Unit II- Concepts, Issues and Dynamics of Public Administration and Management

Administration and management: Meaning, nature and significance. Its role

in developed & developing societies. Evolution of Public Administration as a
discipline, new public administration, Theories of public administration.
Concepts of power, authority, legitimacy, responsibility and delegation.
Principles of organization: Hierarchy, Span of control and unity of command
Functions of management, Corporate governance and social responsibility
New dimensions of public management, management of change.
Aptitude and foundational values of civil services: integrity, impartiality, and
non partisanship, dedication to public service, relationship between
generalists and specialists.
Legislative & Judicial control over administration: various methods and
techniques of legislative & judicial control.
Administrative setup, administrative culture in Rajasthan: Governor, Chief
Minister, Council of Ministers, State Secretariat and Chief Secretary.
District administration: organization, role of District Collector and
Superintendent of Police, Sub-divisional and Tehsil administration.
Development Administration: Meaning, Scope and Characteristics.
State Human Rights Commission, State Election Commission, Lokayukt,
Rajasthan Public Service Commission, Public Service Guarantee Act, 2011

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The English word administer is derived from a combination of two Latin words ad
and ministrate meaning to serve or manage. Literally, the term administration
means management the affairs of public or private. Administration refers to
mobilisation of resources human and material- to achieve pre-set of objectives.
Administration is thus an activity undertaken in pursuit of the realisation of a goal. It
is an effort requiring a group of persons, each individually carrying out certain
allotted tasks, which when so performed by all, leads to the achievement of an
objective which has already been established and made explicit.
Management is defined as an act of managing people and their work, for achieving a
common goal by using the organizations resources. It creates an environment under
which the manager and his subordinates can work together for the attainment of
group objective. It is a group of people who use their skills and talent in running the
complete system of the organization. It is an activity, a function, a process, a
discipline and much more.Planning, organizing, leading, motivating, controlling,
coordination and decision making are the major activities performed by the
management. Management brings together 5Ms of the organization, i.e. Men,
Material, Machines, Methods, and Money. It is a result oriented activity, which
focuses on achieving the desired output.
The nature of management can easily be brought out by the following elements:
(i) Management is goal-oriented: Management is not an end in itself. It is a
means to achieve certain goals. Management has no justification to exist without
goals. Management goals are called group goals or organisational goals. The basic
goal of management is to ensure efficiency and economy in the utilisation of human,
physical and financial resources. The success of management is measured by the
extent to which the established goals one achieved. Thus, management is purposeful.
(ii) Management is universal: Management is an essential element of every
organised activity irrespective of the size or type of activity. Wherever two or more
persons are engaged in working for a common goal, management is necessary. All
types of organisations, e.g., family, club, university, government, army, cricket team
or business, require management. Thus, management is a pervasive activity. The
fundamental principles of management are applicable in all areas of organised effort.
Managers at all levels perform the same basic functions.
(iii) Management is an Integrative Force: The essence of management lies in
the coordination of individual efforts in to a team. Management reconciles the
individual goals with organisational goals. As unifying force, management creates a
whole that is more than the sum of individual parts. It integrates human and other
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resources.
(iv) Management is a Social Process: Management is done by people, through
people and for people. It is a social process because it is concerned with interpersonal
relations. Human factor is the most important element in management. According to
Appley, Man- agement is the development of people not the direction of things. A
good manager is a leader not a boss. It is the pervasiveness of human element which
gives management its special character as a social process.
(v) Management is multidisciplinary: Management has to deal with human
behaviour under dynamic conditions. Therefore, it depends upon wide knowledge
derived from several disciplines like engineering, sociology, psychology, economics,
anthropology, etc. The vast body of knowledge in management draws heavily upon
other fields of study.
(vi) Management is a continuous Process: Management is a dynamic and an
on-going process. The cycle of management continues to operate so long as there is
organised action for the achievement of group goals.
(vii) Management is Intangible: Management is an unseen or invisible force. It
cannot be seen but its presence can be felt everywhere in the form of results.
However, the managers who perform the functions of management are very much
tangible and visible.
(viii) Management is an Art as well as Science: It contains a systematic body of
theoretical knowledge and it also involves the practical application of such
knowledge. Management is also a discipline involving specialised training and an
ethical code arising out of its social obligations.
The significance of management can be brought out by following points:(i) Achievement of group goals: A human group consists of several persons, each
specialising in doing a part of the total task. Each person may be working efficiently,
but the group as a whole cannot realise its objectives unless there is mutual
cooperation and coordination among the members of the group. Manage- ment
creates team-work and coordination in the group. He reconciles the objectives of the
group with those of its members so that each one of them is motivated to make his
best contribution towards the accomplishment of group goals. Managers provide
inspiring leadership to keep the members of the group working hard.
(ii) Optimum utilisation of resources: Managers forecast the need for materials,
machinery, money and manpower. They ensure that the organisation has adequate
resources and at the sametime does not have idle resources. They create and
maintain an environment conducive to highest productivity. Managers make sure
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that workers know their jobs well and use the most effi- cient methods of work. They
provide training and guidance to employeers so that they can make the best use of
the available resources.
(iii) Minimisation of cost: In the modern era of cut-throat competition no
business can succeed unless it is able to supply the required goods and services at the
lowest possible cost per unit. Manage- ment directs day-to-day operations in such a
manner that all wastage and extravagance are avoided. By reducing costs and
improving efficiency, managers enable an enterprise to be com- petent to face
competitors and earn profits.
(iv) Survival and growth: Modern business operates in a rapidly changing
environment. An enterprise has to adapt itself to the changing demands of the
market and society. Management keeps in touch with the existing business
environment and draws its predictions about the trends in future. It takes steps in
advance to meet the challenges of changing environment. Changes in busi- ness
environment create risks as well as opportunities. Manag- ers enable the enterprise
to minimise the risks and maximise the benefits of opportunities. In this way,
managers facilitate the continuity and prosperity of business.
(v) Generation of employment: By setting up and expanding busi- ness
enterprises, managers create jobs for the people. People earn their livelihood by
working in these organisations. Managers also create such an environment that
people working in enterprise can get job satisfaction and happiness. In this way
managers help to satisfy the economic and social needs of the employees.
(vi) Development of the nation: Efficient management is equally important at
the national level. Management is the most crucial factor in economic and social
development. The development of a country largely depends on the quality of the
management of its resources. Capital investment and import of technical know how
cannot lead to economic growth unless wealth producing resources are managed
efficiently. By producing wealth, management increases the national income and the
living standards of people. That is why management is regarded as a key to the
economic growth of a country.

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Following are the major role of administration and management in developing

societies:

promotion of a rational development of economic proportions through macroregulation,

control of the privatization process of state-owned enterprises and public
services, securing free competition and transparency in its implementation,
securing an effective exercise of ownership rights of the State and other public
entities,
support of the private sector, especially of small and medium-sized
enterprises, the development of effective cooperative relations between the
public and private sectors,
drafting and implementing effective sectoral policies, especially securing
internal and external security, regional policy, transport policy, information
and communication policy, environmental policy, education policy, social
policy, employment policy and health care policy.

Following are the major role of administration and management in developed

societies:

The first problem which is kind of basic is the lack of coherence between
numerous service providing agencies and regulatory bodies. The problem
especially surfaces at the local levels where the authorities design their own
programs and also run the programs funded by the national authorities. The
other example can be dominance of politicians in the matters of specialized
domains of bureaucracy.
Most of the developed states, especially of Europe are called Administrative
States and their bureaucracies perform certain specific functions. Rumki Basu
in her book Public Administration: Concepts and Theories explains these
functions. According to her, the public administration in these countries
performs regulatory functions while ensuring the enforcement of law and
order, collection of revenues and the national defense against aggression.
The public administration provides a range of services like education, health,
cultural, insurance, housing, unemployment benefits and communication and
transport. They also play an important role in bringing about the economic
growth of the country by operating industries, giving loans etc.
The present day challenges in the developed countries are primarily economic.
The economic depression has put immense pressures on the services provided
by the government. A lot of reforms have been proposed in which the state
resources are being closely administered. The withdrawal of certain benefits
has left the public administration of the countries exposed to a lot of criticism

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and flag from the common people. The regulatory role of public bodies has
also come under scrutiny for their failure to prevent major upheavals from
taking place. As things improve, the role and challenges of public
administration shall change once again.

There are five stages in the chronology of the evolution of Public Administration as a
discipline; these stages are theoretically driven as encapsulated below:
Stage 1: politics administration dichotomy (1887-1926)
Stage 2: principles of administration (1927-1937)
Stage 3: era of challenge (1938-1947)
Stage 4: crises of identity (1948-1970)
Stage 5: public policy perspective (1971 onwards)
The first stage was the manifestation of Woodrow Wilson's view of politics administration dichotomy (difference between two things as they are completely
opposite). This led to a spurt in the interest of its studies in various American as well
as universities around the globe and reforms were made in government and thus
scholars were attracted to public administration with a new vigour (Adamolekun,
1985). Woodrow Wilson propagated this view since at that time people were fed up
with the government and its various policies, rampant corruption and the spoils
system that prevailed in the bureaucratic framework. This was the major reason for
people to readily lap up his view. L.D. White published a book'' Introduction to the
Study of Public Administration'' in 1926 that further buttressed this view.
The second stage of administrative theory evolve a value neutral or rather value
free science of management. It was believed that there are certain principles
(guiding/basic ideas) of administration that are common to all organizations and will
work for all bringing out optimum efficiency . This was the mature Industrial
Revolution period and all that countries were concerned with was increasing
production at any cost in order to earn big. Also Industrial revolution's rapid
expansion of industries led to new problems in management that were unforeseen
and therefore difficult to solve. That's when F.W. Taylor and Henri Fayol stepped in
and generated their principles of administration/management. They were successful
administrators in their own right and therefore their views held a lot of water and
were readily accepted by the industries world over. Frederich Winslow Taylor and
Henri Fayol advocated for adopting engineering based scientific methods in the field
of industrial work process in order to increase efficiency and economy. These schools
of thought are grouped under the Classical theory of administration .
The third stage in the evolution of the theory of public administration is known as
the era of challenge because the above mentioned principles and iron
cage/mechanistic view of administration and workers were challenged. The Human
relations theory brought about a pragmatic view to administrative issues. It
emphasized on the human aspects of administration that sprung from the
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Hawthorne experiments conducted by Elton Mayo and his colleagues at Harvard

Business School in the late 20's and early 30's of the twentieth century. The main
focus of study in this approach was to study the psychological and social problems of
the industrial workers . The scholars of this theory identified variables like informal
organisation, leadership, morale and motivation for maximum use of human
resources in industries. This led to a far vast study by Herbert Simon and others that
developed the Behavioural Science theory.
The Fourth stage that is the crisis of identity stage is set in the late 20th century
where many parts of the world, called the developing nations, were just out of wars
and colonisation. This phase marked a debate for the return of values in public
administration and cross cultural as well as cross national study of
administration.there grew a need to reinvent public administration and lead to a
question as to whether public administration that had been known as it is till then
was relevant anymore. Thus was born the concept of ' New Public Administration' It
laid stress on values in public administration and a commitedness by administrators
and scholars of the discipline towards value formulation and their implementation. It
developed the thought of society and its welfare as the main goal of public
administration in today's times through the public policy approach. It brought
democratic humanism and client orientation as well as the science perspective in
New Public Administration. The collapse of the Soiet Union also strengthened this
view.
The Fifth stage is the Public Policy theory in the development of Public
Administration theory. Public policy is an attempt by a government to address a
public issue by instituting laws, regulations, decisions, or actions pertinent to the
problem at hand. It is policy, as discussed by Stein (1952) that is made for the welfare
of the people and their development. As a discipline public policy perspective is the
study of government policies for the people and its pros and cons and how to better
the same. Here it has come closer to political science again and also has incorporated
many management principles to help public administration cope up with the
dynamics of its discipline and conduct.

