CHANGE MANAGEMENT IN AP AND TELANGANA DR B RATAN REDDY OF RATAN GLOBAL B SCHOOL, IMPARTED TO TRAINING TO GOVERNMENT OFFICIALS CORPORATE LEADERS AND TRADE UNION LEADER TRAINED MORE THAN 5000 TRAINEES WWW.SRGI.INFO

1. CHANGE MANAGEMENT IN
PUBLIC SERVICES
OF TELANGANA & ANDHRA
PRADESH
DR B RATHAN REDDY
PRESIDENT
RATAN GLOBAL B SCHOOL
HYDERABAD
WWW.srgi.info
BRATANREDDY@YAHOO.COM

2. 2
GENERAL PERCEPTION
OF
PUBLIC SERVANT
Peoples’ Perception -Peoples’ Perception -
• Procedure based – Red TapeProcedure based – Red Tape
• Non ResponsiveNon Responsive
• Non ProductiveNon Productive
• CorruptCorrupt
• Non AccountableNon Accountable
• Non PerformingNon Performing

3. 3
GENERAL PERCEPTION…Contd.
• Elected Representatives’ perception:
– Rule bound – Negative-Slow-Inaccessible-
Insensitive-Corrupt
• Civil/ Public Servants’ perception of
Politicians:
– Shortsighted-Populist-Self Seeking with
vested interest ignorant – Having nexus
with criminals

4. 4
CATEGORISATION OF
SENIOR CIVIL SERVANTS
• One who quotes Rules and insists on
adherence to them
• One who quotes Rules – But does what
ever he is asked to do
• One who does not quote Rules and
does what ever he is asked to do

5. 5
SOME EARLIER REFORM EFFORTS
Ex:
– Study team report- Administrative Reforms
commission of ‘GOI’ 1968
– ARC Report of 19674-65 of G.O.AP
– Reports of K.B.Lal, Anantharaman and Sriramulu
– Report of Rustomji Associates of 1986
– Report of ARC1986 and 1990
– BPR Vittal Committee Report
– Gangopadhyay – Staff review Committee Report
– Cabinet Sub-Committee on Administrative Reforms

6. 6
CONTEXT OF CIVIL SERVICE REFORM
• Liberalization & Globalization and the
consequent shift of Government’s Role
from regulator to facilitator
• Public perception of Government and
Administrative Machinery as obstructive
to development
• Need for Re-Engineering of Decision
Making

7. 7
Why CHANGE
MANAGAMENT?
• To prepare Government Machinery for
meeting challenges of change
• Move for a Citizen Friendly –Innovative
Government
• Prepare the Civil/Public Servant as a Creator
of Social purpose
• Erase opinion about Civil/Public Servant
• Prepare/Motivate the Government Machinery
for Change and Reform
• To bring Electronic Governance and
Knowledge Society

8. 8
TO ACHIEVE THIS GOAL
• MOVE TOWARDS PEOPLE CENTERED
GROWTH ORIENTED GOVERNANCE
HOW TO DO THIS?
1. Refocus priorities and spending
2. Decentralize Governance and Involve
people by way of:
– Introducing Administrative Decentralization
and
– Carefully Managing ‘Change’
1. Introduce Electronic Government – “IT” as
a Facilitator of Change

9. 9
TO ACHIEVE THIS GOAL…contd.
4. Bring in a “SMART” Government
– Simple
– Moral
– Accountable
– Responsive
– Transparent

10. 10
SHIFT IN THE GOVERNMENT’S ROLE
From:
• A major operator in
many sectors of the
economy
• A Regulator and
Controller
• Direct top down
Administration &
Centralized
Decision Making
To:
• A prudent facilitator of
private sector activity in
sectors best operated
by the private sector
and provider of services
in others
• An Enabler of Market
based Development
• Enabling, Empowering
Ensuring participation &
Decentralizing Decision
Making
TO ACHIEVE THIS GOAL…contd.

