r-
MI
OR
VI -'.
PUBLIC ·ADMINISTRATION '-~. -v
Administrative P A P E R - I (Unit~II)
Dr.
o.P.
Minocba
Profes Professor sor of Public Public Admini Administr strati ation on
Fro
Direct Director' or'
Desk
Dear studen students ts Paper-I (Unit-II).
wo read readin ings gs of he enti entire re mate materi rial al
supp supple leme me te
equi equi ed Yo ar also also
pr nted nted oo lets lets
ex lain lain th deta detail il
the topic. topic.
Regards, HR1S HR1SHI HIKE KESH SH B. KULK KULKAR ARNI NI
D i e ct ct o
K A IZ IZ E R E D UC U C A TI TI O
18/4 18/4 I" Agra Agrawa wa
9PP.
GROUP
r. a jc jc n ag r. Swee Sweers rs Ne Delh Delhi· i·60 60
Bran Branch ch Offi Office ce 703. 2M floo floor, r, Abov Abov Bi Appl Apple, e, Opp. Ban r: er ar el -0
of Mahar Maharas asht htra, ra,
E-mail:
[email protected].
Ph.: Ph.: +91+91-99 9999 9991 9105 0531 31
01l01l-46 4610 1026 2620 20
INDEX dmin dminis istr trat ativ iv
houg hought ht
Pape Paperr- (Uni (Unitt-II II RNo.
1.
me
"")
ci Ma Movement
-,
F.W Taylor Taylor
en
,)
H. Fayol
5.
Bure Bureau aucr crac acti ti
heor heor
6. 7.
8.
12
Ches Cheste te
Barn Barnar ar
9,
15
10.
me (R Likert, C. Argyris, D. McGregor)
Import Important ant Questi Questions ons
19
KA
DU
O N G RO RO U
Pu li Admi Admi
Pape Paperr-
Un t-
Theor es of
d m in i n is i s tr tr a o n
I.
impact w a complexity ma me
D em em a
me mb
W e b e r , "rul "rul of men" men" e x e d wa
nd he
-0
a dv dv oc oc a e d
e f c ie ie nc nc y
wa
h e c on on ccee rn rn ,
hi
e su su l e d 01)
c:
'0.
"management
'"::::
revolution"
Re e vo vo lu lu t o n
Ma
u pp pp le le me me n e d
me
h e n du du s
c:
Revolution.
c:
Practitioners,
4.
en
scholars
h eeoo re re t c a
n d e mp mp i c a
A ls ls o p eo eo p l
if fe fe re re n t b a ck ck g ro ro u n d from d if
:r
m an a n ne ne r
U>
vi
efficiency. me elephant.
Administration" .W. organization
w e l s tn tn ic ic tu tu re re d
is
o rg rg an an iz iz a i o proven
organization.
It-is
Henri
Fayol (NeoWe h eeoo r bu
p p c ab ab l mo
Me p re re co co nc nc e v e
e le le v n t
Bu a rg rg e o rg rg an an i
p ub ub l
o rg rg an an i
on on
:;
m e h od od s
.Q
wa
'i
~~
2/ Publi Publi Admini Administr strati ation on Refu Refuge ge prob proble le
afte afte Worl Worl Wa
move moveme ment nt star starte te in 1926 1926 Welf Welfar ar
\)"nil":'1!1!_1,
stat stat
move moveme ment nt
and
Inf~)rlll.ilhln
. ·;.:llIlllh'::~.," ::p·...Jnath:\.·
'"
t: depe depend nd on huma huma fact factor or ma behi behind nd th mach machin in need need to be give give impo import rtan ance ce
replaced
will, huma huma fact factor or Scho Schola lars rs of Soci Sociol olog og
choo choo
Beha Behavi viou oura ra
Scho School ol of thou though gh
onve onverg rg nc
of truc truc ur
(I)
gave gave
an beha behavi viou our. r. Organization
It
dven dven of ompu ompute ter, r, de isio isio ak ng scho school ol of thou though gh emer emerge ge with with th us of Arti Artifi fici cial al Inte Intell llig igen ence ce then then came came the Thought. It
Stag Stagee-r: r: Smal Smal orga organi niza zati tion on emer emerge ged. d. Prio Prio toTayl toTaylor or
unscie unscienti ntific fic way Stag Stag -2 rg orga organi niza za ions ions em rged rged Syst Syst ma
gene genera ra iz tion tion ba ed on he pr ti al grou ground nd real real ty .g as tudy tudy arni arning ng thro throug ug imul imul io as done done iggs iggs Barn Barnar ar cont contri ribu bute te in it. Lastl Lastl the lM School technologies. Ne
(3)
.;:;
havi haviou ou cann cannot ot xist xist wi hout hout on anot anothe her. r. Th as ooke ooke
~rY~
-.
:>
experiment
havi haviou oura ra
::.J
Ur ick, ick,
(!)
Mana Manage geme ment nt Scho School ol does does no indi indica cate te th prin princi cipl ples es
oone oone
Bureau Bureaucra cracy cy faile faile
ei ey
so
um
el tion tion wa
miser miserabl ably. y.
(Dem (Democ ocra ra se ec ntra ntra ise, ise, De-b De-bur ur ucra ucra iz inte intens nsif ifie ied. d. Bu do to lack lack of coor coordi dina nati tion on an cont contro ro beca became me
giga gigant ntic ic prob proble lem. m.
stud stud of orga organi niza zati tion on an no prin princi cipl ples es Deci Decisi sion on maki making ng tech techno nolo logy gy ethi ethics cs an mora morali lity ty inadmin inadminis istr trat atio io wide wide spre spread ad us of Info Inform rmat atio io orga organi ni tion tion th or es have have foll follow ow dial dial ti proc proces es of hang hang Dial Dial ct path path eans eans th si th nt he is he synt synthe hesi sis, s, hi slow slow be omes omes ne th sis. sis.
psycho psycholog logica ica
Thesis
Tech Techno nolo logy gy (IT) (IT) an
Butover useof Inform Informat ation ion Techno Technolog logy, y, e-gove e-govema mance nce
Bu othe othe prob proble lems ms like like at micr micr
AntithesiS
ca
leve leve unem unempl ploy oyme ment nt digi digita ta divi divide de AIso
proble problems. ms. muss. production production
led
efficiency anag anagem emen ent. t. Scie Scient ntif ific ic Mana Manage geme ment nt star starte te inAmer inAmeric ic stre streng ng he pi lism lism i.e. i.e. cr we lt fo he na on
orga organi niza zati tion on
itrepla itreplace ce
scie scient ntif ific ic mana manage geme ment nt This This is refl reflec ecte te invariou invariou repo report rt st ARC, l i n d 6'h Pa Co miss miss on oc on effi effici cien ency cy in Indi India. a. Fuit Fuiton on Comm Commit itte te (196 (1968) 8) of UK talk talked ed abou abou need need fo scie scient ntif ific ic mana manage geme ment nt InAme InAmeri rica ca Hoov Hoover er
adho adhosi sicm cm by logi logica ca prin princi cipl ples es
th worl worl havi having ng same same mode mode of indu indust stry ry Init Initia iall ll USSR USSR as gain gainst st he heor heor th th or propro- apit apital al et
Management. an geme geme that that en al of Scie Scient ntif ific ic mana manage geme ment nt is taki taking ng plac plac mode mode he on er or ffic fficie ienc nc nc as us of Scie Scient ntif ific ic nage nageme ment nt prin prin iple iple ls in ease eases. s. so th is wide wide us of &M te hniq hnique ues. s.
universal universal in"natur in"nature. e. Appl Applic icat atio io
of Scie Scient ntif ific ic
anag anagem emen en
Worl Worl Wide Wide
F.W.TAYLOR F. ngin ngin
lo in 1884 1884
as bo
in 1 8 5 6 . In 1 8 7 8 e j o
aylo aylo
ontr ontrib ibut utio io
(190 (1903) 3) Th Ar of Cutt Cuttin in Meta Metals ls (190 (1906) 6)
he deve develo lopm pm nt
orke orke
th mana manage ge s. Al hi tell tell
Planning Planning foreman foreman
Th Prin Princi cipl ples es
bout bout
um
acto acto
Executiveforeman
I.
.2
ario arious us prin prin iple iples. s. His etho etho olog olog never never advoca advocated ted gran gran theo theory ry
ci nt fic, fic, he
l5
adhocism.