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Power
Power, in the context of politics, can be defined as the ability to get others to do
things even when they might not want to. Power can operate through persuasion, so
that people cooperate willingly and freely, on the basis of reasons they accept (which
may include incentives that are offered for cooperation); or through coercion the
use of threats, sanctions, and force.
States have power, in the end, because they can make laws. And laws are enforced by
the police, again in the end, by the use of force. If you dont obey the law, at some
point, you will be fined or jailed or worse. However, we want to be able to make a
distinction between cases in which it is right that the state has power, and cases in
which it is wrong or objectionable in some way. To make this distinction, we need the
concepts of authority and legitimacy.

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Authority
Authority is a much more complex concept, and we need to make distinctions
between several different ideas of authority.
A first sense of authority is theoretical authority or expertise. This is the sense in
which a person can be an authority, an expert, on a particular topic. We ask the
advice of theoretical experts, as they can give us reasons for what to believe for
instance, whether whales are fish but also for what to do for example, an
engineer knows how to build a bridge that wont collapse.
Our interest is in the second sense of authority, practical authority. This is the sense
in which a person can be an authority figure. An authority can get us to act in
particular ways, because they have power. However, just having power is not enough
to also having authority.
There are two senses of practical authority. In the descriptive sense of practical
authority, a state has authority if it maintains public order and makes laws that are
generally obeyed by its citizens. It has the power to make and impose laws
successfully. Authority goes beyond power because it can secure public order, which
depends in part, on people respecting the law. Contrast with this a state in which
many people break the law, but the state still has a police force that punishes some of
the law-breakers. In this case, in which citizens and the state are in conflict, the state
no longer has authority.
In the normative sense, a state has practical authority if its authority in the
descriptive sense is legitimate (normative means relating to norms, rules or
reasons for conduct. In this case, it means that the practical authority is right,
justified, supported by good reasons).

Legitimacy
So in addition to whether a state has authority, in the sense that people obey its laws,
we can ask whether it has legitimacy. The term legitimate comes from the Latin for
lawful. In the most basic sense, a state is legitimate if it exists and operates
according to the law. But this definition is too shallow: if a country has no laws about
how a government can come to power, then no matter how the government came to
power, it will be legitimate. Or again, if a government is elected lawfully, but then
changes the laws to create a police state ruled by a dictatorship, the dictatorship will
be legitimate. But this is not what we mean by a legitimate government.
If a government is legitimate, then in some way, the fact that it has power is right or
justified. If it is right it has power, then we can argue that we ought to obey it. If it is
objectionable that it has power, then we dont have an obligation to obey it.
We can object that this definition does not require that the people over which the
government has authority willingly obey it. A state could have legitimate authority in
this sense without those under its rule recognising its authority as legitimate. Second,
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it does not claim that the people have a duty to obey the state. It only requires that
the exercise of power is morally justified.
If we add these conditions, we can say that the state is legitimate if it can impose
duties on the people under it. To impose a duty is not the same as forcing someone to
do something. To impose a duty is to put them in a position where they have an
obligation to do something, in this case, to obey the law.
The definition does not specify who the imposed duties are owed to. There are two
possible answers: we owe it to the state to obey the law, or we owe it to our fellow
citizens. Which is the better answer? If we consider the state of nature story, at the
point at which we consent to obey the law, who do we agree this with? Not with the
state, because the state doesnt exist yet. The state is created through our agreement.
So we agree it with other people. Our obligation to obey the law is therefore owed to
other citizens. This reflects the idea that we are equal; our obligation is not to
something that has power over us, but to other people, and it is all of us not the
state that will benefit from the agreement.

Delegation
Delegation is the act of assigning formal authority and responsibility to the subordin
ate to carry out specific activity. The more tasks the manager delegate the more oppo
rtunity they have to seek higher responsibilities. Delegation cause employee to accept
accountability and exercise judgment. Delegation not only helps to train them but al
so improves their self confidence and willingness to take initiative. Delegation leads
to better decision making as employee have clear view of the fact. Effective delegatio
n speeds up decision making process because delay is eliminated when employee is a
uthorized to take necessary steps.
Prerequisite of delegation:
Willingness of manager Give employee freedom ,Let them choose methods that is different than his ,Give fre
edom to make mistakes
,Mistakes are not viewed as excuse to stop delegation & Opportunity to offer training
Open communication between employee and manager Manager need to know the capabilities of employee?
,Manager need to encourage their ability and back them up
Managers ability to analyze and understand the factors
Organizational goal
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Capability of employee
?Tasks requirements
Steps of delegation:
1. Decide Which task can be delegated:
Many items should be delegated
First, minor decisions and recurring chores
Demanding jobs and challenging tasks to capable one
2. Decide who should get the assignment:
Who have available time
For whom it would be a useful developmental exercise
Who have special skill
3. Provide sufficient resource to carry out delegated tasks:
Financial resources
Staff resources
Time resources
4. Delegating the assignment:
Provide all relevant information about task
Specify expected result
Cultivate a climate of open communication
5. Be prepared to run interference if necessary:
Resources may be insufficient
Person may run up against resistance of others

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6. Establish a feedback system:

Establish checkpoints and feedback system
Design feedback system carefully
Tighter the control less actual delegation will take place

Public Administration is an aspect of a more generic concept of administration.

Public Administration houses the implementation of government policy and an
academic discipline that studies this implementation and that prepares civil servants
for this work. Some of the various definitions which have been offered for them are:
the management of public programmes; and the study of government decision
making, the analysis of the policies themselves, the various inputs that have
produced them, and the inputs necessary to produce alternative policies. Public
Administration is centrally concerned with the organization of government policies
and programmes as well as the behaviour of officials formally responsible for their
conduct.
Public Administration is the machinery used by the service state to place itself in a
position to make plans and programmes that can carried out, and to carry out the
plans and programmes it has made. Administration is of importance for another
reason too. It is essentially national character makes it a powerful instrument of
national integration. Public Administration is the first need of a society, more so of a
developing country like India, which has chalked out for herself numerous plans of
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economic and social betterment.

Public Administration as a discipline consists of five branches:
(I). Organisational theory and Behaviour;
(II). Public Personal Administration;
(III). Public Financial Administration;
(IV). Comparative and Development Administration and
(V). Public Policy Analysis
Theories of public administration can be categorized into: classical theories , modern
theories and postmodern theories ,
Classical Theory
The classical approach is based upon the ideas similarly generated in the late 1800s
and early 1900s and are primarily based upon the economic rationality of all
employees. This evolved around the classical assumption of Adam smith, that people
are motivated by economic incentives and that they will rationally consider
opportunities that provide for them the greatest economic gain. The rational
economic view is summarized as below, based on Schein (1970)s position, :
i.people are motivated by economic gains;
ii. Because organizations control economic incentives, an individual is primarily a
passive resource to be manipulated, controlled and motivated by the organization;
iii. Irrational emotions must be kept from interfering with economic rationality;
iv. Organizations can be designed in ways to control irrational emotions and thus
unpredictable, dysfunctional behaviours of employees
Scientific management, Administrative principles, and bureaucratic organization all
work on the principals of classical theory.
Modern Theory
The modern theory of public administration emphasizes more on behavioural and
quantitative schools of thought. Modern management theory has changed the way
public administrators look at their jobs . Advancements and refinements in
management theory and practice have enabled managers and managerial systems to
evolve.
The modern approach to public administration is oriented to results, focusing on
clients, outputs and outcomes. The adoption of new form of public management
means the emergence of a new paradigm in public sector.Following are the models
and approaches of modern public administration:

System Approach or System Model

This is also called system analysis of organization and it was developed in the
50s to eliminate the deficiencies of the classical model by requiring that any
organization should be viewed as a system and its actions performed.The
approach views administrative system (formal organization, informal
organization, roles, and individuals) and examines the inter linkages among
various parts. System theory also analyses the dynamic interaction between an

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administrative system and its external environment. It is noteworthy to

reaffirm public administration to be the facilitation of positive outcome of
these interactions and where possible, limit any unintended negative
consequence.

Structural Functional Approach

The entire units that constitute the sum of a system are structures and these
structures function to ensure the delivery of services to the public. Structural
functionalism or simply referred to as functionalism is the relations among
government sub system such as intergovernmental relations with the goal of
achieving desired goals through an institutional arrangement that perform
certain functions in order to survive and operate efficiently. It tries to explain
how structures operate in a society, the various part or institutions combine to
give society over time.

contingency theory
contingency theory is a class of behavioral theory that claims that there is no
best way to organize a corporation, to lead a company or to make decisions.
Instead the optimal course of action is contingent (dependent) upon the
internal and external situation.
Behavioral School
work satisfaction and hence performance is basically not economic depends
more on working conditions and attitudes - communications, positive
management response and encouragement, working environment. the
influence of the peer group

Postmodernism
Postmodern theory is a broad and somewhat ambiguous belief system tied to the
philosophical and cultural reaction to the convictions of Modernism (sometimes
equated with Humanism). Postmodernism is the philosophical proposal that reality
is ultimately inaccessible by human investigation, that knowledge is a social
construction, that truth-claims are political power plays, and that the meaning of
words is to be determined by readers not authors
Post modernism is highly sceptical of explanations which claim to be valid for all
groups, cultures, traditions, or races and instead focuses on the relative truth of each
person. It relies on concrete experience over abstract principles, knowing always that
the outcome of ones own experience will necessarily be fallible and relative, rather
than certain and universal.

