Political Science question paper solution 24,23,22

UG 6th - Semester Examination- 2024

Award; LLB (IIONS)

Discipline: LAW

Course Type: CC-30

Course code: BALLBHC601

Course Name: Political Science-VI: Puble Administration

Marks 80 Time : 4hrs

The figure ill the margin indicates full marks. Candidates are required to give their answers in

Group -A

1 Marks Question

1. Which of the following is not a hindrance in the evolution of the Science of Public
Administration, according to Robert Dahl?

a) Values permeating administration

b) Uncertainty of Human Behaviour
c) Intellectual capacity of public administrationists
d) ocio- cultural impact on administration

2. The hallmark of public administration is

a) Consistency of treatment
b) Public responsibility
c) Community Service
d) External Financial Control

3. 'The Cabinet Secretariat of India performs

a) Line functions
b) Staff functions
c) Auxiliary functions
d) All of the above

4. The term of office oft-inion Public Service Commission is

a) 6 years
b) 5 years

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 c) 9 years
d) 2years

5. Who talked about "The Need Hierarchy"?

a) C-N. Parkinson
b) F.W.Riggs
c) Abraham Maslow
d) Rensis Likert

6. Which one of the following statement not correct?

a) Burcaucracy is an irrational system

b) Bureaucracy is an ideal construct
c) Bureaucracy is a form of government
d) Bureaucracy is a form of organization

7. All of the following are part of Weber's model of bureaucracy except

a) formal rules and procedures

b) hierarchy
c) narrow span of control
d) maintenance offiles and record

8. Which amendment of the constitution provided constitutional status to panchayat Raj institution.

a) 71st amendment
b) 73rd amendment
c) 74th amendment
d) 76th amendment

9. Which of the following arc clement of delegation?

a) Authority
b) Accountability
c) Responsibility
d) All the above

10. The term 'performance budget was coined by

a) Administrative Reforms commission of India.

b) Second Hoover Commission of USA.
c) Estimate committee of India
d) First Commission of USA

11. Which is not a Panchayat Raj institution?

a) Gram Sabha
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 b) Gram Panchayat
c) Gram Cooperative society
d) Nyaya panchayat

12. F. W Rigg describes 'Sala modelt as

a) Economic sub-system
b) Administrative sub-system
c) Socio -political sub-system
d) None of these

13. How many Minnobrook conferences are held so far?

a) One
b) Two
c) Three
d) Four

14. Good Governance should not be worked on

a) Accountability
b) Nepotism
c) Transparency
d) Rule of Law

15. The first book on PublicAdministration was written by:

a) L.D. White
b) Pfiffner
c) Simon
d) Galden

16. "The government is finance" is said by

a) Kautilya
b) Hoover Commission
c) F.M Marx
d) Loyd George

Group-B

2 Marks Question.

1. Mention any two objectives of public administration.

2. Define Centralization.
3. Mention two points of difference between Directorate and Secretariat.
4. What is E-governance?

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5. What is meant by bureaucratic neutrality?
6. What is called a Municipal Corporation?
7. How many Panchayat Samiti arc there in West Bengal?
8. What is Weber's ideal of bureaucracy?
9. Define public administration
10. Did Karl Marx believe in bureaucracy?
11. Is Weber a functionalist?
12. What is the tenure of the chair man and members of the SPSC?
13. Mention any two features of Riggs' Prismatic Sala Model?
14. Which article is related to Panchayati Raj?
15. What is the meaning of Panchayat?
16. Who is the founder of Panchayati Raj?

Group- C

5 Marks Question.

1. What are the basic principles of Weberian Bureaucracy?

2. What are the objectives of the Municipal Corporation?
3. What is the difference between the State Public Service Commission and Union
Public Service Commission?
4. Write the importance of Good Governance?
5. What are the basic features of the Public Choice approach?
6. Describe the importance of public administration in modern states.
7. What are the challenges of implementing unity of command? What are the
consequences of violating unity of command?
8. What is decentralization? What are the advantages and disadvantages of
decentralization?
9. What are the advantages and disadvantages of performance budgeting?
10. What are the limitations of Weberian theory?

Group – D

10 Marks Question

1) Write a brief note on the three-tier Panchayat System of West Bengal.

2) What do you mean sustainability of the sustainable government? Point out its component.
3) Write a note on the recruitment of the members of the All India Services. Name any two
central services
4) Describe the definition, nature and scope of public administration?
5) Discuss the role of decentralization in Public Administration?
6) What is the difference between the Marxian bureaucracy and Weberian bureaucracy?

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 2023

1 Marks Question.

1. Which of' the following administrative thinker has defined administration as the organization
and direction of human and material resources to achieve desired ends”?

a) L. D. Whitc
b) J. M. Pfiffncr
c) J. A. Veig
d) H. A. Simon

ii. The history of evolution of the Public Administration is generally divided into

a) Three phases
b) Four phases
c) Five phases
d) Six phases

iii. Henry Fayol's General theory of Administration is applicable at—

a) Policy management level

b) Top management level
c) Middle management level
d) Workshop management level

iv. F. W. Taylor, the founding father of Scientific Management movement propounded the theory
which was conceived to be a scientific methodology of—

a) Careful observation
b) Measurement
c) Generalisation
d) All of these

v. In which of the following are public and private administrations not common?

a) Filing
b) Managerial techniques
c) Scope and complexity
d) Accounting

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Vi. The Union Public Service Commission of India has been established

a) Article 315
b) Article 320
c) Article 325
d) Article 335

vii. The principle of 'span of control' means

a) An employee should receive orders from onc superior only

b) The number of subordinate employees that an administrator can effectively direct
c) The control or supervision of the superior over the subordinate
d) The number of people being controlled

viii. Which of the following is not a function of staff agency?

a) Planning
b) Advising
c) Consultation
d) Achieving goals

ix. Which of the following is not a staff agency in India?

a) Cabinet Secretariat
b) Cabinet Committees
c) Planning Commission
d) Economic Affairs Department

x. In hierarchy, the term 'scalar' means—

a) Step
b) Ladder
c) Position
d) Process

xi. According to Urwick, where the work is of a more simple and routine nature, the span control
varies from-

a) 9 to 12
b) 8 to 12
c) 7 to 9
d) 10 to 12

xii. Delegation of authority by a Sales Manger to his salesman is an example of—

a) Upward delegation
b) Sideward delegation

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 c) Downward delegation
d) None of these

xiii. The founding father of theory of Bureaucracy was:

a) Herman Finer
b) La Palombra
c) Max Weber
d) Albert Lcpawsky

xiv. Which one ol' the t'ollowing is not n merit of' ('enlrtlli'/,ntion?

a) Facilitates Personal Leadership

b) Improves Efficiency
c) Effective Communication
d) Unifonnity in Action

xv. Which of the following statements about the merits of' comparative public administration is not
correct?

a) It has expanded the scope of the research in social sciences

b) It has helped generalization and the process of theory building
c) It has helped analysis of different administrative systems of' the world
d) It has constrained the philosophical horizon of the students and administrators

xvi. Which of the following is not a merit of unit of command?

a) Better relation between superior and sub-ordinates

b) Reduction of duplication of work
c) Speedy decision making
d) Flexibility of action

GROUP-B

2 Marks Question

1. Define Bureaucracy.
2. What is Hierarchy?
3. What is delegation of authority?
4. Define Public Administration
5. What are the various types of Planning?
6. What are the various types of Budgets?
7. What is performance budgeting?
8. What are the main features of the Public Choice Theory?
9. What does Public Choice Theory opposes?
10. What do you mean by Good Governance

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11. What is the composition of the UPSC?
12. What is the tenure of the chair man and members of the UPSC?
13. What is the composition of the SPSC?
14. What is the tenure of the chair man and members of the SPSC
15. What is PM's Fund?
16. Of what Cabinet Secretary is the ex-officio head?

GROUP-C

5 Marks Question.

1. Discuss the nature and scope of' Public Administration.

2. Write the merits and demerits of Hierarchy.

3. Discuss essential characteristics of bureaucracy.

4. Write a note on the unity of command in Public Administration.

5. What do you mean by Span of Control? Discuss its nature.

Ans.

6. Discuss Line and Staff as a popular administrative principle in Public Administration.

Ans.

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7. What is Centralization? Discuss the advantages and disadvantages of Centralization.

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 Ans. Same Question 2023 Group-D Q4.
8. Write a note on Post- Wcberian Vicws.
Ans.

Post-Weberian Development

This topic includes the views which are in negation to the Weberian views and at the same
time, those views have come up with certain alternative ideas. Post-Weberian Development
is not necessarily a single set of view or a single theory or a single theoretical development.
It includes a group of developments which not only has negated the Weberian view but also
came up with the alternative ideas.
Weberian Development refers to certain characters relating to the traditional overview of
administration.
1. Politics-Administration Dichotomy
2. Rigid Hierarchic Structure
3. Top Down Communication
4. Authority by Position
5. Mono-motivational Analysis
6. Mechanistic Orientation

Post-Weberian Views
1. Humanistic View- Humanistic theorists rejected the mechanistic and rigid view of the
administration or management. They argued in favour of a more social-psychological view
of the organization.
2. Public Choice Perspective- They rejected the bureaucracy and said that Weberian
view is monocratic, monopolistic and mono-centric. They emphasized on methodological
individualism and institutional pluralism with overlapping jurisdiction.
3. Critical Theory- This theory is developed by the German School of Thought. It is
otherwise also known as the Frankfurt School of Thought. The principle proponents of this
school of thought are Jurgen Habermas, Clauss Offe etc. This particular theory has been
highly critical of the Weber’s bureaucracy. It rejected weber’s bureaucracy as being rigid,
top-down, means oriented and thereby, based on organizational rationality. For
administration to be efficient, it is required that it should be based on democratization,
humanization, free flow of information, systemic rationality, Thematization etc.
4. The paradigm of Governance-Weberian approach emphasizes on a single actor
paradigm and the importance of government officials, but the paradigm of governance
emphasizes on a multiple-actor approach.
5. Normative Concerns or Discretionist View- This is also referred to as a value-laden
approach. The Weberian developments are primarily instrumental in nature because it
emphasizes on the use of tools and techniques with an emphasis on efficiency and economy.
But, if we take into account developments like NPA or New Public Service Approach or
digital era governance, all these concepts emphasize on a value-laden or welfare oriented

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 approach. New Public Service approach has been developed by theorists like Dehadt and
Denhart. The publicness of the public administration must remain intact. It must not give up
its welfare orientation.
6. Marxist Interpretation of Bureaucracy- It rejected the Weber’s positivist and
universalistic view on Bureaucracy. It emphasized that the bureaucracy is an instrument in
the hands of the haves to protect and promote their interests.
7. Phenomenological Analysis- This can be considered as a part of the humanistic
approach. As an approach, it rejects the Weberian view or administration considering that
under the Weberian administration, every act is considered as a part of the completed act
while every act within the organization is an act in progress. Every act is constructed or
reconstructed through the perception of the individual or individual undertaking the action.

9. Discuss the duties and functions of the UPSC

Ans.
Duties of the Public Service Commission
The Union Public Service Commission of India was constituted by the British Government
during the British rule. The Lee Commission, in 1924 had suggested in its report for the
creation of an unprejudiced and independent Public Service Commission. On the basis of
such suggestions, the Union Public Service Commission was constituted in 1926.
Afterwards, by the Government of India Act of 1935, the Public Service Commission were
created independently for both the state government and central services.
Union Public Service Commission
According to Article 315 of the Indian constitution, there shall be a permanent UPSC
(Union Public Service Commission). This body will conduct exam to appoint candidates to
different posts of Indian Civil Services under the government of India. Article 315 to 323 of
the Indian Constitution deals with the appointment of UPSC members, functions and powers
of UPSC.
Constitutional Provisions
Article Provisions

Article- Public Service Commissions for the Union and for the States.
315
Article- Appointment and term of office of members.
316
Article- Removal and suspension of a member of a Public Service
317 Commission

Article- Power to make regulations as to conditions of service of

318 members and staff of the Commission.

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 Article- Prohibition as to the holding of offices by members of the
319 Commission on ceasing to be such members.

Article- Functions of Public Service Commissions.

320
Article- Power to extend functions of Public Service Commissions
321
Article- Expenses of Public Service Commissions
322
Article- Reports of Public Service Commissions
323
Functions of UPSC
1. The UPSC conducts examination for All-India Services Central Services and Public
Services for different Indian states and Union territory
2. It helps the states in composing and implementing schemes of combined recruitment for any
services requiring special qualifications.
3. The UPSC serves the interests of the State on the demand of the Governor and with the
consent of the President of India.
4. The UPSC shall be consulted in the matters of :
1. Demands for compensation of legal express obtained by a civil servant in defending
proceeding instituted against him.
2. Matters relating to the interim appointments for a period exceeding one year
3. Matters of personnel management etc.
The Union Public Service Commission make suggestions which are advisory in nature. The
recommendations from UPSC are not binding on the government.
Composition of UPSC
The UPSC comprises of a chairman and ten members. The President of India appoints the
UPSC Chairman and other members. Each member holds office for a tenure of 6 years or till
he becomes the age of 65 years.

10.What are the functions of the PMO?

Ans.
Principal functions of the PMO:
1. To deal with all references which under the rules of business have to come to
the PM
2. To help the PM in the discharge of his overall responsibilities as the Chief
Executive like liaison with the Union Ministries and the State govts on matters
which the PM may be interested.
3. To help the PM in the discharge of his responsibilities as the Chairman of
Planning Commission.
4. To deal with Public relations side of the PMO.
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 5. To provide PM assistance in the examination of cases submitted to him for an
order under prescribed rules

It is obvious that if the PMO is a part of the government then it needs to have some function. There
are various functions of the PMO and some of the important ones are listed below

 Since the prime minister is the chief executive in the government he needs to work in a
proper way and direction. The task of the PMO is that it helps the PM in order to discharge
his responsibility as the prime minister or chief executive.

 The PMO takes care of and deals with all the references that come under the guidelines and
rules of business that comes to the PM.

 The prime minister of India is also the chairman of the planning commission and PMO
helps the PM to fulfil all his responsibilities as the chairman of the planning commission.

 PMO also provides assistance to the PM in examining and optimising new cases that are
submitted to him.

 The PMO is also responsible for dealing with the public relations of the PMO.

Conclusion
PMO is an agency for the government that helps the prime minister of India to fulfil all his
responsibility regarding running the governance of India. There are various staff works in the PMO
including immediate staff and support staff and PMO headed by the principal secretary of India in
the administrative sense and his personality defines the status of PMO.

