Loading…

20/30 Hindsight: OR in Public Policy in India--Who Cares?

OR applications in India have been mostly confined to large manufacturing industries and to a limited class of problems. OR has rarely had a role in the formulation of government policy. Indifference, aversion to change, and lack of will to experiment or to make an effort characterize Indian public...

Full description

Saved in:
Bibliographic Details
Published in:Interfaces (Providence) 1985-04, Vol.15 (2), p.68-73
Main Author: Patkar, Vivek N
Format: Article
Language:English
Subjects:
Citations: Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
cited_by cdi_FETCH-LOGICAL-c257t-496d867b296f2dbc4032d520559a70c64294c9ee74e06c19c710ad8f30551d963
cites
container_end_page 73
container_issue 2
container_start_page 68
container_title Interfaces (Providence)
container_volume 15
creator Patkar, Vivek N
description OR applications in India have been mostly confined to large manufacturing industries and to a limited class of problems. OR has rarely had a role in the formulation of government policy. Indifference, aversion to change, and lack of will to experiment or to make an effort characterize Indian public life. The decision-making process is so diffuse that no one in particular can be found to be responsible, with the result that situations drift until solutions emerge on their own. These factors make implementing OR study results difficult, especially through the decision-making apparatus of the government. I describe here a study on staggering office hours in Bombay; all our efforts to implement the results were nullified by a combination of these factors.
doi_str_mv 10.1287/inte.15.2.68
format article
fullrecord <record><control><sourceid>jstor_highw</sourceid><recordid>TN_cdi_highwire_informs_interface_15_2_68</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><jstor_id>25060673</jstor_id><sourcerecordid>25060673</sourcerecordid><originalsourceid>FETCH-LOGICAL-c257t-496d867b296f2dbc4032d520559a70c64294c9ee74e06c19c710ad8f30551d963</originalsourceid><addsrcrecordid>eNqFkM1Lw0AQxRdRsFZvXoVcRZPOTrK7WS9SitpCoUUUvS3p7sZuaRPZjUj_exPix9HLDMz7zYP3CDmnkFDMxchVjU0oSzDh-QEZUIY8Zoy-HpIBgMQYKeAxOQlhAwCU53RAJMIohWjqKhPc27q5iRaPkaui5cdq63S0rNu57w6zyrgijl_WdTQpvA23p-SoLLbBnn3vIXm-v3uaTOP54mE2Gc9jjUw0cSa5yblYoeQlmpXOIEXDEBiThQDNM5SZltaKzALXVGpBoTB5mbYENZKnQ3Ld-2pfh-Btqd692xV-ryioLrbqYivKFCqet_hFj29CU_tfFhlw4CJt9ated1VZ-134z-2yp9dtOZ_OW_Xz1mG-LPQf-wUGBm7e</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype></control><display><type>article</type><title>20/30 Hindsight: OR in Public Policy in India--Who Cares?</title><source>Business Source Ultimate</source><source>JSTOR</source><creator>Patkar, Vivek N</creator><creatorcontrib>Patkar, Vivek N</creatorcontrib><description>OR applications in India have been mostly confined to large manufacturing industries and to a limited class of problems. OR has rarely had a role in the formulation of government policy. Indifference, aversion to change, and lack of will to experiment or to make an effort characterize Indian public life. The decision-making process is so diffuse that no one in particular can be found to be responsible, with the result that situations drift until solutions emerge on their own. These factors make implementing OR study results difficult, especially through the decision-making apparatus of the government. I describe here a study on staggering office hours in Bombay; all our efforts to implement the results were nullified by a combination of these factors.</description><identifier>ISSN: 0092-2102</identifier><identifier>EISSN: 1526-551X</identifier><identifier>DOI: 10.1287/inte.15.2.68</identifier><language>eng</language><publisher>INFORMS</publisher><subject>Ambivalence ; programing: linear application ; Public policy ; Railroad trains ; transportation: mass transit ; Work weeks ; Workforce</subject><ispartof>Interfaces (Providence), 1985-04, Vol.15 (2), p.68-73</ispartof><rights>Copyright 1985 The Institute of Management Sciences</rights><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c257t-496d867b296f2dbc4032d520559a70c64294c9ee74e06c19c710ad8f30551d963</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/25060673$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/25060673$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,780,784,27924,27925,58238,58471</link.rule.ids></links><search><creatorcontrib>Patkar, Vivek N</creatorcontrib><title>20/30 Hindsight: OR in Public Policy in India--Who Cares?