MPA-012 JUNE 2024 Complete Solved Previous Year Paper

1. Explain the major principles of an organization.

Major Principles of an Organization

Understanding the major principles of an organization is essential for effective management and coordination within any entity. Below are the key principles that form the foundation of organizational structure and function.

1. Principle of Objectives- Organizations should be designed around clear objectives. This principle asserts that every organization must express a purpose that aligns with its goals. A well-defined purpose helps to guide decision-making and aligns the efforts of all members towards common objectives.
2. Principle of Division of Work or Specialization-Specialization involves dividing tasks among individuals based on their expertise, which enhances efficiency and productivity. This principle posits that by limiting roles to specific functions, organizations can achieve better output with the same effort.
3. Principle of Correspondence- This principle states that authority and responsibility must be co-equal. Every authority granted should come with corresponding responsibilities, ensuring that individuals are accountable for their actions.
4. Principle of Unity of Command- Each employee should report to one superior only. This principle prevents confusion and inefficiency that can arise from receiving orders from multiple supervisors, thereby promoting clarity in communication and accountability.
5. Principle of Span of Control-The span of control refers to the number of subordinates a manager can effectively supervise. It is generally recommended that a superior should not directly supervise more than five or six employees whose work is interdependent, facilitating better management and oversight.
6. Principle of Coordination-Coordination is vital for achieving effective cooperation among employees. This principle emphasizes the need for integrating the efforts of various individuals into a cohesive operation, allowing the organization to function as a unified entity.
7. Principle of Accountability- Every organizational member should be accountable for their actions. This principle reinforces the idea that higher authorities are responsible for the performance of their subordinates, creating a culture of responsibility throughout the organization.
8. Principle of Flexibility-Organizations should remain adaptable and flexible to changing circumstances. This principle encourages organizations to be open to change and to adjust their structures and processes as required to meet new challenges.
9. Principle of Clear Hierarchy-There should be a clear structure detailing lines of authority, which helps in the smooth operation of the organization. This principle ensures that each position has defined authority and responsibility, enhancing accountability and operational efficiency.
10. Principle of Initiative- Encouraging employees to take initiative is essential for fostering a proactive work environment. This principle supports the idea that individuals should have the freedom to contribute ideas and improvements, enhancing overall engagement and innovation.

These principles serve as a guide for designing effective organizational structures and processes, ensuring that all members work collaboratively towards achieving the organization’s goals.

2. Discuss the features of Administrative Management Approach by highlighting the views of its major contributors.

Features of the Administrative Management Approach

The Administrative Management Approach focuses on the structure and organization of management within an entity. Its major contributors include influential thinkers like Henri Fayol, Mooney, Reiley, Gulick, Urwick, and Mary Parker Follett. Below are the key features and insights from these contributors.

Key Contributors and Their Views

• Henri Fayol

1. Foundational Principles: Fayol is regarded as the founder of the managerial approach to administration, emphasizing the importance of management functions.
2. 14 Principles of Administration: These include division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests to general interests, remuneration, centralization, line of authority, order, equity, stability of tenure, initiative, and harmony.
3. Management Functions: He identified five core functions of management: planning, organization, command, coordination, and control.

• Mooney and Reiley

1. Organizational Structure: They contributed to understanding the importance of the structure of organizations, arguing that it serves as a framework for task assignment and relationships among individuals in an organization.

• Gulick and Urwick

1. Administrative Functions: They further developed Fayol’s ideas, focusing on the administrative functions and principles that guide effective management. Their work emphasized the need for clarity in roles and responsibilities within organizations.

. Mary Parker Follett

• Integration of Management and Human Relations: Follett highlighted the significance of integrating management practices with human relations, suggesting that effective administration requires attention to interpersonal dynamics in organizations.