Hierarchy

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The literal meaning of hierarchy is the rule of control of the higher over the lower.
Hierarchy means a graded organisation of several successive levels in which one of
the lower level is immediately subordinate to the next higher one and through it to
the other higher steps right up to the top. The shape of the administrative structure is
that of a pyramid. Mooney and Reily call it the scalar process. They say a scale
means a series of steps something graded. In organisation it means the grading of
duties not according to different functions, but according to degrees of authority and
corresponding responsibility.
The basic features of the hierarchical structure are:
a. A person will have only one immediate superior from whom he will receive orders.
b. A person will not receive orders from lower status.
c. No intermediate level shall be skipped over in the dealing of the people at the top
with those lower level or vice versa.
d. A person who is given responsibility for a task will have authority commensurate
with this responsibility.
From the above features it is clear that in the scalar system authority command and
control descend from the top to the bottom step by step. The secretary of department
will deal with the joint secretary who in turn shall deal with the deputy secretary who
further shall deal with the under secretary. The under secretary shall further deal
with the section officer who in turn deal with assistants, clerks etc. Similarly, the
upward communication shall also be exactly the same when a section officer deals
with higher officers.
The two basic principles of unity of command and span of control are centrally
indispensable to the study of organizational theory and practice in particular, and in
general terms, to successful, efficient and smooth public administration practice in
both developed and developing societies.
Span of Control
The principle of span of control means the number of subordinates or the units of
work that an officer can personally direct, control, and supervise. It is also known as
span of supervision? or span of management.? According to Dimock and Dimock,
The span of control is the number and range of direct, habitual communication
contacts between the chief executive of an enterprise and his principal fellow
officers.
span of control is meant that one of the earlier principles of administration which
states that there is an upper limit to the number of subordinates any administrator
can directly supervise, generally set at 12, and advises administrators to eliminate
any violations of this principle by reducing the number of officials reporting to them
by either emerging certain offices or stretching out the scalar chain.
There is a close relationship between hierarchy and span of control. That is, the
number of levels in a hierarchical (scalar) organisation depends upon the span of
control of a superior officer. Narrow (smaller) span of control increases the number
of levels in the organisation and thereby creates tall structure. On the other hand,
wide (larger) span of control decreases their number and thereby results in a flat
structure.
The principle of span of control in public administration is related to the concept of
span of attention described in psychology by V.A. Graicunus, the French
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management consultant. This concept says that there is a limit to the number of
things one can attend to at the same time. In other words, the span of attention of a
human being is limited as there are limits to the range of human capacity and
attention. Thus, it follows that there is a limit to the span of control which is nothing
but the span of attention applied to the job of supervision of subordinates by the
superior.
Unity of command
Unity of command means that an employee should receive orders from one superior
only. In other words, it means that no employee should be subjected to the order of
more than one superior. Thus, it stands for single boss for each person or monocommand.
Unity of command means organizational principle that each person within the line of
authority should be responsible to only other person. An employee who is
responsible to various persons in authority will presumably be confused, ineffective
and irresponsible, while an employee receiving commands from one supervisor is
presumably methodical, efficient and responsible.

Management refers to the activities, and often the group of people, involved in the
following five general functions:
1.
2.
3.
4.
5.

Planning
Organizing
Staffing
Directing
Controlling

PLANNING:
It is the ongoing process of developing the business's mission and objectives and
determining how they will be accomplished. Planning includes both the broadcast
view of the organization, e.g. it's mission, and the narrowest, e.g. a tactic for
accomplishing a specific goal.
ORGANIZING:
Organizing is an essential function of management. It is the process of accumulating
resources from different sources in order to work according to the plans laid out by
the management.
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Organising is the function of creating the structure of working relationships,

designing facility layout, balancing workloads, and scheduling work to be performed
The aim of organisation is to develop a framework called organisational structure.
Organising mean Relating people and things to each other in such a way that they are
combined into a unit capable of being directed toward the companys objectives.
STAFFING:
It is function in which qualified people are appointed to different posts relating to
their skills and strengths. The activities included in this function are recruiting,
hiring, training, evaluating and compensating.
As staffing function is carried out by all mangers and in all types of concerns where
business activities are carried out.
Staffing is a continuous activity- This is because staffing function continues
throughout the life of an organization due to the transfers and promotions that take
place.
The basis of staffing function is efficient management of personnels- Human
resources can be efficiently managed by a system or proper procedure, that is,
recruitment, selection, placement, training and development, providing
remuneration, etc.
Staffing helps in placing right men at the right job. It can be done effectively through
proper recruitment procedures and then finally selecting the most suitable candidate
as per the job requirements.
Staffing is performed by all managers depending upon the nature of business, size of
the company, qualifications and skills of managers,etc. In small companies, the top
management generally performs this function. In medium and small scale enterprise,
it is performed especially by the personnel department of that concern.
DIRECTING:
Directing is a function that comes after staffing of the organization, it is the function
in which the management is supposed to lead, direct to a specific goal and motivate
the employees for the achievement of any objective, big or small.
Directing initiates action and it is from here actual work starts. Direction is said to be
consisting of human factors. In simple words, it can be described as providing
guidance to workers is doing work. In field of management, direction is said to be all
those activities which are designed to encourage the subordinates to work effectively
and efficiently. According to Human, Directing consists of process or technique by
which instruction can be issued and operations can be carried out as originally
planned Therefore, Directing is the function of guiding, inspiring, overseeing and
instructing people towards accomplishment of organizational goals.
CONTROLLING:
It is a function in which the performance of the organization is measured and then
evaluated after which the standard observed is determined to be either good or bad,
which the
n in turn leads to taking preventive and corrective measures.

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Corporate governance is defined as a set of rules that define the relationship between
stakeholders, management, and board of directors of a company and influence how
that company is operating. At its most basic level, corporate governance deals with
issues that result from the separation of ownership and control. But corporate
governance goes beyond simply establishing a clear relationship between
shareholders and managers.
Organisation for Economic Co-operation and Development defines Corporate
governance as a set of relationships between a companys management, its board, its
shareholders and other stakeholders. Corporate governance also provides the
structure through which the objectives of the company are set, and the means of
attaining those objectives and monitoring performance are determined.
Corporate governance provides following benefits to an organization: It improves strategic thinking at the top by inducting independent directors who
bring a wealth of experience, and a host of new ideas
It rationalizes the management and monitoring of risk that a firm faces globally
It limits the liability of top management and directors, by carefully articulating the
decision making process
It assures the integrity of financial reports
It has long term reputation effects among key stakeholders, both internally and
externally
Corporate Governance works with and objective to serve its various claimants.
Corporate Governance has several claimants shareholders, suppliers, customers,
creditors, the bankers, employees of company and society. The committee for SEBI
keeping view has prepared primarily the interests of a particular class of stakeholders
namely the shareholders this report on corporate governance. It means enhancement
of shareholder value keeping in view the interests of the other stack holders.
Committee has recommended C.G. as companys principles rather than just act. The
company should treat corporate governance as way of life rather than code.
Corporate Social Responsibility(CSR) is increasingly an essential issue for
companies. It is a complex and multi- dimensional organisational phenomenon that
is understood as the scope for which, and the ways in which, an organisation is
consciously responsible for its actions and non-actions and their impact on its
stakeholders. It represents not just a change to the commercial setting in which
individual companies operates, but also a pragmatic response of a company to its
consumers and society. It is increasingly being understood as a means by which
companies may endeavour to achieve a balance between their efforts to generate
pro?ts and the societies that they impact in these efforts. This chapter discusses these
issues. First, it describes CSR and its core principles. Second, it describes CG and
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narrates CGs convergence with CSR. Third, it highlights how different economies are
incorporating CSR notions in their corporate regulation.
The convergence of Corporate Social Responsibility(CSR) and Corporate
governance(CG) has helped to develop the standardisation regime. Most global
companies have acknowledged this development. They exclusively consider certain of
these initiatives to measure their suppliers performance. Some of them weed out
suppliers from their chains on the results of performance tests based on these
initiatives. Using these initiatives they select strategic suppliers to
(a) reduce their transaction costs;
(b) increase their pro?tability; (
c) reduce costs as a result of a reduced need to switch suppliers; and
(d) increase their competitiveness in the marketplace through improved
relationships with consumers.
GOI issued the Companies (Corporate Social Responsibility Policy) Rules, 2014 (CRS
Rules) which has come into effect from 1 April 2014. Under Section 135 of the
Companies Act ,it provides the threshold limit for applicability of the CSR to a
Company i.e.
(a) net worth of the company to be Rs 500 crore or more;
(b) turnover of the company to be Rs 1000 crore or more;
(c) net profit of the company to be Rs 5 crore or more. Further as per the CSR Rules,
the provisions of CSR are not only applicable to Indian companies, but also
applicable to branch and project offices of a foreign company in India.
Under the rules, Every qualifying company requires spending of at least 2% of its
average net profit for the immediately preceding 3 financial years on CSR activities.
Further, the qualifying company will be required to constitute a committee (CSR
Committee) of the Board of Directors (Board) consisting of 3 or more directors. The
CSR Committee shall formulate and recommend to the Board, a policy which shall
indicate the activities to be undertaken (CSR Policy); recommend the amount of
expenditure to be incurred on the activities referred and monitor the CSR Policy of
the company. The Board shall take into account the recommendations made by the
CSR Committee and approve the CSR Policy of the company.

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The activities that can be done by the company to achieve its CSR obligations include
eradicating extreme hunger and poverty, promotion of education, promoting gender
equality and empowering women, reducing child mortality and improving maternal
health, combating human immunodeficiency virus, acquired, immune deficiency
syndrome, malaria and other diseases, ensuring environmental sustainability,
employment enhancing vocational skills, social business projects, contribution to the
Prime Minister's National Relief Fund or any other fund set up by the Central
Government or the State Governments for socio-economic development and relief
and funds for the welfare of the Scheduled Castes, the Scheduled Tribes, other
backward classes, minorities and women and such other matters as may be
prescribed.

Management of public organisations is referred to as Public Management. The

successful management of departments and agencies is an important factor for
success of public policies and programs, of policy making, implementation
and evaluation. Originated from the private sector, Public Management is an
evolution of public administration which applies managerial techniques to increase
the efficiency and effectiveness of public services. The transformation of public
administrator to public manager is the major change that occurred in the public
organisations. This is mainly due to the changes in expectations of many stake
holders.

Major factors which have influenced the reforms in public sector were:

over extended and unaffordable government;

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the mounting fiscal pressures on governments;

the new shift in the role of government;
questions raised by citizens and stakeholders about the optimum size of
government;
the global influences and the international environment;
the increasing levels of citizens expectation;
international and internal pressures and the research and learning from
research institutes, academicians and researchers.

Most of the reforms in the public sector are based on theories of new institutional
economics and managerial-ism. NPM reform has covered a wide range of
subjects such as :

common agenda for all authors has been to make government effective and
responsive to citizens demands.
it involves disaggregation of large bureaucratic organizations into smaller
compact organizations,
focus on outputs rather than inputs,
value for taxpayers money,
authority devolved at the point of service delivery,
flexibility,
customer responsiveness,
introduction of competition in public service, and
strengthened accountability and transparency.