"Ment "Mental al Revol Revoluti ution on". ". l!
rema remain in to opti optimi mize ze outp output ut Also Also deci decisi sion on shou should ld be base base on rationality so he repl replac aced ed rule rule of thum thumb. b. He advo advoca cate te betw betwee ee th work work
th work worker er ma aris arise. e. Also Also mism mismat atch ch
I.
is thou though gh ha be om coun countr trie ie
ik
(Rai (Railw lway ay ef ic en time time he
ulti ulti le fu ct on
lo is
SA
othe othe
unit unit
&M unit unit of post post offi office ce of
er done done bythe mana manage ge manage managemen men princi principle ple Sinc Sinc 3E's 3E's
chan change ge th enti entire re setu setu by choo choosi sing ng scie scient ntif ific ic prin princi cipl ples es flow, work
ic en
qu ty
co om
th
prin princi cipl ples es wide widely ly ther ther by dilu diluti ting ng th line line betw betwee ee priv privat at publ public ic
moti motion on stud studie ies, s, He gave gave impo import rtan ance ce to stan standa dard rdiz izat atio io Coop Cooper erat atio iona nali lism sm wa focu focuse se
ontr ontrib ibut ut on to th prin prin iple iple
of
ge pa
ent. ent.
dA Comm Commis issi sion on ). Headvoc Headvocat ated ed need need fo scie scient ntif ific ic trai traini ning ng
rath rather er than than indi indivi vidu dual alis ism. m.
outp output ut thro throug ug th us of scie scient ntif ific ic mana manage geme ment nt Init Initia iall ll orga organi niza zati tion on were were base base on unsc unscie ient ntif ific ic prin princi cipl ples es Then Then orga organi niza zati tion on di
no need needed ed dele delega gati tion on "Taylorlsm"
publ public ic orga organi niza zati tion on even even toda today. y.
4 / P u bl bl i A d m in in is i s trtr at at io io n
HENRIFAYOL I.
H en e n r F ay ay o
2.
Why T ay ay lo lo r c a e d
3. 4.
F ay ay o
5. 6.
ma F a h e o fS fS c e n
a s u ni n i ve ve rs rs a s t
8.
P OC O C C C P OS O S D Co Co R A t b u e s o f m an a n ag ag e
9.
M a jo jo r C o nt n t ri ri bu bu titi o
7.
e mp m p lo lo ye ye e
F ay ay o l a s f un u n c titi on on a i s m p or o r ta ta nc n c e o f r ai ai n n g Ac nd ma ge
u nc nc t o n
E a e r s ec ec u
mi
acco accoun unt. t. Ma me
mi
mm
ma
Ma He
d v o ca ca te te d utili utility ty of prin princi cipl ples es a n a dv w e univ univer ersa sally lly appl applic icab able le
mo wh
l ib ib e ra ra l e d u ca ca titi o n
w a n o g iv iv e
important.
Wh France. wa
belonged
to
u pp pp e
p ro ro p of m po p o r n ccee ,
m an a n ag ag eem m en en t
m id id d
c la la s
mo er
VJ
o rg rg an an i
<1
on
me
h ig ig h
ve
er
p lu lu r
wo
.;;
un ke p l
l a
wor
are
a o
d t
" m an an ag ag e " .
to
training,
mp De Taylor a dm dm in i n is is t o w e e ve v e l ( do do w n r od od de de n from above ma o n solvin solvin
de
iz a t io io n Fayollooked t h e o r g a n iz Taylor w a g iv iv in in g
proble problems ms
Gr
Fayol w a b u d in in g u n v e s a p r n c p le le s Fayol critical an theo theore reti tica ca dime dimens nsio io Taylor given practical nn in in g o rg rg an an iz iz a o n dimension o f u nn Fayol mana manage geri rial al tech techni niqu ques es an Taylor e a w i techniques. mp me me
ve
sk
Di
nc on
b e w ee ee n
dm ni
at on
t: Q.
A dm d m in in i
ve
Ta
l!
T ec ec hn h n ic ic a
Ta
:J
sc Ma
wo
T ec ec hn hn i
wr
we
hr nk
At he
ot om
mi
hn ca
ex nd
wn
m) Wh
ma
Toy/or w a m o as experience "Father". wa a b o u t efficiency. H e ha
cien cienti tifi fi
in orie orient ntat atio ion. n. Fayo Fayo "Adam" w h tu a "Cartel". M u tu my
mo
p ok ok e wo
w.
u nn nn in in g
Fayo Fayo
Functi Functi nalis nalis wh
me me
mp mm
ng
k no no w e dg dg e
ma by un ve Ma
es mp
re
It
1.
future. demand
h ou ou se se .
wh
geri geri
Ma ma
mi
It
ma s uupp p l
f or o r ec ec aass titi ng ng .
ou pu ma o rg rg a ng It incl includ udes es Di wo A l o ca c a t o n o f r es es po po ns n s ib ib i t y D e n in in g d u Supervising B u d in in g u th th o y - u bo bo rd rd in in a P ro ro p e s e e c titi o P ro ro p e t ra ra in in in in g P ro ro pe p e r p la la ce ce m en en t
,.
el
on
mi mm
me
mp
c om o m m u n c a i on on .
C re re at at in in g
" co co o d in in a
Th
Division
work/Responsibility
n itit ia ia titi ve ve .
4.
n"
be
p ro ro b e m b e w ee e e n e mp m p lo lo ye ye e Co ol ng de wi mo Gullick administration as P O S D C o R B .
5.
ur
ur
as
or ng
Re
3.
A dm dm i PCX:Cc.
mp
Comparison
POCCC POSDCORB
ue ce
mo
Un
ha mo
wa ec me
on
n ccee ,
V ig ig ou ou r
wi mo mp
S t m in in a
ma mm
me
mn
mo
Mo
It
nc
Un
ma
wi oju
Director
wa u nc n c titi o
wi ma p er e r fo fo rm rm e d
pe k no no w d g J o e x p er er ie ie n c e Th
d e e rm rm in in e
" jo jo b
of
nc on
p ec ec i c a o n
e in in g
ba ca
e .g .g .(.( i
nd d.
f D
~COIl~e~
f F
e . g .(.( 2 ) d u a lili t y of c o m m a n d
0:
towards
DIVI DIVISI SION ONAL AL COMM COMMIS ISSI SION ONER ER
Division of
tl
...
t . i s d iv iv id id e
H e a t h S ec e c re re ta ta r
Na ur of wo d e n eedd . G u c k U r w ic ic k s p ec ec i fifi e s t h g en e n er er i b as as e o f d iv iv is is io io n d ep e p a t me m e n a l z a i on on . Authority
mo
Explanation:
G en e n er er a S pe pe c Re
nd en
rntre Di
mu
be
en
g en en e
mm p ec ec i
ve ct
6.
Un
bu
Di
Th ea ke
of Di ec
oriented. responsibility.
Au or
Co
e.g.(3)
va u th th o
A g ri ri c l tu tu r Secretary
Schemes
ma i s w e lflf ar ar e no cr me
p ro ro ac ac t v e
R u ra ra l S ec e c re re ta ta r
Various
me me
r es es po po ns n s ib ib i i t e sp sp on on s b i we
R e p on on s v e ot mi ou
o r v io io la la t o n o f u ni n i t o f c om o m m an an d
c ov ov e e d
ayoI ayoI
I.
wh ch wi
Criticism:
4.
6.
wa
o f C om om m n d
Ot
5.
og
S ta ta ff ff in in g )
Reporting
Fayol indicated hy s c a h eeaa l h : A pp pp e I. P hy 2. M e n a l a da da pt pt ab ab i i ty ty :
o rm rm s
4.
( O rg rg an an is is in in g ,
mo
h e p r n c p le le s
D i sc sc ip ip lili ne ne : I n e v e r f or o r m a o rg rg an a n iz iz at at io io n t he he r a r c e rtrt ai ai n behaviour our D is n o r m s of behavi i s ccii p n e i s e xp x p ec ec te te d b eh e h av av io io u
we
3.
e tw tw e
d on on e c l c h g in in g h e u ty ty . A dh dh e n g es i s c a l e d d is is c p lili ne ne . D is i s ccii p n e b r n g d ec ec or o r um um .
between
Organising
on
n: Di It n e d s c l
n e d ed ed . T h
ca
on
mm g r c u u re re . sgo
of pu po ni
or en Ce on
vi d eg eg r
6/ Publ Public ic Admi Adminis nistr trati ation on 7.
entr entr
to co ce
ct
ti tral tral ed lt th
ed
ti
iv es ar
Crit Critic icis is
from from grou grou of peop people le favo favour urin in H. Simo Simon. n. Workers Workers Perspect Perspective: ive: Work Worker er were were high highly ly crit critic ical al of ti en th en reco recogn gnit itio io to work worker ers. s. Ther Ther wa no ment mentio io of coll collec ecti tive ve bargaining trad trad unio unio wo ke 's ri ht Work Worker er were were
form formul ulati ation on ruIemaki ruIemaking ng sett settin in obje objecti ctive ve budg budgeti eting ng an in moni monito tori ring ng acti activi viti ties es
8.