Characteristics of the Administrative Management Approach

1. Emphasis on Structure: A clear organizational structure is fundamental for effective administration, allowing for the efficient assignment of tasks and responsibilities.
2. Focus on Efficiency: The approach aims to maximize organizational efficiency through a well-defined structure and clear management principles.
3. Standardization of Processes: Administrative management promotes the standardization of procedures and practices to ensure consistency and reliability in outputs.
4. Hierarchy and Authority: The approach underscores the importance of a hierarchical structure where authority and responsibility are clearly defined.
5. Role of Written Communication: The approach values written documentation and formal communication as essential for maintaining records and clarity in administration.
6. Task Specialization: It advocates for the specialization of tasks to enhance productivity and accountability within departments.
7. Principles of Management: It integrates various management principles that guide administrative actions and decisions.
8. Adaptability: While rooted in structure, the approach also recognizes the need for adaptability to changing organizational environments and goals.

Conclusion

The Administrative Management Approach, shaped by the insights of key contributors, remains relevant in understanding organizational dynamics. Its emphasis on structure, efficiency, and management principles provides a foundational framework for effective administration in various contexts.

3. Describe the concept and elements of Max Weber’s bureaucracy. 

Concept and Elements of Max Weber’s Bureaucracy

Max Weber’s bureaucracy is a foundational concept in administrative theory, characterized by a structured and systematic approach to organization. Below are the key elements and concepts associated with Weber’s model.

Key Elements of Weberian Bureaucracy

1. Impersonal Order: Officials perform their duties in a manner that depersonalizes relationships. Authority is derived from the position rather than the individual, ensuring decisions are made based on established rules rather than personal biases.
2. Rules: A comprehensive set of rules governs the conduct within the bureaucracy. These rules provide a framework for the legal-rational authority that guides official activities and ensures consistency and predictability in operations.
3. Sphere of Competence: Each official operates within a defined area of expertise, which enhances the efficiency of the organization. This specialization ensures that tasks are performed by individuals with the appropriate skills and knowledge.
4. Hierarchy: Bureaucracy is characterized by a clear hierarchical structure, where authority is organized in levels. This hierarchy facilitates the chain of command and ensures accountability at each level of the organization.
5. Separation of Personal and Public Ends: Weber emphasized that personal interests should not interfere with official duties. Bureaucrats are expected to act in the interest of the organization and the public rather than for personal gain.
6. Written Documents: Documentation is essential in a bureaucratic system. Written records are maintained to ensure transparency, facilitate communication, and provide an audit trail for decisions and actions taken within the organization.
7. Monocratic Type: Weber proposed a monocratic structure, where a single individual holds authority over the decision-making process, allowing for clear accountability and streamlined decision-making.
8. Full-Time Occupation: Bureaucratic roles are typically full-time positions, ensuring that officials are dedicated to their responsibilities and can develop their skills and knowledge over time.
9. Career Advancement: Positions within the bureaucracy are often linked to a clear path for career advancement based on merit and performance, which motivates officials to excel in their roles.
10. Unified Control and Discipline: The bureaucracy operates under a unified system of control and discipline, ensuring that all officials adhere to the same standards and regulations, which reinforces the predictability of bureaucratic operations.

Conclusion

Weber’s bureaucratic model provides a framework for understanding the structure and function of modern organizations. Its emphasis on impersonality, rules, specialization, and hierarchy has influenced public administration and organizational theory significantly. Despite criticisms regarding its rigidity and potential for power accumulation, Weber’s ideas remain relevant for analyzing contemporary bureaucratic systems.

4. ‘The Hawthorne experiments were the first to challenge the dominance of Scientific Management Approach.’ Elaborate. 

The Hawthorne Experiments and Their Challenge to Scientific Management

Overview of the Hawthorne Experiments

The Hawthorne experiments, conducted by Elton Mayo and his team at the Western Electric Company during the 1920s, marked a significant turning point in organizational theory. These studies aimed to explore the relationship between working conditions and employee productivity. The findings of these experiments challenged the prevailing Scientific Management Approach, which emphasized efficiency and mechanistic views of workers.

