Public administration : theory and practice

Public administration theory and practice

Building upon the idea that public administration is the most vital tool of governance, and

Detalles Bibliográficos
Autor principal: Singh, Hoshiar (-)
Otros Autores: Sachdeva, Pardeep
Formato: Libro electrónico
Idioma:Inglés
Publicado: New Delhi, India : Pearson 2011.
Edición:1st edition
Colección:Always learning.
Materias:
Public administration.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628462306719
Tabla de Contenidos:
  • Cover
  • Contents
  • Chapter 1: Meaning, Scope and Importance of Public Administration
  • The Concept of Public Administration
  • The Scope of Public Administration
  • Scope in Relation to People's Expectations from the Government
  • Significance of Public Administration
  • Public and Private Administration
  • Similarities Between Public and Private Administration
  • The Ecology of Public Administration
  • Political Dimension
  • Economic Dimension
  • Socio-cultural Dimension
  • Evolution of Public Administration as a Discipline
  • Period I: (1887-1926)-The Era of Politics-Administration Dichotomy
  • Period II: (1927-37)-Principles of Administration
  • Period III: (1938-47)-Principles Stood Challenged
  • Period IV: (1948-70)-Crisis of Identity
  • Period V: 1971onwards
  • Public Administration-Science or Art
  • Public Administration: A Science
  • Public Administration is Not a Science like Physical Sciences
  • Public Administration as Both a Science and an Art
  • New Public Administration
  • Reference
  • Chapter 2: Theories of Organisation
  • Scientific Management Theory
  • Taylor and his Associates
  • Principles of the Theory
  • Bureaucratic Theory
  • Characteristics of the Ideal Type
  • Criticism of Weber's Theory
  • Classical Administrative Theory
  • Device and Classical Theory
  • Principles of Administration
  • Drawbacks of Classical Theory
  • Human Relations Theory
  • Introduction
  • Hawthorne Experiments
  • Major Findings of Hawthorne Experiments
  • Main Propositions of the Theory
  • Criticism
  • Behavioural Approach
  • Weaknesses of Behaviouralism
  • System Approach
  • General Systems Theory: Concepts
  • Relevance of Systems Approach to Public Administration
  • Evaluation
  • Public Choice Theory
  • Salient Features of Public Choice
  • Critical Evaluation
  • Conclusion
  • Organisational Effectiveness.
  • The Concept of Organisational Effectiveness
  • References
  • Chapter 3: Principles of Organisation
  • The Hierarchy or the Scalar Process
  • Merits of the Scalar Principle
  • Demerits of Scalar System
  • Unity of Command
  • Authority and Responsibility
  • Sources of Authority
  • Kinds of Authority
  • Authority and Responsibility
  • Coordination
  • Definition of Coordination
  • Need for Coordination
  • Types of Coordination
  • Methods of Coordination
  • How to Achieve Effective Coordination
  • Hindrances to Effective Coordination
  • Span of Control
  • Supupervision
  • Meaning and Definitions
  • Functions of a Supervisor
  • Methods or Techniques of Supervision
  • Qualities of Good Supervisors
  • Importance of Human Characteristics of Supervision
  • Training of Supervisors
  • Centralisation and Decentralisation
  • Meaning
  • Merits and Demerits of Centralisation and Decentralisation
  • Merits and Demerits of Centralisation
  • Merits and Demerits of Decentralisation
  • Delegation
  • Type of Delegation
  • Hindrance to Delegation
  • General Principles of Delegation
  • Refernces
  • Chapter 4: Administrative Behaviour
  • Decision Making
  • Factors in Decision Making
  • Decision Making is a Plural Activity
  • Bases of Decision Making
  • Techniques of Decision Making
  • Types of Management Decisions
  • Problems of Decision Making
  • The Problem of Bias in Decision Making
  • Herbert Simon's Contribution to Decision Making
  • Criticism
  • Conclusion
  • Theories of Leadership
  • Definitions of Leadership
  • Leadership and Power
  • Leadership and Authority
  • Theories of Leadership
  • Types of Leadership
  • Functions of Leadership
  • Qualities of a Good Administrative Leader
  • Communication
  • Definition of Communication
  • Types of Communication
  • Internal and External Communication
  • Means of Communication
  • Hindrance to Effective Communication
  • Morale.
  • How to Build up and Maintain Wholesome Morale
  • Motivation
  • Theories of Motivation
  • The Hierarchy of Needs Theory
  • The Motivation-Hygiene Approach Theory
  • McGregor's Theory X and Theory Y
  • Motivation: The Carrot and the Stick Approach
  • The Expectancy Theory of Motivation
  • References
  • Chapter 5: Structure of Organisation
  • Chief Executive
  • Types of Chief Executive
  • Functions of the Chief Executive
  • Political Functions
  • Administrative Functions
  • Deciding Administrative Policy
  • Authorising Details of Organisation
  • Coordination
  • Issuing Directions
  • Selection and Removal of Personnel
  • Control of Financial Administration
  • Supervision and Investigation
  • Public Relations
