management of services -ii

8/8/2019 Management of Services -II

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What is a Product?What is a Product?Anything that can be offered to amarket for attention, acquisition, use,or consumption and that might satisfy a

want or need . Includes: Goods, services, events,

persons, places, organizations, ideas, etc.


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What is a Service?What is a Service?

A form of product that consists of activities, benefits, orsatisfactions offered for sale that are essentially intangible

and do not result in the ownership of anything .

Services are deeds, processes, and performances .

- Valarie Zeithaml & Mary Jo Bitner


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The Nature of A Service

A service firm, unlike a manufacturing firmIt does not manufacture but rather

performs something for the customer.It delivers an experience that is intangible,variable, inseparable and imperishable in

nature


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s


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Inta ng ibilityInta ng ibility :

D ifficult to sample a nd toevaluate

Cann ot be see n ,taste d , smelle d ,hear d or felt

Cann ot be see n ,taste d , smelle d ,hear d or felt

D ifficult to sample a nd toevaluate


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Implicatio ns of Inta ng ibilityImplicatio ns of Inta ng ibility

Services cannot be inventoried

Services cannot be patented

Services cannot be readily displayed orcommunicated

Pricing is difficult


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Variability

The quality of the service depe nd s o n whoprovi des them ,whe n , where a nd how.

The quality of the servicedepends on who provides them

,when , where and how.


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Strate gies for VariabilityStrate gies for Variabilitycustomer surveys and feedbacktraining in interpersonal and technical skills

provide product knowledgeuse standardisation strategies franchising, scripts

build quality into all processes


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InseparableInseparablesimultaneous production and consumptionthe service provider is the product

the customer is involved( partial employee)

other customers may be present

the customer is involved( partial employee)

other customers may be present


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Strate gies for i nseparabilityStrate gies for i nseparability

manage the service encounter scripts and roles front-line staff need both technical and interpersonal

skills (recruit & train)manage customer interactionsmanage the physical evidencedevelop customer service policies and service recoveryprocedures


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Perishable

services cannot be storedneed to manage supply and demand


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Implications of PerishabilityImplications of Perishability

It is difficult to synchronize supply and

demand with servicesServices cannot be returned or resold


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H ow ca n dema nd be ma nage d?H ow ca n dema nd be ma nage d?

accurate demand forecastingdevelop off-peak and on-peak strategies

use reservation systems and differentialpricingemploy part-time staff

extend hours of operationProvide self-service options (i.e. AT Ms,internet banking)


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Services Marketing MixServices Marketing Mix


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Tra d itio nal Marketi ng MixTra d itio nal Marketi ng Mix

A ll elements within the control of the firm thatcommunicate the firm s capabilities and image tocustomers or that influence customer satisfaction with the

firm s product and services: Product Price Place Promotion


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Marketing Mix

A n expanded marketing mix forservices

C ustomers PricePlace & Time

P romotion

P roduct(service)P eople P rocess

P hysicalevidence

C ustomers

P riceCustomersP lace,


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Expa nd e d Marketi ng Mix for ServicesExpa nd e d Marketi ng Mix for Services


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P eople A

ll human actors who play a part in servicedelivery and thus influence the buyer sperceptions: namely, the firm s personnel, thecustomer, and other customers in the service

environment.

customerservice employeesother customers


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P hysical Evide nce

The environment in which the service isdelivered and where the firm and customerinteract, and any tangible components that

facilitate performance or communication of the service.

atmosphered ecor, music etc.equipmentf acilities

unif orms


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P rocess The actual procedures, mechanisms, and flow

of activities by which the service is deliveredthe service delivery and operating systems.

service delivery systemsback stagef ront stage

procedurespolicies


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Three Types Of Service Marketing

Internal MarketingExternal Marketing

Interactive Marketing


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C hallenges forC hallenges for Services IndustryServices Industry

Defining and improving qualityC ommunicating and testing new servicesC ommunicating and maintaining a consistent image

Motivating and sustaining employee commitmentC oordinating marketing, operations and human resourceefforts

Setting prices

Standardization versus personalization


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Civil Services in

India


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C ivil Services

T he Civil Service helps the Government of the day to developand deliver its policies as effectively as possible.T he Civil Service incorporates three types of organisations

departments, agencies, and non-departmental government bodies (NDPBs). We work in a wide range of areas that touchon everyones day-to-day lives, such as education, health and

policing.Because our organisations deal with so many different aspectsof government, civil servants work in an enormous variety of roles.


