UGC NET Political Science Public Administration Syllabus

What are the core themes ('anti-goals' or pillars) of New Public Administration?

Relevance, Values, Social Equity, and Change. NPA rejected value-neutrality and the politics-administration dichotomy, asserting that administrators must actively promote social equity for the disadvantaged.

What are H. George Frederickson's contributions associated with New Public Administration?

Frederickson is the leading champion of Social Equity as the 'third pillar' of public administration (alongside economy and efficiency), arguing public administrators must reduce inequality and serve the disadvantaged, not just pursue efficiency.

Define Development Administration and identify who coined the term.

Development Administration is the administration of planned socio-economic development programmes, action-oriented and goal-oriented toward nation-building and progress. The term was coined by U.L. Goswami (1955), and popularised by scholars like Edward Weidner and Fred Riggs.

What is the difference between 'Development Administration' and 'Administration of Development'?

Development Administration refers to the development OF administration (strengthening administrative capabilities/reform), while Administration of Development refers to administering development programmes. The two together are sometimes called the dual aspects, with Riggs noting a reciprocal relationship between them.

List the key characteristics of Development Administration.

Change-orientation, goal/result-orientation, planning-orientation, innovativeness, client-orientation (citizen participation), commitment and motivation, ecological focus, and effective coordination. It is progressive, time-bound and target-oriented.

What is Comparative Public Administration (CPA) and which body promoted it?

Comparative Public Administration is the cross-cultural, cross-national study of administrative systems to develop generalisations applicable across cultures. It was promoted by the Comparative Administration Group (CAG) under Fred Riggs, sponsored by the American Society for Public Administration and funded by the Ford Foundation.

What were Robert Dahl's three obstacles to a science of (comparative) public administration?

In 'The Science of Public Administration: Three Problems' (1947), Dahl identified: (1) the problem of values/normative considerations, (2) the problem of individual behaviour (psychology), and (3) the problem of social setting/environment — making universal principles difficult.

Distinguish the 'normative' from the 'empirical' and 'nomothetic' from 'ideographic' trends in CPA (Riggs).

Riggs identified shifts from normative (prescriptive) to empirical (descriptive/factual); from ideographic (case/single-system studies) to nomothetic (law-seeking generalisations); and from non-ecological to ecological approaches in comparative study.

What is New Public Management (NPM) and what is its central thrust?

New Public Management is a market-oriented, managerial reform movement (1980s–90s) that applies private-sector management techniques and market mechanisms to government, stressing efficiency, results, competition, customer-orientation and a minimal state ('let managers manage').

Who coined the term 'New Public Management' and who described its 'doctrinal components'?

Christopher Hood is credited with coining and systematising 'New Public Management' (1991), listing its seven doctrinal components. Earlier, Hood and others built on the managerialism described by writers like Pollitt and the reinvention ideas of Osborne and Gaebler.

Name key doctrinal components of NPM as outlined by Christopher Hood.

(1) Hands-on professional management, (2) Explicit standards and measures of performance, (3) Greater emphasis on output controls, (4) Disaggregation of units, (5) Greater competition, (6) Private-sector styles of management practice, and (7) Discipline and parsimony in resource use.

What are the ten principles of 'Reinventing Government' by Osborne and Gaebler (an NPM landmark)?

Government that is: catalytic (steering not rowing), community-owned (empowering), competitive, mission-driven, results-oriented, customer-driven, enterprising (earning not spending), anticipatory (prevention), decentralised, and market-oriented.

How does the changing nature of Public Administration appear in the era of Liberalisation, Privatisation and Globalisation (LPG)?

The state's role shifts from provider/rower to enabler/regulator/steerer ('minimal state'), with deregulation, disinvestment, public-private partnerships, e-governance, market mechanisms, downsizing, and emphasis on good governance, transparency and accountability replacing the welfare-state model.

What is the concept of 'governance' / 'good governance' that emerged with globalisation, per the World Bank/UNDP?

