Sources say petitioners argue that U-turn amounts to retrospective imposition on IRMS officers, whose career prospects would be adversely, irreversibly affected if decision not revised.
The decision to recruit for IRMS through CSE alone created career uncertainty for hundreds of applicants. Crucial technical positions have remained vacant for 3 years.
Is there a place for a counter-bureaucracy, or a separate and competing bureaucracy to counterbalance the force of the executive’s bureaucracy, asked author MH Mody in 1980.
With bad loans shrinking & capital buffers stronger, urban co-op banks’ new umbrella body NUCFDC is now prioritising rollout of digital transformation.
If deal goes through, Greece will be 2nd foreign country to procure vehicle. Morocco was first; TATA Group has set up manufacturing unit there with minimum 30 percent indigenous content.
Many of you might think I got something so wrong in National Interest pieces written this year. I might disagree! But some deserve a Mea Culpa. I’d deal with the most recent this week.
“BRITISH OFFICERS IN INDIAN RAILWAYS”-Bossism in Indian Railways.
The work culture in Indian Railways, rooted in a colonial legacy, often emphasizes strict hierarchy and authoritarian management. This structure has fostered “bossism,” where power is centralized among a few, creating a challenging environment for frontline workers. Despite hard work, labour-class employees like artisans and supervisors frequently experience undue pressure, discrimination, and limited communication with senior officers. This hierarchical and bureaucratic approach hampers efficiency, limits upward communication, and reinforces an outdated system. Such a culture discourages initiative and reduces morale, impacting overall productivity and job satisfaction. Even after 75 years of independence, Indian Railway management is suffering from colonial hangover. If you want to hire great people and have them stay, working for you, you have to let them make part of decision making process and you have to be run by ideas not hierarchy. ‘Ideas should win, not hierarchies’ otherwise good people don’t stay.- Steve Jobs..
For more insights into the working culture of Indian Railways, please refer to the document attached with the link below. Kindly share this document until it reaches the top brass of Indian Railways, for breaking Colonial Shackles..
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.
“BRITISH OFFICERS IN INDIAN RAILWAYS”-Bossism in Indian Railways.
The work culture in Indian Railways, rooted in a colonial legacy, often emphasizes strict hierarchy and authoritarian management. This structure has fostered “bossism,” where power is centralized among a few, creating a challenging environment for frontline workers. Despite hard work, labour-class employees like artisans and supervisors frequently experience undue pressure, discrimination, and limited communication with senior officers. This hierarchical and bureaucratic approach hampers efficiency, limits upward communication, and reinforces an outdated system. Such a culture discourages initiative and reduces morale, impacting overall productivity and job satisfaction. Even after 75 years of independence, Indian Railway management is suffering from colonial hangover. If you want to hire great people and have them stay, working for you, you have to let them make part of decision making process and you have to be run by ideas not hierarchy. ‘Ideas should win, not hierarchies’ otherwise good people don’t stay.- Steve Jobs..
For more insights into the working culture of Indian Railways, please refer to the document attached with the link below. Kindly share this document until it reaches the top brass of Indian Railways, for breaking Colonial Shackles..
“BRITISH OFFICERS IN INDIAN RAILWAYS”-Bossism in Indian Railways.
The work culture in Indian Railways, rooted in a colonial legacy, often emphasizes strict hierarchy and authoritarian management. This structure has fostered “bossism,” where power is centralized among a few, creating a challenging environment for frontline workers. Despite hard work, labour-class employees like artisans and supervisors frequently experience undue pressure, discrimination, and limited communication with senior officers. This hierarchical and bureaucratic approach hampers efficiency, limits upward communication, and reinforces an outdated system. Such a culture discourages initiative and reduces morale, impacting overall productivity and job satisfaction. Even after 75 years of independence, Indian Railway management is suffering from colonial hangover. If you want to hire great people and have them stay, working for you, you have to let them make part of decision making process and you have to be run by ideas not hierarchy. ‘Ideas should win, not hierarchies’ otherwise good people don’t stay.- Steve Jobs..
For more insights into the working culture of Indian Railways, please refer to the document attached with the link below. Kindly share this document until it reaches the top brass of Indian Railways, for breaking Colonial Shackles..
https://www.scribd.com/document/648826718/British-Officers-in-Indian-Railways
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
“BRITISH OFFICERS IN INDIAN RAILWAYS”-Bossism in Indian Railways.
The work culture in Indian Railways, rooted in a colonial legacy, often emphasizes strict hierarchy and authoritarian management. This structure has fostered “bossism,” where power is centralized among a few, creating a challenging environment for frontline workers. Despite hard work, labour-class employees like artisans and supervisors frequently experience undue pressure, discrimination, and limited communication with senior officers. This hierarchical and bureaucratic approach hampers efficiency, limits upward communication, and reinforces an outdated system. Such a culture discourages initiative and reduces morale, impacting overall productivity and job satisfaction. Even after 75 years of independence, Indian Railway management is suffering from colonial hangover. If you want to hire great people and have them stay, working for you, you have to let them make part of decision making process and you have to be run by ideas not hierarchy. ‘Ideas should win, not hierarchies’ otherwise good people don’t stay.- Steve Jobs..
For more insights into the working culture of Indian Railways, please refer to the document attached with the link below. Kindly share this document until it reaches the top brass of Indian Railways, for breaking Colonial Shackles..
https://www.scribd.com/document/648826718/British-Officers-in-Indian-Railways