Management of Services

By. Prof. Swati Dixit

Services Marketing
 What is a Product?
• Anything that can be offered to a
market for attention, acquisition, use,
or consumption and that might satisfy a
want or need.

– Includes: Goods, services, events,

persons, places, organizations, ideas, etc.
 What is a Service?
“A form of product that consists of activities, benefits, or
satisfactions offered for sale that are essentially intangible
and do not result in the ownership of anything.”

“Services are deeds, processes, and performances”.

- Valarie Zeithaml & Mary Jo Bitner
 The Nature of A Service
• A service firm, unlike a manufacturing firm
• It does not manufacture but rather
performs something for the customer.
• It delivers an experience that is intangible,
variable, inseparable and imperishable in
nature
s
 Intangibility:
Intangibility
Difficult to sample and to
evaluate
Cannot be seen ,tasted, smelled,
heard or felt
 Implications of Intangibility

Services cannot be inventoried

Services cannot be patented
Services cannot be readily displayed or
communicated
Pricing is difficult
 Variability

• The quality of the service depends on who

provides them ,when , where and how.

The quality of the service

depends on who provides
them ,when , where and how.
 Strategies for Variability
• customer surveys and feedback
• training in interpersonal and technical skills
• provide product knowledge
• use standardisation strategies
– franchising, scripts
• build quality into all processes
 Inseparable
• simultaneous production and consumption
• the service provider is the product

the customer is involved

(partial employee)

other customers may be present

 Strategies for inseparability
• manage the service encounter
– scripts and roles
– front-line staff need both technical and interpersonal
skills (recruit & train)
• manage customer interactions
• manage the physical evidence
• develop customer service policies and service recovery
procedures
 Perishable

• services cannot be stored

• need to manage supply and demand
 Implications of Perishability

 It is difficult to synchronize supply and

demand with services
 Services cannot be returned or resold
 How can demand be managed?
• accurate demand forecasting
• develop off-peak and on-peak strategies
• use reservation systems and differential
pricing
• employ part-time staff
• extend hours of operation
• Provide self-service options (i.e. ATMs,
internet banking)
Services Marketing Mix
 Traditional Marketing Mix

• All elements within the control of the firm that

communicate the firm’s capabilities and image to
customers or that influence customer satisfaction with the
firm’s product and services:
– Product
– Price
– Place
– Promotion
 An expanded marketing mix for
services
Marketing Mix

Product
People (service)
Process

Place &
Place,
Time
Customers
Customer
Customers Price
Price
s

Promotion

Physical
evidence
Expanded Marketing Mix for Services
People
– All human actors who play a part in service
delivery and thus influence the buyer’s
perceptions: namely, the firm’s personnel, the
customer, and other customers in the service
environment.

customer
service employees
other customers
 Physical Evidence

– The environment in which the service is

delivered and where the firm and customer
interact, and any tangible components that
facilitate performance or communication of
the service.

•atmosphere
decor, music etc.
•equipment
•facilities
•uniforms
Process
– The actual procedures, mechanisms, and flow
of activities by which the service is delivered—
the service delivery and operating systems.

service delivery systems

•back stage
•front stage
procedures
policies
 Three Types Of Service Marketing
• Internal Marketing
• External Marketing
• Interactive Marketing
 Challenges for Services Industry
• Defining and improving quality
• Communicating and testing new services
• Communicating and maintaining a consistent image
• Motivating and sustaining employee commitment
• Coordinating marketing, operations and human resource
efforts
• Setting prices
• Standardization versus personalization
Civil Services in India
 Civil Services
• The Civil Service helps the Government of the day to develop
and deliver its policies as effectively as possible.
• The Civil Service incorporates three types of organisations –
departments, agencies, and non-departmental government
bodies (NDPBs). We work in a wide range of areas that touch
on everyone’s day-to-day lives, such as education, health and
policing.
• Because our organisations deal with so many different aspects
of government, civil servants work in an enormous variety of
roles.
 Civil Service values
 

1. The Civil Service is an integral and key part of the government. It

supports the Government of the day in developing and implementing
its policies, and in delivering public services. Civil servants are
accountable to Ministers, who in turn are accountable to Parliament.
 
