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Showing posts with label ADMINISTRATIVE THINKERS. Show all posts

Luther Gulick and Lyndall Urwick(Administrative Thinker)

Posted by Unknown Tuesday, 8 October 2013 0 comments

Luther Gulick and Lyndall Urwick


In Brief

The contribution of Gulick and Urwick to the administrative theory are summarized below :
  • Luther Gulick, an acknowledged founder of administrative thought, and Lyndall Urwick, an outstanding management consultant with their rich experience in civil and military administration made contribution to the synthesis of classical administrative theory.
  • The papers on the Science of Administration, edited by them, is considered a landmark in the development of the science of administration. In their view the process of development in engineering science, which is based on empirical observations and analysis, is equally applicable to the development of science of administration.
  • Gulick and Urwick emphasised the importanceof structure in administration. They considered structure as a designing process and devoted their attention to the discovery of principles based on which the structure may be designed. They considered principles as a framework of thought and arrangements of ideas to help in the development of science of administration.
  • Gulick discussed in detail the executive functions and coined POSDCORB By incorporating the first letters of all the functions of the executive. The acronym, though not comphrensive, helps in understanding and analysing the functions of the executive.
  • Gulick considered division of work as the basis of organization. His theory of departmentalization addresses the basis of division of work for the creation of departments. The four basis of departmentalization viz., purpose, process, persons and place, popularly known as the "4Ps", are extensively used in the creation of departments/units in organizations. Gulick and Urwick in their writings in detail the application of many other principles like single executive, staff principles, delegation, span of control, etc.
  • Gulick, in his later writings focused on human factors in administration. Based on his fifty years of analysis, Gulick observes:"after all governments are constituted of human beings, are run by human beings and have as their main job, helping, contributing and serving human beings". He considered the human being as the dynamic factor intrinsic in the study of administration.
  • Gulick also emphasised time as the crucial factor in the organizations. He identified five aspects of time, viz., time as input, time as an output, time as the flow of events and time as a gap between two or more significant events or processes and finally timing as a management policy. He consisders time factor as critical in public administration.
  • The principles of organization of Gulick and Urwick were criticised for their contradictions and inadequacy to answer practical organizational questions and also for their neglect of role of human element in organizational processes. In his later writings Gulick emphasised the role of human beings in organizations; and 
  • There can not be any serious of the science of administration without reference to the principles of organization. Understanding and theorising the dynamic nature of application of these principles in different administrative situations is the major challenge of administrative studies today.


MAX WEBER(Administrative Thinkers)

Posted by Unknown Monday, 7 October 2013 0 comments
MAX WEBER



In brief
Weber’s contribution to the study of bureaucracy can be summarized as :

·                Max Weber, a broad-based scholar with academic interest spanning economic, history, politics, religion and society made a significant contribution to the analysis and  understanding of bureaucracy. Today, there cannot be any study or discussion on bureaucracy without reference to Max Weber.
·           
           Weber defined administration as exercise as authority and identified different forms of legitimacy viz., traditional, charismatic and legal and analyzed the nature of exercise of authority in ideal-type authority.

·                Weber considered legal authority as rational and called it legal-rational. He considered bureaucracy, the institutional form of legal-rational authority, as the most appropriate to modern governments.

·              He described in detail the characteristics of legal ration bureaucracy which is popularly known as Weberian Model of  bureaucracy.

·             Weber laid stress on legitimacy of legal-rational authority which is based on impersonal orders, rules, sphere of competence, hierarchy, written documents, technically qualified people and separation of personal and public ends.

·             Weberian model of bureaucracy attracted criticism mainly on three grounds i.e. rationality, suitability of model to different places and changing times, and its ability to attain maximum efficiency.

·              The core of criticism is on its emphasis on structure and neglect of human behavior. The model is described by some as a structural approach to organizations.

·                The webwrian model has both positive and negative features. In assessing Weberian ideal type, the historical context of Germany of his time should be kept in mind.


·               The Weberian model continues to be the framework for the analysis, criticism and for improvements in bureaucracy. That is the immortality of the model. 