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Civil Service values1 . T he Civil Service is an integral and key part of the

government. It supports the Government of the day indeveloping and implementing its policies, and in delivering

public services. Civil servants are accountable to Ministers,who in turn are accountable to Parliament.

2. As a civil servant, you are appointed on merit on the basis of fair and open competition and are expected to carry out your role with dedication and a commitment to the Civil Serviceand its core values: integrity, honesty, objectivity andimpartiality. In this Code:

integrity is putting the obligations of public service aboveyour own personal interests;

honesty is being truthful and open;


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objectivity is basing your advice and decisions onrigorous analysis of the evidence; and

impartiality is acting solely according to the merits of the case and serving equally well Governments of different political persuasions.

3. T hese core values support good government and ensurethe achievement of the highest possible standards in allthat the Civil Service does. T his in turn helps the CivilService to gain and retain the respect of Ministers,Parliament, the public and its customers.


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C ivil Services in India

T he I ndian Civil Service serves as the backbone of India andcarries great respect and responsibilities.

About Civil Services

Indian Administrative ServiceIndia Foreign Service

Indian Police Service


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G roup AIndian P & T Accounts & Finance ServiceIndian Audit and Accounts ServiceIndian C ustoms and C entral Excise ServiceIndian Defence Accounts ServiceIndian Revenue ServiceIndian Ordnance Factories Service ( Assistant WorksManager, non-technical)Indian Postal ServiceIndian C ivil Accounts Service

Indian Railway Traffic ServiceIndian Railway Accounts ServiceIndian Railway Personnel Service


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Posts of Assistant Security Officer in Railway Protection Force(RPF)Indian Defence Estates ServiceIndian Information Service (Junior Grade)

G roup - BR

ailway Board Secretariat Service (Section Officer's Grade)Armed Forces Headquarters Civil Service (Section Officer'sGrade)Customs Appraisers' Service

Delhi, Andaman & Nicobar Islands, Lakshadweep, Daman &Diu and Dadra & Nagar Haveli Civil Service and PoliceServicePondicherry Civil Service


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Duties and functions of PS C

It shall be the duty of the Union and the State PSC to conductexamination for appointments. If requested by two or morestates it shall be obligatory on the Union PSC to assist them indevising of Joint recruitment for services requiring specialqualifications. T he Union or State Commissions must beconsulted:

1 ) On all matters relating to methods of recruitment to civil

posts.

2) On the principles to be followed in making appointment, promotions and transfers and the

suitability of candidates.


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3) On disciplinary matters affecting a person in service under the Central or State Govt.4) On any claim by such a person for the costs incurred indefending legal proceedings instituted

against him in respect of acts done or purporting to be donein the execution of his duty.5) On any claim for compensation in respect of injuries

sustained by a person while serving the Govt.

In all above matters it shall be the duty of the Commission toadvice. However, the President and the governors makeregulations specifying the matters in which, either generally or in any particular circumstances the Commission may not beconsulted (Art. 203). T he functions of PSC are only advisoryand the constitution has nor provision to make it obligatoryupon the Govt. to act, upon the advice of the Commission in

any cases.


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Consultation with the Commission on the above matters isobligatory except to the extent specified in the ArunachalPradesh PSC (Limitation of Functions) R egulations. 1988 asamended from time to time.

Additional Functions under Art. 321:-

Additional functions may be assigned to the Union and StatePSC by an act of Parliament and State Legislature (Art.32 1 ).

Salaries and Allowances:-

T he expenses of the Union or a State PSC, and the salaries,allowances of its members are charged on the consolidatedFund of India or State, as the case may be (Art.322).


