<–2/”>a >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 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.
? 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‘.
2. The Planned development is intended to achieve specific results within the specified time.
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 people‘s involvement in the deceision making process is another feature of development administration. Citizen‘s 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.,
Change management is the process of helping individuals, teams, and organizations transition from a current state to a desired future state. It is a complex process that requires careful planning and execution.
There are many different models and theories of change management. One of the most popular models is the ADKAR model, which stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. This model suggests that individuals need to be aware of the need for change, desire the change, have the knowledge and skills to make the change, and be able to implement the change and receive reinforcement for their efforts.
Another popular model is the Kotter’s 8-Step Change Model, which stands for:
- Create a sense of urgency
- Form a powerful coalition
- Create a vision for change
- Communicate the vision
- Empower others to act on the vision
- Plan for and create short-term wins
- Consolidate improvements and produce more change
- Institutionalize new approaches
There are many different tools and techniques that can be used to manage change. Some common tools include:
- Communication: Communication is essential for any change effort. It is important to communicate the need for change, the vision for change, and the progress of the change effort.
- Training: Training can help individuals develop the knowledge and skills they need to make the change.
- Coaching: Coaching can help individuals overcome resistance to change and develop the skills they need to be successful in the new environment.
- Mentoring: Mentoring can provide individuals with support and guidance as they make the change.
- Change management Software: Change management software can help organizations track the progress of the change effort, identify potential problems, and communicate with stakeholders.
Change management is a complex process that requires careful planning and execution. There are many different models, theories, tools, and techniques that can be used to manage change. The best approach will vary depending on the specific situation.
Organizational development (OD) is a field of study that focuses on improving the effectiveness of organizations. OD practitioners use a variety of methods to help organizations change and grow.
Some common OD methods include:
- Survey feedback: Survey feedback involves collecting data from employees about their perceptions of the organization. The data is then used to identify areas for improvement.
- Team building: Team building is a process that helps teams improve their effectiveness. Team building activities can include exercises, discussions, and training.
- Process consultation: Process consultation is a form of OD that involves helping organizations improve their decision-making and problem-solving processes.
- Action research: Action research is a collaborative approach to problem solving that involves both the organization and the OD practitioner.
OD is a valuable tool for organizations that are looking to improve their effectiveness. OD can help organizations change and grow in a number of ways, including:
- Improving communication and collaboration
- Increasing employee satisfaction and engagement
- Enhancing organizational Learning and innovation
- Improving decision-making and problem-solving
- Increasing organizational effectiveness
Leadership development is the process of helping individuals develop the skills and knowledge they need to be effective leaders. Leadership development can take place in a variety of settings, including formal training programs, on-the-job training, and mentoring.
There are many different theories of leadership development. One of the most popular theories is the situational leadership theory, which suggests that the best style of leadership depends on the situation. Other popular theories include the transformational leadership theory and the transactional leadership theory.
There are many different tools and techniques that can be used to develop leadership. Some common tools include:
- Assessments: Assessments can help individuals identify their strengths and weaknesses as leaders.
- Training: Training can help individuals develop the skills and knowledge they need to be effective leaders.
- Coaching: Coaching can help individuals develop their leadership skills and overcome challenges.
- Mentoring: Mentoring can provide individuals with support and guidance as they develop their leadership skills.
Leadership development is an important process for organizations that are looking to develop their leaders. Leadership development can help organizations improve their performance and achieve their goals.
Human resource development (HRD) is a field of study that focuses on the development of human capital. HRD practitioners use a variety of methods to help organizations develop their employees.
Some common HRD methods include:
- Training: Training is a process that helps employees develop the skills and knowledge they need to perform their jobs.
- Development: Development is a process that helps employees develop their skills and knowledge beyond their current job requirements.
- Performance management: Performance management is a process that helps organizations assess and improve employee performance.
- Talent management: Talent management is a process that helps organizations attract, develop, and retain top talent.
HRD is a valuable tool for organizations that are looking to develop their employees. HRD can help organizations improve their performance and achieve their goals.
What is change management?
Change management is the process of helping people and organizations transition from a current state to a desired future state. It involves identifying the need for change, planning and implementing the change, and managing the transition.
What are the different types of change?
There are many different types of change, but some of the most common include:
- Incremental change: This is a gradual, step-by-step change that is often implemented over time.
- Discontinuous change: This is a sudden, radical change that can be disruptive and challenging to implement.
- Technological change: This is change that is driven by new technologies.
- Organizational change: This is change that is driven by changes in the organization’s environment, such as new competitors or regulations.
- Individual change: This is change that is driven by changes in the individual’s life, such as a new job or a new relationship.
What are the steps in change management?
The steps in change management vary depending on the type of change and the organization, but some common steps include:
- Identifying the need for change: The first step is to identify the need for change. This can be done by assessing the organization’s current situation and identifying areas that need improvement.
- Creating a vision for change: Once the need for change has been identified, the next step is to create a vision for the desired future state. This vision should be clear, concise, and inspiring.
