Open Access Research Article
White Black Legal – International Law Journal · ISSN 2581-8503
STRENGTHENIG PUBLIC ADMINISTRATION IN INDIA THROUGH MANAGEMENT DEVELOPMENT AND CAPACITY BUILDING: A PUBLIC POLICY PERSPECTIVE
Read the Full Research Paper
Access the complete open-access article in PDF format. No login is required.
Abstract
STRENGTHENIG
PUBLIC ADMINISTRATION IN INDIA THROUGH MANAGEMENT DEVELOPMENT AND CAPACITY
BUILDING: A PUBLIC POLICY PERSPECTIVE
AUTHORED
BY - UBAD HASSAN
Research
Scholar, Department of Government and Public Administration, Lovely
Professional University, Punjab.
CO-AUTHOR
- VISHNU PRASAD
Research
Scholar, Department of Government and Public Administration, Lovely
Professional University, Punjab).
ABSTRACT
Public
administration creates such institutional apparatus by which the policies of
government, legislations and social welfare functions are modified into
real-world results. The escalating governmental complexity, technical
alteration, outlook of citizens and the requirement for well-organized
enforcement of public policies in India have shaped a mounting necessity for
adaptable and competent public organizations. Therefore, administration growth
and training capacity have become vital gears of effective public management. The
main focus of management growth is to strengthen leadership qualities,
capability to make decisions, planning strategically and capabilities to manage
among public officers. On the other hand, capacity building incorporates the
expansion of skills, knowledge, organizational resources, technical
competencies and institutional systems. This research paper highlights
objectives of study, method of research adopted in this study, the need of
capacity building and management development in strengthening public
administration in India from the perspective of public policy, the connection
between administrative competency and effective implementation of policy,
contemporary confrontations in capacity and training development considering
the significance of digital governance and developing machineries, inclusive of
artificial intelligence (AI) followed by suggestions. The study also assesses
the prerequisite for incessant skilled development, policy making based on
evidence, institutional reforms and performance-oriented administration.
KEYWORDS: Management
Development, Public Administration, Capacity Building, Public Policy, Training,
Administrative Reforms, Digital Governance.
1.
INTRODUCTION
Public
administration is the main instrument through which the laws, policies and
developmental functions are implemented by the State. India is a diverse
country so, effective administration is vital for protecting social welfare,
financial growth, admittance to justice and conveyance of public
services. The modern managerial atmosphere has endured substantial change. The
institutions of government are progressively essential to consider technical
progress, digital governance, multifaceted monitoring frameworks, challenges
related to climate, financial variations and increasing prospects of citizens.
Therefore, outdated managerial skills may be inadequate in order to meet the
demands of contemporary governance. Broadly speaking, public administration
refers to the organization and functioning of governmental institutions for
implementing laws, policies and public programs. It involves planning,
organization, decision-making, coordination, regulation and delivery of public
services. Modern public administration is increasingly moving from a
traditional rule-oriented approach towards a citizen-centric,
performance-oriented and technology-enabled model of governance.
Management
development refers to systematic efforts to improve the managerial and
leadership capabilities of individuals occupying administrative positions. It
includes leadership development, strategic planning, decision-making,
human-resource management, financial management, conflict resolution,
communication, performance management, innovation and problem-solving.
Capacity
building is defined as the method of evolving and strengthening the instincts,
skills, aptitudes, processes and resources that establishments and communities
need to go through, adapt and bloom in a rapid moving world.[1] It
is broader than conventional training. It involves strengthening the ability of
individuals, organizations and institutions to perform their functions
effectively. It may include individual capacity through knowledge and skills;
organizational capacity through systems and leadership; technological capacity
through digital infrastructure and data management; and institutional capacity
through coordination mechanisms and resources.
However,
capacity building and management development have presumed substantial
position. The government officials not only need knowledge of laws and
administrative methods but also the skills of leadership, planned thinking,
technological competency, ability of communication, techniques of
problem-solving, etc. The efficiency of a public policy eventually counts on
its enforcement. Even a well-structured policy might flop if the institutions
accountable for execution lack skilled employees, myriads of resources,
managerial capacity or technical infrastructure.
