Enthusiastic IAS officer recently posted as the Sub-Divisional are a young, enth Magistrate (SDM) of a rural subdivision. parla Eager to make a positive impact, Id visits to various government offices under your youembark on a series of fic reve > at gi urisdiction. However, the sight tha -: ial start time, and once in, seem to proritize Employees stroll in well past the offic, ‘ ——- > breaks and idle chatter over their duties. The physical manifestation leisurely tea breaks and idle ¢ r their Cul _ of this lethargy is evident in the towering stacks of unattended files gathering dust on desks. This backlgg translates to agonizing delays in processing applications eas iced ving citizens frustrated and disillusioned, ng citizens 1" reets you in most oflices is disheartening. s pa acadl EB Vatcchnarhatan for essential services and benefits, leavi: As you interact with the local populace, you hear disturbing accounts of bribery. and favoritism plaguing the administrative machinery. It appears that those with influence or willing to pay under-the-table ‘fees’ can expedite their requests, while the marginalized and less privileged languish in the system’s inefficiencies. The most distressing aspect of the situation is the impact on ordinary citizens. You witness firsthand their exasperation as they navigate the labyrinthine bureaucracy, often facing indifference, rudeness, or demands for bribes. eethical issues in the prevailing work culture in the subdivision? what specific steps would you take to improve the overall work and quality of service delivery in your subdivision? c) Discuss the challenges you might encounter in implementing these changes and how you would overcome them.

Topper: Shivansh Tripathi · AIR 293 · 2025 · Page 50