Download - The India Economy Review

More documents

Recommendations

Info

often picked up rather than created. What is important is aligning these two to the third one, namely, political environment. Art of persuasion is bringing these three into a synchronization. Here, role of plan- ner is not merely acting as ‘handmaid to political master’ but to assume the role of ‘speaking truth to power’. A good example is K .N. Raj (at a young age of 26), architect of the fi rst Five Year Plan, in opposing Nehru’s ambitious Soviet-style plan, by pointing out the incompatibility between high investment and democratic fabric of the country. Policy and planning has primarily worked within the framework of means-ends dichotomy. What policy means would achieve the goals desired. Persuasion is demystifying the real impossibility of means-ends dichotomy. What is good for one section is bad for another. Or what is of strong interest for humanity is of least interest for future generation or environment. Thus, exhibiting the impossibility of means-ends dichotomy becomes possible by juxtaposing the existing claims with new ideas. In the instrumental rationality newer ideas have little space. Once the means-ends dichotomy is overcome, the instrumental rationality has limited role. Thus, persuasion is interested in cogeneration of practical wisdom by engaging with stakeholders who present new ideas or different voices of democracy. Decisions arrived through this manner would be in tandem with volition of the members of society, thus gaining more legitimacy for them. Conclusion Choosing and deciding has been the older style of planning and policy making. In post-modern plural democracies, persuasion becomes the hallmark of planning. Here, practice of the policy is the concern, and aims at minimizing the implementation defi cit. What practice will take place will be determined by institutionalizing as to what is given for practice is practical or not. This is feasible when there is shared values and beliefs of citizens and the State. In other words, merely by a Weberian bureaucratic insulation from ‘societal interests’, a policy may not be successful. Rather, autonomy gained through such insulation must be capable of cogenerating synergy by aligning with the internal structure of society. Dialogue has to happen to generate these shared platforms or aligning process. This dialogical process actively encourages different voices and new ideas to take centre stage than experts occupying such spaces. Thus, embedded autonomy is designed and generated rather than working only with existing embedded autonomies (existing social ties of the internal structure of society with internal structure of the State). This is truly the State as a social construct, not in a passive sense, but in active sense (creating new ties) of we are continuously reconstructing the State. This is true Swaraj, where neither there is fear for the citizens about the mighty arm of the state to control their behavior, nor there is fear for the State machinery as to whether society would take over the former. References and Additional Thinking Bagchi, A. (2007) “ Role of the planning and the planning commission in the new Indian economy”, Economic and Political Weekly, November 3. Chatterjee, P. (2001) “ Development planning and the Indian state” in State and Politics in India (ed. Partha Chatterjee) New Delhi: Oxford University Press. I NTEGRATED PLANNING Chelliah, R. J. (2007) ‘ Strategy for poverty reduction and narrowing regional disparities’, Economic and Political Weekly, August 25. Ferguson, J. (1994) The anti-politics machine: ‘Development’, depolitization, and bureaucratic power in Lesotho. Minneapolis: University of Minnesota Press. Flyvbjerg, B. (1998). Rationality and power: Democracy in practice. Chicago: The university of Chicago press. Galbraith, J. K. (1972) Economics, Peace and Laughter. New York: New American Library. Guha, R. (2008) “ Autonomy and ideology”, Economic and Political Weekly, February 2. Keynes, John M. (1936) The General Theory of Employment, Interest and Money. New York: Harcourt, Brace and Company. Kingdon, J. W. (1995) Agendas, alternatives, and public policies. New York: Harper Collins. Roberts, N. C. & Paula J. King (1991) “Policy Entrepreneurs: Their Activity Structure and Function in the Policy Process”, Journal of Public Administration, Research and Theory 1 (2) pp. 147-175. Sachs, J. (2005) The end of poverty. London: Penguin Books. Scott, J. E. (1998) Seeing like a state. New Haven: Yale University Press. Stiglitz, J. E. (1997) Economics of the public sector. New York: W. W. Norton & Company. Wade, R. (1990) Governing the market. Princeton: Princeton University Press. (The views expressed in the write-up are personal and do not reflect the offi cial policy or position of the organization.) THE INDIA ECONOMY REVIEW 15