2. As a civil servant, you are appointed on merit on the basis of fair and
open competition and are expected to carry out your role with
dedication and a commitment to the Civil Service and its core
values: integrity, honesty, objectivity and impartiality. In this Code:

•  ‘integrity’ is putting the obligations of public service above your

own personal interests;
 
• ‘honesty’ is being truthful and open;

  
 
• ‘objectivity’ is basing your advice and decisions on
rigorous analysis of the evidence; and
 
• ‘impartiality’ is acting solely according to the merits of
the case and serving equally well Governments of
different political persuasions.
 
3. These core values support good government and ensure
the achievement of the highest possible standards in all
that the Civil Service does. This in turn helps the Civil
Service to gain and retain the respect of Ministers,
Parliament, the public and its customers.
 Civil Services in India
• The Indian Civil Service serves as the backbone of India and
carries great respect and responsibilities.

About Civil Services

• Indian Administrative Service

• India Foreign Service
• Indian Police Service
 Group A
• Indian P & T Accounts & Finance Service
• Indian Audit and Accounts Service
• Indian Customs and Central Excise Service
• Indian Defence Accounts Service
• Indian Revenue Service
• Indian Ordnance Factories Service (Assistant Works Ma
nager, non-technical)
• Indian Postal Service
• Indian Civil Accounts Service
• Indian Railway Traffic Service
• Indian Railway Accounts Service
• Indian Railway Personnel Service
• Posts of Assistant Security Officer in Railway Protection Force
(RPF)
• Indian Defence Estates Service
• Indian Information Service (Junior Grade)

Group - B
• Railway Board Secretariat Service (Section Officer's Grade)
• Armed Forces Headquarters Civil Service (Section Officer's
Grade)
• Customs Appraisers' Service
• Delhi, Andaman & Nicobar Islands, Lakshadweep, Daman &
Diu and Dadra & Nagar Haveli Civil Service and Police
Service
• Pondicherry Civil Service
 Duties and functions of PSC
• It shall be the duty of the Union and the State PSC to conduct
examination for appointments. If requested by two or more states
it shall be obligatory on the Union PSC to assist them in devising
of Joint recruitment for services requiring special qualifications.
The Union or State Commissions must be consulted:

1) On all matters relating to methods of recruitment to civil posts.

2) On the principles to be followed in making appointment,

promotions and transfers and the
    suitability of candidates.

 
• 3) On disciplinary matters affecting a person in service under
the Central or State Govt.
4) On any claim by such a person for the costs incurred in
defending legal proceedings instituted
    against him in respect of acts done or purporting to be done
in the execution of his duty.
5) On any claim for compensation in respect of injuries
sustained by a person while serving the Govt.

• In all above matters it shall be the duty of the Commission to

advice. However, the President and the governors make
regulations specifying the matters in which, either generally or
in any particular circumstances the Commission may not be
consulted (Art. 203). The functions of PSC are only advisory
and the constitution has nor provision to make it obligatory
upon the Govt. to act, upon the advice of the Commission in
any cases.
Consultation with the Commission on the above matters is
obligatory except to the extent specified in the Arunachal
Pradesh PSC (Limitation of Functions) Regulations. 1988 as
amended from time to time.

Additional Functions under Art. 321:-

Additional functions may be assigned to the Union and State

PSC by an act of Parliament and State Legislature (Art.321).

Salaries and Allowances:-

The expenses of the Union or a State PSC, and the salaries,

allowances of its members are charged on the consolidated
Fund of India or State, as the case may be (Art.322). 
 RECRUITMENT TO VARIOUS
SERVICES AND POSTS
• Under Article 320 of the Constitution of India, the
Commission are, inter-alia, required to be consulted on all
matters relating to recruitment to civil services and posts.
•  
• RECRUITMENT is made by one of the following three
methods:
• Direct Recruitment;
• Promotion; and
• Transfer
• DIRECT RECRUITMENT is conducted broadly under the following
two methods:
• Recruitment by competitive examination.
• Recruitment by selection through interview.

