Administrative Reforms

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<–2/”>a >Why is Administrative Reforms needed?

  • Technological change
  • Advances in industrialisation
  • Growth in the number and complexity of governmental activities
  • Changes in social, political and economic spheres of life
  • All above have created extraordinary strains on the traditional machinery of the government
  • Obsolescence of institutions, roles, procedures and processes in the government

What are ways through which Administrative Reforms are done?

  • There are three forms
  • Traditional Approach: let the problem arise and then place a competent person to solve it. Aka Management process
  • Committee Process: appoint ad hoc committee. Like the Hoover Commission in US and ARC in India
  • Setting up O&M units

What are the types of reforms?

  • Macro or micro (affecting the entire administration or a part of it)
  • Procedural reform
  • Behavioural reform

Functions of O&M office

  • To assist line officials to improve management
  • Help reduce costs, save manpower, simplify procedures, save materials, speed operations, improve organisation
  • Chief functions are
    • Comprehensive reviews of departments
    • Planning new activities
    • Research in O&M techniques
    • Training O&M officials and employees
    • Co-ordinating the work of different O&M units in government
    • Undertaking ad hoc assignments to investigate and help solve particular problems
    • Analysing organisation methods and procedures
    • Developing management policies, handbook and other guidelines
  • How?
    • Research and Development
    • Training
    • Investigation
    • Co-ordination of management improvement programme
    • Information
    • Publication

Nature of O&M

  • O&M unit alone should not be responsible for effecting improvements in administration. It cannot be a substitute for management improvement. Efficiency specialists have an important place in government, but not efficiency engineer will ever solve the principal problems of government
  • O&M is primarily a service function
  • The role of O&M units is essentially advisory. It has therefore a line and staff function. Decisions should not be forced upon the department
  • O&M should be recognized as a work improvement study and not a fault-finding mission. O&M man should not assume a superior position of a fault-finder or a critic
  • It should not be presented as something too mysterious and technical

Advantages of O&M

  • It provides a machinery for a constant attempt to improve the Public Administration
  • It helps keep both the structure of government offices and the procedure adopted by them up-to-date in tune with the changing circumstances. Reduce time lag.
  • Help to accumulate a wealth of experience which can be drawn upon whenever required
  • A separate O&M department is needed because
    • Time: Senior officials of an agency of government often have little time to examine the problems of organisation and methods
    • Independence: Line officials lack the necessary perspective to look at problems of organisation and of office procedure
    • Experience: The fact that the O&M work is undertaken by a body of officials, who specialize in this work, is the essence of this system.

O&M Techniques

  • Management or Organisation Survey
  • Inspections
  • Work Measurement
  • Work SIMPLIFICATION
  • Automation
  • Forms Control
  • Filing System

 

 

E-governance

  • The use of IT in governance is aimed at having SMART – Simple, Moral, Accountable, Responsive and Transparent – government.

 

 

Arora and Goyal

Administrative Reforms

  • Involves enhancement in the capacity of an administrative system to achieve its assigned goals.

Why Administrative Reforms

  • Only an administrative system that revitalises itself constantly can respond to the changing socio-economic Environment

Some important committees on Administrative Reforms

  • US: Haldane, Brownlow, First Hoover, Second Hoover, Fulton
  • India: ARC 1 (1966-70), ARC 2 (2007-)
    • 1947: Secretariat Reorganisation Committee (GS Bajapai)
    • 1948: economy Committee (Kasturbhai Lalbhai)
    • 1949: N Gopalswamy Ayyangar Committee (recommended O&M)
    • 1951: Planning Commission Report
    • 1953: Appleby Report (Public Administration in India: Report of a Survey). Based on his report
      • Indian Institute of Public Administration was set up
      • O&M Division was set up in the Cabinet Secretariat
    • 1954: Ashok Chanda (recommended more AI Services)
    • 1956: Second Appleby Report ( Re-examination of India’s Administrative System with Special Reference to Administration of Government Industrial and Commercial Enterprises)
    • 1957: Balwant Rai Mehta Coommittee Report (introduction of the Panchayati Raj system)
    • 1964: Santhanam Committee Report
      • Strengthen vigilance organisations
      • Adoption of a Code Of Conduct for civil servants
    • 1966: ARC 1 (Morarji Desai/K Hanumanthaiya) < Presented 20 reports between 1966-1970> Major recommendations
      • Appointment of Lokpal and Lok Ayuktas
      • Creation of full fledged department of personnel
      • Performance BUDGETING
      • Unified grading pay structure
      • Introduction of specialists into senior and middle management positions
    • 1973: 3rd Pay Commission
    • 1975: Kothari Committee on Recruitment Policy and Selection Methods
      • System of single examination for All-India Services was introduced
    • 1978: Committee on Panchayati Raj Institutions (Ashok Mehta)
      • Recommended setting up of Mandal Panchayats
    • 1977-80: National Police Commission
    • 1988: Sarkaria Commission
      • Creation of inter-state councils
    • 1989: Satish Chandra Committee on the Recruitment Policy and Selection Methods for All-India and Central Services

