1. DR. SOMA GHOSH ASSOCIATE PROFESSOR, DEPTT. OF POLITICAL SCIENCE SAROJINI NAIDU COLLEGE FOR WOMEN Email- sssrcg2000@yahoo.co.insssrcg2000@yahoo.co.in

2. context In the 20th century the “ Administrative State ” started acting as the accelerator for economic & social changes. Public Administration was to act in a way to embrace daily life of the individual as well as the community. 2

3. Reasons for the Amplification of State Function Growth of industrialization and urbanization A shift from individualism to social welfarism 3

4. 4 ● Two World wars ● Two World wars ● Resulting emergence of international institutions - the World Bank, the IMF advancing the elite ideology of neo-liberal economics. ● Resulting emergence of international institutions - the World Bank, the IMF advancing the elite ideology of neo-liberal economics. ● Increase in population ● Increase in population

5. Transformation in the functions of public administration Emergence of ‘Great Society’ Emergence of ‘Big Government’ in almost all industrialized & advanced nations. 5

6. Advent of Thatcherite Ideology of New Managerialism in 1980s Marketization of the state's governing and administrative practices Transformation of public service individuals into 'entrepreneurial subjects' 6

7. The state became the enthusiastic adopter of a 'Public Choice' approach to the public sector. The adaptation of the machinery of state to the mission of 'entrepreneurial governance'. 7

8. Shifting the balance of incentives from input to output Contracting out of services 8

9. Changing Role of Administration Civil servants to abandon the principles of political impartiality‘ A more 'agency-driven' style of functioning Creation of a climate favourable to 'entrepreneurialism'. 9

10. Aims of Managerialism Practising 'entrepreneurial subjects‘ Fostering certain 'capacities‘ ‘Culture-change‘ fitted to the concept of 'free-market‘ Consumer-focused 'governance' 10

11. 'Entrepreneurial governance’ promoting competition between service providers Favouring the shift from bureaucracy to 'community’ Focus not on inputs but on outcomes (delivery) redefining clients as consumers 11

12. Decentralisation of authority through 'participatory management' Preferring market mechanisms to administrative ones 12

13. 'To govern better the state is to govern less but more "entrepreneurially"' 13

14. District Administration To Act Positively In Capacity Building Information, experience and knowledge sharing Clarification of concepts Promotion of dialogue 14

15. Expected Role Of The District Administrators The administrators have to be a moral leader, mediator and coordinator than mere issuer of orders tactician as they have to take up heavy political pressure to act as an agent of change. 15

16. E-learning Dear students For academic queries contact through email given below: sssrcg2000@yahoo.co.in DR. SOMA GHOSH

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