RECRUITMENT BY COMPETITIVE EXAMINATION

Under the Constitution one of the functions of the Commission is
to conduct examinations for appointment to Civil Services/Posts
of the Union. In addition, competitive examinations are also held
by the Commission under arrangements with the Ministry of
Defence for entry to certain Defence Services, through the
National Defence Academy, Indian Military Academy, Naval
Academy, Air Force Academy and the Officers Training Academy.
•  
• The Commission usually conducts over a dozen examinations
every year on an all India basis. These include Examinations
for recruitment to services/posts in various fields, such as
Civil Services, Engineering, Medical and Forest Service, etc.
• For an overview of examinations regularly held by the
Commission. See "Overview of Examination" under this
Chapter.
• At present the Union Public Service Commission conduct their
examinations at numerous venues spread over 42 regular
centers throughout the country
RECRUITMENT BY SELECTION

Recruitment by Selection is made by the following methods:

• By Interview Only
• By Recruitment Test Followed By Interview

BY INTERVIEW ONLY
• Where the number of applicants is very large, it is not
practicable to call for Interview all the applicants who fulfill
the minimum eligibility conditions prescribed. The
Commission, therefore, shortlist the candidates to be called for
the interview on the basis of certain pre-determined criteria
related to the job. A large number of recruitment cases is
handled by the Commission by the method (1) above.
BY WRITTEN TEST FOLLOWED BY INTERVIEW

In this category, there are two types of procedure followed:

• An objective-type written and/or practical test to test the skill

of the candidates followed by Interview, the final selection
being decided by Interview, aided by the performance of the
candidates in the written test and/or practical test.

• An objective-type written and/or practical test to screen

candidates to be called for interview, the final selection being
decided by Interview only.
 
Appointment By Promotion And Transfer On
Deputation/Transfer

• In accordance with the procedure decided by the

Government, in consultation with the Commission, Chairman
or a Member of the Commission presides over the
Departmental Promotion Committee Meetings to consider
promotions from Group B to Group A and from one grade to
another within group A, where promotion is to be made by
Selection.
• Deputation
The Recruitment Rules for a number of posts provide for
appointment by Transfer on Deputation (including short term
contract) and Transfer. When the field of consideration
consists of Central Government as well as State Government
officers, prior consultation with the Commission is necessary
for selection of an officer. When the file for consideration is
made more broad-based and consists of not only Central/State
Government officers but also officers from Non-Government
Institutions, the selection has to be made in consultation with
the Union Public Service Commission.
• Indianisation of the superior Civil Services became one of the
major demands of the political movement compelling the British
Indian Government to consider setting up of a Public Service
Commission for recruitment to its services in the territory.
• The first Public Service Commission was set up on October 1st,
1926. However, its limited advisory functions failed to satisfy the
people’s aspirations and the continued stress on this aspect by
the leaders of our freedom movement resulted in the setting up
of the Federal Public Service Commission under the
Government of India Act 1935.
• Under this Act, for the first time, provision was also made for the
formation of Public Service Commissions at the provincial level.
 
• The Constituent Assembly, after independence, saw the need
for giving a secure and autonomous status to Public Service
Commissions both at Federal and Provincial levels for
ensuring unbiased recruitment to Civil Services as also for
protection of service interests.

