Political Science Prey by Prof. Prof. Adil, & Prof. Lm! Political awakening in Kashmir and 1931 uprising * In 1865, the shawl workers strike marked the beginning of workers uprising in Kashmir. * Reading Room Party, a Muslim educated group initiative of 1930 laid the foundation of modern political uprising in Kashmir, « Sheikh Abdullah believed that Reading Room was only a pretext while the main aim and agenda was to launch a political movement against autocratic rule. Window was opened to the world so that it could see the worse conditions of people living in Kashmir, © In the month of July, 1931 a good number of public meetings were held and were addressed by Sheikh Mohammad Abdullah, Ghulam Nabi Gilkar and Moulvi Abdul Rahim and the meetings were followed by slogans like ‘sur faroshi ki tamana ab hamarae dil mai’ © Abdul Qadeer became a revolutionary figure in uprising. His arrest and demanded shifting of venue of trail caused serious anger among youth who assembled outside the central jail and shouted slogans like Allahu Akber and consequently it umed into violent event in which seventeen’ Muslims were killed while forty got injured, five of whom died later on 13 July, 1931. © This led the beginning of mass uprising. © Mr. Wakefield was the Prime Minister of Kashmir. © The martyrs were kept in the Jamia Masjid for the whole night attended by Sheikh Mohammad Abdullah, Formation and Ideology of Muslim Conference * According to Maulana Mohammad Sayed Masoodi, the decision to form a party and name it Muskim Conference was taken in the Central Jail, Srinagar, © The inaugural session was held from 14" to 16" of October, 1932 in the historic Pather Masjid, Srinagr under the presiden-ship of Sheikh Mohammad Abdullah. © The Muslim Conference drafted its constitution and also adopted a party flag which consisted of green cloth crescent and star, The session was attended by three lakh men, women and children, © Right from its inception the programme of the Muslim Conference was secular and progressive, True, the leaders of Muslim Conference came forward in the Muslim name: but their programme and manifesto was as broad as that of any progressive political Party of India, They fought against exploitation, regardless of the religion of the exploiter,@ Right from ies inception the programme of the Mustim Conference was secular and progressive, True, the kaders of Moslim Conference came forward in the Muslim same ibeir programme and manifesto was as broad as that of any progressive political Party They fought sigainst expboitatien, regardless ofthe religion of the exploter 2 The secular manu leaders to their Hind tethren for their eaoperstion and the rise of secular minded wo Muslin leaders tke Pandit Prem Nath Baza and Sardar Bua Singh ‘+The party imal various resolutions demanded freedoms of press. Repeal of section 108. criminal procedure cele, au withdrawal of restrictions on change of religion ‘of Muslim Conference, repented requests of Muslim Conference '¢ demanded wider franchise, larger powers to assembly, opening oF industries an 5 Emergence and Ideology of National Conference © A historic meeting het hash 8 taken, mn PN Bavav. snd §.M Abul took place i Jay, 1992 a 2 decison forthe secularzai thi Gandon whe mn of State politics was + 1 wa in 1954 that the Mauraja granted a constitution providing a Legislative Assembly forthe people. High hopes were raised with the ittoduction ofthe reform but the reality con dawned upon the people tha the Assembly was powere ood purpose in thatthe elected representatives of Muslims ant Hindus sere brush vertheless, it served & together on the lowe of the hese where they began to understand other's po © After the Sopore semion (1934) which was the hind annul session of Muslim Conference, S.MAbsullah ef fr plains 10 rei contacts withthe leaders of “political thought” aver tre © On Sth May, 1986, Muslim Conference observed a Responsible government Day eh af the M. Abdallah, President of the Conference to non-Muslims fo paicipate inthe functions celebrated in connection withthe Respoasible government Day ‘+ Was in the inletest of Hindu-Muslins wnity thatthe students of schools and colleges belonging to different communi session of this union wis held on November, 1936, al appreciate each of view Uru the Length aad le An appeal was mace by cs ofunised Kashmir Sunes Union. ‘the first sanval ‘© Later §. M__Abulld spoke ia fvour of the conversion of Muslim Conference into ‘National Conference which generated beuled Uiscesions and confrontations in the rinks of Muslim Confurence Ieudetship, The members who opposed the resolution and voted ‘guinst (include Chundri Gtulun Abtus Khun, Atul Majid Qureshi, Sulkh Abmal- vud-Din Banibal: and some ofhees 1+ Te would wot be out of place ts focus on code oat incidents and res Which digetly a inuirealy paved the way for dhe eonverson of Muslim Conference into National Conference. After his arest on August 29, 1938, S.M.Abullah was lodged in Kuthwa Jal, I-vas during his mpesonment tha be had thocough udy of Tarjumun--Quia, by Maulana Ava which influenced his mind ani boosted his nationals tendencies om February 24, 1939, SM.Absullab reacbed Chath, Srinagas, where taken in a procession to Pulher Masjid, There he delivered u foreeal speech ta favour a Higdu-Muslim unity and the need of joint platformJail. 