FREDERICK TAYLOR(Administrative Thinker)

Posted by Unknown Friday, 4 October 2013 0 comments

FREDERICK TAYLOR



In Brief,

Frederick Taylor's contribution to a management and administration can be summarized as :

  • Frederick Winslow Taylor, a mechanical engineer by training, was regarded as the "Father of Scientific Management" for pioneering work in the study of human being at work;
  • Based on extensive studies of industrial work situation, Taylor identified defects in management and proposed a philosophy of management  for industrial efficiency, which was subsequently labelled as "Scientific Management" by Louis Brandies;
  • Taylor's Philosophy of scientific management is that there is no inherent conflict in the interests of employee, workers and consumers. Based on this philosophy he developed four principles of scientific management viz., a) development of true science of work; b) scientific selection of work; c) scientific education and development of workers; and d) intimate and friendly cooperation between the management and the men;
  • Taylor developed many management techniques like functional foremanship; time and motion study; piece-rate system; standardization of tools; the exception principles; the differential rate system, etc., as application tools of scientific management. The tools, Taylor felt, will help in identifying "one best way of doing things";
  • The essence of scientific management, according to Taylor, is mental revoloution i.e. change of attitude on the part of workers and management towords their work and their relationships;
  • Both trade unions and managers of the day were very critical of scientific management, through for different reasons. The trade union consisdered the scientific management as anti-labour and anti-trade union, focusing on mechanical aspects of work ignoring the human aspects. The labour organizations protested the "dehumanising" aspect of Taylorism;
  • The manager did not appreciate the criticism of rule-of-thumb methds and prescription of technical training to managers to increase efficiency and effectiveness in organizations;
  • Taylor's principles and prescriptions were criticised by latter writers for their failure to understand the anatomy of work. Simon and March characterized scientific management as the "psychological organization theory";
  • Taylor's work, in spite of limitationsand criticisms, greatly influenced the study and practices of industrial administration in the modern world. Taylor's heritage is visible in many modern management techniques like operation research, method study, Time study, etc. Taylor should be given due credit for laying foundation for the systematic study of work and worker.  

Henry Feyol(Administrative Thinker)

Posted by Unknown Wednesday, 2 October 2013 0 comments

Henry Feyol




Henri Fayol's contribution to the theory of oublic administration is as follows :

  • Henri Fayol, a successful executive of a mining of company in France, made significant contribution to the management concepts and is considered as the founder of "Management Process School".
  • He considered management as a science which can be developed, studied and applied equally well to public and private affairs.
  • He emphasised the university of management processes and made a distinction between management and public administration.
  • He identified five elements of organization viz., planning, organization, command, coordination and control.
  • Fayol derived fourteen principles of administration which are capable of adoption to various enterprises and settings. He emphasised the importance of training in administration.
  • Although Fayol places great emphasis on formal organization, he is alive to the limitations of the hierarchy and formalism. Therefore, he suggested Gangplank - "level jumping" - in hierarchical organization.
  • A comparison of contributors of Henri Fayol, a French Manager and F.W.Taylor, an American engineer is useful to understand the complementarity of their contributions and the differences in their approach and focus. Taylor focused mainly on the management principles to be directly applied to the field of production and Fayol mainly focused on the development of general theory of administration to be applied at the top management level.
  • Fayol's theory of functionalism is criticised for its narrow focus, mechanical approach and neglect of complex factors affecting human behaviour in organizations.
  • Fayol's framework of systematic analysis of administrative process stimulated subsequent writers on administration and management. His principles of administration, in variant form, are applied in the working of modern organizations.

Woodrow Wilson (Administrative Thinker)

Posted by Unknown Thursday, 19 September 2013 0 comments
Woodrow Wilson




Woodrow Wilson’s contribution to the field of public administration may be summarized as :


§  Wilson laid the intellectual roots for the emergence of public administration as a field/subject of enquiry through his essay “ The Study of Administration” in 1887.
§  “ The Study of Administration” traced the history of administration as a new development political science, presented the value of the study and indicated the methods by means which it ought to be carried.
§  “ The Study of Administration” was the result of Wilson’s search to find answers to the political abuses of the spoil system and finding ways of assimilation of European administrative systems into  American democratic politics.
§  He emphasized  the importance study of administration in the context of increasing complexity in society, increasing role of state and democratic nature of governments.
§  Wilson considered administration eminently a science and pleaded for the development of clear concepts of good administration.
§  He examined the relationship between politics and administration and considered them as separate activities at one level and interdependent at another. This vagueness lead to different interpretations of his views on politics and administration relationships.
§  He focused on the implementation aspects of the government and advocated the need for technically competent civil service based on merit.
§  Wilson emphasized the importance of comparative method, particularly learning from others about the ways of doing things without learning without learning their motives and ends; and

§  “ The Study of Administration” was too general, too broad and too vogue, as Wilson himself put it. It gave scope for different interpretations of Wilson’s views and also assessment of his contribution to the study of public administration. Looking in a historical context when the political debate was mainly on “who” should make laws and “what” the laws should be, his focus on “how” law should be ‘administered’ is a seminal contribution.