Key Contributions of the Hawthorne Experiments

1. Humanistic Focus: The experiments emphasized the importance of human relations in the workplace, advocating for the treatment of employees as individuals with needs for dignity and respect, rather than as mere production units.
2. Social and Psychological Factors: The studies revealed that social and psychological factors significantly influenced worker satisfaction and productivity, suggesting that a supportive work environment could enhance performance.
3. Informal Organization: The research identified the role of informal social groups in shaping employee behavior and productivity, leading to the understanding that organizations cannot be viewed solely through a structural lens.
4. Critique of Physical and Engineering Approaches: The experiments challenged the belief that physical conditions, such as light levels, were the primary determinants of productivity, demonstrating that the attention given to workers had a more profound impact.
5. Recognition of Worker Sentiment: Mayo’s findings highlighted that non-economic factors, such as employee morale and workplace relationships, were crucial for achieving job satisfaction and enhancing output.
6. Methodological Shift: The experiments marked a departure from the purely empirical and mechanical approaches of Scientific Management, suggesting a need for a more holistic understanding of organizational dynamics.
7. Impact on Administrative Theory: This shift contributed to the development of the Human Relations Movement, which sought to integrate social sciences into the understanding of organizations and management practices.
8. Recognition of Worker Input: The findings underscored the importance of involving workers in decision-making processes, which was a significant contrast to the top-down approach favored by Scientific Management.

Criticisms and Limitations

While the Hawthorne experiments were groundbreaking, they faced criticism regarding their methodology. Critics argued that the small sample sizes and the lack of rigorous scientific controls limited the generalizability of the findings. Some scholars contended that the studies reinforced existing beliefs about the importance of monetary incentives and leadership rather than providing a wholly new perspective on motivation.

Conclusion

In summary, the Hawthorne experiments fundamentally altered the landscape of management theory by challenging the dominant Scientific Management Approach. They introduced a humanistic perspective that recognized the complexity of worker motivations and the influence of social dynamics within organizations. Despite some methodological criticisms, the impact of these studies continues to resonate in modern organizational practices and theories. The legacy of the Hawthorne experiments can be seen in contemporary approaches that prioritize employee well-being and engagement as key components of organizational success.

5. Write short notes in about 250 words on each of the following :

(a) Principles of Span of Control and Division of Work 

Principles of Span of Control and Division of Work

Span of Control

The principle of span of control asserts that a supervisor can effectively manage only a limited number of subordinates, typically between three to six individuals. This limitation arises from the concept of “span of attention,” where an increase in the number of subordinates leads to a geometric rise in the combinations of relationships that demand the supervisor’s attention. Notable viewpoints include:

1. Urwick suggests a maximum of five or six subordinates for effective supervision.
2. Sir Ian Hamilton proposes a stricter limit of three or four subordinates.
3. Some authors argue for a broader span, placing the upper limit at ten or twelve.
4. Factors influencing the optimum span include:

   – The supervisor’s capacity.

   – The nature of the work performed.

   – The stability of the organization.

   – Geographical proximity of subordinates to the supervisor.

Division of Work

The principle of division of work emphasizes the necessity of allocating specific tasks to individuals who are specialized in those areas to enhance organizational efficiency and effectiveness. Key points include:

1. Gulick considers division of work as foundational to organizational existence.
2. Specialization allows for increased productivity and improved quality of output.
3. Efficient division of work leads to:

   – Better utilization of human resources.

   – Enhanced skill development among employees.

   – Clearer responsibilities and accountability.

4. Without division of work, the need for structured administration diminishes.

Additional Principles Related to Span of Control and Division of Work

1. Principle of Objectives: Organizations should express a clear purpose.
2. Principle of Correspondence: Authority and responsibility must align.
3. Principle of Responsibility: Supervisors hold absolute responsibility for their subordinates’ work.
4. Principle of Specialization: Individuals should focus on a single function to maximize efficiency.
5. Principle of Coordination: Effective cooperation among employees is essential for organizational success.
6. Unity of Command: Each employee should receive orders from one superior to avoid confusion.
7. Scalar Chain: Establishes clear lines of authority from top management to lower levels.

These principles collectively contribute to a well-structured and effective organizational framework, ensuring clarity in roles and responsibilities while maximizing productivity through specialization and appropriate supervisory control.

