Compendium of Instructions on Model Code of Conduct
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Strict Compliance of Provisions of Flag Code of India,2002
LADAKH KASHMIR AND HIGH COURT OF JAMMU & To Pr. D&S Judge, Bhaderwah, Ramban, Reasi, Jammu, Srinaga Rajour, Anantnag, Kathua, Samba, Kishtwar, Udhampur, Poonch, Kupwara, Ganderbal, Kulgam, Shopian, Bandipora, Ladakh. Baramulla, Budgam, Pulwama, Kargl, No:3900-31/0loated: /202, of Flag Code of Sub: Strict compliance of the provislons Insults to National ndia, 2002 and the Prevention of Honour Act, 1971- Advisory. Sir, of Advisony As desired I am to enclose here with a copy of India, received from Deputy Secretary to the Government Ministry of Home Affairs (Public Section), North Block, New Delhi- dh 01 with the request to take note of the directions as containedin the Advisory and ensure its implementation. You are also requested to circulate the Advisory among all the Judiclai oficers working under your control for strict implementation of the directions as contained in the Advisory. Encl:Copy of Advisory. Yours faithfully, (Permod Kumar) Joint Registrar (Adm) IMMEDIATE File No. 15/1/2021-Public Government of India Affairs Ministry of Home (Public Section) - 01. New Delhi North Block, 2021 Dated 5th August, To The Chief Secretaries/ Administrators of state Governments / UT Administrations, Al of Government of India,. eeretaries of all Ministries/Departments Code of India, 2002 and compliance of the provisions of Flag Subject: Strictthe Prevention of Insults to National Honour Act, 1971- Advisory. Sir/ Madam, I am directed to say that the Indian National Flag represents hopes and aspirations of the people of our country and hence should occupy a position or nonour, There is universal affection and respect for, and loyalty to, the National 1lag. -
Flag Code of India 2002
, I ··11 I . :•:: <.::;,,):;<~<,~i~~dianNational flag represents tbe hopes and· aspirations of fll~:P~~p~,:dflndia.: It is the symbol of'our national pride. Over the last fi1./e>~~Jej;g¢veraJ people including members of armed forces have. tihgf~qgiitily laid down their lives to keep th~ tricolour flying in its · ftilt:'!19'iy( · . ·:· . · . .The significance of the colours and the chakra in the National Fla:g 'was amply described by Dr. S. Radhakrishnan in the Constituent Assembly which unanimously adopted the National Flag. Dr. ··s. Radhakrishnan explained-e''Bbegwa or the saffron colour denotes renunciation of disinterestedness. Our leaders must be indifferent to material gains and dedicate themselves to their work. The white in the centre is light, the path of truth to guide our conduct. The green shows our relation to son, our relation to the plant life here on which all other life depends. The Ashoka Wheel in the center of the white is the wheel of the law of dhanna, Truth or satya, dharma or virtue ought to be the controlling principles of those who work under this flag. Again, the wheel denotes motion, There is death in stagnation. There is life in movement. India should no more resist change, it must move and go forward. The wheel represents the dynamism of a peaceful change." There is Universal aff ection and respect for, and loyalty to, the National Flag. Yet, a perceptible lack of awareness is often noticed not only amongst people but also in the organizations/agencies of the Government, in regard to· laws, practices and conventions that apply to the display of the National Flag. -
1 Draft for Discussion Civil Services of Pakistan A
