MIND MAPS

By GRAJPUT
 INDEX

UNIT 1- INTRODUCTION UNIT 2- ADMINISTRATIVE THOUGHT

Evolution Of Public Administration
New Public Administration
The New Public Management (NPM)
Good Governance
Challenges to Good Governance
e-Governance in India
Various Initiatives Under Digital India
Initiatives
Minnow Brook Conferences
Structuration Theory
Post-Modernism
Scientific Management Theory by
Fredrick Taylor
Max Weber Bureaucratic Theory
Dynamic Administration By Mary
Parker Follet
Human Relation Theory By Elton
Mayo
Chester Barnard’s Theory
Simon’s Decision Making Theory
Management Theory By Rensis
Likert

By GRAJPUT
 INDEX
UNIT 3- ADMINISTRATIVE BEHAVIOUR THINKERS
Decision Making Woodrow Wilson
Motivation Luther Gullick And Urwick
Abraham Maslow’s Hierarchy of Needs Chris Argyris
Alderfer – ERG Theory Theories Of Leadership
McClelland’s Achievement Need Theory
Herzberg’s Two Factor Theory
Skinner’s Reinforcement Theory
Victor Vroom’s Expectancy Theory
Edwin Locke ‘s Goal Theory
Adams’ Equity Theory

By GRAJPUT
 Mindmap
UNIT 1
INTRODUCTION

1 BY GRAJPUT
 MIND-MAP
Public Administration as a discipline is not very The Fifth stage is the Public Policy theory in the development of Public
timeworn and it is only a hundred years Administration theory.
ancient. Public policy is an attempt by a government to address a public issue by instituting
During these years Public Administration has laws, regulations, decisions, or actions pertinent to the problem at hand. Itis policy,
passed through quite a few stages of as discussed by Stein (1952) that is made for the welfare of the people and their
development. development.

INTRODUCTION
PERIOD I (1887 – PERIOD V(1971 - CONTINUING
1926) PUBLIC :PUBLIC ADMINISTRATION AS
ADMINISTRATION PUBLIC ADMINISTRATION: 1971-?
DICHOTOMY

First proposed by Woodrow Wilson

"Father of Public Administration".
EVOLUTION OF PERIOD IV (1948 - 1970)
He said politics is policy making
while administration is policy
PUBLIC PUBLIC ADMINISTRATION
AS MANAGEMENT
execution and called for a separate
study of public administration. ADMINISTRATION
Goals of public administration (
Strengthen and purify the
organization, Straighten paths of ·Scientific management and principles gave way to administrative
government , Crown its duties with PERIOD II (1927 - management science.
dutifulness , Make its business more 1937) PRINCIPLES OF ·Catheryn Seckler-Hudson (basic concepts in the study of public
PERIOD III (1938 – management, 1955) recognized the policy and political implications
business like ) ADMINISTRATION 1947) ERA OF within the setting of public administration but gave primary weight to
CHALLENGE the problems of Public Management. She argued that management is
the Effective utilization of human resources and material to reach the
known goal.
Beflief: certain ‘principles’ of
The human relations theory brought about a ·Such other works as James G. March and Herbert Simon’s
administration to be applied to increase
pragmatic view to the administrative issues. organization (1858), Richard Cyert and March’s a behavioral theory of
the efficiency and economy of Public
The main focus of study conducted by Elton Mayo the firm (1963), March’s handbook of organization (1965), and James
Administration.
was to study the psychological and social problems d. Thompson’s organization in action (1967) gave solid theoretical
Scientific management handled the
of the industrial workers . reasons for choosing management, with an emphasis on organization
business of administration becomes a
The scholars of this theory identified variables like theory as the paradigm of Public administration.
slogan.
informal organisation, leadership, morale and Organization development as a field is grounded in social psychology
Golden years of ‘Principles’ in the history
motivation for maximum use of human resources in and values the "democratization" of bureaucracies, whether public or
of Public Administration.
industries. private, and the "self-actualization" of individual members of
organizations
2 BY GRAJPUT

NEW PUBLIC
ADMINISTRATION
Antipositive- It rejects value-free administration, deterministic view
of administration and politics & administration dichotomy.
Antitechnical- it attacks mechanical aspects related to bureaucracy
Antibureacratic and anti hierarchal- it attacked neutrality and power
of bureaucracy and wanted bureaucracy to be proactive responsive
and accountable.
It believed in immense
potential of people and
emphasized on people-
centered
administration.
It wanted the
administration to be
more relevant,
proactive and
committed to the
values and ethics
Stress on Social equity ,
citizen centered
administration and
constructive linkages
within community
NPA Emphasis on
innovation and change.
3 BY GRAJPUT
MIND-MAP
NPA presents an alternative normative model for governance
It was an outcome of the critic of traditional administration. It was
advocated by young scholars of America.
Represented voice of decent which is
No blueprint for action
important for democracy
More theoretical and no practical plan of
Drew attention to core concern of
action
government i.e. human welfare
Considered as revolution by rhetoric
Provided a new vision –an alternative
Considered as angry outpourings of youth
model
Might defy legislature and majority public
opinion
ANTI-GOALS CONTRIBUTION
OF NPA
CRITICISM
NPA was the
resultant of the
NEW PUBLIC
angry
CHARACTERISTICS outpourings of
OF NPA the scholars
ADMINISTRATION
who met in
minnowbrook
EVALUATION
conference in
1968.
Most of these
GOALS
scholars were
DISTINCTIVE against the
SIMILARITY MINNOWBROOK
FEATURES traditional
TO M-I -II
setup of public
administration
No longterm vision as it recognized and wanted to
complexity of administration Concerns for social equity
1968 context changed- more on revive and
While recognising role of other disciplines Democratic value and centrality of public
privatization & voluntarism. redeem the
not to lose identity of discipline administration was stressed
This conference was more status of public
Wanted a mix of private sector and public Continued debate between normative
pragmatic then minnowbrook-I. administration
sector and behavioral prospective
M-II put forward certain issues
Innovative personnel practices acceptance of heterogenous nature of
which were in continuation with
Emphasis on technology work force
minnowbrook-I but it also put
Market-oriented government: Leveraging changing outlook of government and now
forward certain new issues
change through the market focus was on privatization

THE NEW PUBLIC
MANAGEMENT
(NPM)
The new approach Is reform-
oriented and seeks to
improve Public sector
performance
The term was coined by
Christopher Hood in 1991.
It is also termed as
‘Managerial-ism’, ‘Post-
Weberian Administration’,
‘Post-Wilsonian
Administration’,‘Market-
based Public Administration’,
etc.
Today, the NPM is becoming
the Dominant managerial
approach.
4 BY GRAJPUT
MIND-MAP
THE NEW PUBLIC
MANAGEMENT (NPM)
Keywords Reasons For
Emergence Of NPM
Politics administration dichotomy is unrealized,
irrelevant and unworkable Knowledge revolution
Top-down policy implementation does not work. Technological revolution (IT or e-governance) and
No such thing as purely rational decision making communication revolution.
Increased competition nationally and
but is bounded (limited) rationality (as per SIMON).
internationally
Centralization leads to rigidity. Hierarchy results in
implementation deficit. ·Increased Aspirations of the people from
Rule bound traditional public administration government.
system that encourages a culture of non- Reduced financial resources
performance, and shirking taking initiative. International dimension( globalization, increasing
No special motivation, because the salary structure hold of WTO over national governments and their
was not linked to performance. policies, Emergence of MNCs)
lacking descriptive accuracy.
Traditional public administration shows more
concern for the private sector than the public
sector.
Strict division of labour and specialization.
 MIND-MAP
‘Governance’ is the process of decision-making and the process by which decisions are

Initiatives for implemented (or not implemented).

According to World Bank Good Governance is defined as “the manner in which power is exercised

Good Governance in the management of a country’s economic and social resources for development”.

in India
Good governance has 8 major characteristics.‘It is participatory, consensus-oriented, accountable,
transparent, responsive, effective and efficient, equitable and inclusive and follows the rule of law.

Right to Information Decentralization

E-Governance
Initiatives Police Reforms

for Good
Governance
Legal Reforms Aspirational
in India Districts Programme

Ease of Doing Good Governance

Business Index

5 BY GRAJPUT
 GOOD GOVERNANCE IN INDIA MIND-MAP

Governments at lower levels can only function

It is necessary to amend Section 8 of the Representation of the
efficiently if they are empowered to do so. This is
People’s Act 1951 to disqualify a person against whom the criminal
particularly relevant for the Panchayati Raj Institutions
charges that relate to grave and heinous offenses and corruption are
(PRIs), which currently suffer from inadequate
pending.
devolution of funds as well as functionaries to carry
out the functions constitutionally assigned to them.

