best Practices (2022) highlighted that several field MIS platforms in aspirational districts became inactive within a year due to lack of staff training, not technology failure.

Ground Example – Jharkhand's “Apke Adhikar, Apki Sarkar” Portal: Designed for end-to-end welfare service delivery, this portal saw only 32% effective usage in its first six months because panchayat data entry operators lacked real-time grievance tagging training, leading to delay in response and citizen dissatisfaction.

22.10.3 Data Quality and Interoperability Issues

A Management Aid Tool is only as good as the data feeding into it. In many instances, input data is erroneous, outdated, or non-standardized, leading to flawed outputs.

Problem Areas:

Duplicate entries (common in welfare databases)

Unmatched IDs across vertical schemes (health, education, ration)

Variance in field formats (text, numeric, dropdowns)

Notable Case – Swachh Bharat MIS Mismatch (2020 Audit): The CAG found 14 lakh toilets reported as constructed in portal records could not be verified physically due to geo-tagging failures, clerical data entry duplication, and offline–online gaps in sync cycles.

22.10.4 Technological Overload and “Dashboard Fatigue”

Digital dashboards, when overused or poorly curated, result in information overload, where officers struggle to interpret what matters. In districts with multiple missions running in parallel, there are often 10–12 dashboards, each with different KPIs.

Case Illustration – Collectorate in Madhya Pradesh (2022): During an inter-departmental digital convergence audit, the district administration was found to be maintaining:

12 active dashboards (Health, Education, Jal Jeevan, Women & Child, e-Panchayat, etc.)

6 separate login systems

4 daily review meetings that duplicated progress tracking

Impact: Field staff spent more time feeding numbers than using them for improvement. The issue was not technology but design without user orientation.

22.10.5 Behavioural and Cultural Resistance

Reforms fail not just because of tools or training, but due to the invisible walls of behavior. This includes:

a. Fear of accountability once systems become transparent

b. Perceived power loss due to process simplification

c. Risk aversion in innovation (especially among middle management)

World Bank’s Report: “Mind, Society, and Behavior” (2015) highlighted that even well-designed policies falter when the cognitive and cultural biases of implementers are not addressed.

22.10.6 Top-Down Reform Design Without Field Ownership

Improvement techniques often arrive as central mandates, without local consultation. As a result, field officers either mechanically comply or create parallel unofficial systems to “make the reform work”.

Bihar’s “Lokshikayat” Grievance Redressal Platform: Initially designed with real-time escalation features, the platform was met with resistance as field officers felt “policed.” A subsequent feedback round (2021) revealed that officers were not involved in SOP finalization, nor trained in escalation workflows. After protocol redesign, compliance and resolution rates improved by 38%.

22.10.7 Resource Constraints and Operational Realities: While administrative improvement often assumes resource-neutral implementation, the reality is:

a. Insufficient IT infrastructure in rural blocks

b. Lack of electricity backups, especially for online MIS in tribal belts

c. Low-end computing devices incompatible with platform upgrades

Census Data (2019) showed that over 46% of Gram Panchayats lacked regular electricity or internet connections, rendering real-time governance tools ineffective despite policy enthusiasm.

22.10.8 Political Economy and Turf Wars

Reform tools threaten legacy control systems. Departments may resist convergence, fearing loss of domain autonomy. Political priorities may override efficiency especially during elections or volatile political transitions.

Case: Delay in Integrating Samagra Shiksha and Health Dashboards

Despite NITI Aayog recommendation for child health–education convergence, turf resistance between Health and School Education departments stalled dashboard integration in three states during 2021–22.

Quote Box 

“The reform is not in the software. The reform is in the system of thought.” — Inspired by Dr. A.P.J. Abdul Kalam

22.11 Best Practices and Recommendations

“Reforms succeed not by accident, but by design when clarity of purpose, consistency of execution, and courage of correction come together.”