GROUP-D

10 Marks Question

1. Discuss the stages of growth of Public Administration as a separate discipline. Specify Public-
Administration dichotomy. Is there any utility to study Public Administration as a separate
discipline?
Ans.
In 1887, Woodrow Wilson introduced Americans to a new field, public administration, with
an essay titled, “The study of Administration”. Besides, Wilson’s article on administration,
Americans also witnessed “The Reformist Public Service Movement” which planted ideas of
public administration in the practical ground – even in streets, says Nicholas Henry.
The evolution of public administration as a separate discipline can be traced in the following
phases.
1. The Politics/Administration Dichotomy (1887 – 1926)
2. Principles Of Public Administration (1927 – 1937)
3. The Challenge (1938 – 1950)
4. The Crisis Of Identity (1950 – 1970)

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 1. Public Administration As Political Science (1950 -1970)
2. Public Administration As Management (1950 – 1970)
5. Public Administration As Public Administration (1970 – Present)
1. THE POLITICS/ADMINISTRATION DICHOTOMY (1887 – 1926)
Woodrow Wilson led the first stone of a new discipline in 1887 with the ideas of development
of ‘science of administration’ and ‘separation between politics and administration’. However,
Wilson did not draw a clear line between the politics and the administration. It was in 1900,
when Frank J. Goodnow (known as father of American public administration) separated
politics and administration. He wrote in his book, “Politics and Administration” –
“Politics has to do with policies or expressions of the state will,” while “administration has to
do with the execution of these policies.”
“The location of politics is the legislature and the higher echelons of the government where
major policy – decisions would be made and the larger questions of allocation of values
decided upon,” while “the location of administration is the executive arm of government, the
bureaucracy.”
According to scholars of this era, separation between politics and administration was
necessary so that elected holders and appointed public administrators could work together
more effectively as civic leaders. Nevertheless, this idea was overlooked as public
administration sought its identity during this period. In 1926, L. D. White in his book,
“Introduction to the Study of Public Administration” expressed that;
“Partisan politics should not intrude on administration; the mission of public administration
is efficiency; and administration in general is capable of becoming a “value-free” science in
its own right.”
This perspectives provided an intellectual base for the next phase of public administration
which focused on the idea that like principles of science, there were principles of
administration.
2. PRINCIPLES OF PUBLIC ADMINISTRATION (1927 – 1937)
In 1927, W. F. Willoughby wrote in his book, “The principles of Public Administration” that –
“Public administrators would be effective if they learned and applied scientific principles of
administration.”
This suffused the whole management theory into public administration which proved poison
for newly born field, public administration. Mohit Bhattacharya writes – “during this period,
focus of public administration from ‘public’ was replaced almost wholly by ‘efficiency’.”
Advocates of the principles approach believed in:-
1. Universality Of administrative principles which could be applied to all sorts of organization
anywhere regardless of culture, administrative setting, institutional framework, environment,
function, mission etc.
2. Principle approach would promote efficiency and economy in administration.
However, in 1935, Princeton University hosted a national conference where it was found that
public administration could not be established as separate field of study within the
universities.

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3. THE CHALLENGE (1938-1950)
During this phase, both the first and the second phase were challenged. It was objected that-
1. Politics and administration could never be separated clearly because in practice, there is
close nexus between politics and administration. In 1950, a scholar wrote, “A theory of
public administration means in our time a theory of politics also.” And hence, Nicholas
Henry says, “With this declaration, the dichotomy died.”
2. Principles of administration were not something big enough.
Herbert Simon and Robert Dahl were in support of the above two objections. In 1947, Herbert
Simon in his book, “Administrative Behavior” wrote that –
“A fatal defect of the current principles of administration is that for almost every principle
one can find an equally plausible and acceptable contradictory principle.”
In Simon’s conclusion, principles are unscientifically derived and no more than proverbs. He
also rejected separation between politics and administration and argued for ‘logical
positivism’ in the study of policy-making and relation of means and ends. He observed that
decision-making must be derived from the logic and psychology of human choice.
While Robert Dahl in his essay, “The Science of Public Administration” expressed three
problems in the evolution of science of public administration –
1. Exclusion of normative consideration from public administration.
2. Exclusion of the study of human behavior from the science of public administration.
 Exclusion of the varying historical, sociological, economic & other conditioning factors
from the science of public administration.
By 1950s, both the objections were completely rejected by scholars of public administration.
This rejections left public administration without identity, and thus a new phase of evolution
of the discipline of public administration took birth.
4. THE CRISIS OF IDENTITY (1950-1970)
1. PUBLIC ADMINISTRATION AS POLITICAL SCIENCE (1950-1970)
In this phase, public administration was reestablished into the mother discipline, political
science. But there were several issues such as-
1. Absence of comprehensive intellectual framework for public administration as a separate
discipline.
2. And willing of political scientists to engulf public administration into political science.
So observers rightly commented that –“public administration stands in danger of
…senescence, and that lusty young giant of a decade ago, may now ‘evaporate’ as a field.”
During 1960s, the American Political Science Association moved officially to rid itself of
public administration. So, a scholar pointed that political science seems to have less utility in
the education of public administrators. Political science educates for “intellectualized
understanding” of public administration, whereas public administration educates
for “knowledgeable action”.
2.PUBLIC ADMINISTRATION AS MANAGEMENT (1950-1970)
As public administration was struggling for its identity, a few public administrationists began
searching for an alternative. They found it in ‘management’, called either ‘administrative

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 science’ or ‘generic management’ , which holds that sector, culture, institution, mission, so on
and so forth have little consequence to efficient and effective administration, and that “a body
of knowledge” – statistics, economics, accounting, operation research, and organization are
often needed, and exists common to the field of administration. But it is noteworthy that
“management’s focus is exclusively technical, whereas public administration’s focus is both
technical and normative.
Finally, it was becoming increasingly clear to public administrationists that neither political
science nor management addressed their interest, nor could they. With this, a new phase
began.
5. PUBLIC ADMINISTRATION AS PUBLIC ADMINISTRATION (1970-PRESENT)
Public administration as public administration is refers to public administration’s successful
break with political science and management, and its emergence as an autonomous field of
study and practice. So in 1970, public administration declared as an independent discipline
with the birth of National Association of schools of Public Administration (NASPAA).
Finally, according to recent research, pioneering of public administration were right on several
important counts such as – Professional public administration improves governance, public
administrators and politicians work in team to fulfill the public interest, even though elected
politicians and appointed administrators do different things, etc.
Specify Public- Administration dichotomy

The politics-administration dichotomy is a theory that constructs the boundaries of public

administration and asserts the normative relationship between elected officials and administrators
in a democratic society.[1] The phrase politics-administration dichotomy was first found in public
administration literature from the 1940s.[2]
History
Portrait of Woodrow Wilson 1919
Woodrow Wilson is credited with the politics-administration dichotomy via his
theories on public administration in his 1887 essay, "The Study of Administration".
Wilson came up with a theory that politics and administration are inherently different
and should be approached as such.[3] Wilson wrote in his essay in regards to public
administration: “The field of administration is a field of business. It is removed from
the hurry and strife of politics... Administration lies outside the proper sphere of politics.
Administrative questions are not political questions. Although politics sets the tasks for
administration, it should not be suffered to manipulate its offices.”[4] With these words, Wilson
started a debate that has been going on for decades and continues to this day. The politics-
administration dichotomy is an important concept in the field of public administration and shows
no signs of going away because it deals with the policy-maker's role as an administrator and the
balancing act that is the relationship between politics and administration.[5] This essay is considered
to be the first source to be analyzed and studied in the public administration field. [6] Wilson was
primarily influenced by Richard Ely and Herbert Adams who taught at Johns Hopkins
University.[7]

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Is there any utility to study Public Administration as a separate discipline

Yes, studying Public Administration as a separate discipline is highly useful as it provides a

dedicated focus on the theory and practice of government operations, equipping individuals with
the knowledge and skills necessary to effectively manage public programs, implement policies, and
ensure efficient and accountable governance, making it valuable for careers in the public sector and
related fields like policy analysis and non-profit management; it also helps individuals understand
the complexities of bureaucracy and how to navigate it to achieve positive societal impact.
Key reasons why studying Public Administration is beneficial:
 Understanding Government Functioning:
It provides in-depth knowledge about how government agencies operate, including their structures,
decision-making processes, and legal frameworks, allowing for informed policy development and
implementation.
 Developing Management Skills:
Public Administration focuses on administrative techniques like budgeting, personnel management,
program evaluation, and project management, which are crucial for effective public service
delivery.
 Ethical Considerations:
The field emphasizes ethical principles and accountability in government, preparing individuals to
navigate complex situations and make responsible decisions in the public interest.
 Policy Analysis Skills:
Studying Public Administration equips individuals with the ability to analyze policy proposals,
assess their impact, and develop effective strategies to address societal issues.
 Diverse Career Opportunities:
A degree in Public Administration opens doors to various careers within government agencies,
non-profit organizations, international development organizations, consulting firms, and advocacy
groups.

2. Discuss the main role and importance of Union Public Service Commission.
Ans.
Role
Under Article 320 of the Constitution of India, the Commission is, inter-alia, required to be
consulted on all matters relating to recruitment to civil services and posts. The functions of the
Commission under Article 320 of the Constitution are:
1. Conduct examinations for appointment to the services of the Union.
2. Direct recruitment by selection through interviews.
3. Appointment of officers on promotion / deputation / absorption.
4. Framing and amendment of Recruitment Rules for various services and posts under the
Government.
5. Disciplinary cases relating to different Civil Services.

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 6. Advising the Government on any matter referred to the Commission by the President of
India.

Function:-

o It conducts regular examinations for appointments to the union’s services, which comprise
all India services, central services, and union territory public services.

o It aids states in developing and implementing joint recruiting schemes for any services that
require individuals with particular qualifications if two or more states request it.

o On the following topics, it is consulted:

o All concerns related to civil service recruitment and civil post recruitment.

o The rules to be followed in arranging civil service and post appointments, as well as
transfers and promotions from one service to another, as well as the candidates’
suitability for such appointments, transfers, and promotions.

o All disciplinary proceedings involving a person serving in the civil services for the
Government of India, including memorials or petitions pertaining to such matters.

o Any claim for costs incurred by a government officer in defending judicial

proceedings filed against him for acts done or reportedly done while performing his
official duties.

o Any claim for a pension in consideration of injuries sustained while serving in the
Indian government, as well as any dispute over the amount of such an award.

o Any personnel management concern is referred to it by the President of India.

o The Parliament of India can give additional powers to the Union Public Service Commission
over the services of the Union. It can also expand the UPSC’s role by bringing the
recruitment system of any local government, other legal entity, or public institution under its
jurisdiction.

o It submits an annual report to the President of India regarding the functioning of the Union
Public Service Commission. The President then presents the report to both Houses of
Parliament, together with a note outlining the circumstances in which the commission’s
recommendation was not accepted and why it was not accepted.

Importance
Main power of Union Public Service Commission is its advisory power. It can give advises
to the President and the governors of any State of the following affairs:
1. On all matters related with the appointment of the civil services of the governments.

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 2. The evaluation of the standard and efficiencies of the candidates for appointment, promotion
or transfer in all civil posts.
3. On all matters regarding the discipline and punctuality of the employees of All India
Services.
4. Affairs associated with the demands and benefits of employees working under the All India
Civil Services and injured while on duty.
5. Whether the payment or expenditure for any work of an employee of All India Civil
Services will be borne by the consolidated fund of India.
6. Regarding discipline and promptness in government functions of paying compensation to a
government employee if he suffers any problem or financial loss due to the negligence on
the part of the government, matters related with the punishment measures of those
employees who have violated discipline or of all matters related with the interest of the
government employees working under the central government.
The Constitution of India has made the Public Service Commission a simple advisory
institution which is required to give advises to the subject sent to it by the President of India or
by the Governors of the States. But to accept or refuse advises is the absolute discretion of the
respective governments.

3. Discuss briefly the role of "Sabhadipati" in district administration.

Ans.
163A. Zilla Sansad and its constitution. –
(1) Every Zilla Parishad shall have a Zilla Sansad consisting of the following members:-
(a) Pradhans of all Gram Panchayats,
(b) Sabhapatis, Sahakari Sabhapatis and Karmadhyakshas of all Panchayat Samitis comprising
the Zilla Parishad,
(c) and all members of that Zilla Parishad.
(2) A Zilla Parishad shall hold an annual and a half-yearly meeting of such Sansad at such
time and place in such manner, as may be prescribed.
(3) One-tenth of the total number of members shall form a quorum for a meeting of a Zilla
Sansad:
Provided that if no quorum is available for such meeting, the meeting shall be adjourned to be
held at the same time and place on the seventh day from the date of such meeting in the
manner as may be prescribed.
(4) A meeting of the Zilla Sansad shall be presided over by the Sabhadhipati and in his
absence by the Sahakari Sabhadhipati of the Zilla Parishad.
(5) The Zilla Sansad shall guide and advise the Zilla Parishad for all matters relating to
development including preparation of annual plan and budget, implementation of development
programmes, schemes or projects and undertaking such activities for economic development
and for ensuring social justice as are undertaken or proposed to be undertaken by Zilla
Parishad: Provided that for such guidance and advice, any member of the Zilla Sansad on
receipt of the notice for any such meeting, may demand in writing to the Executive Officer for

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placement of any document such as last report on inspection of accounts of the funds of the
Zilla Parishad by the Audit team, budget, Annual Action Plan and on receipt of such demand
the Executive Officer with the consent of the Sabhapati, shall place such documents in the
meeting for deliberation: Provided further that the deliberation, recommendations and
observations passed in the meeting of the Zilla Sansad, shall be considered in the meeting of
Zilla Parishad as soon as possible within one month from the date of meeting of the Zilla
Sansad and the decision of the Zilla Parishadalong with the action-taken report shall be placed
in the next meeting of the Zilla Sansad.
164. Exemption of Sabhadhipati and members of Zilla Parishad from attending registration
office. – Notwithstanding anything contained in the Registration Act, 1908, or any rules made
thereunder, the registering officer shall, on the requisition of the Sabhadhipati made in writing
and under the common seal of the Zilla Parishad, register a document executed by the
Sabhadhipati or a member of the Zilla Parishad on behalf of theZilla Parishad without
requiring the presence of the Sabhadhipati or the member concerned at the registration office.

165. Powers, functions and duties of Sabhadhipati and Sahakari Sabhadhipati. –

(1) The Sabhadhipati shall –
(a) be responsible for the maintenance of the records of the Zilla Parishad;
(b) have general responsibility for the financial and executive administration of the Zilla
Parishad;
(c) exercise administrative supervision and control over all officers and other employees of the
Zilla Parishad and the officers and employees whose services may be placed at the disposal of
the Zilla Parishad by the State Government;
(d) for the transaction of business connected with this Act or for the purpose of making any
order authorised thereby, exercise such powers, perform such functions and discharge such
duties as may be exercised, performed or discharged by the Zilla Parishad under this Act or
the rules made thereunder: Provided that the Sabhadhipati shall not exercise such powers,
perform such functions or discharge such duties as may be required by the rules made under
this Act to be exercised, performed or discharged by the Zilla Parishad at a meeting;
(e) exercise such other powers, perform such other functions and discharge such other duties
as the Zilla Parishad may, by general or special resolution, direct or as the State Government
may, by rules made in this behalf, prescribe.
[Explanation. – For the purpose of discharge of responsibilities and exercise of administrative
supervision and control, the Sabhadhipati shall rely on the Executive Officer referred to in
section 166 and shall generally act through him.]
(2) The Sahakari Sabhadhipati shall –
(a) exercise such of the powers, perform such of the functions and discharge such of the duties
of the Sabhadhipati as the Sabhadhipati may from time to time, subject to rules made in this
behalf by the State Government, delegate to him by order in writing:
Provided that the Sabhadhipati may at any time withdraw the powers and functions delegated
to the Sahakari Sabhadhipati;

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 (b) during the absence of the Sabhadhipati, exercise all the powers, perform all the functions
and discharge all the duties of the Sabhadhipati.
(c) exercise such other powers, perform such other functions and discharge such other duties
as the Zilla Parishad may, by general or special resolution, direct or as the State Government
may, by rules made in this behalf, prescribe.

