The Ethisphere Institute’s list, which includes 110 organizations, the largest since the award’s inception in 2007, does not have a ranking.

Nearly 3,000 companies in more than 100 countries and 36 industries were nominated-or nominated themselves-to be considered this year.

The 110 companies that made the final cut this year include first-time recipients Adidas, eBay, Microsoft, Colgate-Palmolive and 30 other newcomers.

Thirty-one companies from last year disappeared, generally because of litigation or ethics violations, as well as increased competition from within their industries.

Twenty-six companies have been recognised as a WME company for all five years, and 50 more have made the list at least twice.

This year’s list also includes more global companies, with 42 winners from outside of the US, including six from Japan.

Ethisphere’s proprietary rating system, which it calls the Ethics Quotient, is based on a series of multiple-choice questions in a survey that is designed to capture a company’s performance in an objective and standardised way.

“Based on the information in that survey, Ethisphere verifies responses before a final score is provided,” says Alex Brigham, executive director of the Ethisphere Institute.

1. Law and Order, Preventive Detention are supervised by the DO, whereas, the SP or SSP or Captain Sahed as described in UP and MP looke after the investigation of the Crime. The line of control is that SP is assisted by ASP or SP city or Dy.SP who inturn subordinated by SDPO at division and CI at circle , SHO at thana and OC. 
2.  For Revenue Collection the DO is assisted by ADM, DRO (AP, TN), ADM (LR) in Bihar, District Land and Land Reforms Officer in WB. The DCTO or Dy. Commissioner, Commercial Tax heads commercial tax collection, registration and stamp duties are collected uner District Registrars office and Sub-registrar’s office at sub-division, the DTO for Motor Vehice and the Superintendent of Excise for Excise duty.
3. The regulatory activities include Arms, and Explosives licensing, Cinema lincensing, Citizenship Registration and Passport, motor vehicle and PDS.  
4. The technical departments that are supervised are PWD Construction Board, PWD Bridges, PWD Highways, Public Health Engineer, Minor Irrigation and Waterways. The EE are assisted by AEs and JR or Sub engineers 
5. Forest activities are wild life conservation, social forestry, parks, gardens, soil conservation and silvi culture. The commercial affairs or eco-tourism is looked after by FDCs. These activites are supervised by DFOs, rangers, beat officers 
6. The technical to social infrastructure includes a range of activities. The health  is headed at the district by CMO, ACMO, CHCs, PHC and sub-centers. Education sector includes the DEOs or DI of schools at the district level councils at the gross root PS / SS.
7.  The livelihoods development includes the development, support and promotion of livelihoods, service provision, extension, improvement of physical infrastructure, catalytic role in improvement of economic development like agriculture, animal husbandry, horticulture, fisheries, handloom development, khadi and village industries, agricultural marketing and industries. At the district the DAO or PAO heads, AD or AH at sub-district and an IPO at each block. 
8. Collectorate is described as ‘machine bureaucracy’ by Henry Mintzberg (1983). In TN, AP exists one ADM and a Head, Development. In Bihar,WB and Orissa 3-5 ADMs exist. Each ADMhas 5-8 departments or sections. The section head is also called Dy. Commissioner, supported below by head clerk, senior cleark, 2-3 junior clerks and a peon. In Punjab, UP and Uttranchal the ADM or the SDM sadar (HQ) is supported by a section officer or head clerk. The three major activities of the Collectorate are system maintenance, regulatory and developmental. All the actions are taken in the name of DO who can delegate his powers and implements laws, rules and delivers services and goods in the nature of sanctions.  
9. Technology is to work on standardized procedures,  laws and rules, delivers services, implements goods in the nature of sanctions which are positive or negative and delivers a permit, a license, amount of money, a certificate and so on. The Collectorate is a reactive organization for the directions from above and applications from below, with a directive action with a deadline. It’s a programmed decision making. The work dairies are abandoned at present.
10. The environment is fashioned by legal, policy frame works, statutes and rules that demarcate its environment. The stakeholders are individuals, interest groups, political parties, NGOs, private firms, media and non-state actors.
11. The regulatory is activity is by Criminal Procedure Code 1973 with a separation of judiciary from executive. The judiciary role includes acting as judicial or metropolitan magistrates for criminal cases and as executive magistrate for administrative activity supported by subordinate magistrates who deal with preventive action not punitive, means with CPC but not IPC like prevention of crimes, maintenance of law or order & tranquility, prevention of public nuisance, prevention of nuisance or apprehended danger, disputes regarding immovable property that threaten public peace.  
12. Prosecution of criminal cases in courts of law at the district head quarters and sub-division through a panel. The review of disposal of cases, service of warrants of arrest and orders for attachment of property. The area of social justice of SCs & STs, bonded labor, children and child labor, disabled and women.
13. The development activities are income generation, self employment, assets creation, social security schemes involve govt departments, PRIs, GFIs, banks & NGOs. The industrial development is also taken up.
14. The social sector has education, health and social welfare wings. The crisis management is done by management of  natural or man-made disasters, floods, cyclones, droughts etc.  
15. Residuary functions are enforcement of special acts, small savings collection, public relations/ protocol duties, PGR, single window for citizen customers, may act as the temple trust/  VC, may mediate between labor, industry and agriculturists.  
16. Act as Chairman or Executive VC or VC to various committees, secretary or member of numerous committees. The Collector is the chairman to the District Red Cross Society, debuttar/ temple trusts, district sports association, film societies, centers of art and music.  
17. The position of the Collector has remained a classic example of unclassified, unconsolidated, diffused responsibility that seems to be one of the marked features of the Indian Administration system.