Despite the challenges outlined previously, India has witnessed several islands of excellence administrative reforms that not only worked but continue to inspire replication and institutional learning. These best practices reflect how tools, leadership, and innovation come together to transform intent into impact.

22.11.1 Best Practices from the Indian Administrative Landscape

Case 1: Odisha’s GO-SUGAM Portal (2023): A single-window, paperless portal for project approvals across 18 departments, GO-SUGAM integrates:

Inter-departmental API-based integration

Real-time status tracking for applicants and investors

Digitally authenticated documents

Impact: Approval timelines for large-scale infrastructure projects dropped from 120+ days to under 30 days. The model is now being adapted by other mineral-rich states like Chhattisgarh.

Case 2: Kerala’s Blockchain Land Registry Pilot (2023): In partnership with NIC and IIT Madras, Kerala piloted blockchain-enabled land title systems in Ernakulam and Idukki districts.

Immutable ledgers linked to Aadhaar and registration offices

Mobile-based title verification system

Smart contracts for inheritance tracking

Impact: Reduced land dispute cases by 41% in pilot regions; average grievance resolution time fell from 46 days to 19 days.

Case 3: Bihar’s Lokshikayat System (Post-Redesign, 2021): A revamped digital grievance redressal platform with:

Auto-escalation

Multilingual SMS updates

Citizen rating of redressal quality

Result: Resolution rate improved from 57% to 88% in one year. 5 districts showed significant public trust recovery following corruption-related protests in 2020.

Case 4: Telangana’s T-Chits Blockchain Cooperative Credit (2022): Using blockchain to bring transparency and security in registered chit funds:

Ledger transparency for all members

Alerts for defaults and auto-credit of dividends

MIS access to Registrar for monitoring

Impact: Pilot among self-help groups in Warangal showed zero default rate and faster fund release.

Case 5:  Meghalaya’s “Youth-Led MIS for MGNREGA”: Using local youth volunteers trained in MIS reporting, Meghalaya’s MGNREGA wing:

Reduced misreporting

Increased timeliness of wage payments

Created localized dashboard culture in blocks

Result: Delay in wage credit dropped by 31% across 5 districts within 9 months (2022–23 data).

22.11.2 International Models Worth Adapting

Table 6: Best Practices world-wide and their relevance for India

22.11.3 Recommendations: A Way Forward for Institutionalization

Based on analysis and success stories, here are strategic and actionable recommendations for improving India’s adoption of administrative techniques.

Embed Reforms into Training and Service Rules: Integrate Work Study, MIS, PERT/CPM, and e-Governance modules into:

Foundation courses of LBSNAA, ISTM, and State ATIs

In-service digital learning platforms under Mission Karmayogi

Example: Karnataka’s e-office training is now mandatory for promotion from Group B to A officers.

Build Decentralized O&M Cells with Autonomy: Every district collectorate should have a professionalized O&M unit staffed with:

One data analyst

One process consultant

One citizen-interface officer

Model: UK’s Council-Level Public Efficiency Teams decentralized, empowered, and accountable.

Shift from Data Collection to Data Intelligence: Convert MIS platforms from passive repositories to predictive, decision-support systems:

AI-led anomaly detection

Real-time escalation prompts

Executive summary views for collectors/secretaries

Example: Andhra Pradesh School Dashboard that sends dropout risk alerts based on multi-indicator trends.

Create a “Simplification Week” Across Departments

Every quarter, departments must identify three redundant processes to eliminate or redesign

Publish a before–after flowchart with citizen testimonies

Kerala’s Form Audit Week (2022) eliminated 92 outdated application forms in 3 months.

Institutionalize Citizen Co-Creation

Mandate user-testing of services before large-scale rollout (especially in health, education, housing)

Use WhatsApp-based polls, SMS-based rating, or local social audits

Odisha's Panchayat Service Labs involved youth groups in process simplification, improving form completion accuracy by 46%.