Major elements and objectives of New dimensions of public management are:

Cost cutting; capping budgets and greater transparency in resource allocation;

Disaggregating traditional bureaucratic organizations into separate agencies;
Decentralized management within public agencies;
Separating the function of providing for public services from their purchase;
Establishing market and quasi-market mechanisms;
Emphasizing performance management targets, indicators and output
objectives;
Introducing term contracts, performance-related pay and local determination
of pay and conditions; and
Increasing emphasis on service quality, standard setting and customer
responsiveness.

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Various steps taken by GOI in providing a New dimensions of public management as

amanagement of change are as follows:

Organisational structure of the Government of India

Ethics in governance
Refurbishing of personnel administration
Strengthening of financial management systems
Steps to ensure effective administration at the State level
Steps to ensure effective district administration
Local self-government/Panchayati Raj institutions
Social capital, trust and participative public service delivery
Citizen-centric administration
Promoting e-governance
Issues of federal polity
Crisis management
Public order

Ethics refers to principles by which to evaluate behaviour as right or wrong, good or

bad.
Ethics refers to well based standards of right and wrong, and prescribe what humans
ought to do. Ethics are continuous efforts of striving to ensure that people, and the
institutions they shape, live up to the standards that are reasonable and solidly
based.
Aptitude and foundational values in civil servants are focussing on peoples claim to
rights like human rights, civil rights, political rights and social/economic rights. One
example is the Universal Declaration of Human Rights of the United Nations.
Another example of rights-based theories is welfareism, which argues that people
have a claim to a welfare state that can provide them with security, basic health
services, education, jobs, housing, etc.
The Civil Service is an essential part of the government. It supports the government
of the day in developing and implementing its policies, and in delivering public
services. Civil servants are accountable to ministers, who in turn are accountable to
Parliament. As a civil servant, candidates are selected 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 Service and its core values: integrity, honesty, objectivity
and impartiality.
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General principles of International Code of Conduct for Public Officials are:

A public office, as defined by national law, is a position of trust, implying a

duty to act in the public interest. Therefore, the ultimate loyalty of public
officials shall be to the public interests of their country as expressed through
the democratic institutions of government.
Public officials shall ensure that they perform their duties and functions
efficiently, effectively and with integrity, in accordance with laws or
administrative policies. They shall at all times seek to ensure that public
resources for which they are responsible are administered in the most
effective and efficient manner.
Public officials shall be attentive, fair and impartial in the performance of
their functions and, in particular, in their relations with the public. They shall
at no time afford any undue preferential treatment to any group or individual
or improperly discriminate against any group or individual, or otherwise
abuse the power and authority vested in them.

Integrity: Civil servants, should be guided solely by public interest in their Social
decision making and not by any financial or other consideration either in respect of
themselves, their families or their friends.To ensure that public servants do their
work ethically, statutory standards have been augmented by the Basic Integrity
Standards Checklist, to which all public authorities must adhere. The Checklist
outlines all the steps that a public authority must take in order to implement
measures for ethical behaviour. Political office holders and elected representatives
must comply with rules of conduct. Ministers and state secretaries may not perform
any paid or unpaid outside activities.
Impartiality: Civil servants in carrying out their Social work, including functions like
procurement, recruitment, delivery of services etc, should take decisions based on
merit alone.Impartiality means that civil servants in carrying out their official work,
including functions like procurement, recruitment, delivery of services etc, should
take decisions based on merit alone.
Non-partisanship is not being specifically owned or affiliated with
any group, party or cause. Non-partisanship can be called political neutrality.
Impartiality connotes that the behaviour of, and treatment by an administrator to
any individual or entity has to be solely on the basis of merit. An administrator has to
take several key decisions such as recruitment, procurement and allotment. For these
decisions to be effective and efficient, there has to be absolute impartiality.A nonpartisan public service can be maintained only if the staffing system is protected
from political influence, the merit system has been firmly implanted and the
professional commitment to impartiality is widespread.
Commitment and Dedication to public service: Civil servants should deliver services
in a fair, effective, impartial and courteous manner. Civil servants are accountable
for their decisions and actions and should be willing to subject themselves to
appropriate scrutiny for this purpose.Civil servants maintain absolute and unstinting
devotion towards their duties and responsibilities at all times.Dedication is the
quality of being dedicated or committed to a task or purpose, thought or
action.Dedication is an important personality characteristic of an individual. In
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organizational context, dedicated employees work towards achieving the

organizational goals.
A 'generalist' means an amateur administrator who had education in linguistics or
classics and is a highly intelligent man with certain personal qualities of character.
While on the other hand, A 'specialist' is an expert who has devoted time and studies
to a special branch of learning and has acquired specialized experience in tackling
problems of particular subjects or areas. He is excluded from posting in areas where
his specialized knowledge or training does not find direct application.
If the job is of highest importance say atomic / nuclear related and of defense related
then obviously the job calls for a specialist not a generalist. However if the job
requires the person need to have a good over all understanding of the circumstances
then it calls for a generalist.
The major arguments in favour of generalists in Indian Administrator are are:

India is a nation with multiple cultures and multi ethnicity and thus a person
with liberal education and varied multifunctional experience is much better
than the specialist who has deep knowledge of a very narrow field.
It comes in direct contact with grassroots administration.
Administration in India is organized on area basis and it requires a generalist
administrator to coordinate the activities of various departments.
By their education, training and experience, generalists have a broad view of
problems facing the society; which the specialists lack.
In a parliamentary democracy, ministers need a generalist to advice in policy
matters as he is responsible to parliament and has to work for party.
At higher level of administration, very little technical knowledge is required.
When the specialists are required to do the job of a generalist, they lost both
worlds. They neither remain specialists nor do they become good generalists.
In any decision making process, technical inputs are taken from only a small
part. Other matters like financial, administrative, political, legal etc. are more
important. Generalists having a broad background of working in various
departments are better suited to these jobs.
In India, generalists are woven in entire fabric of administration and provide
the necessary extension to its working.

The arguments in favour of specialist are:

in the colonial period or even during early independence period the

administrative tasks were relatively simple. But now it has become complex
and cannot be comprehended by generalists,
Specialists feel that generalist subjects not required to intervene between
them and minister.In fact specialists have better knowledge of t subjects and
can explain it better to the minister,
Generalists always depend on advice of t specialists,
The ARC of India (1969) recommended that the senior posts in functional
areas should be held by specialist and non-functional posts should be thrown
to all the cadres including specialism and generalists.

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Public administration exercises a large volume of power to meet the citizens need in
modern democratic welfare state. Today administration is not concerned with only
pure administrative function but also involved with a large number of quasilegislative and quasi-judicial functions. For this respect they have a number of
chances to become arbitrary or master of the citizens. So it is very necessary to
control them. The existing control systems are legislative, executive and judicial.
There are many ways in which administration can interfere with the liberty of people.
Friedman cites three typical examples .

In the first place, the state interferes with the free and untrammelled conduct
of individuals through a multitude of restrictive instruments.
Second types of interference consist of orders for the compulsory acquisition
of land.
A third type of administrative interference is the fixing of minimum standards
and inspections.

In India the assumption in the context of democracy, is that the civil servants work
for the people. But the problem of locating accountability therefore becomes acute
because of the nature of the job performed and power exercised by the civil servants.
Today they are no longer confined to the job of implementing the policies and
executing the laws framed by the legislature. Now they consciously make laws and
even adjudicate laws. In fact the laws made by the legislature lay down only the
broad objectives, and the task of providing the details of making rules, regulations
and bye-laws for filling up the gaps left in the legislation, is given to the
administrators in order to facilitate the process of executing the laws.
The system of judicial control or Judicial review of Administrative actions came into
India from Britain.Article 32 of Constitution of India proves the right to move to
Supreme Court of India for the enforcement of Fundamental Rights while Article
32(2) allows the Supreme court to issue directions, orders or writs for the
enforcement of the rights.Judicial Review is not about the decision taken by the
administrator but about the decision-making process.
In Article 14 of the Indian Constitution there is a mandate that the State shall not
deny equality before law and equal protection of laws to any person within the
territory of India.The higher judiciary examine administrative acts as well as
legislations and decide whether they are compatible with the fundamental rights
guaranteed to all citizens under Part III of our Constitution. It is the Courts role of
protecting fundamental rights, which has lead to the evolution of some innovative
remedies that have been created by harmoniously reading in long-established
principles of administrative law.
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In mediating the relationship between the state and its citizens, the Courts have
given due weightage to principles such as proportionality, reasonableness and
fairness. Furthermore, the principles of natural justice have also been recognised as
dimensions of personal liberty and thereby applied to a wide variety of
administrative settings.
Indian judiciary has undertaken the judicial control by:

Encouraging public interest litigation (PIL).

Relaxating its juristic procedures through suo motto cognitions.
Building broad constructions of public law through liberal interpretations
especially in the area of social justice and environment protection.
Forcing executive to compensate the victims of administrative arbitrariness
through liberal provisions of victimology.
Widening the horizons of constitutional law through liberal democratic
interpretations of the text to inspire popular faith in the rule of law system
against administrative secrecy, privileges and discretion.

Legislative control over administration in India is carried out by following methods

and techniques:

Control of Administrative Policy:-Legislation is the most important function

of legislature. By laying down rules through legislative enactments, the
legislatures limit as well as influence the authority and policies of the
government.
Control of Appropriations:The executive is at the mercy of legislature for all
aspects of revenue and expenditure. No revenue can be levied nor can any
expenditure incurred without the sanction of the legislature. Moreover, the
budgetary discussion provides opportunity to the representatives of the people
to criticize the government on aspects that are unwarranted.It is the most
effective means of legislative control over executive.
Audit and Report:In India, the report of CAG (Comptroller and Auditor
General) of India helps exercising legislative control. CAG audits all
government accounts to ensure that the money has been spent on items for
which it was granted and does not exceed the sanctioned amount.
Parliamentary Questions:The proceeding of the Parliament start with one
hour duration question answer session. Wherein the minister of respective
department gives reply to query of members the effectiveness of this measure
is highlighted by Mr. Atlee, who observes that I always consider that question
time in the house is one of the finest examples of real democracy.
Zero hour discussion:Zero hour discussion is an extra regular method that is
entirely an Indian innovation since 1962. It is invoked after question hour
(with the consent of presiding officer) to incite opinions on matter of public
importance which have not been listed in days business.
Calling Attention Motion:This device is used to bring the matters of urgent
importance on the floor of the house.
Short Notice Discussion:Short notice discussion is discretion of the speaker in
case of matters which does not satisfy a members question. It is resorted only
with the consent of the government, not otherwise.
Adjournment Motion:A device to raise discussion on any specific question of
an urgent nature however, this device is usually not preferred by the speaker.