• With the promulgation of the new Constitution for

independent India on 26th January, 1950, the Federal Public
Service Commission was accorded a constitutional status as
an autonomous entity and given the title – Union Public
Service Commission
 Training in Civil Services
• Training in Government shall strive to achieve the following
objectives:   Keeping up-to-date and enhancing professional
knowledge and skills needed for better performance of
individuals and organizations;   Promoting better
understanding of professional requirements as well as
sensitization to professional, socioeconomic and political
environment in which work is done; and   Bringing about
right attitudinal orientation.  
 TRAINING CONCERNS
Social and political ambience is subject to constant change.
The Government machinery would have to be continuously
attuned to the changing needs. Training programmes for the
Civil Services would, therefore, focus on:
(a) Responsiveness:   to the challenging democratic needs and
expectations of the citizens and organisational and
technological developments.  
(b) Commitment:   to democratic values and concept of
partnership and participative decision making.  
(c) Awareness:   of technological, economic and social
developments  
(d) Infusion of scientific temper.
(e) Accountability:  to ensure high performance in every
professional field and cost effective methods of delivery.  
 TRAINING FOR ALL
• Training would be imparted to all rungs of the Civil Services
starting from the lowest and cutting-edge to the highest in
policy making.
•   For the purpose of appropriate training design, the Civil
Services shall be divided into the following three levels:
•   The lowest level functionaries, that is operative at the
cutting edge, who are mostly members of the Group 'D'
services and the lower stages of Group 'C' services;
•   The supervisory levels and the middle
management/administrative level; (they are mostly
members of the Group 'B' services, but also shade off into
higher stages of Group 'C' at one end and the lower stages of
Group 'A' at the other); and 
• Group 'A' services and All India Services comprising the
administration/ management level.
•   Training programmes of functionaries at the cutting edge
shall address themselves to functional skill and attitudinal
orientation. For the middle level, training shall contribute to
enhancement of professional knowledge, understanding and
skill as also to widening professional outlook. For the higher
Civil Services, besides offering stimuli for expansion of the
mental horizon and attainment of professional excellence,
training shall also endeavor to sharpen perception of
interrelatedness of issues. For the top levels of the higher
Civil Services, training shall also be aimed at intellectually
and professionally equipping the members for holding
positions that involve policy analysis, strategic planning and
policy formulation.
 FRAMEWORK FOR TRAINING
• All categories of Civil Servants shall receive:  
•  (a) induction training at time of entry into service; and
•  (b) in-service training at suitable intervals in their career.    
• Attendance in training programmes shall be prescribed as a
mandatory exercise with possible linkages with career
progression.    
• For organised higher Civil Services, career span-specific
training programmes in each progressive decade of service
shall be imparted to provide scope for competence building.
   
• In order to improve the effectiveness of personnel at
different levels and different sectors, area specific short-
term skill upgradation/sensitisation programmes shall
invariably be formulated by Ministries and Departments and
specifically targeted to personnel holding specific jobs.
  
• At the time of movement of personnel from Group 'D' to
Group 'C', Group 'C' to Group 'B' and Group 'B' to Group 'A',
officers shall receive training for specific orientation an
competence building. For this purpose, a well-structured
detailed programme and Action Plan shall be worked out by
each Ministry/Department/Organisation
• Personnel recruited to isolated posts and specialists shall
receive training to improve their capabilities of general
management outside their chosen area of specialisation.  
 
• The in-service training programme for Group 'C' & 'D'
expected at the time of movement to a higher Group may be
provided in situ or through distance learning methods.
 
• Training programmes will be specifically designed to meet
the requirements of the target group by the Organisation in
consultation with the institutions/consultants/experts.
 
• Every Organisation shall conduct preparatory exercises like
analysis of its goals and objectives, training needs analysis,
job analysis, etc. with a view to determining whether the
training intervention needs to be preceded, accompanied by
or succeeded by one or more non-training interventions.
Such an exercise will also enable development of
appropriate criteria for measuring individual and
organisational performance, an essential pre-requisite for
the launching of an effective training programme.

•   As possession of the right attitude plays a pivotal role in

improving the performance levels of individuals, by
contributing to formation of commitment in them, training
programmes aimed at creating self awareness as well as
team building within the Organisation shall be given utmost
importance by every Organisation.
 TRAINING INFRASTRUCTURE
• All Cadre Controlling Authorities shall endeavor to develop
suitable infrastructure for induction and in-service training
at the cutting edge and middle levels. Use of distance
learning methods and in situ training shall be encouraged.
Increasing use shall be made of Non-Government
Organisations of training of Civil Servants at lower levels.
•   Training institutions, experts and resource persons shall be
increasingly formed into a network for flexibility in the use
of human and material resources.
•    
• Training institutions under the Government shall be permitted
to diversify their training-related activities to cater to the
increasing requirements of organisations and functional groups
in and outside the Government so as to enable them attain a
large measure of self-reliance.
•   Utmost care shall be exercised in selecting trainers. Efforts
shall be made for evolving systems for identifying trainer-
potential.
•   Department of Personnel and Training shall set up a workable
system for evaluation of training institutions, without impinging
adversely upon their professional autonomy.
•   Periodic opportunities for development of knowledge -and
skills in relevant areas shall be provided to trainers through
training programmes in institutions of excellence.
 
