FOLLET

Question : "Legitimate authority flows from coordination, not coordination from authority (Follet). Comment" (10 Marks/150 Words)
Model Answer : 

To Follet coordination leads to self adjustment which in turn leads to scheme of planning. According to her, coordination , definition of purpose and anticipation are three critical functions of a leader. A leader is the one who derives authority from law of situation. It is this legitimate authority that instills heightened self respect and increases efficiency among subordinate. Follet says that central authority should be replaced by authority of function in which individual has final authority within the allotted functions which defines one’s responsibility also. A leader should have a total clear interrelatedness to exercise authority. Orders without proposition cause resentment and the resultant conflict is not constructive. It hinders circular behaviour and ultimately organisational efficiency has to bear the toll. Thus Follet stresses that legitimate authority flows from coordination and not vice versa. (Total Words- 134)

Neo classic school

Discuss the extent to which we can call human relations school as 'neo-classical' School 🏫. (30 Marks/350 Words)    

Model Answer : 

The human relations writer like the scientific management theorists, acknowledge the importance of ‘management’ in production, they differ from them in their basic approach to the organization which they characterize as a Social system consisting of individuals, informal groups and inter-group relationships in addition to the formal structure.

The human relations theory is called the ‘neo-classical theory' because it accept efficiency and productivity as the legitimate values of organization, although it relies on a different set of techniques to achieve these values. Both the classical and human relations theories are alike in their objectives but differ in the approaches adopted to accomplish those objectives. the human relationists seek to maximize the values of efficiency and productivity by eliminating dehumanization approach of the classical approach. The human relations theory differs from the classical theory and Neo-classical theory in the following respects-

Classical Theory :

1) focus on structure, order, the formal organization, economic factor and rationality
2) formal organization structure consisting of jobs and job descriptions as spelled out in the charts and manuals.
3) Takes the atomistic view of man and considers workers as various cogs in a machine.
4) For workers motivation consider economic rewards and physical conditions are regarded as important factors
5) Authoritarian style of supervision

Neo-Classical Theory:

1) Informal group as major explanation of the behaviour in the organization.
2) informal organization concern with social relationships of individual workers within the organization.
3) Consider workers essentially as social beings who react to management, organization and work itself as members of group rather than as individuals
4) Consider Social-psychological rewards and group sanctions are important motivators for work.
5) Democratic type of supervision.

It shows that both approach have taken two views of organizations. Neither of the approaches is wholly right , although each is partially right. In reality , an organization is both a formal structure and informal relations among employees. These two aspects of an organization are not contradictory but allied to each other. Thus in terms of achieving common end objective Human relations school as widens the scope of Classical Theory and can be considered as Neo –Classical.

LEADER Vs MANAGER

What are the differences between a Leader and a Manager ? (30 Marks/350 Words)    

Model Answer :    

A Manager is a person who is responsible for managing an organization and a leader is someone who control or influence people. Managers and leaders are different in their goals, approaches, target group and ideas. Generally a manager manages a section of skilled worker and resource to accomplish a common goal which is mostly profit oriented in an organization. A manager worked on a set of rules defined in an organization and responsible to his superior. A manager generally works for a business oriented organization. Manager inspires the employee to do the things rightly. Managers are authoritative and more focuses on work to be done.

A leader influence people by his ideology and vision. Leader works for an idea and uses his skills and knowledge to adapt the ideas into reality. A leader is responsible to their followers and peoples. Leader generally does the work which empowers the people and brings a dynamic change which is favourable for the society. Leader motivates the people to do the right things. A leader has the ability to persuade other to seek defined goal enthusiastically.

A popular saying “All leaders are good manager but not all managers are good leaders” because a leader works for the goals but manager works on the goals.

Zaleznik explains the following differences between managers and leaders:

• Managers tend to adopt impersonal and passive attitude towards goals while leaders adopt a more personal and active attitude towards their goals.
• Managers coordinate in order to compromise conflicting values .Leaders develop choices that give substance to people’s imagination.
• Managers visualize themselves as conservators and regulators. Leaders search out for opportunities for change
• Management is more about planning , organizing, directing and controlling the activities of subordinate staff. Leadership is concerned with motivating and involving people.

According to Henry S R Kao the concept of leadership is very broad and applies to formal organisations as well as informal groups. Despite the differences , there is a close relationship between leadership and management in work organisations. To be an effective manager it is necessary to exercise the role of leadership. (Total Words- 350)

PUBLIC ADMINISTRATION PAPER 1

Delegated Legislation is a consequence of intensive form of government and caution needs to be excercised to ensure that it does not degenerate into 'new despotism'. (20 Marks/250 Words)   
Model Answer :    

The challenges of a developing economy have considerably increased the volume of legislative tasks. Many of the modern issue require contingency plans as well as high technical expertise. Thus to address dynamic aspirations of people within minimum time, legislation is delegated to subordinate authority in pursuance of positive authority given by Parliament. However, delegated legislation may have adverse impact also, in case adequate caution is not deployed. It may lead to the possibility of encroachment. The rules made by administrative agencies may consult organized interests only and the unorganized general public is left out of consideration. In some cases, delegation may tend to exclude the control of courts and deprive the citizens of protection by courts. Too flexible rules by administrative agencies may lead to uncertainty and chaos. A situation may arise where citizens find it difficult to avail judicial remedy on account of procedural difficulties , cost and delay involved. Hence the due process and comprehensiveness of delegated legislation is as important as the delegated legislation itself. There are certain safeguards which need to be deployed while delegation of legislation. These include well defined limits of delegated legislation, antecedent publicity and consultation, parliamentary scrutiny and provision of social auditing. With the help of these methods a balance must be stroked so as to ensure that delegated legislation does not degenerate to new despotism. (Total Words- 224)