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RE CR UIT ME NT T O VA R IOUSSER VIC E S AND POS T S

U nder Article 320 of the Constitution of India, theCommission are, inter-alia, required to be consulted on allmatters relating to recruitment to civil services and posts.

RE CRU ITM ENT is made by one of the following threemethods:Direct Recruitment ;Promotion ; andTransfer


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D IRE CT RE CRU ITM ENT is conducted broadly under thefollowing two methods:

Recruitment by competitive examination .Recruitment by selection through interview .

RECRU ITMENT BYCOMPETITI VE EXAMINATI ONU nder the C onstitution one of the functions of the Commission

is to conduct examinations for appointment to C ivilServices/Posts of the U nion. In addition, competitiveexaminations are also held by the C ommission underarrangements with the Ministry of Defence for entry tocertain Defence Services, through the National DefenceAcademy, Indian Military Academy, Naval Academy, A ir ForceAcademy and the Officers Training Academy.


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T he Commission usually conducts over a dozen examinationsevery year on an all India basis. T hese include E xaminationsfor recruitment to services/posts in various fields, such as CivilServices, E ngineering, Medical and Forest Service, etc.For an overview of examinations regularly held by theCommission. See "Overview of E xamination" under this

Chapter.At present the Union Public Service Commission conduct their examinations at numerous venues spread over 42 regular centers throughout the country


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RE C RUITMENT BY S ELE C TION

R ecruitment by Selection is made by the following methods:By Interview OnlyBy R ecruitment T est Followed By Interview

BY INTERVIE W ONL YWhere the number of applicants is very large, it is not

practicable to call for Interview all the applicants who fulfillthe minimum eligibility conditions prescribed. T he

Commission, therefore, shortlist the candidates to be called for the interview on the basis of certain pre-determined criteriarelated to the job. A large number of recruitment cases ishandled by the Commission by the method ( 1 ) above.


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BY WR ITTEN TEST FOLLOWED BYINTER VIEW

In this category, there are two types of procedure followed:

An objective-type written and/or practical test to test the skillof the candidates followed by Interview, the final selectionbeing decided by Interview, aided by the performance of thecandidates in the written test and/or practical test.

An objective-type written and/or practical test to screencandidates to be called for interview, the final selection beingdecided by Interview only.


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Appoi ntme nt By P romotio n And Tra nsfer O n

D eputatio n/T ra nsfer

In accordance with the procedure decided by theGovernment, in consultation with the Commission, C hairman

or a Member of theC

ommission presides over theDepartmental Promotion Committee Meetings to considerpromotions from Group B to Group A and from one grade toanother within group A , where promotion is to be made bySelection.


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D eputationT he R ecruitment R ules for a number of posts provide for appointment by T ransfer on Deputation (including short termcontract) and T ransfer. When the field of considerationconsists of Central Government as well as State Governmentofficers, prior consultation with the Commission is necessary

for selection of an officer. When the file for consideration ismade more broad-based and consists of not only Central/StateGovernment officers but also officers from Non-GovernmentInstitutions, the selection has to be made in consultation withthe Union Public Service Commission.


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Indianisation of the superior C ivil Services became one of themajor demands of the political movement compelling theBritish Indian Government to consider setting up of a P ublicService Commissio n for recruitment to its services in theterritory.The first Public Service Commission was set up on October

1st, 1926. However, its limited advisory functions failed tosatisfy the people s aspirations and the continued stress onthis aspect by the leaders of our freedom movement resultedin the setting up of the Federal P ublic Service Commissio n under the Government of India Act 1935.U nder this Act, for the first time, provision was also made forthe formation of Public Service C ommissions at the provinciallevel.


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The C onstituent Assembly, after independence, saw the needfor giving a secure and autonomous status to Public ServiceCommissions both at Federal and Provincial levels forensuring unbiased recruitment to C ivil Services as also forprotection of service interests.

