CONCEPTS, ISSUED AND DYNAMICS OF PUBLIC

ADMINISTRATION AND MANAGEMENT

Administration and Management: Meaning, Nature, and Significance, Its
Role in Developed & Developing Societies.

This section delves into the fundamental concepts of administration and management, their
inherent characteristics, their importance, and their distinct roles in varying societal contexts.

Meaning

 Administration: Derived from the Latin words "ad" + "ministrare," meaning "to care
for" or "to look after people and manage affairs." It signifies a collective and
cooperative effort directed towards realizing consciously laid-down goals and
objectives within any organization. Administration is often considered a high-level
activity, focusing on policy formulation and objective setting. It represents the owners
of an organization and determines the overall structure and framework.
 Management: Management is a systematic way of organizing and overseeing people
and resources within an organization to achieve its objectives. It is seen as the art of
securing maximum results with minimum effort, aiming for the prosperity and
happiness of both employers and employees, and providing the best possible service
to the public. Management is typically an activity at the business and functional level,
primarily concerned with executing and implementing the policies and plans
formulated by administration.

Key Differences and Relationship: While often used interchangeably, there are distinct
perspectives on administration and management:

 Hierarchical View (Traditional): Administration is seen as superior, dealing with

policy formulation and goal setting (determinative role), while management is
subordinate, focusing on policy implementation and execution (executive role).
Administrators define what is to be done, and managers decide how it is to be done.
 Functional View: Administration involves the overall planning and control, often
associated with top-level functions (administrative management). Management deals
with the operational aspects and day-to-day running of the organization (operative
management).
 Contextual View: Administration is often associated with non-profit organizations,
government, and military offices, whereas management is more frequently seen in
profit-making business enterprises.
 Modern Convergence: In practice, especially in contemporary organizations, the
lines between administration and management often blur, and both are considered
integral processes undertaken to achieve organizational objectives. Top-level
managers often engage in administrative functions, while lower and middle-level
managers focus on executive functions.

Nature

 Administration:
 oCooperative Effort: Involves the collective efforts of people working towards
common goals.
o Goal-Oriented: Always directed towards the realization of predetermined
objectives.
o Determinative: Concerned with laying down aims, ethics, rules, regulations,
and principles.
o Policy Formulation: Focuses on framing broad policies and objectives for the
organization.
o Bureaucratic: Often has a bureaucratic nature, especially in large-scale public
settings.
o Broad Scope: Encompasses forecasting, planning, organizing, and decision-
making at the highest level.
 Management:
o Executive: Concerned with carrying out the broad policies and plans
determined by administration.
o Action-Oriented: Focuses on implementing policies and securing results.
o Systematic: Involves a structured approach to managing people and resources.
o Art and Science: Considered both an art (requiring skill and intuition) and a
science (involving principles and systematic methods).
o Dynamic and Innovative: Often associated with risk-taking, creativity, and
adapting to change.
o Concerned with How: Focuses on the techniques and principles for achieving
objectives efficiently.

Significance

Both administration and management are crucial for the effective functioning and success of
any organization, whether public or private.

 Achieving Goals: They provide the framework and processes necessary for
organizations to define and achieve their objectives efficiently and effectively.
 Resource Utilization: They ensure the optimal utilization of human, financial, and
material resources, reducing waste and increasing productivity.
 Order and Stability: Administration establishes the rules, policies, and structure,
while management ensures their execution, leading to order, discipline, and stability
within the organization.
 Decision-Making: They facilitate informed decision-making by providing data,
analyzing situations, and implementing chosen courses of action.
 Adaptation and Growth: Effective administration and management enable
organizations to adapt to changing environments, grow, and develop, ensuring long-
term sustainability.
 Accountability and Transparency: Particularly in public administration, they ensure
accountability and transparency in the use of public funds and the delivery of services.
 Employee and Client Satisfaction: Good administrative management leads to more
efficient processes, which can result in higher quality services/products, meeting
client needs, and fostering a better environment for employees.

Role in Developed & Developing Societies

Role of Public Administration in Developed Societies:

In developed societies, public administration plays a multifaceted role, evolving from a
traditional law and order function to a more proactive, service-oriented, and developmental
role.

 Service Delivery and Public Welfare: Provides a wide range of essential services
such as education, healthcare, social security (unemployment benefits, housing),
infrastructure (roads, transport), and emergency services. It aims to ensure a high
quality of life for citizens.
 Policy Formulation and Implementation: Public administrators play a crucial role
in advising government ministers on policy matters, translating policies into
actionable plans, and overseeing their effective implementation.
 Economic Growth and Regulation: Manages government-owned industries,
regulates private industries, and implements policies to foster economic stability and
growth.
 Resource Management: Responsible for managing public resources efficiently and
sustainably.
 Ensuring Good Governance: Contributes to transparent, accountable, and
responsive governance, upholding democratic values and ensuring fairness in public
services and employment.
 Crisis Management: Plays a vital role in managing and responding to various crises,
from natural disasters to economic downturns.

Role of Public Administration in Developing Societies:

In developing societies, public administration takes on a more pronounced and challenging

role due to unique socio-economic and political contexts. It is often seen as a key driver of
change and development.

 Socio-Economic Development and Transformation: Acts as a "locomotive of

economic development and social transformation." Governments in these countries
launch numerous programs (e.g., in agriculture, industry, infrastructure) that public
administration is responsible for implementing. This includes managing community
resources like land, water, and forests, and providing essential infrastructure facilities
(roads, electricity, communication).
 Meeting Rising Expectations: Faces the challenge of meeting the high and rising
expectations of the people, especially the poor and weaker sections, who look to the
government to improve their living conditions and alleviate misery.
 Maintaining Law and Order and Democracy: Effective performance of traditional
functions like maintaining law and order is a prerequisite for any development to
occur. Public administration also plays a crucial role in ensuring the survival and
stability of democratic systems, assisting political heads in policy-making and
ensuring smooth functioning.
 Institution Building: Often involved in building and strengthening democratic
institutions and administrative capacity.
 Bridging Disparities: Works towards reducing regional, social, and economic
disparities.
 Management of Change: Plays a critical role in managing social, economic, and
political changes, including the implementation of reforms.
 Challenges: Often grapples with challenges such as corruption, lack of resources,
bureaucratic inefficiencies, and a need for greater accountability and transparency.
 The basic pattern of public administration in many developing countries has been
imitative rather than indigenous, sometimes leading to difficulties in adapting models
to local contexts.

I will now move on to the next section of your syllabus: Theories of Public Administration.
Please let me know if you would like any adjustments to the format or content of the current
section.

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Theories of Public Administration

The field of Public Administration has evolved significantly over time, with various theories
emerging to explain and guide its practice. These theories offer different perspectives on
organizational structure, human behavior, decision-making, and the relationship between
administration and its environment.

Here are some prominent theories of public administration:

1. Classical Theories of Public Administration

The classical theories, largely emerging in the late 19th and early 20th centuries, emphasized
efficiency, rationality, and a structured approach to organization. They sought to find the
"one best way" to organize and administer.

a. Scientific Management Theory (Frederick Winslow Taylor)

 Core Idea: Taylor's theory (late 19th - early 20th century) aimed to improve
economic efficiency, especially labor productivity, by applying scientific methods to
analyze and optimize workflow. He believed that scientific observation and analysis
could identify the "one best way" to perform any task.
 Principles:
o Science, not Rule of Thumb: Replace traditional, inefficient methods with
scientifically determined ones.
o Harmony, not Discord: Promote cooperation between management and
workers.
o Cooperation, not Individualism: Encourage collaboration rather than
individual effort.
o Development of each man to his greatest efficiency and prosperity: Select,
train, and develop workers scientifically for their specific tasks.
 Application in Public Administration: Advocated for efficiency and economy in
government operations, standardization of procedures, and merit-based appointments.
 Criticisms: Often criticized for dehumanizing labor, ignoring the social and
psychological needs of workers, and being too mechanistic.
b. Bureaucratic Theory (Max Weber)

