ABSTRACT
This chapter discusses that the district officials deal with the problems they face and the structural factors have reviewed channel their behavior into predictable and regular forms. The trust of superiors is earned by doing good work and by building good personal relations with them. So, anyone who wants to be successful at development work must first be good at getting things done at the district office. An ambitious official must not only produce dramatic accomplishments in his work to draw the attention of his superiors, he must also avoid drawing their attention by conspicuous failures. Informal coordination of work among colleagues typically takes the form of social exchange as has frequently been observed. Moreover, raising resources involved officials in social exchange with citizens in which services that were supposed to be available universalistically to all were in fact given preferentially to those who had helped or might help with the district's development work.