9.
came came from from labo labour urs, s, mana manage gers rs also also from from peop people le
orga organi niza zati tion on ever everyo yone ne in th note note shee sheet, t, cont contri ribu bute te in deci deci io ma in ho ar pres presen en in th iera ierarc rchy hy Fayo Fayo su ge te an plan plank. k. Equi Equity ty Deal Dealin in peop people le with with cert certai ai just justic ic stab stabil ilit it of tenu tenure re ensu ensuri ring ng cont contin inui uity ty an remo remove ve inse insecu curi rity ty
agai agains ns capi capita tali lism sm Work Worker er part partic icip ipat atio io in th work work wa igno ignore red. d. Work Worker er beca became me subj subjec ec of eval evalua uati tion on enti cien cienti ti ic scho school ol Marx Marxia ia Pers Perspe pect ctiv ive: e: Th enti wa prim primit itiv iv tool tool to stre streng ngth then en indu indust stri rial al poly polyar arch chy. y. anag anag rs pers perspe pect ct e:
Ma Webe Webe advo advoca cate te perm perman anen ency cy Subo Subord rdin inat atio io of indi indivi vidu dual al inte intere rest st to th gene gene al inte intere rest st ge eral eral prec precon once ceiv ived ed meth method od Mana Manage gers rs were were loos loosin in auto autono nomy my ll mtota mtota in They They argu argued ed mang manger er er even even successful in past past when when It ther ther ie en to iz io ina tt it .;;: ce ci if is conn connec ecti tivi vity ty et ee vari variou ou func functi ti na y. It is ()
C/)
ti
to
ed
ager ager ca
th
UJ
.2
a pp pp l
te
ager ager he
yo o n
Ot er riti ritici cism sm ccor ccordi ding ng to Simo Simo
0...
prin princi ci le
em
ai
li en el it sh ul be crea create te to mini minimi mize ze turn turnov over er
io
ct
ll
:I
co mult mult
on ty ir li
lo akin akin ;g
em in ia it
!)
manag manager er conf confli lict ct il ti te e a p ro ro f
ar cont contra rary ry in natu nature re It
ia ti en ed bu scie scient ntif ific ic mana manage geme ment nt advo advoca cate te "one "one best best prin princi cipl ple" e" the, the, valid validity ity rati ration onali ality ty
ti
in
syst system em
relia reliabi bilit lit
ofpr ofprinc incip iple les. s.
soci social al i.ns i.nsti titu tuti ti?n ?n wher wher in.f in.for orma mal.or l.orga gani niza zati tion on In runn lr runnin in th admi admini nist stra rati tion on Info Inform rmal al
e. tu eo info inform rmal al orga organi niza zati tion on Barn Barnar ar emph emphas asiz ized ed that that auth author orit it
orgamzatron IS huma huma
ende endeav avou our, r,
huma huma effort. ThIS
i)
nth so
eo
eb
ii) this this sd
in
ll
ingem ingem
za
as
ma
ie
Cerar erar
"Scala "Scala
as
Princ Principl iple". e".
ti
le At
10
It
comm commun unic icat atio io l a d m
whic whic al
re ul inunit inunit
of comm comman and. d. It
on pers person on
inon inon
life life
is Scie Scie tifi tifi
anag anagem emen en ha
KA ZE
ubli ubli
E DU D U CA CA T O N G RO U
PR MI
OU
CI
We
ap r- :Unit :Unit-2 -2
urea ureauc ucra rati ti
RVCE
Introduction Ma
dmin dmin
heor heor
me
wa
We
ma
We
mp He pr
uc
n ow ow l
hr
ha be
So
interpersonal me
wr ng
o f W e be be r
ec
he oc
c oonn d o n
executina
o f G e m aann y
has
1894
become
wa
wh
We ou
wh
o rm rm a
na
ni
pr y.
br gs bureaucracy:
Bu
me
ns
dm
I.
Bu
me
3.
R u e s b y o f c ia ia l Publi
B.
mi
o rg rg an an iz iz a o n
Or
mi th century
Ka
r a o na na l
5.
me
A d m i n is is t ra ra t io io n
A dm dm in in i
at on
b y o f c ia ia l mo
6.
pp
ms
It
External Changes
Small Organization
Industrial Revolution
Information Revolution
Good Governance
1(3) R o m a n Empire.
Guardian
China
o th th e p a r
ofth ofth
orld orld
Sh
-+
o f P ow ow e
P ow ow e fk
C a st st e/ e/ Cl Cl as as s B a se se d Bureaucracy
-+ P owow e
he royal
Me
S p oi oi l S y st st e nA
-+ P owow e
he h an an d s o f r ul ul in in g
(5)
(4)
-+
-+ P owow e
P ow ow e
h e h an an d ,d
qualified people
p ow ow e
s oom me ex nt
Grow Growth th of bure bureau aucr crac ac I.
G u ar ar di di a
.'
C aass t c l s s
Me
b ur u r ea ea uc u c ra ra c b as as e
1.
b u e aauu c a c
wh Me
bureaucracy.
2.
concept
I.
Mo
Ma
G u ar ar di di a
b ur u r ea ea uc u c ra ra c
ma
pe
bu
C a e /C /C l s s Wi s hhoo u
e sspp ec ec t
B u e aauu c a ccyy : nd
b e K sh sh a y a
B u e aauu c a c
" Ma M a nu nu s n r
e p e ssee n n g
e xxpp la la in in s
" K n gs gs "
8/ Public Public Admini Administr strati ation on
agai agains ns rese reserv rvat atio ion. n. They They beli believ ev rese reserv rvat atio io hard harden en th bure bureau aucr crac acy, y, froz frozen en th cast cast hier hierar arch chy. y. Th ga betw betwee ee
meri merica ca Unde Unde spoi spoi yste yste he righ righ to sele select ct he admi admini nist stra rato tors rs wa give give to th poli politi tica ca exec execut utiv ives es
de ri cqui cquire re by tr in ng bu ocia ocia usti ustice ce ismor mpor mporta tant nt he ul or he nn Conc Conclu lusi sion on Meri Meri base base sele select ctio io proc proces es ha fail failed ed to brin brin soci social aliz izat atio io of powe power. r. Some Some kind kind of affi affirm rmat ativ iv acti action on or prot protec ecti tive ve disc discri rimi mina nati tion on is need needed ed Prot Protec ecti tive ve
compa1 compa1ibib-lit lit
ha di ni e i
of
sociaJ sociaJly ly isolat isolated. ed.
us o m
a p It ha beco become me ndes ndes ru tibl tibl
or
Hewa Hewart rt
call called ed itas "New "New Desp Despot otis ism. m.
r:
di
of
he po ha bure bure ucra ucracy cy In past past stre streng ng of mil tary tary wa
the societ society. y. th righ righ to sele select ct
If po itic itical al exec execut utiv ives es were were give give
powe powe wa give give to e of of I Do
nd pend penden en
'j
om
he symb symbol ol
ow
utho uthori rity ty (UPS (UPS
ng h,
ef
meri meri base base se ecti ection on ensu ensure re Soci Social al zati zation on
bureaucracy.
.§
ow
tU
: I.
of ua
ur
au
They They ar know knowle ledge dgeab able le cust custod od an of re or They They ar perm perman anen en
1966
vi
hs
3.
cann cannot ot be dest destro roye ye
coup couple le
st repr repr sent sentat ativ iv innatur innatur Shar Shar ng of powe powe shou should ld be done done by ll th ommu ommuni ni es Fo th s:
them. irre irresp spon onsi sive ve
rigi rigid. d. With With good good gove govern rnan ance ce we ar tryi trying ng
sto pe pl
ve
oc
bu
-i st
ut tt
on
bureaucracy. sa tna
om
poli policy cy
s.ad s.adop opte ted. d.
make make th bure bure ucra ucra Rese Reserv rvat atio io
Acco Accord rdin in
he ow he im of rese reserv rvat atio io broa broa
base base
Poli Policy cy deal deal with with
It an instrument
E.N. E.N. Gl dden dden pr fess fessio io lism lism
Connotation I.
po ic worl worldd-
profess.ional. mora morali lity ty wh isdedic isdedicat ated ed to-h to-his is work work He issens issensit itiv ive, e, proa proa tive tive more more fo serv serv ce ra he ha prof profit it
nAm
ul ne de
pr ha
nt
A dm dm i C iv iv i
e rv rv an an t h ou ou l ms
suo-moto b ec ec om om e
a cq cq ua ua in in te te d organization.
2.
4.
Se va ms
ho
mo ms
It includes
ng
i m pa p a rt rt ia ia lili ty ty ,
a no n o ny n y m itit y
neutrality.
5. ar
6.
e ch ch n c a l y
q ua u a lili f e d mu
Mo mp
mp
mu
7.
ndustrial Revolution. ms
Di
on
wo
Hierarchy ma
ma
me
wa
3.
wa
pl
w. mp ma
4.