Incentivize Innovation Through Annual “Reform Index”: Launch a competitive index across ministries/districts measuring:

Adoption of management tools

Citizen satisfaction

Reduction in delays and redundancies

Model: NITI Aayog’s Delta Ranking for Aspiratio

Ranjan Manish • 1 month ago
IIPA Governance & Polity • 1 month ago

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State Government and Administration in India: Theory, Policy, and Practice

India's governance framework is fundamentally federal, characterized by a division of powers between the Union government and the State governments. 

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Plans and Priorities for Economic Development and Social Justice in India

India’s journey since independence has been defined by its commitment to creating a just, equitable, and economically strong nation. 

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1331
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Union Government and Administration

The Parliament of India, comprising the Lok Sabha, Rajya Sabha, and President, serves as the supreme legislative body and cornerstone of Indian democracy.

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The Impact of Khelo India: A Case Study of Churu District

In a nation as diverse and vibrant as India, the potential for sports to transform lives is immense. Sports are not merely a form of entertainment; they are a powerful catalyst for personal growth, community cohesion, and national pride.

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Improving the Training System for Civil Servants in the Kyrgyz Republic

This paper examines changes in the existing model of training civil servants in the context of the personnel policy pursued in the Kyrgyz Republic since 2021.

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Public Sector Undertakings: Public Sector in Modern India

Public Sector Undertakings: Public sector in modern India; Forms of Public Sector Undertakings; Problems of autonomy, accountability and control; Impact of liberalization and privatization.

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Mission Youth in J&K: A Critical Analysis of PM Mission Youth in Shopian and Pulwama

The region of Jammu and Kashmir has long been characterized by a complex interplay of geopolitical tensions, socio-economic challenges, and cultural diversity. 

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656
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A Journey Towards Antyodaya to Sarvodaya

This paper examines the philosophical foundations and practical applications of Antyodaya and Sarvodaya in Indian socio-political thought.

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Change in Forms of Governance: Lessons from Public Administration in the Kyrgyz Republic

The text outlines the reasons and consequences of constitutional reforms in the organization of state power in the Kyrgyz Republic in 2021.

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186
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Evolution of Indian Administration and Philosophical & Constitutional framework of Government

The evolution of Indian administration reflects a historical continuum shaped by civilizational values and transformative changes. Spanning the Mauryan, Mughal, and British eras, each phase contributed distinct institutional structures and governance philosophies. 

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Khelo India Scheme: A Study of Sports Infrastructure in Delhi Metropolis

“The image of a country is not just about economic and military strength. The soft face of a country also makes a difference. 

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Yamuna: Navigating the Intersection of Culture and Conservation

This paper investigates the profound transformation of the Yamuna River in India, tracing its evolution from a physical resource to "Yamuna Maiya," a revered maternal deity.

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474
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From Developmental State to Innovative Inclusive State Insights from Korea for Sustainable Development in Transitional Economies

Since 1945, Korea has been regarded as a representative developmental state that achieved rapid economic growth. However, democratisation in 1987 and IMF crisis in 1997 revealed the limitations of the traditional developmental state model.

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261
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Financial Administration and Management in India

Understanding the distinction between financial administration and management is crucial for comprehending how government finances are structured and managed, ensuring both accountability and efficiency in the use of public funds. 

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Seamless End-to-End Service Delivery by New Delhi Municipal Corporation (NDMC)

The digital revolution has fundamentally transformed the landscape of public administration, giving rise to e-governance as a pivotal approach for enhancing government-citizen interactions.

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247
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Sarvodaya Se Antyodaya through Inclusive Education Policy

The National Education Policy (NEP) 2020 marks a significant transformation in India's education system, replacing the NPE 1986 with a more inclusive, holistic, and multidisciplinary approach. 

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288
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Governance and Characteristics of Anti- Corruption Policy in Korea and Mongolia

As an initial output of the joint research between the Korean Institute of Public Administration (KIPA) and the National Academy of Governance (NAOG), this article provides overviews of the Korean and Mongolian legislative environment, governance and characteristics of the anti-corruption policies.