1 as during bis imprisoament that he had a thorough stucly of Tarjamar-W)-Quran thy Maulara Azad which influenced his mind and boosted is natinalistic tendencies om February 24, 1959, SM Abdullah reached Chittaba, Srinagar, whereffom he was taken in a procession to Pather Masjid. There he delivered a forceful specs i favour a Hindu Muslin unity and the need ofa join pat nwa in March, 1939, that Indian Nations! Congress called its annul session at Tripura S.M. Abdilah had bees spocialy invited wo this session by the Congeess President Rajan Prasad A Special Session of the AIL Jammu and. Kishinie Musi Conference wus held st Srinagar on 10 ara 1] of June, 1939 under the Presidenship of Khwaja Gham ‘Mobammad Sadiq. Chairman of the Reception Commnitiee Mautans Masood) introduced ‘he following resolution. The Special Session ofthe Jammu and Kashmir Mustim Conference approves. the Working Commies resolution No, § of 24th of June, 1938, for the change of the name of the Conference and for bringing about the necessary amendments and changes in ts constitution, which was confirmed by the General Council i its session, ele an Apel! 27, 1939, Tike Conference thersfore, decides that if shall henceforth be namest ax All Jammu and Kushmir National Conference and every eticen of Jammu and Kashmir, whether male or female shall respective of his religion and race, be entitled to become the thetnber of the Conference provided he undetl g ¥ sve for seting up fa responsible government and securance of individual beries as his political goal Naya Kashinie Manifesto of 193 and its Meologieal Dimensions On July 31, 1944 when Mabarija Hari Singh was on a Visit ¥o Srinagar city, Sheih Mohamad Abdio, while welcoming: him in front of Mujahid Manzil (Strugelrs’ House) the NC Headquarters, resented him a copy of the proposed Constitution of the State tid Nay, Kani n 30 September 1944, Sheikh Abvdllah as President of NC issued Polisical, Social and Economie Programme known as “New Kusheie Manifesto” in an open session of national conference among hurareds of delezutes und more than 150,000 people The State would be am ievlepenient sovereign secular constitutional monarchy wit His Highness the Maharaja Bahadur asthe Ruler ofthe State. Following ae features of Naya Kashis Manifesto The State woul have a Counc of Ministers answerable te al National Assembly of Peuple's Depitiss who would be elected by univers franchise; every 40,000 peuple would comstioue electoral district and return ame Dept. The State would administer justice through an indepeedent judiciary which would comprise of High Cour, Distect Couns and elected Vilage Panchayats The State would guarantee, wo every citizen, equality of rights irespective of their religion, eo, bith, oF eee, “The State would guarantee to every ctzenfreedam af conscience worship, speach, asernly education, property. work, ret organization [Naya Kashani was in elfecr a public announcement to the effect that Stuslim majority of Kashmir State woul have ao truck with communal polities as enunciated in Two Nationsa eal ee ae Te ee eee comprise af « High Court, District Courts and elect Village Panchayats '* The Siale would guarantee, to every citzen, equality of rights inespective of their gion, tace, birth, o pea. '¢TheStatewould guarantee ta every ctinn fedlom af censeience worship, specch, astermbly sctucation, property work, rest nganszatiat ‘+ Naya Kaslunie was in effec a public announceeneet to the effi that Muslien majority of Kashmir State would haye ao truck with conmutal politics as enunciated in Two Nations “Theory; nar would the pur of Pakistan ‘+ The exiginal document of Naya Kashmir Manifesi Jeclares the conversion of Jarirw and Kashmir ino an dependent State. f=) The Manifesto has vious dimensions like poliiesl. social cultural and econemic dimensions Independence Act, Partition and the Standstill Agreement dando Darian of Uni 1 Mentcal telegrams were sent by the Prime Minister of ‘nd Pakistan oo) August 121947, The “Kuna and Kashi Government