The British Administrative Structure in India Flashcards
What was the main concern of the british administrators?
Their main concern was making profits, which was done at a great cost to the Indian people and economy.
Explain the corrupt trade practices the british officials used to amass wealth.
- Many of the officials carried on trade with locals privately, ammasing personal fortunes in the process.
- They forced Indian artisans to sell them goods for low prices and then sold them elsewhere at higher rates.
- They also demanded high revenues from the farmers which they were often too poor to pay.
Why was the Regulating Act of 1773 passed?
The British Government realised that many of the methods used by the Company were corrupt and even cruel. To ensure better administration and control over Indian territories the Regulating Act of 1773 was passed.
Describe Regulating Act of 1773.
- This act provided for the appointment of a governer-general in Calcutta to supervise the governers of Madras and Bombay.
- A supreme court was set up in Calcutta with a chief justice and three judges.
- The company’s directors had to show all correspondence/documents to the British Government.
- To curb corruption, all Company officials also had to furnish details of their assets.
Why was the Regulating Act of 1773 ineffective?
- The governers of Madras and Bombay resented the control imposed over them and took independent decisions without consulting the governer-general.
- The members of the council also had differences with the governer-general.
Which act was enacted to remedy the gaps in Regulating Act of 1773?
The Pitt’s India act in 1784 (William Pitt the Younger-prime minister of england at the time). This act was also the first instance of direst interference by the British Government in the Company’s Affairs in India.
Describe the Pitt’s India Act.
- This act provided a Board of Control in Britain consisting of six commisioners to monitor affairs in India.
- The governer-general’s council was reduced to 3 members including one commander-in-chief.
- The governer general was given control over Bombay and Madras. However, the company retained its monopoly of trade.
Which act was the foundation for British Administration in India?
The Pitt’s India Act which was in force for almost 100 years. According to its terms, all conquests of territories in India were to be stopped, howere the british did not Adhere to it strictly. The resorted to fresh conquests to find sources of raw materials and fresh markets for goods.
What was the outcome of the Charter Act of 1813?
The Charter Act of 1813 abolished the monopoly of the Company in all items traded except tea. Now anyone from Britian could trade with India.
What was the outcome of the Charter Act of 1833?
- With the Charter Act of 1833, further erosion of the Company’s Powers came when they had to wind up its operation in India.
- The governer-general now had full control over all military, revenue and civil affairs of the Company.
Who founded the Indian Civil Service?
Lord Cornwallis, the governer-general of India from 1786 to 1792.
Desribe the major features of the Indian Civil Service.
- Lord Cornwallis seperated the exuecutive from the judiciary, and appointed judges for the latter.
- He recruited and trained capable people for the post of collector, paid them high salaries to prevent corruption and prohibited them from accepting gifts.
- In 1801, special colleges were set up to train these men. One in calcutta and the other in Haileybury, England.
How was the British Empire in India divided?
The British Empire in India was divided into districts that roughly corresponded to the sarkars of Mughal times.
Who headed each district, and what was their function?
Each district was headed by a magistrate (collector), an officer of the civil service. Their function was to maintain law and order and collect revenue in the district.
What was the outcome of the Charter Act of 1853?
The Charter Act of 1853 introduced the system of open competitive examination which was opened to all, including Indians.