Rule-orientation
5.
Rationality
6.
we
er
7.
me
Econom omic ic crit criter eria ia n o o c a l c au au se se . Econ
he
Coordination
Impersonality~ Anonymity Merit
8. 9.
mp
at Poli Politi tical cally ly
Neut Neutra ra
ermanency n i
l f
Th Sour Source ce
Basi Basi of Auth Author orit it ..
p ow ow e o be be d e nc nc ee"" . I.
Th
We
ba
We
It IS
ha
selection
Au or
T ay ay l
mp
scientific
ma
me
.!!:!
H e d en en t e d
Traditional
0.
We
e i
Cons Conseq eque uenc nces es of Bure Bureau aucr crat atiz izat atio io
f a
authority:
ms
wh b e e eenn : ms
Ob f c
pe
Au
ve
wh
pi
bureaucracy pl
Sl wl
p ow ow e
wi
hi
wh
mo
rational authority: ma
ms
he mp
me mi We
na
gr ua
mp
me
mp
wh
ma
ma
c a rr rr ie ie r o r ie ie n ta ta t ed ed .
Criticism
goal
displacement.
T he he r
wh
me ns
mo Weber.
Me
Features of bureaucracy
"dysfunctionulism".
I.
nt
ma
mpl
wo
we
d e n ed ed ,
ve
bu
of wo
Al
mo
he go mp
c om om e
pr
ne
Th
ms om
m ppoo r n t
Pete Pete Blau Blau a lk lk s a bo bo u
pl om
br ng om
d y u nc nc t o na na l
m p e o na na l
Barn Barnar ard, d, Phil Philip ip
E sp sp i t -d -d ee- co co rp rp ,
ur
oo di
n fo fo rm rm a
h e o rg rg an an iz iz a o n
responsibility.
o rg rg an an iz iz a o n
nd
c on on s a n
ma
Du
mp nc
wi
informal o rg rg an an iz iz a o n ha
om
w a m aadd e
b u e au au c a c
c on on t a d c titi o
pu po
Seltnlck;
o f w o rk rk .
dh
ke
m oom m eenn t
c a e r m ak ak e is
we
3.
of nc
o pe pe ra ra t o n w he he r
nd p ro ro c
de
Al
from m a
i s d ev e v ia ia titi o
ma Po
ca Sc en
Ca
F re re d c k
P u bl bl i
A d m in in is is tr tr at at io io n
pshycophants.
mo
e ve ve n p r v a z e
I.
businessmen
H. W e u nc nc t Al
on
nd
va ou
ap al m.
C on on ce ce r o r p eo eo p "Catholics". Hi mp pp
Ac
ci we wa mi wa mi
uc ue We
Th
ns um nt
a cchh i v e e f
e nc nc y
w a s q ue u e sstt io io ne ne d m pa pa c
of xt na
or es
ab
ke
oc
y,
ul ur
pa ma
Ne me
u c u ra ra l
m e g en en c
ma
pr
(5 t ow ow ar ar d
mm
u re re au au c a c n o W e be be r a n
at n.
ma wa
:G
ecology
o f i ne ne ff ff ic ic ie ie nc nc y
v.A.
de en
mo
Wh c au au s
y,
Under
.f on
c ha ha l n ge ge s We
m.
th
N .N .N .
Post Post We Webe beri rian an Deve Develo lopm pmen en
c on on s a in in t
we
ma
mi
We
wh
mo
o c e ty ty . we
wo pe
c iv iv i
.2 m e
We er
ut
me
po
c om om m it i t te te d
mu
po we
b ur u r ea ea uc uc ra ra cy cy .
mo
Cornrn i tttt e d b u re re a u cr cr a c
mm me
committed
e ha ha v o u
reasons
I.
L ac ac k o f a r o f o v er er la la p p in in g
2.
Ru
of
e, wo
n t p re re t
an
a t n sh sh ip ip . m od od i
e ssee nc nc e
ma me
mi
d. It
We
Marx Marxia ia
mo
NP b u e au au c a cy cy . n cu cu lc lc a govt.
view view on bure bureau aucr crac ac Ka
m an a n ag ag e a l ma
Na
d om om in i n an an t
xp oi we
wi
changes.
me
ma ur he
skills in·bureaucracy. civil me mm
he
po
Note:
Di
wi
me
cept cept A l p eo eo p to judiciary judiciary
b e o ng ng in in g
Politician
Pu li
P ub ub lili c S ec e c to to r
A l p eo eo p
employees
t o d ef ef en en c
Serv Serv b e o gm gm g c iv iv i
e rv rv ic ic e
c iv iv i
e rv rv an an t
KA
D U A T O N G RO RO U
ry Introduction MP o l
Admi Admini nist stra rati tive ve Thou Though gh
Co
rk
ct ol ed
me od
Compromise
u gh gh t d yn yn am am i
bl
A dm dm i
ntegration
(surrender)
(sense (sense of satisf satisfact act ion) (mutual (mutual benefit) benefit)
Avoid
Dominant
on we
wa ma po
nt
oc
he
vi
nd
mb thinkers didnot
mp
doso. S h
w ro ro t
n du d u s a l o rg rg an a n iz iz a o n
I.
wh
Dynamicadministration
mp
an
o ok ok s n am am e
1 93 93 3
-
1941
Ac
we
st
we
ma o -o -o p v e p ow ow e
we
wi
he pe pl
w ou ou l
b ou ou t
ms p ro ro fe fe ss ss io io n a s ki k i ilil s seedli seedlingf ngfor or partici participat pative ive wcry offunctioning. A u h o ma we ma
m oom me Or
ut us
he
li
face-
we
depe depers rson onal alis isat atio io
of orde order. r. .~
'@
mp
t:
wa
u nc nc t o n S h a s
I.
a lk lk s a bo bo u c on on t o l h a
ak
e me me d a l
Facts
Activities No Do
"order with." I. Na
2.
wh
In
o rg rg a
On
D ep ep e o n
On
of or
oe
no me
ni
us
nd
di ec
g . Sh
a lk lk s a bo bo u
me e m p l o y e e s to h ou ou l b e u r h e c la la s
Al ed
h av av i u r mm
nt ma or
It c an a n . b e h o ri ri zo zo n ta ta l wo
me
mu
be ch ve mm
v e rt rt ic ic a l c o o rd rd in in a titi o n
wh
ms
mp mo va on mi me
wi mi
hr
d om o m in in a o n
v ie ie w p o n ts ts .
al
br ng
Leadership me
ou
a bo bo u c oo oo rd rd in in a o n
12
P u bl bl i
A d m in in is is tr tr a i o
against'
wh
Ma Ma
ma mu
L og og i
pt or c ef ef ul ul , a u th th o ri ri ta ta titi v a n d f or or m a l ad rshi rshi ofpo ofpo it on f or ne r s m h um um a a sspp ec ec t Leadersh Leadership ip of personali personality: ty: m aann ne It n e h e b y p os os i o n ffu It pe me on he on hi me we ma position function Le ms wo me mp de mp
Ph
I.
Criti Critica ca
ma
s su su es es , b y g iv iv in in g focus mu
Wa
H e jo jo in in e
H ar ar vvaa r
a s P ro ro fe fe ssss o
mi di
he
h eo eo r
me
Great
di
wa
wo
we
ntw me
mi
.J
un
ldrni mrne
wa it
ms
m.
ms mi
y in in g um na a vo vo ur ur ab ab l e nnvv i o nm nm eenn t w a g iv iv e
c oonn du du c v e a n wl
0...
ms
we
Q.
or re
u m in in a o n p ro ro du du c o n ncreas ed , group iincreased, c ha ha ng ng e
orgarnsanona
wo
bo
h e c on on trtr o
uratron nse In output.
Y ie ie ld ld e
or
ki
mQ II
ug
'.
ou
he
xp
It
pe
m eenn t
pe
H um um a
researchers. wi
ot
h e C la la s c a mp
nc
me
t::!
me s oocc ia ia l e ccoo gn gn i o n
mo va ed
he
o .p .p e o rm rm .
ma
1928me m e planta study
931. Oc
we
ut
wa
nd
ma
11:y.
wa
wi R e a t o n S ch ch oo oo l h ou ou g w e e : I. T hhee r w e g ro ro w n g d i s a s fa fa c o n
wa conc conclu lude de
h l d t pi
me
e xp xp er e r im im e n a l ma
Thus
(!J
wh
we
It
.ye
suazesnons
me
wa
pr uc ni al
me wi
oo
o f n du du s r ia ia l
ps
(J 924-1927);
Illumination
wh
'_
ma
Wi
C om om p
wi
wh
du ng he wa
writer as
Al o lu lu t n s ha nd o l o w S h n ev ev e c la la im im e ha sh g iv iv in in g c l s s c a
ma er
b eg eg in in n
Ba
id
Wo
me
n a u re re . ma
consi
ma
experiments like like Grea Grea Illu Illumi mina nati tion on Bank Bank Wiri Wiring ng Attitude surv survee- an Soci Social al Orga Organi niza zati tion ons. s.