would welcome Standstill Agroemenes with fndia (Pakisia) om all matters lon which these exist at preseat moment with outgoing British India Government I + suggested tha existing urrangements should continue pendiig settlensent of details, + Reply fcom Government of Pakistan sent on August ES 1947. ° ‘The Gavemmert of Pakistan agrees 10 hav continuance of the existin cexccution, © Reply from Government of India: "Gavernment of Edis would be glad if you ‘othe Minister duly auihorised i this belalf could fly to Delhi for negotiating Stands ‘Agreement between Kashmir Government and tna dominion, Euly action desirable ‘muintat tact existing agreements and administrative arangements ext i. follows: nar telogram ofthe 13h 4 Stanisaill Agreement atu Kashini fo the rimgements pending settlement af details and fornal + The eprescotative of Kashmir st not vist eth and no Stands) Agreement wns ‘concluded betwen the State und the Dorminion of India, + Pakistan signed a standstill agecetnent vith the euler of the sate of Jamin and Kase sgn this instrumest + Indian Independence Act, 1947, provides that as & on the fiftomth day of August, 1947, there shall he set up an ieepeasient Dominion known as tadia © India Independence Act provided sovereignty 10 princely states wo decide about heir 1 ad Kasi Ui was princely tae fate. J {mterim Government; Formation and Rate British India formally achieved its independence from Britaén on August 15, 1947, but Maharaja Hori Singh of Jammu and Kashmir delayed making a decision regarding India or Pakistn, Mehr Chand Mahojan of tbe fadian Nartonal Congress (INC) served as prime minister in the state of Jammu and Kashar from October 15, 1947 t March 5, 1948 ‘© After Pastwun tribesmen (Muslims) fiom neighboring Waziristan, Pakistan invaded aT ae ae te Le ae ia ca a sanaatkesfuture. Jann and Kashmir too was & princely state © British tata formally achieved is independence from Briain on August 15, 1947, but Maharaji: Hori Singh of Jame and Kashmit delayed making a decision reganting whether (0 join India or Pakistan, Met Chand Mahajan of the Mian, National Congress (TNC) served a6: prime minister in the state Of Jamma and Kashi tober 15, 1047 ta March §, 1948, # Alter Pastnun tribesenen (Muslims) from neighboring Wazirstun, Pakistan invaded w aad Kashmir beginning on October 20, 1947, Maharaja Hari Sin Fy assistance from the government of Tia ua requested Accession with the Tadian government oa Maharaja Fai Singh signed the tutrtenent October 26, 1947, and indian troops eotersd Jamun and Kashonir on Oxtober 27, 1947, Sheikh Mohamed! Abdullah was appointed as E on Oktober 30, 1947 Jamanu and Kashmir by Maharaja Hi Sing he United Nations § India referred the curity Couns on Tamary 1, 1948. sma sid Kashani dpe + Sheikh Mohammed Atallah was appointed as prime sinister ofan imerin government aaja Hal Singh on March 5, 1938 inthe state of Jamu and Kastimis by Mi Land Reforms-19495 © Among the States of the Indian Union, Jammis and Kashmir has the d ©The 1934 New Kashmir Manifesto included the basic principle of and reforms such ay the abolition of intermediary agencics of exploiuion and landlords, lane the wer programe ard soon © Mubacaja Hci Singh, instead of alleviating the suffevings of bis subjects, placed al fostered te interest- uf his clan und a large body of courtiers thigh grants of big uals 0 das logis Gamernment tk frown time to time may here he dvi ‘The various measures which the into two phases: (9 Fit phase of land reforms: 19505; snd (1) Second Phase of reform © One state which entered us Une Ieoder ia agrarian reforms wat Jammu und Kasha, lod hy Shei AbdullahThe Managerial View pubtic GUM NESS AAG THE hig conte: < and mow the Veal and ena sitivi WV. COMALLUIE, dope this A al techniques sine Xt. encom ration, Wh 2 10 this vie the activities of it Luther Gutick Ae many Hare no only the top WA ition, according I the fiekds, Of activi Willy go intinistration as to dy Teal objectives & eat observes, tw ay Acleminist®ption is conceived eCRArtod with. orderi, WE ogether to realize very A Smitltbure and Th arse to refer 10 thas Bipatte iON Who an Eroup of individuals bec Similarly, Sim as the neGehsary ac forw iting, dd focittating the ASsociateg indetined purposes, “The term ‘admini tration’ is are cominon to: miiny kinds of it that do now depend pon either the spec fechnological tethinds Sipe towards which they are Operating es 7s used to attain these gous Howe: “Fanguber the inte ral View nor the man igeriul view is without any flaws. The coreg, ld depend Upomthe con text in Which itis applied. MEDimock.G Secl the position in this. way “AS a study, public adinini ® tons to discharge the laws