                  EVOLUTIONARY ROLE OF DO:

1. The DO is the kingpin, lynchpin or keystone evolved from Company Bahadur undergone the constant process of dimution of authority and stature. The DM is the ‘tortoise’  which supports the elephant on which ‘Govt of India’ rests. The DO evolved from Mauryan Janapada/ ahara province, Mughal administration to Diwan of Bengal, Bihar, Orissa appointed supervisors in 1765. The District was the area of operation and assigned ‘Company Bahadur’ to carry out commercial activities.
2. On 11^th May 1772, the Company supervisor was renamed as Collector by Warren Hastings who crated the office of the Collector through a regulation statute. It reads ‘the Company having determined to stand forth as the Dewan, the supervisors should now be designated as Collectors, ‘The first essentials that the DO responsible for were: ‘public order, the swift administration for justice, prompt payment of taxes moderately assessed, maintenance of accurate and up to date land records which would prevent disputes” stated by Philip Woodruff in 1954. The sole consul of a great province, the district assigned to him being about the size of four provinces in Ireland.
3. The timeline of evolution of as following.
4. 1765    -           Bengal generated revenue amounting to 50% of the British public revenue; in 1830 – 1850s, the 20-25 million pounds were collected by the East India Company was about half the revenue of domestic British State.
5. 1780    – Civil judges were established in districts
6. 1787    – Collector was made Civil Judge and Magistrate to collect revenue effectively. Gradually became the representative of governing power and the head of general administration.
7. 1790    – Company took one over the administration of Criminal Justice from Nawab
8. 1793    – Cornwallis separated judiciary functions and the Collector became the CEO of district
9. 1820s  – Magistracy, revenue collection, judicial functions and general administration unified.
10. 1831     – Cornwallis centralized administration due to the British Crown in the wake of the mutiny of 1857.
11. 19^th Cen- SP, PWD, Health. Sir George Campbell, Lieutenant Governor of WB, strengthened the Collector’s office as the General Controlling Officer to the control local departments.
12. 1859 – 1919 – Era of triumphant bureaucracy. The British rule crystallized, land revenue and tenancy laws and 3 comprehensive codes, IPC and CPC.
13. The welfare activity depended upon the predictions of individual D.Os and was often a source of amusement among collegues.
14. “The Godavari & Krishna ayacuts, the Godavari dam, thousands of tanks, wells, roads, schools, hospitals and dispensaries were created by the DO’s efforts in almost all the provinces of the Raj, with or without govt. prompting.”
15. Late 1920        -Conflicting pressures and received contradictory signals from provincial and central govs.
16. Lord Irwins    -Fluctuating policy with Cong not comprehensible at the field level.
17. 1919 Montague Chelmsford reforms – Difficulty laid in the move from an authoritarian to a representative gov and transfer of power from administration to politicians. The district boards were set up later. Prior to Independence the Civil Service was responsible for both deliberation and policy formulation as also implementation of the policy.
18. 1940    – Independence violence
19. 1960-70s        -Student Violence and agitation against the emergency
20. 1980s  -Emergence of terrorism in Punjab, J&K
21. 1990s -Ultra left inspired militancy, conflict resolution
22. Shift from revenue collection to redistribution of ceiling, surplus land and the formulation and enforcement of intermediary rights.