Governance is the exercise of authority to manage a nation's affairs, involving state, market and civil society. Good governance (UNDP) is characterised by participation, rule of law, transparency, responsiveness, consensus-orientation, equity, effectiveness and efficiency, accountability and strategic vision.

Who developed the Bureaucratic Theory, and what type of authority underlies bureaucracy?

Max Weber developed the theory of bureaucracy as an 'ideal type.' It rests on Legal-Rational authority — one of his three types of legitimate authority (the other two being Traditional and Charismatic).

List the main features of Weber's 'ideal-type' bureaucracy.

Hierarchy of authority, division of labour/specialisation, system of rules and regulations, impersonality (no favouritism), formal written records/files, appointment based on technical qualification, fixed salary and career service, and separation of office from officeholder.

What are the three types of legitimate authority in Max Weber's classification?

(1) Traditional authority (based on custom and inherited status), (2) Charismatic authority (based on personal qualities of a leader), and (3) Legal-Rational authority (based on legally established impersonal rules) — the basis of modern bureaucracy.

What is the Human Relations Theory, and which experiments gave rise to it?

The Human Relations Theory stresses the social and psychological needs of workers, informal groups and morale as keys to productivity. It arose from the Hawthorne Experiments (1924–32) at Western Electric's Hawthorne plant, led by Elton Mayo and associates (Roethlisberger, Dickson).

What were the four phases/major findings of the Hawthorne Experiments?

Phases: (1) Illumination experiments, (2) Relay Assembly Test Room, (3) Mass Interviewing Programme, (4) Bank Wiring Observation Room. Findings: physical conditions matter less than social factors; informal groups and group norms influence output; workers respond to attention ('Hawthorne effect'); and the organisation is a social system.

What is the 'Hawthorne Effect'?

The Hawthorne Effect is the tendency of individuals to improve or alter their behaviour/performance simply because they know they are being observed or given special attention, rather than because of the experimental variable being changed.

What is the Trait Theory of Leadership and its main limitation?

Trait Theory holds that leaders are born with certain inherent qualities/traits (intelligence, confidence, integrity, drive, etc.) that distinguish them from non-leaders. Its main limitation is that no universal set of traits consistently predicts leadership, and it ignores situational factors.

Describe the three leadership styles identified by Kurt Lewin (and the Iowa studies).

(1) Autocratic/Authoritarian — leader makes decisions alone, (2) Democratic/Participative — leader involves the group in decisions, and (3) Laissez-faire — leader gives minimal direction and leaves decisions to the group.

What is the Managerial Grid of Blake and Mouton, and what are its two dimensions?

The Managerial Grid plots leadership on two axes: 'Concern for People' and 'Concern for Production,' each scored 1–9. Key styles include 1,1 Impoverished; 1,9 Country Club; 9,1 Task/Authority-Compliance; 5,5 Middle-of-the-road; and 9,9 Team management (the ideal).

What is Fiedler's Contingency Theory of leadership?

Fred Fiedler's Contingency Model says effective leadership depends on the match between the leader's style (task-oriented vs relationship-oriented, measured by the LPC scale) and situational favourableness (leader-member relations, task structure, position power). Task-oriented leaders excel in very favourable or very unfavourable situations; relationship-oriented in moderate ones.

What is Maslow's Hierarchy of Needs (theory of motivation), in order?

Abraham Maslow's hierarchy, from lowest to highest: (1) Physiological needs, (2) Safety/Security needs, (3) Social/Love & Belonging needs, (4) Esteem needs, and (5) Self-actualisation. Lower needs must be substantially satisfied before higher ones motivate.

What is Herzberg's Two-Factor (Motivation-Hygiene) Theory?

Frederick Herzberg distinguished Hygiene factors (salary, working conditions, policy, supervision, security) whose absence causes dissatisfaction but whose presence does not motivate, from Motivators (achievement, recognition, responsibility, growth, the work itself) which produce real satisfaction and motivation.

What are McGregor's Theory X and Theory Y assumptions about workers?