DRAFT FOR DISCUSSION CIVIL SERVICES OF PAKISTAN A PROPOSED FRAMEWORK RATIONALE FOR THE CIVIL SERVICE REFORM. A competent, effective and neutral Civil Service is the backbone of any country’s governance structure. Countries that do not have an Organized Civil Service system are at a relative disadvantage in executing their programs and policies. Pakistan was fortunate in having inherited a steel frame for its bureaucracy from the British. The purpose and motivation of the British in developing and supporting this steel frame were quite different from the requirements of an independent and sovereign country. This steel frame could, however, have been modified to suit and adapt to changed circumstances but there was not much point in dismantling the structure itself which had been built over a century. The major difficulty in the post independence period in Pakistan lay in the inability to replace the colonial practice of empowering the privileged class of executive/ bureaucratic system by a new democratic system of governance at local levels. The historical record of political institutional evolution in Pakistan is quite weak and that has had its toll on the quality of civil service overtime. The boundaries between policy making and execution got blurred, the equilibrium in working relationship between the Minister and Civil Servants remained shaky and uneasy and the sharing of decision making space remained contested and unsettled. The patrimonial state model with its attendant mai-bap culture and patronage dispensation mechanism remains intact in its essence although the form has changed many times over. The broadening of privileged class by the inclusion of military bureaucracy and political elites has only reinforced the patrimonial tendencies. -
Uttar Pradesh
Durham E-Theses Bureaucratic culture and new public management:: a case study of Indira Mahila Yojana in Uttar Pradesh Quirk, Alison Julia How to cite: Quirk, Alison Julia (2002) Bureaucratic culture and new public management:: a case study of Indira Mahila Yojana in Uttar Pradesh, Durham theses, Durham University. Available at Durham E-Theses Online: http://etheses.dur.ac.uk/3760/ Use policy The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that: • a full bibliographic reference is made to the original source • a link is made to the metadata record in Durham E-Theses • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders. Please consult the full Durham E-Theses policy for further details. Academic Support Oce, Durham University, University Oce, Old Elvet, Durham DH1 3HP e-mail: [email protected] Tel: +44 0191 334 6107 http://etheses.dur.ac.uk 2 BUREAUCRATIC CULTURE AND NEW PUBLIC MANAGEMENT: A CASE STUDY OF INDIRA MAHILA YOJANA IN UTIAR PRADESH Alison J ulia Quirk College of St. Hild and St. Bede Thesis submitted for the degree of Doctor of Philosophy October 2002 The copyright of this thesis rests with the author or the university to which it was submitted. No quotation from it, or information derived from it may be published without the prior written consent of the author or university, and any information derived from it should be acknowledged. -
Federal Civil Service Commission (FCSC) Job Descriptions For
Federal Civil Service Commission (FCSC) Job Descriptions for Managerial Positions By- Rajeew Kumar Goel Sr. Civil Service Management Adviser USAID‐Tarabot, Iraq Administrative Reform Project February 2012 Federal Civil Service Commission (FCSC) Job Descriptions of Managerial Positions Sl. TABLE OF CONTENTS Page No. No. 1. Executive Summary 4‐5 2. Job Description of Directors General (Grade ‘B’) 6‐18 2.1 Finance and Administration Department 6 2.2 Legal Department 8 2.3 Administration Studies and Research Department 10 2.4 Public Administration Development Department 13 2.5 Coordination and Follow up with Ministries/ Agencies Department 16 3. Job Description of Director ‐15 posts (Grade‐2) 19‐ 51 3.1 Chairperson’s Office (1 post) I. Chairperson’s Office 19 3.2 Finance and Administration Department (4 posts) I. Planning, Finance & Budget Division 21 II. General Administration Division 23 III. Human Resource Division 26 IV. Information & Communications Technology (ICT) Division 28 3.3 Legal Department (3 posts) I. Legal Drafting Division 30 II. Legal Services and Litigation Division 32 III. Administrative Appeals Division 34 3.4 Administration Studies and Research Department (2 posts) I. Organization Research & Development Division 36 II. Monitoring and Evaluation Division 39 3.5 Public Administration Development Department (3 posts) I. Recruitment Division 41 II. Human Resource Policy Division 43 III. Training & Development Division 45 3.6 Coordination and Follow up with Ministries/ Agencies Department (2) I. Ministry, Government Agency & Provincial Relations Division 47 II. Communications & Public Relations Division 50 4. Job Description of Deputy Director ‐34 posts (Grade‐3) 52‐113 4.1 Chairperson’s Office (3 posts) 52 I. -