23. Land – Enactment of land ceiling laws, levy on land improvement, agricultural income tax, expansion of old activities and consolidation of land holdings
24. Collection of dues – Taxes, govt. loans, cooperative loans, excise revenue, motor vehicle revenue, mining cess, royalties, land revenue and water rates and other user charges.
25. Kerala, Maharastra, J&K      – Communal consideration are allegedly responsible for creation of new districts with a concentration of minority population. The justification shown is to take government closer to the people and make implementation of development programs more manageable. The no. of districts grown from 360 to 619.
26. 1976    -State changed from being reactive to proactive, planning emphasized
27. 1951     -Planning commission was established.
28. 1963    -IADP, IAAP, AD in 1969
29. 1960    -PDS
30. 1955    -Essential Commodities Act. 
31. The diarchy emerged in Bihar with DDC and DO. The problems with inter departmental coordination started, until 20 points formula restored its strength in Bihar.
32. 1958    -Madras District Council Act created. The DDCs were headed with DO as the chairman. The DO became both democratic and bureaucratic
33. 1968    -The DO made as head of the development programs for its speedy implementation.
34.  4,5^th plan –SFDA, MF & ALA, CADA, DPAP, DDP, TDAP, IRDP with which DRDAs formed.
35. 5^th plan –tribal sub-plan strategy implemented.
36. 1960s -70s –Role of the state expanded with respect to social welfare programs
37. SC&ST –District Harijan Welfare Committees which are agents of social change formed.
38. 1970s – More poverty alleviation & RD programs
39. 1980s -90s     – Saw project mode of development intervention. The principles of management used with mission approach to tackle illiteracy and drinking water lead to creation of five ‘five spl. missions’. The rise in externally increased projects increased and the funding projects is multilateral and bilateral institutions such as World Bank, DFID, UK&UN. The DFID sponsored DPEP in six states, WB funded irrigation and health projects in four states, GTZ of Germany supported drinking water and health projects in five states. 
40.  The Dos status weakened due to short term, political interference and generalist vs specialist controversy.
41. Post Independence, the DO is overburdened, relatively powerless and inadequately compensated.
42. 1960s – Increase in responsibilities, decrease in authority, new matrix of democracy and self-governance.
43. On the whole, there has been an increase in his responsibilities, if not his authority. The authority of the DO has steadily been eroded and his position in district as no. 1 is no longer unquestioned.
44. Changes in the nature of regulatory functions, a diminution of the judicial responsibilities, a significant elaboration of the developmental functions, and an accretion of duties in the area of social change.  
45. Significance of the change : Through 73^rd and 74^th Constitutional (amendment) Act, through growth of non-state actors, NGOs and GROs, economic reforms initiated in 1990 lead to forces of privatization and marketization, contractualisation, Public Private Partnership, by administration aimed to improve efficiency of govt systems, by new forces for accountability such as judicial activism, RTI & media, by legislations of social change, women & child issues, welfare of disabled.  
46. But the impact on the administration machinery received no more than a passing attention.

CAPITAL GATE, owned and developed in Abu Dhabi, the capital of the United Arab Emirates, by ADNEC (Abu Dhabi National Exhibitions Company), has been certified as the ‘World’s Furthest Leaning Manmade Tower,’ by Guinness World Records.