4. What is Centralization? State the advantages and disadvantages of Centralization.

Ans.
Centralization is an organizational structure that gives the ability of decision-making responsibilities
to higher management. Few selected members are given the authority to create and determine
strategies and goals. It also clarifies the motives and mission of the organization, which must follow
to achieve its goals.

In centralization, the type of organizational structure allows higher management to create the rules
including procedures that are used to communicate with lower-level employees. Lower-level
employees have to obey the rules made by the higher management organization without doubting
the rules and regulations
Advantages and Disadvantages of Centralization
There are numerous advantages and disadvantages of Centralization. Let us learn them in detail
below.

Merits of centralization:
 Centralization has a very important role in providing a disciplined environment in an
organization. The higher level of the management doesn’t only look after taking essential
decisions for the organization, they are also the hearing aid for the employees when they face
problems regarding work. Whenever the employees of middle to lower-level management face
a concern regarding work and need a few changes, they can go to the higher-level management
authorities. Centralization makes the decision-making, problem-solving matters easy as it
helps them to keep them in proper order and all the final decisions are taken by the higher
management authority.
 All the middle to lower-level employees is the workers under higher management authorities.
Whatever works they are given by higher-level management, they keep a check on them
because every lower lever worker is answerable to higher authorities. So, in fear of
supervision, they tend to do their daily duties properly. It is one of the reasons for a better
quality of work with high productivity.
 The higher-level of management has more experience than other people. They tend to have
more business experience and knowledge. They have the idea of how to deal with specific
situations and how to not. With their knowledge based on their experience, they tend to be
better decision-makers for the centralized organization.
 Every organization be it centralized or other, they have a plan or a vision that they want to see
accomplished in the coming years. For the success in the future, it can’t be expected from the
efforts but if they have centralized or higher-level authorities which have power in the hand
for deciding for the company’s good. They can decide on their vision for the future with full
focus. They will make the workers of the company achieve the goals for the company.

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  Whenever more people are involved in the decision-making process, more time will increase
the decision-making process. And it will tend to make it slow because more people shall give
more opinions and views about certain objectives. So, having a centralized organization will
have only the top management for decision-making while the employees will be responsible
for only work, not for decision-making.
 In a centralized organization, the higher authorities are those who started the business. So,
they save the money for hiring any other business experts for the decision they need to make.

Demerits of Centralization:
 The lower-level authorities work under the guidance of their superiors, who are eligible to
take any decisions whenever required.
 They don’t have the exposure to show their skills as they have to follow the rules and orders
by the higher authorities. They feel demotivated while working, as they have no chance of
getting a promotion.
 In a centralized organization, the decision-maker has the power. Employees tend to work
under them according to their rules. In such situations, their work outcome is not creative.
With the controlled nature of the centralized organization, their productivity suffers the most.
 As the worker is constantly working under rules and supervision via higher authorities, they
get the feeling of slaves rather than organization employees. This leads to disloyalty, and they
tend to leave when they receive a better opportunity.
 Employees at lower levels need to depend on the decision made by top management, which
decreases productivity. They tend to waste time on the decision-making processes by the
higher authorities.

5. Define Delegation of Authority. Can it be adopted indiscriminately'? Discuss the hindrances

to Delegation. Why delegation of authority is an important concept administration.
Ans. Definition:-
Delegation of authority simply means assigning tasks or responsibilities to another person
and giving them the right to perform those tasks autonomously.
Delegation of authority is the process of transferring responsibility for a task to another
employee. As a manager, you can typically transfer responsibility to any of your direct team
members. That employee may then decide to delegate some of those responsibilities among
their team members if necessary.
Adopted Indiscriminately
"Adopted indiscriminately" in public administration refers to a situation where a policy,
program, or practice is implemented without careful consideration of its suitability or potential
consequences, essentially meaning it is being adopted without proper evaluation or selectivity,
potentially leading to negative outcomes or inefficiencies within the public sector.
The hindrances to Delegation
In public administration, hindrances to delegation include: fear of losing control, lack of trust
in subordinates, inadequate communication, concerns about quality, perceived lack of
competence in the delegatee, resistance to change, poor performance management systems,
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 and a culture that discourages taking initiative, all of which can prevent effective task
assignment to lower-level employees.
Hindrances to Delegation:
The hindrances to delegation are of two types:
(a) Organizational; and
(b) Personal.
(a) Organizational Hindrances:
(i) Lack of established methods and procedures—delegation is made easier if procedures and
rules are well established;
(ii) Lack of means of coordination and communication;
(iii) Unstable and non-repetitive nature of work—stable and repetitive work affords a greater
degree of delegation;
ADVERTISEMENTS:
(iv) Size and location of an organization—delegation becomes a necessity if organization is
geographically spread.
(v) Lack of properly spelled-out positions in term of duties and authority.
(b) Personal Factors:
Personal factors which cause failure to delegate are many and may be summed up as egotism
to keep power; to remain in limelight and to take credit for everything; fear of disloyalty on
the part of subordinates; lack of confidence in the intelligence and technical competence of the
associates; absence of emotional maturity in the chief; fear of accountability to high-ups, to
the legislature or the people, absence of incentives for additional work-load etc
Hindrances to Delegation
 Though delegation is inevitable principle for all organization, but superiors hesitate to
delegate authority to lower levels due to several hindrances in the process of delegation. The
hindrances broadly can be divided into organizational and personal hindrances.
 Lack of established methods and procedures, lack of coordination and communication,
unstable and non-repetitive nature of work, size and location of an organization, and lack of
clarity in delegation are some of the organizational hindrances.
 Egoism, fear of disloyalty on the part of the subordinates, lack of confidence in the capacity
and competence of the subordinates, lack of emotional maturity on the part of the delegating
authority, lack of knowledge of what and how to delegate, fear of accountability to the higher
authorities are some of the human hindrances for the process of delegation.
 As delegation is a must, the only way to meet these hindrances is to remove the bottlenecks
as far as possible. Pfiffner has described the following techniques to make the delegation
effective:
a) Select subordinates capable of shouldering responsibility.
b) Define such responsibility.
c) Train them to carry it.
d) Establish general policies and disseminate them throughout the organization.
e) Strive towards maximum standardization of both functional and housekeeping procedures.

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 f) Carry on perpetual management planning consisting of job analysis, organization study,
budget planning, work flow study and simplification of system and procedure.
g) Establish external checks which automatically show danger signals.
h) Assure the flow of information up, down and cross the hierarchy
Delegation of authority is an important concept administration
1. Delegation of authority allows more time for managers to concentrate on the tasks that are
of higher importance for the organisation. Also, delegation allows for changing of the routine
work which brings a sense of freedom.
2. When authority is delegated by a superior to a subordinate, the subordinate gets to learn
new work which helps in the growth of the employee and provides an opportunity to develop
new skills that can improve the chances of promotion.
3.When superiors delegate any function to the subordinates, it motivates the subordinates as
they feel trusted and appreciated in the organisation. The direct benefit of this is improvement
in employee morale and productivity.

Effective Management
Delegation provides a breathing space to managers by sharing their workload. As a
result, managers can concentrate on tasks with higher priority. Further, freedom from routine
work allows for exploration of new ideas.
Employee Development
With the help of delegation, we assign new responsibilities to employees. This allows for
them to work on a domain which is different from the monotonous routine work, helping them
to develop new skills and discover hidden talents. Thus, delegation leads to the development
of employees by providing them to expand their area of operation and helping them to grow.
Effectively, it increases their future prospects and breeds future managers.
Motivation of Employees
Through the process of delegation, superiors entrust suitable subordinates with the tasks that
are assigned to them. This not only leads to the development of talent but also has various
psychological benefits. This is because, the faith and trust displayed in the subordinate build
his confidence and self-esteem, which ultimately drives him to work harder.
Facilitation of Growth
As mentioned, delegation provides employees with opportunities to develop and effectively
trains them as better decision makers and managers. This further aids in the process of
expansion of an organisation, as it already has the suitable workforce which is competent
enough.
Management Hierarchy
Delegation establishes the superior-subordinate relationship. Also, it directly relates to the
extent and flow of authority. This is because authority determines who has to report to whom.

6. Write a note on Max Weber's theory of Bureaucracy. Bring out its Criticism.
Ans.

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 Bureaucracy definition:
“Bureaucracy is an organisational structure that is characterised by many rules, standardised
processes, procedures and requirements, number of desks, meticulous division of labour and
responsibility, clear hierarchies and professional, almost impersonal interactions between
employees”.
According to the bureaucratic Max Weber theory, such a structure was indispensable in large
organizations in structurally performing all tasks by a great number of employees.
In addition, in a bureaucratic organisation, selection and promotion only occur on the basis of
technical qualifications.
INTRO
In the classical approach to administration, Weberian model of bureaucracy finds a central place.
Max Weber is the first thinker who has systematically studied the bureaucracy. He has provided a
theoretical framework and basis for understanding bureaucracy. Max Weber’s analysis influenced
many modern writers on bureaucracy. Weber, apart from bureaucracy, wrote on various aspects of
the society ranging from history, religion to legitimacy and domination. Weber was founder of
modern sociology and a greatest scholar among the pioneers of administrative thought. He was one
of the towering thinkers of the twentieth century. The Weberian ideal type bureaucracy continues
to be the dominant paradigm in the public administration.

THEORY OF BUREAUCRACY
Bureaucracy was discussed prior to Weber’s writings.

The invention of word bureaucracy belongs to Vincent de Gourney, a French economist in 1745.
He took the conventional term ‘bureau’ meaning writing-table and office, and added to it the word
derived from the Greek suffix for the ‘rule’, in order to signify bureaucracy as the rule of officials.

It rapidly became a standard and 3 4 accepted term in the conventions of political discourse. (Clegg
and Dunkerley, p.75). By the end of 19th century the term was widely held to have been of German
origin. J.S. Mill, an eminent political scientist included bureaucracy in his series of analysis.

Karl Marx also discussed about bureaucracy at certain places. According to Marx, bureaucracy like
a state itself is an instrument by which the dominant class exercise its domination over the other
social classes.

Hegel conceived the governing bureaucracy of public administration as a bridge between the state
and the civil society. Bureaucracy as an institution existed in China even in the period of 186 B.C,
public offices were in existence and persons for those offices were recruited through competitive
examinations even then.

The above discussion shows that there existed a bureaucracy much earlier to Weberian writings
and also there were attempts to understand the bureaucracy by different writings. But the Weber is
considered to be the first person to attempt at the systematic understanding of the bureaucracy.

MAX WEBER’S BUREAUCRACY: CRITICISM

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The Weberian bureaucracy has attracted criticism from several corners.

The criticism however revolves around the Weberian model, its rationality concept, administrative
efficiency, formalism and the relevance of bureaucracy to the changing circumstances. Some of the
very advantages of the bureaucracy claimed by Weber were turned against his own model.

Robert Merton and other sociologist have questioned the rationality of Weber’s model saying that
it results in certain dysfunctional consequences. Merton says that the structure of the bureaucracy
especially its hierarchy and rules can easily result in consequences which are detrimental to the
attainment of objectives of an organisation.

Merton emphasises that the bureaucracy means inefficiency. Phillip Selznick, pointing to the
division of functions in an organisation shows how sub-units setup goals of their own sometimes
conflicting with the organisation as a whole.

Both Merton and Selznick have shown that the structure of formal organisations described by
Weber is insufficient as a description of how bureaucrats behave clearly brought out this limitation
of Weber’s bureaucracy. Talcott Parsons questioned the internal consistency of Weber’s
bureaucracy.

Weber expected the administrative staff to be technically superior as well as poses the right to give
orders. Parsons thinks that, this itself is not always possible to ensure that the higher-level authority
will be matched by equivalent professional skills.

-----------x-----------

Semester 6" Examination- 2022

Award: LLB (HONS)

Discipline: LAW

Cour5e Type: CC-30

Course Code: BAILBHC601

Course Name: Political Science-VI: Public Administration tirne:4 flours

Full Marks:80

GROUP-A

1 Marks Question.

i. Who coined the acronym POSDC.ORB?

a) Urwick
b) Gulick
c) Farol

28 | P a g e
 d) I.D. White

ii. Who of the following administrative thinkers have defined administration as "the organisation
and direction of human and material resources to achieve desired ends?"

a) J.M- Pfiffner
b) White
c) John A. Vieg
d) H A. Simon

iii. "The State is everywhere: it leaves hardly a gap." This statement explains the concept of:

a) Democratic State
b) federal Sate
c) Welfare State
d) Police State

iv. Woodrow Wilson's name Is not associated With which of the following statements?

a) Founder of the discipline of Public Administration.

b) Originator of politics administration dichotomy.
c) Author of the book 'Introduction to the Study of Public Administration.
d) "It is getting to be harder to run a Constitution thon to frame one.

v. The term "Development Administration" was coined by:

a) Edwavd Weldner
b) Montgomery
c) Goswami
d) F. W. Riggs

vi. Which or the following pairs is not correctly matched?

a) New Public Administration -----Dwight Waldo

b) Development Administration----Edward Weidner
c) Comparative Public Administration — W. Riggs
d) Administrative Development ---- Robert Dahl

vii. The hallmark of public administration is:

a) Consistency of treatment
b) Public responsibility
c) Community service
d) External financial control
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viii. Who of the following has called hierarchy as the scalar process?

a) Mooney
b) Reiley
c) Mooney and Reiley
d) L.D. White

'x. Cabinet Secretariat is a:

a) Line agency
b) Auxiliary Agency
c) Staff Agency
d) Line and Agency

x. Who of the following is called the Father of American Public Administration?

a) Woodrow wilson
b) L.D White
c) Goodnow
d) Willoughby

xi. The name of Max Weber is associated with bureaucracy because:

a) He coined the term bureaucracy.

b) He is the first person who made a systematic study of bureaucracy.
c) He included bureaucracy in the legal rational authority system.
d) His Bureaucratic Model is the most important paradigm in Public Administration.

xii. The Indian Institute of Public Administration was established inr

a) 1957
b) 1958
c) 1954
d) 1959

xiii. Who is regarded as the "Father of All-India Services?'

a) Lord Macaulay.
b) Lord Cornwallis.
c) B. R. Ambedkar.
d) Sardar Patel.

xiv. The functions of UPSC can be extended by:

a) President
b) Prime Minister
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 c) Ministry of Personnel
d) Parliament

xv. The Chairman and members or the UPSC hold office for a term of:

a) Three Years
b) Four Yeats
c) Fixe Years
d) Six Years

xvi. The Office of the District Collector was created in India in:

a) 1771
b) 1772
c) 1774
d) 1777

GROUP-B

2 Marks Question.

1. Who is called the father of Public Administration?

Ans. Woodrow Wilson is widely considered the "Father of Public Administration" due to his
influential essay "The Study of Administration" which laid the foundation for the field as an
academic discipline.