• A Trainer Staffing Scheme shall be operationalised, whereby
Department of Personnel & Training shall maintain panels of
trainers and potential trainers identified on the basis of
scientific system
•   The concept of "once a trainer always a trainer" shall be
developed under which expertise developed as a trainer
shall be used even after he returns to his line department,
either within the Organisation or by allowing him to go as
resource person to outside institutions.
•   With a view to promote harmony between participants,
training events and trainers, a system for concurrent
monitoring shall be operationalised. Similarly, with a view to
avoid mismatch between organisational objectives and
training objectives, comprehensive evaluatory exercises
shall be undertaken after a time lag.
 OVERSEAS TRAINING
•  Overseas training shall be entirely need-based and shall
predominately aim at drawing lessons from successful cross-
country experiences. Only institutions which are reservoirs
of knowledge and database on relevant experiences shall be
used.
•   The practice of funding most of the overseas training
programmes through multilateral aid schemes shall be
continued. With a view to maximise gains from overseas
training, adequate pre-training preparation and post-
training follow-up shall be arranged.    
 IN HOUSE EXPERTISE
•   There will be a conscious attempt to draw on expertise and
insight gained by Civil Servants in the course of their career.
Involvement of Civil Servants in undertaking specific research
and studies with a view to formulating new policy initiatives
or evaluation of ongoing projects and programmes would be
promoted and necessary facilities for study leave or
sabbatical to enable Civil Servants to engage themselves in
such tasks, identified and approved by competent
authorities, would be provided.

•   Documentation of specific initiatives of Government and

analysis of policies would be permitted by encouraging Civil
Servants to take up such assignments at the specific instance
of competent authorities.    
Local Administration
 Learning objective
• Evolution of the Indian administrative system
• Constitutional framework.
• Union Government administration
• State Government administration.
• District administration
• Local administration
– Urban bodies
– Rural bodies-Panchayat raj
• Five decades of administrative reforms in India
• The second administrative reforms commmission.
 Evolution of the Indian administrative
system
• The public administrative system in India has a long history.
Kingdoms existed in India several hundred years B.C.
• In the earlier era the civil servants performed the role of
servants of the king. (Kautilya’s Arthshastra describes the
civil service of those days and lays down various norms 300
B.C. to 1000 A.D)
• During the medieval period they became State servants. The
land revenue system was established during the Moghul
period.
• The East Indian Company has a civil service to carry out
their commercial functions.
• During the British rule they started as servants to the Crown,
but gradually they started becoming ‘Public Servants’. The
British government set up the Indian civil service, primarily
with the objective of strengthening the British administration
in the UK.

• In this period the role of the civil services was to further the
British interest, and the role was totally regulatory. Later on
they assumed development roles also

• After the coming into force of the Constitution, the public

services as we see today came into being.
 The existing administrative system
in India
• The civil service system is the backbone of the
administrative machinery of the country.
• The civil service system in post-independent India was
reorganised.
• At the central level, the civil services include the All-
India services, namely the Indian Administrative Service,
the Indian Forest Service, and the Indian Police Service.
• There are various central services like the Indian Income
Tax Service, Indian Railway Services etc.
• There are three tiers of administration-Union
Government, State Governments and the Local
governments.
• The State Governments have their own set of services.
 The hallmarks of civil services in
India

• Constitutional protection.
• Political neutrality.
• Permanency.
• Annonymity
• Recruitment based on merit. Done by a
Constitutional Authorities-the Public Service
Commissions.
The administrative structure of the Government of India
(The roles of the various Ministries are defined as per the Rules of Business)

President

Vice President

Prime Minister
Council of Ministers

Minister Minister Minister

Secretary

Additional Secretary

Joint Secretary
The administrative structure of the State
Governments.

Governor

Chief Minister
Council of Ministers

Minister Minister Minister

Secretary

Additional Secretary

Joint Secretary
 District Administration
(District is a unit of administration, on an average a district has a population of about 2
million)

District Collector

Regulatory Administration Development administration

Law and order

Land administration

Tax collection

Coordination
 Local self governments (Urban)
• Big cities have –City Corporations.
• Cities have –City Municipal Committees.
• Towns have- Town Municipal Committees.