 Core Idea: Max Weber, a German sociologist, proposed bureaucracy as the most
efficient and rational form of organization, particularly for large-scale administrative
tasks. He viewed it as an "ideal type" – a conceptual model of how a perfectly rational
organization would operate.
 Key Characteristics:
o Hierarchy: A clear chain of command with defined levels of authority.
o Division of Labor/Specialization: Tasks are broken down into specialized
roles, leading to expertise.
o Impersonality: Rules and procedures are applied uniformly and without
personal bias, ensuring fairness and predictability.
o Rules and Regulations: Operations are governed by a consistent system of
abstract rules, ensuring continuity and uniformity.
o Technical Competence: Officials are selected and promoted based on
technical qualifications and merit, not personal connections.
o Record-Keeping: Administrative acts, decisions, and rules are formally
recorded in writing.
 Application in Public Administration: Weber's model has profoundly influenced
public sector organizations worldwide, emphasizing predictability, fairness, and
accountability.
 Criticisms: Often criticized for leading to rigidity, "red tape," resistance to change,
lack of responsiveness, and potential for goal displacement.

c. Administrative Management Theory (Henri Fayol)

 Core Idea: Henri Fayol, a French mining engineer, focused on the overall
administrative process and the functions of management. He believed that
management was a universal process applicable to all organizations.
 Fayol's 14 Principles of Management: (Examples include Division of Work,
Authority and Responsibility, Discipline, Unity of Command, Unity of Direction,
Subordination of Individual Interest to General Interest, Remuneration,
Centralization, Scalar Chain, Order, Equity, Stability of Tenure of Personnel,
Initiative, Esprit de Corps).
 Functions of Management: Planning, Organizing, Commanding, Coordinating, and
Controlling.
 Application in Public Administration: Provided a framework for understanding
managerial functions and organizational structure within public organizations.
 Criticisms: Similar to other classical theories, it is sometimes seen as too prescriptive
and less focused on human factors.

2. Neo-Classical Theories / Human Relations Theory

Emerging in the 1930s as a critique of the classical approach, this school emphasized the
human element in organizations.

 Key Proponent: Elton Mayo (Hawthorne Experiments)

 Core Idea: The Hawthorne Experiments revealed that social and psychological
factors significantly impact worker productivity more than just physical working
 conditions or financial incentives. It highlighted the importance of informal groups,
morale, and employee satisfaction.
 Focus: Interpersonal relationships, group dynamics, informal organization,
motivation, communication, and leadership.
 Application in Public Administration: Advocated for better communication,
employee participation in decision-making, and understanding the social needs of
civil servants to improve efficiency and morale.
 Criticisms: Sometimes criticized for being overly focused on informal aspects and
potentially manipulating employees for organizational goals.

3. Behavioral Approach

Building on the human relations movement, the behavioral approach (1940s-1960s) sought to
apply empirical and scientific methods to study human behavior in organizations.

 Key Proponents: Herbert Simon, Chester Barnard.

 Core Idea: Shifted focus from prescriptive principles to observable administrative
behavior. It emphasized decision-making processes, individual psychology, and
organizational communication. Simon argued that administration is about "facts"
(efficiency) and policy is about "values."
 Application in Public Administration: Led to the development of more
sophisticated methods for studying administrative processes, understanding
bureaucratic behavior, and improving organizational design based on empirical
observation.
 Criticisms: Accused by some as being "anti-theoretic" or "anti-management" by
focusing too much on empirical observation and less on normative questions.

4. Ecological Approach

 Key Proponent: Fred W. Riggs.

 Core Idea: Views public administration as an open system that is deeply influenced
by its surrounding environment – social, cultural, economic, and political factors.
Riggs argued that administrative systems cannot be understood in isolation and that
practices from one society cannot be simply transplanted to another without
considering their unique ecological context.
 Focus: The interrelationship between administration and its environment. Riggs
developed models (e.g., "Prismatic Sala" model) to explain the administrative
behavior in developing societies, often characterized by "formalism" (discrepancy
between stated norms and actual practices), "heterogeneity," and "overlapping."
 Application in Public Administration: Emphasizes contextual understanding in
comparative public administration, highlighting why administrative reforms
successful in one country might fail in another.
 Significance: Provided a nuanced understanding of administrative challenges in
developing nations and the need for context-specific solutions.

5. New Public Administration (NPA)

 Period: Late 1960s (Minnowbrook Conferences)

  Core Idea: A reaction against the perceived traditionalism, value-neutrality, and
rigidity of public administration. NPA emphasized relevance, values, equity, social
justice, and responsiveness to citizens' needs.
 Key Themes:
o Relevance: Addressing societal problems directly.
o Values: Explicit recognition and integration of ethical and normative
considerations in public service.
o Equity: Ensuring fairness and justice in the delivery of public services.
o Change: Being proactive in managing and promoting societal change.
o Client Focus/Citizen Participation: Empowering citizens and involving
them in governance.
 Application in Public Administration: Led to a greater focus on social equity,
participatory governance, and the ethical responsibilities of public servants.
 Criticisms: Some critics found it overly idealistic, anti-theoretic, and lacking concrete
implementable strategies.

6. New Public Management (NPM)

 Period: 1980s and 1990s.

 Core Idea: Advocated for applying private-sector management techniques and
principles to the public sector to enhance efficiency, effectiveness, and
responsiveness. It emerged from criticisms of traditional bureaucracy as being too
slow, inefficient, and unresponsive.
 Key Principles (Hood's Model):
o "Steering, not Rowing": Shifting from direct service provision to enabling
and regulating.
o Disaggregation: Breaking up large, monolithic public sector units into
smaller, more manageable agencies.
o Competition: Introducing market-like mechanisms and competition among
service providers.
o Customer Focus: Treating citizens as "customers" and focusing on their
satisfaction.
o Performance Measurement: Emphasizing clear targets, output controls, and
performance-based accountability.
o Managerialism: Empowering public sector managers with greater autonomy
and performance incentives.
o Lean and Flat Structures: Reducing hierarchy and promoting flatter
organizational structures.
 Application in Public Administration: Led to widespread reforms globally,
including privatization, outsourcing, performance budgeting, and citizen charters.
 Criticisms: Concerns about reduced equity, neglect of public values in favor of
efficiency, fragmentation of services, and the difficulty of applying private sector
logic to public goods.

7. Public Choice Theory

 Core Idea: Applies economic principles and methodologies (rational choice theory)
to the study of political and administrative decision-making. It assumes that
individuals, including politicians and bureaucrats, act primarily out of self-interest,
seeking to maximize their own utility (e.g., power, budget, prestige).
  Focus: Analyzing government failures, bureaucratic inefficiency, and the behavior of
voters, politicians, and bureaucrats in a "political market." It often advocates for
market-based solutions, competition, and decentralization to improve public service
delivery.
 Application in Public Administration: Supports ideas like privatization, vouchers,
and competitive contracting to introduce market discipline into public services.
 Criticisms: Criticized for its cynical view of human motivation, potentially
underestimating public service ethos, and oversimplifying complex political and
social behaviors.

8. Good Governance

 Core Idea: A normative concept that gained prominence from the 1990s, particularly
promoted by international organizations like the World Bank. It emphasizes the
quality of governance necessary for sustainable development and poverty reduction.
 Key Principles (often cited by UN, World Bank):
o Participation: All men and women should have a voice in decision-making.
o Rule of Law: Fair legal frameworks, enforced impartially.
o Transparency: Decisions are made and enforced in a manner that follows
rules and regulations. Information is freely available.
o Responsiveness: Institutions and processes serve all stakeholders within a
reasonable timeframe.
o Consensus Oriented: Mediates differing interests to reach a broad consensus
on the best interests of the whole community.
o Equity and Inclusiveness: Ensures all members of society, especially the
most vulnerable, have opportunities.
o Effectiveness and Efficiency: Produces results that meet the needs of society
while making the best use of resources.
o Accountability: Governments, private sector, and civil society organizations
are accountable to the public and institutional stakeholders.
 Application in Public Administration: Promotes reforms aimed at strengthening
democratic institutions, combating corruption, improving public financial
management, and enhancing service delivery, particularly in developing countries.
 Significance: Provides a comprehensive framework for evaluating and improving the
quality of governance in both developed and developing contexts.