Douglas McGregor's Theory X assumes workers are inherently lazy, dislike work, avoid responsibility and need coercion/control. Theory Y assumes workers are self-motivated, seek responsibility, are creative and exercise self-direction toward objectives they are committed to.

Who is the 'father of administrative management/principles', and what is his POSDCORB?

Luther Gulick (with Urwick) is associated with administrative principles. POSDCORB is an acronym for the functions of the chief executive: Planning, Organising, Staffing, Directing, Coordinating, Reporting, and Budgeting.

State Henri Fayol's classification of management functions and a few of his 14 principles.

Fayol's five management elements: Planning, Organising, Commanding, Coordinating, Controlling. Among his 14 principles: Division of work, Authority and responsibility, Unity of command, Unity of direction, Scalar chain, Centralisation, Esprit de corps, and Equity.

What is Chester Barnard's theory of authority and his 'zone of indifference'?

Barnard's Acceptance Theory of Authority states authority is valid only when accepted by the subordinate, not merely because the superior issues it. Orders falling within a subordinate's 'zone of indifference' are accepted unquestioningly; authority flows upward from acceptance.

State Chester Barnard's principles/conditions of effective communication.

Barnard listed conditions including: (1) channels of communication should be definitely known, (2) there must be a formal channel to every member, (3) lines of communication should be as direct/short as possible, (4) the complete line should normally be used, (5) competence of communicating persons, (6) lines should not be interrupted, and (7) every communication must be authenticated.

According to Chester Barnard, what are the three essential elements of a formal organisation?

In 'The Functions of the Executive' Barnard defined organisation as a system of consciously coordinated activities, requiring: (1) willingness to cooperate (contribution), (2) a common purpose/objective, and (3) communication that links the two.

Why is Information Management important in an organisation, and what is an MIS?

Information Management is the systematic collection, processing, storage, retrieval and dissemination of information to support decision-making. A Management Information System (MIS) is an integrated, computer-based system that provides managers with timely, relevant and accurate information for planning, control and decision-making at all levels.

Who was Mary Parker Follett, and what is her key contribution to administrative thought?

Mary Parker Follett, called the 'Mother/Prophet of Management,' bridged the classical and human relations schools. She emphasised human relations, group dynamics, and democratic participation, defining management as 'the art of getting things done through people.'

Explain Mary Parker Follett's concept of conflict resolution through 'integration.'

Follett identified three ways of handling conflict: Domination (one side wins), Compromise (both give up something), and Integration (a creative win-win solution that satisfies both parties' real desires without sacrifice). She regarded integration as the constructive, ideal method.

What is Mary Parker Follett's 'Law of the Situation'?

The Law of the Situation holds that orders should derive from the requirements of the situation itself rather than from the personal authority of a superior; both parties 'depersonalise' the order and obey the situation, reducing the resentment of arbitrary command.

Who was Peter Drucker, and what concept is he most famous for in management thought?

Peter Drucker, the 'father of modern management,' is most famous for Management by Objectives (MBO) — introduced in 'The Practice of Management' (1954) — where superiors and subordinates jointly set measurable goals and performance is appraised against those objectives.

What are the key steps/features of Drucker's Management by Objectives (MBO)?

MBO features: (1) joint goal-setting between manager and subordinate, (2) clear, measurable and time-bound objectives, (3) participative decision-making, (4) periodic review of progress, and (5) performance appraisal and feedback based on results, fostering self-control and commitment.

What is the essential difference between Scientific Management and Human Relations approaches to organisation?

Scientific Management (Taylor) views the worker as an 'economic man' motivated by money and focuses on task efficiency, formal structure and the 'one best way.' Human Relations (Mayo) views the worker as a 'social man' motivated by social/psychological needs, stressing informal groups, morale and participation.

How does Traditional/Old Public Administration differ from New Public Management on the citizen's role?

Old Public Administration treats the citizen as a passive client/voter receiving services through a hierarchical, rule-bound bureaucracy focused on process. NPM treats the citizen as a 'customer' to be satisfied, emphasising results, choice, competition and market-style responsiveness.