and to give én thei ne an enforcement agency 's pantcipation, if any, Witles of indi of others in a pub ili “Administration has to be k originating at the clerital Level is okay Hed athe tap level—hatie the kingpin of Jndign administration” 7 » Cy Scope ‘ublic Administrati Thee wo views regarding the scope ofipublie administration, viz. V The POSDCORB View, fs View ofthe scope of pubic Quasi k, He beticved thavamiqitration consisted of seven cl acronym ‘POSDCORB', - He summed up er of which implies one slenem of adminsiaton Luther Gulick expiins these seven elements of mtn ‘on (or functions of the chie following way: \ ms % a 4 nite MY 6 working ott broad outing the things that need 10 be do doing them to aécomplish the Purpose set fi eI is O—Organising thaw is the Ise, tabhishimient of the formal structure: wl divisions are arranged, defined “si for the defined objecti taffing That is the wi mel function of ns An [yVaurable conditions of work D—D. c f irecting That ihe continuous sk of se : ‘ etiOny andl Serving as the leader, enterprise. y general orders and i eee. €0—Coordinating on ‘i(~ ' pe Reporting That is kee ¥ were a uates Keeping emneselFand one’®s suber nies in Nes nFornied ih informed those wn ene f° EXC HTIVE Is respite aco \ . igh records, Mt in got p-Budgeting AW thal gées with hudgeting oy the farm a ; i ‘seu hd spect ‘ i treat plooting ga hn, ct Matter View Thigh the POSDCORB view ot AYANTNg und control ve han quite ong Hine. ATBRE rove a reaction, ae ce Frat the POSDEORB gatas cecbnigues) id wee 18 this view fa the Whole of me vsuniican! pat Eps vies advocates thatthe pei a A ly seas of Hie, pear naw of Ue Fumetios des eon, He eee ae Sacked are laced with differen prédlemm Wuemeigehes ee tering POSDEORD represents oly the tools of admin ‘ r col diinistration Whereas the ajingdiffevem, The eal ene of ee careutenstisar ge aT ee health, agriculture. education. socal secur ele esteem ti oak = uae nat eovered by: common POSDCORB echnigics Ino ees “ORE because of the subject matter with which itis concerned. Iso influenced by the subjeet matter of the ws eve min ta oreorer. the sso Welence ain st jor the peonle HE peace ce ees sdainastraive seee"Y Fores wGulick's common P and activities im-which they function). saininiiraion (1. S288" hus. the POSDCORB view 's ecHe-oriented” caer than “subjedtFignted thi: # Enotes Fs mnowledge Uf the!subject matter. Hence, the ~ aya ctementinvaived in abl iidministration. nainely he seuye public achmistration arone, Ta anphasis on the services rendered snd | cabjeut anattee VIEW ihe funetuns perform TS inirativeaency adeowes high subs) problems of apageac mn subjeul matter (1-¢- services and functi is) which itis: concerned. “~ public wdministration shoul study no yyy the techniques of adminsstration but alse the julie cuals upon tl Then cabstantive comeegris of administra Tlinévebithe ROSDCORB view and subject ihe x ce not mutually exclusive. bur complement each snot Pods yar comstinue the proper SeOPe Cy e public aiminisratog Thus. Lewes Wee sts Public aeinisraion 80 MEET! ve two blades tke a pair of sisson ne Made m5 te "Hbieder ofthe fields covered by POSERORB. the other blade is know ide jet interim stich tikse rechniques are appli Botbrbiadesmnust be good 0 make an ef jmilurly. MLE. Dimmock ive too Sea e aiieanan i concermaprvan ‘otal an ofthe govgrtinent, The ‘what is the subject ‘aqiee the technical know le ‘field, which enables the ctminseapto perform bis tasks THE NEN ‘he echmgue af manager re sizes Hah indi Ble 1 principles according (0, whichtle Goroperal ive prexgrarnncs are aT Public adnmiyteatign ay a aaa fyi ae sys Kalle amiss” ¥ + Organnsational Theary and BehasHtt pline consists of five br 1 fh, Pera! \uinunintrtion a Babli Financia) Administration re apices a Genome Bie Va vc _Abproaches to the Study @f Public Administration \ |, Phitosophi Aly narebiee! Approach tiisthcmmsteomp adaunigtiative yctivities, HH ay based on therobe. lisabject in ts crundhadhghe eleals (principle Hol Locke's Trearive on Coll ( Swami Vivekananda, and Peter 2. Legal Approach ‘This approach has be France, Geyniny and Belgium. It also has it was theaysintadve this approach. [t st Ao SA stitutionalegal structure, organisatiun, poy iis do known as Juridical or Juagtic Sppr ‘came into existence during the,era of laisse2 faire, that is, w simple. 