Ma v eerr y d eeaa l s t
Ac or
Au
op
Du
Appr Apprai aisa sa
illusionary
He wa
ma
me
Th
wo
we
t w Ke Ma he ro
o f o rg rg an an iz iz a o ns ns .
It
reveries" . 3 n1
n h ib ib i e d t he he i p e rf rf or or m an an ce ce . wa oc Or
It Wo r ggee sc sc a f t
d ea ea t
o f p eo eo p
"pessimistic (1931-1932).
It
Wi
Wa mo
me
m . It n w
o s
Publi Publi Admi Admini nist stra rati tion on /1 of
ou
nc
ve
me mp
nt
nd
or
hi
d e o f c on on d ou
officious.
ou
ha he
da ha no
od
Re-en Re-enfo forci rcing ng um
ng
nclus nclusio io or
view view th inte interf rfer er nc of te hnol hnolog ogis ists ts dist distur urba banc nce. e. They They thou though gh that that th expe expert rt foll follow ow th logi logi of effi effici cien ency cy
Thus Thus Hawt Hawtho horn rn expe experi rien ence ce sugge suggeste ste skil skills ls In addi additi tion on of te hnic hnic
e i expe experi rime ment nt cond conduc ucte te
info inform rmal al orga organi niza zati tion on esta establ blis ishe he norm norm of beha behavi viou ou an stan standa dard rd of outp output ut hich hich ma be at va ianc ianc from from thos thos se form formal ally ly Huma Huma bein bein tend tend to dher dher to th info info ma no ms rath rather er than than orma orma norm norms. s. Ever Ever orga organi niza zati tion on shou should ld
mi of mana manage geri rial al
skil skills ls mana manage geme ment nt shou should ld
t of of H s w e t on 14mal work worker er ina text textil il mill mill
monvanon
ym
reco recogm gmti tion on
ao
4m xt prod produc ucti tion on th er to th paye paye mo e. Bu it ~. deve develo lo soci soci skil skill. l. un or s em em b me nd deci decide de to main mainta tain in he same same prod produc ucti tion on discarded Earl Earlie ie Noti Notion on mo of st d. hi r " 7 " , Admi Admini nist stra rati tive ve Task Task reve reve le th olle ollect ctiv iv wisd wisdom om prev prevai aile le on them them Qj ever ever
<..::0
Co
QI
EItOD Mayo
....J
I. moti motiva vate te them them bu what what fact factor or infl influe uenc nces es th huma huma Tech Techni nica ca Task Task
0.. ...- --.£....._~ --.£... .._~
or on
hi
ph
Q.
New Notion Notion thro throug ug
th subo subord rdin inat atio io yt ea u ck ck e fe
unio unio in
of indi indivi vidu dual al ma
th group group c : : :
Administrative {POSDCORBj
on
re soci societ et
rese resear arch cher er as co soci sociol olog ogis ist. t. isneithe he st uctu ucture re no soun soun plan planni ning ng no inan inan e, It isneit ulti ultima mate te succ succes es of orga organi niza zati tion on depe depend nd on huma huma fact factor or
dimini diminish shing ing return return
la
of incr increa easi sing ng retu return rn
orga organi niza zati tion on Fo xcel xcelle lenc nc in orga organi niza za io thin things gs ar needed: Technic nical al up grad gradat ation ion I. Tech Netw Networ orki king ng mean means, s, ho good good rela relati tion on orga organi niza zati tion on ha with with clie client nts, s, soci societ et stak stak hold holder er ..
el va
:0
perform.
el
he he
no same same ro
Appl Applic ic ti to be take take
effi effici cien ency cy th huma huma fact factor or is most most impo import rtan ant. t. Weare repl replac acin in pe sona sona mana manage geme ment nt with with huma huma reso resour ur mana manage geme ment nt It is ecog ecogni ni ed ha huma huma bein bein is so um os on
f- um
s. gi
on ds
ve
ma to to bott bottom om
Part Part
sk
um
ar of Righ Righ to qual qualit it
reso resour urce ce shou should ld beco become me sk
dm
Rela Relati isbroa isbroade deni ning ng orthis orthis
sset sset or th nati nation on
m en en t or on ha so or m en en t o f
pa
hrou hrough gh
om un bo
1 4 / P u bl bl i A d m in in is is trtr at at io io n m ppoo r a nc nc e worldwide.
h um um a
Co
mp
e la la t o n
b e n g g iv iv e
a t w id id e
e nngg t
mp
is. s a s fa fa c o n
mp ma
wi
H um um a
Concept of
wa d aw aw n o f e se se a c h a n Cr
I.
nt y, od d es es ig ig n H um um a
It huma
wh
m.
ma
ma po
mp
wh
be
Cl
ou
au ho po
Re
w. MP
wh Au
p e rs rs on o n al a l itit y
wh
po
ma
2. Wo pe ng ge ga ni gh ug un b u H um um a R e a t o n a i e d ul h e e xxpp ec e c ta ta t o n T he h e y c r c iz iz e H um um a n R e a t o n a s y p c a b ou ou rg rg eeoo i m eenn ta ta l y ,
s uupp p e s
h e e e n g o f w o k er er s b y g iv iv in in g
pt
Th
ne ha
Ma
on
or
or ha
wh
on
ma
ot be ·n
Wh
V"1
me
pt d.
wi mp
twa di
he
uc
me oo
Ches Cheste te Barn Barnar ar Ch
Ba na
A dm dm in in i
n.
p io io ne ne e e d
bu Be
s yyss te te m
Ag
UJ
mp
h eo eo r
mm ac mp m a Q (N (N e me of Ro kf
nd pr
2.
1909,
or
mm
ma nd
ms
wi p ub ub l pe pl
n su su r nf ma on
mo
He
0:
th 3.
published He ma
::
mo ns uc on Wh
mi
wa Ma o r h i b oo oo k " Fu F u nc nc t o n o f h e e xxee cu cu t v e wh mb As ma mp mb
mu b ed ed i mb
Q.
."
wa
nm
ou ht
(!)
am moo u
go
wh
o r P ub ub l
of
th ha
I.
~(i~
ns
me En
of ho gh
mu
a ut u t ho ho ri r i ty ty .
orga organi niza zati tion onal al inte intere rest st T h c aauu se se s d is is oobb ed ed ie ie nncc e o f a u h or or i y . T o a vo vo i c om om p a b i wi h e n te te re re s wo mu ma /0 acce accept pt auth author orit it phys physic ical ally ly me wh or economica economically: lly:
ma
mi physical o nd nd i o n
Go
me
o mm m m un un i
we p e rs rs on on a
r el el at at io io n
ul
me
g an an i o n w h nd du p en en d he Consciously coordinating h e a c v i e s o f a n o rg rg an an iz iz a o n d e e rm rm in in e s uucc ce ce ss ss . J. 2.
He ou yp B io i o lo lo g ic ic a d ep e p e nd nd en en c y P hy h y s c a d eepp en e n de d e nc nc y S o ci ci a d ep e p e nd nd en en c y
of
B u t e co c o no no m i mo bo me p en en d Hi . th th e b a o f s u v iv iv a equilibrium
p en en d
l eg eg i titi m a t
Co
C om om m n i
o f e vvee r
o rg rg an an iz iz a o n
on
oo di mo va es
It
h e n te te r
em mpp lo lo ye ye eess .
Barrie Barriers rs (0 Communication: P sy sy cchh o o g c a no se no gu Tomak comm commun unic icat atio io effe effect ctiv iv foll follow owin in fact factor or are import important ant I. C h mm mu wn me Li mm muu n h ou ou l mp p hy hy s
nt
a c titi on on .
unic unicat atio io
o rg rg an an iz iz a o n
mp
ma
organizational
A dm dm i
H.
communication.
I.
mm on
us
e vvee l b e w ee ee n
h e s uupp e o r
t h e s u b o r d in in a t e
S.
H. S i m o n No mi o r h i c oonn t b u o n A r c ia ia l n te te l g en en c E le le c o n D a P ro ro ce ce ssss in in g E D P wa mp movement.
effective.communicator. An pe
mm
wi
Barnard. pe
mm o rg rg an an iz iz a o n n fo fo rm rm a c oom m m un u n ic ic a o n t h f or or m a c o m m un un ic ic at a t io io n . o rg rg an an iz iz a o n
wn he ca ed
" , e r r eg eg u a r
pr mi
ma s uupp p e m mee n
Fayol Administration.
