ISSN (Print) - 0012-9976 | ISSN (Online) - 2349-8846

Articles by Mukul SanwalSubscribe to Mukul Sanwal

Panchayati Raj The Next Steps

Panchayati Raj: The Next Steps Mukul Sanwal Panchayati Raj represents a new paradigm for rural development, where the rural economy will no longer he a variable of secondary importance in the national economy.

Micro Computers and Development-Organisation and Management Issues in Local-Level Computing

potential in development administration is now accepted. The user needs can also be quite adequately served by micro computers using standard software, that are within the reach of even the least developed countries. Just as industrialisation was facilitated by the public provision of national statistics for marketing and production planning, development administration requires access to village and client data, rather than programme based aggregate data. Developing human resources is an information intensive activity

Microcomputers in District Administration-Need for a Policy Approach

Need for a Policy Approach Mukul Sanwal Microcomputers have a revolutionary potential in district administration, because they will facilitate the institutional changes needed by the new paradigm The requirements of developing human resources-catering to large numbers of clients who are geographically dispersed with a variety of programmes

Consolidation vs Change

Consolidation vs Change Mukul Sanwal Committee for the Administrative Arrangements for Rural Development (CAARDK Planning Commission, GOI, 1986.

Garibi Hatao Improving Implementation

Garibi Hatao': Improving Implementation Mukul Sanwal HOW can the anti-poverty programme be made more effective? Following Nilkanth Rath [Rath, 1985], a number of articles have appeared highlighting the shortcomings of the IRDP. They, however, ignore two important points regarding the essentials of the programme. Firstly, the shortcomings in the choice of beneficiaries are not uniform. Rath quotes from a recent survey [N A BARD, 1984] that misclassification is less than one per cent in Uttar Pradesh, Bihar and Orissa; half the nation's poor are in these states. Secondly, the choice of the major activity is sound; studies [PEO, 1974-75] have shown that the incremental income from dairying is about 45 per cent of the loans advanced. The alternative strategy suggested by Rath, of wage employment through the NREP and RLEGP, also suffers from distortions [Dantwala, 1985]. Those with land both determine the schemes and their location and also benefit disproportionately from them [PEO, 1980], backward areas and groups are not adequately covered [Hirway, 1985], and the quality of the work is patchy. This is not to say that such programmes have no relevance. There is need for massive social forestry on common lands [Sanwal, 1983]. The point needs to be stressed that either strategy programme, the institutional arrangements adopted largely determine the outcomes. Since all are agreed that the magnitude and extent of poverty is such that its alleviation will need a multi- pronged attack, the critical issue is not the strategy options but implementation.

Design of Hill Development-Lessons from the Plans of Uttar Pradesh and Himachal Pradesh

Design of Hill Development Lessons from the Plans of Uttar Pradesh and Himachal Pradesh Mukul Sanwal Hill development is primarily an exercise in regional planning. For the strategies for accelerating regional development we first need to identify the basic problems preventing growth.

POLICE AND CRIME-Reorganising Criminal Administration

relations in the jute industry. Hooghly Mill declared an indefinite lock-out from January 1 in the wake of the workers' refusal to accept enhanced work-norms. There is a lock-out also at Naihati Jute Mill. Here the cause is inter-union rivalry. Eleven workers in the mill had been charge-sheeted and trie workers had formed a joint struggle committee to meet the challenge. After prolonged agitation, the management withdrew the charge-sheets following an understanding with the struggle committee. This was not to the liking of the ClTU union which decided to resort to a go-slow to teach the management a lesson for negotiating with the struggle committee.


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