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India Business Strategy Report

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Abstract

Executive Education at the Lee Kuan Yew School of Public Policy (LKYSPP) plays an integral role in the School's mission of inspiring leaders and transforming Asia. These programmes are designed to serve the needs of organisations and working professionals in the public, private and not-for-profit sectors, helping strengthen their leadership and management capabilities to perform more effectively in this rapidly changing environment. Since 2005, Executive Education (EE) programmes have been delivered to almost 8,000 individuals from 68 countries.

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This is a business strategy report for the EE office of LKYSPP. India constitutes a significant portion of its client base; but capacity constraints, increase competition and the constantly shifting client needs calls for a rethink of the business model. India faces a governance crisis of sorts, and high-valt capacity building programmes that reform institutional culture, strengthen policy frameworks and make the country's civil service more responsive 1 the needs of the society are badly needed. Training budgets for India's public service have been steadily rising and there is recognition of the value | executive education in civil service training. LKYSPP has a unique opportunity to fill some of that capacity gap. The report makes an attempt | identifying those gaps and presents an overview of the most important governance challenges that the country faces. It also provides relevant data. Executive Summary
This is a business strategy report for the EE office of LKYSPP. India constitutes a significant portion of its client base; but capacity constraints, increase competition and the constantly shifting client needs calls for a rethink of the business model. India faces a governance crisis of sorts, and high-valt capacity building programmes that reform institutional culture, strengthen policy frameworks and make the country's civil service more responsive 1 the needs of the society are badly needed. Training budgets for India's public service have been steadily rising and there is recognition of the value | executive education in civil service training. LKYSPP has a unique opportunity to fill some of that capacity gap. The report makes an attempt | identifying those gaps and presents an overview of the most important governance challenges that the country faces. It also provides relevant data. Executive Summary
“Evans and Mannings, 2003 July 2013
“Evans and Mannings, 2003 July 2013
INDIA: The Politics
INDIA: The Politics
INDIA: The Economics > “Indian economy to grow at 6.4% rate in 2013: United Nations”, The Economic Times, 13" April 2013
INDIA: The Economics > “Indian economy to grow at 6.4% rate in 2013: United Nations”, The Economic Times, 13" April 2013
Table 1: India Fact Box
Table 1: India Fact Box
Governance INDIA: Public Policy Challenges Where administration is weak, the burden falls heavily on the poor, who suffer from skewed government spending, limited access to services, and bureaucratic indifference. Although India’s civil service is not unduly large by global standards, there is a pronounced imbalance in the skills mix Around 93% of the civil service comprises Class Ill and IV employees (viz. those performing menial tasks such as cleaning, driving and cooking). India’s priority reforms includes improving the composition of public expenditures by reducing the share spent on wages, pensions, interest payments, anc agricultural subsidies, and increasing investment and operations and maintenance for priority social, infrastructure, and agricultural programmes. Ar expenditure restructuring plan has been prepared to ensure that ministries adhere to a spending timetable to avoid an expenditure glut in the last quarter of the fiscal year. A fiscal responsibility guideline for ministries regarding utilization of their annual budgets has also been introduced.
Governance INDIA: Public Policy Challenges Where administration is weak, the burden falls heavily on the poor, who suffer from skewed government spending, limited access to services, and bureaucratic indifference. Although India’s civil service is not unduly large by global standards, there is a pronounced imbalance in the skills mix Around 93% of the civil service comprises Class Ill and IV employees (viz. those performing menial tasks such as cleaning, driving and cooking). India’s priority reforms includes improving the composition of public expenditures by reducing the share spent on wages, pensions, interest payments, anc agricultural subsidies, and increasing investment and operations and maintenance for priority social, infrastructure, and agricultural programmes. Ar expenditure restructuring plan has been prepared to ensure that ministries adhere to a spending timetable to avoid an expenditure glut in the last quarter of the fiscal year. A fiscal responsibility guideline for ministries regarding utilization of their annual budgets has also been introduced.
A long-established legal system has given India the underpinnings necessary for free enterprise to flourist but despite two decades of market reforms it still remains shackled by red tape and at the mercy of a bureaucracy that is still wedded to Fabiar socialism. A typical Indian civil servant takes a dim view of the market and believes, as a matter of faith, in the need for regulations and control. He/ she is also suspicious of credit rating agencies, foreign investors and even multi-lateral institutions that can helpthe country meet its developmen objectives. This less-than-optimal view of the market, globalisation and an abiding faith in protectionism makes the Indian ‘babu’ one of the mos difficult officials in the world to do business with. It hurts the country’s competitiveness and makes the task of governance that much more difficult Reforming the bureaucracy is therefore an important public policy challenge for India.