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225
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Techniques of Administrative Improvement

Administrative improvement is a strategic necessity in a fast-paced world. Techniques like O&M, Work Study, management aid tools such as network analysis form the cornerstone of efficient governance. MIS, PERT, and CPM tools equip administrators with the ability to anticipate challenges, and drive organizational success in an increasingly complex environment.

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1
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PM Street Vendors Atmanirbhar Nidhi (SVANIDHI) Yojana and its Implementation: A Case Study of Varanasi

Street vendors are an integral part of the urban informal economy in India, providing essential goods and service that cater to the diverse needs of city residents. They operate in various capacities, from food vendors to artisans, and play a crucial role in enhancing the vibrancy and accessibility of urban life.

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Communication in India’s Growth: Navigating the Digital Age

This paper examines the critical role of communication in driving India's economic growth within the context of its diverse societal structure and the rapidly evolving information age. It argues that effective communication is not merely a tool for disseminating information but a fundamental force shaping development trajectories.

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589
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Mongolian Civil Service and Human Resource Management: Reforms and Challenges

This article outlines the stages of civil service reform in Mongolia and evaluates the specific activities implemented during each stage, along with their characteristics and outcomes.

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426
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Public Policy

One often wonders ‘what the government does’ and ‘why the government does what it does’ and equally importantly ‘what it does not do and why so’. According to Thomas R. Dye “public policy is whatever government chooses to do or not to do”, implying that government's actions and inactions both come into the realm of public policy. 

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956
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Mission Ragi and Economic Benefits to Farmers - A Case Study of Gumla District

Millets, often referred to as "smart grains," have been integral to traditional diets in India for centuries. Among these, Ragi (finger millet) stands out due to its exceptional nutritional profile and adaptability to diverse climatic conditions.

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612
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Reimagining Sarvodaya for Contemporary Challenges

Amidst escalating climate crises, technological upheavals, and growing socioeconomic disparities, this paper delves into the timeless relevance of Gandhian Sarvodaya ("universal welfare") as a guiding framework for tackling 21st-century issues.

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Administrative Reform in Mongolia: Stages, Lessons Learned

This paper aims to present insights, results, and stages of administrative reform in Mongolia over the past 30 years.

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192
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Personnel Administration

In the VUCA (Volatile, Uncertain, Complex and Ambiguous) world public servants' expectations are growing day by day that range from e-governance and citizen-centric delivery to maintaining constitutional morality.

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Har Ghar Jal' Scheme: A Comparative Study of Kancheepuram and Pudukkottai Districts

Access to safe drinking water is not merely a fundamental human right; it is a cornerstone of public health, economic development, and social equity. In rural India, where water scarcity and inadequate infrastructure pose significant challenges, the quest for reliable water supply becomes even more critical.

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324
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Democratising Finance: India's Path to Inclusive Banking

This paper explores the growing inclusiveness of India's banking sector, tracing its transition from a primarily government-controlled model to a more open and technologically advanced system.

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Civil Service Training and Development: Historical Aspects and Challenges

This paper outlines the century-long history of Mongolia’s civil service training institution, the National Academy of Governance (NAOG), which plays a crucial role in meeting the contemporary needs of training and developing human resources within the civil service sector.

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299
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Development Dynamics : Building Inclusive and Sustainable Development

India stands at a crucial juncture in its quest for inclusive development that will bring prosperity across the spectrum. Large amounts of public funds are spent to address these issues, but their implementation and the quality of services delivered leave much to be desired.

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268
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One Nation One Ration Card: Impact Assessment in Rural India

The "One Nation One Ration Card" (ONORC) scheme, launched in 2020 under the National Food Security Act (NFSA), represents a transformative shift in India's public distribution system (PDS). 

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Communication: The Missing Catalyst in India's Growth

India has committed to achieving developed nation status by the centenary of its independence, leveraging cutting-edge technologies including AI tapping into its vast human capital, and implementing policies that foster high growth while addressing enduring social and economic inequalities.

