N. Manoharan

Dr N. Manoharan is Director, Center for East Asian Studies, at Christ University, Bangalore. He earlier served at the National Security Council Secretariat (NSCS), Prime Minister’s Office.

Publication

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Concordia Discors: Deployment of Central Armed Forces in the Federal Units of India

India is a classic case of a ‘quasi-federal’ country. There is a plethora of literature available separately on the Indian armed forces and Indian federalism. However, the deployment of India’s Central Armed Forces in its federal units (States) is one of the most understudied and unexplained areas of research. To avert any grave disorder in the country, the Centre constitutionally enjoys power regarding the deployment of its armed forces in the federal units. However, in practice, there are various factors that come into play during the deployment.

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Secure Through Development: Evaluation of India’s Border Area Development Programme

The Border Area Development Programme was initiated in the year 1986–87, to strengthen India’s security by ensuring developed and secure borders. Initially, the programme was implemented in the western border states to facilitate deployment of the Border Security Force. Later, the geographical and functional scope of the programme was widened to include eastern and northern sectors of India’s borders and as well as socio-economic aspects such as education, health, agriculture and other allied sectors. But, it is difficult to say that the implementation has been uniform in all the sectors.

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Why JMB is of Concern to India

Bangladesh-based terror groups acting against India is not new. What is new is a Bangladeshi terror group based in India acting against both India and Bangladesh. Needless to say, robust counterterrorism cooperation between India and Bangladesh is imperative to tackling common enemies like JMB.

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National Security Decision Making Structures in India: Lessons from the IPKF Involvement in Sri Lanka

A critical appraisal of the national security decision making (NSDM) during IPKF operations is revealing. At every stage, the NSDM was found wanting. The fact that none of the actors possessed the delicate skill or means by which to control events proved that not much thought had gone into the decisions. Involvement of numerous actors made the decision making challenging, which was further complicated by varied and cacophonous inputs and assessments. Overconfidence also created an opaque in the clarity of decisions taken. Lessons from the IPKF involvement are numerous.