2. Define Bureaucracy.

Ans.

Bureaucracy is a system of organization where laws or regulatory authority are implemented by

civil servants, non-elected officials. Historically, a bureaucracy was a government administration
managed by departments staffed with non-elected officials.

A bureaucracy is a form of work organization. The historical meaning of the term refers to a body
of non-elected government officials, but is nowadays understood as an administrative system used
by corporations and public institutions.

3. What is meant by Unity of Command?

Ans. Under the principles of war, unity of command means that all the forces fall under one
responsible commander. It requires a single commander with the requisite authority to direct all
forces in pursuit of a unified purpose. Simply put, it means one mission, one boss.

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Unity of command is a classic principle of management theory in which each employee only
responds to one supervisor.

4. What is the full form of POSDCORB?

Ans. POSDCORB is an acronym for Planning, Organizing, Staffing, Directing, Coordinating,

Reporting, and Budgeting

It was created in 1937 by members of President Roosevelt's administrative committee, Luther

Gulick and Lyndall Urwick

5. What is meant by Politics Administration Dichotomy'?

Ans. The politics-administration dichotomy is a theory that constructs the boundaries of public
administration and asserts the normative relationship between elected officials and administrators
in a democratic society. The phrase politics-administration dichotomy was first found in public
administration literature from the 1940s.

Woodrow Wilson is credited with the politics-administration dichotomy via his theories on public
administration in his 1887 essay, "The Study of Administration". Wilson came up with a theory
that politics and administration are inherently different and should be approached as such.

6. What is meant by sustainable development?

Ans. "Sustainable development is development that meets the needs of the present, without
compromising the ability of future generations to meet their own needs."

The concept of sustainable development can be interpreted in many different ways, but at its core is
an approach to development that looks to balance different, and often competing, needs against an
awareness of the environmental, social and economic limitations we face as a society

7. Mention two functions of the Union Public Service Commission in India?

Ans.

Functions

Under Article 320 of the Constitution of India, the Commission is, inter-alia, required to be
consulted on all matters relating to recruitment to civil services and posts. The functions of the
Commission under Article 320 of the Constitution are:

1. Conduct examinations for appointment to the services of the Union.

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 2. Direct recruitment by selection through interviews.

3. Appointment of officers on promotion / deputation / absorption.

4. Framing and amendment of Recruitment Rules for various services and posts under the
Government.

5. Disciplinary cases relating to different Civil Services.

6. Advising the Government on any matter referred to the Commission by the President of
India.

8. What is grass root planning?

Ans. Grass roots planning, also known as micro-level planning, is a technique, which helps in
identifying developmental needs of the community people, prioritizing them and formulating
viable projects, so that with limited resources maximum development could be achieved in a
stipulated time period.

9. Mention any two objectives of decentralised planning.

Ans.

The main objectives which a decentralized system of organization seeks to achieve:

 To relieve the burden of work on the chief executive.

 To develop the managerial faculties.

 To motivate the lower level of workers.

 To take quick and appropriate decision at the level which it is really required with a view of
exploiting the opportunity available and

 To reduce the communication work and fill the gap in communication, if any.

10. What do you Incan by RTI?

Ans.

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RTI stands for Right to Information. It's a fundamental right of Indian citizens to request
information from government agencies. The Right to Information Act was passed in 2005.

can I request under RTI

 Inspection of documents, records, or work

 Taking certified copies, extracts, or notes of documents or records

 Taking certified samples of material

 Obtaining information in electronic formats like diskettes, tapes, or video cassettes

11. Mention any functions of 'Prime Minister's Office' In India.

Ans. Principal functions of the PMO:

1. To deal with all references which under the rules of business have to come to the PM

2. To help the PM in the discharge of his overall responsibilities as the Chief Executive like liaison
with the Union Ministries and the State govts on matters which the PM may be interested.

The Prime Minister's Office (PMO) in India has many functions, including:

 Policy: Advising the Prime Minister on policy issues, including defense, international
relations, and administrative reforms

 Appointments: Recommending appointments for the Cabinet Secretariat, State

Administrative Tribunals, and more

 Liaison: Acting as a liaison between the Prime Minister and other government entities,
including ministries and state governments

 Public relations: Handling the Prime Minister's public relations

 Casework: Assisting the Prime Minister in reviewing cases submitted for orders

 Cabinet: Assisting the Prime Minister in chairing Cabinet meetings and making decisions

 Administration: Monitoring special packages for states and submitting reports to the Prime
Minister

 Financial management: Controlling and auditing the country's finances

 Legislation: Analyzing policy and legislation related to political and international issues

 Compliance: Ensuring that government financial system entities comply with the law

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12. What do you understand Mayor-ill-Council?

Ans. A mayor–council government is a system of local government in which a mayor who is

directly elected by the voters acts as chief executive, while a separately elected city council
constitutes the legislative body.

13. Mention two disadvantages of Centralisation.

Ans.

1. Leadership of the bureaucratic type

Centralized management is a dictatorial style of leadership in which employees are expected to

perform according to the directives of top executives. The employees are not able to participate in
the decision-making process and are bound to implement decisions made at a higher level.

The executives won't understand if employees have difficulty implementing decisions. They are
decision-makers, not implementers. This can lead to a decrease in performance as employees are
unable to motivate themselves to implement top-level decisions without input from lower-level
employees.

2. Remote control

Executives in an organization are under immense pressure to make decisions and have little control
over how they implement them. Executives' inability to decentralize decision-making adds to the
workload.

Executives are often unable to monitor the implementation of decisions. This causes employees to
be reluctant. This can lead to executives making decisions that are not well implemented or ignored
by employees.

14. Define training.

Ans. Public Administration, training means conscious efforts made to improve the skills, powers,
and intelligence of an employee and to develop his attitudes and value-system in a desired
direction. In broad and general terms, training is a life long phenomenon.

15. Who is the Chief Executive Officer of Zilla Parishad in W.B.?

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Ans. An officer of the rank of the Deputy Commissioner shall be the Chief Executive Officer of the
Zilla Parishad who shall be appointed by the Government. The Government may, also appoint an
Additional Chief Executive Officer for a Zilla Parishad on such terms and conditions as may be
prescribed.

16. What is Central Secretariat?

Ans. The Central Secretariat occupies a key position in Indian administration. The Secretariat
refers to the conglomeration of various ministries/departments of the central government. The
Secretariat works as a single unit with collective responsibility as in the case of the Council of
Ministers.

The service serves as the backbone of administrative work and provides permanent bureaucracy
and functionary staff in the Union Government ministries, Cabinet Secretariat, Central Secretariat
and other offices of Government of India

GROUP-C

5 Marks Question.

1. What is meant by Managerial View of Public Administration?

Ans.

Managerial View
The managerial view of public administration is that it is the aspect of government which is
exclusively related to the executive branch of government.

This view describes public administration as the practice of government policies in departments
such as the civil servants, their activities rules, procedures, and also others.

This implies that we equate public administration with bureaucracy or civil service.

The managerial perspective emphasises more on management and ignores the policy-making part
of administration.

Managerial View
The managerial view of public administration focuses on managing government organizations
efficiently and effectively to deliver public services. Some key aspects of this view include:

Core Ideas of Managerial View

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  Public administration is the implementation side of government policy and programs. It
involves management techniques to achieve efficiency, economy, and improved
performance.

 The role of administrators is to carry out policies decided by political leaders. Their function
is managerial, not policy-making.

 Effective public administration depends on applying business management principles in

government such as hierarchical structure, division of work, unity of command, etc.

Key Contributors

 Luther Gulick and Lyndall Urwick were major proponents of the managerial view. They
emphasized scientific management principles for government departments.

 Frederick Taylor, Henri Fayol, and other classical management theorists influenced this
view with their focus on efficiency, standardisation, and hierarchical control.

Criticisms of Managerial View

 Critics argue that government cannot be equated to a business and requires balancing diverse
public interests. Strict hierarchy and control procedures may hamper flexibility.

 Managerial techniques over-emphasis ignore the political nature of public administration.

 It emphasises internal management processes rather than external benefits for the citizens.
Fails to deal with sophisticated public policy problems.

Comparison
The two views of the nature of public administration—the integral and the managerial—focus
differently. The integral view looks at the public administration in its totality, considers it
interdisciplinary, and strives to improve the human condition.

The managerial view takes a more specific approach to methods, techniques, and skills in
managing the affairs of government effectively. The two views overlap to some extent. These two
have in common an understanding that the essence of public administration is about policy
implementation and government management. Nonetheless, the integral view highlights the
interrelated character of public administration and other social sciences such as economics, law,
and political science. The managerial view focuses on the how-to and the processes of policy
administration.

Conclusion
For different reasons, it is essential to comprehend the essence and extent of public governance. It
explains clearly the main objectives and core activities of public administration. What nature says

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determines what will be the values and objectives of civil servants’ work and of public
organisations. Two, defining the scope limits the functions and services falling within the purview
of public affairs. This clearly outlines the role of management between public administration,
business administration, and public policy. Thirdly, public administrators evaluate different ideas
on what defines the nature and scope of government, the relationship between government and
society as well as how to reconcile multiple interests among stakeholders. Such reflection helps
improve how public services are provided. Lastly, people in a democracy should be aware of what
public administration does and the way public administration operates. A clear definition of the
nature and scale of public administration is necessary for proper transparency and accountability.

2. Assess the Pivotal role of PMO in Indian Administration?

Ans.

The PMO provides secretarial assistance to the Prime Minister. It is headed by the Principal
Secretary to the Prime Minister.

The PMO includes the anti-corruption unit and the public wing dealing with grievances.

The office houses the Prime Minister and few selected officers of Indian Civil Service who work
with him to manage and coordinate government and his office.

The Prime Minister through his office coordinates with all ministers in the central union cabinet,
minister of independent charges and governors and ministers of state government

The Prime minister’s office can be considered as an agency that helps the prime minister efficiently
perform his role, responsibilities, and functions. Going back to the time, the first post of prime
minister was created just after the independence of India in 1947. A person who is the prime
minister of India can also be considered as the head executive of the government. Where the prime
minister’s office (PMO) can be considered as an extra-constitutional body that means there is no
mention of PMO in constitution of India. For the first time in India, the PMO was considered as
part of the Indian government in 1961 by the allocation of business rules in India. The PMO is
headed by the secretary of the prime minister of India and the secretary has had this responsibility
since 1977. Now we also have the secretary of the prime minister as the principal secretary of the
prime minister.

PMO

The prime minister’s office (PMO) can be considered as an agency that consists of the staff of the
prime minister of India. With the immediate staff, various support staff are available in multiple
levels for reporting to the prime minister. This office is headed by the principal secretary of the
prime minister of India. The main responsibility of the PMO is to provide secretarial assistance to
the prime minister.

Structure of PMO

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The structure of the PMO can easily understand using the below points:

 The PMO is headed by the prime minister in the political sense.

 The PMO is headed by the principal secretary of the prime minister in an administrative
sense.

 There can be one or two additional secretaries of the prime ministers who are part of the
PMO.

 There are 5 joint secretaries of the prime minister who are part of the PMO.

 There can be a number of directors, secretaries and junior secretaries who are part of the
PMO.

We can also think of PMO as the link between a prime minister and the other ministers in the
government.

Functions of the PMO

It is obvious that if the PMO is a part of the government then it needs to have some function. There
are various functions of the PMO and some of the important ones are listed below

 Since the prime minister is the chief executive in the government he needs to work in a
proper way and direction. The task of the PMO is that it helps the PM in order to discharge
his responsibility as the prime minister or chief executive.

 The PMO takes care of and deals with all the references that come under the guidelines and
rules of business that comes to the PM.

 The prime minister of India is also the chairman of the planning commission and PMO
helps the PM to fulfil all his responsibilities as the chairman of the planning commission.

 PMO also provides assistance to the PM in examining and optimising new cases that are
submitted to him.

 The PMO is also responsible for dealing with the public relations of the PMO.

Status of PMO
The status of any office can be defined by the relation between the superior and the junior of the
office similarly the relation between PM and principal secretary can define the status of PMO.
Using the following points we can define the status of the PMO.

 The level of trust that the prime minister has on the principal secretary determines the status
of PMO.

 The weakness of the principal secretary makes the prime minister ask the cabinet for
decisions that make the PMO weak.

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  In a situation where the government is a coalition PMO can be weak in comparison to the
PMO when the government is formed by a majority party.

 Personality of the staff of the PMO plays an important role in determining the status of the
PMO. the staff should be capable of making decisions that are acceptable to the cabinet to
apply to citizens of the country.

Conclusion

PMO is an agency for the government that helps the prime minister of India to fulfil all his
responsibility regarding running the governance of India. There are various staff works in the PMO
including immediate staff and support staff and PMO headed by the principal secretary of India in
the administrative sense and his personality defines the status of PMO.

3. Write a note on Span of Control.

Ans.

Span of Control-Meaning

The concept of span of control stems from the principle that a manager can only effectively
manage a specific number of people due to limits on time, attention, and supervision. Both too
narrow and too wide a span can lead to inefficiencies.

Types of Span of Control

The types of span of control have been stated below.

Narrow Span of Control

In a narrow or small span of control, a manager oversees a limited number of subordinates. This
typically results in a tall organizational structure with multiple layers of management. While this
can provide more direct supervision and control, it may slow decision-making and communication.

Characteristics

o More hierarchical levels.

o Closer supervision.

o Clearer communication channels.

o Slower decision-making.

Advantages
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 o Close supervision and guidance.

o Clearer communication lines.

o Specialized roles and expertise.

Disadvantages

o Slower decision-making.

o Increased managerial workload.

o Potential for organizational rigidity.

Wide Span of Control

In a wide or large span of control, a manager oversees a larger number of subordinates. This often
results in a flatter organizational structure with fewer management layers. While this can promote
faster decision-making and flexibility, it may pose challenges in terms of supervision and
coordination.

Characteristics

o Fewer hierarchical levels.

o Greater autonomy for subordinates.

o Faster decision-making.

o Potentially weaker supervision.

Advantages

o Faster decision-making.

o Efficient use of resources.

o Flexibility and adaptability.

Disadvantages

o Potentially weaker supervision.

o Limited direct guidance.

o Potential for communication challenges.

The appropriate span of control depends on various factors, including the nature of the work, the
level of employee competence, the complexity of tasks, and the organization's culture. There is no
one-size-fits-all approach, and organizations may adopt different spans of control in different parts
of their structure.

