Public Administration Theory and Principles
What the examiner tests
Public administration theory asks you to distinguish classical/structural views (administration as hierarchy, division of work, rules) from behavioural/human relations views (administration as people, motivation, group dynamics) and from systems/ecological views (administration as an open system interacting with environment). Candidates must be fluent in core principles: hierarchy, span of control, unity of command, scalar principle, delegation vs decentralisation, line and staff, coordination, and POSDCORB.
Traps that recur
- Confusing principles with laws. Gulick's POSDCORB is a description of managerial functions, not a scientific law; Simon attacked it as mere proverbs.
- Unity of command vs specialisation. These can clash; the answer is usually that unity of command is a guideline, not absolute.
- Centralisation vs decentralisation vs deconcentration. Deconcentration is dispersal of authority within a hierarchy; devolution transfers authority to autonomous units; delegation is temporary and revocable.
- Line vs staff. Staff advises and supports; line commands and is accountable for output. Questions often describe an advisory post and expect "staff".
- Public vs private administration. Similarities are managerial; differences are constitutional (accountability to legislature, public interest, transparency, legal constraint).
Worked rule of thumb
When a question asks "which principle is violated?", identify the symptom: two bosses giving conflicting orders = unity of command; a manager with 40 direct reports = span of control; a subordinate bypassing the chain = scalar principle/hierarchy; a unit with authority but no responsibility = delegation without accountability. This symptom-to-principle mapping answers most objective items.
Study move
For each principle, memorise one defender, one critic, and one practical example from a bureaucracy you know. That triad covers both essay and MCQ formats.