11. 11
Rule Breakers Challenge Orthodoxies to
Create New Industries and Businesses
Rule Breakers Challenge Orthodoxies toRule Breakers Challenge Orthodoxies to
Create New Industries and BusinessesCreate New Industries and Businesses
Rule Makers
Xerox
Sears
IBM
CBS
American
Rule Takers
Kodak
J.C. Penney
Fujitsu
NBC
US Air
Rule Breakers
Canon
Wal-Mart
Microsoft
Fox/CNN
Southwest

12. 12
VISION 2020
“OUR VISION OF ANDHRA PRADESH IS A STATE
WHERE POVERTY IS TOTALLY ERADICATED,
WHERE EVERY MAN WOMAN & CHILD HAS
ACCESS TO NOT JUST THE BASIC MINIMUM
NEEDS BUT ALL THE OPPORTUNITIES TO LEAD A
HAPPY & FULFILLING LIFE, A KNOWLEDGE &
LEARNING SOCIETY BUILT ON THE VALUES OF
HARD WORK HONESTY DISCIPLINE AND A
COLLECTIVE SENSE OF PURPOSE”
» CHIEF MINISTER OF AP

13. 13
VISION 2020 -
OPERATIONALISATION
• 12 Cabinet Sub-Committees constituted
each headed by a Cabinet Minister with
Secretary to Government as Convener
• Task Force on Good Governance
• One such Cabinet Sub-Committee was on
Administrative Reforms
– Undertaken detailed studies of similar reports
on reforms
– Submitted Detailed Recommendations
– Approved by Cabinet

14. 14
ACCEPTED RECOMMENDATIONS OF SUB-
COMMITTEE ON ADMINISTRATIVE
REFORMS
• Decentralization of Governance
• Participatory Development activities
• Social Audit
• Capacity Building, Performance Appraisal for
Public Functionaries
• Minimize Discretionary powers
• Transparent Transfer policy with counseling
• Simplify procedures for expediting decisions
• Clear work norms for rightsizing & reducing
hierarchical decision making

15. 15
ACCEPTED RECOMMENDATIONS OF SUB-
COMMITTEE ON ADMINISTRATIVE
REFORMS..CONTD.
• E-Governance for:
– Efficiency – Transparency – Accessibility
and Accountability
• Re-Engineering of Decision Making
process of reforms
• Change Management

16. 16
STRATEGY PAPER ON
GOOD GOVERNANCE
1. Develop Public Sector Reform
2. Operationalise Centre for Good Governance
3. E-Governance
4. H.R.M
5. H.R.D
6. Deregulation
7. Monitorable Performance Evaluation Systems
8. Freedom of Information
9. Citizens Charters
10. Reward and Innovation in Line Departments
11. Decentralisation
12. Anti Corruption Strategy
13. Management of Legal work

17. 17
HUMAN RESOURCE MANAGEMENT
(HRM)
1. Right Sizing
2. Transparent Transfer & Promotion Policy
3. Performance Evaluation
4. Performance Indicators
5. Incentive for Merit

18. 18
HUMAN RESOURCE DEVELOPMENT
(HRD)
• All Government Departments to
prepare:
– Departmental Manual
– Functionary Manual
– Training Manual
– Identify Departmental Training Needs
– Develop Capacity & Capability building
– Training for All
– Training for Policy Group & Change Agents

19. 19
DECENTRALISATION OF HRD EFFORT
• District Training Centres
• Computer Training
• Training through DVD
• Distance Learning - KUBAND

20. 20
REFORM – FILE MANAGEMENT
• It is cumbersome, time consuming and
a Fruitless exercise
• Need to improve efficiency,
accountability and quality of disposal
• Duplication of work, Delay to be
avoided
• To overcome the above workshop on
File Management organized

21. 21DR. B. RATAN REDDY, PROG.DIRECTOR, IPE
PRINCIPLES OF MANAGINGPRINCIPLES OF MANAGING
CHANGESCHANGES
 CREATE A SENSE OF URGENCY
 COMMUNICATE A CLEAR VISION OF THE FUTURE.
 CREATE APPROPRIATE CONDITIONS FOR CHANGE
 INVOLVE EVERYONE IN THE PROCESS
 OPEN TO NEW OPPORTUNITIES AND ENCOURAGE PEOPLE
TO SEARCH OUT BARRIERS TO CHANGE
 MOTIVATE BY EXAMPLES
 MANAGE THE PROCESS OVERTIME, IDENTIFY CONCRETE
STEPS, CREATE A TIME-TABLE, AND MONITOR
PERFORMANCE