(1947), 1960), o f h e Artificial (I 960)
A dm dm i
o w o f h ou ou gh gh ts ts , a s m i a t o n
B eh eh a o u
.~
f t e e
f M
I.
wn o rm rm u a t o n
o f b ro ro a
wa
p o c ie ie s
e v pe
Al wl
sn
~.
nt
me
up vi on
ou
he
p r n c p le le s h av av e o s mo
he
nt
Be
pr
pl
e le le vvaa nc nc e a n
tofg wi no
h er er e
mp he
my
ng
f g
. T
wh
orgaruzatron system
wh
t e I nf nf or or m a o rg rg a ni ni za za titi o i s n o nn- p ra ra ct c t ic ic al a l . It an re ul u n r uucc tu tu re re d o rg rg an an iz iz a o n pt or or
of ut or Ba wi
mi
pr b ou ou t
ut pe
ho de
ng we
It
wh ar of po h ip ip .
mi
Ac
oo
pe ng
He Ba
di
Strate Strategic gic decisi decision: on: vo lv lv e d ec ec is is io io n Techni Technical cal decisi decisionz onz n vo
a ke ke n a t m id id d
level Oper Operat ativ iv deci decisi sion on o pe p e ra ra t o na na l e ve ve l Ac or nd
ng
-m
mp we me
De
we
This w a s n or o r m at a t iv iv e Th
wa
me
ma
mi
ma
I. T h
r uucc tu tu ra ra l
m od od e
ma mp
is a s f ol ol lo lo w s
Mo
mp
ur
mo
A II d f ac ac tu tu a l d im im e n si si o
mo de po
ue wh on ma
Va ue
wi
wh Th og ng pr ha pr ns
ke
de po
on Fa ua
or go
1 6 I Pu Pu b lili c A d m in in is is trtr at at io io n mi wa
va ue me
4.
ch ev ng he
ha
nd
um
ch
me
he ob ec ve
Ra on ob ec vi
5.
ma
u rp rp o
he ob ec ve
mo o to to m
ma
mo Un er ve
c ou ou p e d w i w a g iv iv e m po po r n c
ua
mi
on
mo L im im i e d
on
no
bj ct ve
M ax a x im im i
on wa Under.this m o d e l
7.
mi
ea
g iv iv e
c i c um um s n ccee s
6.
o ccuu s e d
mo
7.
on
be ub
c ccee p b le le , 6.
on
mo
A dm dm i
ma
ma
Administrative
an Stan Stands ds next next to Econ Econom omic ic Ma known.
cono conomi mi
3.
Social
Admi Admini nist stra rati tive ve
ma
Man
mi
ma
m ew ew o ce
on
pr ct ce
He
ma
wi
D om om i es
on
eo
personal preferences
mo
m ax a x im im iz iz e b u w i
ma
wi ct on
(/ 4.
0)
by
Ap
mo
om
we
ue
es
mp ne
ha
ec
ec on ma
.~
f D De
pd
It wh ch
Ma
me ns
u an an t a b
De
nd ho
5.
no
u an an t a b e .
6.
I.
2. 3.
D e s g n a c v itit y C h oi oi c a ct ct iv iv itit y
po
alternatives.
bl
me of de
ma
me
on
om
nc
ma
g.
mp ur
de
making.
p o lili titi c al al l
v i ab ab le le .
d ec ec is is io io n m a k n g
'E va ou
De pr
ma
o rm rm a o n
0-
:=
ma
we By
c.
we
De
ct vi es .t
ma
:§.] :§.]
as an'
infonnation....
0:
Limitations
p ro ro c
;.::::.
ec
m ak ak i g ,
mo
hi
mi
on ~--------._--------------------__.x --level otinto otintorma rmatio tio :.,· :.,·ai aila la :ln cI~,ir: cI~,ir:lh lh --
mp
is
l.
ke We
ma
wr de
De
mi n.
de
on Ma ng
w s G re re s m '
ci n on o n -r -r ou ou t n e
ut wi ho d ec ec is is io io ns ns .
L aw aw . R o he mp
ne nt
P u b l i A d m i n i st st ra ra t io io n 117
Ti me
Na ur
Environmental
Ce
forces
constrainrs
,s'\.
alternative
Pcrxonal
~-'
!'-,1 an
\lrg,IJlIL,llillll;lI
Awareness
>~
is t a t i v c Aclm i I I is
\i,\lllJ\:
of
alternatives
---------.
Administrative an -,
ul
factors
It ...; ...;., .,
( )r )r g ~ 1 I1 I1 i z a t i o n a
objcctiv
Satisficing decisions
Decision on Making Herb Herber er Simo Simon' n's: s: Mode Mode of Decisi
Envi Enviro ronm nmen en
(Eco (Econo nomi mic) c)
11) 11)
'0
'0
c:
QI
QI
c:
c:
c:
E n v i ro ro n m e n t ( T ec ec h n ic ic a l Variou ou Orga Organi niza zati tion onal al as Soci Social al Syst System em Conc Concis isti ting ng of Vari syst system em as sugg sugges este te by Ches Cheste te Barn Barnar ar
E F
Sub-
18/ P u b l i
A d m i n i s trtr a titi o n
Skill mo
mp me
wh pa
me
ps
vi
mp
on
competence. Acceptability
hr ug
va ns wi ng
ni
ng
vi
de pe pl mp k no no w d g
ma g. Th pe wl ng
N. c hhaa ng ng e h e
m.
m in in ds ds e
Bu
h er er e e x s t
g . A s e cchh no no lo lo g
mi
Rationality F o S im im o
a t o na na l
me H e q u ,_
me ns de
e d e nndd s w i
ma
<.
a pp p p ro ro p a t No
pu po
na
+
Subj Subj ti el
ra iona iona Wh
e rm rm e
a s c aauu t o u
a t o na na l p u rp rp o s
o ri r i en en te te d r at at io io na n a lili t
nd 0..
-c
Ztime yl
Q,
or ma
mp me a cc cc ep ep t h e d eecc is is io io ns ns . mp me
It
on ma ng mp me me pe d e p eo eo p k ew ew a pp Su %.
me
He
ke
of vi w. ws
efficiency.
H e c la la s I.
o n m ak ak i
e d D ec e c is is io io ns ns ; mm
m aakk in in g
nt
w o c a e ggoo r e s wh
periodicity.
x>X
me
po pt
t::!
mp me
m e o nc nc e t b e co co m decision.
c:(
an
ou ne
b ec ec oom me
p ro ro g a m mm me
p ro r o g ra ra m m e
t ot ot a t im im e Wh
me m e a ke ke n 1 n m p le le m en en t n g es
h a Z . S in in c a cc cc ep ep ta ta b
ma h e d eecc is is io io n
Mo n A M o de de l
o f d eecc is is io io n is very
98010. h ig ig h s o h e s uc uc ce ce s r a m p le le m en en ta ta t o n o f d eecc is is . o n T h p ro r o ve ve s h a p ar a r t c ip ip a v e s ty ty l o f d eecc is is io io n m a k n g o p e d o r q u c k m p le le m en en ta ta t o n o f d eecc is is io io n a n g e n g w id id e pt nc de n, ou me ke m ak ak e mo Wh
i m pl p l em em e nt n t at at io io n t im im e i s m o r a n t he he r i s n o w i de de r a cc c c ep e p ta ta b ilil itit y
Plan Planni ning ng
nd Trai Traini ning ng wi
ro Traditional Model (TM)
rarnme
intuitions, al an
Programme
rules, regulation
unscientific Repository Modern Mo H . S im im o
techniques computer,
converted into
P u b lili c A d m i n is is tr tr at at io io n
Criti Critica ca
Appr Apprai aisa sa
i_!l
Note: I.
ma
Wh
T ay ay lo lo r
wa
v an an t
hi
me wh ma
mi workers.
mo
ci ba
h av av e ne
c ie ie n y .
B ou o u nd nd e
G oo oo d
n ou ou g
o na na l y ,
on of wo ke gh
n ec ec e
s uucc h c on on ccee p
wo ke
R ig ig h
I.
s f c in in g
Labour
nd
me
ve
Am
mo
me Th mo
me
be
mu
on ul ed
ar fact,
3.
c om om b n in in g mo ct
he
n co co n
nt
Th
he gr
mo mo GH
we d eecc i o n
m ak a k in in g
4.
wn
wh or va ue or de
wo
we Ba
ob ec ve
5.
he
ha
p ub ub l
o rg rg an an iz iz a o ns ns .
H eenn c
organizations. He
mb
wh we
;>
e d w r n g o n p ub ub l
o rg rg an an i a t o n
t ow ow ar a r d c om o m m e rc rc ia ia l o rg rg an a n iz iz at at io io n n eevv e e ve v e r e d b ac ac k
Part Partic icip ipat ativ iv t h w o rk rk e r
.