I will now prepare the content for the next section: Concepts of power, authority,
legitimacy, responsibility and delegation. Please let me know if you have any questions or
require further details on the theories discussed.

Did you refer public administration by m laxmikant book?

I attempted to access the content of the "Public Administration by M. Laxmikant" book you
uploaded (Public-Administration-M-Laxmikant-1 (1).pdf). However, I was unable to retrieve
its content directly using the file access tools.

Therefore, the information I provided for "Administration and Management" and "Theories
of Public Administration" was generated by conducting extensive research using the internet,
aiming to cover the topics comprehensively and in a manner consistent with what would
typically be found in such a standard textbook for your exam.

I will continue to prepare the content for the remaining syllabus topics using information
gathered from the internet to ensure you have a complete and detailed study resource.

Now, I will proceed with the next section: Concepts of power, authority, legitimacy,
responsibility and delegation.

NOW PLEASE MOVE ON TO THE NEXT TOPIC OF MY SYLLABUS

Concepts of Power, Authority, Legitimacy, Responsibility, and Delegation

These five concepts are fundamental to understanding how organizations, especially in public
administration, function, how decisions are made, and how accountability is maintained.
They are interconnected and define the dynamics of hierarchical structures.

1. Power

 Meaning: Power is the ability or capacity of an individual or group to influence or

control the behavior, actions, beliefs, or outcomes of others, even against their
resistance. It is the potential to get things done, irrespective of whether it is formally
recognized or accepted. Power can be exercised through various means, including
coercion, persuasion, rewards, or through institutional structures.
 Key Aspects:
o Relational: Power exists in a relationship between two or more actors.
o Potential vs. Actual: One can possess power without always exercising it.
o Not Necessarily Legitimate: Power can be exercised legitimately (as in
authority) or illegitimately (through force or manipulation).
 In Public Administration: Public administrators wield power through their
positions, control over resources, access to information, and expertise. This power can
influence policy implementation, resource allocation, and citizen interactions.

2. Authority

 Meaning: Authority is the legitimate or socially approved power that a person or

group possesses and exercises over others. Unlike raw power, authority implies a
recognized right to command or make decisions, and a corresponding obligation on
the part of subordinates to obey. It is institutionalized power.
 Key Aspects:
o Legitimacy: The defining characteristic of authority is its legitimacy – it is
accepted as right and proper by those subject to it.
o Positional: Authority is typically derived from a formal position or office
within an organizational hierarchy (e.g., a manager's authority comes with
their role).
o Formal: It is generally established through laws, rules, or organizational
structures.
 Max Weber's Types of Legitimate Authority: Max Weber identified three pure
types of legitimate authority:
 o Traditional Authority: Based on established beliefs in the sanctity of age-old
traditions and the legitimacy of the status of those exercising authority under
them (e.g., monarchies, tribal elders).
o Charismatic Authority: Derives from the exceptional personal qualities,
heroism, or supernatural powers attributed to a leader, inspiring devotion and
obedience from followers (e.g., revolutionary leaders, religious prophets).
o Legal-Rational Authority: Based on a belief in the legality of enacted rules
and the right of those elevated to authority under such rules to issue
commands. This is the dominant form in modern bureaucracies and public
administration, where authority is vested in the office, not the person.
 In Public Administration: Authority is crucial for maintaining order, directing
action, and ensuring compliance within government bodies. Public officials exercise
legal-rational authority derived from laws and constitutional provisions.

3. Legitimacy

 Meaning: Legitimacy is the popular acceptance and recognition of a government,

political regime, or system of governance as right and proper. It is the belief by the
governed that the exercise of power is justified and in accordance with established
rules, shared values, or a collective will.
 Key Aspects:
o Acceptance and Belief: It relies on the belief of the people that the authority
is rightful.
o Source of Right to Rule: It answers the question of why someone has the
right to rule or exercise power.
o Stability: A high degree of legitimacy contributes to political stability and
willing obedience without constant coercion.
 Sources of Legitimacy: As per Weber, the sources are tradition, charisma, and
legality. In modern democracies, legitimacy primarily stems from:
o Democratic Processes: Free and fair elections, popular participation.
o Rule of Law: Adherence to established legal frameworks.
o Performance/Output: The government's ability to deliver services, ensure
economic prosperity, and address societal needs.
 In Public Administration: For public administration to be effective, the government
it serves must have legitimacy. Public administrators act on behalf of a legitimate
government, and their actions derive their acceptance from this broader political
legitimacy. Maintaining public trust and adhering to ethical standards are vital for
administrative legitimacy.

4. Responsibility

 Meaning: Responsibility, in an organizational context, refers to the obligation of an

individual to perform a given task or function. It is the accountability of an individual
for the satisfactory completion of a duty or the achievement of a result.
 Key Aspects:
o Obligation: It denotes a duty to act or perform.
o Accountability: The person assigned responsibility is answerable for the
outcome.
 o Inseparable from Authority: For effective performance, responsibility must
be accompanied by commensurate authority. One cannot be held responsible
for tasks for which they lack the necessary authority.
 Types of Responsibility in Public Administration:
o Hierarchical/Administrative Responsibility: Accountability to one's
superiors in the administrative hierarchy.
o Political Responsibility: Accountability of civil servants to elected officials
(Ministers, Parliament/Legislature), who in turn are accountable to the public.
o Professional Responsibility: Adherence to the ethical codes, standards, and
values of the public service profession (e.g., integrity, impartiality).
o Social Responsibility: The obligation of public administration to serve the
broader public interest and contribute to societal well-being.
 In Public Administration: Public administrators are responsible for implementing
policies, managing public resources, and delivering services effectively and ethically.
This involves being accountable to various stakeholders, including the public, elected
representatives, and the law.

5. Delegation

 Meaning: Delegation is the process by which a manager or superior assigns a portion

of their authority and responsibility to a subordinate to perform a specific task or
function. It involves entrusting work to others while retaining ultimate accountability.
 Key Elements of Delegation (The Delegation Process):
o Assignment of Duties/Tasks: The superior assigns specific tasks to the
subordinate.
o Granting of Authority: The superior grants the necessary authority (power to
make decisions and act) to enable the subordinate to perform the assigned
tasks.
o Creation of Accountability/Responsibility: The subordinate becomes
responsible for the successful completion of the assigned task, and is
accountable to the superior.
 Principles of Effective Delegation:
o Clarity: Clear communication of tasks, authority, and expected results.
o Parity of Authority and Responsibility: Authority granted should be equal
to the responsibility assigned.
o Unity of Command: Subordinates should ideally receive orders and be
accountable to only one superior to avoid confusion.
o Delegation of Results Expected: Focus on the outcomes rather than just the
activities.
 Advantages of Delegation:
o Reduces Manager's Workload: Frees up superiors to focus on more strategic
or critical tasks.
o Employee Development: Provides opportunities for subordinates to gain
experience, develop skills, and build confidence, fostering managerial talent.
o Faster Decision-Making: Decisions can be made at lower levels, leading to
quicker responses.
o Increased Efficiency: Tasks can be distributed, leading to better utilization of
human resources.
o Motivation: Empowers subordinates, increasing their job satisfaction and
motivation.
  In Public Administration: Delegation is essential for the efficient functioning of
large public organizations. It enables the distribution of work, speeds up decision-
making, and contributes to the capacity building of civil servants at various levels.

I will now move on to the next topic in your syllabus: Principles of organization:
Hierarchy, Span of control and unity of command.

PLEASE MOVE ON NEXT TOPIC

Principles of Organization: Hierarchy, Span of Control, and Unity of

Command

These three principles are foundational to classical organizational theory, providing a

framework for structuring organizations, distributing authority, and ensuring effective
coordination and control. They are particularly relevant in public administration, which often
features large, complex, and hierarchical structures.