CENTRALISATION OF The socially and

CRIMINALIZATION OF economically
ADMINISTRATIVE
POLITICS backward sections of
SYSTEM
the society have

CHALLENGES TO
always been
According to the marginalised in the
Corruption Perception process of
Index - 2019 (released MARGINALIZATION

GOOD
development.
by Transparency OF SOCIALLY AND Although there are
International, India's CORRUPTION ECONOMICALLY constitutional
ranking has slipped

GOVERNANCE
BACKWARD PEOPLE provisions for their
from 78 to 80. upliftment but in
practice, they are
lagging behind in so
GENDER many areas like
DISPARITY education, economic
GROWING INCIDENCE DELAY IN well being etc.
OF VIOLENCE JUSTICE

According to Swami Vivekananda, “it is impossible to think about

the welfare of the world unless the condition of women is Resorting to illegal force is A citizen has the right
improved. It is impossible for a bird to fly on only one wing”. considered to be a law and to avail timely justice,
One way to assess the state of the nation is to study the status of order problem. But when one but there are several
its women. As women comprise almost 50% of the population it looks at it from the point of view factors, because of
is unfair that they are not adequately represented in government of the principles of Good that a common man
institutions and other allied sectors. Governance, it becomes clear doesn't get timely
Therefore, in order to ensure good governance it is essential to that peace and order is the first justice.
ensure the empowerment of women. step to development.

6 BY GRAJPUT
 E-GOVERNANCE IN INDIA MIND-MAP

Lack of basic infrastructural facilities

G2G i.e. Government to
e-Governance measures are costly
Electronic governance or e-governance implies government Government
affairs and require huge public
functioning with the application of ICT (Information and G2C i.e. Government to Citizen
expenditure.
Communications Technology). G2B i.e. Government to
Privacy and Security not efficient
Hence e-Governance is basically a move towards SMART Business
Digital Divide i.e. Huge gap between
governance implying: simple, moral, accountable, responsive and G2E i.e. Government to
users and non-users of e-govt.
transparent governance. Employees
services.

DEFINITION OF E- TYPES OF INTERACTION CHALLENGES TO

GOVERNANCE IN E-GOVERNANCE E-GOVERNANCE

ADVANTAGES OF
Simplification of rules E-GOVERNANCE
and regulations.
New technology
interventions to improve
the efficiency of various
government agencies.
WHAT IS
SMART
E-GOVERNANCE More efficient government management

IN INDIA
GOVERNANCE? Improves delivery and efficiency of government
Development of
services
performance
Citizen empowerment through access to
measurement
information
mechanisms.
Improved government interactions with
Speeding up processes DIFFERENT business and industry
making the system more CONNOTATIONS Less corruption in the administration
responsive. OF E- PILLARS OF E-
OBJECTIVES Greater convenience to citizens and businesses
Transparent processes GOVERNANCE GOVERNANCE
Increased transparency in administration
of the government.
Re-structuring of administrative processes
Flattens organisational structure (less
Better service delivery to citizens. hierarchic)
e-Administration like Provision of online services. Ushering in transparency and Cost reductions and revenue growth
e-government = e-administration + e-services. accountability. Reduces paperwork and red-tapism in the
e-Governance: The use of IT to improve Empowering people through information. administrative process which results in better
People planning and coordination between different
government services Improve efficiency within Government i.e
between centre-state or inter-states. Process levels of government
e-Democracy: The use of IT to facilitate the ability
Improve interface with business and Technology Increased legitimacy of government
of all sections of society to participate in the
industry. Resources Improved relations between the public
governance of the state.
authorities and civil society

7 BY GRAJPUT
 MIND-MAP
VARIOUS INITIATIVES UNDER DIGITAL INDIA INITIATIVES

Launched in 2015, it aimed at It is being implemented to develop and

It aims to establish a link between
Government and Citizens towards
meeting the goal of good
governance. It encourages citizens
as well as people abroad to
participate in various activities i.e.
'Do', 'Discuss', 'Poll', 'Talk', ‘Blog’, etc.
It is an online tool that can be used to monitor and
analyze the implementation of critical and high
priority projects of the State. It facilitates
presentation of real time data on Key Performance
Indicators (KPIs) of selected schemes/projects to
the senior functionaries of the State Government
as well as district administration
starting a culture of Pro-Active
provide support to the use of information
Governance and Timely technology in rural areas of the country.
Implementation. It is also a robust The CSCs are Information and
system for bringing e-
Communication Technology (ICT)
transparency and e-
enabled kiosks with broadband
accountability with real-time
connectivity to provide various
presence and exchange among
Governments, private and social services
the key stakeholders
at the doorstep of the citizen

PRAGATI (PRO-ACTIVE
MYGOV DARPAN
GOVERNANCE AND TIMELY COMMON It provides
IMPLEMENTATION): SERVICES government
It serves as a
platform to enable CENTRES 2.0 services to the
citizens to securely people through
DIGI mobile phones
store and share their

VARIOUS INITIATIVES
LOCKER MOBILE and tablets
documents with
service providers SEVA
who can directly
access them
electronically.
E-HOSPITAL-
UNDER DIGITAL INDIA JEEVAN
It is an Aadhaar
based Biometric
ONLINE
REGISTRATION INITIATIVES PRAMAAN Authentication
System for
Pensioners. The
FRAMEWORK
NATIONAL system provides
It is an initiative to (ORF)
CENTRE OF GEO- authenticity to
facilitate the patients NATIONAL NATIONAL E- INFORMATICS Digital Life
to take online OPD SCHOLARSHIPS GOVERNANCE Certificate
(NCOG)
appointments with PLAN (NEGP without the
PORTAL (NSP)
government hospitals. necessity of the
This framework also It provides a pensioner being
It takes a holistic view of e-
covers patient care, centralized platform Governance initiatives across the Under this project, Geographic present in person
laboratory services and for application and country, integrating them into a Information System (GIS) platform for before his/ her
medical record disbursement of collective vision and a shared cause. It sharing, collaboration, location based Pension
management. scholarship to comprises of 31 Mission Mode Projects, analytics and decision support system Dispensing
students under any approved in 2006, but later it was for Departments has been developed Authority (PDA).
scholarship scheme integrated into Digital India Program
8 BY GRAJPUT

It was organised for the
support and expansion of
US Public Administration.
It was organised in
Its participants were from
opposition to field of Public
Philadelphia Conference.
Administration, Political
It had participants from
Science, law,
department of Political management,
Science. Hence its administration etc. Hence
approach was narrow
it was more broad-based
and limited.
and liberal.
It focus was Change, Its focus was LPG -
Relevance, Social Equity
Liberalisation,
and Value. Privatisation and
It gave rise to the Globalisation.
concept of Public It gave rise to the concept
Administration.
of New Public
New Public Management.
Administration failed in New Public Management
practise. proved to be successful.
Its theme, tenure, tone It was highly encouraging
and temperament was and supportive
more radical and anti
It was held under the
Government.
chairmanship of H George
It was held under the Fredrickson.
chairmanship of Dwight
Waldo.
SECOND MINNOW
BROOK CONFERENCE
FIRST MINNOW THIRD MINNOW
BROOK CONFERENCE BROOK CONFERENCE
MINNOW BROOK
9 CONFERENCES
MIND-MAP
Minnowbrook conference in 1968 and 1988 discussed the
need for increasing RIGOUR and RELEVANCE in Pub Ad while
Dozen of areas of concern
preserving its DIVERSITY and UNIQUE IDENTITY.
in public administration
The first two conferences can well be characterised as a
were identified such as:
search for identity and legitimacy as a separate field of study.
The Academic-Practitioner
By the THIRD MINNOWBROOK CONFERENCE .....the crisis of
Relationship, Democratic
IDENTITY was no LONGER a central FOCUS . The discipline
Performance Management,
already had itzz own journals and trained PROFESSIONALs nd
Performance
SCHOLARs.
measurement,
Rather much discussion focussed on DIVERSITY and infact
Globalization and
many new scholars participating for the first time pressed for
International Perspective,
more diversity in PERSPECTIVE and SUBJECT MATTER !!
Administrative ethics and
values, Information
technology and
COMPARING MINNOWBROOK CONFERENCE management and
III WITH MINNOWBROOK I & II Methodology and inter-
disciplinary perspective
It was organised for global
concerns like global terrorism,
economy and ecological
imbalances etc.
This invited participants from
PHASE I
other countries as well hence it
was global in approach focussing
upon global challenges and PHASE II
problems of Public
Administration.
Its focus was upon structural and The second phase was conducted in a round
functional reforms or second table format among senior scholars
generation reforms. Three major areas of emphasis were
It gave rise to the concept of 3 E's identified.
- Economy, Efficiency and It emphasized on Comparative Studies
Effectiveness. It emphasized on Action Research and
It was more mild, mellow and Methodological Pluralism.
sober.
It was held under the
chairmanship of Rosemary
It came out with a redefinition of public
administration.
O'Leary.
BY GRAJPUT