A long-established legal system has given India the underpinnings necessary for free enterprise to flourist but despite two decades of market reforms it still remains shackled by red tape and at the mercy of a bureaucracy that is still wedded to Fabiar socialism. A typical Indian civil servant takes a dim view of the market and believes, as a matter of faith, in the need for regulations and control. He/ she is also suspicious of credit rating agencies, foreign investors and even multi-lateral institutions that can helpthe country meet its developmen objectives. This less-than-optimal view of the market, globalisation and an abiding faith in protectionism makes the Indian ‘babu’ one of the mos difficult officials in the world to do business with. It hurts the country’s competitiveness and makes the task of governance that much more difficult Reforming the bureaucracy is therefore an important public policy challenge for India.
Although India’s judiciary is independent its courts are notoriously inefficient. There is a large backlog of pending cases. It takes years | and the verdict, when it comes, can take so long that for the victim or his family justice loses its very meaning. The second most important public policy challenge for India is how to keep economic growth on a steady keel. India needs a sustained 10% GDP growth for the next decade or so if it has to make a significant impact on poverty. But the government has let itself drift into inaction. Policy paralysis, corruption scandals and a government fearful of moving ahead with economic reforms have combined with the global slowdown and worsening domestic finances in the last few months to slowdown Asia's third-largest economy. India now faces an ugly scenario - slowing growth, a mounting fiscal deficit, and a sliding rupee. For years, Indian entrepreneurs have boasted they can do business despite the government — adeptly working around potholed roads, clogged ports and reams of regulatory hurdles. But government inertia is taking its toll on their confidence. Economists and investors
Although India’s judiciary is independent its courts are notoriously inefficient. There is a large backlog of pending cases. It takes years | and the verdict, when it comes, can take so long that for the victim or his family justice loses its very meaning. The second most important public policy challenge for India is how to keep economic growth on a steady keel. India needs a sustained 10% GDP growth for the next decade or so if it has to make a significant impact on poverty. But the government has let itself drift into inaction. Policy paralysis, corruption scandals and a government fearful of moving ahead with economic reforms have combined with the global slowdown and worsening domestic finances in the last few months to slowdown Asia's third-largest economy. India now faces an ugly scenario - slowing growth, a mounting fiscal deficit, and a sliding rupee. For years, Indian entrepreneurs have boasted they can do business despite the government — adeptly working around potholed roads, clogged ports and reams of regulatory hurdles. But government inertia is taking its toll on their confidence. Economists and investors
ene Gahan MEO: SIARE SO, SENT SA pe AERIALS BALM EOE RSE See oe ee ee aS eee eee eee Sees es eae ee a eee million people without electricity across several states. Indian cities, by and large, are charmless and badly managed. Two-thirds of the population, some 833 million, live in the countryside but these villages are rapidly but haphazardly urbanising. The number of town-dwellers is growing by around 5million a year. India’s urban population is expected to double by 2050. Within two decades India will probably have six cities considerably bigger than New York, each with at least 10million people: Ahmedabad, Bangalore, Delhi, Mumbai, Hyderabad and Chennai (already 53 Indian cities are home to at least 1million inhabitants). All of this is putting a tremendous strain on existing public infrastructure and making life miserable for many. Although India’s 100 biggest cities, with 16% of its total population, contribute 43% of its national income they seldom get the attention they deserve. Since rural voters collectively have clout, public spending usually flows to them. Farmers get subsidised diesel to run pumps and job guarantee schemes such as NREGA. The government also pays inflated prices for most rural produce and then sells much of it back to villagers as cheap rations. The cities on the other hand get the short end of the stick. Municipalities are staffed with political appointees and often run like party monopolies. Leave aside a few notable exceptions (such as Surat) municipal corporations are overstaffed and unprofessionally run. Elected ‘corporators’ show more willingness to