CAPITAL GATE has been built to lean 18 degrees westwards – more than four times that of the world famous Leaning Tower of Pisa – and, earned the Guinness recognition after rigorous evaluation by the Awards Committee since January 2010, when the exterior of the 160-metre (524.9 ft), 35-storey tower was completed.

 “CAPITAL GATE is a landmark development for Abu Dhabi and with this recognition the tower takes its place among the world’s great buildings. It is a signature building which speaks to the fore-sight of the emirate”. 

CAPITAL GATE’s floor plates are stacked vertically up to the 12^th storey after which, they are staggered over each other by between 300mm to 1400mm giving rise to the tower’s dramatic lean.

The tower features other innovative construction techniques including the world’s first known use of a ‘pre-cambered’ core, which contains more than 15,000 cubic metres of concrete reinforced with 10,000 tons of steel. The core, deliberately built slightly off centre, has straightened as the building has risen, compressing the concrete and giving it strength, and moving into (vertical) position as the weight of the floors has been added.

2. The movement of Public Management in Anglo-Saxon World in 1980s lead to reforms in the public sector adding ‘citizen customer’ dimension till the recent e-governance

3. The new trends impacting administration are 73rd and 74th Constitutional (amendment) Acts, Privatization of public/supporting services, down-sizing or right-sizing of govt staff, Public Interest Litigation (PIL), Expansion of media, RTI, and rapid changes in field operations

a. Many new districts have been created based on research and mostly on political reasons
b. The relationship of the DO with Local Government Bodies (LGBs) is another crucial change in terms of increase of public participation through indirect representation of local body/government leaders
c. The scope of market forces to serve basic needs to the Rural/Urban weaker sections
d. Role of non-state actors to provide services
e. Redesigning administration machinery at the district level and down below
f. Re-engineering existing processes
g. Capacity Building

4. The four major process impacted the DA are Decentralization, Market Forces, Administrative Reforms, and new forces of accountability

5. The Social sector regulation and development, the System maintenance through regulation and the Development Promotion are newly added responsibilities.

6. The new role demanding knowledge Management, vision, strategic planning, design, team building, monitoring, coordination and facilitation

I. THE DISTRICT & DISTRICT ADMINISTRATION

7. The machinery is elaborate and complex. The extent and architecture must be understood by the DA. For Federal Govt the district is the cutting-edge. It is a practical, sound and viable unit of administration that it has stood the test of the time.
8. The district is the unit of planning, implementation and evaluation for regulatory and development administration.
9. District Administration existed from Mauryan times through Mughals, East India to British government.
10. The size of district in India ranges from few Kms to 40 sq.mts with a population of 1,50,000 to 8 million and 10 dialects are spoken with half-a-dozen languages
11. As per 1971 Census there are 360 districts and by 2007 there exists 604 districts.
12. The State/Central governments vary between 25-35 and 5-10

DA & ADMINISTRATION IN DISTRICT

13. The DCs are drawn from IAS as DM/DC were cadre posts
14. From the mid-1990s officers belonging to the SCS have also been posted as Dos in several States, starting from Orissa as the number of states increased from 13 to 30 at one go, due to the reduction in recruitment of IAS, poor cadre management and late promotions of SCS officers, due to growing strength of SCS associations and even parochialism combined with politicization.
15. Promotion to IAS is late in UP, Bihar, WB and both IAS and SCS officers posted as Dos are in middle or late 50s.
16. In Kerala, TN, AP, they are promoted after 8-12 years of service
17. The transformation of line departments into almost independent entities – ranging from the State HQ to the district and sub-district levels, the DA and administration in the district are no longer co-terminus, which destroyed the ‘Unity of Command’, working in isolation at cross purpose with each other.
18. Due to coalition partner or faction ridden parties are often more interested in carving out their separate empires rather than principles of administration or the implications of violating them.
19. Establishment of PRIs in 1960s and their constitutionalization by 73rd and 74th amendents in 1993-94, effectively lead to the restricting of the State.
20. Central, State, Local governments, IPOs like WHO, UNDP, UNICEF, and FGOs like DFID, GTZ and SIDA redefined the role

