UGC NET Political Science Public Administration Flashcards

24 sample cards from the Public Administration deck

Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.

1. 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.

2. 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).

3. 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.

4. 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.

5. 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.

6. 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.

7. 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).

8. 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.

9. 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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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.

16. 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.

17. 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.

18. 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.'

19. 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.

20. 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.

21. 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.

22. 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.

23. 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.

24. 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.

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