2.
RESEARCH OBJECTIVES
1. To
scrutinize the need of management development in public administration of
India.
2. To
examine the role played by capacity building and training in refining
administrative competence.
1. 3.To
inspect the connection between implementation of public policy and
administrative capacity.
3. To
categorize modern challenges distressing capacity building in public
establishments.
4. To
examine the significance of digital governance and developing technologies in
managerial capacity development.
5. To
propose policy and institutional procedures for establishment of public
administration in India.
3.
RESEARCH QUERIES
1. What
is the contribution of management development in effective public
administration in India?
2. What
kind of role is played by training and capacity building in refining the
performance of public officials?
3. What
is the effect of administrative capacity in the enforcement of public policies?
4. What
are the main challenges opposing capacity building within the public
institutions of India?
5. How
do artificial intelligence and technology contribute to contemporary
administrative capacity?
6. What
improvements are vital to form a more efficient and responsive public
administration?
4.
RESEARCH METHODOLOGY
The
doctrinal and qualitative research method has been adopted in this research
study. It primarily focuses upon secondary sources, including reports of
government, legislation, policy credentials, official publications, academic
books, literature, research articles and relevant judicial and institutional
resources. An analytical and descriptive approach is adopted to scrutinize the
relationship among management development, capacity building and public policy
implementation in India.
5.
REVIEW OF LITERATURE
The
object of literature review is to analyze the need for additional research or
to justify research. It classifies the relationship of works in context of its
contribution to the research topic and to other books. It also reveals huge
block of knowledge, confrontations and deadlines for a new researcher. The
researcher has gone through numerous books, articles and judicial
pronouncements. The researcher has also taken the aid of the online websites.
This is inclusive of journals, articles and papers by eminent jurists and
academicians. Hence, it is substantial to study the previous work done by the
other researchers on the same point and still some issues are not covered which
ought to be covered by new researcher. The previous works of some researchers
is as following: -
S.
Nagel[2]
suggested that public policy and public administration are ‘two sides of the
same coin’ that is policy is defined as what governments do while
administration informs how they do these things.
According
to Al-Atti,
public administration is a socially beneficial activity which is conducted by
diverse entities such as state and local authorities.[3]
As
per O. Ziboreva, by the time passes, the concept of public
administration has been shifted from a state-centric model to a
service-oriented approach with a main focus on public interest and the
implementation of state policies.[4] He
suggested that the key features of public administration include its
professional framework, legal regulation and the allocation of competencies
among various actors to prevent functional overlap.[5]
Public
administration systems are shaped by cultural influences, demographic demands,
and the country’s developmental trajectory; recommendations for improvement of
public administration systems often focus on expanding pension coverage,
enhancing benefits, raising retirement ages and modernizing social welfare programs
to ensure long-term sustainability as implied by J. Vrba
in his previous research.[6]
Addition
to this, Q. Huynh[7]
had also put significance of culture and local-economy aspects such as street
vendors for local communities and local administration consequently. Panja also highlights that in
India, the public sector is affected by issues such as bureaucratic
inefficiency and inadequate infrastructure. However, opportunities for progress
exist through initiatives like e-governance, human resource development and
public-private partnerships as highlighted by Panja.[8]
R.
Kumar suggested that the incorporation of public
administration as an academic discipline in Indian Universities faces
challenges, including inconsistent curricula, a lack of qualified faculty and
technological limitations. [9]
It
had been argued by S. Kühl[10]
that the primary function of capacity development as a concept is to meet the
legitimacy requirements of development assistance organizations. Despite existing gaps about the specific
epistemic status of capacity development, its role nurturing capacity as a
concept is uncontestable.
According
to K. Bersch,[11]
organizational capacity in Brazil which is inclusive of numerous specific
indicators related to human resource management in public organizations:
1.
Strength of public sector careers. 2. Specialization of the organization
career. 3. Politicization of public
servants measured by political appointments in the lower and higher levels. 4.
Percentage of public servants belonging to a political party.
6.