LEVELS OF ADMINISTRATION

21. In terms of reach Revenue, Police, RD, Health departments grown vertically during post independence with direct public interface.
22. The PWD, Irrigation and Waterways emerged for infrastructure and irrigation
23. For most of the government programs the district is no longer the cutting-edge, but the block and village are.
24. The district grew for planning, supervision of implementation, conflict resolution, reporting and evaluation.
25. The Community Development Block (1952-53) with which the Panchayat Samithy is coterminous with thanas and GPs were later set up
26. The PS and the GP came into existence by introduction of PR in 1960s and mandatory establishment after 73rd Constitutional (amendment) Act in 1993.
27. Regulated Market Committees located in areas with surplus agriculture product are a case in point
28. Cooch Bihar has 12 blocks but 5 divisions because of historical reasons leading to the merger of princely state of Cooch Bihar.
29. From 1990s, new districts were created in states like Orissa, UP, Haryana, Bhiar and MP.
30. Administrative structure has been reshaped over the last 150 years, based on the nature of the state and its re-orientation towards its people. The State evolved from predatory rule to mercantile, imperial rent-seeking to aspiring welfare state to participatory self governance.
31. Like in Newzealand, UK, US and India major reforms not effected due to move to a marked based system
32. The trend of withdrawal of the State from certain services and encouragement to non-state actors to take over their delivery.
33. The population of village is 50 in North East with clusters of hamlets/tolas and 15,000-25,000 in Kerala
34. Until 1950s the administration has revenue collection, maintenance of law and order and Patwaris and Lekhapal in UP, Karanam in TN, Talati in Maharastra, Chowkidar in MP, Pune, Bihar, WB and Orissa, Goan burras in Arunchal Pradesh and Narkun in Meghalaya
35. A group of village are pargana/ fikra/ circle in UP, TN, Maharatra in revenue administration, headed by Kanuga in UP, RI in TN, AP and WB. A group of circles forms Tehsil (5-8 parganas / fikras) and Taluka or Mahal (TN).
36. Taluka is missing in WB, Orissa, Jharkhand and other North East States for land revenue and magisterial powers
37. In TN, AP, Karnataka, and Kerala the district is divided into Revenue Division, like sub-division of northern states, headed by IAS or SCS officers
38. The SDM heads in UP, Punjab, Haryana and Rajasthan and SDOs in Bihar, Jharkhand and WB to implement revenue laws and Criminal Procedure Code.
39. The SDOs and ARTO are ‘mini collectors’ in Bihar, WB, and Orissa..
Development:
40. The CDP, NES started in 1952-53 are extended to the whole country within a decade for agriculture development
41. The CDP is a block with 15,000 to 20,000 population which is co-terminus with tehsils, taluks, and officials of line department work under BDO
42. The block is the unit of planning and rural development
43. The population of the block ranges from 15,000 in North East to 1,50,000 in UP, TN, Bihar and WB. The administrative machinery strengthened in most of the states
44. The BDO is also an Executive Magistrate and play the role of SDO.
45. During 1960s the block or intermediate Panchayat, Taluk Panchayat, Panchayat Samithi and Kshetra Panchayats are co-terminus.
46. After 73rd amendment the block infrastructure consolidated at the BDO who is the CEO of Block Panchayat

47. In 1952, the VLW or Village Level Worker or a multi-purpose worker was introduced, at the village level as lower most functioning of CDP in 1952, to advise on aspects of agriculture

48. The growth of PRIs and extension of police machinery led to the phasing our of village chowkidar in Bihar and WB.

49. The LGBs are 3rd level of governance having DP, BP and GP and are limited to rural areas.

50. The PRIs are the units of local self governance
a. Each village is a Panchayat in Bihar, UP, Haryana and Kerala
b. Group of villages are Panchayats in Orissa and WB which the sarpanch heads
c. UP has one permanent executive at Panchayat
d. In Gujarat, Kerala, Karnataka and WB, 5-8 personnel assist Pradhan
e. In WB, a junior engineer exists per each Panchayat

51. The Block has directly or indirectly elected President with professional / technical staff

52. The President of the DP is equal to the Minister of the State. In Maharastra, Karnataka and WB the DPs functions through standing committees on public works, land and forestry, BC welfare, Animal Husbandry, Fisheries, Women & Child Welfare, Education, Health and Finance. The DP heads by the executive secretary and deputy secretary.