3. Historical Approach It swidies public admin th nas having ils impackotthe present. It organises and interprets the information g thronoldgical order, L.D, White has described American federal ety ths four remarkable historical studies emtitled The Federalists (194 ). The Jog (1951), The Jacksonians and The Republfeait Era. Kautilya’s Arthashastra and books = u Administration and British Administration ‘give glimpses of the Past adriinistrative system of India closely related to the biographical approach to administratidm e 4./Case Method Approach | deals with the narratio a (Ueailed sccount) of sp constitute oF lead to a decision by an administrator. ia acquaints the students of public administrat Twenty case studies titled Public Admin: ration and Polie Administration edited by Published in 1952. in India also, the Lndian Institute of Public Administration (New Dey Academy of Administration (Mu: ssoorie) have pithlished sev te ae neahodhis going to be a permanent feat ofthe s tudy and teaching of public a In ddditi ont ere a OUS othe ches al nf onito the above, there are also. Various other approaches to the'Stady of pa i) Structural Approach : i) Huma Relations Approath, (i) Behavioural Approacly GV) Systems Approach, (¥) Comparative Approach (vi) Ecological Abproach (ti) Development Approach (wit) Public Choice A; It seeks to Tevonstruct the a hist ion with then [became Popular in USA. ) Empitical approach hing’ ich Concentrates i-th Analyse i vi TEMES Of what publi ministry Sgt 7 tual! mi nae siuitions: and : w inistration *is', thar SURES the ideal” agin OMENS on yh nistrative situatione” bic sdniniseaon = 8 “act (i) NormativeEVOLUTION AND STATUS OF THE DISCIPLINE + yands for two iniplivavOns. First, it cefers to the activitfofalministering The tevin ‘Public Administration” stands for two i on : ee Second, italso refers to a ficldof study, like that ie Oj dso on. slitical science, economics, philosophy, and : a nel ae istration as an aspect of governmental activity is as old as political society, th iis tea existing with ahe political systems to accomplish the objectives set bythe pl ces on x aisidet systematic study, public administration is much more recent—itis only about hundred Y% ous thinkers have contributed t¢ the administrative thought asira in ancient India, Aristotle'SPolitics in ancient West and Mact fe c et r ‘s n medieval West, contain significant abscrvasighs about the origanisation and eect yalay Jism in Germany afi AlStria was concemed with the 3 c meralists showed significant interest in the study of public admi ch on the topics related to public administration. The objective of their study ap@ireXearch was to train candidates for civil service. Thus, they Strefed the descriptive studies of structiffe®, principles and procedures of public administration and emphasised the professional training of publitvofficials. George Zincke was:the most distinguished scholar of the cameralist group. ae ‘Towards the end of 18th century ifvtht USA, the meaning and scope of public administration w {9F the first time in Hamilton's The Federalist (No. 72). Charles Jean Bounin’s Principles de Ad Publique (1812) in French i§ Considered as the first separate treatise on the subject of public ad However, public aduninistration as a separate subjectiof study originated and devel According to Rumki Bast, the following factors have contributed to this in the 20th, (i) The scien! ement movement advocated by EW. Taylor. tury industrialisation which gave tise to large-scale nh century, cameae MPARATIVE PUBLIC ADMINISTRATION Meaning vomparative public administration is the first majdt{ development i -warttear pares ft aims at the development of 4 more scientific pie ala ate of public srengthening fhgory in public administration. In the Words of Lynton Caldwell, in.chichive oe ~ fasten thereanetgeace of 2 universally valid body of knowledge concernif adtamnistrative behavi 0 rib aptribute to a genuine and zeyerie discipline of public adminisaton are \\, Ceparative public administratiomstands for cross-cultural and cross*hational public administration. hen vo basic motivational concerns (@) theory-building, and (ii) administrative problems of the dev \ _JSuntres, Ferrel Heady describes the period of the late 1960s as the :heyday of the comparative admit é movement’ > A* ne As rightly observed by Nitholas Henry, comparative public adm -an public administration in two respects: os rk tketin is “culture-bound’ (ethnocentric) while comparative public administration is ‘crosteatilyifa!’ in its orientation and thrust.In 1936, LD. White observed that a principle of admilistration is as useful a guide to ‘action in the public administration of Russia as of Great in, of frag as of the United Statés.