Flag of India (Tiranga) �
20 August,2021 Friday 3 GUJ AIR SQN NCC RAJKOT GROUP, GUJRAT DTE. Flag of India (Tiranga) ϝ The National Flag of India (Hindi: Tiraṅgā) is a horizontal rectangular tricolour of India saffron, white and India green; with the Ashoka Chakra, a 24-spoke wheel, in navy blue at its centre. It was adopted in its present form during a meeting of the Constituent Assembly held on 22 July 1947, and it became the official flag of the Dominion of India on 15 August 1947. The flag was subsequently retained as that of the Republic of India. In India, the term "tricolour" almost always refers to the Indian national flag. The flag is based on the Swaraj flag, a flag of the Indian National Congress designed by Pingali Venkayya. ● Name:-Tiraṅgā(meaning "Tricolour") ● Use :- National flag ● Proportion:-2:3 ● Adopted:-22 July 1947; 73 years ago ● Design:-A horizontal triband of Indi saffron, white, and India green; charged with a navy blue wheel with 24 spokes in the centre. ● Designed by:-Pingali Venkayya By law, the flag is to be made of khadi, a special type of hand-spun cloth or silk, made popular by Mahatma Gandhi. The manufacturing process and specifications for the flag are laid out by the Bureau of Indian Standards. The right to manufacture the flag is held by the Khadi Development and Village Industries Commission, who allocates it to regional groups. As of 2009, the Karnataka Khadi Gramodyoga Samyukta Sangha has been the sole manufacturer of the flag. Usage of the flag is governed by the Flag Code of India and other laws relating to the national emblems. -
B.A. (Public Administration)
NATIONAL EDUCATION POLICY-2020 COMMON MINIMUM SYLLABUS FOR ALL U.P. STATE UNIVERSITIES B.A. (PUBLIC ADMINISTRATION) NATIONAL EDUCATION POLICY-2020 COMMON MINIMUM SYLLABUS FOR ALL U.P. STATE UNIVERSTIES B.A. SYLLABUS SUBJECT: PUBLIC ADMINISTRATION NAME DESIGNTION AFFILIATION STEERING COMMITTEE Mrs. Monika S. Garg (I.A.S) Additional Chief Secretary Dept. of Higher Education U.P. Lucknow Chairperson Steering Committee Prof. Poonam Tandan Professor, Dept. of Physics Lucknow University, U.P. Prof. Hare Krishna Professor, Dept. of Statistics CCS University Meerut, U.P. Dr. Dinesh C. Sharma Associate Professor K.M. Govt. Girls P.G. College Badlapur, G.B. Nagar, U.P. Supervisory Committee- Arts and Humanities Stream Prof. Divya Nath Principal K.M. Govt. Girls P.G. College Badlapur, G.B. Nagar, U.P. Prof. Ajay Pratap Singh Dean, Faculty of Arts Ram Manohar Lohiya University, Ayodhya Dr. Nitu Singh Associate Professor HNB Govt. P.G. College ,Prayagraj Dr. Kishor Kumar Associate Professor K.M. Govt. Girls P.G. College ,Badlapur, G.B. Nagar, U.P. Dr. Shweta Pandey Assistant Professor Bundelkhand University, Jhansi Syllabus Developed by: S. No Name Designation Department College/ University 1- Professor Nandlal Bharti Professor Public University of Lucknow, LKO Administration 2- Dr. Sunita Tripathi Associate Public Siddharth University, Kapilvastu, Professor Administration Siddharthnagar 3- Dr. Ravi Kant Shukla Assistant Public Siddharth University, Kapilvastu, Professor Administration Siddharthnagar Department of Higher Education U.P. Government, -
Iasbaba 60 Day Plan 2020 – History Compilation Week 1 and 2
