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Is the Indian Administrative Service (IAS) still the most appropriate institution to govern twenty-first-century India? Should a cadre of generalists head organizations as complex and diverse as industrial units; museums and rural development boards? If it had to be replaced; what is the best alternative? Drawing on his experience of thirty-six years in the IAS; Bhaskar Ghose addresses these and other major questions regarding the role; relevance and effectiveness of India’s long-established but often controversial system of state administration in The Service of the State. Ghose argues forcefully that the IAS is still the best option and one moreover that substantially fulfils its functions—and fulfils them well. Though its once sterling reputation has been tarnished by allegations of corruption; political subservience and declining standards of efficiency; there are still sufficient numbers of dedicated public servants. These administrators; spanning diverse social backgrounds; seniorities and regional profiles; draw on established traditions of duty and of cooperation within the service to deliver—to the best of their ability and often in the face of considerable odds—the goods of development. This reflective and luminous memoir is not only a portrait of a lifetime’s service to the state; it is also a timely and persuasive argument for a system of governance that has had a critical impact on India since Independence.
The national cinemas of Czechoslovakia and East Germany were two of the most vital sites of filmmaking in the Eastern Bloc, and over the course of two decades, they contributed to and were shaped by such significant developments as Sovietization, de-Stalinization, and the conservative retrenchment of the late 1950s. This volume comprehensively explores the postwar film cultures of both nations, using a “stereoscopic” approach that traces their similarities and divergences to form a richly contextualized portrait. Ranging from features to children’s cinema to film festivals, the studies gathered here provide new insights into the ideological, political, and economic dimensions of Cold War cultural production.
Street level discretion -- Three pathologies: the indifferent, the enforcer, and the caregiver -- A gymnastics of the self: coping with the everyday pressures of street-level work -- When the rules run out: informal taxonomies and peer-level accountability -- Impossible situations: on the breakdown of moral integrity at the frontlines of public service
This book is concerned with the civil services of the United Kingdom, examining their characteristics and trends since 1970. It provides a map of the British civil service beyond Whitehall, giving an individual country-by-country analysis of the civil services of the UK. It considers the implications of the changing nature of the civil services for our understanding of British governance, especially in the context of the public sector management reforms of the 1980s and 1990s and the impact of constitutional change (chiefly devolution) since 1998. Given that devolution has been characterized as a process rather than an event, the book brings to bear evidence of how existing longstanding differences within some parts of British public administration may come to be replicated elsewhere in the UK. The authors also explore two controversial propositions. First they ask whether Britain is moving from the unitory, strong executive of the 'Westminster model' to a 'differentiated polity' characterized by institutional fragmentation. Second, they consider whether an unintended consequence of recent changes is a 'hollowing out of the state'. Is the British executive losing functions downwards to devolved governments and special-purpose bodies and outwards to regional offices and agencies with a resulting loss of central capacity? Substantial empirical data (both quantitative and qualitative) has been amassed here in order to give answers to these questions. Decentralizing the Civil Service assesses the UK's changing civil services in the wake of two decades of public sector management reforms and New Labour's constitutional reform programme, most notably devolution to Scotland, Wales and Northern Ireland. This assessment has significant implications for how we view governance in the UK.
This book reveals how to implement effective service-learning programs and contains myriad examples of successful efforts across multiple disciplines. The book focuses on service-learning with government partners, such as city councils, school districts, and public agencies however the lessons are easily transferable to service-learning courses with businesses and not-for-profit organizations. Taking a unique approach, the book offers comprehensive look at all of the constituencies served by service-learning, including, teachers and students, government agencies as community partners, higher education administrators, and community citizens.
In the past ten years, Canadians have witnessed a renaissance in the delivery of government services. New service organizations are cropping up across the country and accomplishing extraordinary things. Efforts are being made to consult citizens on how to improve and integrate services. Considerable resources are being invested in measuring and showcasing performance improvement. This book probes the central dimensions of service reform efforts from a variety of perspectives and answers some pressing questions: How can we make better decisions about service delivery? How should we measure service delivery performance? How should we engage users of government services? How can we create a service culture? How can we use the internet more effectively? Approaching service delivery as not merely technical but inherently political and controversial, the authors look beyond the rhetoric to see what has actually been achieved and what obstacles confront further improvements.
"The United States Code is the official codification of the general and permanent laws of the United States of America. The Code was first published in 1926, and a new edition of the code has been published every six years since 1934. The 2012 edition of the Code incorporates laws enacted through the One Hundred Twelfth Congress, Second Session, the last of which was signed by the President on January 15, 2013. It does not include laws of the One Hundred Thirteenth Congress, First Session, enacted between January 2, 2013, the date it convened, and January 15, 2013. By statutory authority this edition may be cited "U.S.C. 2012 ed." As adopted in 1926, the Code established prima facie the general and permanent laws of the United States. The underlying statutes reprinted in the Code remained in effect and controlled over the Code in case of any discrepancy. In 1947, Congress began enacting individual titles of the Code into positive law. When a title is enacted into positive law, the underlying statutes are repealed and the title then becomes legal evidence of the law. Currently, 26 of the 51 titles in the Code have been so enacted. These are identified in the table of titles near the beginning of each volume. The Law Revision Counsel of the House of Representatives continues to prepare legislation pursuant to 2 U.S.C. 285b to enact the remainder of the Code, on a title-by-title basis, into positive law. The 2012 edition of the Code was prepared and published under the supervision of Ralph V. Seep, Law Revision Counsel. Grateful acknowledgment is made of the contributions by all who helped in this work, particularly the staffs of the Office of the Law Revision Counsel and the Government Printing Office"--Preface.
Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.