CRASH COURSE

PUBLIC ADMINISTRATION

SIMPLIFIES

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 CRASH COURSE- PART 1

SIMPLIFIES

Video Explanation: https://youtu.be/S6OkpB_ZsGY

ADMIN THINKERS ADMIN THEORIES

1 F.W. TAYLOR 1 Scientific management

2 FAYOL

3 GULICK 2 Classical Theory

4 URWICK
5 MOONEY AND REILEY
 Scientific Management
Also known as Taylorism. The term ‘Scientific Management’ was coined
by Louis Brandies (1910). However, systematic explanation was given by
F.W. Taylor. That’s why he is known as father of scientific management.

Books of F.W. Taylor

1. A Piece Rate System (1895)
2. Shop Management (1903)
3. Art of Cutting Metals (1906)
4. Principles of Scientific Management (1911)
Basic Theme
Taylor asserted that management is true science as its laws, rules and
principles can be applied in all types of organistaion. The same
principles can be applied to management of our homes, farms,
churches, NGOS, School, Universities and governmental departments.
 Scientific Management
Four Principles of Management
1. Science- Develop a science to find ‘one best way’ of doing task
2. Training- Scientifically select and then train, teach and develop workmen
3. Cooperation- Management should cooperate with workers
4. Division of Work- Equal division of work and responsibility between
management and workmen
Functional Foremanship
Taylor advocated that workers must be supervised by eight functional
foreman (i.e. specialized supervisors). Of the eight supervisors four are
responsible for planning and sit in planning room and other four are
responsible for execution and serve on the floor shop.
 Scientific Management
Taylor’s Followers

1. H.L. Gantt- Emphasized on ‘Habits of Industry’. He said that organization

develops certain habitual ways of doing things. Hence, the management
should set up good habits in the initial stages. He develops ‘Gant Chart’.
2. Gilberths- Invented ‘flow process chart’ to eliminate unnecessary steps in
an operation. Later, develops ‘therbligs’(unit of works)
3. H. Emerson- He propagates ’12 principles of efficiency’
4. M.L. Cooke – suggested worker participation to find one best way whereas
Taylor viewed only experts in job analysis (and not the workers).

Taylor said scientific management involves complete ‘Mental Revolution’.

Means both workers and managers realize that their mutual interest is not
contradictory and both can prosper only through cooperation
 CLASSICAL THEORY
Henry Fayol
He is regarded as father of classical theory. He did not make any distinction between
public and private administration.
Books of Fayol Activities of Industrial Undertaking
1. General Principles of Administration (1908) 1. F inancial
2. General and Industrial management (1916) 2. A ccounting
3. The Administrative Theory of the State (1923) 3. T echnical
4. C ommercial
Six Qualities of Administrators 5. M anagerial
6. S ecurity
1. Physical
2. Mental
Elements of Administrations (Five)
3. Moral 1. P lanning
4. General Education 2. O rganising
5. Special Knowledge 3. C ommanding
6. Experience 4. C oordinating
5. C ontrolling
 CLASSICAL THEORY
Henry Fayol’s Fourteen Principles of Administration
1. Division of Work (Specialisation)
2. Authority and Responsibilty
3. Discipline
4. Unity of Command (One supervisor)
5. Unit of Direction
6. Subordination of Individual Interest to
general interest
7. Remuneration
8. Centralisation
9. Scalar Chain (line of authority i.e. top to
bottom
10. Order
11. Equity
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de corps (union among personnel)
 CLASSICAL THEORY
Gulick
Classical theory reached to its peak in 1937 when ‘Papers on the Science of
Administration’ by Gulick and Urwick was published. Gulick and Urwick further
elaborated the idea of Henry Fayol. They tried to develop neutral principles, based on
which the structure of organization can be designed.
Gulick’s 4P Formula Gulick’s Seven Elements (Functions)
P- Purpose (Function) P Planning
P- Process (Skills) O Organising
P- Persons (Clientele) S Staffing
P- Place (area) D Directing
Co Coordinating
R Reporting
B Budgeting
 CLASSICAL THEORY
Gulick’s Ten Principles of Administration Urwick’s Eight Principles of Administration

