This study examines the interface of development performance and the bureaucracy, together with organizational and political behaviour. An analysis of development performance suggests that Indian bureaucracy has been neither 'goal-directed nor 'action-oriented as far as alleviation of poverty, the promotion of social equity and social development of the people are concerned. The author has collected wide-ranging data through interviews with officers of the Indian Administration Service at the central government secretariat and with officers from various states. He derives six important development-related behavioural orientations. Significant inter-relations between political behaviour and work behaviour also emerge.
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