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Predicted Questions with Model Answers
Q1 (5 marks — 50 words): What are the Hawthorne Experiments? What were their major conclusions?
Model Answer:
Hawthorne Experiments (Elton Mayo, 1927–32) were conducted at Western Electric's Hawthorne plant, Chicago. Studies on lighting, rest periods, and group dynamics showed that social and psychological factors — not physical conditions — primarily drive worker productivity. Key conclusions: (1) Informal groups set production norms; (2) Workers are motivated by belonging and recognition; (3) The Hawthorne Effect — workers perform better when observed and valued; (4) Morale, not wages alone, determines output.
Q2 (5 marks — 50 words): Distinguish between Theory X and Theory Y as given by Douglas McGregor. Which is more suitable for Public Administration?
Model Answer:
Theory X (McGregor, 1960): Workers are lazy, dislike work, avoid responsibility, and need external coercion and strict control — authoritarian management style. Theory Y: Workers are self-motivated, seek responsibility, are creative, and thrive under participatory management. For Public Administration, Theory Y is more suitable: democratic governance requires motivated, responsible civil servants who serve citizens willingly, not through fear. Theory Y underpins participatory policy-making, social audit, and citizen-centric services.
Q3 (5 marks — 50 words): What is the ecological approach to Public Administration? Explain Riggs' Prismatic Model.
Model Answer:
The ecological approach (Fred Riggs, Ecology of Public Administration, 1961) holds that PA cannot be studied in isolation from its social, cultural, and economic environment. Riggs placed societies on a spectrum: Agraria (fused — one structure does all); Industria (diffracted — specialised modern agencies); Prismatic (intermediate — developing countries). In prismatic societies (Sala model), modern institutions coexist with traditional practices, causing formalism (gap between rules and practice), heterogeneity, and poly-normativism. India is a classic prismatic society.
Q4 (10 marks — 150 words): Critically examine the structural-functional theory of organisations. How does Merton's concept of 'dysfunctions of bureaucracy' help us understand Indian administration?
Model Answer:
Structural-Functional Theory views organisations as social systems that must perform certain functions to survive. Talcott Parsons (AGIL framework) argued every system must: (A) Adapt to its environment — e.g., finance ministries adapt to economic cycles; (G) Achieve goals — planning commissions/NITI Aayog define national targets; (I) Integrate its sub-systems — Cabinet Secretariat coordinates ministries; (L) maintain Latency (cultural patterns) — LBSNAA preserves IAS values and traditions.
The theory's strength lies in its holistic, interdependent view of organisations. However, it is criticised for: (i) Conservative bias — it explains why systems persist but not why they change; (ii) Neglect of conflict — treats consensus as natural, ignoring power struggles within organisations; (iii) Circular reasoning — a structure exists because it is functional, but how do we determine what is functional?
Robert K. Merton's dysfunctions are especially relevant to India. Goal displacement — IAS officers focus on process compliance rather than developmental outcomes; MGNREGS card distribution becomes more important than actual work creation. Trained incapacity — civil servants trained in routine procedures cannot handle crises (COVID response revealed rigid procedural thinking). Over-conformity — district collectors hesitate to use discretionary powers even in emergencies, fearing audit scrutiny. Formalism — Rajasthan's public grievance portals accept complaints but take no follow-up action.
Merton's framework offers a diagnostic tool: Indian administrative reforms (ARC recommendations, DARPG reforms) are essentially attempts to reduce bureaucratic dysfunctions by introducing result orientation, simplifying processes, and building discretionary capacity.
Q5 (5 marks — 50 words): What is bounded rationality? How does Herbert Simon's decision-making theory challenge the classical view of administration?
Model Answer:
Herbert Simon (Nobel 1978) argued in Administrative Behavior (1947) that administrators cannot be fully rational — they face bounded rationality: incomplete information, time pressure, and limited cognition. Instead of optimising, they satisfice (choose the first good-enough option). This challenged the classical view: (1) POSDCORB's "one best way" is impossible with incomplete information; (2) Organisations are not machines but human decision systems; (3) Administration is inherently about choice under uncertainty, not mechanical execution.