IASBABA 60 DAY PLAN 2020 – HISTORY COMPILATION WEEK 1 AND 2 IASBABA 1 IASBABA 60 DAY PLAN 2020 – HISTORY COMPILATION WEEK 1 AND 2 Q.1) Consider the following pairs: Land Revenue System Introduced by 1. Ryotwari Alexander Read 2. Mahalwari Thomas Munro 3. Permanent Settlement Lord Wellesley Which of the pairs given above are incorrectly matched? a) 1 and 2 only b) 3 only c) 2 and 3 only d) 1, 2 and 3 Q.1) Solution (c) Pair 1 Pair 2 Pair 3 Correct Incorrect Incorrect Ryotwari System was Mahalwari system was Zamindari System or introduced by Thomas Munro introduced by Holt Mackenzie Permanent Settlement was and Alexander Read in 1820. and Robert Merttins Bird in introduced by Lord Cornwallis Major areas of introduction 1833 in North-West Frontier, in 1793 through Permanent include Madras, Bombay, Agra, Central Province, Settlement Act. It was parts of Assam and Coorg Gangetic Valley, Punjab, etc. introduced in provinces of provinces of British India. It was introduced during the Bengal, Bihar, Orissa and period of William Bentick. Varanasi. Q.2) Factories at places like Bomlipatam, Chinsura, Balasore and Kasimbazar were established initially by? a) The Dutch b) The English c) The Portuguese d) The French Q.2) Solution (a) Portuguese Calicut (Kozhikode), Cochin, Cannanore (Kannur), Goa, Daman. factories IASBABA 2 IASBABA 60 DAY PLAN 2020 – HISTORY COMPILATION WEEK 1 AND 2 English Surat (1613), Agra, Ahmedabad and Broach, Bombay, Madras and Calcutta. factories French Surat, Masulipatnam, Pondicherry. factories Masulipatnam (1605), Pulicat (1610), Surat (1616), Bimlipatam (1641), Karikal Dutch (1645), Chinsurah (1653), Cassimbazar (Kasimbazar), Baranagore, Patna, factories Balasore, Nagapatam (1658) and Cochin (1663). -
Reforming Pakistan's Civil Service
REFORMING PAKISTAN’S CIVIL SERVICE Asia Report N°185 – 16 February 2010 TABLE OF CONTENTS EXECUTIVE SUMMARY AND RECOMMENDATIONS................................................. i I. INTRODUCTION ............................................................................................................. 1 II. THE DEVELOPMENT OF THE BUREAUCRACY................................................... 2 A. COLONIAL HERITAGE ..................................................................................................................2 B. CIVIL-MILITARY BUREAUCRATIC NEXUS (1947-1973)...............................................................3 C. BHUTTO’S ADMINISTRATIVE REFORMS........................................................................................5 D. THE CIVIL SERVICE UNDER ZIA-UL-HAQ .....................................................................................6 E. THE BUREAUCRACY UNDER CIVILIAN RULE ...............................................................................7 III. MILITARY RULE AND CIVIL SERVICE REFORM ................................................ 8 A. RESTRUCTURING DISTRICT ADMINISTRATION..............................................................................8 B. MILITARISING THE CIVIL SERVICES .............................................................................................9 C. REFORM ATTEMPTS ...................................................................................................................10 IV. CIVIL SERVICE STRUCTURE AND ORGANISATION........................................ -
Unit 5 Civil Service in the Context of Modern Bureaucracy
I UNIT 5 CIVIL SERVICE IN THE CONTEXT OF MODERN BUREAUCRACY Structure 5.0 Objqtives i 5.1 Introduction 5.2 Meaning of Bureaucracy 5.3 Types of Bureaucracy 5.4 Features of Bureaucracy 5.5 Role of Bureaucracy 5.6 Growing Importance of Bureaucracy in Recent Years 5.7 Merits and Demerits of Bureaucracy 5.8 Let Us Sum Up 5.9 Key Words 5.10 Some Useful Books 5.11 Answers to Check Your Progress Exercises 5.0 OBJECTIVES After reading this unit you should be able to : state the meaning of bureaucracy and its various types 0' explain the various features of bureaucracy discuss the growing importance of bureaucracy in recent years describe the merits and demerits of bureaucracy; and highlight the expanding functions of bureaucracy. 