-But later Robert Dahl (in 1947) and Dwight Waldo \ 1948) pointed out that cultu fabtors could make public. administration, on one part of the globe O™ quite different animal from, public administration on the vf (ii) Public administration 1s * joner-oriented” and invol rid’ whereas compart’ } public administration \pts to the ‘theory-building’ oo wledge’. Imbrief the Eomparative public administato to professional. While highlighting Alig significance of compatati Ge administration, Fred Riggs asserted that American ibistration should be viewedigs alyub-held because public administration és global in ope, To, "The new paradigm for pul inistration must be compa ative ic., global since ication between the wl problem to which it acd Mf will require increasing eboans ioners in all count Tian dimes iv Idor a practical "7H te oer jst” g Se may yw wel Us tw — a. 0); A ration is different from tragisional or“CLASSICAL THEORY (FAYOL, URWICK, GULICK-AND OTHERS) Basic Theme The classical theory of administration was developediditring the first half of the twentieth century. The re ofthis theory are Henry Fayol, Luther Guligk, Lyndall Urwick, .D. MooneyA.C. Reiley. ere Pater Follet'tad R. Shelton. This theory reached Hs zenith in 1937 when the Papers on ihe Science of iniciasion. by Gulick and Urwick was published. This book is the most/pursuasive exposition of e —. to administration. 4 cal theory is also known by various other names, like, the “traditional theory’, the “formal organisation, Chen the ‘mechanistic theory’,.the “structural theory” and the “management process Shoo!” This ako, as ‘administrative management theory’ by March and Simon “uN Unlike Taylor's scientific manisgement which focussed on efliciency at the shop floor of the orgafist the classical theory is a broader approach (0 organisation. Jt is concemed with the for ess of administration (management), Its characteristic features,Punic ADNenSTIA jx08 Jieved that the efficiency dydeconomy ofthe organisation cai. ormulating principles of ay Onan y bel F Janice with certain fundameial principles. hey also believed that administration is same'everyyy con imespective of the miture, type or context of work. Hlence, the tha aa ps of xan hve niverca validity, dat is—they cod We applied in ay rhe elossiea thinkers fientl secre portant concern, avben it ysestablishes peeame theinnost i sadimi nisfgal hon ig cum imastratt organjsinions. As stated by Mohit Bhattacharya, this is an “assertion, OF positivism and uni cwdinistration isa science und itsphagiples are universally applicable, ‘ The central theme of classigal theory of organisation was summarised by Gulick and Unyig Papers an the Science of Adrhinistration. They said, “It is the*gentral thesis of this Paper ‘tha thee principles which can beserrived at inductively from the study of human organisation which shoulg arrangements for humay'association of any kind. These principles can be studied as, atectinical iespective of the purpose of the enterprise, the personnel comprising i, or any Constitutional, poly social theor underlying its creation.” a af zZ Conttibution of Fayol Hengy Fayol, the French Enginger, isfegarded as the father of classical theory. His General ang Management was first published in)Ftance in 1916 and its English transtation was published i won not make distinction between public administration and private administration, Thus, he 7 longer confronted public and to private affairs Selly The contribution of Fayol to the growth of classi¢al administrative thought can be studied unde veri! administrative sciences, but with’ one which can be appli A. Activities of an industrial undertaking. By Elgnitnts of administration. Principles of administration, }} \ 0,* \~ Activities of an Industrial Undertaking Fayo! divided’ Mehatt niVines eee C ne pasties si 1g Fayol divided Ye Yolality of activities ofan (i) Technical activities (pndduction, manufacture and adaptation) (ii) Commercial activities (buying, selling and exchange) i (search for, and optimum use‘ of capital) (iv) Security ties (protection of property. ) () Accounting activities (stock-taking Sheet, costs, statistics) Eline of Aniston ea ievoyanc), that sex i lity, ¥¢ the characteristics of un i dup the dual PGi To command thas 13 al a (iv) To coordinate, that is, ‘bind together, ul (0) To contol, that is, sce thal every thing occurs -establ ie toma conformity with «4_THeonies oF Abunigraxtion pility is required at hi dinar sof an not be developed cabelas lone. es at all levels; In fact, heise first writer who thelr (ecly fy Faye. acta Technical al igh ctl ea ere litt x attributes | quiilities/skills), viz. physical. plea he a fet na ave ht Jory (inatggets) should have Lia poral edu ‘ation, speoislfawledge and experience, er ed fourtcen principleWof administration. They are petal mol a ; jes of Administration Bayol spec! w Divisio of work (SS fbn) + Authority and esponsibility ws ) piscipline 1) Unit