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Factors Affecting Span of Control

The factors are stated below.

o Nature of work - More complex work that requires closer guidance and oversight tends to
favor a narrower span of control, while routine or repetitive work allows for a wider span.

o Employee skills and experience - Highly skilled employees and those with more experience
need less supervision and direction, enabling a wider span of control. Simple or less skilled
workers typically require closer monitoring, implying a narrower span.

o Level of technology use - Higher levels of technology adoption, like project management
software and collaboration tools, allow managers to effectively oversee more employees,
enabling a wider span of control.

o Management style - Participative managers who delegate more decision-making authority to

workers tend to have narrower spans of control. Directive managers who provide little
autonomy typically have wider spans.

o Degree of centralization - Decentralized organizations with more delegated authority and

assigned employees typically have wider spans of control as decisions are made lower down.
Centralized organizations favor narrower spans as power is concentrated at higher levels.

o Organizational goals - Spans of control that help the organization accomplish its goals in the
most efficient manner will be favored. This may mean either narrow or wide spans
depending on the situation and what achieves the optimum balance.

o Availability and costs of managers - Alliances typically aim to optimize the number of
managers needed to avoid undue costs. This can push for wider spans of control to minimize
management layers and expenses.

Principle of Span of Control

The principle of span of control has been stated below.

o Managers have limits on the number of subordinates they can effectively oversee. Their
time, energy, and attention are finite resources.

o Both too narrow and too wide a span have penalties. A moderate span balances efficiency,
supervision, and motivation.

o The optimal span varies based on situational factors like the nature of work, employee skills,
management style, and technology use. There is no "one-size-fits-all" span.

o For managers, a right span allows them to share, monitor work, solve problems, and develop
workers.

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 o For employees, an average span ensures they receive enough guidance, feedback, and
support from their manager to perform at their best.

o For organizations, an optimal span of control helps achieve goals in the most efficient and
productive manner. Too narrow spans increase costs, while too wide spans reduce
supervision and morale.

o The span of control influences the design of organizational structures and lines of authority
to maximize performance, job satisfaction, and cost-effectiveness.

o Determining the right span involves considering both managerial capacities and situational
demands to balance team supervision, motivation, and productivity.

Conclusion

The span of control refers to the number of subordinates a manager can successfully lead,
supervise and develop. A moderate span balances management needs with employee and
organizational needs. Determining the optimum span involves considering factors like the work
involved, employee skills and experience, and management style.

4. What are the features of New Public Management (NPM)?

Ans.

Features of New Public Management

Although principals can be identified as features. However, for your convenience, I have
highlighted some of the following features of the new public management from the above
principles.

1. Citizen’s empowerment

2. Decentralization

3. Restructuring of Government organization or sector

4. Goal-Orientation

5. Cost Cutting and facilitates income growth

6. Managerial Support services

7. Secure better service to the citizens

1. Citizen empowerment

Empowerment of citizens is one of the major features of New Public Management. NPM assures
citizens’ freedom of choice. It secures quality services to the citizens. Healthy competition among
the service and product sectors allows citizens to choose their services and products according to
their needs and choices.
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2. Decentralization

NPM focuses on the decentralization of power from rigid, hierarchical bureaucratic to flexible and
dynamic managerial support systems.

3. Restructuring of Government organization or sector

New public management restructures the governmental organization or sectors. The government
divides each of its sectors into smaller units and assigns responsibilities to the private sector
through contracts.

4. Goal-Orientation

Its main purpose is to achieve specific goals. That is why NPM emphasizes outcomes rather than
procedures and rules.

5. Cost Cutting and facilitates income growth

The main purpose of contracting out of governmental sectors is to reduce the cost of the
government and secure the maximum income of the government.

6. Managerial Support services

The main purpose of managerial support services is to secure citizens’ quality service. For this
reason, the best talent from the market is hired by offering handsome salaries, incentives, and other
benefits.NPM always suggests skill-improving training programs for getting maximum outcomes.

7. Secure better service to the citizens

It is already stated that the main purpose of implementing New Public management is to secure
citizens’ quality services.

Conclusion

In conclusion, although the New Public Management was formed in protest of the excessive
power of the bureaucracy, it also involved the limitation of state power and the expansion of the
market system. The effects of liberalization, a market economy, and globalization have been felt by
the developing countries and there have been some changes in the welfare character of the state.

5. What do you mean by financial control over the Panchayatiraj bodies in W B.?

Ans.

1. Introduction

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Panchayats or rural local self governments have ancient origin in India and there was a well
developed system in village panchayats throughout the Indian history. Before the transfer of power
in 1947, the Union Board formed the most practical unit for village administration. Some states
enacted their Gram Panchayat Acts and constituted the gram panchayats at the village level before
Independence.

The West Bengal Panchayat Act, 1957 made on the basis of the recommendations to the
Balwantray Mehta Committee provided for a three-tier structure of Panchayati Raj in the state
(Datta and Pramanick , 1995). The act was subsequently amended in 1973.

At present, the structural frame of Panchayati Raj in West Bengal is a three-tier organisation,
consisting of the Zilla Parishads at the district level, Panchayat Samities at the Block level and
Gram Panchayats at the village level.

2. Methodology

To write this paper, literatures have been reviewed related to the topic; it comprises books, articles
in the leading journals of India and the reports of the various commissions, committees constituted
by the Union and State Government and also The West Bengal Panchayat Act, 1973, Annual
Administrative report published by the Panchayat and Rural Development Department,
Government of West Bengal

3.Composition of Gram Panchayat

West Bengal has a three-tier Panchayati Raj system consisting of Gram Panchayat, Panchayat
Samity and Zilla Parishad. The lowest tier of the Panchayati Raj system is called gram panchayat.
It is democratically elected and representative body. Gram Panchayat has a minimum of 5
members and a maximum of 25 members. Again, every elected members of Panchayat Samity
from a gram panchayat area is also its member.

The new act provides for the composition of ‘gram sabha’ for every electoral units of a gram
panchayat. It consists of all the voters of the electoral unit. The duration of the panchayat is five
years. The Panchayat Samity is the second tier of the system. Every block has a Samity. It consists
of

i) all the Pradhans of gram panchayats,

ii) three directly elected members from every gram panchayat area,

iii) elected members of the Zilla Parishad from the block.

The elected members of the Assembly, Loksava from block a part of it and members of Rajyasava
living in a block become the member of the Samity. Zilla Parishad- it is the apex body of the rural
self-government system in West Bengal. The composition and structure of Zilla Parishad has been
provided in the West Bengal Panchayat Act of 1983, 1984 and 1992.

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4. Functions Of Gram Panchayat
i. In an age of shifting paradigm of development from “top-down” to “bottom -up” recognition
of local level body is foremost agenda of development perspectives.
ii. Panchayati Raj Institutions is a way of projecting that reality through local institutional
framework for progressing towards community-based sustainable development (Mohanty,
2001).
iii. The Panchayats are exerting great influence in the lives of the common people politically,
economically, and socially.
iv. They have taken over planning, administration as well as the implementation of the entire
development activities of the various schemes of both Central Government and State
Government which can be categorized as social, economic and infrastructural in nature.
v. They include civil services, public hygiene, education, electricity, agricultural development,
rural industries, forestry, child care etc.
vi. Infrastructural activities include construction of school building, roads, water transport,
sanitation, cattle sheds, village libraries, communication network etc (Rajaraman, I. 2003).
vii. The financial resources of a Panchayat should correspond to the functions it has to perform
and obligations to fulfil.
viii. If the Panchayats do not raise adequate resources to meet the financial needs of their
exclusive functions from the sources assigned to them, the functions will not be performed
or performed at an unsatisfactory level.
ix. The balance of functions and resources is very much needed as the financial status of
panchayat body is determined with this balancing.
x. But till now, this is not the position, and almost all Panchayats are starving for funds. The
State Government is transferring functions and powers along with funds and personnel.
xi. Panchayats at all tiers have been empowered to approve their own budget and bye-laws.
They have also been empowered to borrow from financial institutions.

Financial Status

The major sources of resources available to the Panchayati Raj Institutions in West Bengal are

(a) taxes assigned by the state government

(b) non-tax revenues

(c) loans

(d) grant-in-aid and contributions.

1. But taxes, rates, and tolls collected by the panchayati raj institutions are highly inadequate
for discharging their responsibilities.
2. The state government, therefore, provides financial support to the panchayati raj institutions
to meet their administrative expenditure on account of establishment cost and for
discharging responsibilities entrusted with those bodies.
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 3. The state government also transfers a share of the state revenue to the panchayat as per their
entitlements determined by the State Finance Commission.
4. The other major sources of fund available to the panchayat bodies are released by the central
government for implementation of various schemes. As per Annual Administrative Reports,
PRD, West Bengal, The first State Finance Commission was constituted in West Bengal on
30th May 1994.
5. The Commission submitted its report on 27th November 1995.
6. The second State Finance Commission was constituted on 14th July 2000 and the third State
Finance commission has been constituted on 22nd February, 2006 and it made its report
available by 28th February, 2007.
7. The State Government has released grants as per recommendation of the State Finance
Commission during the period 2000-01 to 2008-09 depending upon the utilization of fund
received from the respective Panchayati Raj Institutions. Also a portion of the
www.ijird.com March, 2013 INTERNATIONAL JOURNAL OF INNOVATIVE
RESEARCH & DEVELOPMENT entertainment tax and luxury tax collected by the State
Govt. have been devolved to the Panchayats as non plan untied fund during 2000-01 to
2008-09 ( Annual administrative report,1999-2009).

6. Financial Management

 On the next phase, state Govt. should closely watch and monitor for proper utilization of
financial resources under various development programmes and functioning of the panchayati
raj institutions, So, an important factor which needs immediate attention is the management of
panchayati raj institutions finance.
 The panchayati raj institutions are lacking expertise in handling cash and attending to the
financial properties. They do not have skilled personnel to deal with financial matters like
budgeting, accounting etc.
 The budget is considered as a key tool of financial management.
 A budget is a statement of estimated receipts and expenditures prepared prior to a definite
period of time.
 The systematic preparation of budget will enable the panchayati raj institutions to assess their
income and expenditure position.
 The constitution 64th Amendment Bill, 1989 gives discretionary powers to the states for proper
maintaining the accounts of panchayati raj institutions and their audit which is also helpful for
the management of their finance.
 The accounting of panchayati raj institutions should be theoretically and practically consistent
i.e. the practice should be subject to a set of principles.
 Accounts of receipts and expenditure of every panchayati raj institutions should be maintained
for every financial year in such form as may be prescribed.
 The Panchayati Raj Institutions’ revenue from the economic activities is not at all encouraging.
Basically, weak financial management is the cause of not budgeting for assets which generate
income.
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 The Panchayati Raj Institutions should develop economic activities like common land, village
forestry, markets, fishing tank, orchids, ferry, etc. and generate income out of them.
 There is an urgent need for expanding the resource base of panchayats to improve their
financial position.
 This expansion of resources of panchayats should be made through sources of revenue
mobilization.
 The State Act has empowered panchayats since inception to mobilize their own resources.
 As per the annual Administrative Report 2005-06, PRD, West Bengal, special drive for
improving resource mobilization was taken up from the year 2003-04 and own source revenue
of the panchayati raj institutions have started increasing from that period

6. Discuss role of bureaucracy in developing countries.

Ans. Introduction

Public policies play a vital role in developing countries. Public policy acts as the oxygen for
democracy. Public policy and goals are recognised as the two sides of the same coin. They act as
central instruments through which the “fundamental choices” of the political authorities are
executed. They regulate societal behaviour and extract, allocate and distribute resources to
different segments of society within the economy.

They thus play key promotional roles in national socioeconomic development.

Soundly crafted national policies provide feasible channels through which governments
communicate and respond to citizen demands. They enable society to read and interpret the
mindset and priorities of the national leadership.

Role of Bureaucracy in public policy making.

Government by administrators is called the bureaucracy. The bureaucracy is an administrative
organisation consisting of a legal body of non-electing employed officials and organised
hierarchically in departments in accordance with the rules governing the conditions of their service.
Public servants have always had some role in making policy, but that role does appear to be
changing.

The bureaucracy performs the following Role in Public Policy making;

1. The Administrative Role:-

The higher civil servants have a responsibility to advice on policy options. The civil servants
advise the political executives to take decisions that arise within the framework of the existing laws
or policy which otherwise cannot be dealt with by routine procedures.

2. Knowledge and Experience:-

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Selecting civil servants by conducting competitive examinations in order to choose right person for
right job is the main feature of bureaucracy. Civil servants have a nearby total monopoly of the
knowledge which they have derived from educational qualification and direct experience of the
operation of public policies.

3. Permanency:-

It has been rightly said that the minister can come and go but the administrators or civil servants
have their permanency in administrative organisation as compared to the frequent rotation of a
minister.

4. Adopting Rational Approach in Policy making:-

As far as possible the civil servants should adopt a rational approach and use modern management
techiniques.The advocates of policy sciences insist o the need, in the modern world of putting
public policy on rational bases. But it must be kept in mind that for certain policies, considerations
of cost and benefit or the rational approach do not have any relevance. Therefore public
Administrators should recognise the political nature of policy making.

5. Relationship between civil servant and politician:-

Political executives expect to be kept informed of what is happening in their department. Also they
expect civil servants to implement to implement decisions with which they disagree.

the Bureaucracy in Policy Making in Developing Countries:-

(i) Civil Servants have grave difficulties in handling the changing interfaces between Government
and citizens.

(ii) Relationship between senior civil servants and politicians are unsatisfactory, with increasingly
complex issues and challenging conditions requiring professional inputs which the present top
officials are not qualified.

(iii) Changes in science and technology and their far reaching implication for all aspects of society
rise issues which senior civil servants are quite unable to comprehend.

(iv) Rapid shifts in predicaments require more innovativeness which is not sufficiently forthcoming
from top civil servants.

7. Distinguish between delegation and decentralisation.

Ans.Delegation

Delegation of authority means assigning work to subordinates and giving them authority to do it.
Delegation takes place when a superior grants some discretion to a subordinate. The subordinate
must act within the limits prescribed by the superior. Delegation enables managers to distribute the
workload to others. By reducing the workload for routine matters, they can concentrate on more

49 | P a g e
important work. It helps to improve the job satisfaction, motivation and morale of subordinates. It
satisfies their needs for recognition, responsibility and freedom.

Decentralization

Decentralization means the dispersal of authority throughout the organisation. It refers to a

systematic effort to delegate to the lowest levels all authority except which can be exercised at
central points. It is the distribution of authority throughout the organisation. In a decentralised
organisation, the authority of major decisions is vested with the top management and balance
authority is delegated to the middle and lower levels.

Difference between Delegation and Decentralization:

Basis Delegation Decentralization

Meaning Delegation of authority means Decentralization refers to a systematic effort
assigning work to subordinates to delegate to the lowest levels all authority
and giving them authority to do except which can be exercised at central
it. points.
Freedom of As control is in the hands of More freedom is given to subordinates to
action superior, less freedom is given take decisions.
to subordinates.
Status This process is done as a result This is the result of policy decision of top
of division of work. level.
Scope It has narrow scope as it is It has wide scope as it is extended to the
limited to the superior and his lowest level of management.
subordinate.
Aim It aims to reduce workload of It aims to enhance the role of subordinates
superior. in the organisation.
Nature It is a necessary act because no It is an optional policy decision and is done
individual can perform all tasks at the discretion of top management.
on his own.
Responsibility It is responsibility of every It is the responsibility of top level
manager. management.
Authority The maximum authority is Authority is systematically distributed at
retained at top level. every level.
Decentralization is much more than delegation. In delegation, there is a transfer of authority from
one individual to another. But in Decentralization, there is diffusion of authority throughout the
organisation.