1. Hierarchy (Scalar Chain)

 Meaning: Hierarchy refers to the vertical grading of authority and responsibility in an

organization, creating a system of superior-subordinate relationships from the top
executive down to the lowest level. It forms a "scalar chain" or a "pyramidal
structure," where each lower office is under the control and supervision of a higher
one.
 Key Features:
o Chain of Command: Establishes a clear line of authority that flows from the
highest executive to the lowest employee.
o "Through Proper Channel": All communication, orders, and requests must
pass through each successive level of the hierarchy, both upwards and
downwards, without skipping any intermediate level. This ensures
accountability and informed decision-making.
o Authority and Responsibility Distribution: Authority descends down the
hierarchy, while responsibility ascends. Each level has defined authority and is
accountable to the level above it.
o Integration and Coherence: It links various units and individuals together,
providing a unified structure and purpose.
 Advantages:
o Clear Authority and Responsibility: Defines who reports to whom and who
is responsible for what, reducing confusion.
o Facilitates Communication: Provides established channels for information
flow, both vertical and horizontal (though slower vertically).
o Promotes Discipline: Enforces adherence to orders and directives,
maintaining order.
o Aids Decision-Making: Filters information, allowing top management to
focus on policy, while lower levels handle operational details.
o Facilitates Delegation: Enables the systematic distribution of authority and
tasks down the line.
 Disadvantages:
 o Bureaucratic Delays (Red Tape): The "proper channel" rule can lead to
significant delays in decision-making and action, especially in large
organizations.
o Rigidity: Can hinder flexibility, adaptability, and initiative, particularly at
lower levels.
o Communication Gaps: Information can get distorted or lost as it passes
through multiple levels.
o Potential for Isolation: Can create artificial barriers between different levels
and departments, discouraging teamwork.
o Overburdened Top Management: Despite delegation, ultimate decision-
making often rests at the top, potentially leading to overload.

2. Span of Control (Span of Supervision/Management)

 Meaning: Span of control refers to the number of subordinates that a manager or

supervisor can effectively direct, control, and supervise. It addresses the question:
"How many individuals can one person effectively manage?"
 Relationship with Hierarchy: There is an inverse relationship between span of
control and the number of hierarchical levels:
o Narrow Span of Control: Means a manager supervises a small number of
subordinates. This leads to a "tall" organizational structure with many
hierarchical levels.
 Advantages: Closer supervision, better control, more direct
communication, and easier training/development.
 Disadvantages: Higher managerial costs (more managers needed),
slower decision-making, potential for micromanagement, and reduced
autonomy for subordinates.
o Wide Span of Control: Means a manager supervises a large number of
subordinates. This results in a "flat" organizational structure with fewer
hierarchical levels.
 Advantages: Lower managerial costs, faster communication (fewer
layers), increased autonomy for subordinates, and greater flexibility.
 Disadvantages: Potential for less direct supervision, risk of managers
being overstretched, and possible difficulty in providing individual
guidance.
 Factors Determining Optimal Span of Control: There is no universally ideal
number; it depends on various factors:
o Nature of Work: Routine and repetitive tasks allow for a wider span;
complex and varied tasks require a narrower span.
o Subordinate Competence/Experience: Highly skilled and experienced
subordinates require less supervision, allowing for a wider span.
o Manager's Capability: A more competent and experienced manager can
handle a wider span.
o Communication Effectiveness: Clear communication systems and
technology can support a wider span.
o Geographical Dispersion: Geographically dispersed teams usually require a
narrower span.
o Degree of Delegation: More delegation can enable a wider span.
o Organizational Culture: A culture of trust and empowerment can support a
wider span.
  In Public Administration: Determining the appropriate span of control is critical for
designing efficient government agencies, balancing the need for control with the need
for flexibility and employee empowerment.

3. Unity of Command

 Meaning: The principle of unity of command states that an employee should receive
orders from and be accountable to only one superior at a time. It emphasizes a single
line of authority for each subordinate.
 Key Proponent: Henri Fayol, who asserted that its violation undermines authority,
jeopardizes discipline, disturbs order, and threatens stability.
 Why it's Important:
o Prevents Confusion and Conflict: Avoids conflicting instructions from
multiple bosses, which can lead to confusion, inefficiency, and stress for the
employee.
o Enhances Accountability: Clearly identifies who is responsible for a task and
to whom they are accountable.
o Streamlines Communication: Establishes a direct and unambiguous channel
for instructions and feedback.
o Promotes Discipline: Reinforces the hierarchical structure and maintains
order.
o Avoids Manipulation: Prevents subordinates from playing one superior
against another.
 Advantages:
o Clear reporting relationships.
o Improved discipline and control.
o Enhanced accountability.
o Reduced duplication of work.
o Faster decision-making (when issues can be resolved with a single superior).
o Better coordination.
 Disadvantages/Challenges:
o Functional Foremanship (Taylor's Critique): F.W. Taylor argued for
functional foremanship, where workers receive instructions from multiple
specialists (e.g., speed boss, repair boss), challenging the unity of command
for specialized tasks.
o Complex Modern Organizations: In highly specialized or matrix
organizations, employees may need to report to multiple managers (e.g., a
functional manager and a project manager), making strict adherence difficult
in practice.
o Bureaucratic Rigidity: Can contribute to rigidity and a lack of flexibility if
not balanced with other principles.
o Overburdening Single Superior: A single superior might be overburdened if
they are the sole source of all commands.
 In Public Administration: Despite challenges in highly specialized areas, unity of
command remains a guiding principle in public sector organizations to ensure clarity,
accountability, and disciplined execution of public policies.
I will now move on to the next topic in your syllabus: Functions of management,
Corporate governance and social responsibility.

NOW NEXT TOPIC

Functions of Management, Corporate Governance, and Social Responsibility

This section covers the essential activities that managers perform, the framework of rules and
practices for directing and controlling organizations, and the ethical obligations of
organizations towards society. While "Corporate Governance" traditionally applies to
businesses, its principles are increasingly relevant to public sector organizations (often
termed 'public governance'), and "Social Responsibility" is an inherent part of public
administration.

1. Functions of Management

Management functions are the core activities that managers undertake to achieve
organizational objectives. While various theorists have proposed different sets of functions,
the most widely recognized are those by Henri Fayol and Luther Gulick.

a. Henri Fayol's Functions of Management (POCCC): Fayol identified five primary

functions of management:

 Planning: Forecasting future conditions and deciding on the goals, objectives, and
actions needed to achieve them. It involves deciding in advance what to do, how to do
it, when to do it, and who is to do it. (e.g., a public agency planning its annual budget
or a new policy initiative).
 Organizing: Structuring resources (human, financial, physical) and activities to
execute the plan. It involves defining roles, assigning tasks, establishing authority
relationships, and coordinating efforts. (e.g., creating new departments, defining job
descriptions for civil servants).
 Commanding (Directing): Guiding, motivating, and leading employees to achieve
organizational goals. It involves issuing instructions, supervising subordinates, and
ensuring that tasks are performed. (e.g., a department head giving instructions to their
team, motivating staff during a crisis).
 Coordinating: Harmonizing the different activities and efforts of individuals and
departments to ensure unity of action towards common objectives. It involves
synchronization and integration of various efforts. (e.g., different government
ministries collaborating on a national development project).
 Controlling: Monitoring actual performance against planned performance,
identifying deviations, and taking corrective actions. It involves setting standards,
measuring actual performance, comparing it with standards, and taking corrective
measures. (e.g., auditing public expenditure, evaluating the effectiveness of a social
program).

b. Luther Gulick's POSDCORB: Gulick, expanding on Fayol's work, coined the acronym
POSDCORB to describe the seven functions of a chief executive or manager in public
administration.
  P - Planning: Working out in broad outline the things that need to be done and the
methods for doing them to accomplish the purpose set for the enterprise.
 O - Organizing: Establishing the formal structure of authority through which work
subdivisions are arranged, defined, and coordinated for the defined objective.
 S - Staffing: The whole personnel function of bringing in and training the staff and
maintaining favorable conditions of work.
 D - Directing: The continuous task of making decisions and embodying them in
specific and general orders and instructions, and serving as the leader of the
enterprise.
 Co - Coordinating: The all-important duty of interrelating the various parts of the
work.
 R - Reporting: Keeping the executive and his subordinates informed through records,
research, and inspection.
 B - Budgeting: All that goes with fiscal planning, accounting, and control.

These functions are cyclical and interdependent, forming a continuous process for effective
management in both private and public sectors.