of command jy) Hou f direct fui) Subordigatton emanation aisation hain (line of authority) rerest to genet terest ino 1 oof ali vielsal it yi (yi) iia) Scalar ch (x) Order (xi) Equity (uid Stabiiy oF tem of persinhel sai) Initiative ik suiv) Esprit de cores OS ee However, ayo! agréeahat tis s not a complete of exhaustive list of principles of a Iministration. They can be added oF subtgicted according (© the need. Thus, he wrote, “There is no limit to the aumber of principles praamifigtvion. Every administrative rule ordevice which strengthens thejhuman part of an ramen oracles its working takes its Plage M008 the principles for so long. as experience proves it tobe worthy oF this important position” { "Fol aio stated that hs principles, of administration are not rigid rules butane flexible anc! capable of sdipuation to every need. He wrote, "The sOugness and good working onder cof the ‘corporate body depends: tp cern number of conditions tenned ind riminately principles, laws, rules, For preference ¥ shal opt the term principles whilé dissociating it from any ‘suggestion of rigidity, for there ts nothing sigi sbolute in management. aff 7 all a question of proy . Seldom do we have to apply {rincipke twice in ienticul conditions; allowance must be different changing conditions. ispensable. He emphasised. “Wit inciples Further, ayo stated thatthe codification of principles i i jon. are still very vane swith the ~ ‘sin darkness and chaos; interest, experience and o! ii erie te light house RNG ‘earings but it can only serve those who already A ee ‘of Fayol are explained beliw: Dinsion of Work (Specialisation) Specialisation belongs. 0 su onder: The object of cable to technical Work as era oh re ichawork with the same effort) Ibis hati ch involves: [ it a sation of functions tnd ap sch ‘of people and ‘es af various types. It-resul Mthoriy and Responsi “atten Aca bility Fayol defined authority as*ihe right to give orders and ing Wo Fay, authority and esponsibility are interrelated and commenstr . Inhis[0 Powe Absmnnstmanvan ant GehgereshiOrnability, that is Responsibility ts a coro) consequenceégnd exsential count wer muthonity i reise reaper ties 1% yer's official autliority and peryafial; authority, The devivea hen th «fice an the Later is compounded intelligence, expefienEe, Moral worth, abil paper vices and so on, He bficved ain the making of ood esl perso Rul “thority ite eg goifiptement of offieial ait (Discipline. | iseiplin enengy, anid the ante: lower level employees (a) Good supe (b). Agieememtsal ele {¢), Sangtionssqpen words, "Authority is not to be ee pomalty whiel goes wilh thie & part amed hier bik * HL pile distinetion betwe which are direbted at achieving obediencesg ect His incunvhen|.opon tana iubithis best ricany oF establishing fwd mainta levels. sand Gsiras possible, and ers al higher levels as: muah ning it are: 7, J { Unity of Command By this Fayol meant itial, “For any action whatsoever, an employee should, ders /fran) one superior only.” He furthersidded tha Should it be violated, authority is digeiplite is in jeopardy, order disturbed dnd stability threa ". He stated that the individual can att fo dil comnaind. The wo superipreissuing orders in a sphere which each thinks his own To ey command. According to Fayol, the following factors results in duall:commiand: (a) Dividing up authority belween two members, Ww (bb) Imperfect demareation of departments, sind (c) Constant linking op bewween different departments, natural intermeshing of funetios and da ‘often badly defined. (Unity of Direction Fayol expressed theunity of direction as “one head and one plan for & groupg activities having the same objecti accor 'w him, it is essential for unity'of action, coordination strengthaind focussing of effort. He afso cautioned that the tnity of direction (one head. one plan) should py. be confused with unity of command, Accérding to him, “Unity of direction ispirovided for by sound organistig Of thy body corporate, unity afcommand ws on the functioning of the’ personnel. Unity of comma @anriet exist without unity of direction but does not flow from it.” (Subordination of Individual Interest to General Interest ‘The interest of one ‘group of employees should not prevail over thatof the organisation. These two imterests must - The means of efigting the reconciliation are: (a) Fiimness and good example on the ie (b) Agreements as fair as possible, (c) Constant supervision. Cw c\ (| Remuneration of Personnel his the priceforservices rendered, Itshouldhe fair and afford satisficioe both to employee and employer)The rate of remuneration depends on (a) Cost personel abundance or shore), (e) Geren business