With the promulgation of the new C onstitution forindependent India on 26th January, 1950, the Federal PublicService C ommission was accorded a constitutional status asan autonomous entity and given the title U n ion P ublic

Service Commissio n


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Training in C ivil Services

Trai n ing in G over nme nt shall strive to achieve the followi ng objectives: Keepi ng up-to- date a nd e nha ncing professio nalknowle dge a nd skills nee de d for better performa nce of ind ividuals a nd or gan izatio ns; P romoti ng betterund ersta nd ing of professio nal requireme nts as well asse nsitizatio n to professio nal, socioeco nomic a nd politicale nviro nme nt i n which work is done; a nd Bring ing aboutright attitu d inal orie ntatio n .


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TR AINING CONCER NSSocial a nd political ambie nce is subject to co nsta nt cha nge.The G over nme nt machi nery woul d have to be co ntinuouslyattu ne d to the cha ng ing nee ds. Trai n ing pro grammes for theCivil Services woul d , therefore, focus o n :

(a) R espo nsive ness: to the challe ng ing democratic nee ds a nd

expectatio ns of the citize ns a nd or gan isatio nal a nd tech nolo gical developme nts.

(b) Commitme nt: to democratic values a nd co ncept of part nership a nd participative decisio n maki ng .

(c) Aware ness: of tech nolo gical, eco nomic a nd socialdevelopme nts

(d) Infusio n of scie ntific temper.(e) Accou n tability: to e nsure hi gh performa nce i n every

professio nal fiel d and cost effective metho ds of delivery.


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TR AINING FOR ALL

Trai n ing woul d be imparte d to all ru ng s of the Civil Servicesstarti ng from the lowest a nd cutti ng -e dge to the hi ghest i n policy maki ng .

For the purpose of appropriate trai n ing desi gn , the CivilServices shall be d ivide d into the followi ng three levels:The lowest level fu nctio naries, that is operative at the

cutti ng e dge, who are mostly members of the G roup ' D 'services a nd the lower sta ges of G roup 'C' services;

The supervisory levels a nd the mi dd lema nageme n t / admi n istrative level; (they are mostlymembers of the G roup 'B' services, but also sha de off i ntohigher sta ges of G roup 'C' at o ne e nd and the lower sta ges of G

roup 'A' at the other); a nd


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G roup 'A' services a nd All Ind ia Services comprisi ng theadmi n istratio n/ ma nageme nt level.Trai n ing pro grammes of fu nctio naries at the cutti ng e dge

shall a dd ress themselves to fu nctio nal skill a nd attitu d inalorie ntatio n . For the mi dd le level, trai n ing shall co ntribute toe nha nceme nt of professio nal k nowle dge, u nd ersta nd ing and skill as also to wi de n ing professio nal outlook. For the hi gher

Civil Services, besi des offeri ng stimuli for expa nsio n of theme ntal horizo n and attai nme nt of professio nal excelle nce,trai n ing shall also e nd eavor to sharpe n perceptio n of interrelate dn ess of issues. For the top levels of the hi gherCivil Services, trai n ing shall also be aime d at i ntellectuallyand professio nally equippi ng the members for hol d ing positio ns that i nvolve policy a nalysis, strate gic pla nn ing and policy formulatio n .


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FR AMEWO R K FOR TR AINING

All cate gories of Civil Serva n ts shall receive:(a) i nd uctio n trai n ing at time of e ntry i nto service; a nd (b) i n-service trai n ing at suitable i ntervals i n their career.

Atte nd ance i n trai n ing pro grammes shall be prescribe d as ama nd atory exercise with possible li nka ges with careerpro gressio n .For or gan ise d higher Civil Services, career spa n-specifictrai n ing pro grammes i n each pro gressive deca de of serviceshall be imparte d to provi de scope for compete ncebuil d ing .


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In or der to improve the effective ness of perso nn el atd iffere nt levels a nd d iffere nt sectors, area specific short-term skill up gra datio n/ se nsitisatio n pro grammes shallinvariably be formulate d by Mi n istries a nd D epartme nts a nd specifically tar gete d to perso nn el hol d ing specific jobs.

