By B. P. Lathi
G scholars to the fundamentals of communique structures with no utilizing probabilistic concept. in basic terms after an outstanding wisdom base--an realizing of the way communique structures work--has been equipped are recommendations requiring chance idea lined. This 3rd version has been completely up to date and revised to incorporate multiplied insurance of electronic communications. New subject matters mentioned comprise spread-spectrum structures, mobile verbal exchange structures, worldwide positioning platforms (GPS), and a whole bankruptcy on rising electronic applied sciences (such as SONET, ISDN, BISDN, ATM, and video compression).
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Extra resources for Analog Communication and Modern Digital Systems
An Institutional Innovation in e-Leadership: The ICT Agency of Sri Lanka 17 From the start, the ICT Agency had an ongoing internal debate about the nature of its relationship with the government. Some of its staff, particularly those from the private sector, felt that the government should be left out as much as possible, to prevent the agency from becoming another bureaucratic or politicized entity. Some senior staff and others from a private sector background, lacking government experience, sought deeper dependence on the government and forged closer links to the political leadership to secure the agency’s authority as an agent of change.
The agency is free from the procedures and restrictions affecting other government agencies, and its board has the authority to offer salaries and other benefits commensurate with those in the private sector. Thus, while it is ultimately responsible to the country’s political leadership, the agency operates along the lines of a business. This public-private model is aimed at promoting partnerships and introducing a new work ethic and new project management practices. The model is perhaps the most challenging because it requires striking a 16 Transforming Government and Empowering Communities balance between public and private participation and between autonomy and influence.
Strengthening the role of monitoring and evaluation (M&E). M&E should support both program management and the evolving governance mechanisms (see chapter 3). This suggests extending the focus of M&E beyond the inputs and outputs of single projects and toward policy impact, development results, and feedback to improve e-leadership institutions and governance over time. These complementary governance mechanisms would help institutionalize leadership for ICT for development in Sri Lanka. They would also provide informed policy input and some checks and balances in a highly charged political environment.