conditions, (2) Economie position ofthe busines (ce) Valute-of\ the employee, and (f) Mode of payment adopted, . Foyal sioggested a variety of modes of payment such as (8) Ups, Fates (b) job rates, (c) piece « 's, Ce) profit sharing, and (f)\non-financial rewards. Centralisation Centralisition, like division of work, belings ie the natural order, Thus, in every organism, animal or social, sensations convergesowards the brain or directive brain or directive part orders are sent out which set.all parts of the organism in move: centralisation is present (0 4 greater or lesser extent in’all organisations. “The question Ww :THEORIES OF ApwinisTRATION ( (9 Jl centralisation 1s simple question of Proportion... Everything which goes to increase the’ importance of ihe subordinate's role is decentralisation, everything which goes to reduce itis central ( Scalar Chain, \Fayol defined scalar chain as the chan of superiors ranging from te ulimate authority to the lowest rasks, ‘The line of authority is the Toute: followed (via every link in the’ ‘chain) by all communications wwhichistart from or go to the ultimate authority. According to him, this path isicfated both by the need for ‘ome transmission and by the prineipleof unity of command, This path is aytumes Slow and lengthy, especially, ja large government organisation, Hence, Fayol suggested an altemative! route known as “gang plank”, which involves short circuiting the, procedure to speed up the commini¢aiion. : Order Fayol talks of twoltypés of order—material order and human or social order: The formialé Inthe case of material thingsis Aiplace for everything and everything in its place’. The formula is" fe for man order “A place for everyone and everyone in his place’ (Thg right man in the righr’plac Equity This results from a combination of kindness and justice Me says-that people shoul be treated with kindness s0.as to encourage them to carry oui their duties with4ll the devotion and loyalty. The head of organiSation should strive to instil a sense*Pequity through all levels of the organisation, [sty of Tenure of Personnel) ‘Time is required for an employee t0'get used to new work and “ siccedd in doing it “i Fayol stated that instability of tenure of personneliSbpth.the cause and effect of bad nihing, that is, ineffidiency. AX Ne | |initiative Initiative means’ the power of thinking out a plan, anklexecuting it to ensure its suctess) auginents zeal and Gnergyon\the part of employees at all levels Of the organisational ladder. Thus, itis a ‘eal source of strength for business. However, it must bé encouraged only within the limits imposed by — fespect for authorityrand discipline. 1 . SJ (Cn de Corps, “it means, harmony or union amtorigthe personnel of an organisation) fis a great source of Huit.an ofginisation. Fayol stated that, for promoting esprit de corps, the principh“ OE uy of command | “tld be Obyeved snd the dangers of divide fa ile and the abuse of writen eommgtation shoul be avid 4 x” a €, . m= idy| : \gheories of Administration \ | Problems at any givén'levcl generate sub-peoblems that in tara have their intelligence, design, and choice phases, and so-on. There ae wheels within wheels. Nevexthcles, the thes large phases are often clearly discernible as the organisational decision process unfolds Classification ica lar cours of The decisions are classified into various types by various thinkers. A few classifications are listed bere, Programmed and Non-Programmed Decisions Herbert A. Simon tas classified decisions into programmed and non-programmed. Decisions are programmed to the extent that they are repetitive and ‘oitine, so that.a definite procedure has been worked out for bandling them and they don’t have to be treated de novo each time they occur. It is a decision-making by precedent. Decisions are non-programmed to the extent that they’ sre novel, unstructured and consequential Thete is 6 cut-anid-dried method for handling the problem because it hasn't arisen before. or because its precsse nature 4d structure are elusive or complex, or because itis so important that it deserves a cusiom-tailored wesument. Simon has identified the traditional as well as the modern techniques of programmed andmon-programimed ‘ecisions, These wre mentioned below in Table 4:1. Types of Decisions Traditional Techniques Te sf Decisions ——————Tratana Techniques Maar Technics __ a Propane 1 Habit u ‘Mathematical analyias andes, ea, Repetitive decisions 2, Cletigal routine Computer sintalation. Preanvation develops specific. 3, Ongtnisainn stueture 2. Bheetroaic data processing Miocees for handling. them, ‘Common expectations ' A system of sub goals ‘Well-efined information chuniels