8. Differentiate between Line and Staff Agency?

Ans.

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9. Explain in short the Riggsian Model development administration.

Ans. Development Administration:

Contribution of F. W. Riggs Introduction:

Fred W. Riggs was a political scientist and pioneer in the field of ecological dimension of
development administration. He is best known for his works in Comparative Public
Administration, especially his Riggsian model of development administration.

He has greatly contributed to the understanding of administrative performance in developing

countries in his works 'The Ecology of Administration'(1960) and 'Administration of Developing
Countries; the Theory of Prismatic society'(1964).

While presenting the concept of ecological model, Riggs has taken the help of structural-functional
approach.

He considers structures as pattern of behaviour as standard feature of social system.

Functions represent the interrelationships among various structures. Accordingly, Riggs suggested
that behaviour and structures are is an integral and interacting part of the entire society, which has
been termed as ‘ecology’ of administration.

The Riggsian Models of Development Administration:

Riggs has been primarily concerned in understanding the process of transition and social change in
developing societies. He primarily focused on the two sets of theoretical models to explain the
administrative system in the comparative context. His major work, ‘Agraria and Industria towards
a Typology of Comparative Administration (1957), is worth to be mentioned here. Here we will
focus on the traits of both the models separately:

(A) Riggs’ First Models of Development:

1. Agraria-Transitia-Industraia Model:

In the first model Riggs differentiated two types of societies-

(a) societies where agricultural institutions dominated and

(b) societies where industrial institutions were predominant.

i. Agraria Model:

It refers to the society where agriculture dominates the society. Riggs takes China during the time
of the imperial China. In agrarian societies primordial preferences like caste given priority.
Occupational pattern is fixed and carries on for many generations. Administrative structure and

52 | P a g e
their functions were not specified at all. Riggs has identified certain structural features of agrarian
societies. They are:

(a) dominance of ascriptive, particular and diffuse patterns;

(b) Local groups are stable and there is very limited spatial mobility;

(c) The occupational differences are very simple and stable.

ii. Transitia Model:

The ‘transitia’ society represents a transitional stage of society between the agraria and industria. It
bears the features resembling both agrarian and industria society. The transitia society is on the
path to become developed society from a traditional agricultural society. For instance, Riggs stated
the societies of India, Thailand etc.

iii. Industria Model:

This model refers to a developed or industry dominated society. Riggs stated USA as an example
of this kind of society. Following are the important features of an industria society:

(a) Dominance of universalistic and specific achievement norms.

(b) Occupational system is well developed.

(c) The degree of social mobility is higher.

(d) Having an egalitarian class system based on generalized patterns of occupational achievements.

(e) Associations are functionally specific and non-ascriptive in nature.

The above mentioned model may be presented well through the following diagram: Ecological
Model Agraria Transitia Industria Rigg’s Agraria-Transitia-Industria Model

(B) Riggs’ Second Models of Development:

Riggs on the basis of empirical research came out later on with improvised and specified model of
his previous model of development. The second model was developed by him during his stay in
Thailand and Philippines in 1958-59. The model is most commonly known as Prismatic Model as
he derived the word prismatic from the ‘Prism’ of Physics. The whole model was manifested in his

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master work, ‘Administration in Developing Countries: The Theory of Prismatic Society’ in 1964.
Fused-Prismatic-Diffracted Model

2. Fused-Prismatic-Diffracted Model:

Riggs further elaborated his model of development administration into the three ideal polar types-
the fused, diffracted and prismatic. All these models were distinguished by Riggs on the basis of
his structural-functional analysis.

(i) Fused-Model:

A fused society can be compared to the agrarian model. It is a society with a single structure
performs numerous functions. Riggs compared the fused model with the traditional system of
Siamese (present Thailand). Following are the important features of a fused society:

(a) Fused society is heavily dependent on agriculture.

(b) The functional classification or specialization is absent.

(c) Economic system is entirely based on the barter system.

(d) King and officials nominated by the king carry out all administrative, economic and other
activities.

(e) Royal family and special sects dominate.

(f) Ascriptive values dominate the society.

(g) Having many administrative structures that are partly diffracted and partly fused. Page 3 of 5
(ii) Prismatic-Model:

The societies which are neither fused nor diffracted are called by Riggs as Prismatic societies.
Riggs conceptualized ‘prismatic society’ as a mid-point form of transitional society between the
two ideal types, combining the features of both-fused and diffracted. Riggs articulated this
prismatic model based on the metaphor of prism – as the fused white sunlight (which represents the
fusion of several colours) passes through a prism, it becomes diffracted into several separate
colours. Here the fused light signifies the fused structures of traditional society (single structure
performing all necessary functions); the diffracted colours represent the specialized or
differentiated structures of modern society (separate structures or institutions for major functions);
and the situation within the prism (which is a transitional phase between the fused and diffracted
stages) reflects the condition in developing nations, which Riggs began to define as prismatic
societies. The model so called prismatic is characterized by the following:
54 | P a g e
(a) Heterogeneity:

Simultaneous existence of different kinds of system and viewpoints.

For example, rural-urban, Indian Gurukuls-Western education, homoeopathicallopathic etc.

Political and administrative officers enjoy enormous influence. Privileges for select groups may
create problem in administration.

(b) Formalism:

Excessive adherence to prescribed forms. The extent to which discrepancy exists between the
prescriptive and the descriptive, between the formal and effective power and also between
impressions and actual practices. Rules and regulations are prescribed but wide deviations are
observed. Lack of pressure on govt. for programme objective. Weakness of social powers to
influence bureaucratic performance. Constitutional principles which means that there is a gap
between stated principles and actual implementation.

(c) Overlapping:

The extent to which what is described as administrative behaviour is actually determined by non-
administrative criteria. This means that the differentiated structures coexist with undifferentiated
structures of fused type. Modern social structures are created but traditional social structure
continues to dominate. For example, parliamentary Govt. offices exist but behaviour is still largely
governed by family, religion, caste etc.

Sub-System of the Prismatic Model: The Sala Model:

The concepts like heterogeneity, formalism and overlapping are then applied to the sub-systems of
the 'prismatic society' by Riggs. For each sub-system a useful set of concepts is presented, some of
them being new inventions phrased as neologies, for example 'polycommunalism' and 'clects'
(social), 'prices indeterminacy' and bazar-canteen' model (economic), and 'authority-control'
differential (political). The administrative sub-system is extensively elaborated and explained as
the 'sala' model, with its noble mission, its limited effectiveness, its low morale and endemic
corruption.

According to Riggs the prismatic society has its appropriate administrative system and he has
borrowed the Spanish word ’sala’, which has variety of meaning like a government office,
religious conference, a room etc, The word ‘sala’ is used in the East Asian countries more or less
with the same meaning. Riggs combines both the pure (fused) chamber and the (refracted) office
traits while using sala. In the sala model, both administrative rationality and non-administrative
considerations are recognised. Riggs stated that the prismatic sala model enable us to cope with
many problems of transitional societies that slips through the net of established social sciences.

(iii) Diffracted-Model:

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Diffracted societies are different from fused societies. In this model there are several differentiated
structures which perform with a high level of coordination among differentiated structures.
Following are the characteristics of diffracted societies-

(a) It is the polar opposite of the fused society. There is structural differentiation and functional
specialization.

(b) Attainment of values in society.

(c) Economic system is based on market mechanism and the society works as a market society.
Riggs calls such diffracted societies as marketwise societies.

(d) Responsive government.

(e) General consensus among all the people on all basic aspects of social life. Thus, it becomes
obvious from the analysis of different models of Riggs that he strived hard to maintain that an
administrative system operate in the context of its socio-cultural, economic and political
environment. According to him the process of interaction administration and environment is a
continuous one and both influence each other.

Criticism:

Riggs' model of development administration has been criticized by Robert Tillman, Richard
Chapman and Michel Monroe. His concept of development administration has been criticised
mainly on the following grounds:

1. Some critics found Riggs too gloomy. Others attacked the theoretical foundations of his theories,
which were based on the tenets of structural-functionalism that was seriously attacked by critical
social scientists during the 1970s and 1980s.

2. Riggs Fused-Prismatic-Diffracted Model is highly technical in description. Critics pointed out

that mere usage of scientific words does not make administration a science. Prismatic and sala
models are equilibrium model and do not lead to social change. Diffracted society is also not
desirable because it is static and in equilibrium.

3. In the transitional prismatic societies, the bureaucracies are neither diffuse nor narrowly specific,
but are intermediate as to the degree of functional specialization. They do not blend well with the
other institutions within the political system and thus tend to fuel the forces of malintegration.
Prismatic societies thus suffer from a serious lack of balance between the rates of political and
bureaucratic growth.

4. The sala model (administration in prismatic societies) referred by Riggs as basically wasteful
and prodigal exercise. It is associated with institutionalized corruption, nepotism in recruitment and
inefficiency in the application of rules.

5. It has been alleged that Riggsian model of development administration suffers from
overgeneralization, as the so-called ‘developing countries’ are not a homogenous society.
56 | P a g e
CONCLUSION
Despite all these criticism, Riggs stated that there is no denying that he set the table and standard
for Comparative Public Administration and got to the root of the failure of Americanized and
Europeanized Public Administration practices failing in developing countries through his important
paradigm called ‘the ecological approach to Public Administration’. Fred W. Riggs’ ‘The Ecology
of Public Administration’ (1961) and Administration in Developing Countries (1964), Riggs’
position and reputation in the field of comparative public administration has been peerless. In fact,
Riggs presented the concept of ‘prismatic society’ to explain the unique conditions and the
dynamics of politics and administration in developing countries.

10. How far 74th amendment has strengthened women's position in Municipal Bodies?

Ans. Introduction

We live in the age of democracy. Political participation and representation are the hallmarks of
democracy. Women in India constitute nearly half the population of the country. However their
representation in the various governance and decision making bodies is not up to the mark. Rather
it seems to be poor. In spite of Constitutional guarantee of equal political status, women in India
are unable to exercise their right to participate in political affairs

74th Constitutional Amendment Act was passed in 1993. The 74th Constitutional Amendment Act
introduced reservation for women in Municipal councils and corporations in towns and urban
areas. The seats shall be reserved to the extent of not less than one-third of total number of seats.
This includes seats reserved for women belonging to SC/ST. These reservations will apply for
direct elections only. This reservation is implemented through a process of rotation, by identifying
different constituencies as a reserved constituency for each election term.

Background of the 74th Constitutional Amendment Act

1. The Constitution of India has guaranteed equal civil and political rights to both, men and
women. Article 325 and 326 of the constitution guarantee political equality- equal right to
participate in political activities and right to vote respectively.
2. While the right to vote is exercised and enjoyed by large number of women, the right to
participate, especially in the national and state level politics, is still a distant dream.
3. In 1972, the Government of India constituted a committee on status of women to examine
the multifaceted problems faced by women of India at every stage of their life cycles.
4. This was the first comprehensive gender audit of the constitutional guarantees in the context
of unfolding issues facing women in India such as poverty and deprivation, participation in
workforce, political governance and decision making processes, access to justice, personal
laws, sex ratios, lack of social security and existing legal framework.
5. The report of the committee titled 'Towards Equality' was published in 1974.
6. The question of women's reservation as a remedy to under representation came up.
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 7. The idea of reservation though not accepted was discussed for the first time.
8. The Department of Women and Child Development was set up in the year 1985 as a part of
the Ministry of Human Resource Development to give the much needed impetus to the
holistic development of women and children.
9. With effect from 30.01.2006, the Department has been upgraded to a Ministry. In the year
1988, The National Perspective Plan (NPP) for Women was drawn up which provided a plan
for action for the period 1988-2000. The fmal version of the Government's NPP
recommended reservation for women in panchayats and municipalities, to be filled by
elections.
10.Thus The NPP reiterated the need to reserve 30 per cent seats for women in all decision-
making bodies.
11.The National Commission for Women was set up in 1992 to look into cases of
discrimination against women. The Janata Party Government in Karnataka in 1991 passed a
Bill to implement 25 per cent reservation for women in local elections.
12.This spurred a national debate on the issue of reservation for women in several other states.
For example, Sharad Pawar announced 30 per cent of seats in Municipal Corporations and
the Panchayat Raj Institutions to be reserved for women in Maharashtra.
13.The Government of India noting the low participation of women in politics; acknowledging
the recommendations of the Committee for Status of Women Report, 1974; and drawing
from the pioneering experience of Karnataka which provided reservation for women in the
three tier Panchayati Raj system (institutions of local selfgovernance) in 1983; adopted an
affirmative action for providing reservation for women in these institutions in the year 1993.
14.With these Constitutional Amendments, over three million women are now actively
participating in shaping the policies and programs of the country, though only at the local
levels of governance.
15.Concept of Empowerment Empowerment of women would mean equipping women to be
fmancially independent, self-reliant, have positive attitude to enable them to face any tough
situation and they should be able to participate in developmental activities.
16.John Show International JSI express empowerment in a behavioural sense as the ability to
take effective decision encompassing inner state (sense of self, of one's autonomy, self-
confidence, openness to new ideas, belief in one's own potential to act effectively) and a
person's position and efficiency in social interactions. In short, it is the ability to make and
carry out important decisions affecting one's own life and the lives of others.

GROUP-D

10 Marks Question

1. Discuss the nature and scope of public administration.

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Ans.

Definition of Public Administration

According to L.D. White,

“Public administration consists of all those operations having for their purpose the
fulfillment or enforcement of public policy. On the other hand as per Woodrow Wilson
public administration is a detailed and systematic application of law. One can also say that
public administration is nothing but the policies, practices, rules and regulation etc, in
action.”

Meaning of Public Administration

Public administration is like any other administration which is carried out in public
interest. Before we dwell deeper into understanding public administration it would be beneficial to
try and see how different authors have tried to define what administration is.

Nature of Public Administration

There are two views with regard to the nature of public Administration. They are managerial view
and integral view.

According to managerial view, Public Administration is concerned with the various activities of
the officers of the Government. The officers of the Government by their strict supervision and
control over their subordinates see to it that the policies and laws are properly implemented.
Therefore, according to the managerial view, Public Administration is concerned with the various
activities of the officers of the Government.

According to this view, Public Administration is concerned with the various activities of the entire
officials of the Government. All the officials in the Government from top to bottom are involved in
the implementation of laws and policies. Therefore, according to the integral view, Public
Administration is concerned with all the activities of all the Governmental officials who are
involved in the implementation of laws and policies.

1.4 Scope of Public Administration

There are different views with regard to the scope of Public Administration. Different scholars
have the scope of Public Administration in different ways. But the scope of Public Administration
defined by Luther Gulick is accepted by the majority scholars of Public Administration.

Luther Gulick has defined the scope of Public Administration in a phrase “POSDCORB” which is
made up of initials and indicates the following activities.