 

 

 

Criticisms of ARC 1

·         Virtual absence of any strategy of selecting key or nodal points by the commission

·         Inadequate attention to improving field agencies

·         Ignored the behavioural aspects of administration

·         Not futuristic in orientation

·         Unplanned winding up

 

 

 

 

 

 

Administrative Reforms in India

  • Ancient Times: Mauryas and Guptas. Dharmashastra, Arthashastra and Thirukkural
  • Medieval Times: Mughals
  • British
    • Creation of Civil Services (Cornwallis)
    • Creation of Supreme Court and reforms in judiciary
    • Creation of central secretariat
    • Departmentalisation and consolidation of District Administration under the Collector
    • Urban local govt
    • Rule of Law
    • Institutionalisation of impersonal government
    • Police system
    • Establishment of Public Service Commission
    • Personnel Administration
  • Committees during British
    • Committee on ICS (1854)
    • Public Service Commission (1886-87)
    • Royal Commission on Decentralisation (1907-09)
    • Royal Commission on Public Service in India (1912-15)
    • Tottenham Committee (1945)
    • First Pay Commission (1946)
  • After Independence
    • More than 600 committees (Centre + State)
    • Kerala ARC (1958), Andhra Pradesh Reforms Enquiry Committee (1960), Rajasthan ARC (1963), WB ARC (1963)
    • Experts like Paul Appleby and Nicholas Kaldor have also written about Administrative Reforms in India

Major Concerns in Administration

  • Efficiency and Economy
  • Specialisation
    • Role of the specialist has been increasing slowly
  • Effective Coordination
  • Administration and development of public personnel
  • Integrity in public service
  • Responsiveness and Public Accountability
  • Decentralisation and Democratisation
  • Updating administrative technology

Challenges

  • Political resistance. Measures involving devolution of power face a lot of resistance
  • At times, the govt that passed the reforms is different from the one implementing it. This may lead to improper implementation
  • Vested interests
  • Public apathy or antipathy
  • Administrative inexperience
  • Imposition from above
  • Ambiguity about implications
  • Inflexibility
  • Adhocism
  • Individualisation in place of institutionalisation

 

Success of Administrative Reforms will depend on

  • Need of the system and its beneficiaries
  • Public support and a feeling of sharing of reform-goals
  • Timeliness
  • Effective source of initiation
  • Political will
  • Administrative Entrepreneurship
  • Participation of key actors in the strategies for implementation
  • Pragmatism and flexibility
  • Effective reward and punishment system
  • Continuing evaluation and appraisal
  • Institutionalisation of reforms

,

Administrative reform is the process of improving the efficiency and effectiveness of government operations. It can involve a wide range of activities, such as restructuring government agencies, streamlining procedures, and improving customer service.

Civil service reform is a type of administrative reform that focuses on improving the performance of the civil service. This can involve measures such as increasing pay and benefits, improving training, and strengthening performance management systems.

Deregulation is a type of administrative reform that involves reducing the number of regulations that businesses and individuals must comply with. This can be done by repealing or modifying existing regulations, or by creating new regulations that are less burdensome.

E-government is the use of information technology to improve the delivery of government services. This can involve providing online access to government information and services, or using technology to improve the efficiency of internal government processes.

Government performance improvement is a type of administrative reform that focuses on improving the performance of government agencies. This can involve measures such as setting performance targets, measuring performance, and taking corrective action when necessary.

Government restructuring is a type of administrative reform that involves changing the way government agencies are organized. This can involve merging agencies, creating new agencies, or abolishing existing agencies.

Local Government reform is a type of administrative reform that focuses on improving the performance of local governments. This can involve measures such as decentralizing authority, increasing citizen participation, and improving financial management.

Performance-based budgeting is a type of budgeting system that links funding to performance targets. This means that agencies are only funded if they meet or exceed the performance targets that have been set for them.

Privatization is a type of administrative reform that involves transferring government services to the private sector. This can involve contracting with private companies to provide services, or selling government assets to private companies.

Public administration reform is a broad term that encompasses all types of administrative reform. It can involve any or all of the activities listed above, as well as other measures such as improving Transparency and Accountability.

Reinventing government is a type of administrative reform that focuses on making government more efficient and effective. This can involve measures such as decentralizing authority, empowering employees, and focusing on results.

Service delivery reform is a type of administrative reform that focuses on improving the way government services are delivered. This can involve measures such as making services more accessible, user-friendly, and responsive to the needs of citizens.

Transparency and accountability are essential Elements of Good Governance. They help to ensure that government is open and accountable to the people it serves. Administrative reforms can help to improve transparency and accountability by measures such as making government information more accessible, strengthening oversight mechanisms, and increasing public participation.

Administrative reform is a complex and challenging process. However, it can be a powerful tool for improving the performance of government and delivering better services to citizens.