MANAGEMENT GROWTH AND ADMINISTRATIVE EFFICACY
|
Organizational
Design
(Agencies,
offices, technology systems, etc.)
|
|
Goals
(targets,
outputs, policy goals, etc.)
|
|
Design parameters
(size, training,
formalization, planning, etc.)
|
|
Contingency
factors
(institutions,
policies, resources, etc.)
|
6.1 ADMINISTRATIVE
REFORMS
·
Jan Vishwas Act, 2026:
It came in April 2026with a view to advance proportionate regulation framework
and reducing criminal liabilities for minor offenses to foster trust-based
administration.
·
Startup India[12]:
This initiative objects to aid entrepreneurs and build a robust startup
ecosystem. It seeks to transform India into a nation of job creators rather
than job seekers. By March 2026, over 2.23 lakh startups have been recognized
that generates 23.3 lakh direct jobs.
·
SPICe+ Form:
In 2020, the method of starting and formalizing businesses became facile and
more streamlined with the introduction of this platform
7.
APPRENTICESHIP AND CAPACITY BUILDING OF PUBLIC OFFICIALS
Training
is one of the canons of capacity building. Contemporary organizational training
ought to move beyond academic teaching. It incorporates practical
problem-solving skills, learning via case-study, digital and technology
governance, analysis of data, evaluation of public-policy, integrity and
ethics, leadership growth and negotiation and communication skills. The motto
is to create officials capable of dealing with changing economic, social and
technical situations.
8.
CAPACITY BUILDING AND IMPLEMENTATION OF PUBLIC POLICY
The
Planning Commission defined and advocated for capacity building with this
definitive statement:
“Capacity
building must move beyond traditional training of individuals to the
institutional and systemic levels. It is about creating the capability across
all tiers of government to implement, monitor, and deliver public services
effectively.”
Defining
Capacity Building in its strategic vision documents, the Planning Commission
regularly emphasized that capacity building is not just a checkbox activity,
framing it around three core layers: Individual Level: Moving past rigid,
“rule-based” administrative functions to adaptive, “role-based” skills. Institutional
Level: Upgrading the processes, digital assets, and structural agility of
ministries and urban local bodies. Systemic Level: Building a citizen-centric,
continuous-learning ecosystem capable of handling modern governance challenges.
Direct
relationship exists between managerial capacity and outcomes of policy.
Broadly, the process of policy may be described as: formulation of policy,
administrative planning, implementation, monitoring, evaluation and improvement
of policy. At every stage, personnels who are competent and organizational
capacity are needed. A policy of welfare may be appropriately formulated but
did not successful in achieving its objectives due to insufficient personnel,
meager coordination, lack of technical infrastructure or futile monitoring.
Hence, effective administrative capacity is required for effective
implementation of public policy.
|
Institutional
Development
|
policy and legal frameworks.
others
|
Strengthening
managerial
|
|
Community
participation
|
8.1 NEED
OF CAPACITY BUILDING IN PUBLIC INSTITUTIONS[13]
·
It reduces an over-reliance on external
experts as foundations of information, resources and explanations to public
issues. By thwarting a dependency connection on outsiders from forming,
capacity building inspires local people to bring action on local issues
themselves.
·
It nurtures a sense of empowerment and
ownership so that greater control gained by community partners over their own
development of future.
·
Capacity building strengthens
self-confidence, knowledge, skills and resources that upsurge from capacity
building efforts on one project might improve the ability of community partners
to envisage and take action on other projects.
·
Such a capacity building approach to
community work recognize that learning, development and alteration happen
reciprocally that is both you and your community partner are anticipated to be
dissimilar at the end of your community work done collaboratively.