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Debates and Discussion:Apart from the measures cited above, there are
number instances that provide opportunity to members to discuss and debate
on government policies.

i. inaugural speech of the President

ii. budget speech of the Finance Minister
iii. general discussion on the budget
iv. Full scale discussion of Government policies.

Parliamentary Committees:There are a number of committees that help

exercise legislative control over executive. They are as follows:Public Accounts
Committee (PAC) & Estimates Committee

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According to the Constitution of India, there has to be a Governor for each State. If
need be, one person may be appointed Governor for even two or more States. The
executive authority of every State is vested in the Governor of the state. He/She may
exercise the same, directly or through the officers subordinate to him.
Appointment
The Governor of a State is appointed by the President of India. There is no bar on reappointment of a Governor either in the same State or in different States. This shows
that the Governor is not elected but is appointed.
Qualifications
In order to become a Governor a person must have following qualifications:

He/she must be a citizen of India;

He/she should be at least 35 years; and
He/she cannot hold any office of profit during his tenure.

However, if a person is a member of either House of the Parliament or the

Legislature of any State or a member of the Council of Ministers at the National or
the State level and is appointed as Governor, he/she ceases to be a member of the
Legislature or the Council of Ministers.
Tenure
The Governor is appointed for a term of five years but normally holds office during
the pleasure of the President.
The pleasure of the President means that the Governor may be removed by the
President even before the expiry of his/her term. He/She may also resign earlier.
However, in reality, while appointing or removing the Governor, the President goes
by the advice of the Prime Minister.
Powers
The powers of the Governor can be categorized as (i) executive powers, (ii) legislative
powers, (iii) financial powers, (iv) judicial powers, and (v) discretionary powers.
(a) Executive Powers: The Constitution of India vests the entire executive powers of
the State in the Governor who performs these functions according to the aid and
advice of the Council of Ministers with the Chief Minister as its head. He/ She
appoints the Chief Minister and other members of the Council of Ministers. He/She
also appoints persons on important posts such as the Chairpersons and Members of
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the State Public Service Commission, State Election Commission, State Finance
Commission and the Advocate General, Judges of the courts, other than the High
Court. He/She is consulted when the Judges of the State High Court are appointed by
the President. But in practice the Governors powers are only formal. He appoints
only that person as Chief Minister who is the Leader of the majority in the Legislative
Assembly. He/She appoints Members of the Council of Ministers only on the advice
of the Chief Minister. All other appointments are made and executive functions are
performed by him/ her exactly as per the advice of Council of Ministers.
(b) Legislative Powers: The Governor is an inseparable part of the State Legislature
and as such he/she has been given certain legislative powers. He/ She has the right to
summon and prorogue the State Legislature and can dissolve the State Legislative
Assembly. He/She addresses the State Legislative Assembly or the joint sessions of
the two houses of the legislature. He/She may nominate one person of Anglo-Indian
Community as a member of Legislative Assembly in case the community is not
represented. He/She also nominates one-sixth of the members to the Legislative
Council, if the State has a bi-cameral legislature. In real practice the Governor does
all this on the recommendations of the Council of Ministers headed by the Chief
Minister. A bill passed by the State Legislature becomes a law or Act only when the
Governor gives assent to it.
(c) Financial Powers: You must have read in the newspapers that every year the
budget is presented by the government in the Legislature for its approval. In fact, the
budget i.e. the Annual Financial Statement of the State is prepared and presented by
the State Finance Minister before the State Legislature, on behalf of the Governor.
Moreover, no money bill can be introduced in the State Legislature without the
recommendations of the Governor. He/She also has control over the State
Contingency Fund.
(d) Discretionary Powers: According to the Constitution, under special
circumstances, he/ she may act without the advice of the Council of Ministers. Such
powers, which are exercised by the Governor on his own, are called discretionary
powers.

if no political party or coalition of parties wins a clear majority in the

Legislative Assembly, he/she can exercise his/her discretion in inviting a
person to be the Chief Minister.
the Governor acts as a link between the Centre and the State. He/She can
reserve any bill passed by the State Legislature for the consideration of the
President of India.
if he/she thinks that the government of the State is not functioning according
to the Constitution, he/she can report to the President. In that case under
Article 356, the Presidents Rule is imposed, the State Council of Ministers is
removed and the State Legislature is dissolved or put under suspension.
During such emergency, the Governor rules
on behalf of the President.

According to the constitutional experts, the Governors role in three respects i.e.
recommending to the President for the proclamation of emergency; appointing a
Chief Minister in case no party gets a clear majority and deciding the fate of the Chief
Minister in case of intra-party defections, has become very controversial. The
deterioration in the political standards and practices that has come about in the wake
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of multi-party ministries in many of the States, party rivalries, political defections

and fragmentation of the political parties has been at the root of these controversies.
Suggestions and recommendations of the Administrative Reforms Commission as
well as of Sarkaria Commission have remained only on paper, in spite of the fact that
these recommendations would help in minimising partiality on the part of the
functioning of the Governors.
Maharaja Sawai Man Singh of Jaipur became the Rajpramukh on 30 March 1949 AD.
As a peoples representative, there was a Premier in place who was also Head of the
Government. Pandit Hiralal Shastri became the Premier on 30 March 1949 AD. The
first General Elections were held in 1952 AD and since then there is an elected Chief
Minister. The institution of Rajpramukh did find a place in the form of Article 238 in
Part VII of the Constitution.
After promulgation of the Constitution, India was divided into four categories (a)
Part A States or the Governors provinces (b) Part B States consisting of the provinces
carved out by the princely States either as single State such as Hyderabad or Union of
States such as Rajasthan (c) Part C States i.e. Chief Commissioners provinces such as
Ajmer-Merwara, and Delhi, and (d) Districts administered by the Centre. The
classification of the provinces as Part A and B States did not connote any
fundamental constitutional difference except that the Governor was appointed by the
Government of India while the Rajpramukh was appointed by the Government of
India as per the agreement following the instrument of accession.
Though in the formation of Ministry, the role of the Rajpramukh was restricted to
inviting the leader of the party enjoying majority in the Legislative Assembly and
choice of Ministers and distribution of portfolios was the prerogative of the Chief
Minister, yet, the Central Government played proactive role in this regard in case of
Part B States.
On the basis of the recommendations of the States Reorganization Commission, the
institution of Rajpramukh was abolished vide 7th constitutional amendment with
effect from 1st November 1956 AD.
Shri Gurumukh Nihal Singh was appointed as the first Governor of Rajasthan by the
President of Indian Republic Dr. Rajendra Prasad, on 25 October 1956 AD. Shri
Gurumukh Nihal Singh assumed office as Governor on 1st November 1956 AD and
continued till 15 April 1962 AD.

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Each State has a Council of Ministers to aid and advise the Governor in the exercise
of his functions. Chief Minister is the head of the government in the State. The
Council of Ministers with the Chief Minister as its head exercises real authority at the
State level.The Chief Minister and other members of the Council of Ministers are
appointed by the Governor. Their term of office is for five years, but they remain in
office till they enjoy the support of the majority in the Assembly. If a person who is
appointed as the Chief Minister or a Minister, is not a member of the State
Legislature, he/she has to become member of any of the two houses within six
months of his/her appointment. The portfolios or different ministries are allocated to
the Ministers by the Governor on the advice of the Chief Minister.
Functions of Chief Minister:
Chief Minister is the head of the Council of Ministers of his State. The constitutional
position of the Chief Minister is more or less similar to that of the Prime Minister.
The Chief Minister plays an important role in the administration of the State. We can
discuss his functions as follows:
1. Chief Minister is the real head of the State Government. Ministers are appointed by
the Governor on the advice of the Chief Minister. The Governor allocates portfolios to
the ministers on the advice of the Chief Minister.
2. Chief Minister presides over the Cabinet meetings. He/she coordinates the
functioning of different ministries. He/she guides the functioning of the Cabinet.
3. Chief Minister plays a key role in framing the laws and policies of the State
Government. Bills are introduced by the ministers in the State legislature with
his/her approval. He/she is the chief spokesman of the policies of his government
both inside and outside the State Legislature.
4. The Constitution provides that the Chief Minister shall communicate to the
Governor all decisions of the Council of Ministers relating to the administration and
the affairs of the State and proposals for legislation.
5. The Chief Minister furnishes such information relating to the administration of the
affairs of the State and proposals for legislation as the Governor may call for.
6. If the Governor so requires, the Chief Minister submits for consideration of the
Council of Ministers any matter on which a decision has been taken by a minister but
which has not been considered by the Cabinet.
7. The Chief Minister is the sole link of communication between the Cabinet and the
Governor. The Governor has the right to be informed by the Chief Minister about the
decisions taken by the Council of Ministers.
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The state secretarial consists of departments of state government which are headed
politically by the ministers and administratively by the secretaries.
The chief secretary Is the head of the entire state secretariat while a secretary is a
head of one or two departments.
Functions of State Secretariat:

the secretariat of the state determines the general program of activities of the
state government.
it prepares the annual budget of the state government after detailed discussion
or consultation with the Finance Department of the state.
to implement the programs adopted by the political authority and the
ministers, it is the duty of the secretariat to fix the policies and plannings for
the materialization of those programs and also to decide where and under
what condition the loans or grants-in-aids will be given.
it is the duty of the secretariat to observe and supervise the progress made in
the formulation of those government policies.
the secretariat looks after if the money is spent in accordance with the term
and conditions of the budget in each and every government departments.
it is the duty of the secretariat to amend or modify the investment policy and
programs of the government following the norms and classifications set by the
Finance Ministry.
the secretariat looks after the appointment, of the departmental heads of
various departments, including their salaries, leave etc. and takes the
necessary decisions thereof.
it is the secretariat which gives the final shape to all proposed laws.
the secretariat prepares and gives the documents of the questions to be
answered by the ministers in the Legislative Assemblies and the Legislative
Councils, where they are.
it is the duty of the secretariat to select the places and to provide spaces to the
departments of the secretariat and to the departments associated with it for
doing their internal day to day works and lastly, it is also the duty of the
secretariat to select the representatives and delegates in the different central
and state government seminars and workshops for training of different
categories of employees.