• All these are elected bodies. Administration is carried

out by an appointed Chief Executive who is
answerable to the elected bodies.
• Their main role is to provide civic amenities to the
citizens.
Their main source of revenue is local tax, and funds
received from the State Government.
 Local self governments (Rural)
The Panchayats

Zila Parishads At District level

Block Panchayats At Block Level

Village Panchayats
For a group of
villages
Gram Sabhas
All adult members of
a village

Their main role is to function as a local self government

They provide civic amenities
They carry out Developmental works.
 Major developments impacting
administration
• Globalisation.
• Increasing disparities.
• Transformation of the world into a global village.
• Deregulation and privatization trends.
• Increasing awareness about human rights.
• State formerly interventionist, producer, regulator and
seller now called upon to be a facilitator, promoter, and
partner.
• Emergence of powerful technological solutions-computers
and IT.
• Increasing expectations from the Governments to
‘perform’.
 Administrative Reforms in India
The administrative machinery of any country cannot be bereft of its social,
cultural, political and economic conditions. Since independence, India has
witnessed major developments in the social and the economic fields. The
Government today is no longer playing the traditional role of a regulator. Its
role evolved to that of a promoter and then to that of a facilitator and service
provider.

• Administrative reforms have been necessitated

because of:
– Change in the role of the Government.
– Changing environment.
– Rising aspirations of the people.
– Improving efficiency and effectiveness.
 Administrative Reforms in India after
independence
• Several Commissions and Committees have gone into
the subject, and suggested various measures. Major
reforms have been brought about based on the
recommendations of these. Some of the important
studies/reports are as follows:
– Report on Reorganisation of the Machinery of
Government (1949) by Mr. Goplaswami Ayyangar.
• It recommended that the Central Ministries be bunched into
Bureaus.
Administrative Reforms in India after
independence ……(contd)
– The Gorwala Committee appointed by the Planning
Commission.
• It gave a general report on Public Administartion
– Paul H. Appleby submitted two reports on Indian
Administration
• The O & M organisation and the Indian Institute of Public
Administration were set up as a result of the recdommendations.
– The The Committee on Prevention of Corruption was ser
up under chairmanship of Mr. K .Santhanam (MP).
• The Central Vigilance Commission was set up.
 Administrative Reforms in India after
independence ……(contd)
• The First Administrative Reforms Commission
(ARC) was set up in 1966.
• The ARC set up 20 study teams, 13 working
groups and 1 Task Force.
• It gave 20 Reports making a total of 581
recommendations in a period spread over
1966-70
 The First Administrative Reforms
Commission
• It gave Reports on the following subjects:
– Machinery of Government of India and its procedures.
– Personnel Administration.
– Redress of Citizen’s Grievances.
– Centre-State Relations.
– State Administration.
– Administration of Union Territories.
– Machinery for Planning.
– Economic Administration.
– Finance, Accounts and Audit.
– Delegation of Financial and Administrative Powers.
– Railways.
– Post and Telegraph.
– Etc.
 Studies/Reports after the First
Administrative Reforms Commission
• Committee on Rcruitment Policy and Selection Methods
(D.S.Kothari)-1976
• The Commission on Centre-State Relations (Sarkaria)-1983.
• The Fourth Central Pay Commission Report-1986
• The Committee to Review the Scheme of the Civil Services
Examination (Satish Chandra, 1989)
• The Economic Administration Reforms Commission.
• The Fifth Pay Commission (1993)
• Surendra Nath’s Committee Report (2003)
• Committee on Civil Services Reforms.
 The Second Administrative Reforms
Commission
• Constituted on 31st August 2005
• Objective: To prepare a detailed blueprint for revamping the public administration system
• Terms of Reference: The Commission will inter-alia consider the following
• 1. Organisational structure of the Govt. of India.
• 2. Ethics in Governance.
• 3. Refurbishing of Personnel Administration.
• 4. Strengthening of Financial Management Systems.
• 5. Steps to ensure effective administration at the State level.
• 6. Steps to ensure effective District Administration.
• 7. Local Self-Government/Panchayati Raj Institutions.
• 8. Social Capital, Trust and participative service delivery.