At the time of moveme nt of perso nn el from G roup ' D ' to

G roup 'C', G roup 'C' to G roup 'B' a nd G roup 'B' to G roup 'A',officers shall receive trai n ing for specific orie ntatio n an compete nce buil d ing . For this purpose, a well-structure d detaile d pro gramme a nd Actio n P la n shall be worke d out byeach Mi n istry / D epartme nt / Organ isatio n


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P erso nn el recruite d to isolate d posts a nd specialists shallreceive trai n ing to improve their capabilities of ge neralma nageme n t outsi de their chose n area of specialisatio n .

The i n-service trai n ing pro gramme for G roup 'C' & ' D 'expecte d at the time of moveme nt to a hi gher G roup may beprovi de d in situ or throu gh d ista nce lear n ing metho ds.

Trai n ing pro grammes will be specifically desi gne d to meetthe requireme nts of the tar get group by the Or gan isatio n in co nsultatio n with the i nstitutio ns/ co nsulta nts / experts.


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Every Or gan isatio n shall co nd uct preparatory exercises likeanalysis of its goals a nd objectives, trai n ing nee ds a nalysis,

job a nalysis, etc. with a view to determi n ing whether thetrai n ing interve ntio n nee ds to be prece de d , accompa n ie d byor succee de d by o ne or more non-trai n ing interve ntio ns.Such a n exercise will also e nable developme nt of appropriate criteria for measuri ng ind ividual a nd or gan isatio nal performa nce, a n esse ntial pre-requisite forthe lau nchi ng of a n effective trai n ing pro gramme.

As possessio n of the ri ght attitu de plays a pivotal role i n improvi ng the performa nce levels of i nd ividuals, byco ntributi ng to formatio n of commitme nt i n them, trai n ing pro grammes aime d at creati ng self aware ness as well asteam buil d ing withi n the Or gan isatio n shall be give n utmostimporta nce by every Or gan isatio n .


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TR AINING INFR ASTRU CTURE

All Cadre Co n trolli ng Authorities shall e nd eavor to developsuitable i nfrastructure for i nd uctio n and in-service trai n ing at the cutti ng e dge a nd mi dd le levels. U se of d ista ncelear n ing metho ds a nd in situ trai n ing shall be e ncoura ge d .Increasi ng use shall be ma de of No n-G over nme ntOrgan isatio ns of trai n ing of Civil Serva nts at lower levels.Trai n ing institutio ns, experts a nd resource perso ns shall be

increasi ng ly forme d in to a network for flexibility i n the use

of huma n and material resources.


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Trai n ing institutio ns u nd er the G over nme n t shall bepermitte d to d iversify their trai n ing -relate d activities tocater to the i ncreasi ng requireme n ts of or ga n isatio ns a nd fu nctio nal groups i n and outsi de the G over nme nt so as toe nable them attai n a lar ge measure of self-relia nce.

U tmost care shall be exercise d in selecti ng trai ners. Effortsshall be ma de for evolvi ng systems for i de ntifyi ng trai ner-

pote ntial.D epartme n t of P erso nn el a nd Trai n ing shall set up a

workable system for evaluatio n of trai n ing institutio ns,without impi ng ing adversely upo n their professio nalauto nomy.

P erio d ic opportu n ities for developme nt of k nowle dge -a nd skills i n releva nt areas shall be provi de d to trai ners throu ghtrai n ing pro grammes i n institutio ns of excelle nce.


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A Trai ner Staffi ng Scheme shall be operatio nalise d , wherebyD epartme nt of P erso nn el & Trai n ing shall mai ntai n pa nels of trai ners a nd pote n tial trai ners i de ntifie d on the basis of scie ntific systemThe co ncept of "o nce a trai ner always a trai ner" shall be

develope d und er which expertise develope d as a trai nershall be use d eve n after he retur ns to his li ne departme n t,

either withi n the Or gan isatio n or by allowi ng him to go asresource perso n to outsi de i nstitutio ns.With a view to promote harmo ny betwee n participa nts,

trai n ing eve nts a nd trai ners, a system for co ncurre ntmo n itori ng shall be operatio nalise d . Similarly, with a view toavoi d mismatch betwee n or ga n isatio nal objectives a nd trai n ing objectives, comprehe nsive evaluatory exercises shallbe u nd ertake n after a time la g.


