Public Administration || Paper 1 || Administrative Thought

Scientific Management

1.   Major works of Fredrick Winslow Taylor – Piece rate system (1885); Shop Management (1903); The Art of Cutting Metals (06) and The Principles of Scientific management (1911);

2.   Low production due to – Antagonism; Systematic Soldering; Defective management; Lack of Scientific principles; Rule of Thumb.

3.   Basic Principles – True science of work; Scientific Selection; Equal division of labour and Harmony of cooperation.

4.   Concepts – Mental revolution; Functional foremanship (RITS & RIGS); Work Study and measurement; Time and Motion studies; MBE; Instruction card system; Mnemonic system.

5.   Criticism – Congressional committee banned stopwatch; Prof. Robert Hoxie committee; Unions said- it was mechanistic, against unionism and collective bargaining; Unemployment rose; Deskilling; Management criticized the need for qualifications, separation of investors from management; Rule of Thumb technique; Qualifications for promotions; Closed system; not humanistic; not behavioral;

6.   Other contributors – Gantt; Metcalfe, Charles Babbage.

Classical Theory

1.   Extension of Scientific management theory; Structure as the One Best way!

2.   Henry Fayol – Une doctrine administration; Generalist orientation; Gang Plank; POCCC; 14 Principles – DOL; Authority & responsibility; Hierarchy; Unity of Command; Unity of direction; discipline; centralization; stability of tenure; remuneration; order; subordination of individual interest, equity, initiative and Esprit-de-corps – Code word to remember “I DECODE USA USSR”;

3.   Lyndall Urwick – DOL; Principle of objectives; correspondence, responsibility; span of control; scalar principle; Principle of definition; Unity of Leadership.

4.   Luther Gulick – Theory of departmentalization based on the 4Ps – People, purpose, process and place;

5.   Criticism – Pro-management; Proverbs of administration; Incapacity of provide evidence; Rigid and static; cog in the machine; mono-motivational theory; pompous principles; closed system; Neutral and provisional principles.

Max Weber – Bureaucracy

1.   German sociologist; political economist;

2.   Word coined by Vincent de Gourney;

3.   On Authority – Traditional; Charismatic and Legal rational.

4.   Elements of bureaucracy – Impersonal order; Rules; Sphere of competence; Hierarchy; separation of personals ends; written documents; monocratic type.

5.   Limits on Bureaucracy – Collegiality; Separation of powers; amateur administration; Direct democracy and Representation.

6.   Criticism – Robert Merton says its dysfunctional; Alvin Gouldner – No environmental factors; Peter Blau – applicability at different places and times is not certain; not relevant to development administration; JS Mills – It monopolizes the talent of the nation’s youth; Mosca and Michels – Oligarchic rule by salaried employees; Philip Selznick – displacement of goals due to large size; Bureaucratic bourgeoisie; Hierarchal formalism;

Mary Parker Follett

1.   Seminal and Prophetic thinker;

2.   Works – The Speaker of the House of representatives; New State; Dynamic Administration; Constructive conflict;

3.   Resolution – Domination, compromise and Integration. The last one most preferred;

4.   Bases of Integration – Bring deference in the open; Breaking up the whole; Anticipation of the conflict;

5.   Obstacles – Requires High intelligence; Keen perception; People’s habit of enjoying domination; Theorising the problem too much; Language used must favour reconciliation; Undue influence of leaders;

6.   Other features – Depersonalization of orders; law of the situation; functional authority; orders should not be static.

7.   Power over – Coercive power; authoritative; hierarchy based.

8.   Power With – Coactive power; participatory; relation based.

9.   Doctrines of inter-penetration, whole and Circular/Inclusive process.

10.                Criticism – Idealism; Ignored social nature; Illusory; No empirical evidence; No organization experience; theoretical perspective;

Human Relations School (Elton Mayo)

1.   Aka Smile and handshake theory; aka Compromise Theory;

2.   First enquiry – Philadelphia Textile Plant; Relay Test (morale); Human Attitudes and Sentiments or Interview Method or Ventilation Therapy (Motivation); Bank Wiring Experiment (Informal Groups).

3.   Rate busters; Cheslers and Squealors;

4.   Criticism – manipulative theory; Non-scientific; closed study; Anti-union and anti-worker; Daniel Bell – Adjusting Machines to men; James Hooper – Substituting therapy to democracy; Melancholic reveries of workers;

Functions of Executive (C Barnard)

1.   Main Theme – Organization is a Cooperative System;

2.   Pre-requisites – willingness; mutual interest and communication;

3.   Inducements – Physical, material, personal and ideal;

4.   Acceptance theory of authority; Informal Organization (Grapevine Communication); Zone of indifference; Contribution Satisfaction equilibrium; Fiction of authority;

5.   Functions of Executive – Maintenance; Services; Formulation of goals;

6.   Fusion Process – Personalizing process and Socializing Process;

Decision Making (Simon)

1.   Works – Administrative Behaviour (1947); Organizations ( 1958);

2.   Simon “ DM is the heart of Public Administration”;

3.     DM – Intelligence, Design and Choice;

4.   Other concepts – Administrative Man; Bounded rationality; Satisfycing – Satisfaction + Sufficing; Choice behaviour link; Value fact basis;

5.   Modes of Organizational Influence – LAATE – Loyalty; Authority; Advice; Training and Efficiency;

Participative Management Group

1.   Chris Argyris – Immaturity maturity continuum; Matrix organization; T-group sensitivity training;

2.   Rensis Likert – management system 1-4 – Exploitative authoritative; Benevolent Authoritative; Consultative and Participative; Three components - Trust, involvement and Freedom; linking Pin model;

3.   Douglas McGregor – Works :Human Side of enterprise; The Professional Manager; Theory X and Y; Managerial cosmology; Conflict resolution like MPF; Transactional Influence; Rational emotive manager;