Public Section Preview
Glossary
| Term (EN) | Definition | Exam Relevance |
|---|---|---|
| Scientific Management | Taylor's 1911 approach: apply scientific methods to work — time-motion study, standardisation | Classical phase |
| Time-and-Motion Study | Systematic observation of tasks to find the most efficient method | Taylor's key tool |
| Differential Piece Rate | High performers paid more per piece; Taylor's incentive system | Scientific Management |
| 14 Principles of Management | Fayol (1916): unity of command, division of work, scalar chain, esprit de corps, etc. | Classical management |
| Unity of Command | Each employee should receive orders from only one superior | Fayol principle |
| Scalar Chain | Clear line of authority from top to bottom of organisation | Fayol principle |
| Hawthorne Effect | Workers perform better when they know they are being observed and feel valued | Human relations |
| Informal Organisation | Unofficial relationships, groups, and norms within a formal organisation | Mayo, Barnard |
| Acceptance Theory of Authority | Barnard: authority derives from subordinate's willingness to comply | Barnard's contribution |
| Zone of Indifference | Barnard: range of orders a subordinate will accept without question | Acceptance theory |
| Bounded Rationality | Simon: decision-makers have limited information, time, and cognitive capacity | Behavioural theory |
| Satisficing | Simon: choosing the first good-enough option rather than the optimal one | Behavioural theory |
| Administrative Behavior | Simon's 1947 book — foundational text of behavioural PA | Key work |
| Theory X | McGregor: workers are lazy, need control and coercion | Authoritarian management |
| Theory Y | McGregor: workers are self-motivated, respond to participation | Democratic management |
| Self-actualisation | Maslow's highest need: realising one's full potential and creativity | Need hierarchy |
| AGIL Framework | Parsons: Adaptation, Goal Attainment, Integration, Latency | Structural-functional |
| Goal Displacement | Merton: means (rules) become ends; original goals are forgotten | Bureaucratic dysfunction |
| Trained Incapacity | Merton: skills learned in one context become liability in another | Bureaucratic dysfunction |
| Ecological Approach | Riggs: PA must be studied in context of its social-cultural environment | Comparative PA |
| Agraria (Fused) | Riggs: traditional society — one structure performs all functions | Riggs' spectrum |
| Industria (Diffracted) | Riggs: modern Western society — specialised, differentiated agencies | Riggs' spectrum |
| Prismatic Society | Riggs: developing countries — mix of modern and traditional | India model |
| Sala | Riggs: administrative unit in prismatic society (Spanish for 'office') | Prismatic model |
| Formalism | Riggs: gap between formal rules and actual administrative practice | Prismatic society feature |
Sources: Frederick W. Taylor (1911) Principles of Scientific Management; Henri Fayol (1916/1949) General and Industrial Administration; Elton Mayo (1933) The Human Problems of an Industrial Civilization; Chester Barnard (1938) The Functions of the Executive; Herbert Simon (1947) Administrative Behavior; Douglas McGregor (1960) The Human Side of Enterprise; Abraham Maslow (1943) "A Theory of Human Motivation"; Talcott Parsons (1960); Robert K. Merton (1940); Fred Riggs (1961) The Ecology of Public Administration; Fred Riggs (1964) Administration in Developing Countries; RPSC Mains PYQ 2013–2023.