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378
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Political Value and Tradition of Mongolian Civil Service

This article explores the value and statehood of Mongolia by utilising Woodrow Wilson’s categorisation of “Judging by the constitutional histories of the chief nations of the modern world, there may be three periods of growth through which government has passed in all the most highly developed of existing systems, and through which it promises to pass in all the rest. 

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288
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Comparative Public Administration

Comparative public Administration focuses on comparing administrative structures, procedures, policy-making organs, the role of bureaucracy in different countries, the political executive, and control over bureaucracy.

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Comprehensive Study on Inclusive Education and Project PATHA

Education stands as the bedrock of human development, a force capable of unlocking individual potential and driving societal transformation.

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322
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Talent: Catalyst for India's Economic Ascendancy

This paper examines India's economic trajectory through the lens of its demographic dividend a substantial youth population exceeding 50% under age 25 within its 1.4 billion citizens. While this demographic advantage offers unprecedented economic potential, its promise is threatened by systemic challenges including inadequate education access, limited skill development, and employment scarcity, particularly in rural areas.

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327
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The Federal Ministerial Bureaucracy, the Legislative Process and Better Regulation

Over the last decades, Better Regulation has become a major reform topic at the federal and-in some cases-also at the Länder level.

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260
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Administrative Law

Remarkable technological and scientific progress has made the modern democratic State not a mere watch-dog or a police institution but an active participant interfering in almost every sphere of individual and corporate life in society in the changed role of a service state and a welfare state

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Enhancing Quality Education through Samagra Shiksha Abhiyan: A Case Study on Inclusive Education in Chitrakoot District

Education has long been recognized as a cornerstone for societal transformation, serving as a powerful catalyst for economic growth, social cohesion, and the reduction of inequalities.

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305
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India’s Health Equity: Challenges and Global Insights

This paper explores India's journey towards achieving universal health coverage (UHC) and health for all, focusing on the challenges and strategies for integrating marginalized groups into the healthcare system.

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481
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Major Challenges Associated with Reform and Innovation of Leadership Training and Development (Ltd), and Some Proposed Solutions: Reflections on Ltd Practices of CELAP

Since the reform and opening up, China’s leadership training has experienced three stages of development: the initial stage of leadership training and development in the early period of China’s reform and opening up to the world (1978-2002), the rapid growing stage of leadership training and development in the period of fast growing economy and society (2002- 2012) and the innovative…

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296
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Accountability and Control

Accountability and control are essential for efficient, ethical administration in public and private sectors. Accountability ensures officials answer for actions and resource use, while control involves mechanisms to monitor compliance with laws and goals, promoting responsibility and preventing misconduct. 

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1154
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Sotto Gujarat-Study of Enabling Factors in Deceased Organ Donation

Organ transplantation emerged as a critical intervention for patients suffering from end-stage organ failure, offering them a renewed chance at life. 

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330
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From Clinic to Community: Empowering Rural India

Healthcare in rural India presents unique challenges and opportunities. While global health metrics emphasize indicators like life expectancy, mortality rates, and healthcare infrastructure, they often fail to capture the socio-cultural nuances of rural communities

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262
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Small Steps to Big Achievements: Innovative Practice of “Internet Plus” Government Service of Local Government in China

The “Internet plus” government service reform in China has progressed through three stages, namely one-stop service, one-window service, and companion service. This reform has become a significant example of reshaping the relationship between the local government and the public.

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218
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Organisations

An organisation is a group of two or more people working to achieve a common objective. The objectives of the organisation can be achieved through different theories. 

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305
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Planning and Implementation of Cowin Platform into National Covid-19 Vaccination Programme

The COVID-19 pandemic, which emerged in late 2019, has profoundly impacted global health systems, economies, and societies. 

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740
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Antyodaya: An Indo-American Perspective

This paper explores the evolution of Indian welfare philosophy from Gandhi's nonviolent resistance to contemporary governance. It traces how the sacrifices of Indian revolutionaries fostered Sarvodaya and Antyodaya ideals, examining the philosophical underpinnings of these concepts in Advaita and dualistic traditions.