‘P’ stands for planning. That is, working out in a broad outline the things to be done and the
methods to be adopted for accomplishing of the purpose in hand.

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‘O’ stands for organizing. That is, building up the structure of authority through which the entire
work to be done, is arranged into well-defined subdivisions and co-operation.

‘S’ stands for staffing. That is, appointment of suitable persons to the various positions in an
organization and the various activities connected with the personnel management.

‘D’ stands for directing. That is, making decisions and issuing orders and instructions for the
guidance of the staff.

‘CO’ stands for co ordination. That is, interrelating the various parts of the work and eliminating of
over a lapping and conflict.

‘R’ stands for reporting. That is, keeping both the superiors and the subordinates informed of what
is going on and arranging for the collection of such information through inspection research and
records.

‘B’ stands for budgeting. It stands for the whole of the public financial administration such as,
preparation of the budget, enactment of the budget, execution of the budget, accounting, auditing
and control over budget.

Nature and Scope of Public Administration

 The quote by Schumpeter calls for a heated debate on its relevance and credence. However,
there is no denying that bureaucracy; since a couple of centuries or so; has been an integral
part of the Government, the State the people and the way they function with each other.
 Public administration is the single most important aspect of bureaucracies across the world;
be it a democratic, socialist or a capitalist state, more so in a socialist state, as all aspects of
the citizen life are influenced and decided by the government.
 There has been considerable shift in the way the public administration was carried out in
ancient and medieval times when the initiatives were nothing more than sporadic
administrative functions like maintaining law and order and collecting revenues with little or
no welfare activities. The people who carried out those activities were selected by the
monarchs and were no better than their personal servants.
 With changing times, the objective of public administration also underwent a change and by
the nineteenth century; an organized approach to public servants and public administration
was adopted. This approach was based on an exhaustive legal framework replacing the
patriarchal and hereditary function with bureaucracy.
 The advent of this new approach to public administration happened due to many reasons.
The foremost being the Industrial revolution. With Industrial Revolution, the Government
forayed into trade and commerce; which was followed by Imperialism, Nationalism and
Internationalism which added on to the widening avenues of Government duties and
responsibilities.

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  The times today are again vastly different from what existed a century ago and once again
the scope of public administration has also undergone a shift, it’s difficult to decide whether
it is paradigm or not. However, the increasing awareness amongst people especially in the
developing countries [for e.g. The Right to Information Act or RTI act in India] and an
acquired knowledge of rights, privileges and laws amongst the people of developed
countries[for e.g. the debates on The Health Care and Education Reconciliation Act of 2010]
have thrown new challenges for the public administrators and policy makers.
 The demand for unified national services, the conflicting interests between the various
economic sections of the society and with global migration and subsequently globalization;
the protection of the interests of the multi-ethnic groups of the society have kept the public
administrators occupied.
 Administration matters so much because it is not enough to make policies and laws on paper.
The interpretation and translation of those policies and laws into actions and carrying them
out is the difficult part. The public administrators therefore have to play an important role in
running the government as machinery. Bureaucracy has often been sneered and ridiculed at
but if the administrative work is stopped, nothing really would be happening.
 In almost all the countries the number of people employed in public administration work is
appalling like in USA the figure roughly stands at 2036000 civilians excluding the
employees of Congress and Federal courts, in England the figure runs into several thousands
and in India the civil services exam itself draws lakhs and lakhs of applicants while the
selection percentage is meager [for e.g the 2006 numbers for selection in the UPSC was
383983 applicants and 474 actually recommended for posts.]
 The various important roles that public administration plays, the most important one are
implementing laws and policies and acting as their adjudicators. It is therefore important that
the reader approaches the study of public administration with an open mind and without
prejudices to appreciate the full nature, role, importance and relevance of the bureaucracy.

Scope of Public Administration in 1960’s

In 1960’s the scope of Public Administration has been expanded to include the following areas in
the study of Public Administration. They are Development Administration, Comparative Public
Administration, Ecology of Public Administration, International Public Administration and Policy
Science or Policy Analysis.

2. Discuss the composition and function of Union Public Service Commission,

Ans.

Composition of UPSC

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The Constitution does not specifically provide or mention the strength of the Union Public Service
Commission. But generally, it consists of nine to eleven members.

1. A chairman who is appointed by the President of India. He holds office for a tenure of six years
until he attains the age of 65 years, whichever is earlier would be considered.

2. The President of India also appoints other members of the commission. But half of the members
of the commission must be those who have been a central government or state government servant
or employee for at least ten years.

3. There is no specific qualification prescribed in the Constitution of India for constituting the
Union Public Service Commission.

4. If the present chairman of the commission is unable to perform his functions or the office of the
chairman is vacant, then the President may appoint any member of the commission as acting
chairman of the commission.

Functions of UPSC
1. The UPSC conducts examination for All-India Services Central Services and Public
Services for different Indian states and Union territory

2. It helps the states in composing and implementing schemes of combined recruitment for any
services requiring special qualifications.

3. The UPSC serves the interests of the State on the demand of the Governor and with the
consent of the President of India.

4. The UPSC shall be consulted in the matters of :

1. Demands for compensation of legal express obtained by a civil servant in defending

proceeding instituted against him.

2. Matters relating to the interim appointments for a period exceeding one year

3. Matters of personnel management etc.

The Union Public Service Commission make suggestions which are advisory in nature. The
recommendations from UPSC are not binding on the government.

Functions

Under Article 320 of the Constitution of India, the Commission is, inter-alia, required to be
consulted on all matters relating to recruitment to civil services and posts. The functions of the
Commission under Article 320 of the Constitution are:

1. Conduct examinations for appointment to the services of the Union.

2. Direct recruitment by selection through interviews.

62 | P a g e
 3. Appointment of officers on promotion / deputation / absorption.

4. Framing and amendment of Recruitment Rules for various services and posts under the
Government.

5. Disciplinary cases relating to different Civil Services.

6. Advising the Government on any matter referred to the Commission by the President of
India

3.Write a note on administrative reform in India.

Ans.

Administrative Reforms In India

Since Independence, there have been about fifty Commissions and Committees at the Union
Government level to look into what can be broadly characterized as administrative reforms. The
First Administrative Reforms Commission set up in January 1966 was asked, in particular, to
consider all aspects relating to the following subjects –

 The machinery of the Government of India and its procedures of work;

 The machinery for planning at all levels;

 Center-state relationship;

 Financial administration;

 Personnel administration;

 Economic administration;

 Administration at the state level;

 District administration;

 Agricultural administration; and

 Problems of redress of citizens grievances

The Commission submitted 20 Reports in all, These 20 Reports contained 537 major
recommendations. Based on the inputs received from various administrative Ministries a report
indicating the implementation position was placed in Parliament in November 1977. A-List of the
recommendations of the first ARC that are relevant to this Report are outlined below:
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 1. Need for specialization: The first ARC recognized the need for specialization as the
functions of Government had become diversified. A method of selection for senior
management posts in functional areas and outside functional areas was laid down.

2. Unified Grading structure: A unified grading structure based on qualifications and the
nature of duties and responsibilities was suggested.

3. Recruitment: On this subject, the ARC recommended:

 A single competitive examination for the Class I services, with the age limit, raised to
26 years.

 Lateral entry to technical posts at senior levels.

 Direct recruitment to Class II services to be discontinued.

 A simple objective type test to be conducted for the recruitment of clerical staff.

 Recruitment to Central Government posts in certain sectors to be made from among

the State Government employees.

4. Recruitment Agencies: A new procedure for the appointment of members of the UPSC and
the State Public Service Commission was suggested. ii. Setting up of Recruitment Boards for
selection of clerical staff was recommended

5. Training: a national policy on Civil Service Training to be devised.

6. Promotions: Detailed guidelines for promotion were outlined.

7. Conduct and Discipline: Reforms in disciplinary inquiry proceedings and the setting up
of Civil Service Tribunals were suggested.

8. Service Conditions: The Commission also gave recommendations on matters related to

overtime allowances, voluntary retirement, exit mechanism, the quantum of pension,
government holidays, incentives and awards to be given on timely completion of projects,
and establishing work norms for various posts that may be reviewed by the Staff Inspection
Unit.

ADMINISTRATIVE REFORMS IN INDIA SINCE INDEPENDENCE

The Context for Reforms

When India became independent in 1947, it faced problems of partition, refugees, migiation,
retirement of a great number of administrative personnel, problem of integration of the princely
States, etc. The new government adopted the ideology of welfare of the people through socio-
economic development, which led to a greater proliferation of tasks and functions. To take up the
welfare programmes and challenges, the administrative machinery, which was inherited from the
colonial regime and rendered weak by erosive circumstances and stressful situations accompanying

64 | P a g e
Indgpndence, had to be revamped and reinforced. Administration, as the instrumept for designing
and implementing all the developmental programmes had to be restructured, reformed and
renewed. Various measures were taken up by the GO1 in administrative reforms. We will discuss
these measures now. ~ecfetariat ~eorganisation Committee, 1947 The Government of India set up
the

Secretariat Reorganisation Committee in 1947,

which was headed by Girija Shankar Bajpai. The Committee enquired into the matters of personnel
shortages, better utilization of the available manpower and improvement of methods of work in the
Central Secretariat.

Shri N. Gopalaswamy Ayyangar Report, 1950

Shri N. Gopalaswamy Ayyangar conducted a comprehensive review of the working of the

machinery of the Central Government, which was presented in his report on 'Reorganisation of the
Machinery of Central Government'.

A.D. Gorwala Committe, 1951

In July 195 1, a Committee. headed by Shri .A.D. Gorwala in its Report on Public Administration
underlined the need for having a clean, eficient and impartial administration.

Paul. H. Appleby Reports, 1953 &I956

In continuation of these efforts, the Government of India invited an American expert, Mr. Paul. H.
Appleby to suggest reforms in Indian administration. Appleby submitted two reports. His first
report namely 'Public Administration in India: Report of a Survey', 1953, dealt with administrative
reorganisation and practices. His second report namely, 'Re-examination of India's Administrative
System with special reference to Administration of Government's Industrial and Commercial
Enterprises', 1956, dealt with matters pertaining to streamlining organisation, work procedures,
recruitment, training in these enterprises. Among the twelve recommendations made, the
Government of India accepted two of his recommendations. First, related to the establishment of a
professional training institute, namely the Indian Institute of Public Administration for promoting
research in public administration. The second related to the setting up of a central office to provide
leadership in respect to organisation, management and procedures. As a result, an Organisation and
Methods (0 & M) Division was set up in March 1954, in the Cabinet Secretariat for improving the
speed and quality of the government business and streamlining its procedures. 0 & M units and
work-study units were set up in the Ministries / Departments. The focus was on improving the
paper work management and methods. A Manual of Oflice Procedure was prepared for all
Ministries and Departments.

Committee on Plan Projects, 1956

In 1956, the Planning Commission set up a 'Committee on Plan Projects' to evolve organisation
norms, work methods and techniques, with a view to achieve economy and efficiency in the
65 | P a g e
implementation of the plan projects. In 1964, a Management and Development Administration
Division was also established as a part of this Committee to promote the use of modem tools of
management. It also undertook studies on problems related to development administration at the
district level.

Committee on Prevention of Corruption, 1962

The Committee was set up under the chairmanship of K Santhanam to study the causes of
corruption, to review the existing set up for checking corruption and to suggest measures for
improvement. The Committee stressed on the need for streamlining the procedures relating to
prevention of corruption and recommended the setting up of Central Vigilance Commission(CVC).

Administrative Reforms Commission (ARC), 1966

The Administrative Reforms Commission was set up in January 1966 under the chairmanship of K
Hanumanthaiya. Its terms of reference was the widest as it covered the entire gamut of public
administration at the Centre as well in the States. The 'Commission submitted 20 reports containing
more than 500 recommendations.

These led to major and minor changes in administration as well as paved the way for further
thinking, which led to more reforms. The major recommendations of the ARC are mentioned
below:

1) It spelt out the tasks for the Department of Administrative Reforms. The Commission suggested
that the Department should concentrate on:

 Undertaking studies on administrative reforms that are of a foundational nature;

 Administrative Reforms Emerging Issues
 Creating 0 & M expertise in the ministries and departments and providing training to the
staff in their 0 & M units in modem managerial techniques; and
 Providing guidance to the 0 & M units in implementing the improvements and reforms.

2) It recommended the reactivating of the 0 &M units in different ministries and departments.

3) It called for setting up of a special cell in the central reforms agency to give effect to the reports
of ARC; and

4) It stated that the central reforms agency should be research based in matters dealing with the
methods of work, staffing pattern and organisational structure.

Kothari Committee, 1976

The Committee on recruitment and selection methods under the chairmanship of Shri Kothari was
set up in 1976 by the UPSC to examine and report on the system of recruhent to All India Services
and Central Group A and B Services. The committee in its report recommended for single
examination for the AIS and Central Group A non-technical services.

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National Police Commission, 1977
The Commission was set up under the chairmanship of Shri Dharam Vira to examine the role and
fbnctions of police with special reference to control of crime and maintenance of public order, the
method of magisterial supervision, the system of investigation and prosecution and maintenance of
crime records. The Commission made over five hundred recommendations extending to a wide
area of interest relating to police administration.

Economic Reforms Commission, 1981

The Commission was set up with L K Jha as the chairman. The main fbnctions assigned to the
Commission related to the study of the important areas of economic administration with a view to
suggest reforms. The Commission submitted a number of reports to the Government of India,
which advocated the rationalisation and modemisation of the economic administrative system to
pave way for a new economic order.

Commission on Centre-State Relations, 1983

Mr. R S Sarkaria, was the chairman of this Commission. Its term of reference was to examine and
review the working of the existing arrangements between the union and states with regard to
powers, functions and responsibilities in a11 spheres and make recommendations as to the changes
and measures needed.

National Commission to Review the Working of the Indian Constitution, 2000- 03, und,er the
Chairmanship of Chief Justice (Retd.) Venkatacheliah, was set up to examine the working of the
Indian Constitution.

Fifth Pay Commission, 1997

The Commission was established under the chairmanship of Mr. Ratnavel Pandian. The
Commission, irr effect, became more than a conventional Pay Commission, and went into major
issues of administrative reforms.

P staff, determining the size of tlie ministryldepartment, no file movement beyond three
hierarchical levels for a decision to be taken, injection of the concept of multi,skilling at the Group
D level and abandoning of the centralised planning model.

Conference of Chief Secretaries, 1996

A Conference of Chief secretaries of the state and union territories was organised by the
Department of Administrative Reforms & Public Grievances (AR & PG) on 20Ih November 1996.
The focus of the Conference was on having an accountable, open and citizen-friendly government
and on improving the performance and integrity of the public services. The follow-up actions of
the Conference included:

1) Setting up of an inter-ministerial Working Group on Right to Information and Transparency

headed by Shri H.D. ~hourie;
67 | P a g e
2) Constituting an Expert Group headed by Shri N. Vittal to look into the computerization in
personnel system and public services;

3) Formulation of citizen's charters by all ministries with public interface;

4) Steps to provide timely disposal of departmental enquiries and vigilance proceedings;

5) Developing grievance redressal mach'inery; and

6) Initiating civil service reforms especially including the transfers and promotions in Centre and
States.