ADMINISTRATIVE THINKERS

Posted by Unknown Saturday, 27 July 2013 0 comments

SIGNIFICANT WORKS AND IDEAs AND THINKERs



S.No NAME THREE INFLUENTIAL WORKS THREE INFLUENTIAL IDEAS/CONCEPTS
1.
Kautilya- 350-283
B.C Ancient Indian Philosopher Adviser to King Chandragupta Maurya.
1. Arthashastra
2. Neetishatra
3. Chanakya Neeti
1. Monarchy as the best form of government; Absolute Powers to King.
2.Saptaganga theory of elements of state.
3. Principles of public administration.
2.
Woodrow Wilson
(1856-1924) Former President of America and Political Scientist
1. The study of Administration, 1887.
2. Congressional Government, 1885.
3. The Constitutional Government in the United States, 1908.
1. Importance of study of administration as science.
2. Politics-administration dichotomy.
3. Public administration as ‘Government in action’.
3. Henri Feyol (1841-1925) French Mining Engineer and Administrative Theorist
1. General and Industrial Management, 1949.
2. The Theory of the Administration of the States, 1923.
3. General Principles of Administrations (1908).
1. Principles of Management.
2. General Theory of management/management process school.
3. Gang plank/Level jumping.
4.
Frederick Winslow Taylor (1865-1915) Engineer, Inventor and Consultant.
1. Shop Management, 1903.
2. The Principles of Scientific Management, 1911.
3. The Testimony Before the House Special Committee, 1912.
1. Principles of Scientific management.
2. “one best way” of doing things.
3. Functional Foremanship.
5. Max Weber (1864-1920) German Sociologist and Political Scientist.
1. The Theory of Social and Economic Organisation, 1947.
2. Economic and Society, 1909.
3. The Protestant Ethic and the Spirit of Capitalism, 1904.
1. Forms of authority.
2. Legal rational bureaucracy.
3. Protestant ethic.
6.
Luther Gulick (1892-1993) American Expert on Public Administration.
Lyndall Urwick (1891-1983) British Management Consultant.
1. The Papers on Science of Administration, 1937,(Edited by Gulick and Urwick).
2. Metropolitan Problems and American Ideas, 1962(Gulick).
3. The Elements of Administration, 1947(Urwick).
1. Structure based principles of organization.
2. POSDCORB as function of executive.
3. Bases of departmentalization.
7. Mary Parker Follett (1868-1933) American Political Scientist, Social worker and Management Consultant.
1. Dynamic Administration, 1924.
2. Creative Experience, 1924.
3. Freedom and Coordination, 1949.
1. Constructive conflict.
2. Integration.
3. Depersonalising orders.
8. George Elton Mayo (1880-1949) Australian Social Psychologist and Industrial Researcher.
1. The Human Problems of Industrial Civilisation, 1933.
2. The Political Problems of Industrial Civilisation, 1974.
3. The Social Problems of Industrail Civilisation, 1975.
1. Human relations approach to organizations.
2. Hawthrone effect.
3. Role of Informal organization and groups in effecting the behavior of individuals at work.
9. Chester I. Bernard (1886-1961) American Executive and Management Thinker.
1. Functions of the Executive, 1938.
2. Organisation and Management, 1948.
3. Selected papers of Chester I. Bernard, 1986
1. Acceptance theory of authority and “Zone of Indifference”.
2. Contribution-satisfaction equilibrium.
3. Function of the executive.
10. Herbert A. Simon (1916-2001) American Political Scienntist and Economist.
1. Administrative Behaviour, 1947.
2. Organisation, 1958.
3. The New Science of Management Decision,1960.
1. Administration as decision-making.
2. Bounded rationality.
3. Zone of acceptance.
11. Abraham Maslow (1908-1970) American Psychologist and Motivation Theorist.
1. Motivation and Personality, 1954.
2. A Theory of Human Motivation, 1943.
3. Religion, Values and Peak Experiences, 1965.
1. Hierarchy of needs.
2. Self-actualisation.
3. Peak experiences.
12. Douglas McGregor (1906-1964) American Social Psychologist and Management Consultant.
1. The Human side of Enterprise, 1960.
2. The Professional Manager, 1967.
3. Leadership and Motivation, 1969.
1. Theory “X” and Theory “Y”.
2. Management education from cosmology to reality.
3. Transactional influence.
13. Chris Argyris (July 16, 1923) American Behavioural Theorist and Management Writer
1. Personality and Organisation, 1957.
2. Integrating the Individual and the Organisation, 1964.
3. Organisation Learning, 1978.
1. Maturity-Immaturity theory.
2. T-Group Techniques; single loop and Double loop learning.
3. Organisational Learning.
14. Frederick Herzberg (1923-2000) American Psychologist and Management Consultant.
1. The Motivation to work, 1959.
2. Work and the Nature of Man, 1966.
3. The Managerial Choice, 1982.
1. Hygiene Motivation theory.
2. Job Enrichment
3. Job Loading.
15. Rensis Likert (1903-1981) American Organisational Psychologist and Educator.
1. New Pattern of Management, 1961.
2. The Human Organisation, 1967.
3. New Ways of Managing Conflicts,1976.
1. Management system 1-4.
2. Linking Pin Model.
3. Interaction influence system.
16. Fred W. Riggs (1917-2008) Chinese born American Political scientist and Administrative Model Builder.
1. The Ecology of public Administration, 1961.
2. Administration in Developing Countries, 1964.
3. Frontiers of Development Administration, 1970.
1. Prismatic society.
2. Sala model of administration.
3. Development as diffraction and integrations.
17. Yehezkel Dror (born 1928) Israeli Political Scientist and Pioneer in policy studies.
1. Public Policy-making Reexamined, 1968.
2. Design for Polity Sciences, 1971.
3. Ventures in Policy Sciences, 1971.
1. Societal direction system as a mega-knowledge system.
2. “Optimal-model” of policy making.
3. Paradigm of policy sciences.
18. Dwight Waldo (1913-2000) American Political Scientist and “Defining figure” in Public Administration.
1. The Administrative State, 1948.
2. The study of Public Administration, 1955.
3. Public Administration in a Time of Turbulence, 1971.
1. Public Administration as political approach.
2. Professional orientation to public administration.
3. New Public Administration.
19. Peter Drucker (1909-2005) American Management Thinker, Professor and Consultant.
1. The Practice of Management, 1954.
2. Management –Tasks, Responsibilities, Practices, 1974.
3. Management Challeges for the 21st Century, 1992.
1. Management by objectives.
2. Restructuring Government/ New Public Management.
3. Knowledge society and knowledge workers.
20. Karl Marx (1818-1883) German Revoloutionary Philosopher and Political Economist.
1. Critique of Hegel’s Philosophy of Right,1844.
2. The Eighteenth Brumaire of Louis Bonaparte, 1850.
3. A Contibution to the Critic of Political Economy, 1859.
1. Bureaucracy as an exploitative class instrument.
2. Materialistic interpretation of history.
3. Alienation of Bureaucracy.