STRUCTURATION THEORY
Offers perspectives on human
behaviour based on a synthesis of
structure and agency effects
known as the “duality of structure.”
Structuration theory acknowledges
the interaction of meaning,
standards and values, and power
and posits a dynamic relationship
between these different facets of
society
INTRODUCTION
This theory is capable
of describing the very
foundation of social
systems: these include
STRUCTURATION
teams, organizations,
and society as a whole.
One of the key
characteristics of
Giddens's theory is the
understanding of
structure as duality.
These very structures
are reproduced by
agents and thus are
also result of social
practices.
10
MIND-MAP
It is not just (senior) management that shapes structures (and leads)
but every single employee
Strategy can only positively impact an organization when it is also
reproduced from the bottom-up
Structures facilitate and enable
Too much structure can over-determine practice and thus make an
practice.
organization rigid and inflexible
The higher the change momentum, the
Organizations can be shaped by shaping context, including norms,
more pressure is put on established
rituals and symbols
structures to change them instead of
to simply reproduce them.
FOUR MAJOR TAKEAWAYS
ABOUT SOCIAL SYSTEMS STRUCTURATION THEORY
HELPS DETERMINE CHANGE
MOMENTUM AND SPEED
STRUCTURATION STRUCTURATION
THEORY
THEORY AS A
Structuration Theory can be
MENTAL MODEL applied as a mental model in
ANTHONY different areas including
GIDDENS' change management and
STRUCTURATION leadership.
THEORY AS
THEORY
STRATEGY AS PRACTICE-
PRACTICE (SAP) BASED
Adopting a “Strategy as
Practice” approach that
considers these discourses
Strategy as Practice (SAP) is an organizational approach gaining popularity makes it possible to focus on
A distinctive research approach for studying management, decision-making and managerial work the means that lead to
It focuses on the micro-level social activities, processes and practices that characterize organizational beneficial outcomes, rather
strategy and strategizing.
than only the beneficial end.
By viewing strategy and the act of strategizing as a dynamic process and practice, it becomes possible
to uncover perspectives about management, behaviour and strategic decision-making that are often
unaccounted for.
This in turn brings the potential for a better understanding of these dynamics that can underpin more
beneficial, all-encompassing choices within organisations.
BY GRAJPUT
 MIND-MAP
POST-MODERNISM
Modernity typically refers to a There is no objective reality;
post-traditional, post-medieval There is no scientific or historical truth
Postmodern philosophy is characterized by broad skepticism or relativism and a
historical period, one marked (objective truth);
Science and technology (and even reason general suspicion of reason.
by the move from feudalism
and logic) are not vehicles of human It also broadly asserts that Western intellectual and cultural norms and values are
(or agrarianism) toward
capitalism, industrialization, progress but suspect instruments of a product of, or are in some sense influenced by, the ideology of dominant or elite
secularization, rationalization,
established power; groups and at least indirectly serve their interests
Reason and logic are not universally valid;
centralization, hierarchy, the
There is no such thing as human nature
nation-state and its
(human behavior and psychology are socially
constituent institutions and BELIEVES OF
determined or constructed); ·Structuration theory takes
forms of surveillance. Language does not refer to a reality outside POSTMODERNISTS the position that social action
It is the process of social itself; cannot be fully explained by
change whereby less There is no certain knowledge; and the structure or agency
developed societies acquire No general theory of the natural or social GENERAL theories alone. Instead, it
characteristics common to world can be valid or true (all are illegitimate
more developed societies
CHARACTERISTICS OF recognizes that actors
“metanarratives”).
POSTMODERNISM operate within the context of
DEFINITION OF rules produced by social
structures, and only by acting
MODERNITY
in a compliant manner are
these structures reinforced.
Modernization theory is
used to explain the
process of modernization
POST-MODERNISM STRUCTURATION
As a result, social structures
have no inherent stability
within societies. MODERNIZATION THEORY outside human action because
The theory also looks at THEORY they are socially constructed.
internal dynamics while
referring to social and Phenomenologists attempt
cultural structures and CLAIMS OF PROPONENTS WHAT IS POST- THE to account for the
the adaptation of new OF MODERNIZATION MODERNISM? PHENOMENOLOGY subjective qualities which
technologies
THEORY logical positivists and
empiricists assume to be
unreal or are mistakenly
Post modernity is characterized
treated as objective
Modern states are wealthier and more powerful, and that their citizens are freer to enjoy a higher by disintegration,
standard of living. observable phenomena.
decentralization, devolution,
This view makes a critique of modernization difficult since it implies that such developments control fragmentation, adhocracy,
the limits of human interaction and not vice versa. relativism, etc. It is largely a
In sociological critical theory, modernization is linked to an overarching process of rationalization.. CRITICAL
reaction to the assumed certainty
Modernization theory has been criticized, mainly because it conflated modernization with THEORY
of scientific or objective, efforts
Westernization.
modernization theorists also ignored external sources of change in societies. to explain reality.
11 BY GRAJPUT
 Mindmap
UNIT 2
ADMINISTRATIVE
THOUGHT

12 BY GRAJPUT
 MIND-MAP
SCIENTIFIC MANAGEMENT THEORY BY FREDRICK TAYLOR

19TH century industrial revolution requies an Despite inadequate understanding Partial theory.
expansion of business leading to new problems and of human psychology, sociology
Mechanistic –the focus is only
there was need for optimum utilization of resources . and anatomy of work,taylors work
is important. He was first to put
on the efficiency aspect and it
The theory of scientific management developed due neglected the human aspect.
systematic effort to improve work
to the contribution of Fredrick taylor. performance. He applied science Over simplified motion- the
Taylor found out that there is low efficiency and and quantitative techniques. theory focused only on the
productivity in industry because of the conflict monistic aspect of motivation.
between management and workers Physiological organization
theory-focused only on those
behavioral aspects that are
INTRODUCTION EVALUATION related to work.
CRITICISM
Opposed by trade unions-
Soldering-because of
Scientific management reduced
the wrong belief that
the role of trade unions.

SCIENTIFIC
increased productivity
Opposed by managers-
will cause a decline in
REASONS FOR Scientific management reduced
the employment

MANAGEMENT THEORY
THE CONFLICT the discretion of managers
Improper
remuneration system-

BY FREDRICK TAYLOR
workers were not paid
sufficiently and there
was no standard of CHARACTERISTICS
payment. PRINCIPLES OF OF SCIENTIFIC
Effort wasting SCIENTIFIC TECHNIQUES OF MANAGEMENT.
methods MANAGEMENT SCIENTIFIC ESSENCE OF
MANAGEMENT SCIENTIFIC
MANAGEMENT

Development of true science of work Science not rule of thumb

Scientific selection and progressive Motion study Harmony and cooperation
Time study The adoption of Maximum output
development of workmen
Differential scientific methods will Development of each man and his greatest
Bringing together of science of work
piece rate increase the efficiency and prosperity
and scientifically trained men.
system production and the
Equal division of work between works workers will get better
Execution
and management remuneration.
principle

13 BY GRAJPUT
 MIND-MAP
MAX WEBER BUREAUCRATIC THEORY

The origin of the term

“Bureaucracy” be traced back to
Vincent de Gourney who coined
the term in 1745.
The term later on came to be used
to describe a system where the
Government is run by officials,
directly or indirectly.
INTRODUCTION
The coming into
existence of money
The administrators should readjust the model according to their condition. Robert K. Merton has criticised bureaucracy
The actual problem is not with the model but with the people who actually for its excessive dependence on rules
operate it. Phillip Selznick has criticised the system of
Any deviation from this ideal model in a large and complex organisation bureaucracy on the grounds of the problems
would bring inefficiency in the organisation. of delegation that crop up in operative stages.
Once created, Bureaucracy is among those social structures which are the Gouldner, Peter Blau and Talcott Parson have
hardest to destroy. pointed out a number of dysfunctionalities
associated with the application of the ideal
type constructs of the bureaucracy in,
practice
Sociologists have pointed out that there is a
DEFENCE OF
great deal of mismatch between authority
MAX WEBER CRITICISM and responsibility in the bureaucratic model.
Herbert Simon warns against the excessive
zeal of administrators who want to bring

MAX WEBER
economy. CONDITIONS complete rationality in their decisions.
The emergence of THAT PROMOTED
Fred W. Riggs, while criticising the

BUREAUCRATIC
capitalist. THE HISTORICAL
Weberian model, points out that
The development of EVOLUTION OF Weberian model is not conducive to
Western ethics to BUREAUCRACY.