9. ADMINISTRATIVE
FRAMEWORK
9.1
NATIONAL INITIATIVES
·
Sadhana Saptah 2026[14]:
Strengthening Adaptive Development and Humane Aptitude for National Advancement
(Sadhana) Saptah 2026 has been organized in April 2026 by the Capacity Building
Commission (CBC), Department of Personnel and Training. It is one of the
largest collaborative capacity building initiatives in India. The aim is to
foster skills vital for citizen centric governance. This initiative is also
known as National Programme for Civil Services Capacity Building. Several
initiatives such as Karmayogi Kshamata Connect, Rashtriya Jan Sewa Programme,
UNNATI Portal, iGOT Learning Assessment Framework, Karmayogi Gaan, AI Powered
Amrit Gyaan Kosh Suite, Capacity Building for Viksit Panchayat, Administrative
Capacity Building for scientists are being launched during Sadhana Saptah to
further strengthen Mission Karmayogi and deepen capacity building across the
civil services ecosystem. Moreover, as the India is stepping towards the vision
of Viksit Bharat 2047, the initiative will catch up with to play a pivotal role
in equipping civil servants with the skills and competencies needed to meet
emerging challenges and deliver better outcomes for citizens.
·
Karmayogi Bharat[15]:
Karmayogi Bharat initiative fetches together Central Ministries, States and
Union Territories (UTs) and training institutions on a shared platform to
promote responsive and citizen centric governance. The tagline of this initiative “Ham Bane
Karmayogi”, also marks the foundation day of the Capacity Building Commission
and five years of Mission Karmayogi.
·
PMKVY 4.0 Progress:
Skill programs had been expanded by this initiative to provide a training over
28 million candidates across 36 states and traducing future skill job roles and
customized coursers by mid-2026.[16]
9.2
GLOBAL INITIATIVES
The
National Academy of Agricultural Research Management (NAARM)n is the only
institution in the world which focuses on capacity building in agricultural
research and education management. The primary objective is to enhance
individual and institutional capacities in the National Agricultural Research,
Education and Extension Systems (NAREES) for innovation and sustainable
agricultural development. The initiatives that are taken at the global level
are described as follows: -
·
Global Digital Capacity Building
Alliance[17]:
Global Digital Capacity Building Alliance (GDCBA) launched by the Capacity
Building Commission (CBC) in February 2026 during the India AI Impact Summit
which treats institutional capacity as a Global Public Good, pushing for cross
border knowledge exchange, playbooks and technical working groups.
·
Digital Economy Governance Program:
This program held in June-July 2026 in Beijing by the United Nations Institute
for Training and Research along with DEC40 to train public sector leaders in
digital transformation and policy management.
·
Asia-Pacific World Heritage
Management Workshop: It is launched in Anxi, China, in August
2026 by WHITR-AP Beijing as regional capacity building workshop which focused on
integrating tangible and intangible heritage management strategies.
10.
DIGITAL GOVERNANCE AND DEVELOPING TECHNOLOGIES
The
renovation of public administration via digital machineries has created
innovative opportunities and bring new challenges. Transparency, swiftness of
service delivery, management of record, access to citizen, data-driven
decision-making, monitoring and inter-departmental management can be improved
by digital governance. The advent of Artificial Intelligence (AI) generates
likelihoods for prognostic study, automatic managerial processes, and
evaluation of policy. Nevertheless, transformation of technology technological
also need officers to advance capabilities in data literacy, algorithmic
accountability, cybersecurity, privacy and accountable use of AI.
10.1
TECHNICAL PLATFORMS
·
MCA21 Version 3:
It is a forward-looking AI driven initiative which enhances transparency in
Indias corporate landscape. It is used for end-to-end registry and
incorporation related services of companies and limited liability partnerships.
·
Udyam Registration Portal:
This Platform was introduced in July 2020 which provides a free, paperless and
self-declaration-based system for MSMEs (Micro, Small and Medium Enterprises).
Registrations on this portal have been raised from 10.02 thousand in October
2020 to over 858 thousand by June 2026.[18]
11.CHALLENGES
IN ADMINISTRATION DEVELOPMENT AND CAPACITY BUILDING
·
Capacity Restraints:
Gaps in skill caused by speedy technical and organizational changes in areas
such as analysis of policy, behavioral science and data management that hinders
effective process of decision-making.[19]
·
Dependency of Conventional training:
Methods of conventional training that may count on extremely on academic
instruction.
·
Lack of institutional capability:
Inadequate organizational capacity crossways regions and departments.
·
Change in technical tasks:
Resistance to technological and institutional change. Technical challenges
including infrastructure, data governance and cybersecurity.
