Public Administration

Key Concepts in Public Administration

1. Power, Authority, and Legitimacy

• Power: The art of influencing individuals or groups according to one's will. It's an individual ability, can be positive or negative.

• Authority: The right to give orders and the power to enforce obedience. Legitimacy is crucial; power becomes authority when legitimized.

  • Characteristics: Expanded form of power, centralized at higher organizational levels, flows top-down, delegatable.
  • Sources: Constitution, laws, codes, and regulations.
  • Types:
    • Line Authority: Authority involved in decision-making and directing staff (e.g., government departments, ministries).
    • Staff Authority: Authority that advises line authority in decision-making; also called specific or specialized authority (e.g., NITI Aayog, State Planning Board).
    • Functional Authority: Power given in specific situations; not permanent (e.g., departmental promotion authority delegated to RPSC).
    • Max Weber's Typology:
      • Traditional Authority: Power transferred traditionally (e.g., monarchy). Also known as "Power in the Chair".
      • Charismatic Authority: Power derived from the leader's charismatic personality (e.g., Mahatma Gandhi, Nelson Mandela).
      • Legal Authority: Power derived from legal frameworks (Constitution, laws); considered the best form by Max Weber.

• Importance of Authority: Ensures coordination, inspection, direction, and supervision; enables delegation of work; maintains discipline; motivates subordinates.

2. Responsibility and Accountability

• Responsibility: Obligation to do or not do something in a particular way. Necessary for controlling power. Classical thinkers emphasized its link to power.
• Accountability: Legal obligation; actions have legal consequences (e.g., electoral duty).
• Difference between Responsibility and Accountability:

  Feature	Responsibility	Accountability
  Nature	Personal and moral	Legal obligation
  Applicability	Personal, general, and military admin	General and military administration
  Consciousness	Self-conscious	Organizational conscious

3. Delegation

• Delegation: Transferring or shifting work from a higher authority to a subordinate due to excessive workload or lack of specialization.

  • Elements: Work, authority, and responsibility.
  • Dual Nature: Divides authority between higher and subordinate.
  • Temporary Nature: Usually for a limited time.
  • Internal Process: Occurs within, not between, organizations.
  • Narrow Approach: Compared to decentralization.
  • Associated with Hierarchy: Follows hierarchical principles.
  • Accountability: Rests with the higher authority; responsibility with the subordinate.
  • Types:
    • Written/Oral: Based on the mode of communication.
    • Direct/Indirect: Based on the presence of a mediator.
    • Formal/Informal: Based on rules, regulations, or conventions.
    • Temporary/Permanent: Based on duration.
    • General/Specific: Based on scope of work transferred.

• Importance and Reasons for Delegation: Reduces workload; promotes specialization; develops managerial skills in subordinates; develops administrative leadership; saves time and resources; motivates subordinates; resolves technical difficulties; provides a learning platform for subordinates; allows higher authority to focus on other important activities; increases span of control.

• Hurdles in Delegation: Limited organizational size; lack of human and economic resources; lack of coordination; lack of proper training; higher authority ego; lack of self-confidence in subordinates; lack of will power; past failures in delegation; lack of trust in subordinates.

• Ideal Conditions for Delegation: Written communication; rewards and recognition system; unity of command; proper training arrangements; proper management of resources.

4. Delegation vs. Decentralization

Feature	Delegation	Decentralization
Process	Internal	External
Accountability	Higher authority	Subordinates
Rule-making	Subordinates cannot make rules and regulations	Subordinates can make rules and regulations
Power Transfer	Person to person	Organization to organization
Communication	Oral or written	Generally written
Duration	Temporary (mostly)	Permanent
Concept	Narrow	Broad
Approach	Administrative	Political
Example	ADM delegating work to SDM	Transfer of powers from state government to Panchayati Raj Institutions