Probationers have communicated concerns to Railway Board about possible fragmentation of Indian Railways Management Service, which ministry is said to be considering.
Engineers who work with MLOps must have a diverse set of skills. They must be familiar with data science and machine learning methods and have some knowledge of software development
In 'The Maverick Effect’, Harish Mehta writes that India was just not ready to do business with the world – it was a branding disaster till NASSCOM stepped in.
Senior officers of services that are being merged say new Indian Railways Management Service is beset with confusion. Railway Board insists it will raise efficiency, cut red tape.
Of 84 secretaries & directors at top of civil service, 46 are science graduates, 28 are engineers, and 22 are from 4 IITs — Kanpur, Delhi, Madras, Bombay.
Govt to give accreditation to 1,000 programmes at Indian institutions. Under 'Washington Accord', this will improve graduates’ chances of foreign placement.
When reading the book, one can see Roy’s mother as a 'fascist government' unto herself, the centre of her own cult. In Arundhati’s words, Mary Roy was ‘mother guru’.
ED has accused Amtek promoter Arvind Dham of controlling web of nearly 500 shell companies operating as a layered structure, with up to 15 levels of indirect ownership, to divert funds.
China flaunted military might & modernisation as it displayed stealth drones, anti-satellite system & cyber warfare contingent during parade to mark victory over Japan in WWII.
From Munir’s point of view, a few bumps here and there is par for the course. He isn’t going to drive his dumper truck to its doom. He wants to use it as a weapon.
The introduction of the Indian Railways Management Service (IRMS) is a monumental reform poised to shape the future of Indian Railways by promoting better services and fostering the development of world-class infrastructure. Aimed at curbing departmentalism, IRMS was designed to create a leaner, more efficient, and effective system by unifying various non-technical and technical cadres—such as IRTS, IRPS, IRAS, IRSE, IRSEE, IRSSE, and IRSS—into a super-managerial pool. This approach intends to cultivate versatile officers capable of handling diverse challenges. However, the decision to recruit technical cadres through civil services has faced significant backlash from both serving and retired officers, leading to a temporary pause in the intake process.
A railway officer’s role demands leadership qualities, dynamic decision-making, diverse knowledge, understanding the problem, ability to solve problems, the ability to handle pressure, and strong managerial skills. Given the inherent dynamism and immense responsibility of railway jobs, domain-specific knowledge is crucial for formulating informed policies and effectively guiding the workforce. While it is true that many civil servants are engineers and could manage these roles with proper training, the importance of technical expertise in handling the intricacies of railway operations cannot be overstated.
The increasing trend of outsourcing work has added layers of complexity, particularly in technical arbitrations, raising concerns about how non-technical officers would navigate these challenges. Officers play an essential role in planning, executing, and monitoring railway projects and maintaining key assets such as tracks, bridges, and signaling systems. Their expertise is crucial for the smooth functioning of the railways.
For direct recruits, JS (Junior scale) and SS (Senior Scale) postings provide vital hands-on field training for handling administrative roles. Given that Railways operates as a 24/7 service, it is crucial that officers possess the right skill sets and are prepared to be available around the clock.
There is also a growing demand for recruiting station masters from technical backgrounds, considering the duties they handle. With technological advancements, the system is becoming more complex, making the station master’s role increasingly critical. As the first responder in case of any untoward incident, the station master’s responsibilities are significant.
Indian Railways is already fragmented into smaller units with numerous departments to cater to the needs of its officers. However, the “Rationalization of government bodies,” as proposed by Sanjeev Sanyal, has not yet been implemented.
To address these issues, the railway administration must focus on understanding all job roles at the grassroots level and ensuring that the right individuals with the necessary skills are recruited. The outdated clerk and peon system should be phased out, and the practice of recruiting junior typists and stenographers from the open market must be reevaluated.
Reforms should be comprehensive, affecting every level of the organization, not just the apex officer level. Indian Railways still operates with a colonial-era administrative style, which is increasingly misaligned with the needs of a modern, digitalized 21st century. Despite having a large pool of Group A officers, no breakthrough achievements have been realized in the railways.
A prudent approach would be to allow officers, starting from level-14, to choose between general service roles or to continue within their specialized technical domain. This flexibility would help retain technical expertise while providing opportunities for broader managerial roles, ultimately ensuring that Indian Railways remains both efficient and effective.
However, the 50% norm of engaging promotee officers in every administrative grade is often breached, highlighting the need for stricter adherence to recruitment and promotion policies.
I am optimistic that the IRMS will address all these issues, curbing departmentalism, dismantling the British colonial legacy of centralized control, eliminating elitism and the system of creating demigods within Indian Railways.
For more insights into the working culture of Indian Railways, please refer to the document attached via the link below.