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OVER SEAS TR AINING

Overseas trai n ing shall be e n tirely nee d-base d and shallpre domi nately aim at drawi ng lesso ns from successful cross-cou n try experie nces. O n ly institutio ns which are reservoirsof k nowle dge a nd database o n releva nt experie nces shall beuse d .The practice of fu nd ing most of the overseas trai n ing

pro grammes throu gh multilateral ai d schemes shall beco ntinue d . With a view to maximise gai ns from overseas

trai n ing , a dequate pre-trai n ing preparatio n and post-trai n ing follow-up shall be arra nge d .


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IN H OU SE EXPER TISEThere will be a co nscious attempt to draw o n expertise a nd

insight gai ne d by Civil Serva n ts i n the course of their career.Involveme nt of Civil Serva nts i n und ertaki ng specificresearch a nd stu d ies with a view to formulati ng new policyin itiatives or evaluatio n of o ngoing projects a nd pro grammeswoul d be promote d and necessary facilities for stu dy leaveor sabbatical to e nable Civil Serva nts to e ngage themselvesin such tasks, i de ntifie d and approve d by compete ntauthorities, woul d be provi de d .

D ocume ntatio n of specific i n itiatives of G over nme nt a nd analysis of policies woul d be permitte d by e ncoura ging CivilServa nts to take up such assi gnme nts at the specific i nsta nce

of compete nt authorities.


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Local

Administration


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Learning objective

Evolution of the Indian administrative systemConstitutional framework.U nion Government administration

State Government administration.District administrationLocal administration U rban bodies

Rural bodies-Panchayat rajFive decades of administrative reforms in IndiaThe second administrative reforms commmission.


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Evolution of the Indian administrativesystem

The public administrative system in India has a long history.Kingdoms existed in India several hundred years B. C .In the earlier era the civil servants performed the role of servants of the king. (Kautilya s Arthshastra describes thecivil service of those days and lays down various norms 300B.C . to 1000 A .D)During the medieval period they became State servants. Theland revenue system was established during the Moghulperiod.The East Indian C ompany has a civil service to carry out theircommercial functions.


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During the British rule they started as servants to the C rown,but gradually they started becoming Public Servants . TheBritish government set up the Indian civil service, primarilywith the objective of strengthening the British administrationin the U K.

In this period the role of the civil services was to further theBritish interest, and the role was totally regulatory. Later onthey assumed development roles also

After the coming into force of the C onstitution, the public

services as we see today came into being.


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The existing administrative systemin India

The civil service system is the backbone of theadministrative machinery of the country.The civil service system in post-independent India wasreorganised.A

t the central level, the civil services include theA

ll-India services, namely the Indian Administrative Service,the Indian Forest Service, and the Indian Police Service.There are various central services like the Indian IncomeTax Service, Indian Railway Services etc.

There are three tiers of administration- U nionGovernment, State Governments and the Localgovernments.The State Governments have their own set of services.


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The hallmarks of civil services inIndia

C onstitutional protection.Political neutrality.Permanency.AnnonymityRecruitment based on merit. Done by a

C onstitutional Authorities-the Public ServiceC ommissions.

e a m n s ra ve s ruc ure o e overnmen o n a


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(The roles of the various Ministries are defined as per the Rules of Business)

President

Vice President

Prime MinisterCouncil of Ministers

Minister Minister Minister

Secretary

Additional Secretary

Joint Secretary


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The administrative structure of the StateGovernments.

G overnor

Chief MinisterCouncil of Ministers

Minister Minister Minister

Secretary

Additional Secretary

Joint Secretary


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District Administration(District is a unit of administration, on an average a district has a population of about 2

million)

D istrict Collector

Regulatory Administration D evelopment administration

Law and order

Land administration

Tax collection

Coordination


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Local self governments ( U rban)

Big cities have C ity C orporations.C ities have C ity Municipal C ommittees.Towns have- Town Municipal C ommittees.