The Cabinet Secretary exercises much more influence in the decision making body of
the Cabinet than his formal position suggests. Although his function is to provide
secretariat assistance to the Cabinet, he sits near the Chief Minister in the Cabinet
meetings and briefs him personally. He transforms the actual proceedings of Cabinet
in the form of the Cabinet minutes (that is, he puts in what is better and
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relevant).Although he keeps an eye upon the smooth functioning of the working of

the ministries and departments; he does not have a supervisory function over any of
them. He is the head of the Civil Service and ensures that the morale of the civil
servants is kept high. He protects their interests in a situation of conflict between
politicians and civil servants.
The Cabinet Secretary is sort of advisor and consciencekeeper to all the permanent
officials .
Functions and Role:Chief Secretary of a state in India has to do the following jobs mainly:
1. The Chief Secretary is the principal adviser of the Chief Minister and helps the
latter to perform all the duties and to materialize all the development plans
and programmes.
2. The Chief Secretary is the Cabinet Secretary of the state and as such he
decides the agenda and venue of the cabinet meetings and also maintains the
necessary records thereof.
3. The Chief Secretary controls and supervises all the departments of the whole
secretariat of the state.
4. The Chief Secretary is the Chief of the Civil Service. He controls the
appointment promotion and transfer of the high ranking government officials.
It is through him that all the government orders, directives etc. are sent to the
different high ranking officials of government departments.
5. It is the Chief Secretary who represents his state in the zonal council and also
acts as its secretary one after another as the term rotates.
6. The Chief Secretary controls and the administrative works including even the
distribution of the rooms of all the secretariat buildings within the state of
which he is the Chief Secretary.
7. It is he who controls all the employees of all the state government
departments within his state.
8. He also controls the central record branch, the secretariat library, the
secretariat archive, the security guards of the secretariat etc.
9. He also looks after those affairs which do not fall in the jurisdiction of other
secretaries.
10. At the same time he, by dint of his post, is the ex-officio chairman of
innumerable committees which generally takes significant and important
decisions in administrative affairs of the state.
11. Moreover, during the time of national or state level emergency, the Chief
Secretary acts as the main nerve-centre of his state. During the time of
calamity, be that natural or otherwise, he remains by the side of the
government with his advices, efficiency and skill and looks after the works of
relief and rehabilitation. During this period he acts as the coordinator between
the state and the districts. As a co-ordinator, Crisis administration is the main
role of the Chief Secretary.

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Collector is the Chief Representative of the Government in the district. Comment.

He is the most recognized face of administration

Considered as the principal representative of the government at the district level
In coordination with the state government as well as the local government
Has wide ranging functions and hence can address many problems of the people
Rajni Kothari institutionalised charisma
PM MMS had observed DM remains even today the linchpin of the
administrative system in India

There exists an organic link between the collector and the state government as well
as the collector and the local administration. There three are like gears that enable
proper administration. They have to work in coordination.

What should be the governing principle of this state-collector-local relationship?

Principles of subsidiarity and decentralisation should govern their relationship

Structure of district administration

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Evolution of collector post independence Or Changing role of

district collector

Agents of change, of good governance and development administration.

The collectors have a first hand experience in dealing with the hopes and aspirations,
the lives and livelihoods of the people. The state and central governments benefit
immensely from this experience
After 73rd and 74th amendments
o Role of the collector has been transformed into that of a coordinator,
facilitator and a person who is responsible for inter-sectoral coordination of
various activities that characterise the work of our grassroot administration

Till 1960s

Land reforms, revenue collection, law and order, food and civil supplies, welfare and
relief/rehabilitation
Limited needs of the people, less interaction with the government
Development programs at nascent stage
Office of collector was a strong and effective institution

1960-1980

Large number of new development projects came up

Collector was the notional head of the District Monitorin Committee for these
programs
Apart from formal review, collector had limited role in these matters

1980-1992

Further increase of development programs

Collector was in most cases, given the overall supervisory charge of the programmes
in the districts
Collector and his administration were expected to be omniscient and omnipotent;
capable of providing solutions to all the problems

Post 1992

Most development functions have been taken away from the Collector's domain
State governments though use this institution to exercise control over the PRIs

Significance of district admin (significance of collector)

As the role of the government gets redefined and its becoming more and more citizen
centric, the cutting edge of a governments function is at the district and lower levels
India lives in its districts. District is the basic unit of administration.
Provision of education and health facilities, infrastructure, improving equity

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DC has a role in ensuring good governance at the grassroots, in promoting

innovation, in improving service delivery, in enhancing public private partnerships
and in ensuring outlays become outcomes

Should the office of the district collector be retained in its present

form?

Against the office

o View that with the empowerment of the PRIs there is a need to devise an
environment in which the institution of DC gradually loses importance and
ultimately recedes into a district land revenue functionary, responsible to the
local bodies
o This is because the belief that strong traditions linked with this institution
and its recognition in the public minds as a prime mover of governance at the
district level may impede the growth of any other authority at that level
Counter view
o Office of the DC has risen to this level of importance and utility through many
national and local crises and it should not be weakened
Balanced view
o Though PRIs have come up they do not totally remove the Collectors
responsibility in matters of local development.
o The declining importance of land revenue has not lessened the importance of
the Collector in the management of land records, the maintenance of law and
order and general administration and as an effective grievance redressal
authority
o Collector will continue to be responsible for a multiplicity of tasks at the
district level such as improving human capabilities, creating physical
infrastructure, improving economic opportunities for marginalised sections of
society and facing challenges posed by disasters
o He has new role in the role of a coordinator, facilitator and a person who is
responsible for inter-sectoral coordination of various activities that
characterise the work of our grassroots administration
o Provide overall leadership in the district in the task of nation building
o Representative district government should be empowered while fully utilizing
the institutional strengths of the District Collector

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Police are one of the most ubiquitous organisations of the society. The policemen,
therefore, happen to be the most visible representatives of the government. In an
hour of need, danger, crisis and difficulty, when a citizen does not know, what to do
and whom to approach, the police station and a policeman happen to be the most
appropriate and approachable unit and person for him. The police are expected to be
the most accessible, interactive and dynamic organisation of any society. Their roles,
functions and duties in the society are natural to be varied, and multifarious on the
one hand; and complicated, knotty and complex on the other. Broadly speaking the
twin roles, which the police are expected to play in a society are maintenance of law
and maintenance of order. However, the ramifications of these two duties are
numerous, which result in making a large inventory of duties, functions, powers,
roles and responsibilities of the police organisation.

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The administration of the Police throughout a district or part thereof shall be fully
vested in the superintendent of Police. His work is of varied nature and in doing it, he
has the following essential roles :

to keep the district peaceful and the public satisfied with the security afforded
to persons and property;
to keep the force under control, in good discipline, well-trained, efficient and
contented;
to maintain cordial relations with the magistracy and other officials and nonofficials;
to ensure that the transport, arms and ammunition, stores and buildings
belonging to the department are maintained in good condition;
to promote good police-public relations;
to organize good intelligence arrangements.
To acquire full and detailed knowledge of the district and its current problems
from the Police point of view;
to participate, to the extent possible and permissible, in welfare activities
sponsored by official and non-official agencies;
to gain the confidence and loyalty of sub-ordinates by personal integrity,
impartiality, devotion to duty, and a high sense of justice;
to ensure by consistent supervision that the prevention, investigation and
detection of crime in his district are properly and efficiently
dealt with by the force under his command;
to get to know all officers and men serving under him, redress their
grievances if any, encourage those who are promising and effectively deal with
those who are guilty of misconduct or remiss in the discharge of duty;
to ensure the honesty and integrity of his subordinate officers;
to study crimes and criminals in his district as a whole; and
to pay surprise visits to the police stations at irregular intervals and check up
whether officers and men are alert.

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The general structure of the administration in the district is in a series of tiers,

usually three, sometimes four tiers. There will be one level which comprehends the
whole district within its jurisdiction. It may be the Collector, the District Magistrate,
or the Superintendent of Police or the district agricultural officer; it may be the
chairman of the Zilla Parishad, or the district education officer, or the health officer
and so on.
Secondly, there is usually an intermediate territorial level. Sometimes there are two
intermediate levels in the large districts. The intermediate level can be the tahsil, or a
sub-division, or a block, or a Panchayat Samiti, a circle inspector of agriculture and
so on.
Then at the ground level, in the so-called grass-roots level, the village provides a
convenient territorial jurisdiction. Here we have the village panchayat, the nyaya
panchayat, the village headman, the village chaukidar, the village patwari, the village
level worker each an important element in the administration of the district.
Sub-Divisional Magistrate

The Sub-Divisional Magistrate is known as the Chief Civil Officer of the SubDivision. In fact, he is a miniature Deputy Commissioner of the Sub-Division. He has
direct control over the Tehsildars and Naib-Tehsildars and their staff. He has power
to correspond directly with the Government departments at the district level in the
routine matters. He performs executive, magisterial and revenue duties in the SubDivision. An from his orders in judicial cases, pertaining to preventive chapters of the
Code of Criminal Procedure, lies with the District and Session Judge. In revenue
matters, he is Assistant Collector Grade-I, but under certain Acts, the powers of
Collector have been delegated to him. His executive duties pertain to the
maintenance of law and order, supervision of works relating to development, local
bodies, motor taxation, report about passports, renewal of arms licenses, nongovernmental organizations, sub-divisional establishment etc.
Tehisldar/ Naib- Tehsildar

The Tehsildar and the Naib-Tehsildar are the key officers in the revenue
administration. These officers have the power of Collectors Grade-II. The Tehsildar
and the Naib-Tehsildar performs the function of the Sub-Registrars for registration
work of property. While deciding partition cases, the Tehsildar exercises powers of
Assistant Collector Grade-I. As a senior revenue officer of the tehsil and overall
Incharge thereof a Tehsildar has powers of co-ordination and distribution of work
among Circle Revenue Officer, the Naib-Tehsildar and himself.
All recommendations in lambardari cases, even in the revenue circles of NaibTehsildar, are routed through him to the Sub-Divisional Magistrate and the Deputy
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Commissioner. The Tehsildar and the Naib-Tehsildar are responsible for collection
of land revenue and other dues payable to the Government. They are principally
responsible for maintaining revenue records and crop statistics. To remain in touch
with the subordinate revenue staff, to observe the seasonal conditions and conditions
of crops, and to listen to the difficulties of cultivators, Tehsildars and Naib-Tehsildars
have to tour extensively in the area of their respective jurisdiction.
They decide urgent matter on the spot, like correction of entries in the revenue
records, providing relief to the people faced with natural calamities etc. On their
return from tour, they prepare and forward their reports and recommendations to
the government regarding suspension of land revenue and bring the record up-todate. They also sit in the courts to settle dispute of tenancy, arrears of rent, ejectment
of tenants, entries in account books etc.
For elections to Vidhan Sabha, a Tehsildar is invariably appointed as assistant
returning officer for the constituency/constituencies falling in his tehsil.

Development is the end result of Public Administration. The paradigm of

development is depending on the nature of government and its policies. It may be
ideologically driven or ethically motivated. It strips off the orthodox structuralism of
public administration as put forward by classical Administrative theorists and
attempts to cater the emerging need of a given population upon which the process of
administration is going to be taken place.
Development Administration is an intellectual enterprise with which defined goals of
development can be achieved. Welfare of people, increase in per capita income,
empowerment of the marginalised if any, long term projects like implementation of
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five year plans, strategies to ensure sustainable development, eradication of poverty

and mitigation of commoners grievances.the list may not be completed and the
projects and programmes of government or public authority unquestionably relates
to the nature of their administration.
Development Administration as a theory and model is an article for developmental
design of third world countries. Unlike the western developed nations third world
countries resort a state or public purse centred approach for development initiatives.
But we cannot give exclusiveness for development administration as a sole strategy
adopted by the third world countries.