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299
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Online Education and Community Participation in Bangladesh: Challenges and Opportunities to Ensure Inclusive Learning During COVID-19 School Closure

Like most other countries around the world, after the emergence of the COVID-19 pandemic, Bangladesh's education system has undergone a radical change from the beginning of March 2020 onwards. The study attempts to analyse teachers’, students’ and parents’ perceptions and experiences about the online education in the COVID-19 pandemic at the school level.

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300
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Administrative Behaviour

Administrative Behaviour is a fundamental area of public administration that focuses on comprehending how people behave in groups and within organizations to accomplish shared objectives. 

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613
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Innovative Health Services in Latur: A Study of Primary Health Care Center Transformations

Health is a fundamental human right and a critical indicator of development. The 2030 Agenda for Sustainable Development emphasizes the importance of ensuring health and well-being for all individuals. A key objective of this agenda is to guarantee favorable health outcomes, underscored by the endorsement of a new declaration during the Global Conference on Primary Health Care held in Astana,…

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280
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Transforming India: Policy Levers for Sustainable, Inclusive Growth

Despite its remarkable economic ascent, India's trajectory towards sustainable and inclusive prosperity is threatened by persistent economic inequalities, demographic pressures, governance constraints, and environmental degradation. 

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Realisation of Sustainable Development Goals Through Panchayati Raj Institutions

In this article, published reports have been used for analysing state-wise status of SDGs achievements and their correlations with attainments in areas of poverty-reduction and other developmental indicators. Also, progress made by GPs on various metrics related to SDGs has been corroborated with other relevant metrics

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319
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Institutional Dynamics of Governance Reform in India (1991–2016)

Loss of governance reform efficacy is an identified entrenched institutional problem in systems. Reform, anywhere, is a sticky material because holders of powers and their cronies have rarely shown altruistic intentions of relaxing their profiteering grips over resources.

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384
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Executive Summary

National Commission for Women (NCW) has entrusted the task to conduct a study on ‘Evaluation of the Impact of Mission Shakti in Women Empowerment in KBK Districts of Odisha’ to Indian Institute of Public Administration, New Delhi. 

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128
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Theme Paper on ‘One Nation, One Election’

"Democracy' and 'free and fair election' are inseparable. Elections are the centerpiece of democracy; it is difficult to visualize democracy without elections. Ensuring free and fair elections is the first prerequisite for the success of democratic process.

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1267
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Lateral Entry In Civil Services: Balancing the Demands for ‘Specialists’ and the Imperatives of ‘Social Justice’

The practice of bringing domain experts into the government is not new to India.

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990
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Is the Idea of India’s One Nation, One Election A Miracle or A Disaster?

On September 1, 2023, a committee headed by former President Ram Nath Kovind explored the possibility of something called One Nation, One Election in India and ever since this thing has come out in public, political parties all across the country have been fuming with anger. 

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3724
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India's Endeavor towards Zero Hunger SUSTAINABLE DEVELOPMENT GOAL 2: Zero Hunger

The Sustainable Development Goals (SDGs) were adopted by the United Nations in 2015 as a universal call to action to end poverty, protect the planet, and ensure that all people enjoy peace and prosperity by 2030. 

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Collaborative Governance: The Indian Experience

This paper examines various initiatives taken by Government of India to promote collaborative governance in various sectors. With increasing needs and aspirations of the community for public services and the limited capacity of government to provide the same, the involvement of various stakeholders to deliver these services becomes important and necessity. 

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574
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Aspirational District Programme (ADP): A Comparative Study of Holistic Development in Baramulla and Bastar Districts

In the vast and diverse landscape of India, regional disparities in development have long posed significant challenges to achieving equitable growth and social justice. Recognizing the urgent need to address these disparities, the Government of India launched the Aspirational Districts Programme in January 2018. 