ene Gahan MEO: SIARE SO, SENT SA pe AERIALS BALM EOE RSE See oe ee ee aS eee eee eee Sees es eae ee a eee million people without electricity across several states. Indian cities, by and large, are charmless and badly managed. Two-thirds of the population, some 833 million, live in the countryside but these villages are rapidly but haphazardly urbanising. The number of town-dwellers is growing by around 5million a year. India’s urban population is expected to double by 2050. Within two decades India will probably have six cities considerably bigger than New York, each with at least 10million people: Ahmedabad, Bangalore, Delhi, Mumbai, Hyderabad and Chennai (already 53 Indian cities are home to at least 1million inhabitants). All of this is putting a tremendous strain on existing public infrastructure and making life miserable for many. Although India’s 100 biggest cities, with 16% of its total population, contribute 43% of its national income they seldom get the attention they deserve. Since rural voters collectively have clout, public spending usually flows to them. Farmers get subsidised diesel to run pumps and job guarantee schemes such as NREGA. The government also pays inflated prices for most rural produce and then sells much of it back to villagers as cheap rations. The cities on the other hand get the short end of the stick. Municipalities are staffed with political appointees and often run like party monopolies. Leave aside a few notable exceptions (such as Surat) municipal corporations are overstaffed and unprofessionally run. Elected ‘corporators’ show more willingness to
India also needs to lift the number of restrictions that it puts on foreign direct investments — even where it needs it most. For instance, large retai brands such as Walmart and IKEA need joint ventures with local partners to set up hyper-mart/discount stores in the country. Although restriction: have been eased they are still barred from selling directly to the consumers and can only sell as back-end wholesalers. The aviation sector too has only recently been thrown open to foreign competition but there remains no political will to privatise Air India, the national flag-carrier which has been ir the red for years. India’s labour laws are outdated and in need of urgent overhaul. Although, there are considerable loopholes to get around the problem, Indian law makes it difficult for employers to ‘let go’ of redundant labour and/or re-negotiate contracts with unions.This is a stron; disincentive for small and medium enterprises to undertake large scale industrial expansion. The rules are particularly onerous if the number of worker: listed on payroll exceeds 500. This is one of the reasons why the country has not been able to fully exploit the returns of its otherwise productive share the spoils of patronage than fixing the city’s problems. They are, for most part, ill-equipped to make Indian cities attractive drivers of growth and
India also needs to lift the number of restrictions that it puts on foreign direct investments — even where it needs it most. For instance, large retai brands such as Walmart and IKEA need joint ventures with local partners to set up hyper-mart/discount stores in the country. Although restriction: have been eased they are still barred from selling directly to the consumers and can only sell as back-end wholesalers. The aviation sector too has only recently been thrown open to foreign competition but there remains no political will to privatise Air India, the national flag-carrier which has been ir the red for years. India’s labour laws are outdated and in need of urgent overhaul. Although, there are considerable loopholes to get around the problem, Indian law makes it difficult for employers to ‘let go’ of redundant labour and/or re-negotiate contracts with unions.This is a stron; disincentive for small and medium enterprises to undertake large scale industrial expansion. The rules are particularly onerous if the number of worker: listed on payroll exceeds 500. This is one of the reasons why the country has not been able to fully exploit the returns of its otherwise productive share the spoils of patronage than fixing the city’s problems. They are, for most part, ill-equipped to make Indian cities attractive drivers of growth and
Employment India has begun to realize that rising to the jobs challenge requires systemic solutions. Seemingly minor tweaks in, say, regulatory regimes may have significant and often unwanted impact on investment behaviour and hiring decisions. Policies designed to promote full employment therefore can no longer be limited to “labour market policies” or attempts to boost aggregate demand. Structural solutions need to traverse traditional policy boundaries. While the government may be able to provide some short-term mitigation in the event of employment crises or shocks, budget pressures have curtailed the manoeuvring options. In any case, actual job creation through government actions has been, and will always be, quite limited. The National Rural Employment Guarantee Scheme (NREGS), which provides 100 days or more of employment at a wage determined by the central government to any member of a rural household who wishes to participate, is an example. But critics say it is wasteful and creating artificial work is not
Employment India has begun to realize that rising to the jobs challenge requires systemic solutions. Seemingly minor tweaks in, say, regulatory regimes may have significant and often unwanted impact on investment behaviour and hiring decisions. Policies designed to promote full employment therefore can no longer be limited to “labour market policies” or attempts to boost aggregate demand. Structural solutions need to traverse traditional policy boundaries. While the government may be able to provide some short-term mitigation in the event of employment crises or shocks, budget pressures have curtailed the manoeuvring options. In any case, actual job creation through government actions has been, and will always be, quite limited. The National Rural Employment Guarantee Scheme (NREGS), which provides 100 days or more of employment at a wage determined by the central government to any member of a rural household who wishes to participate, is an example. But critics say it is wasteful and creating artificial work is not
1° Colin Todhunter, “Growth of billionaires in India”, Global Research