Various dimension of Development Administration are:

An economic component dealing with creation of wealth and improved

conditions of material life, equitably distributed;
A social ingredient measured as well-being in health, education, housing and
employment;
A political dimension including such values as human rights, political
freedom, enfranchisement, and some form of democracy;
A cultural dimension in recognition of the fact that cultures confer identity
and self-worth to people;
The full-life paradigm, which refers to meaning systems, symbols, and beliefs
concerning the ultimate meaning of life and history; and
A commitment to ecologically sound and sustainable development so that the
present generation does not undermine the position of future generations.

Development Administration has following objectives:

Application of innovative strategies for development

Emphasis on development at the grassroots level.
Development has to be a need-oriented and self-reliant process
Stress on social development and human capital as a major resource.

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Development has to be viewed not merely as a technological problem but also

as an ideological norm.
It gives birth to new administrative approaches like ecological studies in
administration.
Profound and rapid change in order to establish a distinct and just social
order.
Recognising and highlighting the unity, rather than dichotomy between
politics and administration.
Effective and efficient use of scarce resources.
Creation of a politics-administrative environment which is oriented towards
securing basic needs of the population

Scope of Development Administration is:

Rural Development :-Rural development is the process of improving the

quality of life and economic well-being of people living in relatively isolated
and sparsely populated areas.
Urban Development :-Urban development is the social, cultural, economic
and physical development of cities, as well as the underlying causes of these
processes. Cities and their development is a central topic in human geography,
and the study of cities makes up the sub-discipline of city geography or
urbanism.
Community Development :-Community development is a process where
community members come together to take collective action and generate
solutions to common problems. Community wellbeing (economic, social,
environmental and cultural) often evolves from this type of collective action
being taken at a grassroots level.
Special Area Development:-Special Area Programmes have been formulated
to deal with the special problems faced by certain areas arising out of their
distinct geo-physical structure and concomitant socio-economic development.
Planning and Development of an area within the state is primarily the
responsibility of the concerned State Governments. However, the Central
Government is supplementing the efforts of the State Governments in this
direction through Special Central Assistance under the programmes such as
Hill Area Development Programme (HADP) and Western Ghats Development
Programme (WGDP), North Eastern Council (NEC), Border Area
Development Programme (BADP),Desert Develop-ment Programme (DDP)
and Drought Prone Area Programme (DPAP).Funds under Special Area
Programmes are meant to deal with the specific problems of these areas.
Hence Special Plan strategies are formulated and schemes drawn up by the
State Governments keeping in view the basic needs of the people and existing
environmental considerations.

Characteristics of Development administrationare as follows:1. Change oriented Development administration is change-oriented. Traditional
administration was oriented towards the maintenance of stability and status quo.
Hence, development Administration means administration of planned change. The
Planned development is intended to achieve specific results within the specified time.

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3. Goal-oriented and result-oriented It is result-oriented. It expects specific results

and expresses in most areas clear-cut norms of performance. Consequently, it would
also be judged on the basis of results achieved.
4. Citizen participation:-Development being a process of social and economic change,
citizen participation in the task of administration is vital. The public servants must
be able to carry the citizens with them and draw them actively into the
developmental processes. It demands a basic change in the outlook of the civil
servants.
4. Commitment to development. Development administration requires a firm
commitment, a sense of involvement and concern on the part of civil servants, if the
goals of development are to be realized.
5. Integrated and holistic process. Development administration is inter-related and
holistic process of change. It refers to the structure, organisation and behaviour
necessary for the implementation of schemes and programmes of socio-economic
change undertaken by the governments of developing nations.
6. It has two sides. Firstly, it refers to the administration of developmental
programmes, the methods used by large-scale organizations, especially governments,
to implement policies and plans designed to meet developmental goals. Secondly,
Development Administration involves the strengthening of administrative
capabilities. These two aspects are intertwined in development administration.
7. Its scope of operation is wide - Traditional public administration was limited to its
function of maintaining law and order. But the scope of development administration
is wider.
8. Stress on planning - It is planned change. The administrative capabilities are
strengthened to achieve developmental goals. This objective is linked with planning.
The planned development is intended to achieve specific results within the specified
time.
9. Believes in decentralization -Traditional administration believes in centralization.
But Development administration believes in decentralization.
10. Democratization of Administration:-Space for peoples involvement in the
deceision making process is another feature of development administration. Citizens
Charter, Grievances cells and roll of Grama Sabha etc.are examples for popular
participation in decision making government in different levels.
11. Inclined to social needs.Government is always acting as pro-people machinery.
Social change is the main aim of
governments which follows the path of development administration. Prompt delivery
of services, emphasis on social security measures, affirmative approaches like
reasonable classifications in society like BPL, SC or ST etc. can be pointed as the best
examples for development administrative approaches of the governed.

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A State Government may constitute a body to be known as the State Human Rights
Commission to exercise the powers conferred upon, and to perform the functions
assigned to a State Commission
State Human Rights Commission shall consist of
(a) a Chairperson who has been a Chief Justice of a High Court;
(b) one Member who is. or has been,a Judge of a High Court or District Judge in the
State with a minimum of seven years experience as District Judge:
(c) one Member to be appointed from amongst persons having knowledge of. or
practical experience in. matters relating lo human rights.
There shall be a Secretary who shall be the Chief Executive Officer of the State
Commission and shall exercise such powers and discharge such functions of the State
Commission as it may delegate to him.
A State Commission may inquire into violation of human rights only in respect of
matters relatable to any of the entries enumerated in List
II (State List ) and List 111 (Concurrent List) in the Seventh Schedule to the
Constitution:
Provided that if any such matter is already being inquired into by the Commission or
any other Commission duly constituted under any law for the time being in force, the
State Commission shall not inquire into the said matter.
Appointment of Chairperson and Members of State Human Rights Commission:The Chairperson and Members shall be appointed by the Governor by warrant under
his hand and seal:Provided that every appointment under this sub-section shall be
made after obtaining the recommendation of a Committee consisting of

the Chief Minister Chairperson

Speaker of the Legislative Assembly Member
Minister in-charge of the Department of Home, in that State Member
Leader of the Opposition in the Legislative Assembly Member

Term of office of Chairperson and Members of State Human Rights Commission:

A person appointed as Chairperson shall hold office for a term of five years
from the dale on which he enters upon his office or until he attains the age of
seventy years, whichever is earlier;
A person appointed as a Member shall hold office for a term of five years from
the date on which he enters upon his office and shall be eligible for re
appointment for another term of five years;Provided that no Member shall

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hold office after he has attained the

age of seventy years.
On ceasing to hold office, a Chairperson or a Member shall be ineligible for
further employment under the Government of a State or under the
Government of India

Annual and special reports of State Commission

The State Commission shall submit an annual report to the State Government
and may at any time submit special reports on any matter which, in its
opinion, is of such urgency or importance that it should not be delerred till
submission of the annual report.
The State Government shall cause the annual and special reports of the State
Commission to be laid before each House of State Legislature where it consists
of two Houses,or where such legislature consists of one House, before that
House along with a memorandum of action taken or proposed to be taken on
the recommendations of the State Commission and the reasons for nonacceptance of the recommendations, if any.

Functions of the Commission :The commission shall, perform all or any of the
following functions, namely :

Inquire, on its own initiative or on a petition presented to it by a victim or any

person on his behalf, into complaint of :
Violation of human rights or abetment thereof.
or
Negligence in the prevention of such violation by a public servant.
Intervene in any proceeding involving any allegation of violation of human
right pending before a court with the approval of such court.
Visit, under intimation to the State Government, any jail or any other
institution of the State Government, where persons are detained or lodged for
purposes of treatment reformation or protection for the study of the living
condition of the inmates and make recommendation thereon to Government.
Review the safeguards provided by or under the Constitution or any law for
the time being in force for the protection of human rights and recommend
measures for their effective implementation.
Review the factors, including acts of terrorism that inhibit the enjoyment of
human rights and recommend appropriate remedial measures.
Study treaties and other international instruments on human rights and make
recommend for their effective implementation.
Undertake and promote research in the field of human rights.
Spread human rights literacy among various sections of society and promote
awareness of the safeguards available for the protection of these rights
through publications, the media seminars and other available means.
Encourage the efforts of non-Governmental organizations and institutions
working in the field of human rights.
Such other functions as it may consider necessary for the protection of human
rights.

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Powers of the commission relating to inquiries

While inquiring into complaints under the Act, the Commission shall have all the
power of court trying a suit under the Code of Civil Procedure, 1908, and in
particular the following matters :

Discovery and production of any document.

Receiving evidence on affidavits.
Requisitioning any public record or copy thereof from any court or office.
Issuing commissions for the examination of witnesses or documents.
Any other matter which may be prescribed.

State Election Commissioner is appointed by the Governor of the state on the

recommendation of the State Government for a period not exceeding five years from
the date of his appointment as Commissioner or until he attains the age of sixty
seven years, whichever is earlier.
The State Election Commissioner shall not be removed from his office except in like
manner and on the like grounds as a Judge of High Court and the Condition of
service of the State Election Commissioner shall not be varied to his disadvantage
after his appointment.
A person to be eligible for appointment to the post of the Commissioner must have
been an officer of the level of Joint Secretary or above in the Central Government or
Secretary in the State Government.

State election commission has following functions:

It carries out activities related to preparation of wards / election division as

per local bodies rules,
decision of boundaries and distribution of seats along with preparation of
voters list for the local bodies organizations like Gram Panchayat, Taluka and
District Panchayat / Municipality and Municipal Corporation of the state and
conducting general / mid-term / bye-elections and supervising them.
For all these functions, the authority is vested in the State Election
Commission under Article 243 K under which it has been empowered with
Superintendence, Direction and Control of elections of local bodies.
Appointment of District Election Officer for Panchayat elections, District
Municipal Election Officer for elections of municipality and City Election
Officer for the elections of municipal corporation .
State election commission empowers the collectors for all activities related to
elections of Gram Panchayat where as the delimitation and allocation of seats

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for various reserved categories, voter's list, election programs and other
related activities are carrying out by State Election Commission.
Elections to Municipal bodies are being held in Rajasthan since 1960 by local self
department. The 1st election was conducted by Election Department in 1963.
Thereafter in some group of Municipal bodies elections were conducted by the
Election Department in 1970, 1972, 1974, 1976, 1982, 1986. General Elections to 45
Municipal bodies were conducted by the SEC in 1994 and to 137 Municipal bodies in
1995. Thereafter the general election to these bodies were again held in 1999-2000,
2004-2005 and 2009-2010. The last general election for 46 Municipal bodies have
been conducted by the SEC in November, 2014.
Rajasthan has a three-tier system of Panchayati Raj with 33 Zila Parishads (District
level), 295 Panchayat Samities (Block level) and 9900 Panchayats (Village level,
comprising of a village or a group of villages). Each Zila Parishad has territorial
constituencies. A Zila Parishad having population upto 4 lacs has 17 constituencies
and in case the population exceeds 4 lacs, then for every one lac or part of these in
excess of 4 lacs, the number of constituencies will increase by two. The 33 Zila
Parishads at present have 1014 constituencies.
Similarly, Panchayat Samities also have territorial constituencies. A Panchayat
Samiti having population upto one lac consists of 15 constituencies and in case the
population exceeds one lac then for every 15000 or part thereof in excess of one lac
the number of constituencies increases by two. The 295 Panchayat Samities are
presently divided into 6236 constituencies.
Each Panchayat has been divided into wards. The 9894 Panchayats at present have
107707 wards.
In Rajasthan, urban local bodies are called Municipalities, Municipal Councils and
Municipal Corporations. The Commission discharges its constitutional duty by way
of preparing electoral rolls and holding elections for Municipal bodies under Article
243ZA. At present, Rajasthan has 188 Municipal bodies with 5232 territorial
constituencies.

