Reports
Industry: Public administration
Length: 20p
Subjects covered: Communication, Organizational behavior, Influence, Leadership, Change management, Complacency, Conflict management, Collaboration, Turnarounds
Publication Date: August 24, 2018
Description:
CV Anand, a senior officer of the Indian Police Service (IPS) was assigned to lead the Food and Civil Supplies Department in the state of Telangana, India by the Chief Minister - the top political executive of the state. Since the role involved policy making and implementation relating to procurement and processing of grains, transportation and distribution to the poorer sections of the society, this was a highly unusual role assignment for an IPS officer. The organization had the responsibility of procuring food grains from farmers at minimum support price, and then after rice milling, arranging distribution to lower income population needing rice at subsidized rates. Anand observed a culture of ritualistic decision making, political power plays, and shortage of talent leading to the neglect of key aspects. The funds crisis had arisen due to non-receipt of dues and there were mounting interest charges. Certain parties were exploiting the system and getting away with it. There were archaic procedures, and corruption at different levels. Anand initiated multiple initiatives in the areas of: organizational aspects, technology and systems. He made conscious efforts to mobilize support. With passion, persistence and hard work, different stakeholders were influenced. Time, energy and commitment were allocated to high leverage activities. Within a year of assuming leadership, the result of turnaround was evident - the funds crisis had eased, bulk of leakages had been plugged and the system had become responsive to the needs of its key stakeholders - the farmers and the needy beneficiaries. Anand knew that he was on a short-term deputation and that he would be transferred to another assignment in the following six to eight months. He was concerned about what he should do in the remaining months to ensure that the changes stick and are not leader-dependent for their continuation.
Learning objective:
Understand the functioning of an government organization involved with supporting the underprivileged population; Examine the factors that lead to ritualistic decision making, helplessness and ineffectiveness in the face of self-serving behavior and political power plays; Explore different actions that can lead to a successful turnaround of an organization; Explore processes that lead to overcoming indifference and fostering ownership; Examine the key role of influence and conflict management.
The country’s Female Labour Force Participation Rate (FLFPR), was at its peak in 2005, at 36.8%, and has been declining ever since. It was only 26.9% in 2018 – the lowest among all the G20 countries except Saudi Arabia. In comparison, the world average FLFPR is higher, at approximately 48.5%, Brazil’s is 53.08%, Russia 56.31%, China 60.87% and South Africa 47.9%.
To analyse and identify the gaps, areas of improvement, and the measures to increase the
participation of women in the workforce, we have attempted a comprehensive study involving the NSDC’s training partner eco-system and trainees under the government-funded and fee-based skilling programmes, skilling experts, working women and have also assessed the corporate sector’s contribution to women-centric programs through their Corporate Social Responsibility initiatives. Overall, this study assesses the impact these skilling initiatives have had on the employability of women in India.
In India, urbanisation is a rapidly growing trend fuelled by the government’s emphasis on the manufacturing and services sectors as engines of growth and the transition thereof to these sectors from agriculture. As per the 2011 census report, more than 600 million Indians will be living in urban areas by 2031, and the contribution of urban India to her GDP is expected to rise from 52% in 2011 to 75% in 2031. Yet, the current state of infrastructure, human capital and services in Indian cities is an important constraint in accommodating the pace of urbanisation. A plan for rapid development of 100 smart cities by the Government of India intends to address this challenge. A smart city is commonly defined as one that leverages technology to integrate and optimise its limited resources towards better habitability, sustainability and citizen empowerment. But there is limited understanding of how technology-enabled solution(s) will help a city evolve into safe, secure, and efficient urban cities. After all, one solution would not fit all regions.
For full content, please contact Mridula_Anand@isb.edu
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