(b) Concepts of Mental Revolution and Functional Formanship

Concepts of Mental Revolution and Functional Foremanship

Mental Revolution

Mental Revolution refers to a fundamental change in attitudes and perspectives between management and workers in an organization. Taylor emphasized that both parties should move beyond merely dividing the surplus generated by their work. Instead, they should focus on increasing the size of this surplus through collaboration and mutual cooperation. Key points include:

1. Shift in Focus: Both management and workers should work together to increase production rather than bickering over how to share profits.
2. Mutual Cooperation: A recognition that friendly cooperation and mutual help can lead to increased productivity and prosperity for both parties.
3. Change in Attitudes: A necessary change in the attitudes of both management and workers regarding their respective duties and responsibilities.
4. Common Interests: Understanding that their interests are not inherently antagonistic and that mutual prosperity can be achieved through collaboration.
5. Maximized Prosperity: The goal is to ensure maximum prosperity for both employers and employees, benefiting all stakeholders involved in the production process.
6. Elimination of Conflict: By fostering a spirit of cooperation, conflicts and mistrust between workers and management can be reduced.
7. Increased Wages and Profits: As production increases, there is potential for higher wages for workers and greater profits for management.
8. Systematic Approach: The change requires a systematic approach to work, fostering a culture of improvement and collaboration.

Functional Foremanship

Functional Foremanship is an organizational structure proposed by Taylor where a worker is supervised by multiple specialized supervisors rather than a single foreman. This concept aims to enhance efficiency and productivity. Key elements include:

1. Multiple Supervisors: Each worker receives guidance from eight different specialized supervisors, dividing the responsibilities of oversight.
2. Specialization: Supervisors focus on specific aspects of the work process, ensuring that workers get the most relevant and expert guidance.
3. Types of Supervisors: The eight supervisors include both functional foremen (e.g., gang boss, repair boss, speed boss, inspector) and planning supervisors (e.g., route clerk, instruction clerk, time and cost clerk, shop disciplinarian).
4. Efficiency: Taylor believed that this division would lead to greater efficiency compared to a single supervisor overseeing all activities.
5. Training and Specialization: The functional approach facilitates quicker training for foremen and allows for easier specialization in supervisory roles.
6. Enhanced Communication: With specialized supervisors, communication regarding specific tasks can be more direct and effective.
7. Reduced Confusion: Although criticized for potentially leading to confusion among workers, the system aims to provide clarity through specialization.
8. Focus on Execution and Planning: This model emphasizes both the execution of tasks and the planning aspects of work, creating a well-rounded approach to management.

These concepts reflect Taylor’s vision of scientific management, aiming to improve productivity and workplace harmony through structured approaches and a shift in mindset between management and workers.

6. Explain the role of choice and behaviour and values and facts in decision-making.

The Role of Choice, Behaviour, Values, and Facts in Decision-Making

Overview of Decision-Making Components

Decision-making involves a complex interplay of choice, behaviour, values, and facts. Each element contributes to the effectiveness and rationality of decisions made in both personal and organizational contexts.

Choice and Behaviour

1. Definition of Choice: Choice involves selecting among alternatives based on preferences and priorities.
2. Behavioural Guidance: Behaviour is directed by the goals and objectives set by the individual or organization.
3. Influence of Goals: Decision-making is purposive as it aims to achieve predetermined goals or objectives.
4. Rational Alternatives: The rationality of a decision relies on the ability to evaluate alternatives that align with these goals.
5. Role of Stakeholders: Different stakeholders can influence choices through their interests and the outcomes they expect.
6. Decision Hierarchy: Choices made at lower levels often implement the goals established at higher levels, creating a hierarchy of decisions.
7. Complex Situations: In complex decision scenarios, the ability to make rational choices can be hindered by numerous variables.
8. Feedback Loop: Behavioural outcomes from choices can inform future decision-making processes.