·
Improper evaluation:
Insufficient evaluation of outcomes of training.
·
Limited usage of data:
Many governmental ministries often lack access to integrated, real-time data
systems which hampers their capability to assess grassroot realities or
quantity impact of policy.[20]
12.
PUBLIC POLICY PERSPECTIVE
Public
policy means the actions and decisions taken by governmental bodies to address
public matters. The government makes several choices about how to use its
resources and authority to solve problems affecting the society at large.[21]
The process of framing policy is the sequence of activities in an organized
manner through which problems of public are addressed, recognized and assessed
by the government.[22]
An
approach of public-policy needs capacity building to be combined into the cycle
of policy. Before the enforcement of policy, policymakers ought to consider
whether there is availability of sufficient trained personnel, whether there
are adequate resources in institutions, whether there is existence of
technological infrastructure, whether the required skills possessed by public
officials, whether mechanisms of monitoring are available and whether outcomes
of policy can be evaluated. Therefore, this approach can combat the gap between
policy implementation and policy formulation.
12.1
STAGES IN THE PROCESS OF MAKING POLICY
Stage 8: Policy evaluation
12.2
ROLE OF GOVERNMENT MINISTRY
In
several countries like parliamentary democracies in India, the administrative
branch of the executive is government ministries. Each ministry is responsible
for implementing and developing policies in specific areas such as education,
health, finance, or rural development. These ministries work under the
leadership of a Cabinet Minister and are aided by civil servants who manage
budgeting, policy design, implementation and monitoring.[23]
For
instance, A pivotal role is played by the Ministry of Education in rolling out
the National Education Policy (NEP), though the Ministry of Health and Family
Welfare has been at the forefront of managing crises of public health including
the pandemic of COVID-19. These ministries work in coordination with allied
statutory bodies, departments and state governments so that reforms to be
implemented that directly put an impact on lives of citizens.
12.3.
REQUIREMENT FOR PERFORMANCE ORIENTED ADMINISTRATION
Current
public administration ought to progressively emphasis on quantifiable results
rather than just procedural compliance. Performance-oriented management needs
vibrant objectives, skilled personnel, monitoring, adequate resources and
answerability. The indicators of performance can assist institutions to detect
weaknesses and expand service delivery, though assessment ought to account for
the complex system of public-service delivery.
14.
SUGGESTIONS
·
Incessant Professional Growth: Training
ought to last throughout the career of public official.
·
Training via Competency: Training
should be given looking after the competencies required for holding particular
administrative positions.
·
Practical Knowledge: Case
studies, field assignments and problem-based education would complement
instruction via classroom.
·
AI Literacy and Digital Access: Training
to officials should also be given in digital governance, analysis of data,
cybersecurity and use of AI.
·
Evidence-Based Policymaking: Administrative
verdicts ought to gradually bank on reliable data, policy and research
evaluation.
·
Organizational Teamwork: Government
Universities, institutions, research institutions and professional institutions
ought to cooperate in specialized training.
·
Evaluation of Training Results: Training
ought to be weighed as per its effect on administrative performance.
·
Solidification of Leadership: The
growth of leadership ought to obtain more attention for senior administrative
and policy positions.
·
Citizen-Centric Management: Capacity
building would eventually emphasize on refining the quality, openness and
responsiveness of public services.
·
Development of Man-power:
Set up of technology, science, computers, professional and management education
through private institutions leaving behind the poor and the unfortunate to
distance education, or open learning.
15.
CONCLUSION
The
efficacy of public administration has a close connection with the institutional
capacity responsible for public policy implementation. In modern India,
challenges in public administration are flattering gradually complex due to
technical change, changing expectations of citizens and the rising scope of
responsibility of government. Management growth and capacity building provide
imperative instruments in order to address these challenges. Although
management development can fortify leadership, decision-making power and
administrative performance, capacity building can improve the knowledge,
skills, institutional systems and high-tech capabilities essential for
effective governance. The chief argument of this research paper is that there
is no separation of public policy from administrative capacity. A
well-structured policy needs proficient institutions for its fruitful
implementation. Therefore, India needs an incessant, competency-based and
technology driven approach to managerial development. Consequently,
strengthening public management ought to be viewed not merely as an
administrative change but also as a vital constituent of effective public
policy and better governance.