THEORY
development.
maximise profits and IDEAL Joseph La Palambora, a political scientist,
achievements. CONSTRUCTS criticised Weberian model severely for
The increasing size of OF having only a very limited empirical base
Organisations and BUREAUCRACY behind_ the model.
MAX WEBER ON AS SUGGESTED The bureaucratic model of Weber has
complex
BUREAUCRACY BY WEBER also been criticised for its closed nature
administration
CLASSIFICATION and dealing with only the structural
OF AUTHORITY aspects of the organisation.
Weber’s most extensive and systematic discussion of administration occurs
within his sociology of domination in his book — “Economy and Society”.
The concept of Bureaucracy emerged accidentally while weber was analysing—
Division of work.
“Why individuals obeyed commands and why people do as they are told.”
Traditional A well designed hierarchical structure.
Power is the ability to force people to obey regardless of their resistance while
Authority. Co-ordination of the work.
Authority is that where orders are voluntarily obeyed by those receiving them i.e.
Authority is a form of power which has been legitimised and people recognise its Charismatic Strict rule orientation.
legitimacy. Authority. Rationality, Anonymity and Neutrality in
Hence Weber classified the authority in various societies based on legitimacy, the Rational Legal decision-making.
type of obedience and the kind of administrative staff suitable to that kind of Authority Merit based selection and placement.
society. A fixed tenure posting
14 BY GRAJPUT
 Three types of leaders MIND-MAP
Coordination by Functions of a leader
direct contacts Leaders based on position

Dynamic Leaders based on their personality Coordination Authority is vested power

Coordination in Definition of purpose
early stages Leader due to function and authority is derived
Anticipation of situation
Coordination as a
Administration
Create group power from function and authority
continuous process Develop leadership belongs to job and stays
Coordination is the Leader is not the head but one who understands a among subordinates with job.

By Mary Parker
reciprocal situation and how to pass from one situation to another.
phenomena. Similarly responsibilities
also depend on function i.e.

Follet Leadership Authority and

Responsibility
for what one is responsible
and not to whom one is
responsible
Four Principles Of
Coordination
Introduction
She is regarded as a bridge between
Power-Over: Power over Power-with
classical approach and human Areas on which is asserting one-self and Power with leads to more
Conflict
relation – behavioral approach. She she has theorized forcing another to do power then power over it
was the first one to highlight the
Order
Power Dynamic one’s will. It will be
resisted and leads to
I more advantageous as it
encourages co-operation,
sociological and psychological
aspects of administration. She
Authority
Leadership
Conflict
Administration resentment and thus is
less advantageous.
better understanding and
thus helps in reducing
viewed organization as a social
Planning and
coordination By Mary Therefore it should be
reduced by using
conflict. This joint power
arises when two
system and administration and a
social process Parker Follet integration, circular
behavior and law of
individual or groups pool
their power to arrive at a
Conflict is inevitable in an organization and it situation. satisfactory congruence.
As a classical thinker she believed in
should be taken positively for the enrichment
universality of her principles and as a
of the organization.
behavioral cum human relation
There are three ways of managing conflict
thinker she emphasized on the socio
– psychological aspects of
organization behavior. Power
Domination- values of Compromise- Order
Chronologically she belonged to the one party remain compromise the values
classical era but philosophically she suppressed and the of the parties involved
conflict is resolved in conflict will be Mary parker follet has theorized on the concept of order. According to her one should
belonged to the human relation era. only for a while partially addressed avoid the two extremes of giving orders i.e. giving too much of order and not giving any
thus leaving the order at all.
chances for the Steps involved in giving orders
conflict to take place Conscious attitude-it involves knowing about the principles underlying the orders
oIntegration- best way in future. Responsible attitude-it involves identifying those principles which should become basis
of resolving the for orders
conflict forever Experimental attitude-analyse success or failure of orders
Result attitude- change the extent and manner of orders if not sufficient to yield results
15 BY GRAJPUT

Illumination
Experiments
The hypothesis was
that with higher
illumination (amount
of light at the
workplace, a physical
factor), productivity
will increase.
It was concluded that
illumination did not
have any effect on
productivity but
something else was
Relay Assembly
Test Room
interfering with the
productivity.
Experiments
Therefore, another
phase of experiments
was undertaken
Relay assembly test
room experiments were
designed to determine
the effect of changes in
various job conditions
on group productivity.
The result implied that
productivity increased
not because of positive
changes in physical
factors but because of
the change in worker’s
attitudes towards work
and their work group.
16
This theory came as a reaction to the classical approach, which stressed on formal
MIND-MAP
structure.
George Elton Mayo’s research findings have contributed to organization Main Conclusions
development in terms of human relations and motivation theory. Drawn By Prof. Mayo
What he found however was that work satisfaction depended to a large extent on On The Basis Of
the informal social pattern of the work group.
Hawthorne Studies
Introduction
Major Phases Of
Hawthorne
Social Unit: A factory is not only a techno-economic unit, but also a
Experiments social unit. This social characteristic at work plays an important role
in motivating people.
Group Influence: Pressure of a group, rather than management
demands, frequently has the strongest influence on how productive
Human Relation workers would be.
Group Behaviour: Management must understand that a typical
Theory By group behaviour can dominate or even supersede individual
propensities.
Elton Mayo Motivation: Human and social motivation can play even a greater
role than mere monitory incentives in moving or motivating and
managing employee group.
Supervision: A supervisor who is friendly with his workers and
takes interest in their social problems can get co-operation and
better results from the subordinates.
Mass Interviewing Working Conditions: Productivity increases as a result of improved
working conditions in the organisation.
Programme Employee Morale: Mayo pointed out that workers were not simply
cogs, in the machinery, instead the employee morale (both
individual and in groups) can have profound effects on productivity.
Communication: Experiments have shown that the output increases
During the course of experiments, about
when workers are explained the logic behind various decisions and
20,000 interviews were conducted
between 1928 and 1930 to determine
Bank Wiring their participation in decision making brings better results.
employees’ attitudes towards company, Observation Room Balanced Approach: A balanced approach to the whole situation
supervision, insurance plans, promotion Experiment can show better results.
and wages.
During the course of interviews, it was
discovered that workers’ behaviour was
being influenced by group behaviour. These experiments were conducted to find out the impact of small groups on the individuals.
It was expected that highly efficient workers would bring pressure on less efficient workers to
Later, the detailed study of a shop
situation was started to find out the increase output and take advantage of group incentive plan.
The Hawthorne experiments clearly showed that a man at work is motivated by more than the
behaviour of workers in small group
satisfaction of economic needs
BY GRAJPUT
 CHESTER BARNARD’S THEORY MIND-MAP

Chester Irving Barnard was an American business executive, public administrator, and the author of pioneering work in management theory and organizational
studies. His landmark 1938 book, The Functions of the Executive, sets out a theory of organization and of the functions of executives in organizations.

Communication helps in conveying the purposes and helps in exercising authority. Chester barnard discussed the moral aspect of the
Common Purpose
Every functionary should have access to the formal channel of communication. responsibility. While referring to the responsibility
Objective Purpose
The communication centres should be competent. The functionaries should be skilled, within the organization, he says that the
Subjective Purpose
able and be equipped with tools, techniques and technologies of communication responsibility is carried out through multiple codes
Willingness to Contribute
such as legal code, cultural code, social code etc.
Chester barnard recognizes that his study is
Barnard’s View inadequate in this regard and further studies are
The concept called as Chester Barnard’s Theory System of Communication on Responsibility
Contribution- Satisfaction required on these topics
Explains Three Elements (Exchange of ideas between
Equilibrium explains individual
motivation. In An Organization the sender and the receiver) ·He emphasizes that the manager
Within the
Contribution refers to individual’s should be aware of the myth and the
organization,
efforts and activities undertaken reality about the authority.
individuals carry
in pursuance of the organizational The fiction of Superior Authority will
Contribution- lead to making the subordinates
Zone of Indifference
goal.
Satisfaction as well as Zone of
Satisfaction refers to the
incentives or the benefits Equilibrium CHESTER delegate the authority upwards
Denial.
An individual who
provided by the organization
towards the individual in
exchange for the contribution
BARNARD’S THEORY Fiction of Superior
Authority
carries of Zone of
Indifference,
command issued
Concept Of towards them is
more likely to fall
Inducement refers to the factors Inducement Zone of within the Zone of
which are provided by the Views On
Indifference Indifference and
organization to the individual to Authority thereby will be
induce him to do work. Specific General complied.
He has discussed eight types of
inducements
Inducements Inducements Chester barnard dismissed the classical theories of organization
While being in the
Zone of Indifference,
and their view as being the Positional View on Authority.
the individual being
He developed his own Acceptance View of Authority.
indifferent towards
Associated Attractiveness According to him, the authority lies with the subordinate and
Material Incentives the merit of the
Adaptation of the Working Condition of Work towards does not lie with superordinate.
Personal Non- Monetary Opportunities authority complies
Individual’s habits and attitudes For Authority to be meaningful requires that it be accepted first
Desirable Physical Condition of Work with the authority
Opportunity for Enlarged Participation i.e. Command only when it is going to be accepted by the
Ideal Benefaction
17 Opportunity to undertake Desirable Communication subordinate
BY GRAJPUT
 MIND-MAP
NON- PROGRAMMED
SIMON’S DECISION
Programmed decision making involves those decisions that
MAKING THEORY PROGRAMMED already have a plan or rule in place, which is used to reach
a solution or conclusion. They follow already established
guidelines and formal patterns. For example, managers
Contrary to programmed decision making, non- have already made such decisions before and it’s a
programmed decisions are ill-structured and one- TYPES OF repetitive and routine process
time decisions. Problems or situations that don’t DECISIONS
have a concrete set of rules or guidelines to follow
rely on non-programmed decision making. These In order to identify possible
are complex and have long-term impact. At this stage, people solutions to problems, the
identify the problems upper management looks for
in an organization and suitable strategies. They
The Simon Decision Making
Theory is a framework that SIMON’S the upper
management analyzes
further analyze the merits and
demerits to select a particular
provides a more realistic view of
the world, where decisions affect
INTRODUCTION DECISION the organizational course of action
prices and outputs. MAKING environment to work
toward a solution
Simon suggests that there is
never one best course of action
THEORY After making a list of
or decision. alternatives, the
It’s because one can’t have choice activity stage
complete information about
INTELLIGENCE ACTIVITY begins. It critically
something, therefore, there will FOCUS ON STAGE examines and
always be a better course of DECISION evaluates the various
MAKING
action or decision. consequences of all
STAGES IN
alternatives and the
DECISION- DESIGN ACTIVITY STAGE
MAKING PROCESS most suitable course of
·Simon's central interest lay in the decision-making action is selected. This
process, which, to him, is the core of all administrative stage requires
activity. creativity, judgment
To Simon ' the rational decision-making process in an ideal CHOICE ACTIVITY STAGE and quantitative
organisation consists of many non-traditional factors analysis skills

