Are you an aspiring civil servant gearing up for the UPSC Mains examination? If you’ve chosen Public Administration as your optional subject, you’re in for an exciting journey through the intricacies of governance and public policy. One of the key aspects of mastering this subject is understanding the evolution of Administrative Thought, a topic that has been a recurring theme in the UPSC Mains exams from 2013 to 2023. In this blog series, we’re delving into the treasure trove of previous year questions on Administrative Thought to help you unravel the nuances of this vital subject. By exploring these questions, you’ll not only gain valuable insights into the key thinkers and theories that have shaped the field of public administration, but also develop a strategic approach to tackle similar questions in the upcoming examination.
Throughout this blog series, we will dissect the questions asked in the UPSC Mains from 2013 to 2023, shedding light on the changing trends and demands of the examination. Whether you’re a newcomer to the field of Public Administration or a seasoned aspirant looking to fine-tune your knowledge, our analysis and insights will prove invaluable. So, fasten your seatbelts and get ready to embark on a journey through the evolution of Administrative Thought as seen through the lens of UPSC Mains, and equip yourself with the tools necessary to conquer this vital aspect of your Public Administration optional paper.Public Administration Optional Topic – Wise Previous Year Questions in UPSC Mains: Introduction (2013-2023)
Administrative Thought Public Administration – Previous Year Questions (UPSC CSE Mains Psychology Optional)
Scientific Management and Scientific Management movement
1. Fayol and Taylor had different management perspectives, while having similar goal of organizational efficiency. Comment. (2021)
2. “Principles of analysis and principles of action were not differentiated in Taylor’s scientific management.” Comment. (2020)
3. “Taylorism is considered very controversial despite its popularity.” (Stephen P. Waring) Comment. (2016)
4. “Taylor’s ideas need modification in the context of post-industrial economies in contemporary era.” Justify with reasons. (2014)
5. In what respects is Taylor’s ‘Scientific Management’ or classical motivational theory different from the classical organizational theory expounded by Gulick, Urwick etc? (2012)
6. What light does Antonio Gramsci’s critique of Taylorism throw on its socio-psychological underpinnings? (2012)
7. “Taylor’s contribution was not a set of general principles for organising work efficiency, but a set of operating procedures that could be employed in each concrete situation to secure their application.” (2009)
8. “Taylor’s scientific management ignored social and psychological factors.” Comment. (2007)
9. “Taylor’s Scientific Management already offered a ‘humanistic’ theory of motivation, with its democratic and participatory emphases, that was hardly improved on by Elton Mayo and others.” Comment. (1994)
10. ‘Taylor’s Scientific Management had a major influence on the growing reform and economy movements in Public Administration.’ Comment. (1992)
11. ‘Scientific Management is a primitive tool for industrial polyarchies.’ (Dahl). Explain. (1987)
Classical Theory
1. Classical Organisation Theory formed the bedrock for the modern organisation theories. Analyse. (2022)
2. “The design of the physical structure, the anatomy of the organization came first, and was indeed the principal consideration.”