A ll these are elected bodies. Administration is carriedout by an appointed C hief Executive who isanswerable to the elected bodies.Their main role is to provide civic amenities to thecitizens.

Their main source of revenue is local tax, and fundsreceived from the State Government.


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Local self governments (Rural)The Panchayats

Z ila Parishads

Block Panchayats

Village Panchayats

G ram Sabhas

A t District level

A t Block Level

For a group of villages

A ll adult members of a village

Their main role is to function as a local self government

They provide civic amenities

They carry out Developmental works.

The can lev some taxes


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Major developments impactingadministration

Globalisation.Increasing disparities.Transformation of the world into a global village.Deregulation and privatization trends.Increasing awareness about human rights.State formerly interventionist, producer, regulator andseller now called upon to be a facilitator, promoter, andpartner.Emergence of powerful technological solutions-computers

and IT.Increasing expectations from the Governments toperform .


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Administrative Reforms in India

Administrative reforms have been necessitatedbecause of: C hange in the role of the Government. C hanging environment. Rising aspirations of the people. Improving efficiency and effectiveness.

The administrative machinery of any country cannot be bereft of its social,cultural, political and economic conditions. Since independence, India haswitnessed major developments in the social and the economic fields. TheGovernment today is no longer playing the traditional role of a regulator. Itsrole evolved to that of a promoter and then to that of a facilitator and serviceprovider.


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Administrative Reforms in India afterindependence

Several C ommissions and C ommittees have gone intothe subject, and suggested various measures. Majorreforms have been brought about based on the

recommendations of these. Some of the importantstudies/reports are as follows: R eport o n R eor gan isatio n of the Machi nery of

G over nme n t (1949) by Mr. G oplaswami Ayya ngar.It recommended that the

Central Ministries be bunched intoBureaus.


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Administrative Reforms in India afterindependence (contd)

The G orwala Committee appoi nte d by the P lann ing Commissio n .

It gave a general report on Public Administartion

P aul H . Appleby submitte d two reports o n Ind ian Admi n istratio n

The O & M organisation and the Indian Institute of PublicAdministration were set up as a result of the recdommendations.

The The Committee o n P reve ntio n of Corruptio n was ser

up u nd er chairma nship of Mr. K .Sa ntha nam (M P ).The Central Vigilance Commission was set up.


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Administrative Reforms in India afterindependence (contd)

The First Administrative Reforms C ommission(ARC ) was set up in 1966.The ARC set up 20 study teams, 13 workinggroups and 1 Task Force.It gave 20 Reports making a total of 581recommendations in a period spread over1966-70


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The First Administrative ReformsC ommission

It gave Reports on the following subjects: Machinery of Government of India and its procedures. Personnel Administration. Redress of C itizen s Grievances. Centre-State Relations. State Administration. Administration of U nion Territories. Machinery for Planning. Economic Administration. Finance, Accounts and Audit.

Delegation of Financial and Administrative Powers. Railways. Post and Telegraph. Etc.


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Studies/Reports after the FirstAdministrative Reforms C ommission

Committee on Rcruitment Policy and Selection Methods(D.S.Kothari)-1976The C ommission on C entre-State Relations (Sarkaria)-1983.The Fourth Central Pay Commission Report-1986The C ommittee to Review the Scheme of the C ivil ServicesExamination (Satish Chandra, 1989)The Economic Administration Reforms C ommission.The Fifth Pay Commission (1993)

Surendra Nath s C ommittee Report (2003)Committee on C ivil Services Reforms.


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The Second Administrative ReformsC ommission

Constituted on 31 st August 2005Objective: To prepare a detailed blueprint for revamping the public administration systemTerms of Reference: The Commission will inter-alia consider the following

1. Organisational structure of the Govt. of India.2. Ethics in Governance.3. Refurbishing of Personnel Administration.

4. Strengthening of Financial Management Systems.5. Steps to ensure effective administration at the State level.6. Steps to ensure effective District Administration.7. Local Self-Government/Panchayati Raj Institutions.8. Social Capital, Trust and participative service delivery.9. C itizen Centric Administration.10. Promoting e-governance.