1° Colin Todhunter, “Growth of billionaires in India”, Global Research
The 2010 Multidimensional Poverty Index (MPI, developed by UNDP)indicated that eight Indian states account for more poor people than in the 26 poorest African countries combined. According to this measure, Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Orissa, Rajasthan, Uttar Pradesh and West Bengal have 421 million poor people. This is more than the 410 million poor in the poorest African countries*°.Indeed, the report also found that poverty levels in eight Indian states were as acute as those in the 26 poorest countries in Africa. The gap betweer incomes in the villages and cities is also glaring. Based on the provision data on household income by the National
The 2010 Multidimensional Poverty Index (MPI, developed by UNDP)indicated that eight Indian states account for more poor people than in the 26 poorest African countries combined. According to this measure, Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Orissa, Rajasthan, Uttar Pradesh and West Bengal have 421 million poor people. This is more than the 410 million poor in the poorest African countries*°.Indeed, the report also found that poverty levels in eight Indian states were as acute as those in the 26 poorest countries in Africa. The gap betweer incomes in the villages and cities is also glaring. Based on the provision data on household income by the National
Table 2: Status of Higher Education Institutions in India
Table 2: Status of Higher Education Institutions in India
Figure 5: Year-wise growth of higher education student enrolment: 1984-85 to 2009-10 schools actually perform better than government schools’ .The public policy answer may be to support and fund these private service provider formalise their education. spending on education further and those efforts are making an impact. Almost all Indian children now go to school. Enrolment rate is estimated to be over 96%. That is a significant improvement over 75% in 2000. But the quality of education that most receive is appalling. India’s education system faces its most serious challenge at the classroom level.
Figure 5: Year-wise growth of higher education student enrolment: 1984-85 to 2009-10 schools actually perform better than government schools’ .The public policy answer may be to support and fund these private service provider formalise their education. spending on education further and those efforts are making an impact. Almost all Indian children now go to school. Enrolment rate is estimated to be over 96%. That is a significant improvement over 75% in 2000. But the quality of education that most receive is appalling. India’s education system faces its most serious challenge at the classroom level.
India is also extremely vulnerable to climate change. Rising sea level rise and extreme weather conditions threaten the country’s public health, water and food security. Floods and droughts are now frequent occurrences costing the nation hundreds of lives and millions of dollars in damage each year. Some 12% (40 million hectares) of India is flood prone, while 16% (51 million hectares) is drought prone™’.
India is also extremely vulnerable to climate change. Rising sea level rise and extreme weather conditions threaten the country’s public health, water and food security. Floods and droughts are now frequent occurrences costing the nation hundreds of lives and millions of dollars in damage each year. Some 12% (40 million hectares) of India is flood prone, while 16% (51 million hectares) is drought prone™’.
Figure 8: Trend in per capita energy consumption (1970-71 to 2010-11) Source: Energy Statistics 2012, Central Statistics Office (CSO), Ministry of Statistics &Programme Implementation (MOSPI), Government of India now properly collected, properly treated and then discharged to rivers and lakes in an environmentally safe manner. India’s pollution problems are n new; but a lack of political will, bureaucratic incompetence, public apathy, and corruption have all contributed to the problem getting worse. By the government’s own estimates, energy consumption is expected to jump four times in the next 25 years. Climate change is only set to exacerbate India’s environmental problems. Climate change and energy, however, are now a focus of local, state, and national attention and India has begun implementing a diverse portfolio of policies nationally and within individual states to improve energy efficiency, develop clean sources of energy, and prepare for the impact of climate change.
Figure 8: Trend in per capita energy consumption (1970-71 to 2010-11) Source: Energy Statistics 2012, Central Statistics Office (CSO), Ministry of Statistics &Programme Implementation (MOSPI), Government of India now properly collected, properly treated and then discharged to rivers and lakes in an environmentally safe manner. India’s pollution problems are n new; but a lack of political will, bureaucratic incompetence, public apathy, and corruption have all contributed to the problem getting worse. By the government’s own estimates, energy consumption is expected to jump four times in the next 25 years. Climate change is only set to exacerbate India’s environmental problems. Climate change and energy, however, are now a focus of local, state, and national attention and India has begun implementing a diverse portfolio of policies nationally and within individual states to improve energy efficiency, develop clean sources of energy, and prepare for the impact of climate change.
In a significant shift in its earlier Table 3: Initiatives recently taken by the Govt. of India reductions into a broadly indicative number that can be shared with the rest of the world."* “Amitabh Sinha, “Change on climate: India ready to quantify cuts”, The Indian Express, 17" September 2009