53. The DPs are given through SFC an annual budget exceeding 1 billion larger than the budgets of many state deparments.

54. The DOs have supervisory and coordinating role in Maharastra and Karnataka. E.Os execute in WB, in other states the functions are conduct of elections and training to PRIs, Inspection of the Block / VPs, the audit of expenditures, recruitment of officials to different Panchayat offices and conduct of municipal elections / body formation and supervision.

Upon independence, the new Republic of India accepted the then serving Indian Civil Service officers who chose to stay on rather than leave for the UK, and renamed the service the Indian Administrative Service.

IAS officers time scales:

• Junior Time Scale (entry-level)
• Senior Time Scale (four years of service) – equivalent to an Under Secretary to the govt. of India.
• Junior Administrative Grade (nine years of service) – Deputy Secretaries
• Selection Grade (13 years of service) – Directors
• Joint Secretary (GOI)
• Additional Secretary (GOI)
• Secretary (GOI) – highest rank (basic pay of 80,000 Indian rupees)
• Cabinet Secretary – only one (basic pay of 90,000 Indian rupees). 

The State Governments however have a kind of a leverage to post these officers. Normally when an IAS officer joins the State, he is placed as a Sub Divisional Magistrate (SDM). Ideally he is to be made in charge of a District after completing 9 years of service and entering the Junior Administrative Grade but in certain States, even younger IAS officers are made in charge of Districts (Known as District Magistrates (DM), Deputy Commissioners (DCs) or Collectors),like in uttar pradesh 4 year senior officer may be appointed as D.M.The report of the Sixth Pay Commissions with details on the amount of salaries can be found here, http://india.gov.in/govt/studies/ias_revised_eng.pdf

Progression of IAS officers in State and Center Government

Transparency International, a global watchdog body, ranked India at a low 73 out of the 102 countries in its Corruption Perception Index, later in the 2008 survey, it ranked 85th in a 128 country list. The World Economic Forum on the other hand, ranked India 44 among 49 countries surveyed.^[5]. A 2009 survey of the leading economies of Asia, revealed Indian bureaucracy to be not just least efficient out of Singapore, Hong Kong, Thailand, South Korea, Japan, Malaysia, Taiwan, Vietnam, China, Philippines and Indonesia; further it was also found that working with the India’s civil servants was a “slow and painful” process.^[6].

By the 1990s, the economic liberalization of the Indian economy and the end of the license raj, gradually opened up the economic skies and the end to the regulatory regime which flourished during previous era, loosened its hold over the resources. Though this brought to surface the practices of kickbacks, both during disinvestment and offering government contracts, and while setting up of industries by foreign businesses were soon employing same corrupt practices used by Indian businesses for decades ^[7].

Over the years, several reasons have been cited by various scholars regarding the sustained existence of corrupt practices within the Indian bureaucratic system, also known as babudom colloquially, leading among them is its nexus with political corruption, lack of accountability and low regulatory controls. Others have suggested a rigid bureaucracy with a exclusivist process of decision making in a overly-centralized government as the reason its pervasiveness despite the passing years. In fact surveys have found it to be most resistant to transformation in its ways of functioning, even after repeated efforts by successive governments.^[8]. Some experts believe that a fall out of the existing corruption and red tapism can be detrimental to the Indian economy in the long run, as foreign investors in a rapidly global, economies of the world still view entering into India as a challenge and plagued as it remains both with political and bureaucratic corruption as well systematic inefficiency which leads to long turn around period as project delays cause cost escalations in volatile market economies ^[9]. Also in the recent years, several corrupt economies of Asia have faced setbacks, after the wave of economic upturn faded, this makes the urgency of corrective measures more than evident, they make it an imperative. It is now suggested that India should get rid of IAS officers and give the decision process as a voting to the people itself. This method has proved very successful all over the world. ^[10][11].

bank note building