Shirker Model

it, to protect society from enemies because liberty must be defended with its very antithesis: coercion and military force. Concurrently, control mechanisms need to be devised so that the military does not threaten civil society itself. Equally, these mechanisms if allowed unbridled power, acquire an insidious purpose and weaken the military instrument so as to defeat the very raison d’etre for is creation. It makes little sense to painstakingly and assiduously build a military organization and combat ethic in the first place and then proceed to trample its very institutional strengths with layers and layers of bureaucracy.
12. In yet another travesty of Feaver’s worker-shirker framework, the shirker in the Indian context may not be the usual

What is being witnessed today, however, is precisely the opposite - the generalist tenor in the Indian MoD is increasing exponentially - if the acquisition processes are not functioning well, put in place a DG Acquisitions from the Indian Administrative Service (IAS); if there is trouble with Ex - Servicemen Welfare a Secretary level post for the IAS is created; to optimize management of ministerial time addition of a Joint Secretary level officer from the IAS takes place. For every trouble in the MoD, the trouble shooting business is passed onto the bureaucrats, who have limited or no knowledge of defence, The swaddle grows in step with the problems even as outcomes continue to elude the decision-makers in India. Contrast this with the degree of crosspollination in the acquisition processes in the British MoD for instance – see how the armed forces drive processes as part of both: capability definition processes and delivery organisations. Deputy Chief of Defence Staff Capability is responsible for capability definition, spelling out the customer requirement and budget control of the agreed equipment plan and the head of the Defence Equipment Support (DES) is responsible to translate the customer requirement into a viable arms and equipment supply. The two appointments together help in strengthening the customer - supplier relationship in the UK MOD. The heads of both the arms, capability definition and equipment supply - DCDS Capability who lays down aspirational objectives and DES who trades off practical concerns are three star officers from the three services. And who is the overseer of acquisition processes? A professor from Cambridge, Bernard Gray, who first drafted a widely acclaimed report