In a significant shift in its earlier Table 3: Initiatives recently taken by the Govt. of India reductions into a broadly indicative number that can be shared with the rest of the world."* “Amitabh Sinha, “Change on climate: India ready to quantify cuts”, The Indian Express, 17" September 2009
Table 5: List of Federal Agencies, Govt. of India
Table 5: List of Federal Agencies, Govt. of India
, ssi‘ over the years. The country’s post-independence founding fathers inherited the system from the British and sought to rededicate to nation-building efforts. It worked well initially when the civil service hired candidates based as much for their academic aptitude as for their integrity. Over time though, political interference, expansion of bureaucracy and ever-increasing accumulation of power under socialism began eroding public service values. Former Prime Minister Indira Gandhi's reign saw the arrival of a new kind of “committed” bureaucracy — one that was not politically neutral but served the interest of the party in power. It was during her time that the Indian civil service also acquired a stubbornly leftist ideological outlook that continues to derail and resist market oriented economic reforms. As the country’s party political landscape has fragmented so too has the effectiveness of the civil service. According to the Indian government's own estimate, most development spending fails to reach its intended recipients. Instead it is sponged up, or siphoned off, by a vast, tumorous bureaucracy. A dysfunctional civil service is one the reasons why, despite India's commitment to universal health care, water and education it has fallen woefully short in providing any of it decently. Public service delivery at the state-level is even more dysfunctional. Regional bureaucrats have proved, for most part, less effective in warding off political interference and are susceptible to bending more readily to the whims of their political bosses than do the federal ones.
, ssi‘ over the years. The country’s post-independence founding fathers inherited the system from the British and sought to rededicate to nation-building efforts. It worked well initially when the civil service hired candidates based as much for their academic aptitude as for their integrity. Over time though, political interference, expansion of bureaucracy and ever-increasing accumulation of power under socialism began eroding public service values. Former Prime Minister Indira Gandhi's reign saw the arrival of a new kind of “committed” bureaucracy — one that was not politically neutral but served the interest of the party in power. It was during her time that the Indian civil service also acquired a stubbornly leftist ideological outlook that continues to derail and resist market oriented economic reforms. As the country’s party political landscape has fragmented so too has the effectiveness of the civil service. According to the Indian government's own estimate, most development spending fails to reach its intended recipients. Instead it is sponged up, or siphoned off, by a vast, tumorous bureaucracy. A dysfunctional civil service is one the reasons why, despite India's commitment to universal health care, water and education it has fallen woefully short in providing any of it decently. Public service delivery at the state-level is even more dysfunctional. Regional bureaucrats have proved, for most part, less effective in warding off political interference and are susceptible to bending more readily to the whims of their political bosses than do the federal ones.
India’s 10 million strong civil service is also bloated. India's central government employs around three million civil servants and the states another seven million. They include vast armies of paper-shuffling peons. The number of ‘Category One’ bureaucrats — the real decision-makers — is only 80,000. And the elite IAS number only 5,600.They include almost all the collectors of India's 604 districts, and over 60% of senior officials and managers working in government ministries and publicly owned corporations”. = “Battling the babu raj”, The Economist, 6" May 2008
India’s 10 million strong civil service is also bloated. India's central government employs around three million civil servants and the states another seven million. They include vast armies of paper-shuffling peons. The number of ‘Category One’ bureaucrats — the real decision-makers — is only 80,000. And the elite IAS number only 5,600.They include almost all the collectors of India's 604 districts, and over 60% of senior officials and managers working in government ministries and publicly owned corporations”. = “Battling the babu raj”, The Economist, 6" May 2008
As a consequence of these systemic weaknesses, most Indian states, for example, have inadequate fiscal management expertise and institution infrastructure to perform revenue and expenditure projections. That means states are often not able to make case of welfare budgets and when they c the figures are way off the mark. This not only results in budget imbalances but also massive misallocations of funds. The deficiency of managemel capability is so acute that very often budgets allocated for critical welfare projects go unused simply because provincial civil servants are unable | submit project proposals in time.There is a division of power between the federal government (often referred to as the ‘centre’) government and tt provincial or state governments. While some portfolios, such as foreign policy, national defence, and railways are exclusive to the central governmen some, such as law and order, are exclusive to the state. But there are also overlaps, and education, for example, is both a central as well as a stat subject. Given the trend state governments will be required to assume greater responsibility for the design and implementation of their ow