11. Issues of Federal Polity.12. Crisis Management.13. Public Order.


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The approach of the SecondAdministrative Reforms C ommission

A set of subjects is selected by the Commission for study.Eminent National Institutions are requested to carry outstudies of the subject and help the C ommission.The C ommission carries out Public Hearings.The C ommission carries out deliberations with allstakeholders.Detailed consultations with the State Government.He C ommission carries out field visits in order to assess the

ground realities.


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The first phase

Four areas have been taken up for study in the firstphase.The final recommendations in all these four areas

would be submitted by March 06.The four areas are1. Effective implementation of Right to Information Act.2. C risis management

3. Public Order.4. Implementation of the National Rural Employment

Guarantee Scheme.


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Panchayat Raj


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T he term Panchayat R aj is relatively new, havingoriginated during the British administration. ' R aj'

literally means governance or government. MahatmaGandhi advocated Panchayati R aj, a decentralizedform of Government where each village isresponsible for its own affairs, as the foundation of

India's political system.His term for such a vision was "Gram Swaraj" or Village Self-governance. It was adopted by stategovernments during the 19 50s and 60s as laws were

passed to establish Panchayats in various states. Italso found backing in the Indian Constitution, withthe 73rd amendment in 199 2 to accommodate theidea.


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T he Amendment Act of 199 2 contains provision for devolution of powers and responsibilities to the

panchayats to both for preparation of plans for economic development and social justice and for implementation in relation to twentynine subjectslisted in the eleventh schedule of the constitution. T he

panchayats receive funds from three sources ie, local body grants, as recommended by the Central FinanceCommission, funds for implementation of centrally-sponsored schemes, and funds released by the state

governments on the recommendations of the StateFinance Commissions

ELE C TION O F P R AMUKH &


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ELE C TION O F P R AMUKH &U P- P R AMUKH

After the process of electing the members is over, thePanchayat Samiti meets for the purpose of electingthe Pramukh and Up-Pramukh from among the

elected members on a date fixed by the DeputyCommissioner. Pramukh is vested with the executive powers of Samiti

SC O P E O F W ORK O F


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SC O P E O F W ORK O FPA N C H AYA T SA MITI

Promotion of health, safety, education, comfort &convenience.Promotion of social or economic well being of people of Samiti.Construction of new bridges and culvert.Maintenance and repair of roads, bridges, culverts or water sources.Laying of new roads.

F UN C TION S O F THE EXE C UTIVE


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F UN C TION S O F THE EXE C UTIVE O FF I C ER O F THE PA N C H AYA T SA MITI :

The Executive Officer is appointed by the Administrator to aidand assist the Samiti in its day to day functioning. The dutiesand responsibilities of the Executive Officer are to:

(a) lay down the duties and supervise and control offices andofficials of, or holding office under the Panchayat Samiti inaccordance with rules made by the Administrator.

(b) supervise and control the execution of all works of the

Panchayat Samiti.(c) take necessary measures for the speedy execution of all

works and developmental schemes of the Samiti

(d) have custody of all papers and documents connected with


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(d) have custody of all papers and documents connected withthe proceeding of the meetings of the Panchayat Samitis andof its committees.

(e) prepare the budget, administrative reports in due time.

(f) be responsible for maintaining the cash book and other booksof accounts.

(g) draw and disburse out of Panchayat Samiti Fund.

(h) inspect works sites for assuring the works in progress and forgiving directions if the works are not carried out according to

sanction.

(i) attend to the complaints relating to the developmental


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( ) p g pworks in progress and to submit reports there of to theauthority calling for such reports.

(j) visit the sites where works are under taken by individuals whoare granted loan by the panchayats and report to thecompetent authority if the loans are misused and to causerecovery of loan thereof.

(k) attend every meeting of the Panchayat Samiti as also themeting of the committee and take part in the discussion butshall have no rights to move any resolution or to vote.

(l) point out if any decision or proposal is violative of orinconsistent with the provisions of Regulation or any law orrules or order made towards the functioning of Panchayat orthe substantive Act/Rules.

management of services -ii

Documents