What is Administrative Reform?

Administrative reform is the process of improving the efficiency and effectiveness of government agencies. It can involve changes to the structure, processes, or culture of an agency.

What are the goals of administrative reform?

The goals of administrative reform vary depending on the specific context. However, some common goals include:

  • Improving efficiency: Administrative reform can help to reduce costs and improve the use of Resources.
  • Increasing effectiveness: Administrative reform can help to improve the quality of services provided by government agencies.
  • Enhancing accountability: Administrative reform can help to make government agencies more accountable to the public.
  • Promoting transparency: Administrative reform can help to make government agencies more transparent in their operations.

What are the challenges of administrative reform?

Administrative reform can be a complex and challenging process. Some of the challenges include:

  • Resistance to change: Employees may be resistant to changes to their work practices or procedures.
  • Lack of resources: Administrative reform can be expensive, and governments may not have the resources to implement it effectively.
  • Political interference: Political interference can make it difficult to implement administrative reform.
  • Lack of coordination: Administrative reform can be difficult to coordinate across different government agencies.

What are some examples of administrative reform?

Some examples of administrative reform include:

  • Privatization: The transfer of government services to the private sector.
  • Deregulation: The reduction of government regulations.
  • Reorganization: The restructuring of government agencies.
  • Downsizing: The reduction in the size of government agencies.
  • Performance-based management: The use of performance measures to evaluate the effectiveness of government agencies.

What are the benefits of administrative reform?

The benefits of administrative reform can include:

  • Improved efficiency: Administrative reform can help to reduce costs and improve the use of resources.
  • Increased effectiveness: Administrative reform can help to improve the quality of services provided by government agencies.
  • Enhanced accountability: Administrative reform can help to make government agencies more accountable to the public.
  • Promoting transparency: Administrative reform can help to make government agencies more transparent in their operations.

What are the risks of administrative reform?

The risks of administrative reform can include:

  • Reduced quality of services: Administrative reform may lead to a reduction in the quality of services provided by government agencies.
  • Increased costs: Administrative reform can be expensive, and it may lead to increased costs for government agencies.
  • Decreased efficiency: Administrative reform may lead to a decrease in efficiency, as government agencies adjust to new procedures and systems.
  • Increased Bureaucracy: Administrative reform may lead to increased bureaucracy, as government agencies create new rules and regulations.

What is the future of administrative reform?

The future of administrative reform is uncertain. However, it is likely that administrative reform will continue to be an important issue in the years to come. Governments will need to continue to find ways to improve the efficiency and effectiveness of their agencies in order to meet the needs of their citizens.

Question 1

Which of the following is not a principle of administrative reforms?

(a) Efficiency
(b) Effectiveness
(c) Economy
(d) Transparency

Answer
(d) Transparency

Question 2

Which of the following is not a goal of administrative reforms?

(a) To improve the efficiency of the government
(b) To make the government more effective
(c) To reduce the cost of government
(d) To make the government more transparent

Answer
(d) To make the government more transparent

Question 3

Which of the following is not a tool of administrative reforms?

(a) Decentralization
(b) Privatization
(c) Deregulation
(d) Transparency

Answer
(d) Transparency

Question 4

Which of the following is not a challenge of administrative reforms?

(a) Political will
(b) Bureaucratic resistance
(c) Lack of resources
(d) Public apathy

Answer
(d) Public apathy

Question 5

Which of the following is not a benefit of administrative reforms?

(a) Improved efficiency
(b) Increased effectiveness
(c) Reduced costs
(d) Increased transparency

Answer
(d) Increased transparency

Question 6

Which of the following is not a criticism of administrative reforms?

(a) They are often top-down and do not take into account the needs of the people
(b) They can lead to increased bureaucracy
(c) They can be expensive
(d) They can be difficult to implement

Answer
(d) They can be difficult to implement

Question 7

Which of the following is not a success story of administrative reforms?

(a) The New Zealand reforms of the 1980s
(b) The Indian reforms of the 1990s
(c) The Chinese reforms of the 1980s
(d) The Brazilian reforms of the 1990s

Answer
(d) The Brazilian reforms of the 1990s

Question 8

Which of the following is not a failure story of administrative reforms?

(a) The Soviet reforms of the 1980s
(b) The African reforms of the 1990s
(c) The Latin American reforms of the 1990s
(d) The Middle Eastern reforms of the 2000s

Answer
(d) The Middle Eastern reforms of the 2000s

Question 9

Which of the following is not a lesson learned from the experience of administrative reforms?

(a) It is important to have political will
(b) It is important to have public support
(c) It is important to have a clear vision
(d) It is important to have a well-designed plan

Answer
(d) It is important to have a well-designed plan

Question 10

Which of the following is not a future trend in administrative reforms?

(a) The focus will be on results
(b) The focus will be on efficiency
(c) The focus will be on effectiveness
(d) The focus will be on transparency

Answer
(a) The focus will be on results