5.1 INTRODUCTION Bureaucracy is an essential part of an organisation. Every organisation, whether big or small adheres to bureaucratic structure in some form or the other. Lately, the bureaucracy has come under severe criticism. Most people refer to it only negatively. Yet, despite its manifest defeciencies or exposed vices, no organisation, whether it is in governmental, public or private sector, has been able to do away with bureaucracy. On the contrary, all big institutions or organisations, for example, educational institutions, service agencies, research bodies, charitable trusts etc., have made the bureaucratic structure a vital part of their existence. Thus it can be stated that bureaucracy has a strong staying and survival capacity. Even the critics and opponents admit that there is more to be gained by keeping or retaining bureaucracy than abandoning it. -
SUPREME COURT of INDIA Page 1 of 4 PETITIONER: DAYA RAM TRIPATHI
http://JUDIS.NIC.IN SUPREME COURT OF INDIA Page 1 of 4 PETITIONER: DAYA RAM TRIPATHI Vs. RESPONDENT: STATE OF UTTAR PRADESH & ANR. DATE OF JUDGMENT12/12/1986 BENCH: REDDY, O. CHINNAPPA (J) BENCH: REDDY, O. CHINNAPPA (J) KHALID, V. (J) CITATION: 1987 SCR (1) 574 1986 SCC Supl. 497 JT 1986 1064 1986 SCALE (2)1079 ACT: Social Justice to physically handicapped persons--Ap- pointment to the Provincial Civil Service (Executive Branch) denied to the appellant on the plea that 2% reservation under G.O. No. 43/90/66 Appt. 4 dated 18.7.1972 had been revoked by the Government letter dated 1.3.1979--Construc- tion and scope of the letter dated 1.3.1979 explained- Constitution of India, 1950, Article 38. HEADNOTE: As far back as 1972, the Uttar Pradesh Government by G.O. No. 43/90/66-Apptt. 4 dated July 18, 1972 announced "for the physically handicapped persons, the reservation in all the services under the Government shall be 2%". AH the Government Departments were directed to follow the policy for reservation in services accordingly. Later, by G.O. No. 7/4/1971-Personnel-2 dated May 20, 1978 the Government of Uttar Pradesh while affirming the "reservation of 2% posts for the' appointment of disabled persons in all the services under the Government", defined who a physically handicapped person was. Pursuant to a letter from the Public Service Commission there was a proposal not to reserve any post for disabled persons in the Provincial Civil Service. This proposal, however, did not result in the issuance of any G.O. -
Civil Service Reform in India Perspectives from the World Bank's Work in Three States
Public Disclosure Authorized 18 Civil Service Reform in India Perspectives from the World Bank's Work in Three States Robert P Beschel Jr. 1 Public Disclosure Authorized INTRODUCTION It is not inappropriate to say that India currently stands at the threshold of a unique historical opportunity with regard to governance and public management (GPM) reform. The initial burst of economic growth that followed liberalization in the early 1990s has stalled, prompting a fierce debate between those who believe that the reforms did not go far enough and others who believe that they have already gone too far. Beliefs and practices that have held sway since independence (and in some cases long before) are being challenged by globalization and the communications revolution. India's emergence as a world-class centre Public Disclosure Authorized for information technology is opening up new possibilities in areas such as electronic governance. Increased urbanization and literacy are leading to demands for improved service delivery from a middle class that by some estimates is now approaching 200 million. 2 In the countryside, the seventy-third and seventy-fourth Amendments have helped create a new class of local political leaders. At the Union level, the growth ofinfluential regional parties has led to the further devolution of power away from Delhi. The increasingly strained fiscal position of many states is forcing them to look for alternatives for the simple reason that the existing status quo is no longer financially tenable. At the same time, traditional constituencies - such as agriculture and public sector unions - remain powerful and are often staunchly opposed to reforms that are perceived to jeopardize their interests.