1. Division of Work (Specialisation) 1. Principle of Specialisation

2. Bases of Departmental Organisations 2. Principle of Objective
3. Coordination Through Hierarchy 3. Principle of Responsibilty
4. Deliberate Coordination (by ideas) 4. Scalar Principle
5. Coordination through committees 5. Principle of Span of Control (Five to
6. Decentralisation Six Supervisor)
7. Unity of Command 6. Principle of Coordination
8. Staff and Line 7. Principle of Correspondence
9. Delegation 8. Principle of Definition
10. Span of Control

Later in 1943, Urwick Published his most famous book ‘The Elements of
Administration’. In this book he developed another set of Twenty Nine Principles (29).
 CLASSICAL THEORY
Mooney and Reiley
Mooney and Reiley were the first in USA to formulate the classical theory in 1931 when
their book ‘Onward Industry’ was published. Later, in 1939, they published the same book
under a new title ‘The Principles of Organisation’.
Mooney and Reiley’s Four princinples of Organisation
1. Coordination
2. Scalar Process
3. Functional Differentiation (division of work or specialization)
4. Line and Staff

Criticism of classical theory

March and Simon has described classical theory as ‘Machine model’ for ignoring the
human dimension of organization. Simon has criticized it as ‘provebs, myths, slogans and
pompous inanities’.
 CRASH COURSE- PART 2

eeker
SIMPLIFIES

Video Explanation: https://youtu.be/QEZRO_8IYtE

ADMIN THINKERS ADMIN THEORIES
1 Classical Theory
1 M.P. Follet

2 C.I. Barnard
2 Behavioural Theory

3 Elton Mayo 3 Human Relations Theory

 M.P. FOLLET
She highlighted for the first time, the sociological and psychological dimensions of
administration and management. She brought out the human dimension of organization.
Thus, she is regarded as a bridge between the classical approach and the behavioural-
human relation approach.
Books of Follet
1. The speaker of the house of representative (1896)
2. The New State (1920)
3. Creative Experience (1924)
4. Dynamic Administration (1941)
Conflict and Integration
To Follet, conflicts in organisations are inevitable due to individual
differences i.e. of opinions and interests. Conflict is not harmful but a
normal process and should be handled in constructive way. She
propounded the idea of ‘constructive conflict’ to solve conflicts.
 M.P. FOLLET
Three ways of solving conflict
1. Domination- Victory of the one side over the other
2. Compromise- Both sides surrendering some part of what they want
3. Integration- Finding a new solution which satisfies the ‘real needs’ of both
sides and neither side sacrifices anything.
Out of three, she considered integration as the best was of resolving conflict
New Concept of Power
Power is ‘the ability to make things happen, to initiate change’. She
distinguishes between ‘power-over’ and ‘power- with’. Power-over
means asserting oneself and forcing another to do one’s will while
power-with arises when two individuals or groups pool their power to
arrive at a settlement satisfactory to both. She argued Power-with must
replace power-over.
 M.P. FOLLET
Leadership

Leader not only influences his/her group but is also influenced by it. She called
this relationship as ‘circular response’ or ‘circular leadership’.
Three types of leadership
1. Leadership of Position- the leader holds a position of formal authority
2. Leadership of Personality- the leader holds forceful personal qualities
3. Leadership of Function- the leader holds both position and personality
 C.I. Barnard
He is regarded as spiritual father of the social system school. He further developed the
idea of M.P. Follet. He is the first full-blown behaviourlist. To him ‘administration is a
cooperative social action’.

Books of Barnard Three Elements of Organisation

1. The Functions of Executive (1938) 1. Communication
2. Organisation and management (1948) 2. Willingness to work (to serve)
3. Common Purpose (objective)
Theory of Contribution-Satisfaction Acceptence theory of Authority
Equilibrium
It means superior can exercise authority
According to Barnard, Survival of Organisation only when it is accepted by subordinate.
depends on the maintenance of an equilibrium The acceptance of authority is facilitated
between the contribution and the satisfactions of by the zone of difference. So orders will be
its participants. The contributions are provided by accepted by the subordinate so long as
the participants to the organization, while they fall within this zone.
satisfaction is provided by the organization to the
participants.
 Human Relations Theory
Also known as Neo-classical theory and socio-economic theory, came into existence in
1930s as a reaction to the classical theory. Classical theory neglected the role of human
element in the organization and presented mechanistic view of the organization.