22. 22
FILE MANAGEMENT IN SECRETARIAT
PRESENT STRUCTURE
1. Minister
5
2. Special Chief Secretary/Prl. Secretary/ Secretary
4
3. Addl. Secretary/Joint Secretary /Dy. Secretary
3
4. Assistant Secretary
2
5. Section Officer
1 ASO
Typist-cum-Assistant
Tappals &
Despatch Section
Presentation at Workshop -

23. 23
I MOST IMPORTANT AND PRIORITY WORK
1. Policy matters Ex: Citizens charter,
overall target setting for
the Dept.-New plans
and schemes-
Janmabhoomi.
2. Matters having
interface with
public and area
development
Ex: - Plan Schemes -
Centrally sponsored
schemes - Aided
projects and schemes -
World bank schemes
3. Natural
Calamity
Ex: Cyclone relief flood
relief - rehabilitation
drought relief
Contd…

24. 24
RESTRUCTURING FILE MOVEMENT
MODEL - I MODEL - II
1. Minister 1. Minister
2. Spl. C.S/Prl.Secy/Secy. 2. Spl.C.S/Prl.Secy/Secy
3. Addl.Secy/Joint Secy./Dy Secy
Desk Officer Desk Officer
(Asst.Secy) (Addl.Secy/Jt.Secy/Dy.Secy)
A.S.O A.S.O
TCA TCA
2
1
2
1

25. 25
II IMPORTANT AND PRIORITY WORK
1. Human Resource
Development Ex: Training- Preperation of
Mannuals-Upgradation of skills.
2. Legislative Work Ex: LAQs-SNQs- Call Attention Motions-
Bills-ACTS-Rules-ORDINANCES-
ASSURANCES- SELECT COMMITTIES
3. Welfare Activity Scholourships - Assistance to weaker
sections-Artisans-Reservations- Centre
State Relations.
Contd....

26. 26
RESTRUCTURING FILE MOVEMENT
MODEL -I MODEL -II
1. Minister 1. Minister
2. Spl.C.S/Prl.Secy/Dy.Secy 2. Spl.C.S/Prl.Secy/Secy
3. Addl.Secy/Jt.Secy/Dy.Secy 3. Addl Secy/Jt.Secy/Dy.Secy
4. Assistant Secretary
Desk Officer Desk Officer
(S.O) (Asst.Secy)
A.S.O A.S.O
TCA TCA
1
2
3
1
2

27. 27
III ROUTINE WORK
1. All Service Matters Ex: Appointments-Postings- Transfers-
Leave-Regularisation-Desciplinary
Cases-Loans and Advances
2. Routine Correspondence Ex: Tour Programmes-Communication of
inspection note-Inter Departmental
Transactions-Fairs and Festivals
3. All Other routine matters T.A.Bills-Pay Bills-A.C.Bills-
not covered by the above Stationary-Office Procedure Matters.
Contd....

28. 28
Routine Work
1. Minister
2. Spl.C.S/Prl.Secy/Secy
3. Addl.Secy/Jt.Secy/Dy.Sec
4. Assistant Secretary
Section Officer
Asst.Sec.Officer
TCA
4
3
2
1

29. 29
LEAGAL WORK OF GOVERNMENT
PERCEPTION - VERY INEFFICIENT
- LACK OF ACCOUNTABILITY
- MIGHTY GOVERNMENT-BUT POOR
LITIGANT
- LACK OF COORDINATION
- POOR IMAGE IN LEGAL CIRCLES
- LOSING LITIGANT

30. 30
ROUTE OF CORRESPONDANCE
HIGH COURT
GOVT. PLEADER APAT
OTHER TRIBUNALS
LEGAL WORK OF GOVERNMENT
DEPARTMENT

31. 31
LEAGAL WORK OF GOVERNMENT
Drawbacks Of Present System
• No Accountability
• No Stature For the Government Pleader - Not
Equal to the Task
• Lack Of Coordination between the Secretariat
And the Government Pleader
• Inefficiency at various levels leading to Loss
by default
• Connivance and cross purpose functioning