- Developing a change plan: The next step is to develop a change plan. This plan should outline the steps that will be taken to implement the change, as well as the resources that will be needed.
- Communicating the change: Once the change plan has been developed, it is important to communicate the change to all stakeholders. This communication should be clear, concise, and consistent.
- Implementing the change: The next step is to implement the change. This can be a challenging process, and it is important to have a plan in place to deal with any resistance to change.
- Monitoring and evaluating the change: Once the change has been implemented, it is important to monitor and evaluate the results. This will help to ensure that the change is successful and that any necessary adjustments are made.
What are the challenges of change management?
There are many challenges associated with change management, including:
- Resistance to change: People are often resistant to change, especially if they are not involved in the decision-making process.
- Lack of resources: Change can be expensive, and organizations may not have the resources they need to implement the change.
- Communication problems: Communication is key to successful change management, but it can be difficult to communicate effectively with all stakeholders.
- Uncertainty: Change can be uncertain, and this can lead to anxiety and stress among employees.
What are the benefits of change management?
There are many benefits to change management, including:
- Improved performance: Change can help organizations to improve their performance by addressing areas that need improvement.
- Increased innovation: Change can help organizations to become more innovative by encouraging employees to think outside the box.
- Enhanced competitiveness: Change can help organizations to become more competitive by adapting to changes in the market.
- Improved employee morale: Change can help to improve employee morale by giving employees a sense of purpose and direction.
What are the best practices for change management?
There are many best practices for change management, but some of the most important include:
- Involve employees in the change process: Employees are more likely to support change if they feel like they have a say in the process.
- Communicate effectively: Communication is key to successful change management. Make sure to communicate the need for change, the vision for the future, and the steps that will be taken to implement the change.
- Create a supportive environment: Change can be stressful, so it is important to create a supportive environment for employees. This includes providing training and resources, as well as offering emotional support.
- Monitor and evaluate the change: Once the change has been implemented, it is important to monitor and evaluate the results. This will help to ensure that the change is successful and that any necessary adjustments are made.
Question 1
Which of the following is not a type of change?
(A) Change in the environment
(B) Change in the organization
(C) Change in the individual
(D) Change in the technology
Answer
(D) Change in the technology
Explanation
Change can be classified into three types: change in the environment, change in the organization, and change in the individual. Change in the technology is not a type of change.
Question 2
Which of the following is not a reason for change?
(A) To improve efficiency
(B) To improve effectiveness
(C) To meet new demands
(D) To reduce costs
Answer
(D) To reduce costs
Explanation
The reasons for change can be classified into three categories: internal reasons, external reasons, and strategic reasons. Internal reasons for change include improving efficiency and effectiveness. External reasons for change include meeting new demands and responding to changes in the environment. Strategic reasons for change include repositioning the organization and responding to changes in the competitive landscape.
Question 3
Which of the following is not a type of change management?
(A) Top-down change management
(B) Bottom-up change management
(C) Coercive change management
(D) Collaborative change management
Answer
(C) Coercive change management
Explanation
The types of change management can be classified into four categories: top-down change management, bottom-up change management, coercive change management, and collaborative change management. Top-down change management is a type of change management in which the change is initiated and implemented by the top management of the organization. Bottom-up change management is a type of change management in which the change is initiated and implemented by the employees of the organization. Coercive change management is a type of change management in which the change is imposed on the organization by external forces, such as the government or the market. Collaborative change management is a type of change management in which the change is initiated and implemented by the top management of the organization in collaboration with the employees of the organization.
Question 4
Which of the following is not a barrier to change?
(A) Lack of understanding
(B) Resistance to change
(C) Lack of resources
(D) Lack of time
Answer
(D) Lack of time
Explanation
The barriers to change can be classified into four categories: lack of understanding, resistance to change, lack of resources, and lack of support. Lack of understanding is a barrier to change that occurs when the employees of the organization do not understand the need for change or the process of change. Resistance to change is a barrier to change that occurs when the employees of the organization are opposed to the change. Lack of resources is a barrier to change that occurs when the organization does not have the resources, such as Money, time, or people, to implement the change. Lack of support is a barrier to change that occurs when the organization does not have the support of the employees, the management, or the customers.
Question 5
Which of the following is not a strategy for overcoming resistance to change?
(A) Education and communication
(B) Participation and involvement
(C) Negotiation and agreement
(D) Force and coercion
Answer
(D) Force and coercion
Explanation
The strategies for overcoming resistance to change can be classified into four categories: education and communication, participation and involvement, negotiation and agreement, and force and coercion. Education and communication is a strategy for overcoming resistance to change that involves providing the employees with information about the change and the reasons for the change. Participation and involvement is a strategy for overcoming resistance to change that involves involving the employees in the planning and implementation of the change. Negotiation and agreement is a strategy for overcoming resistance to change that involves negotiating with the employees to reach an agreement on the change. Force and coercion is a strategy for overcoming resistance to change that involves using force or coercion to implement the change.