In depth analysis has to be done on this regard Generalist vs Specialist in Railways (Even UPSC is looking to intake specialist into civil services through lateral entry), as this is gona shape the future of Indian Railways.
For getting to know more about Indian Railway working culture, pls go through the document attached with the link given below:
Mr. Ashwini Vaishnaw is clearly not capable of handling the Railway ministry. Modi should appoint someone else as the Railway minister.
Mr. Vaishnaw is good only for PPT presentations and making reels. Doesn’t deserve any ministry other than I&B.
Even in a simple presentation/announcement he keeps uttering “Modi” a thousand times. It’s annoying and irritates even Modi- bhakts.
The introduction of the Indian Railways Management Service (IRMS) is a monumental reform poised to shape the future of Indian Railways by promoting better services and fostering the development of world-class infrastructure. Aimed at curbing departmentalism, IRMS was designed to create a leaner, more efficient, and effective system by unifying various non-technical and technical cadres—such as IRTS, IRPS, IRAS, IRSE, IRSEE, IRSSE, and IRSS—into a super-managerial pool. This approach intends to cultivate versatile officers capable of handling diverse challenges. However, the decision to recruit technical cadres through civil services has faced significant backlash from both serving and retired officers, leading to a temporary pause in the intake process.
A railway officer’s role demands leadership qualities, dynamic decision-making, diverse knowledge, understanding the problem, ability to solve problems, the ability to handle pressure, and strong managerial skills. Given the inherent dynamism and immense responsibility of railway jobs, domain-specific knowledge is crucial for formulating informed policies and effectively guiding the workforce. While it is true that many civil servants are engineers and could manage these roles with proper training, the importance of technical expertise in handling the intricacies of railway operations cannot be overstated.
The increasing trend of outsourcing work has added layers of complexity, particularly in technical arbitrations, raising concerns about how non-technical officers would navigate these challenges. Officers play an essential role in planning, executing, and monitoring railway projects and maintaining key assets such as tracks, bridges, and signaling systems. Their expertise is crucial for the smooth functioning of the railways.
For direct recruits, JS (Junior scale) and SS (Senior Scale) postings provide vital hands-on field training for handling administrative roles. Given that Railways operates as a 24/7 service, it is crucial that officers possess the right skill sets and are prepared to be available around the clock.
There is also a growing demand for recruiting station masters from technical backgrounds, considering the duties they handle. With technological advancements, the system is becoming more complex, making the station master’s role increasingly critical. As the first responder in case of any untoward incident, the station master’s responsibilities are significant.
Indian Railways is already fragmented into smaller units with numerous departments to cater to the needs of its officers. However, the “Rationalization of government bodies,” as proposed by Sanjeev Sanyal, has not yet been implemented.
To address these issues, the railway administration must focus on understanding all job roles at the grassroots level and ensuring that the right individuals with the necessary skills are recruited. The outdated clerk and peon system should be phased out, and the practice of recruiting junior typists and stenographers from the open market must be reevaluated.
Reforms should be comprehensive, affecting every level of the organization, not just the apex officer level. Indian Railways still operates with a colonial-era administrative style, which is increasingly misaligned with the needs of a modern, digitalized 21st century. Despite having a large pool of Group A officers, no breakthrough achievements have been realized in the railways.
A prudent approach would be to allow officers, starting from level-14, to choose between general service roles or to continue within their specialized technical domain. This flexibility would help retain technical expertise while providing opportunities for broader managerial roles, ultimately ensuring that Indian Railways remains both efficient and effective.
However, the 50% norm of engaging promotee officers in every administrative grade is often breached, highlighting the need for stricter adherence to recruitment and promotion policies.
I am optimistic that the IRMS will address all these issues, curbing departmentalism, dismantling the British colonial legacy of centralized control, eliminating elitism and the system of creating demigods within Indian Railways.
For more insights into the working culture of Indian Railways, please refer to the document attached via the link below.
https://www.scribd.com/document/648826718/British-Officers-in-Indian-Railways
In depth analysis has to be done on this regard Generalist vs Specialist in Railways (Even UPSC is looking to intake specialist into civil services through lateral entry), as this is gona shape the future of Indian Railways.
For getting to know more about Indian Railway working culture, pls go through the document attached with the link given below:
https://www.scribd.com/document/648826718/British-Officers-in-Indian-Railways
Mr. Ashwini Vaishnaw is clearly not capable of handling the Railway ministry. Modi should appoint someone else as the Railway minister.
Mr. Vaishnaw is good only for PPT presentations and making reels. Doesn’t deserve any ministry other than I&B.
Even in a simple presentation/announcement he keeps uttering “Modi” a thousand times. It’s annoying and irritates even Modi- bhakts.