a. “An organisation is a system of inter-related social behaviours of participants,” Analyse these statements and evaluate the contributions of the respective approaches to administration theory. (2013)
3. Structural theory is, by and large, grounded in classical principles of efficiency, effectiveness and productivity. Explain. (2013)
4. Explain the ‘Peter Principle’ in respect of promotion policy in a hierarchical organisation. (2010)
5. Discuss the main approaches to increase the efficiency of government and public administration. (2006)
6. Critically examine the Classical Science of Administration with special reference to its criticism by Dwight Waldo and Robert Dahl. (2006)
7. “The failure of classical science of administration lies in its capacity to confront theory with evidence.” Discuss. (2005)
8. In a hierarchy every employee tends to rise to his level of incompetence. Comment. (1996)
9. Although the theory of V.A. Graicunas is admittedly crude, it is useful as reference against which variations between organisations as well as within organisation can be examined. Comment. (1996)
10. Compare the relative merits of the classical theory of organisation and the systems approach. (1990)
11. Elucidate whether increasing organizational size gives rise to dialectical forces having opposite organization effects. (1989)
12. “Managing means looking ahead, which makes the process of prevoyance a central business activity.” (Henry Fayol). Comment. (1988)
13. Describe the institutional and organisational consequences of delegation of authority. (1987)
14. ‘The law of Graicunas about the span of relationships in an organisation states a partial truth; Comment. (1987)
Weber’s bureaucratic model-its critique and post- Weberian Developments
1. Neo-Weberian State involves changing the model of operation of administrative structures into a model focussed on meeting citizens’ needs. Discuss. (2021)
2. “Bureau pathology denigrates competence in organizations.” Explain. (2019)
3. “The concepts of rationality and efficiency are intertwined in the bureaucratic analysis of Max Weber.” Comment. (2018)
4. “Weberian model of bureaucracy lacks emotional validity when applied to modern democratic administration.” Comment. (2015)
5. ‘In the canonization of this abstract idea of ‘staatsraison’ are inseparably woven the sure instincts of the bureaucracy for the conditions which preserve its own power in the State’ (Weber). Explain. (2012)
6. Consider the statements below:
I. “Technically, the bureaucracy represents the purest type of legal-rational authority.”;
II. “Bureaucracy does not represent the only type of legal authority.” Identify the theoretical context and analyse the above statements. (2009)
7. Weber’s ideas of impersonal detachment and esprit de corps are incompatible. Explain. (2004)
8. “Bureaucracy can exist only where the whole service of the state is removed from the common political of the people, its chiefs as well as rank and file. Its motives, its objectives, its policy, its standards must be bureaucratic.” – Discuss. (2004)
9. “Weberian model of bureaucracy lacks empirical validity when applied to modern democratic administration.” Examine. (2003)
10. Critically examine the models of Max Weber and Chester I Barnard with reference to ‘bureaucratic authority’. (2001)
11. “It is not weak but strong bureaucracy that creates concern in democracy.” Comment. (1999)
12. “Once fully established, bureaucracy is among those social structures which are the hardest to destroy.” Comment. (1997)
13. Bureaucracy is “a system of government the control of which is so completely in the hands of officials that their power jeopardizes the liberties of ordinary citizens.” Comment. (1996)
14. “The transition to a study of the negatives aspects of bureaucracy is afforded by the application of Veblen’s concept of trained incapacity.” Examine. (1993)
15. ‘Bureaucracy thrives under the cloak of ministerial responsibility in a parliamentary democracy; Comment. (1992)
16. For charisma to be transformed into a permanent routine structure, it is necessary that its antieconomic character should be altered. (Weber). Comment. (1989)
17. “Hierarchy of authority and the system of rules ensure depersonalization and efficiency.” (Max Weber). Comment. (1988)
Dynamic Administration (Mary Parker Follett)
1. Mary Parker Follett traced the foundational value of business and enterprise on her way to understand the organism of governmental machinery. Comment. (2019)
2. “Conflict is the appearance of differences – differences of opinions and of interests” – (Mary Parker Follett). Comment. (2017)
3. “Follett’s work was not directed towards the resolution of the conflict of ideas, but towards the resolution of structural conflicts between workers and capitalists.” In the light of the statement critically evaluate Follett’s idea of dynamic administration. (2015)
4. Critically examine conflict resolution according to M.P. Follett. Explain how McGregor took forward her ideas to the context of complex organizations. (2011)
5. “Mary Parker Follett was for ahead of her times.” Discuss. (2008)
6. “The main problem with Mary Parker Follett’s work is that her idealism is showing.” Explain. (2006)
7. In Follett’s view, “authority belongs to the job and stays with the job.” Explain. (2005)
Human Relations School (Elton Mayo and others)
1. Human relationists postulate that ‘what is important to a worker and what influences his/her productivity level may not be the organisational chart but his or her associations with other workers’. Is it more relevant today? (2022)