Values and Facts

1. Definition of Values: Values represent individual or collective preferences and are subjectively valid.
2. Definition of Facts: Facts are objective realities that can be confirmed through observation.
3. Interconnection: Values and facts are intertwined; effective decision-making requires balancing both.
4. Value Judgements: Decisions regarding ends (objectives) often depend on value judgements, which reflect personal or organizational priorities.
5. Factual Judgements: Decisions regarding means (methods to achieve ends) are grounded in factual evidence, such as data and observable phenomena.
6. Example of Allocation: In budgeting scenarios, decisions about resource allocation (e.g., roads vs. parks) are based on value judgements, while the implementation relies on factual assessments (e.g., road length and type).
7. Rational Decision-Making: Rationality in decision-making hinges on accurate value and factual judgements, enabling effective choices.
8. Decision Effectiveness: The success of any decision is measured by its ability to meet goals set based on both factual information and value-driven preferences.

Conclusion

In summary, successful decision-making hinges on the integration of choice, behaviour, values, and facts. Understanding these elements helps individuals and organizations navigate complex choices and develop effective strategies to achieve their objectives, balancing subjective preferences with objective realities.

7. Describe the concept and characteristics of organisations.

Concept and Characteristics of Organisations

Concept of Organisation

Organisations are defined as structured groups of individuals working collectively to achieve specific goals. They serve various human needs and have existed since the dawn of civilization. The essence of an organisation lies in its ability to coordinate human efforts towards common objectives, combining both structure and relationships among members. Different theorists have defined organisations in diverse ways, reflecting their complexity and the contexts in which they operate:

1. Victor A. Thompson: An organisation is a rationalised interaction of specialists cooperating towards a specific objective.
2. Chester I. Barnard: Defined as a system of consciously coordinated personal activities or forces of two or more persons.
3. E. Wight Bakke: Viewed as a collectivity with identifiable boundaries and a normative order, existing continuously in an environment while pursuing goals.

These definitions highlight that organisations are not merely random collections of individuals but structured entities aimed at achieving defined purposes.

Characteristics of Organisations

Organisations possess distinct characteristics that differentiate them from other social units. Key characteristics include:

1. Identifiable Aggregation of Human Beings: Organisations consist of identifiable groups of people who are interrelated and work towards common goals.
2. Purposeful: They are deliberate creations designed to achieve specific ends or goals.
3. Complexity: Modern organisations tend to be large, complex structures.
4. Structure: Organisational structure provides a framework for coordination and control, establishing authority ranks and communication systems.
5. Normative Order: There are specified norms and standards of behaviour that members are expected to follow, supported by a system of rewards and penalties.
6. Hierarchy of Authority: Organisations often have a hierarchical structure that delineates levels of authority and responsibility.
7. Unity of Direction: Efforts within the organisation are guided by a single plan and leadership to ensure coherence in activities.
8. Subordination of Individual Interest: The interests of the organisation take precedence over individual or group interests.
9. Equity and Fair Treatment: Organisations strive to maintain fairness and justice in employer-employee relations, fostering a supportive work environment.
10. Stability of Tenure: Providing employees with reasonable job security allows them to settle and adjust to their roles effectively.

These characteristics collectively illustrate the structured and goal-oriented nature of organisations, emphasizing their importance in achieving collective human objectives.

8. Bring out the characteristics of Hygiene and Motivation in Motivation-Hygiene theory.

Characteristics of Hygiene and Motivation in Motivation-Hygiene Theory

Overview of Motivation-Hygiene Theory

Motivation-Hygiene Theory, developed by Frederick Herzberg, distinguishes between two sets of factors that influence job satisfaction and dissatisfaction: hygiene factors and motivators. Understanding these characteristics is essential for enhancing employee performance and satisfaction.

Characteristics of Hygiene Factors

Hygiene factors are extrinsic elements that do not motivate but are necessary to prevent dissatisfaction. They include:

1. Salary: Compensation must be fair and adequate.
2. Working Conditions: Safe and comfortable work environments are crucial.
3. Supervision: Quality of supervision impacts job satisfaction.
4. Interpersonal Relations: Good relationships with colleagues and supervisors can reduce dissatisfaction.
5. Company Policy: Clear and fair policies contribute to a better work atmosphere.
6. Job Security: Assurance of continued employment is vital for employee morale.
7. Status: Recognition and status within the organization can affect satisfaction levels.
8. Fellow Employees: The nature of interactions with co-workers influences overall job contentment.