.<;::
Styl Styl of Mana Manage geme ment nt
me c o a bo bo ra ra t Be
ma h e m an a n ag ag eem m en e n t b y m en e n ta ta l mp
wi
wo
p a c ip ip a o n
at
we Y. .Si
wo wh
n d d eevv i e d
a rtrt ifif ic ic ia ia l i n e l i ge ge nc nc e a n
In
wa mm
V>
o rg rg an an i a t o n
m. Al me ou
wa wo
e ve ve ls ls :
I.
S ho ho p
e ve ve l
3.
Company
level
wo Ii
0...
wo
w.
wo
wi
ti b ia ia se se s
br ng
Hi
ma or
I.
wo
It
mp
.f mi @e ve m p e me me n 3.
be er
de
on
on
ve
h ig ig h
It
Rens Rensis is Like Likert rt
rnteof
thought,
es
It
ha
wa
ma
me pe ef n eu eu t
me ho ng he
et ng di pu es de un on ke
an
he ps
ur
we
x ec ec u v e
wh on bu m a i c o nt nt ri ri bu bu to to r o f h e n s u t o f S oc oc i
Ra wa
I.
mo
B o d , 'f
Ne
Ma
B oa oa r
ma d on on e b y
a ke ke -h -h o d e
I.
Wo de
m in in a o n
Ge ma
m od od e
ms wi ma
w he he r
mi
m an a n ag ag eem m en en t a n CM
d eecc id id e
he
He wa
He wa R e e a c h o r 2 4 y r H e u th th o
wo ke wh c ou o u nc nc i
me
m~ Du
me
ma
mo
. ,
de de wo
To
wo
w o k . o in in t c on o n ssuu l
Whi el
me
filS
c.
o rg rg an an iz iz a o n
e nc nc y
00
wl
ow ds
He ce
ar
At
e f c ie ie n wi
on
E nngg la la n
3.
Du
mi
"e
me
ed
20/ Public Public Admini Administr strati ation on Model mana manage geme ment nt
good good heal health th such such issu issu
ar give give du
tma
problems.
2.
to discriminati discrimination. on. is ve diff diffic icul ul _!_o _!_ond nder erst stan an
mana manage geme ment nt an call call fo chan change ge type type of Mana Manage geme ment nt St le
d i
Chri Chri desi desi able able or quic quic
on
n s
msp sel regula regulatin ting. g.
Argy Argyri ri
He look look at admi admini nist stra rati tion on from from beha behavi viou oura ra poin poin of view view expl explai aine ne ho orga organi ni atio atio shou should ld ater ater th need need of
esul esults ts shor shor term term obed obedie ienc nc bu
no
h~ma h~man_ n_mi min_ n_d. d.
v>
pers person onal alit it
y h
e a
need need of empl employ oyee ee
comm communi unica cati tion, on, coor coordi dina nate te lJi1 lJi1ii iig"c g"c'o 'oll llec ecti tive ve proc proces es of .::: .::: orga organi niza zati tion, on, self self actu actual alis isat atio io Vs orga organi nisa sati tiona ona inter interes est, t, thin thinki king ng deve develo lo inte interp rper erso sona na rela relati tion on thro throug ug info inform rmal al psyc psycho holo logi gica ca sati satisf sfac acti tion on Vs mate materi rial al sati satisf sfac acti tion on chan channe nel, l, prov provid id fo cros cros fert fertil iliz izat atio io of idea ideas, s, faci facili lita tate te (J.J mult multic icha hann nnel el comm commun unic icat atio ion. n. This This he refe refers rs as empl employ oyee ee cent centre re mana manage geme ment nt styl style. e.
- E I -
Ma
th orga organi ni atio ation, n, pion pion er in orga organi niza zati tion on deve develo lopm pmen ent, t, e b
lu
Orga Organi niza zati tion on an
a...
nt grat gratio io to Indi Indivi vidu du l, ,/ Pers Person onal alit it Orga Organi niza zati tion on Heals cont contri ribu bute te
me
s l
Inno Innova vati tion on /'
in th area area rela relati ting ng to th infl influe uenc nc
nc sens sensit itiv ivit it
Expl Exploi oita tati tive ve styl style: e: coercive
supervisron
ow
St
Be evol evol nt
Expl Expl it tive tive
tyle tyle
Th
cons conseq eque uenc nc
trai traini ning ng popu popula larl rl
et deci decisi sion on
on ol
hi
no
th
va ue
hi cr ates ates frus frustr trat atio ion, n, k of of i
y~
ot ne
enha enhanc nc
um
rate of tu over over Orga Organi niza zati tion on beli believ ev that that h l g h rate
or onsi onside ders rs this this as
da
I.
to time time
ut
mplo mploye yees es beco become me su mlss mlssi~ i~ ko f~
Sn
dd
trai traini ning ng
matur mature. e. This This crea create te probl problem em in matc matchin hin pers persona ona inte intere rest st
Parti Particip cipati ative ve style: style:
Style Style
as T-gr T-grou ou
fli
rmmatunty
be followed. Cons Consul ulta tati tive ve styl style: e: rec~ rec~gn gnis is stil stil kn"i kn"i wkd~ wkd~ of th work worker er mt
know know
be
ffic fficie ienc nc
~f
nw
oe or wron wron assu assump mpti tion on
Personal Personality ity factors: factors:
he
Ch
gr
or
Thes fact factor or ar rela relate te with with Organiza Organization tion factors: factors: Thes nt
Publ Public ic Admi Admini nist stra rati tion on /2 Char Charac acte teri rist stic ic
3. 4.
Erratic S h al al lo lo w
6.
S ho ho r
8.
of matu mature re an imma immatu ture re empl employ oyee ees: s:
l e ar ar , w id id e 3. C le 4. Divergent
i nt nt er er es es t er
6. L on on g t e
p e s pe pe c i v
3.
atri atri orga organi ni atio atio Al re qu l, no hi rarc rarchi hica ca re oh uc pe disciplined. Proj Projec ecttProj Proj ct-I ct-I Project-ill Team-I
p re re di di ct ct ab ab l d ee ee p i nt nt er er es es t p e s pe pe c v e fs
Team-'n
awareness self c on on t o l u llll y s e c au au t o u 8. W a
Wa
Team-III Afte Afte comp comp etin etin
pers person onal alir ir
hi ob in Proj Proj ct-I ct-I th empl employ oy es
perm perman anen ency cy no hier hierar arch chy, y, no supe superv rvis isio io an no cont contro rol. l. Orga Organi niza zati tion onal al stru struct ctur ur shou should ld be acco accord rdin in to th natu nature re of work work an yp of mp oy es
expr expres es them themse selv lves es at work work Orga Organi niza zati tion on must must adop adop wide wide syst system em stru struct ctur ur base base on huma huma pers person onal alit ity. y. Ther Theref efor or re be or work
Prov Provid idin in funct functio iona na lead leader ersh ship ip auth authori ority ty apar apar from leadership
This This type type of orga organi niza zati tion onal al stru struct ctur ur to Like Likert rt mana manage geme ment nt styl styles es
of empl employ oyee ees. s.
that that peop people le move move from from imma immatu turi rity ty to matu maturi rity ty this this he call call orga organi niza zati tion on lima lima or orga organi ni atio atio cult cultur ure, e, hi om throug throug sensit sensitivi ivity ty traini training ng organiz organizati ationa ona develo developme pment. nt.
ar cong congru ruen en
st nd fo ra ning ning It pure pure im sens sens tizi tizing ng peop peop e. rt vent ventil ilat at thei thei prob proble lems ms deve develo lo self self unde unders rsta tand ndin ing, g, an then then remo remove ve probl problem ems. s. It aims aims at sens sensit itiz izin in empl employ oyee ee to
Orga Organi ni atio ationa na deve deve op en on ept/ ept/in in erve ervent ntio io stra strate tegy gy expe experi rime ment nt nt pm du ns Impr Improv ov inte interp rper erso sona na comp compet eten ence ce of empl employ oyee ees. s. s~f~st~em, Chan Change ge th pyra pyrami mi type type of orga organi niza zati tion ons. s. (5
ne
de s, deve deve lopi loping ng se 'awa 'aware rene ness ss to othe other' r' beha behavi viou our, r, deve develo lopi ping ng
sc regu regu atio ation, n, this this will will ma ch th
nd vidu vidual al
sr ompe ompe ence ence
re te
nt rest rest
Is publi administra administration? tion?
the
nv ronm ronmen ent; t; wh re peop people le star star
ve
..
orga organi niza zati tion, on, indefenc indefenc admi admini nist stra rati tion on ithas been been alre alread ad tested. It ha
o-be o-be
dopt dopted ed gr du ll
It is us ful, ful, wher wher
nt Crit Critic ical al matr matr
re te wide wide sQ ia nv ronm ronm nt fo nter nter ctio ction, n, hi wi resu result lt into into movi moving ng empl employ oyee ee from from imma immatu turi rity ty to matu maturi rity ty
::
I.
organization
Tradition~1
ga
sTh
:: di us
nt
model
Linki Linking ng Pi Mode Mode
Appr Apprai aisa sa orga organi niza zati tion on of full full matu maturi ri
ot ll
utop utopia ian, n,
anarchy. gh
conc concep epts ts ar not back backed ed by empi empiri rica cal_ l_£o £oi' i'!!. !!._of _ofvi view ew on ns -g ng pers person onal alit it deve develo lopm pmen ent, t, orga organi niza zati tion onal al deve develo lopm pmen ent, t, imma imma urit urit atur atur onti ontinu nuum um Th impo import rtan an fa to ho fa th cult cultur ural al dime dimens nsio io faci facili lita tate te th appl applic icat atio io of cult cultur ural al chan change ge an proc proced edur ural al chan change ge so grad gradua ua chan change ge ng ng rd he nc give give by Chri Chri Argy Argyri ris. s.