2. “Productivity is not the result of working conditions but the result of emotional response of workers to work performed.” Are Elton Mayo’s findings relevant in contemporary organizations? (2020)
3. “What is distinctive about the Classical and Human Relations schools of administration is their complementarity to each other.” Analyse. (2017)
4. To what extent has the human relations movement contributed to the knowledge and practice within the field of personnel administration? (2006)
5. Explain the contribution of George Elton Mayo to the development of the Human Relations School. How did behavioural scientists modify his basic findings? (2002)
6. Examine the basic postulates of the Human Relations Theory and show how far it differs from the classical theory of organizations. (1997)
7. “The Hawthorne researches demonstrate the need to analyse organisations as living social structures.” Comment. (1993)
8. Evaluate the contributions of George Elton Mayo to Administrative organization. Do you consider his contributions as great innovations of modem times? (1992)
9. ‘Mayo was a behavioural scientist long before the term became popular.’ Comment. (1990)
10. “From Taylorism to Mayoism the organisation theory has travelled a long road in quest of Organisational Effectiveness.” Comment. (1989)
11. “Many problems of Worker-Management co-operation were the results of the emotionally based attitudes of the workers rather than objective difficulties in the situation.” (Elton Mayo). Comment. (1988)
Functions of the Executive (C.I. Barnard)
1. Barnard posits the zone of indifference as the human condition that animates authority relationships and cooperation in modern organisations. Examine. (2022)
2. “Chester Barnard in ‘The Functions of the Executive’ injected ‘the social’ in the study of organization. Explain in this context how the executive is expected to play a much greater role than a manager.” (2019)
3. “Executive positions imply a complex morality and require a high capacity of responsibility” – (Chester Barnard). Comment. (2017)
4. “Contemporary Organisational theory seems further afield of Chester Barnard’s Functions of the Executive than of organisational ecology.” Examine the statement in the light of ecological elements in Barnard’s thought. (2015)
5. “The Barnard – Simon Theory of Organisation is essentially a theory of motivation. “Comment. (2009)
6. “Organisation is a system of consciously coordinated activities or forces of two or more persons. “Comment. (2005)
7. ‘The inculcation of belief in the real existence of a common purpose is an essential executive function; Comment. (2001)
8 ….. “a more thorough consideration leads to the understanding that communication, authority, specialisation and purpose are all aspects compre-hended in coordination.”- (Chester I. Barnard) Comment. (2000)
9. Why is it that the behavioural approach to the study of organisations is a continuous phenomenon? Discuss Chester Barnard’s contributions to this approach. (1998)
10. Show how Barnard while analysing the multiplicity of satisfactions, clearly identifies four specific inducements. (1996)
Simon’s decision-making theory
1. “Two-dimensional taxonomy was used by Herbert Simon to describe the degree to which decisions are programmed or non- programmed.” Explain. (2021)
2. Administrative man bridges the psychological man and the rational man. Explain. (2020)
3. “Herbert Simon’s book Administrative Behavior presents a synthesis of the classical and behavioural approaches to the study of Public Administration.” Explain. (2018)
4. “Decisions are not made by ‘organizations’, but by ‘human beings’ behaving as members of organizations.” How do Bernard and Simon conceptualize the relation between the decisions of the individual employee and the organizational authority? (2013)
5. ‘Three features characterize Simon’s original view of bounded rationality: search for alternatives, satisficing, and aspiration adaptation.’ Elucidate. (2012)
6. “Simon’s identifying decision-making as the core field of public administration appears logically acceptable but his positivist underpinning is problematic.” Critically examine the statement. (2010)
7. “Simon’s work has had major implications for the study of public administration and the practice of public administration professionalism.” Comment. (2006)
8. The ‘decision-making scheme’ and ‘satisfying model’ of Herbert A Simon is the major component of administrative theory. Comment. (2001)
9. “Administrative efficiency is enhanced by keeping at a minimum the number of organizational levels through which a matter must pass before it is acted upon.” –(Herbert A. Simon) Comment. (2000)
10. “The basic question in the relationship between political and permanent executives is the separation of facts and values at the operational level.” Comment. (1999)
11. “The study of decision-making is proceeding in so many directions that we can lose sight of the basic administrative processes that Barnard and Simon were trying to describe and that so many men have been trying to improve.” Elucidate. (1995)
12. “As March and Simon point out, there seems to exist a ‘Gresham’s Law’ of decision-making.” Explain. (1994)
13. “Though somewhat unwittingly, Herbert Simon and James March have provided, the muscle and the flesh to the Weberian (bureaucratic) skeleton. “Comment. (1993)
14. ‘Simon explains that decision-making basically involves choice between alternative plans of action and choice in turn, involves facts and values.’ Comment. (1992)
