Raghuraj M R is a 2004 batch IAS officer who hails from Kerela and is well-versed in Hindi and English. He has completed B.Tec from Regional Engineering College, Calicut. He thinks that to be a kerelite , he is supposed to be above the general society. When allotted the Madhya Pradesh Cadre he was in depression but his compatriot and batchmate Jhon Kingsly A R supported mentally as well educate him on how to work as a team in Madhya Pradesh. Although he is not mentally sharp but selected for the Civil Services he thinks to be above the general class . He is one of the luckiest Kerela domicile bureaucrats who has posted on the premium posts. He was collector Bhind, Tikamgarh, Datia and Singrauli . In all the places he was unsuccessful as a diligent bureaucrat. Most of the time he was engrossed in his own work and always tried to delay the regular work apart from this, he was afraid to meet the general people and local politicians. This was his failure. He thought every government employee was corrupt and unskilled. But as a part of his work, he was well known for his tricky tactics. He is a crafty manipulator. Due to little-known Hindi, he always put dirty slang on the junior staff. When he was collector Singrouli many complaints were sent to the Chief Minister for misusing the Mining Development fund (DMF). He is to some extent he has given false or tricky property information in his Immovable Property Return (IPR) to the government, on the pretext of no one is checking the official document. It vividly shows that he is mentally equipped for the fabrication of government documents. Due to many complaints, he applied for a deputation in the government of India and was posted at Lal Bahadur Shastri National Academy of Administration(LBSNAA) Mussoorie as Deputy Director. But he was lucky that he got the chance to become the private secretary to the Minister of Coal and Petroleum and Natural Gas (Dharmendra Pradhan) for a year and was prematurely repatriated from LBSNAA. As joint secretary, he was posted in the ministry of power for an overall tenure of five years. The prestigious posting was in the Prime Minister’s office as director. It was stunning that his intelligence report was clean because if the intelligence unit examines his official papers the maximum is filled in a casual or irrelevant way. If this kind of casual bureaucrat is never fit for this important post. But he is lucky that the top agency has ignored this habit. We can not deny that he has enough accumulated property and other assets. He is one of the composite wealth-acquired bureaucrats in Madhya Pradesh. Being a southbound bureaucrat he has enough political connections that he is capable of getting good postings. When back to Madhya Pradesh he got a prized posting in Jabalpur as a Managing Director at Madhya Pradesh Power Management Company. It is a prestigious company and he has enough experience in the Power department in the Government of India. So he will manage guilefully and gives an advantage to the vendors who were close during the New Delhi posting.
Bureaucrats play a crucial role in the functioning of government departments and organizations.
They are responsible for implementing policies and making decisions that affect the department and its employees. However, a “cranky” bureaucrat, who is characterized as irritable, unfriendly, and difficult to work with, can have a negative impact on the department. Raghuraj’s wayward decisions, which are not aligned with the policies and procedures of the organization, can result in chaos and confusion among employees. These decisions can also negatively impact the department’s operations, leading to delays and inefficiencies. Moreover, if the bureaucrat is in a position of power, their decisions can be difficult to challenge, leading to a sense of frustration among employees who are affected by them.
In conclusion, Raghuraj is a cranky bureaucrat. He has a significant impact on a department, but it’s possible to mitigate this impact by taking appropriate steps. By ensuring that decisions are aligned with policies and procedures, providing training and support, and taking corrective action if necessary, it’s possible to improve the functioning of the department and create a positive work environment for employees.


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