REFERENCES
BOOKS
1. Stuart
S. Nagel, “Political Science and Public Administration as Key Elements in
Policy Analysis,” In Improving Policy Analysis, 28-34 (SAGE Publications,
1980).
2. Katherine Bersch, Sergio Praca, et.al. (eds.),
State Capacity and Bureaucratic Autonomy Within National States: Mapping the
Archipelago of Excellence (Cambridge University Press, Brazil, 2013).
JOURNALS
1. IV
Al-Atti, “Public administration: essence
and definition” 6(8), Interregional Academy of Personnel Management 35–41
(2018).
2. O.
Ziboreva, “Concepts and signs of public administration” 64 Uzhhorod National
University Herald Series Law, 220–223 (2021).
3. J.
Vrba, “Path to Vietnam’s welfare system sustainability” 8(1) International
Journal of Public Administration Management and Economic Development 130–137
(2023).
4. Q.
Huynh, “Street vendors in Vietnam: Short
cultural and economic insight” 1(2) International Journal of Culture and
Education 13–17 (2023).
5. S.
Panja, “Challenges and opportunities for public sector administration in India”
1(3) Journal of Management and Administration Provision 60–64 (2021).
6. R.
Kumar, “Crisis of introduction of public administration as a discipline in
Indian colleges and universities: A Study of Himachal Pradesh” 5(5)
International Journal for Multidisciplinary Research (2023).
7. S.
Kühl, “Capacity Development as the Model for Development Aid Organizations”
40(3) Development and Change 551-577 (2009).
WEBSITES
1. ALFONSO
B. VASQEZ III MPA I, Capacity Building in Public Administration, available at:
https://www.scribd.com/presentation/841193410/MPA-605-PRINCIPLES-IN-PUBLIC-ADMIN-CAPACITY-BUILDING
(last visited on Sep 15, 2026).
2. Indian
School of Public Policy, “Strengthening Public Policy and Governance Through
Government Ministries,” available at:
https://www.ispp.org.in/strengthening-public-policy-and-governance-through-government-ministries/
(last visited Sep 15, 2026).
3. PolSci.Institute,
“Understanding Public Policy: Definitions and Key Concepts,” Aug 8, 2025,
available at:
https://polsci.institute/public-policy-administration-india/understanding-public-policy-key-concepts/.
PRESS
RELEASE
4. Ministry
of Commerce and Industry, “Ease of Doing Business: Strengthening India’s
Business Framework,” Press Information Bureau, June 7, 2026, available at:
https://www.pib.gov.in/PressReleaseDetail.aspx?PRID=2269961®=1&lang=1
(last visited on Sep 15, 2026).
5. Ministry
of Commerce and Industry, “Sadhana Saptah 2026 Strengthening Capacity Building
for Citizen Centric Governance,” Press Information Bureau, April 04, 2026,
available at:
https://www.pib.gov.in/PressReleasePage.aspx?PRID=2248940®=3&lang=2
(last visited on Sep, 14, 2026).
6. Ministry
of Skill Development and Entrepreneurship, “Empowering India's Skill Ecosystem
Government's Initiatives from Classroom to Enterprise,” Press Information
Bureau, July 15, 2026, available at:
https://www.pib.gov.in/PressReleasePage.aspx?PRID=2284941®=48&lang=2
(last visited Sep 12, 2026).
7. Capacity
Building Commission, “Global Digital Capacity Building Alliance,” available at:
https://cbc.gov.in/global-digital-capacity-building-alliance (last visited Sep
15, 2026).
[1]ALFONSO B. VASQEZ III MPA I, Capacity
Building in Public Administration, available at: https://www.scribd.com/presentation/841193410/MPA-605-PRINCIPLES-IN-PUBLIC-ADMIN-CAPACITY-BUILDING
(last visited on Sep 15, 2026).