15. Argue for and against the Simonian perspective that the “decisional science envelopes decisional structure, decisions and their feedback not in an integrated manner but anything other than that.” (1989)
16. Discuss the Simonian concept of ‘satisfying’ as a bridge between rational and non-rational perspectives on organizations. (1988)
17. ‘The first stage (in administrative decision-making) is what I call “Intelligence”, the second represents “Designin” and the last stage is “Choice”. Critically examine the Simonian Model of Rational DecisionMaking in administration. (1987)
Participative Management (R. Likert, C. Argyris, D. McGregor)
1. Every human organisation shall start from System-I and ultimately end up with System- IV. Comment on Likert’s statement. (2022)
2. The Participative Management School of Argyris and Likert advocates democracy within the administrative system. Will this approach be equally useful to developing countries with evolving democracies? (2017)
3. “Douglas McGregor’s Theory X and Theory Y describe two contrasting models of workforce motivation applied by managers in an organization.” Examine. (2016)
4. According to McGregor, “true professional help is not in playing God with the client, but in placing professional knowledge and skills at the client’s disposal.” In the light of above, justify how theory is indicative and not prescriptive. (2014)
5. The theory of ‘organizational incompetence has two separate and distinct faces. Examine Chris Argyris’ views on this. (2013)
6. “In McGregor’s view, the managerial cosmology meaningfully addresses the understanding of manager and his role perceptions.” Explain. (2010)
7. “The successful management leaders are found in Likert’s ‘System-4’ approach to organisational leadership.” Examine. (2010)
8. Analyse McGregor’s Theory X and Theory Y. Do you agree with the view that with every passing year, McGregor’s message has become more relevant and more important? Substantiate your answer. (2007)
Systems Approach
1. The Systems Approach is relevant even today for organisational analysis. Discuss how Chester Barnard and David Easton adopted this approach in their respective areas of study. (2011)
Behavioural Approach
1. Behavioural approach has been questioned on the basis of its utility in the analysis of administrative problems. Discuss the weaknesses of the approach and the shifts made therein. (2021)
Karl Marx
1. “Karl Marx’s interpretation of bureaucracy was rooted in the history of the nature of the State”. Evaluate. (2014)
Dwight Waldo
1. Dwight Waldo in his book, The Administrative State emphatically mentions that the roots of administrative theory lie in political theory. Critically examine Waldo’s contention. (2018)
2. Waldo’s ‘The Administrative State’ provides a fundamental challenge to some of the orthodox premises. Explain. (2015)
Miscellaneous
1. “That is, to be successful administrator one must have a catholic curiosity.” Comment. (1997)
2. ‘The Chief Executive is a trouble shooter, a supervisor, and a promoter of the future programme; Comment. (1991)
Frequently Asked Questions (FAQs)
Q What is Administrative Thought in Public Administration?
A: Administrative Thought in Public Administration refers to the various ideas, theories, and perspectives that have evolved over time to understand and improve the functioning of public institutions and government organizations. It encompasses the principles and philosophies that guide the management and administration of public services.
Q: Why is Administrative Thought important in the field of Public Administration?
A: Administrative Thought is crucial in Public Administration because it provides the theoretical foundation for the discipline. It helps public administrators make informed decisions, enhance the efficiency and effectiveness of government operations, and adapt to the ever-changing dynamics of the public sector. Understanding these theories is vital for those involved in public policy, governance, and public service management.
Q: Who are some prominent thinkers in Administrative Thought?
A: Prominent thinkers in Administrative Thought include Max Weber, Woodrow Wilson, Frederick W. Taylor, Mary Parker Follett, and Herbert Simon. These scholars have contributed significantly to shaping the field with their ideas on bureaucracy, scientific management, public administration principles, and decision-making in organizations.
Q: What are the key principles of Administrative Thought that are relevant to modern governance?
A: Some key principles of Administrative Thought that remain relevant in modern governance include the rule of law, accountability, transparency, efficiency, and responsiveness to citizens’ needs. These principles guide contemporary public administrators in managing government operations and providing public services effectively.
Q: How can I apply the concepts from Administrative Thought in practical public administration situations?
A: To apply the concepts from Administrative Thought in practical scenarios, you should analyze and adapt these theories to real-world challenges. For instance, you can implement principles of good governance, such as transparency and accountability, in public organizations. Additionally, understanding the different administrative models and approaches can help you make informed decisions in public service management and policy formulation.
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