</title><title>Interfaces (Providence)</title><description>OR applications in India have been mostly confined to large manufacturing industries and to a limited class of problems. OR has rarely had a role in the formulation of government policy. Indifference, aversion to change, and lack of will to experiment or to make an effort characterize Indian public life. The decision-making process is so diffuse that no one in particular can be found to be responsible, with the result that situations drift until solutions emerge on their own. These factors make implementing OR study results difficult, especially through the decision-making apparatus of the government. I describe here a study on staggering office hours in Bombay; all our efforts to implement the results were nullified by a combination of these factors.</description><subject>Ambivalence</subject><subject>programing: linear application</subject><subject>Public policy</subject><subject>Railroad trains</subject><subject>transportation: mass transit</subject><subject>Work weeks</subject><subject>Workforce</subject><issn>0092-2102</issn><issn>1526-551X</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1985</creationdate><recordtype>article</recordtype><recordid>eNqFkM1Lw0AQxRdRsFZvXoVcRZPOTrK7WS9SitpCoUUUvS3p7sZuaRPZjUj_exPix9HLDMz7zYP3CDmnkFDMxchVjU0oSzDh-QEZUIY8Zoy-HpIBgMQYKeAxOQlhAwCU53RAJMIohWjqKhPc27q5iRaPkaui5cdq63S0rNu57w6zyrgijl_WdTQpvA23p-SoLLbBnn3vIXm-v3uaTOP54mE2Gc9jjUw0cSa5yblYoeQlmpXOIEXDEBiThQDNM5SZltaKzALXVGpBoTB5mbYENZKnQ3Ld-2pfh-Btqd692xV-ryioLrbqYivKFCqet_hFj29CU_tfFhlw4CJt9ated1VZ-134z-2yp9dtOZ_OW_Xz1mG-LPQf-wUGBm7e</recordid><startdate>198504</startdate><enddate>198504</enddate><creator>Patkar, Vivek N</creator><general>INFORMS</general><general>The Institute of Management Sciences and the Operations Research Society of America</general><scope>AAYXX</scope><scope>CITATION</scope></search><sort><creationdate>198504</creationdate><title>20/30 Hindsight: OR in Public Policy in India--Who Cares?</title><author>Patkar, Vivek N</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c257t-496d867b296f2dbc4032d520559a70c64294c9ee74e06c19c710ad8f30551d963</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1985</creationdate><topic>Ambivalence</topic><topic>programing: linear application</topic><topic>Public policy</topic><topic>Railroad trains</topic><topic>transportation: mass transit</topic><topic>Work weeks</topic><topic>Workforce</topic><toplevel>online_resources</toplevel><creatorcontrib>Patkar, Vivek N</creatorcontrib><collection>CrossRef</collection><jtitle>Interfaces (Providence)</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Patkar, Vivek N</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>20/30 Hindsight: OR in Public Policy in India--Who Cares?</atitle><jtitle>Interfaces (Providence)</jtitle><date>1985-04</date><risdate>1985</risdate><volume>15</volume><issue>2</issue><spage>68</spage><epage>73</epage><pages>68-73</pages><issn>0092-2102</issn><eissn>1526-551X</eissn><abstract>OR applications in India have been mostly confined to large manufacturing industries and to a limited class of problems. OR has rarely had a role in the formulation of government policy. Indifference, aversion to change, and lack of will to experiment or to make an effort characterize Indian public life. The decision-making process is so diffuse that no one in particular can be found to be responsible, with the result that situations drift until solutions emerge on their own. These factors make implementing OR study results difficult, especially through the decision-making apparatus of the government. I describe here a study on staggering office hours in Bombay; all our efforts to implement the results were nullified by a combination of these factors.</abstract><pub>INFORMS</pub><doi>10.1287/inte.15.2.68</doi><tpages>6</tpages></addata></record>
fulltext fulltext
identifier ISSN: 0092-2102
ispartof Interfaces (Providence), 1985-04, Vol.15 (2), p.68-73
issn 0092-2102
1526-551X
language eng
recordid cdi_highwire_informs_interface_15_2_68
source Business Source Ultimate; JSTOR
subjects Ambivalence
programing: linear application
Public policy
Railroad trains
transportation: mass transit
Work weeks
Workforce
title 20/30 Hindsight: OR in Public Policy in India--Who Cares?
url http://sfxeu10.hosted.exlibrisgroup.com/loughborough?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-04T22%3A51%3A29IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-jstor_highw&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=20/30%20Hindsight:%20OR%20in%20Public%20Policy%20in%20India--Who%20Cares?&rft.jtitle=Interfaces%20(Providence)&rft.au=Patkar,%20Vivek%20N&rft.date=1985-04&rft.volume=15&rft.issue=2&rft.spage=68&rft.epage=73&rft.pages=68-73&rft.issn=0092-2102&rft.eissn=1526-551X&rft_id=info:doi/10.1287/inte.15.2.68&rft_dat=%3Cjstor_highw%3E25060673%3C/jstor_highw%3E%3Cgrp_id%3Ecdi_FETCH-LOGICAL-c257t-496d867b296f2dbc4032d520559a70c64294c9ee74e06c19c710ad8f30551d963%3C/grp_id%3E%3Coa%3E%3C/oa%3E%3Curl%3E%3C/url%3E&rft_id=info:oai/&rft_id=info:pmid/&rft_jstor_id=25060673&rfr_iscdi=true