[2] Stuart S. Nagel, “Political
Science and Public Administration as Key Elements in Policy Analysis,” In Improving
Policy Analysis, 28-34 (SAGE Publications, 1980).
[3] IV Al-Atti, “Public administration: essence and definition” 6(8), Interregional
Academy of Personnel Management 35–41 (2018).
[4] O. Ziboreva, “Concepts and signs
of public administration” 64 Uzhhorod National University Herald Series Law,
220–223 (2021).
[5] Id. at 5.
[6] J. Vrba, “Path to Vietnam’s
welfare system sustainability” 8(1) International Journal of Public
Administration Management and Economic Development 130–137 (2023).
[7] Q. Huynh, “Street vendors in
Vietnam: Short cultural and economic
insight” 1(2) International Journal of Culture and Education 13–17
(2023).
[8] S. Panja, “Challenges and
opportunities for public sector administration in India” 1(3) Journal of
Management and Administration Provision 60–64 (2021).
[9] R. Kumar, “Crisis of introduction
of public administration as a discipline in Indian colleges and universities: A
Study of Himachal Pradesh” 5(5) International Journal for Multidisciplinary
Research (2023).
[10] S. Kühl, “Capacity Development as
the Model for Development Aid Organizations” 40(3) Development and Change
551-577 (2009).
[11] Katherine Bersch, Sergio Praca, et.al.
(eds.), State Capacity and Bureaucratic Autonomy Within National States:
Mapping the Archipelago of Excellence (Cambridge University Press, Brazil,
2013).
[12]Ministry of Commerce and Industry, “Ease
of Doing Business: Strengthening India’s Business Framework,” Press Information
Bureau, June 7, 2026, available at: https://www.pib.gov.in/PressReleaseDetail.aspx?PRID=2269961®=1&lang=1
(last visited on Sep 15, 2026).
[14]Ministry of Commerce and Industry,
“Sadhana Saptah 2026 Strengthening Capacity Building for Citizen Centric
Governance,” Press Information Bureau, April 04, 2026, available at: https://www.pib.gov.in/PressReleasePage.aspx?PRID=2248940®=3&lang=2
(last visited on Sep, 14, 2026).
[16]Ministry of Skill Development and
Entrepreneurship, “Empowering India's Skill Ecosystem Government's Initiatives
from Classroom to Enterprise,” Press Information Bureau, July 15, 2026,
available at: https://www.pib.gov.in/PressReleasePage.aspx?PRID=2284941®=48&lang=2
(last visited Sep 12, 2026).
[17]Capacity Building Commission, “Global
Digital Capacity Building Alliance,” available at: https://cbc.gov.in/global-digital-capacity-building-alliance
(last visited Sep 15, 2026).
[19]Indian School of Public Policy,
“Strengthening Public Policy and Governance Through Government Ministries,”
available at:
https://www.ispp.org.in/strengthening-public-policy-and-governance-through-government-ministries/
(last visited Sep 15, 2026).
[21]PolSci. Institute, “Understanding
Public Policy: Definitions and Key Concepts,” Aug 8, 2025, available at: https://polsci.institute/public-policy-administration-india/understanding-public-policy-key-concepts/.
How to Cite This Article
UBAD HASSAN, VISHNU PRASAD, STRENGTHENIG PUBLIC ADMINISTRATION IN INDIA THROUGH MANAGEMENT DEVELOPMENT AND CAPACITY BUILDING: A PUBLIC POLICY PERSPECTIVE., White Black Legal – International Law Journal, ISSN: 2581-8503, Vol. Volume 4, Issue VOLUME 4 ISSUE 1, September 2026, pp. 997-1015. Available at: https://www.whiteblacklegal.co.in/details/strengthenig-public-administration-in-india-through-management-development-and-capacity-building-a-public-policy-perspective
Author & Publication Record
Authors: UBAD HASSAN & VISHNU PRASAD
Registration ID: 107115 | Published Paper ID: WBL7115 & WBL7116
Year: Sep- 2026 | Volume: 4 | Issue: 1
Approved ISSN: 2581-8503 | Country: Delhi, India
Page No.: 997-1015
Full Text Preview
Open in New Tab
Copied