Structure

State-of-the-Art Technology
While in most developing countries, because of scarce financial resources, it is 
not always feasible to introduce modern technology into administration of 
development programmes, the situation is different in developed nations where 
financial constraints rarely come in the way of promoting technology in the 
functioning of the governance system. It is well known that the revolution in 
information technology enveloped the administrative systems in most developed 
countries much earlier than was the case in developing nations. The level of 
computerisation in administrative management in the Russian Federation, the 
UK, the US, Germany and Japan has remained high over the past three decades 
and more. This has helped not only in the formulation of sound public policies, 
making rational decisions, monitoring development programmes, implementing 
projects and keeping a watch on the delivery system, but this high level of 
administrative technology has also developed in the clients and customers a 
greater respect for the governance system. As the “penetration capacity” of a 
polity increases, the level of trust of people in the government also goes up 
proportionately. 
Effective Integration 
In most developed countries, there has been a discernible improvement in the 
coordinative mechanism in the field of development administration as well as 
regulatory management of public affairs. This movement has taken two shapes: 
First, the top-level hierarchy in the government has been able to centralise 
information and decision making through a series of institutions directly working 
under the chief executive. Second, specific integrative mechanisms at various 
levels, which bring about coordination among various government organisations 
working in areas requiring mutual collaboration and cooperation, have to be 
created. The strengthening of the Executive Office of the President of USA, the 
Cabinet Secretariat in the UK, and the President Secretariat in France and the 
Chancellor’s Secretariat in Germany are only a few examples of the first kind of 
initiatives. As for the second kind of instrumental innovations, there are scores of 
examples. Various corporations, advisory bodies, standing committees and 
policy councils have been able to continuously provide directions to development 
policy and administration in most developed nations.