000			01476pab a2200193 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aKhan, Mohammad Mohabbat
245			_aMyth of administrative decentralisation in Bangladesh
260			_c2003
300			_ap.723-738.
362			_aOct-Dec
520			_aDeliberation in the paper centres around deconcentration and delegation of administrative powers in Bangladesh. The focus is on the relationship between ministries and departments as well as between ministries and corporations. Though functions of ministries/divisions have been clearly spelled out essentially as policy formulation, planning, and evaluation of executed plans, these entities get involved in the designated responsibilities of departments/directorates and autonomous bodies/corporations. Bangladesh's experience with deconcentration and delegation is unsatisfactory. But this situation can be changed if political commitment is there in favour of transfer of power between and among public organisations. Also decentralisation policies of the government need to be supported by broader segments of the population. Attitudinal changes must take place among civil servants in terms of sharing power with each other. - Reproduced.
650			_aPublic administration - Bangladesh
650			_aDecentralization - Bangladesh
650			_aDecentralization
773			_aIndian Journal of Public Administration
908			_aN
909			_a61580
999			_c61580 _d61580