Functions Of Development Administration
According to J.N. Khosla, the principal functions of development administration are :
- 1. Formulation of development goals and policies
- Programme formulation and programme/project management
- Reorganization of administrative structures and procedures Evaluation of results
- Securing people’s participation in the development effort Promoting the growth of social and political infrastructure.
- The activities mentioned above require a competent, incorruptible, action-oriented, goal-oriented and change-oriented dynamic public administration.
Problems Of Development Administration
Development administration is not free from any problems. Some of the important problems faced by the development administration may be noted below :
1. Public Administration in developing counties is conditioned by their colonial past. It is characterized by features of a centralized authoritarian administrative system. The basic administrative structures in these countries are elitist. Rules regulations and forms take precedence over the substance.
2. The senior executives want to control everything. Even the simplest administrative decisions require the approval of the top in the hierarchy. Such heavy concentration of authority at the top level saps the initiative and drive of the personnel working in the field.
3. The lengthy administrative procedures and methods also are not suitable for carrying out developmental tasks quickly. As a result of procedural delays, quick decisions cannot be taken to face emerging challenges and achieve the goal of speedy socio-economic transformation. Further, the administrative system of developing nations lacks modern management techniques.
4. Another problem is a lack of experienced administrators, as well as a shortage of technically qualified and trained technocrats in, specialized fields. The administrators lack the commitment to developmental plans and programme implantation. They lack the necessary skills and competence to carry out developmental tasks. They are not also sensitive enough to the needs of the poor and the oppressed sections of the society,
5. A serious problem is acute corruption, which is institutionalized and out of control. Development funds are often siphoned off to hire relatives or friends. Corruption and inefficient administration go hand in hand. The developmental goals cannot be achieved. Consequently, the new expected socio-economy is built unless corruption is checked or at least restricted to the lowest limits. Besides, there is a lack of political will and support for the developmental plans.
6. In developing countries a large majority of the people still have traditional attitudes, old customs, inappropriate language religious beliefs and superstitions. Thus people Tack appropriate attitudes and are unable to adjust themselves to the needs and circumstances of modern technological civilization. Their lack of participatory spirit and their poscopese to the developmental programmes have flopped many major programme transformations. It also suffers from its inability to prevent alienation at the grassroots.
7. Poor direction, coordination, and relationships between the generalists and specialists access pose a problem in the field of development administration. 8. Poor organization of public enterprises, government departments, boards and regulatory agencies and financial institutions. 9. Lastly, insufficient finances and material resources are also severe obstacles to implement developmental programmes and projects successfully.
Overcoming The Problems (Some Suggested Solutions)
The preceding discussion shows that the real problem of development administration is a low level of administrative capabilities that impede development efforts. Added to this are the poor financial and material resources, which also come in the way of achieving developmental goals. Hence important solutions to these basic problems are strengthening administrative capabilities and improving financial resources. The following are some of the solutions suggested making the administrative system fit for developmental tasks:
1. There should be a de-emphasis of hierarchy in the conventional pyramidal type of organization.
This type of organizational structure should be redesigned to enable, cooperative decision makin2. g and promote collaborative problem-solving.
3. The traditional centralized authority system should be replaced by the decentralization of authority. This enables the field units to make decisions quickly on the spot. as far as possible. Decentralised decision-making avoids delay in meeting the changing developmental situations at the field level.
4. There should be a free flow of reliable information in the organization for speedy and effective decision-making. Recruitment of public servants, their promotion and evaluation of their performance must be based on merit. The highest ethical standards in public services must be promoted.
5. The traditional administrators should be converted into modern administrators through appropriate training programmes. Through proper training, it is possible to change the essential status based bureaucracy and its behaviour into a change-oriented, action-oriented, client-oriented and service-motivated bureaucracy.
6. There should be continuous manpower planning for the public services to identify the types and number of administrative and other professional and technical personnel required. More professionalism and specialism must be introduced into the civil service. Professional mobility should be encouraged.
7. Bureaucracy should be flexible and adaptable to meet quickly the changing development situations. For this purpose lengthy time-consuming procedures and dilatory methods of administration resulting in red tape should be avoided. In other words, organizational rules and procedures should not be allowed to get precedence over target achievement. Modern management techniques such as cost-benefit analysis should be introduced.
8. The supremacy of the politician must be accepted and bureaucracy must work alongside him as a copartner in the development enterprise. Administrative power should be under the direction and control of the political authority.
9. Bureaucracy must secure the cooperation and participation of the citizens in the development work. The citizens have to be the primary actors in the developing drama. They must understand that self-help is the best help. It is in their interest not to be dependent on the administration for everything.
10. The problem of paucity of funds can be solved to some extent by a vigorous and impartial collection of revenues at all levels. Wasteful expenditure for improper purposes should be avoided. These measures are essential both to maximize the funds available for development and to create citizen confidence in the integrity of the system.
Check out these notes on Changing Profile Of Development Administration.