2. Corporate Governance

 Meaning: Corporate Governance refers to the system by which organizations are

directed and controlled. It encompasses the relationship between the management, its
board of directors, its shareholders (or stakeholders in the public sector), and other
stakeholders. Its primary purpose is to ensure accountability, transparency, and
fairness in an organization's relationship with all its stakeholders.
 Core Principles (OECD Principles of Corporate Governance, adapted for public
sector):
o Transparency: Openness in decision-making and clear reporting of actions.
o Accountability: Clear lines of responsibility for decisions and outcomes.
o Fairness: Equitable treatment of all stakeholders.
o Responsibility: Acting in the best interests of the organization and its wider
stakeholders.
 In Public Administration (Public Governance): While "corporate governance"
originated in the private sector, its principles are increasingly applied to the public
sector, often termed "public governance" or "good governance." This is crucial for:
o Effective Use of Public Funds: Ensuring that public money is managed
efficiently, ethically, and for the intended purpose.
o Accountability to Citizens: Governments and public bodies are accountable
to the citizens they serve, requiring transparent processes and reporting.
o Combating Corruption: Strong governance mechanisms help prevent and
detect corruption and mismanagement.
o Public Trust and Confidence: Builds and maintains public trust in
government institutions and processes.
o Decision-Making: Ensures that decisions are made in the public interest, free
from undue influence.
 Key Elements in Public Governance:
o Strong Leadership: Competent and ethical political and administrative
leadership.
o Clear Mandates and Roles: Well-defined objectives and responsibilities for
public institutions.
 o Independent Oversight Bodies: Agencies like auditors general, anti-
corruption commissions, and ombudsmen.
o Rule of Law: Adherence to legal frameworks and due process.
o Citizen Participation: Mechanisms for public involvement and feedback.
o Ethical Frameworks: Codes of conduct and values for public servants.
o Performance Management: Systems to measure and report on the
performance of public services.

3. Social Responsibility

 Meaning: Social responsibility refers to an organization's obligation to act for the

benefit of society at large. It extends beyond legal compliance to encompass ethical
considerations, environmental stewardship, and contributions to community well-
being.
 In Private Sector (Corporate Social Responsibility - CSR):
o Often involves initiatives like environmental protection, fair labor practices,
philanthropy, and ethical sourcing.
o Driven by a mix of ethical considerations, brand reputation, stakeholder
pressure, and sometimes regulatory requirements.
 In Public Administration: For public administration, social responsibility is not
merely an add-on; it is inherent to its very purpose. Government and public sector
organizations exist to serve the public interest and address societal needs.
o Core Mandate: Public administration's fundamental purpose is to promote the
welfare and well-being of its citizens. Every action of a public agency has a
social dimension.
o Equity and Justice: Ensuring that policies and services are delivered
equitably and contribute to social justice, especially for vulnerable groups.
o Sustainable Development: Implementing policies that balance economic
growth with environmental protection and social inclusion.
o Public Interest: Always acting in the collective best interest of the society,
rather than narrow, self-serving interests.
o Ethical Conduct: Upholding high ethical standards, integrity, and
transparency in all dealings.
o Inclusivity: Ensuring that diverse voices are heard and considered in policy-
making and service delivery.
o Accountability to Citizens: Being answerable to the public for the impact of
policies and programs on society.
 Examples: Implementing environmental regulations, providing social safety nets,
promoting public health, ensuring equal access to education, and responding
effectively to natural disasters are all manifestations of social responsibility in public
administration.

I will now move on to the next topic in your syllabus: New dimensions of public
management, management of change.

now next topic

New Dimensions of Public Management, Management of Change

This section explores the contemporary shifts and evolving approaches in public
administration, moving beyond traditional bureaucratic models, and the critical importance of
effectively managing change within the public sector.

1. New Dimensions of Public Management

Public administration has been undergoing significant transformations globally, driven by

technological advancements, increasing citizen expectations, fiscal pressures, and a desire for
more agile and responsive governance. These "new dimensions" represent a departure from
classical public administration and even an evolution from the initial New Public
Management (NPM) reforms.

a. Evolution from New Public Management (NPM): While NPM (discussed previously)
introduced private-sector principles like efficiency, performance orientation, and customer
focus, newer dimensions acknowledge its limitations and seek to incorporate other critical
aspects.

b. Key New Dimensions and Emerging Trends:

 Focus on Public Value Management:

o Coined by Mark H. Moore, this approach shifts the focus from simply cutting
costs or improving efficiency (NPM's primary goals) to creating tangible
"public value."
o Public value is defined as the value that an organization or activity contributes
to society, encompassing outcomes that are democratically legitimate,
operationally feasible, and publicly supported.
o Public managers are encouraged to be "value-seeking entrepreneurs,"
identifying and delivering services and policies that genuinely enhance the
common good, balancing efficiency with equity, quality, and responsiveness.
o It emphasizes a "strategic triangle" of public value, legitimacy and support,
and operational capacity.
 Digital Public Administration / E-Governance:
o This involves leveraging information and communication technologies (ICTs)
to transform government processes, improve service delivery, and enhance
transparency and citizen participation.
o Key aspects:
 Online Service Portals: Providing services and information via
websites and mobile apps (e.g., filing taxes, applying for permits).
 Data Management & Analytics: Utilizing big data and analytics for
informed decision-making, policy formulation, and anticipating citizen
needs.
 Cybersecurity: A critical component given the sensitive nature of
government data, ensuring the protection of information systems.
 Proactive Service Delivery: Moving from reactive (citizens
requesting services) to proactive (government anticipating and
delivering services based on life events).
 Cloud Computing and SaaS: Adopting cloud infrastructure and
Software as a Service for cost-effectiveness, scalability, and efficiency.
  GovTech: Collaboration between government and technology
startups/companies to develop innovative solutions for public
challenges.
 Collaborative Governance:
o Moving away from a hierarchical, government-centric model to one that
involves active engagement and partnership between government, civil society
organizations, the private sector, and citizens.
o It recognizes that complex "wicked problems" (e.g., climate change, poverty)
often require diverse perspectives and resources from multiple stakeholders to
solve effectively.
o Features: Formal processes, engagement of non-state actors, shared decision-
making power, consensus-oriented approaches, and a focus on public policy or
program management.
 Citizen-Centricity and Co-creation:
o A shift from "customer" (NPM) to "citizen" and emphasizing active citizen
engagement in the design and delivery of public services.
o Co-creation involves citizens as active participants in identifying needs,
designing solutions, and even co-producing services, leading to more relevant
and accepted outcomes.
 Agility and Adaptability:
o In a rapidly changing world, public administrations are increasingly seeking to
adopt agile methodologies (common in software development) to respond
quickly to new challenges and opportunities, rather than rigid, long-term
plans.
o This includes developing flexible organizational structures and processes.
 Diversity, Equity, and Inclusion (DEI):
o Increased focus on ensuring that public services are accessible and equitable
for all segments of society, and that public sector workplaces reflect the
diversity of the population.
o This involves examining systemic inequalities and designing policies and
services that promote fairness.
 Results-Oriented and Performance-Based Management (Deepened):
o While NPM initiated this, new dimensions further refine the focus on tangible
outcomes and impact, rather than just outputs or processes. This includes
advanced performance measurement and evaluation.

2. Management of Change

Change is inevitable in any organization, but it is particularly challenging and crucial in the
public sector due to its inherent complexities, political sensitivities, and accountability to the
public. Effective change management is essential for public administrations to remain
relevant, efficient, and responsive.

a. Why Change Management is Difficult in the Public Sector:

 Broad Stakeholder Base: Public organizations serve a vast and diverse public, along
with elected officials, unions, and special interest groups, making stakeholder
engagement complex.
 Regulatory Framework: Operating within strict legal and regulatory frameworks
means changes must comply with numerous laws and procedures.
  Political Considerations: Public sector changes are often subject to political scrutiny,
shifting priorities, and potential resistance from political actors.
 Public Accountability: High levels of transparency and accountability mean changes
must be justified publicly, and potential negative impacts must be carefully managed.
 Bureaucratic Culture: Traditional public sector cultures can be risk-averse, resistant
to new ideas, and steeped in established procedures ("this too shall pass" attitude).
 Budget Constraints: Limited or uncertain funding can impede large-scale change
initiatives.
 Workforce Challenges: An aging workforce, resistance to new technologies, and
established work norms can present barriers.

b. Types of Change in Public Administration:

 Technological Change: Adoption of new digital tools, AI, data analytics, and
automation.
 Organizational Structure Change: Restructuring departments, merging agencies, or
flattening hierarchies.
 Operational Change: Implementing new processes, methodologies (e.g., Agile), or
service delivery models.
 Policy and Market Change: Adapting to new laws, regulations, socio-economic
shifts, or global events (e.g., pandemics, economic crises).

c. Key Strategies and Models for Managing Change in the Public Sector:

Effective change management in public administration requires a structured approach that

addresses both organizational and individual responses to change.

