An aptitude is a component of a competency to do a certain kind of work at a

certain level, which can also be considered talent. Aptitudes may be physical or
mental. Aptitude is not knowledge, understanding, learned or acquired abilities
(skills) or attitude. The innate nature of aptitude is in contrast to achievement,
which represents knowledge or ability that is gained.
Your attitude, not your aptitude, will determine your altitude.
The winners edge is not in a gifted birth, a high IQ, or in talent. The winners
edge is all in the attitude, not aptitude. Attitude is the criterion for success.
People often assume that the same approach will work for everyone, that the
same habits will work for everyone, and that everyone has the same aptitude and
appetite for forming habits, but from my observation, thats not true.
Some values which forms the basis of civil service ethics are the following:

independence
impartiality
objectivity
reliability of administrative operations
openness
the service principle
responsibility

The changes in administration and its operating environment have created also
new values, such as effectiveness and result-orientation, which complement the
above list.
These values generally relate to the operations of agencies and they are defined
separately for each agency. The realisation of the above-mentioned values is
ensured by provisions and judicial practice. In addition to provisions and
instructions, values are conveyed to new civil servants through the actions of

superiors and colleagues. The aim should be that the training of civil servants
also deals with ethical questions.
The clarity of norms, ethical instructions:
Every civil servant should know what is expected of him. Factors promoting
awareness include the clarity of norms, information on them and knowledge of
their practical application. The special features of the status of civil servants are
not self-evident especially to new civil servants irrespective of whether they are
young people just entering working life or people who have worked for a long time
outside State administration. Therefore the central employer and personnel policy
unit and every organisation has to take responsibility for increasing awareness.
An individual civil servant will be faced with situations in which the correct code of
conduct or practice is not clear in advance. There might be no detailed regulation
or ethical guidelines. In the opinion of the Working Group, the necessity of an
ethical instruction based on values and starting from the duties of ones own
organisation should be evaluated in connection with the value process. On the
one hand, the instruction would clarify the realisation of the aims which are
central for the agency.
In addition, it could make the contents of good governance tangible in the
activities of an individual agency.
The agencies could also develop a solution to ethical problems so that civil
servants are provided an opportunity for ethical consultation in individual problem
situations.
Open discussion within the working community promotes the realisation of good
objectives.
Civil service code should also consist

personnel management grievances

disagreements about the merits of policy
disagreements about management decisions

Attributes of a Good Administrator

1.
2.
3.
4.
5.
6.

Willingness to assume responsibility.

A steadily enlarging ability to deal with more
A strong bent toward action.
A good listener.
Effective with people.
Capacity to build his own strength by building the competence of his
organization.
7.
Capacity to use his institutional resources.
8.
Avoiding using power or authority for their own
9.
Welcoming reports of troublesome things.
10. A good team-worker.
11. A good initiator.
The rst ARC recommended the creation of a separate Department of
Personnel to be entrusted with the responsibility for

Formulation of personnel policies for the Central and All-India Services,

and inspection and review of their implementation.
Talent-hunting, development of personnel for senior management and
processing of appointments for senior posts.
Manpower planning, training and career development, research in
personnel administration.
Discipline and welfare of staff and machinery for redressal of their
grievances.
Liaison with the Union Public Service Commission, State Governments
and professional institutions.
Stang of middle-level positions in the Central Secretariat.

As a result of the deliberations of these Commissions and Committees on

different aspects of public administration and the recommendations made, there
have been incremental reforms-such as creation of a separate Department of

Administrative Reforms in the Union and State Governments, setting up of the

Indian Institute of Public Administration, setting up of the Central Vigilance
Commission, Constitution of Lokayuktas in States, strengthening of citizens
grievance redressal machinery, drawing up of citizens charters, focus on training
and capacity building of civil servants, restructuring of the recruitment process
and modifications in the performance appraisal system. Many of the
recommendations involving basic changes have not been acted upon and
therefore, the framework, systems and methods of functioning of the civil services
based on the Whitehall model of the mid-nineteenth century remains largely
unchanged.