18 BY GRAJPUT
 MIND-MAP
The management
The first system
theory of Rensis Likert of Rensis Likert This Likert system is
brought a new theory is based on a master- In this style, managers This system is based on
dimension to the characterized by servant relationship partly trust subordinates, managerial trust and
organizational decision-making between use both rewards and confidence in employees;
in the upper management and
development theory. involvement to inspire collectively determined,
echelons of the
The Likert system organization, employees, where motivation, foster a higher goal-based rewards; a
made it possible to with no rewards are the sole level of responsibility for collective sense of
quantify the results of teamwork and motivators and both meeting goals, and inspire a responsibility for meeting
little teamwork and moderate amount of company objectives;
all the work various communication communication are teamwork and some collaborative teamwork and
theorists had been other than
minimal communication open communication
doing with group threats.
dynamics.
Likert theory also
facilitated the
measurement of the BENEVOLENT- PARTICIPATIVE-
“soft” areas of AUTHORITATIVE GROUP
management, such as EXPLOITATIVE-
trust and
AUTHORITATIVE
communication CONSULTATIVE

The method of creating a Likert scale is Rensis Likert's best-

INTRODUCTION MANAGEMENT LIKERT known contribution. He devised the method in 1932 as a part of
STYLES SCALE his Ph.D. thesis as a way to identify the extent of a person's
attitudes and feelings towards international affairs. The Likert
scale is useful in conducting surveys, with applications to
business-related areas such as marketing or customer
satisfaction, the social sciences and attitude-related research

MANAGEMENT projects.
A Likert scale consists of the sum or average of scores from
responses to a group of survey questions ("items"). Those
THEORY BY RENSIS individual-item scores are combined into a scale score according
to specific psychometric methods

19 L I K E R T BY GRAJPUT
 Mindmap
UNIT 3
ADMINISTRATIVE
BEHAVIOUR

20 BY GRAJPUT
 DECISION Decision making is the process of making choices by identifying a decision, gathering information, and assessing
alternative resolutions.
MIND-MAP
Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by
MAKING organizing relevant information and defining alternatives.

Formulation of the problem and of the goals and objectives. QUANTITATIVE TECHNIQUES(relating to numbers/calculations or loss and gain): Cost
Conceptualisation of alternatives and collection of relevant benefit analysis, Queueing, Probability, Simulation, Monte carlo, Linear Programming,
pieces of information. PERT,CPM,etc, Game Theory, Marginal Analysis
Choosing the best course of action or alternative that would NON QUANTITATIVE TECHNIQUES(cultural/moral/value/attitudes): Application of intuition,
bring the best return Application of juristics, Decision making under influence of emotions, Influence of values and
Implementing the decision norms, Influence of attitudinal predispositions.
Evaluating the effectiveness of the decision.
This is done in an environment where
there are numerous organisations
SIMON'S BEHAVIOURIST WHAT IS DECISION TECHNIQUES GAME having the same goal and objectives
SCHOOL OF ADMINISTRATION MAKING? OF DECISION THEORY OF and products.
3 ASPECTS(PARTS) OF Here a decision maker takes a
MAKING DECISION
DECISION MAKING PROCESS decision keeping in mind the
MAKING opponents strategy as the topmost
priority and to have the minimum
loss and risk.
Scheme of Individual's
Decision Choice
Intelligence activity stage
Design Activity stage
DECISION MAKING Foreign policy,export-import policy
etc may be seen as examples that
follows this theory.

Choice activity stage

Fact - Value Dichotomy INCREASING THE
RATIONALITY (PRINCIPLE
Bounded Rationality OPTIMAL MODEL OF
OF REASON AND ETZIONI'S MIXED
THE IDEA OF DECISION MAKING
LOGIC/CALCULATION) SCANNING MODEL OF
INCREMENTALISM DECISION MAKING

Promoting high degree of specialisation.

Applying scientific tools in the process of decision making like Etzioni blended
According to Charles Lindblom , If a big
PERT,computers,etc. rationality and Yehezkiel Dror
decision is taken all of a sudden it might
Promoting operations on the basis of market mechanism. incrementalism in his
be opposed as the people would find it suggested a
Promoting knowledge of political institutions. model.
hard to adjust to. combination of rational
Creating a wider base of knowledge so that rationality could be
The idea of this approach was basically He supported Lindblom's factors as well as extra-
improved in problem solving.
acceptance by public and legitimacy approach but did not rational factors linked
Proper and clear communication of decisions from top management
right to the bottom so all links and levels work in tandem and
and is of short term perspective. And agree with him on the with the decision and
for this approach a training is not rationality part that situation.
smoothly.
require stated rationality should
Trainings to be given to employees from time to time on decision
makin be done away with
21 BY GRAJPUT
 MIND-MAP

Motivation CONTENT Classification

CONTENT
THEORIES Of Theories Of THEORIES
Motivation
What is Motivation?
The motivation
theories try to Content Theories deal with “what” motivates Process Theories deal with the “process” of
figure out what people and it is concerned with individual needs motivation and is concerned with “how” motivation
and goals. occurs.
the “M” is in the The main content theories are: The main process theories are:
equation: “M Maslow’s needs hierarchy: According to this Skinner’s reinforcement theory: The
motivates P” theory, individual strives to seek a higher need Reinforcement theory, based on Skinner’s operant
when lower needs are fulfilled. Once a lower-level conditioning theory, says that behaviour can be
(Motivator Plotas a source of
need is satisfied, it no longer serves formed by its consequences
motivates the motivation Victor Vroom’s expectancy theory: Expectancy
Alderfer’s ERG theory: Alderfer (Furnham, 2008) Theory argues that humans act according to their
Person). distinguished three steps or classes of needs: conscious expectations that a particular behavior
It is one of most existence, relatedness and growth will lead to specific desirable goals.
important duty of McClelland’s achievement motivation : McClelland Locke’s goal setting theory: Edwin Locke proposed
(Arnold et al., 2005) claimed that humans acquire, Goal Theory in 1968, which proposes that
an entrepreneur learn their motivators over time that is the reason motivation and performance will be high if
to motivate why this theory is sometimes called the ‘Learned individuals are set specific goals which are
Needs Theory’ challenging, but accepted, and where feedback is
people. Herzberg’s two-factor theory: This theory says that given on performance
there are some factors (motivating factors) that Adam’s equity theory : The equity theory states
cause job satisfaction, and motivation and some that people are motivated if they are treated
other also separated factors (hygiene factors) equitably, and receive what they consider fair for
cause dissatisfaction their effort and costs