 Leadership and Vision:

o Strong, committed leadership is vital to articulate a clear vision for the change,
explain its necessity, and inspire commitment.
o Change agents (individuals or teams leading the change) are crucial for
guiding and facilitating the effort.
 Stakeholder Engagement and Communication:
o Extensive engagement with all stakeholders (citizens, employees, unions,
political leaders, civil society) is paramount.
o Transparent and proactive communication about the reasons for change,
expected benefits, and potential impacts helps build trust and mitigate
resistance.
 Resistance Management:
o Anticipating and addressing resistance (which can be rational, emotional, or
covert) through clear information, empathetic listening, and involving
employees in the process.
o Lewin's "Unfreeze-Change-Refreeze" model suggests preparing people for
change (unfreeze), implementing the change (change), and then solidifying the
new ways of working (refreeze).
 Building Capacity and Training:
o Providing necessary training and development for employees to acquire new
skills and knowledge required for the changed environment (e.g., digital
literacy).
 Pilot Projects and Incremental Implementation:
 o Starting with pilot projects to test changes on a smaller scale, learn from them,
and then gradually scale up can reduce risk and build confidence.
 Performance Measurement and Feedback:
o Monitoring the progress and impact of changes using clear metrics and
providing continuous feedback to adjust the approach as needed.
 Common Change Management Models Applicable to Public Sector:
o Lewin's Change Model (Unfreeze-Change-Refreeze): A foundational model
for understanding the stages of organizational change.
o Kotter's 8-Step Process for Leading Change: Focuses on creating urgency,
building a guiding coalition, developing a vision, communicating it,
empowering action, generating short-term wins, consolidating gains, and
anchoring new approaches.
o ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement):
Focuses on the individual's journey through change, providing a framework
for managers to support employees.
o McKinsey 7-S Framework: Used to align seven internal elements (Strategy,
Structure, Systems, Shared Values, Skills, Staff, Style) to ensure successful
change.

Effective change management in public administration is not just about implementing new
tools or structures; it's about transforming mindsets, building capacity, and ensuring that
public institutions can adapt and deliver value in an ever-evolving environment.

I will now move on to the next topic in your syllabus: Attitude and foundational values of
civil services: integrity, impartiality and non-partisanship, dedication to public service.

next

Attitude and Foundational Values of Civil Services: Integrity, Impartiality

and Non-partisanship, Dedication to Public Service

The effectiveness and legitimacy of public administration heavily rely on the ethical conduct
and foundational values upheld by its civil servants. These values shape their attitude,
decision-making, and interaction with the public.

1. Attitude of Civil Services

The attitude of civil servants refers to their general approach, mindset, and disposition
towards their work, their colleagues, and, most importantly, the citizens they serve. A
positive and professional attitude is crucial for effective public service delivery.

 Service-Oriented: A primary attitude should be one of serving the public, viewing

citizens not as mere subjects but as beneficiaries and partners in governance.
 Empathy and Compassion: Understanding and responding to the needs and
concerns of citizens, especially vulnerable sections, with sensitivity.
 Professionalism: Maintaining a high standard of conduct, competence, and efficiency
in all official dealings.
  Responsiveness: Being prompt and willing to address public grievances and provide
timely services.
 Objectivity and Rationality: Approaching issues with a factual and unbiased
mindset, free from personal prejudices or emotional responses.
 Learning and Adaptability: A willingness to continuously learn, adapt to new
challenges, and embrace innovation in public service.
 Respect for Law and Rules: A deep-seated respect for the legal framework within
which public administration operates.

2. Foundational Values of Civil Services

These are the core ethical principles that guide the behavior and decision-making of civil
servants. They form the bedrock of good governance and ethical public administration.

a. Integrity

 Meaning: Integrity refers to the quality of being honest and having strong moral
principles; moral uprightness. For civil servants, it means consistently adhering to
ethical principles and acting in a manner that is fair, truthful, and incorruptible, even
when faced with pressure or temptation.
 Key Aspects:
o Honesty and Truthfulness: Being forthright and transparent in all official
dealings.
o Incorruptibility: Resisting all forms of corruption, including bribery,
nepotism, and misuse of public office for personal gain.
o Consistency: Ensuring a congruence between one's words, actions, and stated
principles.
o Moral Courage: The strength to do what is right, even when it is difficult or
unpopular.
 Significance in Public Service: Integrity is paramount for building public trust,
ensuring efficient use of public resources, and maintaining the credibility of
government institutions. Lack of integrity can lead to widespread corruption,
inefficiency, and a breakdown of public faith in governance.

b. Impartiality

 Meaning: Impartiality means acting without prejudice, bias, or favoritism towards

any individual, group, or interest. It requires civil servants to make decisions based
solely on merit, facts, and established rules, irrespective of personal relationships,
political affiliations, caste, creed, gender, or any other non-relevant factor.
 Key Aspects:
o Fairness: Treating all citizens equally and justly.
o Objectivity: Basing decisions on objective criteria rather than subjective
preferences.
o Non-discrimination: Avoiding any form of discrimination in service delivery
or policy implementation.
 Significance in Public Service: Impartiality ensures equitable access to public
services and opportunities, promotes social justice, and prevents arbitrary or
discriminatory actions by the state. It is vital for maintaining the rule of law and
ensuring that the public administration serves all citizens equally.
c. Non-partisanship

 Meaning: Non-partisanship means remaining politically neutral and not aligning with
any particular political party or ideology. Civil servants are expected to serve the
government of the day faithfully, regardless of their personal political views, and to
implement policies enacted by the elected government without bias.
 Key Aspects:
o Political Neutrality: Not engaging in political activities, campaigning for
parties, or expressing political preferences in official capacity.
o Loyalty to the Constitution and Law: Serving the constitutional framework
and legal mandates rather than specific political masters.
o Professional Advice: Providing fearless and frank advice to political
executives, even if it contradicts their preferences, based on professional
expertise and public interest.
o Continuity of Administration: Ensuring that public administration continues
effectively even with changes in government.
 Significance in Public Service: Non-partisanship is crucial for the stability and
continuity of governance in a democracy. It protects the civil service from
politicization, ensures that public policies are implemented professionally, and
maintains public confidence in the administrative machinery regardless of political
shifts.

d. Dedication to Public Service

 Meaning: Dedication to public service means a profound commitment and devotion

to the welfare and upliftment of the public. It implies a selfless desire to serve the
community, prioritize public interest over personal gain, and strive for excellence in
fulfilling one's duties as a civil servant.
 Key Aspects:
o Commitment to Public Interest: Placing the needs and welfare of the
citizens above all else.
o Selflessness: Acting without expectation of undue personal reward or
recognition.
o Perseverance: Showing tenacity and resilience in addressing complex public
problems.
o Excellence: Striving for high standards in service delivery and continuous
improvement.
o Accountability: Taking ownership of one's actions and being answerable for
outcomes in public service.
 Significance in Public Service: This value transforms civil service from a mere job
into a noble calling. It fosters a proactive approach to problem-solving, inspires
innovation, and ensures that civil servants are motivated by a genuine desire to make
a positive impact on society. It is the driving force behind effective and
compassionate governance.