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1702
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Administrative Thought

A dynamic interaction between the recognition of human complexity in organizations and the pursuit of structural efficiency has shaped the evolution of administrative philosophy. The foundational works of Frederick W. Taylor, Max Weber, Mary Parker Follett, Elton Mayo, Chester Barnard, Rensis Likert, Chris Argyris, and Douglas McGregor are critically examined in this essay, which charts the shift from traditional administrative…

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618
IIPA into Governance & Polity
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New Challenges in Capacity Building of Civil Servants in Public Administration in India

In India, National Training Policy was formed in 2012, replacing the old policy of 1996. This was needed two reasons, new areas of administration given in the reports of second administrative reforms commission setup in 2005 and changing environment in different spheres of governance and new challenges of administration being faced by the civil servants.

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984
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From Back Office to Boardroom - The Service Sector Leap

India's emergence as a global services powerhouse in the 21st century marks a profound and transformative shift. This evolution, far from a mere economic change, is a strategic leap driven by its demographic dividend, technological advancements, and the burgeoning global demand for specialized services.

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373
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Excellence in Administration

Public administration, as the executive arm of the state, has tremendous responsibilities to match the needs and aspirations of the citizens of the state. The systems have evolved over the years in almost every country as the politico and socio-economic environment of the respective country have changed. 

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367
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Public Administration: Meaning, Nature, Scope and Significance

Public administration is the cornerstone of modern governance. It refers to the organization, management, and implementation of government policies and programs, carried out by public officials and institutions. As a vital mechanism of the state, public administration not only ensures the effective delivery of services to citizens but also upholds the principles of accountability, transparency, and rule of law.

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Tribal Development through Evidence-based Policy

Tribal Sustainable Development through Evidence-based Policy and Planning: A major issue in post-Independence India has been a misreading of demands of tribal communities. What they have been demanding pertains to choice upholding their traditions and customs and having ownership over natural resources

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1242
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The Revenge of Geography

As the Idiom of technological advancement takes its toll. The paper highlights a few poignant and emerging factors in the International Relations theorization. It was conservatively maintained by the defense strategists and the political leadership across the Global polity that foreign policy and the Diplomacy are greatly determined by the “given” of Geography and terrain

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338
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Trinity of Citizen, Society and State

With the deepening of democracy, increased decentralisation, increasing social and political awareness, digital penetration, shifts in demography, demand for quality services by common citizens has been accelerating at a faster pace. In such a scenario, the role of State is critical for promoting equity in access to services. 

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258
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Reimagining Institutions

"Accelerating India's Development" holistically looks at India’s growth trajectory since gaining independence – it rounds up all where it has done well including unity, upholding the integrity of its constitution, retaining democratic values at its core. It also does not mince words to convey where all the nation has faltered such as falling short in delivery of public services including…

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241
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Income & Employment Intensive Growth Agenda

Income and Employment Intensive Growth Agenda for India: The paper examines income and employment status in the Indian labour force to identify policy attention and follow up. The macroeconomic policies taken during last one decade are yielding positive results leading to expansion of manufacturing and services and structural transformation in the economy.

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343
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Social Security: Reality & Reforms

An Analysis of India's Social Welfare Programs: In a democracy, the state's role is to promote societal welfare. According to Aristotle, the state should not only ensure its survival but also improve the quality of life for its citizens. The state has a moral responsibility to its citizens. Modern views agree that the state should provide essential services like education,…

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528
IIPA into Governance & Polity
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Digital Innovations in Social Protection

Digital Innovations in Social Protection: Trends, Challenges, and Solutions: The integration of digital technologies into social protection systems represents a transformative shift with profound implications for the delivery of welfare services. This chapter explores the evolving landscape of digital innovations in social protection, contextualising these developments within the broader framework of universal social protection and a systemic approach to welfare.

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416
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Justice Delivery: Issues and Prospects

Access to justice is a fundamental tenet of the rule of law. It is paramount to enable people to exercise their rights, confront prejudice, make their voices heard, and hold decision-makers responsible. 

