This book analyses the effectiveness of district administration from critical management perspective. Using classical organizational theory and leadership competency framework, the authors conducted a comparative study of two exemplary districts with distinctive traits in India ─ a rural district in the developed state of Maharashtra and an urban district from the underdeveloped state of Madhya Pradesh. The book delves into the dynamics of district administration by breaking down the processes further and mapping the role of the district magistrates on the UNDP competency framework. Given the changing scope and challenges of public service, this comparative analysis of the two districts would provide insights into district administration and would be of significant relevance to administrators and management professionals across the globe in assessing their effectiveness. The book provides an eclectic framework for public administration from an overall sustainability perspective
This book explains how to bring about institutional change and foster new institutional structures (institution building) by resolving power inequities in a rural ecosystem in India, and advocates the identification of an appropriate institutional champion to make this happen. The book develops a power-asymmetry-based framework and argues that a champion with the right attributes and the 'ability’ to 'convene' people over a social issue can only succeed if he/she can resolve or reduce the deep-rooted societal power asymmetries within that community. It also presents four case studies that indicate how such social change is typically spread over a long period of time.
Indian firms have grown explosively over the last two decades since India adopted wholesale neo-liberal policies in 1991. Nayak attributes the expansion of these Indian firms and their multinational businesses to the owners' ability to manoeuvre and mould key agents in the external environment rather than to the internal management of the firm.
Indian firms have grown explosively over the last two decades since India adopted wholesale neo-liberal policies in 1991. Nayak attributes the expansion of these Indian firms and their multinational businesses to the owners' ability to manoeuvre and mould key agents in the external environment rather than to the internal management of the firm.
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