As a consequence of these systemic weaknesses, most Indian states, for example, have inadequate fiscal management expertise and institution infrastructure to perform revenue and expenditure projections. That means states are often not able to make case of welfare budgets and when they c the figures are way off the mark. This not only results in budget imbalances but also massive misallocations of funds. The deficiency of managemel capability is so acute that very often budgets allocated for critical welfare projects go unused simply because provincial civil servants are unable | submit project proposals in time.There is a division of power between the federal government (often referred to as the ‘centre’) government and tt provincial or state governments. While some portfolios, such as foreign policy, national defence, and railways are exclusive to the central governmen some, such as law and order, are exclusive to the state. But there are also overlaps, and education, for example, is both a central as well as a stat subject. Given the trend state governments will be required to assume greater responsibility for the design and implementation of their ow
Figure 10: Student Enrolment in Higher Education The Indian Higher Education System is India’s top 15 premier institutions together admit only 5,000 candidates each year (out of the more than 215,000 who sit for the Common Admission Test (CAT) annually. Premier institutions such as IIM Ahmedabad have an acceptance rate of only 0.1%”. To squeeze your way into the hallowed gates of this school you would need to be in the top 1 percentile in the CAT exam or if you’re an international candidate, a minimum GMAT score of 700.
Figure 10: Student Enrolment in Higher Education The Indian Higher Education System is India’s top 15 premier institutions together admit only 5,000 candidates each year (out of the more than 215,000 who sit for the Common Admission Test (CAT) annually. Premier institutions such as IIM Ahmedabad have an acceptance rate of only 0.1%”. To squeeze your way into the hallowed gates of this school you would need to be in the top 1 percentile in the CAT exam or if you’re an international candidate, a minimum GMAT score of 700.
Access to higher education still remains
Access to higher education still remains
The DoPT is the coordinating agency of the Central Government in personnel matters specially issues concerning recruitment, training, caree development and staff welfare. The Lal Bahadur Shastri National Academy of Administration (LBSNAA), Mussoorie, and the Institute of Secretaria’ Training and Management (ISTM) in New Delhi are the two major training institutions directly under the administrative control of DoPT. The former i: mainly responsible for providing induction training to IAS recruits while the ISTM provides induction as well as in-service training to members of the Central Secretariat Service. The Indian Institute of Public Administration (IIPA), New Delhi, is an autonomous academic institution of national eminence under DoPT, which is engaged in training, research and information dissemination in streams related to the ethos of Public Administration.
The DoPT is the coordinating agency of the Central Government in personnel matters specially issues concerning recruitment, training, caree development and staff welfare. The Lal Bahadur Shastri National Academy of Administration (LBSNAA), Mussoorie, and the Institute of Secretaria’ Training and Management (ISTM) in New Delhi are the two major training institutions directly under the administrative control of DoPT. The former i: mainly responsible for providing induction training to IAS recruits while the ISTM provides induction as well as in-service training to members of the Central Secretariat Service. The Indian Institute of Public Administration (IIPA), New Delhi, is an autonomous academic institution of national eminence under DoPT, which is engaged in training, research and information dissemination in streams related to the ethos of Public Administration.
July 2013
July 2013
The impact of such international institutions on management development programmes in India is likely to be on quality and nature of programmes conducted in the executive education domain. Indian business schools are likely to face competition in open enrolment of management development programmes, as their international counterparts take to localizing content for the Indian market. Such a scenario has lead IIM-Kozhikode to focus on the adaptation of global models for the Indian context, while IMT Ghaziabad is set to up the ante on customised executive education programmes.
The impact of such international institutions on management development programmes in India is likely to be on quality and nature of programmes conducted in the executive education domain. Indian business schools are likely to face competition in open enrolment of management development programmes, as their international counterparts take to localizing content for the Indian market. Such a scenario has lead IIM-Kozhikode to focus on the adaptation of global models for the Indian context, while IMT Ghaziabad is set to up the ante on customised executive education programmes.
Table 6: Selective Executive Education Programmes in India Many other local organisations like NIIT Imperia, Reliance Webworld, Hughes Net Global Education, NIS Sparta, 24 x 7 Learning and U21 Global hav also begun to address the demand for executive training. Table 7 and Table 8 illustrate selective e-Learning executive programmes offered by thes organisations.