22 BY GRAJPUT

Abraham
Maslow’s
Hierarchy
of Needs
This motivation theory was
introduced in Maslow’s
1943 article named as “A
Theory of Human
Motivation”.
According to this theory,
individual strives to seek a
higher need when lower
needs are fulfilled. Once a
lower-level need is
satisfied, it no longer
serves as a source of
motivation.
Needs are motivators only
when they are unsatisfied.
23
MIND-MAP
LEVELS OF NEEDS
In this level, physiological needs exist which
LEVEL 1 include the most basic needs for humans to survive,
such as air, water and food.
In this level, safety needs exist which include
LEVEL 2 personal security, health, well-being and safety
against accidents remain
In the third level, belonging needs exit. This is where
LEVEL 3 people need to feel a sense of belonging and acceptance.
It is about relationships, families and friendship.
Organizations fulfill this need for people.
In the fourth level, self-esteem needs remain. This
LEVEL 4 is where people looks to be respected and to have
self-respect. Achievement needs, respect of others
are in this level
In the top-level, self-actualization needs exist. This
LEVEL 5 level of need pertains to realising the person’s full
potential
BY GRAJPUT
 Individuals need significant MIND-MAP
These include needs for Need for self-development,
relationships (be with family,
basic material necessities. personal growth and
peers or superiors), love and
In short, it includes an advancement form together
belongingness, they strive
individual’s physiological this class of need. This class of
toward reaching public fame
and physical safety needs. needs contain Maslow’s self-
and recognition. This class of Managers must
actualization needs and
needs contain Maslow’s social understand that an
intrinsic component of esteem
needs and external component employee has various
Existence needs needs.
of esteem needs. needs that must be
satisfied at the same
time. ERG theory
Relatedness Growth needs says, if the manager
needs concentrates only on
STEPS OR CLASSES OF IMPLICATION OF one need at a time, he
NEEDS THIS THEORY or she won’t be able
to motivate the
employee effectively
and efficiently.
Prioritization and
ALDERFER ON
ALDERFER – ERG
sequence of these
three categories,
MOTIVATION classes can be
different for each

THEORY individual

Alderfer agreed with Maslow that unsatisfied FRUSTRATION-

needs motivate individuals.
Alderfer also agreed that individuals generally
move up the hierarchy in satisfying their needs;
that is, they satisfy lower-order before higher-
order needs.
As lower-order needs are satisfied, they become
less important, but Alderfer also said: as higher-
order needs are satisfied they become more
important. And it is also said that under some
circumstances individuals might return to a
lower need. Alderfer thought that individuals
multiply the efforts invested in a lower category
need when higher categorized needs are not
consequent.
24
REGRESSION
PROCESS For example there is a student, who has excellent grades, friends, and high standard
of living, maybe also work at the university.
What happens if this individual finds that he or she is frustrated in attempts to get
more autonomy and responsibility at the university, maybe also more scholarship that
generally encourage individuals’ growth?
Frustration in satisfying a higher (growth) need has resulted in a regression to a lower
level of (relatedness) needs (‘I need just my friends, some good wine, I do not want
to go to the university anymore.’).
This event is known and called as the Frustration-Regression Process. This is a more
realistic approach as it recognises that, because when a need is met, it does not mean
it will always remain met.
BY GRAJPUT
 MIND-MAP

MCCLELLAND’S
McClelland (Arnold et al., 2005) claimed
that humans acquire, learn their INTRODUCTION

ACHIEVEMENT
motivators over time that is the reason
why this theory is sometimes called the
‘Learned Needs Theory’.

NEED THEORY
He affirms that we all have three
motivating drivers

A need to accomplish and

demonstrate competence or
ACHIEVEMENT mastery.
MOTIVATION It pertains to a person’s need for
significant success, mastering of
skills, control or high standards.

A need for love, belonging and relatedness

AFFILIATION These people have a strong need for friendships and
MOTIVATION want to belong within a social group, need to be
liked and held in popular regard.
They are team players, and they may be less
effective in leadership positions.

A need to control over one’s own work or the work of others.

AUTHORITY/POWER These persons are authority motivated. There is a strong need
MOTIVATION to lead and to succeed in their ideas.
It is also needed to increase personal status and prestige.
This person would like to control and influence others.

25 BY GRAJPUT
26 Frederick Herzberg, introduced his Two Factor Theory
in 1959. It is also called motivation-hygiene theory.
This theory says that there are some factors
(motivating factors) that cause job satisfaction, and
motivation and some other also separated factors
(hygiene factors) cause dissatisfaction
TWO KINDS OF FACTORS
AFFECT MOTIVATION INTRODUCTION
MIND-MAP
This theory oversees situational variables.
Herzberg supposed a correlation, linear between productivity, performance and
satisfaction.
The theory’s reliability is uncertain.
No comprehensive measure of satisfaction was used.
The theory ignores blue-collar workers, only white-collar men’s opinion was discussed.
However, Herzberg tried to bring more humanity and caring into companies’ life. His
intention was not to develop a theory that is used as a ‘motivational tool’, but to provide a
guidance to improve organisational performance.

LIMITATIONS
HYGIENE OF THIS
FACTORS THEORY

A series of hygiene factors create

dissatisfaction if individuals perceive them as
inadequate or inequitable, yet individuals will HERZBERG’S CAN WE MOTIVATE WITH MONEY, WITH

TWO FACTOR
not be significantly motivated if these factors HIGHER SALARY? WHAT DID HERZBERG AND
are viewed as adequate or good. Hygiene MASLOW SAY? IS IT JUST THE SAME OR
SOMETHING DIFFERENT?

THEORY
factors are extrinsic and include factors such as
salary or remuneration, job security and working
conditions.

They are intrinsic factors HERZBERG’S FIVE FACTORS OF

MOTIVATORS JOB DISSATISFACTION (HYGIENE
such as sense of HERZBERG’S FIVE FACTORS FACTORS – DEFICIENCY NEEDS)
achievement, OF JOB SATISFACTION
recognition, (MOTIVATING FACTORS)
responsibility, and
personal growth. Herzberg addressed salary not a motivator in
the way that the primary motivators are, just
Company policy and like achievement and recognition.
Achievement
administration Salary can be a motivator, if you get always
Recognition
Supervision higher and higher salary, but we cannot say
Work itself
Salary that it is an incentive.
Responsibility
Interpersonal Maslow said, money or salary is needed to
Advancement
relationships buy food to eat, to have some place to live
Only these factors can motivate us. But at the same time we need the lack of
Working conditions and sleep, etc.
dissatisfactions (we need hygiene factors, “workpeace”) to achieve more efficient work
BY GRAJPUT
 MIND-MAP

The Reinforcement theory,

based on Skinner’s operant
Incentive theory suggests that
conditioning theory, says that
employee will increase her/his effort
behaviour can be formed by its
to obtain a desired reward. This is
consequences (Gordon, 1987).
based on the general principle of
reinforcement.
INCENTIVE The desired outcome is usually
THEORY “money”.
POSITIVE
INTRODUCTION This theory is coherent with the early
REINFORCEMENTS
economic theories where man is

SKINNER’S
supposed to be rational and forecasts
Positive reinforcements, for are based on the principle of
“economic man”.
example praise, appreciation,
a good mark/grade, trophy,
money, promotion or any
REINFORCEMENT
other reward can increase
the possibility of the
THEORY
According to the theory, positive
rewarded behaviours’
reinforcement is a much better
repetition.
motivational technique than
POSITIVE REINFORCEMENT IS punishment because punishment:
NEGATIVE A MUCH BETTER Tries to stop undesirable
REINFORCEMENTS MOTIVATIONAL TECHNIQUE behaviour and does not offer an
alternative behaviour
creates bad feelings, negative
We use negative reinforcement when we give a meal to a hungry person if attitudes toward the activity, and
he behaves in a certain manner/way. the person who gives the
In this case the meal is a negative reinforcement because it eliminates the punishment
unpleasant state (hunger). suppresses behaviour, but does
Contrary to positive and negative reinforcement,punishment can be not permanently eliminate it.
undesired reinforcement, or reinforce undesired behaviour.
27 BY GRAJPUT
 MIND-MAP
THREE FACTORS
FOR MOTIVATION Expectancy Theory argues that humans act
according to their conscious expectations that a
particular behavior will lead to specific desirable
EXPECTANCY INTRODUCTION goals.
Victor Vroom’s (1964) expectancy theory aims
to explain how people choose from the available
a person’s belief that more actions.
effort will result in success. If
you work harder, it will result in
better performance.
In this case the question is: “Am
I capable of making a good
grade on a math test if I learn VICTOR VROOM’S
EXPECTANCY
more?” Appraisal of this factor
is based on the effort to learn
math, on knowledge of math, on The degree to which a person
the previous experience of
math test results, on self-
THEORY values the reward, the results of
success.
efficacy and specific self-rated In this case the question is that: “Do
abilities. I value the reward that I get?”
Appraisal of this factor is based on
the importance of its subject
VALENCE (math), the good mark, and the
good performance in general.
Vroom supposes that expectancy,
INSTRUMENTALITY instrumentality and valence are
The person’s belief that there is a connection between activity and multiplied together to determine
goal. If you perform well, you will get reward. motivation. This means that if any of
In this case the question is that: “Will I get the promised reward (a these is zero, then the motivation to
good mark) for performing well on a math test?” Appraisal of this do something will be zero as well.
factor is based on the accuracy and consistency of marking. If
one day I get a good grade and another day I get a bad grade for
the same performance, then the motivation will decrease.
28 BY GRAJPUT