• 9. Citizen Centric Administration.
• 10. Promoting e-governance.
• 11. Issues of Federal Polity.
• 12. Crisis Management.
• 13. Public Order.
 The approach of the Second
Administrative Reforms Commission
• A set of subjects is selected by the Commission for study.
• Eminent National Institutions are requested to carry out
studies of the subject and help the Commission.
• The Commission carries out Public Hearings.
• The Commission carries out deliberations with all
stakeholders.
• Detailed consultations with the State Government.
• He Commission carries out field visits in order to assess the
ground realities.
 The first phase
• Four areas have been taken up for study in the first
phase.
• The final recommendations in all these four areas
would be submitted by March 06.
• The four areas are
1. Effective implementation of Right to Information Act.
2. Crisis management
3. Public Order.
4. Implementation of the National Rural Employment
Guarantee Scheme.
Panchayat Raj
• The term ‘Panchayat Raj’ is relatively new, having
originated during the British administration. 'Raj'
literally means governance or government. Mahatma
Gandhi advocated Panchayati Raj, a decentralized
form of Government where each village is responsible
for its own affairs, as the foundation of India's political
system.
• His term for such a vision was "Gram Swaraj" or
Village Self-governance. It was adopted by state
governments during the 1950s and 60s as laws were
passed to establish Panchayats in various states. It also
found backing in the Indian Constitution, with the 73rd
amendment in 1992 to accommodate the idea.
• The Amendment Act of 1992 contains provision for
devolution of powers and responsibilities to the
panchayats to both for preparation of plans for
economic development and social justice and for
implementation in relation to twentynine subjects
listed in the eleventh schedule of the constitution.The
panchayats receive funds from three sources ie, local
body grants, as recommended by the Central Finance
Commission, funds for implementation of centrally-
sponsored schemes, and funds released by the state
governments on the recommendations of the State
Finance Commissions
 ELECTION OF PRAMUKH &
UP- PRAMUKH
• After the process of electing the members is over, the
Panchayat Samiti meets for the purpose of electing
the Pramukh and Up-Pramukh from among the
elected members on a date fixed by the Deputy
Commissioner. Pramukh is vested with the executive
powers of Samiti
 SCOPE OF WORK OF
PANCHAYAT SAMITI
• Promotion of health, safety, education, comfort &
convenience.
• Promotion of social or economic well being of people of
Samiti.
• Construction of new bridges and culvert.
• Maintenance and repair of roads, bridges, culverts or water
sources.
• Laying of new roads.
 FUNCTIONS OF THE EXECUTIVE
OFFICER OF THE PANCHAYAT SAMITI :
The Executive Officer is appointed by the Administrator to aid
and assist the Samiti in its day to day functioning. The duties
and responsibilities of the Executive Officer are to:

(a) lay down the duties and supervise and control offices and
officials of, or holding office under the Panchayat Samiti in
accordance with rules made by the Administrator.
(b) supervise and control the execution of all works of the
Panchayat Samiti.
(c) take necessary measures for the speedy execution of all
works and developmental schemes of the Samiti
(d) have custody of all papers and documents connected with
the proceeding of the meetings of the Panchayat Samitis and
of its committees.
(e) prepare the budget, administrative reports in due time.

(f) be responsible for maintaining the cash book and other books
of accounts.
(g) draw and disburse out of Panchayat Samiti Fund.

(h) inspect works sites for assuring the works in progress and for
giving directions if the works are not carried out according to
sanction.
(i) attend to the complaints relating to the developmental
works in progress and to submit reports there of to the
authority calling for such reports.
(j) visit the sites where works are under taken by individuals who
are granted loan by the panchayats and report to the
competent authority if the loans are misused and to cause
recovery of loan thereof.
(k) attend every meeting of the Panchayat Samiti as also the
meting of the committee and take part in the discussion but
shall have no rights to move any resolution or to vote.

(l) point out if any decision or proposal is violative of or

inconsistent with the provisions of Regulation or any law or
rules or order made towards the functioning of Panchayat or
the substantive Act/Rules.