Table 6: Selective Executive Education Programmes in India Many other local organisations like NIIT Imperia, Reliance Webworld, Hughes Net Global Education, NIS Sparta, 24 x 7 Learning and U21 Global hav also begun to address the demand for executive training. Table 7 and Table 8 illustrate selective e-Learning executive programmes offered by thes organisations.
Table 7: NIIT Imperia’s e-Learning executive programmes
Table 7: NIIT Imperia’s e-Learning executive programmes
Note: This is not an exhaustive list. Table 8: Reliance World’s e-Learning executive programmes
Note: This is not an exhaustive list. Table 8: Reliance World’s e-Learning executive programmes
Partnerships between Indian higher education institutions and foreign institutions are becoming increasingh popular. According to a joint report on higher education in India (2011) released by FICCI and Ernst & Young, < deep collaborative network with foreign education providers is fundamental to the successful delivery o consistently high quality of education in India. They collaborate in several areas including joint R&D, twinning programmes, resource sharing, and student exchange. There are 161 foreign education providers and 14: Indian institutes which have entered collaborations to offer 641 programmes at various levels and acros: disciplines. Private sector players in India have taken the lead in collaborating with foreign institutions, primaril) public institutions. Almost half of these academic collaborations are in the management and engineering disciplines. The All India Council for Technical Education (AICTE) regulates collaboration and partnership: between Indian and foreign Institutions in the field of technical education, research and training, and spells ou the conditions and procedure for approval of such arrangements.
Partnerships between Indian higher education institutions and foreign institutions are becoming increasingh popular. According to a joint report on higher education in India (2011) released by FICCI and Ernst & Young, < deep collaborative network with foreign education providers is fundamental to the successful delivery o consistently high quality of education in India. They collaborate in several areas including joint R&D, twinning programmes, resource sharing, and student exchange. There are 161 foreign education providers and 14: Indian institutes which have entered collaborations to offer 641 programmes at various levels and acros: disciplines. Private sector players in India have taken the lead in collaborating with foreign institutions, primaril) public institutions. Almost half of these academic collaborations are in the management and engineering disciplines. The All India Council for Technical Education (AICTE) regulates collaboration and partnership: between Indian and foreign Institutions in the field of technical education, research and training, and spells ou the conditions and procedure for approval of such arrangements.
Leveraging on LKYSPP's core expertise on public policy practice in water management, urban development,
Leveraging on LKYSPP's core expertise on public policy practice in water management, urban development,
Table 9: Potential Clients from Federal Ministries® Agencies
Table 9: Potential Clients from Federal Ministries® Agencies
ANDHRA PRADESH is India's fourth largest state by area, and fifth largest by population. It has the second longest coastline in the country with a length of 974 km; and a total forest cover of 63,814 sq.km. Known as the ‘Rice Bowl of India’, the state continues to be the largest producer of rice in the country. It is also the leading producer of cash crops like tobacco, groundnut, sugar and oilseeds. Over the last ten years, the state has grown in terms of its technological infrastructure and is among the major states that has witnessed development in sectors like IT and Telecom. The present political unrest in connection with the Telengana issue (where the state is proposed to be split into two states: the Telengana region and the Coastal Andhra region) has currently affected the business environment and investments in the state. Apart from governance challenges arising from this obvious political turmoil, water sector management — especially irrigation challenges — is an issue in the state. ANDHRA PRADESH is India's fourth largest state by area, and fifth largest by population. It has the second longest coastline in the country with a length
ANDHRA PRADESH is India's fourth largest state by area, and fifth largest by population. It has the second longest coastline in the country with a length of 974 km; and a total forest cover of 63,814 sq.km. Known as the ‘Rice Bowl of India’, the state continues to be the largest producer of rice in the country. It is also the leading producer of cash crops like tobacco, groundnut, sugar and oilseeds. Over the last ten years, the state has grown in terms of its technological infrastructure and is among the major states that has witnessed development in sectors like IT and Telecom. The present political unrest in connection with the Telengana issue (where the state is proposed to be split into two states: the Telengana region and the Coastal Andhra region) has currently affected the business environment and investments in the state. Apart from governance challenges arising from this obvious political turmoil, water sector management — especially irrigation challenges — is an issue in the state. ANDHRA PRADESH is India's fourth largest state by area, and fifth largest by population. It has the second longest coastline in the country with a length
Table 10: Central Training Institutes
Table 10: Central Training Institutes
Table 11: Administrative Training Institutes
Table 11: Administrative Training Institutes