INTRODUCTION
IMPORTANT FINDINGS OF
THIS THEORY
Setting specific goals (e.g. I
want to earn a million before I
am 30) generates higher levels
of performance than setting
general goals (e.g. I want to
earn a lot of money).
The goals that are hard to
EDWIN LOCKE ‘S
achieve are linearly and
positively connected to
performance. The harder the
goal, the more a person will
work to reach it.
GUIDELINES IN
GOAL-SETTING
Set challenging but attainable goals.
Set specific and measurable goals.
Goal commitment should be obtained. Pressure to achieve goals is not useful because it
can result in dishonesty and superficial performance.
Support elements should be provided.
Knowledge of results is essential – so goals need to be quantifiable and there needs to
be feedback.
29
Edwin Locke proposed Goal
Theory in 1968, which proposes
that motivation and
performance will be high if
individuals are set specific goals
which are challenging, but
accepted, and where feedback
is given on performance.
GOAL THEORY
ADVANTAGES OF
GOAL SETTING
THEORY
MIND-MAP
LIMITATIONS OF
GOAL SETTING
THEORY
At times, the organizational goals
are in conflict with the managerial
goals. Goal conflict has a
detrimental effect on the
performance if it motivates
incompatible action drift.
Very difficult and complex goals
stimulate riskier behaviour.
If the employee lacks skills and
competencies to perform actions
essential for goal, then the goal-
setting can fail and lead to
undermining of performance.
There is no evidence to prove that
goal-setting improves job
satisfaction.
Goal setting theory is a technique
used to raise incentives for
employees to complete work
quickly and effectively.
Goal setting leads to better
performance by increasing
motivation and efforts, but also
through increasing and improving
the feedback quality.
BY GRAJPUT
 The equity theory states that people are motivated if they are treated equitably, and MIND-MAP
receive what they consider fair for their effort and costs.
The theory was suggested by Adams (1965) and is based on Social Exchange theory.
According to this theory, people compare their contribution to work, costs of their
actions and the benefits that will result to the contribution and benefits of the
reference person. If people perceive that the ratio of their inputs-outputs to the ratio
Employees’ output can generally be
of referent other’s input-output is inequitable, then they will be motivated to reduce
divided into 1) financial rewards, 2)
the inequity.
immaterial rewards.
The most common forms of output
OUTPUT are discussed based on this division.
ASSUMPTIONS INTRODUCTION Financial rewards
Salary
Bonus
Individuals make contributions Profit sharing
(inputs) for which they expect
certain rewards (outcomes). ADAMS’ EQUITY Immaterial rewards
Recognition
Challenge
THEORY
To validate the exchange, an
individual compares his input Responsibility
and outcomes with those of
others and try to rectify the
inequality.

The input referred to in Adams Equity Theory includes both the

quantity and the quality of the contributions employees make to
THREE TYPES OF INPUT carrying out their work. They spend time, energy, and engagement at
EXCHANGE work.
RELATIONSHIPS They work hard, share ideas, trust their superiors and support their
co-workers. It’s about the effort they put into the organisation. The
number of examples are endless, but the most common forms of input
are listed below:
Overpaid Inequity: When an individual perceives that his
Effort
outcomes are more as compared to his inputs, in relation to Skills
others. Knowledge
Underpaid Inequity: When an individual perceives that his Experience
outcomes are less as compared to his inputs, in relation to others. Social skills
Equity: An individual perceives that his outcomes in relation to his Loyalty
inputs are equal to those of others.
30 BY GRAJPUT
 Mindmap
THINKERS

31 BY GRAJPUT
 Woodrow wilson was an american president and is considered
to be the father of public administration due to his pioneering
contribution in the form of essay i.e the study of administration
in 1887.
This is considered to be the origin of public administration as a
discipline.
He called for a detailed study of administration which he
believed would help in correcting the deficiencies of the
political system.
Wilson himself said that his article was too general and too vague. MIND-MAP
He raised more questions than providing answers.
He failed to say clearly what should study of administration actively entail
and what is the proper relationship between administration and politics.
He failed to answer whether administration could ever become like natural
science?
Inspite of limitations,his contribution is significant.
Many later works were influenced by him.

Wilson may be considered as founder of cpa.

CONCLUSION He emphasized that historical and comparative methods
CONTRIBUTION INTRODUCTION
are best suited to study administration than
philosophical method.
He asserted that the virtues and the peculiarities cannot
1. ADVOCATED
SCIENCE OF
WOODROW be learnt without comparing with other systems.
He believed that it is impotant for democracy to meet

WILSON
the challenges from within.
ADMINISTRATION Wilson recognized tat care should be taken while
learning lessons from other systems and adopting it to a
different cultural context to be filtered.

Wilson called for this,in the historical

context of widespread corruption,he
thought that it would be a solution to the
ills of politics.
He believed that administration is a
science .
He understood that growth of
administration was observed in europe
due to monarchies and their desire to
form effective administration on
principles to ensure control.
But in the context of usa due to
importance of public opinion,the growth
of science of administration was slow.
According to wilson,public administration
is detailed and systematic exection of
public law.every particular general
application of law is an act of
administration.
He strongly advovated systematic
analysis of administration leading to a
science of administration.
32
2. POLITICS- 3. PUBLIC 4. COMPARITIVE
ADMINISTRATION ADMINISTRATION PUBLIC
DICHOTOMY– AND MANAGEMENT ADMINISTRATION
Wilson tried to make a distinction between politics and
administration.
Administration lies outside the sphere of politicsand Wilson wanted to make government business
administrative questions are not political questions.
“less unbusiness like”.
At the same time,he was well aware of the interdependence
The central concerns of business i.e
between politics and administration.
economy,efficiency and effectiveness should
He said that public opinion is indispensible for control of
administration but at the same time should not interfere in also be the central concerns of public
administration. administration.
He believed that bureaucracy on merit basis with training is However,he was aware that government was
essential to organize democracy and to make administration different.
business like. While advocating professionalization he was
He gave this in the context of spoils system. fully aware of the wider agenda of public
He tried to distinguish between policy making and policy administration.
formulation.
BY GRAJPUT

Gullick & Urwick,both had rich
experience working in the civil
services and military as well as
industrial organisations thus in their
writings you can sense a
combination of both public and
business administration.
INTRODUCTION
GULLICK’S
PRINCIPLES OF
ORGANISATION
Division of work on specialization
Based on departmental organisation – Work
to be divided into smaller units for more
efficiency called departments of the
organisation.
Coordination through hierarchy – Clearly
outlined hierarchy helps in avoiding
confusions and facilitating coordination
among workers.
Coordination through committers
Delegation
Deliberate coordination – Coordination
achieved deliberately through planning.
Decentralisation
unity of command
Line and Staff – Line agencies are field work
agencies who will be supported by staff
agencies who are specialists in the field.
Span of control – Each supervisor to control
a certain amount of employees performing
the same task or similar tasks. Number of
employees not mentioned,depends from
organisation to organisation and tasks.
33
MIND-MAP
Urwick had his own set of
URWICK’S principles,though not much apart
from his colleagues of the same
PRINCIPLES OF
school. They are:
ORGANISATION Scalar principle
Principle of Coordination
Principle of organisational
goals and objectives
Principle of Span of control
Principle of correspondence
Principle of specialization
Principle of responsibility
Principle of definition
LUTHER GULLICK
AND URWICK
POSDCORB Planning( What needs to be done and how it will be done),
Organisation(establishing a formal structure of authority to
divide,arrange,define and coordinate work),
Staffing(Recruiting and training of personnel and their conditions of
work),
Directing( making decisions and issuing orders and instructions),
Coordinating( interrelating various divisions and parts of the
organisation for smooth execution of tasks to achieve organisation
objectives) ,
Reporting( informing the agency to whom executive is responsible
about what is going on) and
Budgeting(fixed planning,control and accounting and auditing)
BY GRAJPUT
 MIND-MAP
Chris Argyris was basically a psychologist who studied organisation The basic feature of matrix
from the stand point of psychology. organisations is that absence of In this type of structure though there exist
Major works of Chris Argyris are Personality and Organisation (1957), superior-subordinate relationship and its equal opportunities for the employees still
Understanding Organisational Behaviour (1960), Interpersonal replacement with the self-disciplined they can be subjected for more control in
Competence and Organisational Effectiveness (1964), Organisation and individuals. their areas of operation. It may be use for
Innovation (1965) and Overcoming Organisational Defence (1990). There is more participation in decision inter­departmental operations and for new
making for the employees. product development etc.
They have responsibility and power in
their own areas of operation.
This type of structure is similar to the
HUMAN PERSONALITY AND INTRODUCTION Linking Pin structure proposed by
THE ORGANISATION Rensis Likert, It promotes
MATRIX DEFINED BUT participation of the employees.
ORGANISATION PARTICIPATIVE
STRUCTURE STRUCTURE
According to Argyris, the human personality ADAPTED FORMAL
affects the organisation very much. Each member
ORGANISATIONAL
of the organisation has his own needs and these
needs to be satisfied for keeping the individual
STRUCTURE
happy. The satisfaction of these needs generates
“psychological energy*. The more the
psychological energy the more is the satisfaction
CHRIS ARGYRIS PYRAMIDAL STRUCTURE
of the individual. According to him, only through
the release of psychological energy and better co-
ordination of the employees does the organisation
reach higher performance. DEVELOPMENTS OF This type of structure is suited
for the organisations which
PERSONALITY MODEL OF
IMPACTS OF THE FORMAL perform routine, non-
From dependence towards relative independence ARGYRIS innovative type of tasks
From limited behaviours to many different
ORGANISATION PRACTICES
requiring low commitment
behaviours ON THE PERSONALITY from the employees.
From erratic, shallow and brief interests to more
stable and deeper interest SOLUTIONS TO REDUCE
From short-time perspective to longer-time The incongruency between the needs of the TENSIONS BETWEEN THE
perspective individual and demands of the organisation proves to INDIVIDUAL AND FORMAL
From a subordinate social position to an equal or the individual that he cannot pursue his personal
super-ordinate social position
ORGANISATION
interests with organisational objectives.
From lack of self-awareness to self-awareness and It compels the individual to think in terms of leaving
self-control the job, ignoring the organisational needs and taking Concentrate on “job enrichment”.
He does not remain forward looking and leave without informing. A culture of participative management
innovative Employees become frustrated. Develop “reality” leadership
He becomes resistant to new initiative The management reaction to the behaviours of Develop “flat organisations” abandoning the present
He becomes concerned about his own work employees creates a feeling of “psychological failure” “pyramidal organisations”
difficulties only
34 BY GRAJPUT
 MIND-MAP
GREAT MAN THEORY
BASS' KOUZES AND POSNER'S BURNS'
TRANSFORMATIONAL LEADERSHIP PARTICIPATION TRANSFORMATIONAL
LEADERSHIP THEORY INVENTORY LEADERSHIP THEORY
TRAIT THEORY