Chief Minister's Conference, 1997

In pursuance of the objectives of accountability, transparency, an

res~onsivenessweltoutbvtheConferenceofChiefSecretaries.anationalAdministrative Reforms
Emerging Issues debate was generated on the above-mentioned issues to elicit opinion of the wider
public, which included officials, experts, voluntary agencies, media, academia and the citizens
groups. This debate culminated in an Action Plan for effective and responsive government. The
Action Plan was discussed and adopted in the Conference of Chief Ministers on 24th May 1997, to
be implemented by both the Centre and the State governments.

4.Write a short note on Weberian ideas of Bureaucracy.

Ans.

Max Weber Bureaucracy Theory

Bureaucratic organizations evolved from traditional structures due to the following changes:

 In traditional structures, the leader delegates duties and can change them at any time.
However, over time, this changed and there was a clear specification of jurisdiction areas
along with a distribution of activities as official duties.

 In a bureaucratic organization, the subordinates follow the order of superiors but can appeal
if they feel the need. On the other hand, in traditional structures, the authority was diffused.

 Rules are exhaustive, stable, and employees can learn them easily. Further, the organization
records them in permanent files.

68 | P a g e
  Personal property is separate from the office property. Also, the means of production or
administration belong to the office.

 The selection of officials is based on technical qualification and appointment and not an
election. Further, officials receive a salary as compensation for their work.

 The official is taken in for a trial period and then offered a permanent position with the
organization. This protects him from arbitrary dismissal.

Max Weber’s Bureaucratic Form – 6 Major Principles

Max Weber listed six major principles of the bureaucratic form as follows:

1. A formal hierarchical structure – In a bureaucratic organization, each level controls the

level below it. Also, the level above it controls it. A formal hierarchy is the basis of central
planning and centralized decision-making.

2. Rules-based Management – The organization uses rules to exert control. Therefore, the
lower levels seamlessly execute the decisions made at higher levels.

3. Functional Specialty organization – Specialists do the work. Also, the organization divides
employees into units based on the type of work they do or the skills they possess.

4. Up-focused or In-focused Mission – If the mission of the organization is to serve the

stockholders, board, or any other agency that empowered it, then it is up-focused. On the
other hand, if the mission is to serve the organization itself and those within it (like
generating profits, etc.), then it is in-focused.

5. Impersonal – Bureaucratic organizations treat all employees equally. They also treat all
customers equally and do not allow individual differences to influence them.

6. Employment-based on Technical Qualifications – Selection as well as the promotion of

employees is based on technical qualifications and skills.

While these rules have received criticisms from many corners, the bureaucratic form of the
organization continues to live on.

INTRO
When it comes to the classical approach to administration, Weber’s bureaucratic model has

a defined place. Max Weber comes as the first person who has systematically studied the
fundamentals of bureaucracy. Not only bureaucracy, but he has also studied domination, religion,
legitimacy, and history. With a great dominance in public administration, it is important to study
Weber’s bureaucratic model.

Let us go through all about the Weber bureaucratic model and understand the details of the Max
Weber bureaucratic model. We’ll cover all the main characteristics of the bureaucratic model to
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help our students understand all about this model. Let us start with a quick definition of the Weber
bureaucratic model.

Weber’s bureaucratic model

Max Weber was born in western Germany and studied law in Heidelberg. He has received multiple
qualifications and has given multiple writings like Weber’s bureaucratic model, The Theory of
Economic and Social Organization, General Economic History, Protestant Ethic and Spirit of
Capitalism, etc. His bureaucratic model was one of the main major developments in organizational
theory. It brought efficiency to the bureaucracy.

According to the Weber bureaucratic model, bureaucracy is an organization that is highly

formalized, impersonal, and organized. It states that bureaucratic organizations have evolved from
the traditional structures due to different changes. The leader’s rules and regulations from the
traditional structure switched to the clearly defined set of rules and regulations, which are for
higher and lower levels in the company. The traditional organizations lacked authority, while the
bureaucratic model has full accountability for the authority.

The permanent archives of the Weber bureaucratic model make it easy for the new and existing
members to understand the detailed rules. Further, there are differences between personal and
professional properties. It hires based on professional qualifications and appointments.

Core Principles of Weber’s bureaucratic model?

When comes the Max Weber bureaucratic model, which has certain core principles, which include:

1. Rules-based management: According to this bureaucracy model, the company uses rules to
exercise control. Hence, the lower levels and the higher levels can work seamlessly without
any issues.

2. The choice between up-focused and in-focused: Any bureaucracy can go for the up-focused
approach or the in-focused approach. The up-focused approach is when the organization
represents the board, other institutions, and stockholders, motivating them. The in-focused
approach is the one in which the goal of the organization is to serve the company and the
internal factors.

3. Employment-oriented professional qualifications: All the selections in the Max Weber

bureaucratic model are based on the skills and technical qualifications only. Hence, no
individual differences can affect this model.

4. Impersonal treatment: All the members of the bureaucracy are handled based on the
hierarchical relations in the organization. Further, different clients are treated fairly without
any individual differences.

5. Functional specialties: All the work in the bureaucracy is divided into function specialties.
The workers are divided into different groups based on their skills possessed by them.

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 6. Structured hierarchical model: Every higher authority governs the lower authority in the
bureaucracy. The formal hierarchy is maintained by centralized decision-making and central
planning.

Characteristics of the bureaucratic model

The main characteristics of the bureaucratic model include:

1. Any bureaucratic model must have a high level of specialization and division of labour.

2. This model has a formal and impersonal relationship between all the association members.

3. For the selection and promotion in the bureaucratic model, professional credentials are the
base criteria.

4. The bureaucratic or legal authority is granted the relevance.

5. The bureaucratic model must follow continuity theory, objectivity, and rationality.

6. A well-defined command chain must exist.

7. All the rules and regulations of the bureaucratic model are well-defined. Further, the
employee privileges and duties should be indicated. All these rules, regulations, privileges,
and duties range from the bottom to the top of the businesses.

Conclusion

Hence, it is easy to understand all about the Weber bureaucratic model. It is one of the popular
models when it comes to the principles and theories of management. It is easy to understand this
model and go through the key characteristics offered by this model. Further, the Max Weber
bureaucratic model makes it easy for the students to understand all about the bureaucracy.

Max Weber gave this bureaucratic model and defined it as an impersonal, formalized, and highly
structured organization. Not to miss are the top questions related to this model to help solve the
queries of our students without referring to different textbooks or reading materials.

5.Distinguish between government and governance. What are the parameters of good
governance?

Ans.

The parameters of Good Governance

 ‘Governance’ is the process of decision-making and the process by which decisions are
implemented (or not implemented).

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 o Governance can be used in several contexts such as corporate governance,
international governance, national governance and local governance.

 In the 1992 report entitled “Governance and Development”, the World Bank set out its
definition of Good Governance. It defined Good Governance as “the manner in which
power is exercised in the management of a country’s economic and social resources for
development”.

o 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.

o It assures that corruption is minimized, the views of minorities are taken into account
and that the voices of the most vulnerable in society are heard in decision-making.

o It is also responsive to the present and future needs of society.

8 Principles of Good Governance By United Nations

 Participation:

o People should be able to voice their own opinions through legitimate immediate
organizations or representatives.

o This includes men and women, vulnerable sections of society, backward classes,
minorities, etc.

o Participation also implies freedom of association and expression.

 Rule of Law:

o Legal framework should be enforced impartially, especially on human rights laws.

o Without rule of law, politics will follow the principle of matsya nyaya ie law of fish
which means the strong will prevail over the weak.

 Consensus Oriented:

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 o Consensus oriented decision-making ensures that even if everyone does not achieve
what they want to the fullest, a common minimum can be achieved by everyone which
will not be detrimental to anyone.

o It mediates differing interests to meet the broad consensus on the best interests of a
community.

 Equity and Inclusiveness:

o Good governance assures an equitable society.

o People should have opportunities to improve or maintain their well-being.

 Effectiveness and Efficiency:

o Processes and institutions should be able to produce results that meet the needs of
their community.

o Resources of the community should be used effectively for the maximum output.

 Accountability:

o Good governance aims towards betterment of people, and this can not take place
without the government being accountable to the people.

o Governmental institutions, private sectors, and civil society organizations should be

held accountable to the public and institutional stakeholders.

 Transparency:

o Information should be accessible to the public and should be understandable and

monitored.

o It also means free media and access of information to them.

 Responsiveness:

o Institutions and processes should serve all stakeholders in a reasonable period of time.

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6. Discuss the powers and functions of Chief Secretary in W.D.

Ans. Position of Chief Secretary (Power)

1. S/he is not simply first among equal, s/he is, in fact, the chief of the Secretaries.
2. The Chief Secretary’s pre-eminent position is clearly reflected in the varied roles s/he
assumes in the state administrative set-up.
3. State and District Administration 49 The Chief Secretary is the chief advisor to the Chief
Minister and Secretary to the State Cabinet.
4. S/he is the head of the General Administration department whose political head is the Chief
Minister herself/himself.
5. The Chief Secretary is also Head of the Civil Services in the State. S/he is the main channel
of communication between the State Government and the Central and other State
governments.
6. The Chief Secretary is the Chief Spokesman and Public Relations Officer of the State
Government, and is looked upon to provide leadership to the state’s administrative system.
7. The office of the Chief Secretary is an institution unique to the states; it is without a parallel
in the administrative landscape of the entire country.
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 8. The Chief Secretary’s office has, for instance, no parallel in the Central Government. The
work s/he performs in relation to the State Government is, at the Union level, shared by three
high-ranking functionaries of more or less an equal status, i.e., Cabinet Secretary, Home
Secretary and Finance Secretary, This is a vivid reflection on the wide scope of the duties
and powers of the Chief Secretary.
9. Yet another significant reflection on the position of the Chief Secretary’s office is the fact
that it has been excluded from the operation of the tenure system.
10.The Chief Secretary would normally retire as the Chief Secretary or else s/he would, from
this position, move to the Union Government to take up a more important position.
11.In considering the position of the Chief Secretary, another fact needs to be taken note of that
the incumbent of this office is not necessarily the senior most civil servant of the State.
12.This was at any rate the situation till 1973 when, for instance, in Uttar Pradesh, the Chief
Secretary was junior in rank and seniority to the members of the Board of Revenue. Since
1973, however, the office of the Chief Secretary has been standardised; and its incumbent
since then has begun to hold the rank of the Secretary to the Government of India, and
receives emoluments admissible to the latter.

Chief Secretary’s Functions

The principal functions of the Chief Secretary are listed below:

a. S/he is the principal adviser to the Chief Minister in which capacity s/he, inter-alia,
works out the detailed administrative implications of the proposals made by the
Minister and coordinates them into a cohesive plan of action.
b. The Chief Secretary is the Secretary to the Cabinet. S/he prepares the agenda for
Cabinet meetings, arranges them, maintains records of these meetings, ensures follow-
up action on Cabinet decisions, and provides assistance to the Cabinet Committees.
c. The Chief Secretary is the Head of the Civil Services of the State. In that capacity,
s/he decides on the postings and transfers of civil servants.
d. By virtue of the unique position s/he holds as the head of the official machinery and
State Secretariat: Organisation and Functions 50 adviser to the Council of Ministers,
the Chief Secretary is the coordinator-in-chief of the Secretariat departments. S/he
takes steps to secure inter-departmental cooperation and coordination. For this
purpose, s/he convenes and attends a large number of meetings at the Secretariat and
other levels. Meetings serve as a powerful tool of effective coordination and securing
cooperation of different agencies.
e. As the Chief of the secretaries, the Chief Secretary also presides over a large number
of committees and holds membership of many others. Besides, s/he looks after all
matters not falling within the jurisdiction of other Secretaries. In this sense, the Chief
Secretary is a residual legatee.  The Chief Secretary is the Vice-Chairman, by
rotation, of the Zonal Council, of which the particular state is a member.
f. S/he exercises administrative control over the Secretariat buildings, including matters
connected with space allocation. S/he also controls the Central Record Branch, the
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 Secretariat Library, and the conservancy and watch and ward staff. The Chief
Secretary also controls the staff attached to the Ministers.
g. In situations of crisis, the Chief Secretary acts as the nerve centre of the State,
providing lead and guidance to the concerned agencies in order to expedite relief
operations. It would be no exaggeration to say that in times of drought, flood,
communal disturbances, etc., s/he virtually represents the government for all the
functionaries and agencies concerned to provide relief.

Ans.2

The Chief Secretary in West Bengal (W.B.) is the senior-most civil servant in the state
government, acting as the head of the state administration. The officer is an Indian
Administrative Service (IAS) officer and serves as the chief executive of the state secretariat,
working closely with the Chief Minister and the Council of Ministers.

Powers and Functions of the Chief Secretary in West Bengal

1. Chief Coordinator of Administration

 Acts as the principal link between the state government and the various departments.

 Ensures coordination among different departments for smooth governance.

 Supervises the implementation of government policies across departments.

2. Principal Advisor to the Chief Minister & Council of Ministers

 Advises the Chief Minister and Cabinet on administrative matters.

 Helps in policy formulation and provides inputs for decision-making.

 Assists in crisis management and conflict resolution within the administration.

3. Head of the State Civil Services

 Exercises control over bureaucracy and ensures administrative discipline.

 Oversees postings, transfers, and promotions of IAS and other senior officers.

 Plays a key role in recruitment and personnel management in the state civil services.

4. Chief Coordinator of Disaster Management & Law and Order

 Acts as a key functionary during emergencies, natural disasters, and crises.

 Coordinates between police, revenue, and home departments for maintaining law and
order.

 Works with central agencies if required for disaster relief operations.

5. Head of Cabinet Secretariat

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  Organizes and coordinates Cabinet meetings and ensures execution of decisions.

 Prepares and circulates the agenda and minutes of cabinet meetings.

 Ensures inter-departmental coordination for policy execution.

6. Link Between State and Central Government

 Acts as the main point of contact between the state government and the Centre.

 Coordinates for central aid, grants, and implementation of national schemes.

 Represents the state government in central meetings and inter-state conferences.

7. Administrative Head of the Secretariat

 Supervises the functioning of all secretariat departments.

 Ensures smooth execution of budgetary plans and policies.

 Monitors administrative efficiency and evaluates departmental performance.

8. Crisis Management & Special Assignments

 Handles sensitive and confidential matters for the government.

 Plays a role in handling political conflicts, strikes, and social unrest.

 Oversees special initiatives like state reforms and digital governance.

9. Financial Supervision & Budget Implementation

 Works closely with the Finance Department to monitor expenditures.

 Ensures proper allocation and utilization of state funds.

 Coordinates financial matters related to central schemes and foreign investments.

Conclusion

The Chief Secretary of West Bengal is the backbone of state administration, ensuring smooth
governance, policy implementation, and coordination between different stakeholders. As the most
senior bureaucrat, the Chief Secretary plays a crucial role in maintaining administrative
stability and governance efficiency in the state.

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