CSS Public Administration Foundations and Theories of Public Administration Syllabus

Foundations and Theories of Public Administration syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Foundations and Theories of Public Administration in CSS Public Administration, not a summary of it.

1. 1

   Concepts, Approaches and Context

   5 topics

   • Definitions, Role and Scope of Public Administration
   • Issues and Tensions in Public Administration
   • Core Values of Public Administration
   • Evolving Approaches
   • Islamic Concept and Historical Roots in Pakistan
2. 2

   Classical and Contemporary Theories

   5 topics

   • Bureaucratic Theory
   • Scientific Management and Human Relations
   • Leadership and Motivation Theories
   • Modern Theoretical Perspectives
   • Organizational Structures and Culture

Foundations and Theories of Public Administration flashcards for CSS Public Administration

24 of 50 cards from the Foundations and Theories of Public Administration deck — real questions with worked answers.

1. Define Public Administration according to Woodrow Wilson.

   In his 1887 essay 'The Study of Administration', Woodrow Wilson defined public administration as 'detailed and systematic execution of public law'; he argued administration lies outside the sphere of politics and should be run on business-like, efficient principles.

2. How did Luther Gulick summarize the functions of the chief executive, and what is the acronym?

   POSDCORB: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting. Gulick (1937) used it to describe the work of a chief executive.

3. What is the 'politics-administration dichotomy'?

   The idea (Wilson, Goodnow) that politics (policy/expression of state will) and administration (execution of that will) are separate spheres; politics sets goals, administration neutrally implements them. Later challenged as unrealistic since administrators exercise discretion.

4. What is the scope of Public Administration under the 'Integral' view versus the 'Managerial' view?

   Integral view (L.D. White): PA includes all activities of all persons engaged in accomplishing the purposes of government—manual, clerical, managerial, technical. Managerial view (Luther Gulick): PA includes only the managerial/POSDCORB functions of those at the top, not operational work.

5. State Frederick Taylor's definition of management/administration central idea.

   Taylor's core idea was 'one best way' to perform any task, discovered through scientific study, replacing rule-of-thumb methods to maximize efficiency and prosperity for both employer and worker.

6. Name the three traditional core values of Public Administration that often create tension.

   Economy, Efficiency, and Effectiveness (the '3 Es'). Modern lists add Equity (social justice), making the '4 Es', plus Ethics and Accountability.

7. What is the difference between 'efficiency' and 'effectiveness' in Public Administration?

   Efficiency = doing things right; achieving outputs with minimum input/cost (input-output ratio). Effectiveness = doing the right things; the degree to which intended outcomes/goals are actually achieved.

8. What is meant by 'social equity' as a core value, and which movement emphasized it?

   Social equity is fairness in the distribution of public services and outcomes, especially for the disadvantaged. It was emphasized as the 'third pillar' by the New Public Administration movement (Minnowbrook Conference, 1968).

9. List Max Weber's key characteristics of an ideal-type bureaucracy.

   (1) Hierarchy of authority, (2) division of labour/specialization, (3) formal rules and regulations, (4) impersonality, (5) selection and promotion on merit/technical qualification, (6) written records/files, (7) career service with fixed salaries, (8) separation of office from officeholder.

10. What three types of legitimate authority did Max Weber distinguish?

    (1) Traditional authority (based on custom/heredity), (2) Charismatic authority (based on personal qualities of a leader), and (3) Rational-legal authority (based on rules and law)—the basis of modern bureaucracy.

11. What is the central criticism of Weberian bureaucracy raised by Robert Merton?

    Merton described 'bureaucratic dysfunctions': rigid adherence to rules leads to goal displacement (means become ends), 'trained incapacity', and a 'bureaucratic personality' that resists change and stresses ritual over results.

12. What are Frederick Taylor's four principles of Scientific Management?

    (1) Develop a science for each element of work (replace rule of thumb); (2) scientifically select, train and develop workers; (3) cooperate with workers to ensure work follows the science; (4) divide work and responsibility almost equally between management and workers.

13. What did the Hawthorne Studies (1924-1932) demonstrate and who led them?

    Led by Elton Mayo (with Roethlisberger and Dickson) at Western Electric's Hawthorne plant, they showed productivity is influenced more by social/psychological factors, group dynamics, and worker attention than by physical conditions—founding the Human Relations approach. Gave rise to the 'Hawthorne effect'.

14. What is the 'Hawthorne effect'?

    The tendency of individuals to alter or improve their behaviour/performance simply because they know they are being observed or are receiving attention, rather than because of any experimental variable.

15. Contrast Scientific Management with the Human Relations approach.

    Scientific Management (Taylor) sees the worker as 'economic man' motivated by money, stresses efficiency, time-motion study, and structure. Human Relations (Mayo) sees the worker as 'social man' motivated by recognition, belonging, and group acceptance, stressing informal organization and morale.

16. What are the five levels of Maslow's Hierarchy of Needs, in order?

    (1) Physiological, (2) Safety/Security, (3) Social/Love-Belonging, (4) Esteem, (5) Self-actualization. Lower needs must be largely satisfied before higher ones motivate.

17. Explain Herzberg's Two-Factor (Motivation-Hygiene) Theory.

    Hygiene factors (salary, working conditions, policy, supervision, security) prevent dissatisfaction but do not motivate. Motivators (achievement, recognition, the work itself, responsibility, advancement) produce satisfaction and motivation. The two operate on separate scales.

18. What are McGregor's Theory X and Theory Y?

    Theory X assumes people inherently dislike work, avoid responsibility, and must be controlled/coerced. Theory Y assumes people find work natural, are self-directed, seek responsibility, and are creative—favoring participative management.

19. What is Victor Vroom's Expectancy Theory of motivation, including its formula?

    Motivation = Expectancy x Instrumentality x Valence. Expectancy (effort leads to performance), Instrumentality (performance leads to reward), Valence (value placed on the reward). If any factor is zero, motivation is zero.

20. What are the three needs in McClelland's Theory of Needs?

    Need for Achievement (nAch), Need for Power (nPow), and Need for Affiliation (nAff). McClelland held these are learned/acquired and a high need for achievement (with moderate power) characterizes effective managers.

21. What is Adams' Equity Theory of motivation?

    Individuals compare their input-to-output ratio with that of relevant others ('referents'). Perceived inequity (under- or over-reward) creates tension that motivates them to restore fairness, e.g. by altering effort, outputs, or comparison referent.

22. Describe the three classic leadership styles identified by Kurt Lewin.

    (1) Autocratic (leader makes decisions alone), (2) Democratic/Participative (leader involves the group), and (3) Laissez-faire (leader gives the group full freedom with minimal direction).

23. What does the Managerial Grid (Blake and Mouton) measure, and name its key styles.

    It plots 'concern for people' against 'concern for production' on a 9x9 grid. Key styles: 1,1 Impoverished; 9,1 Authority-Compliance (task); 1,9 Country Club; 5,5 Middle-of-the-Road; 9,9 Team management (ideal).

24. What is Fiedler's Contingency Model of leadership?

    Leadership effectiveness depends on the match between the leader's style (task-oriented vs relationship-oriented, measured by the LPC scale) and 'situational favorableness', determined by leader-member relations, task structure, and position power. Task-oriented leaders excel in very favorable or very unfavorable situations; relationship-oriented in moderate ones.

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