BEHAVIORAL
THEORIES TRANSFORMATIONAL TRANSACTIONAL
LEADERSHIP LEADERSHIP

ROLE THEORY
LEADER-MEMBER

THE MANAGERIAL GRID THEORIES OF EXCHANGE (LMX)

THEORY

LEADERSHIP CONTINGENCY
PARTICIPATIVE THEORIES
LEADERSHIP
SITUATIONAL
LEADERSHIP FIEDLER'S LEAST PREFERRED
LEWIN'S LEADERSHIP STYLES CO-WORKER (LPC) THEORY

HERSEY AND BLANCHARD'S

SITUATIONAL LEADERSHIP COGNITIVE RESOURCE
LIKERT'S LEADERSHIP STYLES THEORY

VROOM AND YETTON'S

NORMATIVE MODEL STRATEGIC CONTINGENCIES THEORY
HOUSE'S PATH-GOAL
THEORY OF LEADERSHIP
35 BY GRAJPUT
 Mindmap
UNIT 4

ORGANISATIONS

36 BY GRAJPUT

SYSTEMS APPROACH AND
CONTINGENCY APPROACH
CHARACTERISTICS OF THE
SYSTEM
Complete entity /
whole
Inter dependent
Sub-parts
The system remains
in a interaction with DYNAMIC
the environment EQUILIBRIUM
System thrives through
equilibrium.
Systems approach has
included in this idea two
(Oxymoronic views).
Every system faces change.
Change might be:
Endo-genetic Change
which emerges from
within.
Exo-genetic Change
which flow from outside.
37
MIND-MAP
Biologist named Ludwig Von Bertalanffy, coined the term and gave meaning to it
System is a set of characters which work together towards organisation goal. Every social science
including physical science do have Systems Approach. How they try to see the phenomena is
referred to as Approach.
It is a viewpoint through which any phenomenon is seen to understand that particular phenomenon.
Theory includes not only the viewpoint or the way any thing is looked into but also derive conclusion
out of it.
SYSTEMS MODERN ORGANIZATIONAL
THEORIES – CONTINGENCY
APPROACH AND THEORY
CONTINGENCY
APPROACH Burns & Stalkers
Lawrence & Lorsch
James Thompson
Perrow
Alvin Toffler
EQUIFINALITY SYSTEMS
Nicholas Henry
APPROACH
Equifinality Systems Approach also believes in the concept of Equifinality.
Paradigm which in detail explained the systems approach is given by C. West Churchman.
1950s,-1960s Systems Approach emerged in full-fledged member. But it was very much
visible during Behavioral era also. Performance is dependent on satisfaction it is indirect.
Bernard’s idea of contribution- satisfaction equilibrium shows traits of systems Approach.
BY GRAJPUT
 MIND-MAP

SYSTEMS
DIFFERENCE BETWEEN
CONTINGENCY
APPROACH
SYSTEMS AND APPROACH

CONTINGENCY APPROACH
It emphasises the impact of environ­ment
The emphasis is on interdepen­dence and
on organisational design and managerial
interaction among sub-systems.
style.
The focus is on the internal environment
The focus is on external environment of the
and sub-systems of the organisation.
organisation.
It treats all organisations alike and the
Each organisation is taken as unique entity.
background of the organisation is not taken
Different organisations have different
into account.
nature and face different situations.
The organisation interacts with the
The impact of the environment on
environment and adjusts as per the
organisation structure and mana­gerial style
changes.
is the major concern of contingency
It provides a theoretical model of
approach.
understanding the organisation and its sub-
It suggests practical solutions to
systems.
organisational problems.
It is silent on the validity of classical
It rejects the blind application of classical
principles of management.
principles of management.

38 BY GRAJPUT

Chris Argyris was basically a psychologist who studied organisation The basic feature of matrix
from the stand point of psychology. organisations is that absence of
Major works of Chris Argyris are Personality and Organisation (1957), superior-subordinate relationship and its
Understanding Organisational Behaviour (1960), Interpersonal replacement with the self-disciplined
Competence and Organisational Effectiveness (1964), Organisation and individuals.
Innovation (1965) and Overcoming Organisational Defence (1990). There is more participation in decision
making for the employees.
They have responsibility and power in
their own areas of operation.
HUMAN PERSONALITY AND INTRODUCTION
THE ORGANISATION
MATRIX DEFINED BUT
ORGANISATION PARTICIPATIVE
STRUCTURE STRUCTURE
According to Argyris, the human personality
affects the organisation very much. Each member
MIND-MAP
In this type of structure though there exist
equal opportunities for the employees still
they can be subjected for more control in
their areas of operation. It may be use for
inter­departmental operations and for new
product development etc.
This type of structure is similar to the
Linking Pin structure proposed by
Rensis Likert, It promotes
participation of the employees.
ADAPTED FORMAL
ORGANISATIONAL

FORMS OF
of the organisation has his own needs and these
needs to be satisfied for keeping the individual
STRUCTURE
happy. The satisfaction of these needs generates
“psychological energy*. The more the
psychological energy the more is the satisfaction
of the individual. According to him, only through
the release of psychological energy and better co-
ordination of the employees does the organisation
ORGANISATIONS PYRAMIDAL STRUCTURE

reach higher performance. DEVELOPMENTS OF This type of structure is suited

for the organisations which
PERSONALITY MODEL OF
IMPACTS OF THE FORMAL perform routine, non-
From dependence towards relative independence ARGYRIS innovative type of tasks
From limited behaviours to many different
ORGANISATION PRACTICES
requiring low commitment
behaviours ON THE PERSONALITY from the employees.
From erratic, shallow and brief interests to more
stable and deeper interest SOLUTIONS TO REDUCE
From short-time perspective to longer-time The incongruency between the needs of the TENSIONS BETWEEN THE
perspective individual and demands of the organisation proves to INDIVIDUAL AND FORMAL
From a subordinate social position to an equal or the individual that he cannot pursue his personal
super-ordinate social position
ORGANISATION
interests with organisational objectives.
From lack of self-awareness to self-awareness and It compels the individual to think in terms of leaving
self-control the job, ignoring the organisational needs and taking Concentrate on “job enrichment”.
He does not remain forward looking and leave without informing. A culture of participative management
innovative Employees become frustrated. Develop “reality” leadership
He becomes resistant to new initiative The management reaction to the behaviours of Develop “flat organisations” abandoning the present
He becomes concerned about his own work employees creates a feeling of “psychological failure” “pyramidal organisations”
difficulties only
39 BY GRAJPUT