| Aspect | Administration of Development | Development of Administration |
| Definition | Implementing developmental programs for socio-economic transformation. | Reforming and strengthening of administrative capabilities. |
| Activities | Includes planning, implementation, monitoring, and evaluation of development projects and programs. | Institutional reforms, capacity building, training, and modernization of administrative systems. |
| Importance | Essential for achieving developmental objectives. | Crucial for effective support of development efforts. |
| Examples | Implementing poverty alleviation programs, infrastructure development projects, education initiatives, etc. | Mission Karmyogi, JAM trinity etc |
Development Administration: It is the direct government-led effort to bring about rapid socio-economic change in developing nations via plans, policies, programs, and projects.
- According to George Gant , it is characterized by its ‘purposes’ (socio-economic progress), its ‘loyalties’ (accountable to the people), and its ‘attitudes’ (positive, persuasive and innovative approach).
- It encompasses two interconnected and mutually dependent aspects: 1) Administration of development: Managing programs aimed at socio-economic transformation. 2) Development of administration: Enhancing and reforming administrative capabilities.
| Aspect | Development Administration | Traditional Administration |
| Orientation | Change-oriented | Status quo-oriented |
| Nature | Dynamic and flexible | Hierarchical and rigid |
| Emphasis | Goal achievement (effectiveness) | Economy and efficiency |
| Approach | Decentralization | Centralization |
| Innovation | Creative and innovative | Resists organizational change |
| Administrative Style | Democratic and participative | Authoritative and directive |
However, the development administration hasn’t significantly altered the conditions of developing nations.
Reasons for Marginal Performance:
- Colonial legacy: Centralized and elitist administrative systems.
- Authority concentration: Limited delegation and top-down control.
- Lengthy procedures: Hindered by bureaucratic delays.
- Lack of skilled personnel: Shortage of experienced administrators and technocrats.
- Corruption: Institutionalized and pervasive, hindering development efforts.
- Traditional attitudes: Resistance to modernization and participatory initiatives.
- Coordination issues: Poor relationships between generalists and specialists.
- Poor organization: Inefficiencies in public enterprises and government agencies.
- Resource constraints: Insufficient finances and materials for development projects.
Addressing these challenges requires comprehensive reforms in governance, enhancing administrative capabilities, and improving financial resources.
Development Administration: It is the direct government-led effort to bring about rapid socio-economic change in developing nations via plans, policies, programs, and projects. → Administration of Planned change.
- According to George Gant , it is characterised by its ‘purposes’ (socio-economic progress), its ‘loyalties’ (accountable to the people), and its ‘attitudes’ (positive, persuasive and innovative approach).
- {It encompasses two interconnected and mutually dependent aspects: 1) Administration of development: Managing programs aimed at socio-economic transformation. 2) Development of administration: Enhancing and reforming administrative capabilities.}
Features of Development Administration :
- Change- Orientation rather than maintenance of status-quo
- Goal- Orientation to utilise resources properly
- Commitment – High morale and motivation.
- Client orientation – Meeting specific target group needs like small farmers, children etc.
- Temporal dimension – completing development programmes within a time limit
- Citizen- Participatory orientation – Involving the public in programs (bottom up approach).
- Innovativeness- Improving administrative structures for the effective realisation of developmental goals.
- Ecological perspective – Considering social, economic and political environmental factors
- Effective coordination – Coordinating specialized units
- Responsiveness – responding to popular needs and demands.
However, the development administration hasn’t significantly altered the conditions of developing nations.
Reasons for Marginal Performance:
- Colonial legacy: Centralized and elitist administrative systems.
- Authority concentration: Limited delegation and top-down control.
- Lengthy procedures: Hindered by bureaucratic delays.
- Lack of skilled personnel: Shortage of experienced administrators and technocrats.
- Corruption: Institutionalized and pervasive, hindering development efforts.
- Traditional attitudes: Resistance to modernization and participatory initiatives.
- Coordination issues: Poor relationships between generalists and specialists.
- Poor organization: Inefficiencies in public enterprises and government agencies.
- Resource constraints: Insufficient finances and materials for development projects.
Addressing these challenges requires comprehensive reforms in governance, enhancing administrative capabilities, and improving financial resources to enhance the effectiveness and efficiency of development administration initiatives.