P LANNING P ARADIGM The Complexity and Need for Evaluation of Planning Agencies The evaluation of an entity such as government agencies is particularly diffi cult as the goods or services provided by them do not have any market value, so the effectiveness of cost-benefi t analysis becomes questionable as even the experts will have vested interest in providing the same goods and services William R. DiPietro Professor of Economics, Daemen College, Amherst, NY, USA There seems to be a general tendency for modern gov- ernments to get bigger, more bureaucratic, and less effi - cient. Why might this be the case? Lately, many econometric studies are fi nding that the size of government in most countries is beyond the optimal level that is needed to provide maximum economic growth. When this condition exists, any further expansion of the government leads to a reduction in the rate of economic growth. Economic growth is essential for progress. It is economic growth that enables the standard of living to rise. It is through economic growth that surpluses above the basic needs of society become available. These surpluses can, in turn, be used for investment in human capital, physical capital, research, infrastructure, and other important uses thereby creating a virtuous upward investment growth cycle. One of the key tenets of economics is 16 THE IIPM THINK TANK that design or structure determines performance. A purely competitive market structure results in better outcomes from the viewpoint of society than monopoly even though business in both cases is conducted by self-interested profi t maximizing individuals. Similarly, within the framework of democracy, some governmental designs will be better than others from the social point of view. The question is what type of changes in the structure of the government is needed to move in this positive direction. A major factor underlying ineffi - ciency in government is that government bureaus, commissions, and programs are not, unlike the private sector, subject to a market test. Government agencies, programs, and departments that have long lost their functionality and purpose continue to exist. In the market place, when a product is no longer in demand because, for instance, it has been
Page 1 and 2: THE INDIA ECONOMY REVIEW Volume VII
Page 3 and 4: IIPM: THE FUTURE IS HERE Since its
Page 5 and 6: CREDITS Founder Dr. M. K. Chaudhuri
Page 7 and 8: P LANNING P ARADIGM In the State of
Page 9 and 10: P LANNING P ARADIGM Almost all wond
Page 11 and 12: P LANNING P ARADIGM Central Agency
Page 13: P LANNING P ARADIGM paign in 1992:
Page 17 and 18: P LANNING P ARADIGM future from the
Page 19 and 20: P LANNING P ARADIGM view is the not
Page 21 and 22: crises. This note contends that the
Page 23 and 24: proximately 25% of the then global
Page 25 and 26: process of economic growth. Newly d
Page 27 and 28: Japanese radio with one transistor
Page 29 and 30: I NTEGRATED PLANNING THE INDIA ECON
Page 31 and 32: in such times. The other institutio
Page 33 and 34: nomic planning had entered the lexi
Page 35 and 36: Entire network works out as a singl
Page 37 and 38: nomic order. In his infl uential 19
Page 39 and 40: I NTEGRATED PLANNING The experience
Page 41 and 42: I NTEGRATED PLANNING THE INDIA ECON
Page 43 and 44: I NTEGRATED PLANNING Table 1: Centr
Page 45 and 46: macroeconomic environment and the p
Page 47 and 48: Prashant Singh Country Head - Direc
Page 49 and 50: But there lied the fault. The fi rs
Page 51 and 52: T RANSFORMATIVE PLANNING THE INDIA
Page 53 and 54: straining rules and institutions we
Page 55 and 56: tion and higher growth requires rap
Page 57 and 58: T RANSFORMATIVE PLANNING THE INDIA
Page 59 and 60: Table 1: Plan Outlays and Expenditu
Page 61 and 62: The second revision lowered the wei
Page 63 and 64: Domestic Product not only fl uctuat
Page 65 and 66:
P LANNING LA LANNI NNING NG P ARADI
Page 67 and 68:
P LANNING P ARADIGM nomic growth ra
Page 69 and 70:
P LANNING P ARADIGM Commission play
Page 71 and 72:
P LANNING P ARADIGM Whither Economi
Page 73 and 74:
P LANNING P ARADIGM achieving “mo
Page 75 and 76:
P LANNING P ARADIGM Table 3 . Inves
Page 77 and 78:
P LANNING P ARADIGM 80 THE IIPM THI
Page 79 and 80:
P LANNING P ARADIGM matic character
Page 81 and 82:
P LANNING P ARADIGM Resource Data M
Page 83 and 84:
P LANNING P ARADIGM Don't Throw the
Page 85 and 86:
P LANNING P ARADIGM dynamic and the
Page 87 and 88:
P LANNING P ARADIGM Commission from
Page 89 and 90:
P LANNING P ARADIGM Commission has
Page 91 and 92:
P LANNING P ARADIGM A Tale of Two C
Page 93 and 94:
P LANNING P ARADIGM After the elect
Page 95 and 96:
P LANNING P ARADIGM The Road to Pro
Page 97 and 98:
P LANNING P ARADIGM rather through
Page 99 and 100:
P LANNING P ARADIGM The road to hig
Page 101 and 102:
P LANNING P ARADIGM From State to D
Page 103 and 104:
P LANNING P ARADIGM began by taking
Page 105 and 106:
P LANNING P ARADIGM leadership in B
Page 107 and 108:
P LANNING P ARADIGM Unhealthy Plann
Page 109 and 110:
P LANNING P ARADIGM made for enabli
Page 111 and 112:
P LANNING P ARADIGM too failed. The
Page 113 and 114:
P LANNING P ARADIGM quality of care
Page 115 and 116:
P LANNING P ARADIGM 118 THE IIPM TH
Page 117 and 118:
P LANNING P ARADIGM out of its reve
Page 119 and 120:
P LANNING P ARADIGM Also, a good nu
Page 121 and 122:
P LANNING P ARADIGM 124 THE IIPM TH
Page 123 and 124:
P LANNING P ARADIGM sectors which a
Page 125 and 126:
P LANNING P ARADIGM concurrent resp
Page 127 and 128:
P LANNING P ARADIGM Is Big Dam a Pl
Page 129 and 130:
P LANNING P ARADIGM dams in Arunach
Page 131 and 132:
P LANNING P ARADIGM to enter on the
Page 133 and 134:
P LANNING P ARADIGM Where's Natural
Page 135 and 136:
P LANNING P ARADIGM tions there are
Page 137 and 138:
P LANNING P ARADIGM livelihoods are
Page 139 and 140:
P LANNING P ARADIGM Plundered Histo
Page 141 and 142:
P LANNING P ARADIGM hierarchy of th
Page 143 and 144:
P LANNING P ARADIGM the trend. Faul
Page 145 and 146:
P LANNING P ARADIGM were employed.
Page 147 and 148:
P LANNING P ARADIGM cies the govern
Page 149 and 150:
P LANNING P ARADIGM the electricity
Page 151 and 152:
P LANNING P ARADIGM start when cont
Page 153 and 154:
P LANNING P ARADIGM Durg district.
Page 155 and 156:
P LANNING P ARADIGM major provision
Page 157 and 158:
P LANNING P ARADIGM image of their
Page 159 and 160:
THE HUMAN FACTOR OTHER IIPM JOURNAL
Page 161:
“Thank you very much for sending
show all

Download - The India Economy Review

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?