  • Line, Staff and Auxiliary Agencies
  • Line Agencies
  • Staff Agencies
  • Functions of Staff Agencies
  • Kinds of Staff Agencies
  • Qualities of a Staff Officer
  • Some Examples of Staff Agencies in Various Countries
  • Distinction Between Line and Staff Agencies
  • Auxiliary Agencies
  • Distinction Between Auxiliary Agencies and Line Agencies
  • Distinction Between Auxiliary Agencies and Staff Agencies
  • Department
  • Public Enterprises
  • Forms of Public Enterprises
  • Advantages of Corporations
  • Problems of Public Corporation
  • Public Sector
  • Performance of the Public Enterprises
  • Definition of a Board or a Commission
  • Where is the Board System Suited
  • The Mixed System
  • Classification of Boards and Commissions
  • Boards and Commissions in India
  • Merits of Independent Regulatory Commissions
  • Demerits of Independent Regulatory Commissions
  • Attempts at Reforms of the Commissions
  • Headquarters-Field Relationship
  • Grading and Classification of Field-Stations
  • Headquarters-Field Relationship
  • Supervision and Control of Field-Stations
  • References
  • Chapter 6: Personnel Administration.
  • Functions of Personnel Administration
  • Bureaucracy and Civil Services
  • Basic Features of Civil Service
  • Professionals
  • Hierarchy
  • Legal Basis
  • Personnel Agency
  • Established Procedure of Work
  • Impartiality and Anonymity
  • Functions of Civil Service
  • Advice
  • Programme Planning
  • Production
  • Organisation and Methods
  • Max Weber's Model of Bureaucracy
  • The Weberian Model of Bureaucracy
  • Criticism of the Weberian Model
  • Position Classification
  • Different Categories of Classification
  • Method of Classification
  • Advantages of Classification
  • The Classification System of Civil Service in India
  • Position Classification in USA
  • Recruitment of Employees: Spoils Versus Merit System
  • Defects of the Spoils System
  • The Merit System
  • Advantages of the Merit System
  • Location of the Appointing Power
  • Methods of Recruitment
  • Qualifications of Employees
  • Methods of Determining Qualifications
  • Administrative Machinery for Determining Qualifications
  • Recruitment System in India
  • Age
  • Written Examination
  • Interview
  • Central Secretariat Services
  • The Current Selection Method of the UPSC
  • Public Service Commission
  • Composition of the Public Service Commission
  • Independence of the Public Service Commission
  • Functions of the Public Service Commission
  • Annual Report of the Commission
  • Defects in Our Recruitment System
  • Probation System
  • Training
  • Meaning of Training
  • Need for Training
  • Objects of Training
  • Types of Training
  • Methods of Training
  • Videotape Recording
  • Essentials of Training for Administrative Officers
  • Training in India
  • Training System During the British Rule
  • Training System After Independence
  • Training for the Indian Administrative Services (IAS)
  • Training for the Indian Police Service (IPS)
  • Training for the Indian Foreign Service (IFS).
  • Departmental Training Schools for Other Central Services
  • Institute of the Secretariat Training and Management (ISTM)
  • Training at the State level
  • Conclusion
  • Career Development
  • Promotion
  • The Meaning of Promotion
  • Types of Advancement
  • The Automatic Advancement System
  • The Semi-Automatic Advancement System
  • Importance of Promotion
  • Essentials of a Proper Promotion System
  • Lines of Promotion
  • Principles of Promotion
  • Merit Principle
  • Personal Judgement of the Head of Department
  • Examinations for Promotion
  • Efficiency Rating
  • The Promotion-Making Authority
  • Promotion System in India
  • Criticism of Our Promotion System
  • Pay and Conditions of Service
  • Principles of the Pay Structure
  • Service Conditions
  • Retirement
  • Age for Retirement
  • Retirement Benefits
  • Pension and Provident Fund
  • Kinds of Pensions
  • Fifth Pay Commission's Recommendations on Pension
  • Conduct and Discipline
  • Government Servants' Conduct Rules in India
  • Discipline
  • Types of Disciplinary Action
  • Mode of Taking Disciplinary Action
  • The Position in India
  • Employer-Employee Relations
  • Right to Strike
  • Origin of the Whitley Council
  • Functions of Whitley Councils
  • Authority of Whitley Councils
  • Organisation of Whitley Councils
  • Evaluation of the Whitley System
  • Staff Councils in India
  • Joint Consultative Machinery (JCMCM) Scheme
  • The National Council
  • Departmental Councils
  • Integrity in Public Administration
  • Definition of Corruption
  • Forms of Corruption
  • Causes of Corruption or Decline of Integrity
  • Historical Causes
  • Social Causes
  • Economic Vauses
  • Environmental Vauses
  • Cumbersome Procedure
  • Inadequate Laws
  • Constitutional Protection to the Civil Servants
  • Evil Effect of Corruption on Administration
  • Anti-Corruption Measures and Machinery.
  • Legal and Institutional Devices to Check Corruption.

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