Elton Mayo
Known as father of human relations theory. He concentrated on the study of worker’s
behavior and the production capacity, taking into consideration physiological, physical,
economic, social, and psychological aspects. He called this approach as ‘clinical method’.
Elton Mayo’s Books
1. The Human Problems of an Industrial Civilisation (1933)
2. The Social Problems of an Industrial Civilsation (1945)
3. The Political Problems of an Industrial Civilsation (1947)
 Human Relations Theory
Hawthorne Studies (1924-1932)
These studies were conducted in the Western Electric Company at Hawthorne (near Chicago-
USA) by the Hravard Business School under the leadership of Elton Mayo. These studies were
explained in the Management and Workers published in 1939 by Roethlisberger and Dickson.
Features/Elements of Human Relations Theory
1. Individual- The theory recognizes the importance of emotions and perception of individuals.
Thus level of worker’s production and organizational output is determined by human
relations at work rather than physical and economic conditions of work.
2. Informal Organisation- grows out of mutual interactions of persons working together. This
theory suggested some behaviour norms in orgnaisation:
(i) One should not turn out too much work. If one does, one is a ‘rate-buster’
(ii) One should not turn out too little work. If one does, one is a ‘chiseler’.
(iii) One should not tell a supervisor anything that will react to detriment of an associate.
If one does, one is a ‘squealer’
3. Participative management- Participation of workers in decision making.
 CRASH COURSE- PART 3

SIMPLIFIES

Video Explanation: https://youtu.be/c4n5oPv_R1U

ADMIN THINKERS ADMIN THEORIES

1 David Easton 1 Behavioural Theory

2 Chris Argyris

3 McGregor
4 Rensis Likert
 Behavioural Theory
Also known as New Human Relations Theory. It is more scientific than Human Relations
Theory. It is descriptive and analytical rather prescriptive.

David Easton
He has mentioned the following eight basic premises of behaviouralism
(or intellectual foundation stones):-
1. Regularities
2. Verification
3. Techniques
4. Quantification
5. Values
6. Systemasiation
7. Pure science
8. Integration
 Chris Argyris
His book ‘Personality and Organisation’ (1957) deals with relationship of Individual and
Organisation.

Immaturity and Maturity Theory

In this theory he believes that people in organization have a tendency to grow from an
immature state to mature one.

Fusion Process Theory

Chris Argyris and E.W. Bakke developed this theory. According to this theory both the
organization and individual seek to attain self-realization. The individual uses the
organization to further his own goal. This is known as ‘personalizing process’. On the
other hand when organization uses the individual to reach its own goal. This is known as
‘socializing process’. The simultaneous operations of these process is called ‘fusion
process’.
 McGregor
He propounded motivation theory popularly known as Theory X and Theory Y in his
classical book ‘The human side of enterprise (1960)’. His basic hypothesis was every
managerial act rests on the theory.

Theory X Theory Y
1. People hate work 1. People like work
2. People have to be forced to work 2. People drive themselves and work
3. People prefer to be told what to effectively
do 3. People will take the initiative
4. People are selfish and have no given opportunity
interest in the organization 4. People will commit themselves to
5. Represents classical theory of objectives if it is beneficial to
management them
5. Represent behavioural theory of
management
 Rensis Likert
He was mainly concern with ‘managerial efficiency’ for achieving organizational goals

Major works
1. New Patterns of Management (1961)
2. The Human Organisation (1967)
3. New ways of managing conflict (1976)
Four Management Systems
1. Exploitative-Authoritative
2. Benevolent Authoritative
3. Consultative
4. Participative Group (He preferred)
 CRASH COURSE- PART 4

SIMPLIFIES

Video Explanation: https://youtu.be/9keP_zyf3Xo

 MODEL ADMIN THEORY

1 Bounded Rationality Model 1 Decision Making Theory

2 Incremental Model

3 Mixed Scanning Model

4 Optimal Model
 Decision Making Theory
Decision making means choosing one alternative from among various alternatives. Herbert A.
Simon is the foremost decision theorist. He defined decision making as ‘the optimum rational
choice between alternative course of action.’
Simon’s Bounded Rationality Model
He observed that human behavior in an organizational setting is characterized by ‘bounded
rationality’ (limited rationality) leading to ‘satisficing decisions’ (Satisfaction + Sufficing) as
against ‘maximizing decision’. He also distinguished various types of rationality.:

1. Objectively Rational: If in fact it is the correct behavior for maximizing given values in a given
situation
2. Subjectively Rational: If it maximises attainment relative to the actual knowledge of the subject
3. Consciously Rational: to the degree that adjustment of means to ends is a conscious process
4. Deliberately Rational: to the degree that adjustment of means to ends has been deliberately
brought about (by the individual or org)
5. Organisationally Rational: If it is oriented to the organizational goals
6. Personally Rational: If it is oriented to the individual’s goals
 Incremental Model
This model was propagated by Charles E. Lindblom in his article ‘The Science of
Muddling Though (1959)’. It is diametrically opposite to Herbert Simon’s rational model.
Lindblom says that the actual decision making in administration is different from way it
is described. Thus, he argues that what actually occurs in administrative decisions is
‘incrementalism’, that is, virtual continuation of the previous activities with few
modifications. The incrementalism model is also known as ‘branching technique’ or
‘model of successive limited comparisons’ or ‘step-by-step decision making’.

Thus, Lindblom assumes that the post activities and experiences are used by the
administrators to make future decisions.
 Mixed-Scanning Model
This model was advanced by Amitai Etizioni in his article ‘Mixed Scanning: A Third
Approach to Decision- Making’ (1967). He combines the elements of both model i.e.
rational comprehensive model (rationalism) and incremental model (incrementalism).

Etizioni broadly agrees with Lindblom’s criticism of the rational model. However, he also
says that incremental model is having two main drawbacks: 1. it discourages social
innovation and is thus partisan approach, and 2. it cannot be applied to fundamental
decisions.
 Optimal Model
Yehezkei Dror in his book ‘Public Policy-making Re-examined’ suggests an optimal
approach to policy making (decision making) and policy analysis. He claims that his
‘optimal model’ is superior to all existing normative models of decision- making and is a
combination of economically rational and extra-rational model.

Dror says that optimal model has three principal phases, that is, metapolicy-making,
policy making and post-policy making.
 CRASH COURSE- PART 5

SIMPLIFIES

Video Explanation: https://youtu.be/Fw8H73M5GV8

ADMIN THINKERS ADMIN THEORIES

1 Abraham Maslow 1 Motivation Theory

2 F. Herzberg

3
 Motivation Theory
The term motivation is derived from the Latin word ‘movere’ meaning ‘to move’. In the
organizational context motivation implies a basic psychological process. Thus,
motivation is a process that start with a physiological or psychological deficiency or need
that activates behavior that is aimed at goal.

Maslow’s Heirarchy of Needs

Self-
Abraham Maslow in his classic paper ‘A Actualisation
theory of Human Motivation’ (1943) needs
propounded the ‘Need Hierarchy’ theory
of human motivation. His popular book Esteem needs

‘Motivation and Personality’ was published Social needs

in 1954. He explains that human needs
influence human behavior. Security needs

Physiological needs
 Hierarchy of Needs Self-
Actualisation
needs
1. Physiological needs (biological needs)
like hunger, thirst, sex, sleep Esteem needs
2. Security needs (safety needs) like
Social needs
protection against natural calamities,
threat, danger. Security needs
3. Social needs (love needs) like
Physiological needs
belongingness to groups, family,
friendship.
4. Esteem needs (ego needs) like in case of achievement needs- self-confidence,
independence and recognition needs like status, importance, appreciation.
5. Self-actualization needs like self-fulfillment, realization of one’s potential,
creativity. Term coined by Kurt Goldstein
 Two Factor Theory
Fredrick Herzberg’s two factor theory of motivation is also known as motivation –
hygiene theory or motivation- maintainence theory
Major works
1. The Motivation to Work (1959)
2. Work and Nature of Man (1966)
3. Managerial Choice: To be Efficient and To be Human (1976)
What are two factors?
Herzberg interviewed two hundred engineers and accountants of Pittsburg Industry to
find out the factors which are responsible for motivation. He asked them about events
they had experienced at work which, either had resulted in a marked improvement in
their job satisfaction, or had led to a marked reduction in job satisfaction. He called the
former set of factors as ‘motivators’ and latter as ‘hygiene’ factors.
 Two Factor Theory
The motivators describe man’s relationship with his job. They do not cause dissatisfaction
with their absence while, their presence brings satisfaction. The hygiene factors describe
man’s relationship to the environment in which he does his job. They cause dissatisfaction
with their absence while their presence do not bring satisfaction.

Hygiene Factors Motivators

Company policy and administration Achievement
Salary Recognition
Interpersonal relations (Supervisor) Work itself
Working relations Responsibility
Relationship with peers Advancement
Personal Life Growth
Relationship with subordinates
Status
Security (Job)
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