11\--11\--11\ Manager
Subordinate
Douglas
Gregor
development. an geme gement nt ps chia chiatr tr st He utho uthore red, d, 'The 'The Huma Huma
id
2 2 / P u bl bl i
A d m in in is i s trtr at at io io n
e s c te te d o u p u
h i m ea ea n
ne
c ie ie nc nc y
du
el nc
f eu eu da da l o rg rg an an iz iz a o n
ma
d i o na na l
h ie ie r c h c a
na ur
mp h eo eo r
He
no
em
o r p a c ip ip a o n
ev op wi
o un un t
cr
wo
h en en c
d e e lo lo p n g
ou
e th th a g ic ic , a vo vo i
d o n g w o k . T hhee y h av av e
Wi
Ou
ng
pp ca on
es
o. ;.
Gi
cr
ua
Theory ba ca
p re re v mi
nc ma an
w hhee r
ma
Hi
"'-0 ... p an an e
yl
of
u rv rv iv iv a n d v id id u
y,
no
co ec ve
p p o ac ac h an o r A d a
e r h ip ip .
T he he y
responsibility.
el l...u{q
C J -r-r .
aJv...o.v"
Theory
ni
e,
c re re a v i
: \-\- '. ~
tL
Wh
0..{
b""'-
ma
avoid
me
< A . A . \-\- ; _ . .
me
I.
Or ni
on
x te te nd nd e
m, wa
ma
ma
wa
me
mo us
mp ye
me wa
ma
b eecc au au s
ar me or ou
he
en or
sgi
h em em . e a o us us y
p ec ec p
mp
they
Th ot
mi
ba
on
m ov o v in in g
p e p ec ec t e . ow ds
Bu
ow
er ec ve
an
r iv iv a a riri es es .
'E
e nv nv i o nm nm e
me .A he
try
u nc nc t o n
c ie ie n
n d k ee ee p h e
he
It T hi h i s r es es u
nt
hi
eg ee of nt gr
on
mo va on
pi
Co
a! '"
c o e cctt iv iv e wo ke
s uc uc ccee ssss .
ow er
o fw fw Q . 1 e
mp me ul
nt
e l c tu tu a
es on
wo eg ee of on ol
up vi on
Laissez Laissez faire y p
an
Qn ha
mo
eq
on ws
e ad ad in in g
o f m an a n ag ag eem m en en t
Theory Theory
mp wh
ma
me
C AN A N LO LO N
wo
t!
no ve
c ry ry s
ed
no
p p e d m od o d e o f m an a n ag ag em em en en t
St 't
S n have
~
2 t
irectrve
d
.WI
IS
i,
f m
epnman
tI
ts ol
Ev
h e b eh eh av av io io u
ma no be
tmay be
o je je c
el ed
g t C sd mp me
Mo
ma
me
e x e rn rn a
ta
(C
fo
to repl replac ac evel evel
ef ecti ecti
comm comm icat icat on
cont contri ribu buti tion on-s -sat atis isfa fact ctio io
eq iIibr iIibriu ium. m.
21 nation
cros cros
cult cultur ure. e.
3.
22.
It zo
Fa ol
ow
mana manage geme ment nt
5.
Taylor
as
th nker nker
evel evel in
ad in stra stra ve
23
of
ot va on
diff differ eren ence ce isth
ey fu ct
theo theory ry
to prov provid id
ec
Fayo Fayo ar supp supple leme ment ntar ar
24
an comp comple leme ment ntar ar
6. Q)
empi empiri rica ca
7.
real realit ity. y.
26. factua factua judgem judgement ent
8.
value value judge judgemen ment. t.
9. Taylor organizations.
IL
ma agem agemen en
syst system em
3L from from mmat mmat it
to
at ri
32. 33. disc discri rimi mina nati tion on
by mana manage geme ment nt
0: 34. al & b
f t
of
at Huma Huma
el ti
as ec
of rgan rganiz izat at on
ti upon upon effi effica cacy cy of Publ Public ic Admi Admini nist stra rati tion on
2.
Po it cs
Admi Admi istr istrat at
ch om
wa
he ll co ce ed
atur atur
6. as ca
inst instit itut utio iona na ov di
plur plural alis ism. m. ma
answ answer er
Comm Commen ent. t. omme omme t.
ub ic Admi Admi istr istrat at n. st en he
ca ta sm
7. at re
8.
sc pl ne
Pu li
mini minist stra ra on
lead leader ersh ship ip
2 4 / P u bl bl i A d m in in is is trtr at a t io io n
Pr va za on
an
G lo lo ba ba l s a o n
n o p ro ro ce ce dduu ra ra l
12
b u b as as ic ic a
c re re a
e co co no no m i
wi
po
ne he
wi c r s is is .
me
mo ha
4. Ne
wo
a ga ga in in s
v e p in in g
ou no
ma P ub ub l
Ma
focus.
wi
e cchh no no lo lo g wa ds
k e G IISS , c oom m ppuu t mo
e cchh no no lo lo g na
I.
s ma m a l e n e p e nnee u od p ra ra c c e
g em em e
gn
ur
C om om p
Co
p ro r o ce ce ssss in in g
r e r iv iv a
v em em a mo
o rg rg an an iz iz a o n o rm rm a
pt Pu
Ad
on
pe wi 17
me
D ev ev e p m olow
P ub ub l pi
A dm dm i i n t he he o r
ha
practice.
oy ge
A dm dm i of
of on
ng
ge
o f h e n fo fo rm rm a t o n
h ro ro ug ug h
e cchh no no lo lo gy gy .
ma 16
e . m oovv in in g
Note: ov
ma
me A dm dm i
o mp mp u o n
t h s ta ta t
mi
b eh eh av av io io ur ur a
Gl
13
s t u c u ra ra l
pl
mm Te
organization complier.
c a llll e
Communication mm
Wh
on
ol
e - g ov ov e rn rn a n ce ce .
ma
wi
..... ,,1.\,
A..~~
s.\W'->-
v~
Ct'cl..u~
. :
~.
<>
.....J
o~
"C~.
." ~~t-'
"DG&
w.
~h.")~
s.+-, J.. e-, .Ie.
0:>1:,'1('
v.,.\~.s
_.
9-.....
\...,,?~'-4
s.c.i..~·\-V"'" -t::.ieY
.:..~"' ~"' $v........ .:..
S*"~
"f\A,.j\..-'~~.k-'e--.
r~
~~
),--...
y~ \J€N~
9\
~o
_} \..I~
c;;1."~o;.....I->o--
?~
" ""- t.t. .u .u n -
"'''i''~'~'''~
":l.",~\--J \-".v
:_
~.
f· <;,::>v-v..
< l.l. .
~ ,., . .; .
"';~~ .
~~. I"-J I"-J." ."
-t--
..
. ,
O~
~(')"'-~'L~'L-v~
!O't'
:..t
_j..;
Il.-J
<;'-L <;'-L
'fC-.
;)-v-.-
!'-..~
1 ' .... .c. c J \1"
~Q~ lA
"~"""",,,_v-~
1 0 ' 1 t\"'"'\~v ~\-
HeadOjJice 18/4 18/4 1s pp Agra Agrawa wa
Fl Swee Sweets ts
a je je n ew Delh Delhii-60 60
ar
Bran Branch ch Offi Office ce 2n
F lo lo or or , A bo bo v
r_Mukh r_Mukher erje je
Big Apple. Apple. OW. Bank ofMaharashtm, Naga Nagar. r. elhi elhi-0 -0
E - m a ilil : k a iz iz e ra ra c a de de m y @ g m a iL iL c o m ,
Ph.: Ph.: +91+91-97 9718 1820 2069 6998 98
011011-46 4610 1026 2620 20
o
'f.
•