These foundational values collectively define the ethos of a responsible and effective civil
service, ensuring that it acts as a trustworthy and efficient instrument for implementing public
policy and serving the citizens.
I will now move on to the next topic in your syllabus: Legislative & Judicial control over
administration: various methods and techniques of legislative & judicial control.

next

Legislative & Judicial Control Over Administration: Various Methods and

Techniques

In a democratic system, it is crucial to ensure that the executive (administration) remains

accountable and operates within the bounds of law and public interest. Both the legislature
and the judiciary play vital roles in exercising control over the administration.

1. Legislative Control Over Administration

The legislature, as the representative body of the people, exercises control over the
administration to ensure accountability, transparency, and responsiveness. This control is
primarily exercised through various parliamentary procedures and mechanisms.

Methods and Techniques of Legislative Control:

 Financial Control: This is one of the most powerful forms of control.

o Budgetary Control: The legislature approves the annual budget, including
demands for grants for various ministries and departments. No money can be
spent by the administration without legislative approval.
o Cut Motions: During budget discussions, members of the legislature can
move "cut motions" to reduce the amount of a demand for a grant. These can
be:
 Policy Cut: To disapprove of a policy (reduces the demand to Re. 1).
 Economy Cut: To advocate for economy in expenditure (reduces the
demand by a specific amount).
 Token Cut: To ventilate a specific grievance (reduces the demand by
Rs. 100).
o Post-budgetary Scrutiny:
 Comptroller and Auditor General (CAG) Reports: The CAG audits
government expenditures and presents reports to the legislature,
highlighting irregularities, inefficiencies, or misuse of funds. These
reports are then examined by parliamentary committees.
 Parliamentary Financial Committees:
 Public Accounts Committee (PAC): Examines the annual
audit reports of the CAG, scrutinizing government expenditure
to ensure it is in accordance with parliamentary authorization
and rules. It focuses on economy, efficiency, and propriety.
 Estimates Committee: Examines the estimates included in the
budget and suggests economies and improvements in
organization, efficiency, and administrative reform.
 Committee on Public Undertakings (COPU): Examines the
reports and accounts of public sector undertakings.
 Deliberative and Discussion Control:
 o Question Hour: The first hour of a parliamentary sitting, where members ask
questions to ministers on matters of public importance. This forces ministers
and the administration to be alert and responsive.
o Zero Hour: An informal device where members can raise matters of urgent
public importance without prior notice.
o Calling Attention Motion: Allows a member to call the attention of a
minister to a matter of urgent public importance and for the minister to make a
statement on the same.
o Adjournment Motion: Allows a member to move a motion to adjourn the
business of the House to discuss a definite matter of urgent public importance.
If accepted, it involves an element of censure against the government.
o Debates and Discussions: General discussions on bills, policies, and various
motions provide opportunities for legislators to scrutinize administrative
actions and policies.
o Resolutions and Motions: Members can move resolutions or motions to
express the opinion of the House, influence policy, or demand action from the
executive.
 Control through Delegated Legislation:
o The legislature often lays down broad policy, delegating the power to make
detailed rules and regulations (subordinate or delegated legislation) to the
executive.
o Laying Procedures: Delegated legislation is usually "laid" before the
legislature, which can then scrutinize, modify, or annul these rules.
o Committee on Subordinate Legislation: A parliamentary committee
specifically set up to examine whether the powers to make regulations, rules,
etc., conferred by the Constitution or delegated by Parliament are being
properly exercised by the executive within the scope of such delegation.
 Control through Parliamentary Committees:
o Beyond financial committees, various departmental standing committees or
ad-hoc committees investigate the working of ministries/departments,
scrutinize bills, and hold officials accountable.
o Investigative Control: Committees have the power to summon officials, call
for documents, and conduct inquiries into administrative actions or alleged
irregularities.
 No-Confidence Motion/Censure Motion:
o The ultimate expression of legislative control in a parliamentary system. A
vote of no-confidence, if passed, can lead to the resignation of the
government. Censure motions are milder, expressing disapproval of specific
policies or actions.

2. Judicial Control Over Administration

The judiciary acts as a guardian of the Constitution and the rights of citizens, ensuring that
the administration acts within its legal powers and does not violate fundamental rights or
principles of natural justice.

Methods and Techniques of Judicial Control:

 Judicial Review:
 o This is the power of the courts to examine the legality, constitutionality, and
sometimes the reasonableness of administrative actions (including rules,
orders, and decisions).
o The court determines whether administrative actions are ultra vires (beyond
the powers conferred by law), arbitrary, mala fide (in bad faith), or violate
fundamental rights.
o The court primarily reviews the process of decision-making, not usually the
merits of the decision itself, unless the decision is so unreasonable that no
reasonable person could have taken it (Wednesbury unreasonableness).
o It is a fundamental principle of rule of law, ensuring that no branch of
government, including the executive, is above the law.
 Writs (Extraordinary Remedies): The Supreme Court (under Article 32) and High
Courts (under Article 226) can issue five types of prerogative writs to enforce
fundamental rights and ensure administrative accountability.
o Habeas Corpus (To have the body):
 Purpose: Issued to produce a person who has been illegally detained
or imprisoned, to examine the legality of their detention. If the
detention is found unlawful, the person is released.
 Control: Checks arbitrary arrest and detention by executive
authorities.
o Mandamus (We Command):
 Purpose: A command issued by a higher court to a public official,
public body, corporation, or inferior court, directing them to perform a
public or statutory duty that they have refused or failed to perform.
 Control: Compels public authorities to perform their legal duties.
Cannot be issued against the President/Governor or private individuals.
o Prohibition (To Forbid):
 Purpose: Issued by a higher court to a lower court or tribunal to
prevent it from exceeding its jurisdiction or usurping a jurisdiction not
legally vested in it. It is issued before the lower body makes a decision.
 Control: Prevents administrative tribunals or quasi-judicial bodies
from acting outside their legal authority.
o Certiorari (To Be Certified / To Be Informed):
 Purpose: Issued by a higher court to a lower court or tribunal to quash
an order or decision that has already been passed, typically on grounds
of excess of jurisdiction or error of law apparent on the face of the
record. It is issued after the lower body has made a decision.
 Control: Corrects jurisdictional errors or manifest legal errors made
by lower administrative or quasi-judicial bodies.
o Quo Warranto (By What Authority):
 Purpose: Issued to inquire into the legality of a claim by a person to a
public office. It checks whether a person holding a public office is
legally entitled to hold that office.
 Control: Prevents illegal usurpation of public offices by individuals.
 Statutory Appeals:
o Many statutes provide for appeals from administrative decisions to higher
administrative tribunals or directly to the courts. This allows for a review of
both facts and law.
 Suits against Government/Public Officials:
 o Citizens can file civil suits against the government for breach of contract, torts
(civil wrongs), or for claiming compensation for damages caused by the
administration.
o Public officials can also be sued for actions performed outside their official
capacity or for malicious actions.
 Injunctions:
o Courts can issue injunctions (orders to do or refrain from doing an act) against
administrative authorities to prevent them from performing an illegal act or to
compel them to perform a legal duty.

Both legislative and judicial controls are essential for ensuring that public administration
remains accountable, operates within the framework of law, and serves the public interest in a
democratic setup. While legislative control is often more political and general, judicial
control focuses on the legality and procedural fairness of administrative actions.

I will now move on to the next and final topic in your syllabus: Administrative Ethics,
Motivation and Moral.

next topic please

Administrative Ethics, Motivation, and Moral

This section delves into the ethical foundations, psychological drivers, and overall spirit
necessary for effective and responsible public administration. These three concepts are
crucial for fostering a high-performing, trustworthy, and citizen-centric civil service.