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Lokayukta investigates cases of corruption, where substantiated, recommend action.

He is a great check on corruption, brings about transparency in the system, makes
administrative machinery citizen friendly. His functions largely depend upon
jurisdiction vested in him and facilities provided for taking cognizance of citizens
grievances promptly, dexterously and expeditiously through simple, informal
mechanism devoid of technicalities.
Corruption is internationally recognized a major problem,capable of endangering
stability and security of society, threatening social, economic and political
development and undermining the values of democracy and morality. It has assumed
alarming proportions resultantly public funds going into private hands leading to
enrichment of bribe givers and bribe takers.
The Rajasthan Lokayukta and Up-Lokayuktas Act, 1973. states that For the purpose
of conducting investigations in accordance with the provisions of this Act, the
Governor shall, by warrant under his hand and seal, appoint a person to be known as
the Lokayukta and one or more persons to be known as the Up-Lokayukta or UpLokayuktas provided that:(a) The Lokayukta shall be appointed after consultation with the Chief Justice of the
High Court and the Leader of the Opposition in the Legislative Assembly, or if there
be no such Leader, a person elected in this behalf by the Members of the Opposition
in that House in such manner as the Speaker may direct;
(b) the Up-Lokayukta or Up-Lokayuktas shall be appointed after consultation with
the Lokayukta.
The Lokayukta or an Up-Lokayukta shall not be a member of Parliament or a
member of the Legislature of any State and shall not hold any office of the trust or
profit (other than his Office as the Lokayukta or, as the case may be, an UpLokayukta); or be connected with any political party or carry on any business or
practice any profession and
accordingly before he enters upon his office.
Every person appointed as the Lokayukta or an Up-Lokayukta shall hold office for a
term of five years from the date on which he enters upon his office.
The salary, allowances and pension, payable to and conditions of service of the
Lokayukta or Up-Lokayukta shall respectively be the same as those of the Chief
Justice or a Judge of the High Court of Rajasthan.
The Lokayukta or an Up- Lokayukta may be removed from his office by the Governor
on the ground of misbehavior or incapacity, and on no other ground.

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Historical Perspective:At the time of formation of Rajasthan, the institution of Public Service Commission
existed in only three of the 22 covenanting states viz. Jaipur, Jodhpur and Bikaner.
The successor administration after the merger of the princely states promulgated an
ordinance on 16th August,1949 establishing the Rajasthan Public Service
Commission Ajmer. It was published in Raj. Gazette at 20th August, 1949 and it
came into effect from this date. It provided for the abolition of the PSCs or other
institution performing duties in the nature of those of a PSC in the constituent states.
The ordinance also provided inter-alia, for the composition of the Commission, the
staff and the functions of the Commission.
Initially the composition of the Commission was one Chairman and 2 Members. Sir
S.K.Ghosh (also the then Chief Justice of Rajasthan) was appointed Chairman.
Subsequently Shri DeviShankar Tiwari and Shri N.R.Chandorkar were appointed
Members and Shri S.C. Tripathi (I.E.S), formerly a member of the Federal PSC was
appointed as Chairman. In the year 1951, in order to regulate the working of the
Commission, the Rajpramukh issued the following Regulations under the provisions
of the Constitution of India.
1. The Rajasthan Public Service Commission (Conditions of Service)
Regulation,1951 and
2. The Rajasthan Public Service Commission (Limitation of Functions)
Regulation,1951.

Constitutional Perspectives:Article 315 states that there shall be a Public Service Commission for the Union and a
Public Service Commission for each State.
Article 316 states about the Appointment and Term of office of Members

The Chairman and other Members of a State Public Service Commission shall
be appointed by the Governor of the State
A member of a State Public Service Commission shall hold office for a term of
six years from the date on which he enters upon his office or until he attains,
the age of sixty two years, whichever is earlier:
Provided that-(a) a member of a State Public Service Commission may, by
writing under his hand addressed to the Governor of the State, resign his
office.(b) a member of a Public Service Commission may be removed from his
office in the manner provided in clause (1) or clause (3) of Article 317.

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A person who holds office as a member of a Public Service Commission shall,

on the expiration of his term of office, be ineligible for reappointment to that
office.

Article 317 Removal of a member of a Public Service Commission

Subject to the provisions of clause(3), the Chairman or any other member of a

State Public Service Commission shall only be removed from his office by
order of the president on the ground of misbehavior after the Supreme Court,
on reference being made to it by the President, has, on inquiry held in
accordance with the procedure prescribed in that behalf under Article 145,
reported that the Chairman or such other member, as the case may be, ought
on any such ground to be removed.

Article 320 states about the Functions of State Public Service Commission
It shall be the duty of the the State Public Service Commissions to conduct
examinations, for appointments to the Services of the Services of the State .
The State Public Service Commission, as the case may be, shall be consulted

on all matters relating to methods of recruitment to civil services and for civil
posts;
on the principles to be followed in making appointments to Civil Services and
posts and in making promotions and transfers from one service to another
and on the suitability of candidates for such appointments, promotions or
transfers;
on all disciplinary matters affecting a person serving under the Government of
a State in a civil capacity, including memorials or petitions relating to such
matters;
on any claim by or in respect of a person who is serving or has served under
the Government of a State or under the Government of an Indian State, in a
civil capacity, that any costs incurred by him in defending legal proceedings
instituted against him in respect of acts done or purporting to be done in the
execution of his duty should be paid out of the Consolidated Fund of the State;
on any claim for the award of a pension in respect of injuries sustained by a
person while serving under the Government of a State or under the
Government of an Indian State, in a civil capacity, and any question as to the
amount of any such award, and it shall be the duty of a Public Service
Commission to advise on any matters so referred to them and on any other
matter which the Governor of the State, may refer to them ;

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The Rajasthan Guaranteed Delivery of Public Services Act, 2011 guarantees the
delivery of 108 services in 53 areas concerning 15 departments. The time period kept
for the delivery of services ranges from one day in the case of removal of animal
carcasses from public places to two days ,for driving licences 75 days, for land use
conversion and a maximum of 90 days for sanction of old age pension. Issue of
birth/death certificates has been promised in 7-15 days and new ration card in seven
days.
The Rajasthan Guaranteed Delivery of Public Services Act, 2011 provided a Right to
obtain service within the stipulated time
limit.

The designated officer shall provide the service to the person eligible to obtain
the service, within the stipulated time limit.
The designated officer may seek the assistance of any other officer or
employee as he considers it necessary for the proper discharge of his duties .
Any officer or employee, whose assistance has been sought shall render all
assistance to the designated officer seeking his assistance and for the purposes
of any contravention of the provisions of this Act. such other officer or
employee, as the case may be, shall be treated a designated officer.

The Rajasthan Guaranteed Delivery of Public Services Act, 2011 provided service in
the stipulated time limit.

The stipulated time limit shall start from the date when the application
required for obtaining a notified service is submitted to the designated officer
or to a person subordinate to him authorized to receive the application. Such
an application shall be duly acknowledged.
The designated officer on receipt of an application shall, within the stipulated
time limit, either provide the service or reject the application and in case of
rejection of the application, shall record the reasons in writing and inform the
applicant.

The Rajasthan Guaranteed Delivery of Public Services Act, 2011 provided for public
grievance mechanism through Appeal.

Any person, whose application is rejected or who is not provided a service

within the stipulated time limit, may file an appeal to the first appeal officer
within thirty days from the date of rejection of the application or the expiry of
the stipulated time limit: Provided that the first appeal officer may admit the
appeal after the expiry of the period of thirty days if he is satisfied that the
appellant was prevented by sufficient cause from filing the appeal in time.
The first appeal officer may order the designated officer to provide the service
within the specified period or may reject the appeal.
A second appeal against the decision of the first appeal officer shall lie to the
second appellate authority within sixty days

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from the date on which the decision was made: Provided that the second
appellate authority may admit the appeal after the expiry of the period of sixty
days if he is satisfied that the appellant was prevented by sufficient cause from
filingappeal in time.
The second appellate authority may order the designated officer to provide the
service within such period as he may specify or may reject the appeal. Along
with the order to provide service,the second appellate authority may impose a
penalty according to the provisions of Act.
The first appeal officer and second appellate authority shall, while deciding an
appeal under this section, have the same powers as are vested in a civil court
while trying a suit under the Code of Civil Procedure. 1908 respect of the
following matters, namely:(a) requiring the production and inspection of documents; (b) issuing
summons tor hearing to the designated officer
and appellant; and (c) any other matter which may be prescribed.

The Rajasthan Guaranteed Delivery of Public Services Act, 2011

provided for Penalty.

Where the second appellate authority is of the opinion that the designated
officer has failed to provide a service without sufficient and reasonable cause,
he may impose a lump sum penalty which shall not be less than five hundred
rupees and not more than five thousand rupees.
Where the second appellate authority is of the opinion that the designated
officer has caused delay in providing a service without
sufficient and reasonable cause,he may impose a penalty at the rate of two
hundred and fifty rupees per day. which shall not exceed five thousand rupees
for such delay on the designated officer.
The penalty imposed would be recoverable from the salary of the designated
officer:
Where the second appellate authority is of the opinion that the first appeal
officer has failed to decide an appeal within the stipulated time limit without
assigning sufficient and reasonable cause, he may impose a penalty on the
first appeal officer which shall not be less than five hundred rupees and more
than five thousand rupees:
The second appellate authority may also order that such an amount be given
as compensation to the appellant from the
penalty imposed
The second appellate authority, if it is satisfied that the designated officer or
the first appeal officer has failed to discharge the duties assigned to him under
this Act, without assigning sufficient and reasonable cause, may recommend
disciplinary action against him under the service rules applicable to him.

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