Kautilya

Posted by Unknown 0 comments


Kautilya’s ideas on state and statecraft can be summarized as :

  • Kautilya, author of ancient Indian classic Atrhashtra, was an Adviser and Minister to the first Mauryan Emperor Chandragupta Maurya(C321-297 BCE). Through historical versity of Arthashatra is disputed, it nevertheless offers deep insights into statecraft, particularly theories and principles governing a state. It is described as a manual on statecraft.
  • In Arthashatra the focus was the king who thought to be the descendent of God and Kautilya attaches an element of divinity to the king. Monarchy, rule by an individual, was considered as a desirable form of government. Kautilya justified absoloute powers to the monarch.
  • Kautilya enumerates seven prakritis or essential organs of the state, viz.Swamin(the ruler); Amartya(the minister); Janapada(People); Durga(fortified capital); Kosha(the treasury); Danda(the army); and Mitra(ally). He considered that no state is complete without these elements and described in detail the role and nature of each of element of states.
  • Kautilya elaborated the principles of administration governing activities of various elements of state and considered it necessary to everyone associated with state activities to process the knowledge of science of public administration.
  • Various aspect of personal were dealt in the Arthashatra. Fear, duty and interest were considered as main motivators of employee behavior. The Arthashtra prescribes regulations for the recruitement of officials and their salary. Loyalty to king is the important requirement in all the appointments. Realising the difficulty to detect the official’s dishonesty, Kautilya elaborated on the methods of corruption and also prescribed an elaborate system of espionage and punishment.
  • Kautilya elaborated on the organization of government and categorized them into 18 Thrathas or units. The division of department is made according to the services required by the people and discharged by the government. The organization principles and functions of all the 18 Thrithas were discussed in details.
  • The Arthashatra provides philosophical foundation of monarchial form of government and the decisive role of the monarch in administration. The text asserts: “In the happiness of this subject lies the happiness of king and in what is beneficial to the subjects lies his own benefits”.
  • Kautilya’s approach of ends justifying means and absoloute powers to the monarch were criticised as non-relevent ideas to modern democratic states. His views arecompared by many to Machiavelli’s The Prince.
  • The paradox of Kautilya’s philosophy is that some of his ideas are publicaly criticized and privately practiced. Kautilya is alternatively condemned for his ruthlessness and trickery and praised for his timeless political wisdom and knowledge of human nature.


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