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Public Sector Enterprises in India: An Overview
seema gupta

Public Sector Enterprises in India, 2014

This chapter highlights the signifi cant role played by public sector enterprises (PSEs) in shaping the path of the Indian economic development. It also delineates changes since the 1990s after the liberalization and globalization of Indian economy, key sectors for PSE operations (such as balanced regional development, increasing employment opportunities, concentration of economic power, export promotion and import substitution, research and development, etc.), operational excellence initiatives adopted by PSEs, and the contribution of them towards Indian economy.

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Study of Public Administration in India: Concerns and Prospects
Debarshi Nag

Journal of Emerging Technologies and Innovative Research, 2020

Public Administration has witnessed a radical change as a discipline from the conventional Weberian model embarking on the western philosophies to the neo-liberalist model which banks on the universal theory sponsored by the World Bank. However, neither of these models does justice to the discipline which is specifically context-driven and depends upon the society in which it is applied. In India, this discipline was originally treated as a part of Political Science and was introduced, before Independence, in certain universities in a limited form. However, it was Appleby who institutionalized it as a distinct discipline in several Universities after Independence. The discipline received a major fillip when it was inducted as a compulsory subject in the curriculum of the Indian Civil Service Examination conducted by the UPSC. But it could not attract the best brains due to the limited scope of research and excess emphasis on its technical aspect. A research survey made on the study of this discipline brings out its inherent weakness as a goal-driven exercise without identifying its socioeconomic and political perspective. The recommendations of the Administrative Reforms Commissions led to the formation of several bodies and the enactment of certain laws in order to root out administrative corruption and uphold the spirit of ethics in governance. So the fundamental task of Public Administration is to defend its methodological diversity, context-specific approach and public character to survive as a praxis discipline in the face of the ever-changing global scenario.

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DEPARTMENT OF POLITICAL SCIENCE & PUBLIC ADMINISTRATION VIKRAMA SIMHAPURI UNIVERSITY, NELLORE A.P. INDIA-524 324. (Accredited with NAAC 'A' Grade (CGPA 3.23
Dr.V. GOVINDU

Public Administration is an activity as old as human civilization. Public Administration as independent Subject of a social science has recent origin. Public administration is the implementation of government policy and also an academic discipline that studies this implementation and prepares civil servants for working in the public service. As a "field of inquiry with a diverse scope" its "fundamental goal... is to advance management and policies so that government can function." Some of the various definitions which have been offered for the term are: "the management of public programs"; the "translation of politics into the reality that citizens see every day" 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, an ancient activity of the state, is vital to the efficient running of the government. As a specialized academic field, it deals essentially with the machinery and procedures of government. It is the action part of the government. It is both an institution of public service and a centre of power. As an institution of public service, it provides services to the people and promotes public interest. As a centre of power, public bureaucracy tends to be concerned with its own privileges. In recent years, the discipline has been undergoing rapid changes and has vastly expanded its frontiers. As a discipline, it has evolved and is still evolving to respond to the challenges of the changing times. With the onset of Liberalization, Privatization and Globalization (LPG), one can see a number of significant changes are in the roles of individuals and institutions and public administration is no exception. It represents a paradigm shift from the traditional model of public administration to New Public Management (NPM), which favours a dominant presence of market forces over the State, for effective governance and efficient delivery of the goods and services. Many new concepts like Competition State, managerial orientation, contracting out, de bureaucratization, downsizing, etc., have started gaining prominence in many countries. The new perspective has emerged as a management tool through which the developmental goals can be achieved. It has brought in reforms, which have attempted to create a new entrepreneurial, useroriented culture in public organizations, with focus on performance measurement and autonomy to the organizations and individuals in contrast to the traditional model. In fact, managerialism is a 'determined effort to implement the "3Es" of economy, efficiency and effectiveness at all levels of government activities. Public administration, in present times, has thus become complex and is slowly moving towards enlightened public governance. We define the term 'administration' and 'public administration'. Subsequently, it discusses the nature, scope and significance of public administration.

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Public administration pedagogy in India
Meghna Sabharwal

Journal of Public Affairs Education, 2020

While the praxis of public administration in India is documented in the literature, its pedagogy, and the formal dissemination of its knowledge, is relatively unexamined. This study determines the status of public administration pedagogy in India through a review of the academic programs in public administration at accredited state, central, and deemed universities. After reviewing a sample of the syllabi of public administration programs, the academic context of the field, and the areas of key emphasis, this paper explores the conceptualization of public administration as an independent academic discipline in India. This study makes a significant contribution to global comparative public administration, and also contributes to developing the nascent literature on public administration pedagogy in present day India and South Asia.

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Public service delivery in India: Understanding the reform process
Anjana Dube

Iimb Management Review, 2011

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