1. Administrative Ethics

 Meaning: Administrative ethics refers to the set of moral principles, values, and
standards that guide the conduct and decision-making of public administrators in their
professional duties. It goes beyond mere legal compliance, emphasizing what is right
and proper in public service. It addresses the moral dilemmas and choices faced by
civil servants.
 Importance of Ethics in Public Administration:
o Building Public Trust: Ethical conduct is fundamental for citizens to trust
their government and its institutions. Corruption and unethical behavior erode
public faith.
o Ensuring Good Governance: Ethics are the bedrock of good governance,
promoting transparency, accountability, fairness, and responsiveness.
o Preventing Corruption and Misuse of Power: Strong ethical frameworks act
as deterrents against bribery, nepotism, favoritism, and abuse of authority.
o Enhancing Efficiency and Effectiveness: Ethical practices lead to objective
decision-making, better resource utilization, and improved service delivery.
o Protecting Public Interest: Civil servants are trustees of public welfare.
Ethics ensure that decisions are made in the best interest of the community,
not for personal gain or partisan benefit.
o Maintaining Impartiality and Objectivity: Ethical principles reinforce the
need for civil servants to act without bias or prejudice.
 o Guiding Discretion: Where rules are ambiguous or discretion is required,
ethics provide a moral compass for civil servants to make just decisions.
 Key Principles/Values of Administrative Ethics (Revisiting and Expanding):
o Integrity: Honesty, incorruptibility, and adherence to moral principles.
o Impartiality & Non-partisanship: Acting without bias or political affiliation.
o Accountability: Being answerable for one's actions and decisions.
o Transparency: Openness in government operations and decision-making.
o Objectivity: Basing decisions on facts and merit, not personal feelings.
o Fairness & Equity: Treating all citizens justly and providing equal access to
services.
o Responsiveness: Addressing citizen needs and concerns promptly and
effectively.
o Leadership by Example: Senior administrators demonstrating ethical
conduct.
o Public Interest First: Prioritizing the welfare of the community above
personal or sectional interests.
o Professional Competence: Maintaining high standards of skill and
knowledge.
 Mechanisms to Foster Administrative Ethics:
o Codes of Conduct/Ethics: Formal documents outlining expected ethical
behavior.
o Ethics Training: Regular training programs for civil servants.
o Whistleblower Protection: Safeguarding employees who report unethical
practices.
o Ombudsman/Lokpal: Independent bodies to investigate public grievances
and corruption.
o Vigilance Agencies: Departments dedicated to preventing and prosecuting
corruption.
o Performance Appraisal: Incorporating ethical conduct as a criterion.
o Promoting a Culture of Ethics: Leadership emphasizing and rewarding
ethical behavior.

2. Motivation

 Meaning: Motivation refers to the psychological forces that determine the direction
of a person's behavior, their level of effort, and their persistence in the face of
obstacles. In public administration, it relates to what drives civil servants to perform
their duties effectively, diligently, and with dedication.
 Importance of Motivation in Public Service:
o Enhanced Performance & Productivity: Motivated employees are more
likely to be efficient, innovative, and productive.
o Improved Service Delivery: High motivation translates into better quality
and more responsive services for citizens.
o Reduced Absenteeism & Turnover: Motivated staff are more engaged and
less likely to seek opportunities elsewhere.
o Higher Morale: Motivation is closely linked to positive morale and job
satisfaction.
o Adaptability to Change: Motivated employees are more receptive to new
policies, technologies, and reforms.
 o Ethical Conduct: A sense of purpose and motivation can reduce the
propensity for unethical behavior.
 Theories of Motivation Relevant to Public Administration:
o Maslow's Hierarchy of Needs: Suggests people are motivated by a hierarchy
of needs (physiological, safety, social, esteem, self-actualization). Public
sector jobs can address various levels, from stable employment (safety) to
public service (social/self-actualization).
o Herzberg's Two-Factor Theory (Motivation-Hygiene Theory):
Distinguishes between:
 Hygiene Factors: (e.g., salary, working conditions, job security,
supervision) that prevent dissatisfaction but do not necessarily
motivate.
 Motivator Factors: (e.g., achievement, recognition, challenging work,
responsibility, growth) that truly motivate employees. Public service
ethos can be a strong motivator.
o Theory X and Theory Y (Douglas McGregor):
 Theory X: Assumes employees are inherently lazy, dislike work, and
need to be coerced and controlled.
 Theory Y: Assumes employees are self-motivated, enjoy work, and
seek responsibility. Public administration increasingly leans towards
Theory Y assumptions to foster innovation and autonomy.
o Public Service Motivation (PSM): A specific concept referring to an
individual's predisposition to respond to motives grounded primarily or
uniquely in public institutions or organizations. Individuals with high PSM are
driven by a desire to serve the public good, help others, and contribute to
society, often beyond monetary rewards. This is a crucial inherent motivator in
civil services.
 Strategies to Enhance Motivation in Public Administration:
o Clear Vision and Mission: Connecting individual work to a larger public
purpose.
o Recognition and Reward Systems: Acknowledging good performance, not
just through financial incentives but also public appreciation.
o Career Development & Training: Opportunities for skill enhancement and
professional growth.
o Empowerment & Delegation: Giving civil servants autonomy and
responsibility.
o Fair & Transparent Evaluation Systems: Ensuring performance appraisals
are just and constructive.
o Positive Work Environment: Fostering respectful, supportive, and
collaborative workplaces.
o Competitive Compensation & Benefits: While not the sole motivator,
adequate pay is a hygiene factor that prevents dissatisfaction.

3. Moral

 Meaning: Moral (or morale) in an organizational context refers to the overall spirit,
confidence, and enthusiasm of a group or individual. It reflects the collective attitude
of employees towards their work, organization, and colleagues. High morale is
indicative of a positive and healthy work environment.
 Key Aspects:
 o Collective Feeling: It is often a group phenomenon, though individuals can
have high or low morale.
o Impact on Performance: Directly affects productivity, quality of work, and
organizational effectiveness.
o Job Satisfaction & Engagement: Linked to employees' contentment with
their jobs and their level of involvement.
o Trust & Collaboration: High morale often signifies trust in leadership and
willingness to collaborate.
 Importance of Morale in Public Service:
o Sustained Performance: Good morale ensures consistent and high-quality
service delivery.
o Reduced Conflict & Grievances: A positive work environment reduces
internal disputes.
o Better Public Image: A motivated and high-morale workforce presents a
positive image of the government to the public.
o Adaptability: High morale makes employees more open to change and
innovation.
o Ethical Conduct: A positive morale often correlates with greater adherence to
ethical standards.
o Retention: Employees with high morale are less likely to leave the
organization.
 Factors Influencing Morale in Public Administration:
o Leadership Style: Supportive, fair, and communicative leadership enhances
morale.
o Working Conditions: Safe, comfortable, and well-resourced work
environments.
o Compensation & Benefits: Fair and competitive pay and benefits.
o Job Security: Stability in employment is a significant factor in the public
sector.
o Opportunities for Growth: Career progression and development.
o Recognition & Respect: Feeling valued and appreciated for one's
contributions.
o Fairness & Equity: Perceived justice in policies, promotions, and disciplinary
actions.
o Communication: Open and transparent communication from management.
o Public Perception: Positive public regard for civil service can boost morale.
o Political Interference: Excessive political interference or negative public
portrayal can significantly demotivate civil servants.
 Strategies to Boost Morale:
o Employee Involvement: Involving employees in decision-making processes
where appropriate.
o Effective Communication: Regular and honest communication about
organizational goals, changes, and performance.
o Recognition and Reward: Implementing systems that acknowledge and
reward good performance.
o Training and Development: Investing in employee skills and career paths.
o Grievance Redressal Mechanisms: Providing fair and timely avenues for
addressing employee concerns.
o Team Building: Fostering a sense of camaraderie and teamwork.
o Work-Life Balance Initiatives: Supporting employee well-being.
In essence, ethical foundations provide the moral compass for public administration,
motivation fuels the drive for performance and public service, and high morale creates a
positive and productive environment for civil servants to fulfill their crucial role in
governance.

I have now covered all the topics in your syllabus.

CONCEPTS, ISSUED AND DYNAMICS OF PUBLIC ADMINISTRATION AND

MANAGEMENT SYLLABUS:

 Administration and management: Meaning, nature, and significance, its role in

developed & developing societies.
 Theories of public administration.
 Concepts of power, authority, legitimacy, responsibility and delegation
 Principles of organization: Hierarchy, Span of control and unity of command
 Functions of management, Corporate governance and social responsibility
 New dimensions of public management, management of change
 Attitude and foundational values of civil services: integrity, impartiality and non-
partisanship, dedication to public service
 Legislative & Judicial control over administration: various methods and techniques of
legislative & judicial control
 Administrative Ethics, Motivation and Moral.