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Policing: Reality & Reforms

One of the most crucial aspects of our society is law enforcement, which deals with issues of law and order nationwide. It is an essential component of the state's legal system. The British government introduced a Police Act in 1861, which is still very relevant and based on policing. 

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1998
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Public Health & Nutrition Security

India’s Vision for 2047 aims to transform the nation into a developed country, with healthcare being pivotal for this progress. Achieving universal health coverage and modernising healthcare infrastructure are essential for fostering a healthy productive population, which in turn drives economic growth and reduces poverty. 

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296
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School Education & Building Blocks

Several challenges linger in the Indian education system, like rote learning, the non-existence of practical skills among students, and disparities in access to quality education. To deal with the criticism for excessive curriculum and unreasonable focus on rote learning, this chapter examines the strategies comprising the building blocks to reform Indian schools. 

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Social Development and State Effectiveness

Social development is expected to promote holistic improvement of individuals, institutions and their surrounding environments. Looking at the pace of development in India, the economy of most states requires strategic prioritization to accelerate improved well-being of the people. Accessibility to health, school education and public security are critical to the edifice of social development. 

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244
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Federal Finance and Macro Economic Management

India is the largest democracy in the world inhabited by about 1.36 billion people over an area of 3287 thousand square kilometers according to an estimate for 2021 based on Census 2011. The Indian economy is characterised as a middle-income emerging market economy. In the last three decades the economy has faced three major crises, i.e., balance of payment crisis…

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709
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Public Service Delivery

Neoliberal policies pursued by India since 1990s have created a space for private enterprises hitherto occupied by the state entities, unshackled the existing enterprises and introduced reforms to facilitate private initiative. This chapter looks into the ecosystem of the private sector in general and the developments in three specific sectors- urban mobility, water supply and housing, to draw lessons for…

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Strategic Human Resource

This Chapter highlights the gradual transformation from Personnel Administration to Strategic Human Resource Management over the years in Government of India. However, there is still a long way to go. In this Chapter an attempt has been made to delineate the criticality to move towards Strategic HRM in Government of India to achieve India’s developmental goals.

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399
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Data Dissemination and Governance

Robust statistical data forms the cornerstone of an informed governance system. This paper studies the statistical system and data dissemination in the Centre and State governments in India, and the measures put in action to accelerate the data dissemination process. Arguing that the availability of high-frequency statistical data is a necessary condition for good governance, the first section of the…

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317
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Local Self-Governments

In the Amrit Kaal (golden period) of independent India, the ‘citizen first’ approach guides public governance by deepening the outreach of service delivery mechanism so that international standards could be achieved in India@100.  The goal can only be achieved by all inclusive governance involving stronger and effective local self-governments both panchayats and municipalities.

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Creative Bureaucracy

In modern societies, with the increasing role of the state in social and economic fields, emphasis on the quality of its governance is of prime concern to all. Indian bureaucratic system of governance is founded on the principle of rule of law, as the state power is divided amongst three chief organs, each has the its own quality under a…

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710
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Governance and Electoral Politics

This paper discusses the concept of good governance and its relations with the electoral politics in Indian context. It highlights the various strategies employed by the government and related agencies for the growth and development of the country. Major reforms pertaining to the country’s infrastructure, IT, administration, economy and public services are a few areas that have been explored in…

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424
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Sankalp of Viksit Bharat

With the Indian government’s vision to transform India into a developed nation by 2047, marking hundred years of independence, it has become of highest importance to learn from the past, tenaciously work in the present and step towards the future with complete efficiency. In its 77 years of becoming a democracy, India has soared high with continuous transformations marked by both…

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Viksit Path: Kartavya Path

The vision of Viksit Bharat can be realised through Viksit States, and that the aspiration of Viksit Bharat should reach the grassroot level i.e. to each district, block, and village. For this, each State and District should create a vision for 2047 so as to realise Viksit Bharat @ 2047.

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