Employees typically exhibit a higher tolerance for poor hygiene factors, and their dissatisfaction can escalate quickly if these factors are inadequate.

Characteristics of Motivation Factors

Motivators are intrinsic elements that foster job satisfaction and encourage higher performance. They include:

1. Nature of the Task: Engaging and meaningful work contributes to job satisfaction.
2. Achievement: Opportunities for personal achievement and recognition drive motivation.
3. Growth and Development: Professional development and learning opportunities enhance satisfaction.
4. Responsibility: Increased responsibility leads to a sense of ownership and motivation.
5. Recognition: Acknowledgment of contributions boosts motivation.
6. Advancement: Opportunities for promotion and career progression encourage employees.
7. Challenge: Tasks that are challenging and stimulating can lead to greater satisfaction.
8. Autonomy: Freedom to make decisions regarding one’s work fosters motivation.

Motivators have a more lasting impact on job satisfaction, and their absence does not lead to dissatisfaction but rather a lack of satisfaction.

Summary of Key Differences

• Hygiene factors are necessary to prevent dissatisfaction but do not lead to higher levels of motivation or satisfaction. Improving these factors can reduce dissatisfaction but does not enhance motivation.
• Motivators, on the other hand, are what truly enhance job satisfaction and motivation, leading to greater performance and engagement among employees.

By effectively managing both hygiene factors and motivators, organizations can create a more productive and satisfying work environment for their employees.

9. Discuss the characteristics of Victor Vroom’s expectancy theory.

Characteristics of Victor Vroom’s Expectancy Theory

Victor Vroom’s expectancy theory provides a psychological framework for understanding how motivation influences behavior in the workplace. The theory is composed of several key components that clarify its characteristics and implications for individual motivation.

Key Components

1. Expectancy: This refers to the belief that one’s effort will lead to the desired performance level. Expectancy is rated on a scale from 0 to 1, where 0 indicates no belief that effort will lead to performance, and 1 indicates complete confidence in achieving desired performance through effort.
2. Instrumentality: This concept involves the perceived likelihood that a certain level of performance will lead to a specific outcome or reward. For example, if an employee believes that performing well will result in a promotion, their instrumentality is considered high.
3. Valence: Valence represents the degree of desirability or value an individual places on the expected outcomes. Different people have different preferences for rewards, and valence reflects how attractive those rewards are to each individual.
4. Motivation (Force): Vroom defines motivation as the sum of the products of valence and expectancy. This means that motivation is a function of how much a person values the outcome and how confident they feel that their efforts will lead to that outcome.
5. Choice of Behavior: The theory suggests that individuals will choose among alternative behaviors based on the expected outcomes and their associated values. This decision-making process highlights the cognitive aspect of motivation.
6. Complexity of Motivation: Unlike simpler models, Vroom’s expectancy theory acknowledges that motivation is a complex process influenced by individual differences and the specific context of the work environment.
7. Goal Achievement: The theory posits that people are motivated to perform tasks to achieve specific goals, and their motivation is directly related to their expectations of achieving those goals through their actions.
8. Implications for Management: Understanding this theory helps managers recognize the diverse motivations of employees and how these can influence performance. It emphasizes the importance of aligning individual goals with organizational objectives to enhance motivation and productivity.

Conclusion

In summary, Victor Vroom’s expectancy theory offers a comprehensive model for understanding workplace motivation through the interplay of expectancy, instrumentality, and valence. This theory serves as a valuable tool for managers aiming to boost employee motivation and performance by considering individual differences in motivation and the perceived relationship between effort, performance, and outcomes.

10. Write short notes in about 250 words on each of the following : 

(a) Definition and functions of organisational culture

Definition of Organisational Culture

Organisational culture is defined as the collective values, beliefs, and behaviors that shape how members of an organisation interact and work together. It is often described as:

• A concept created and residing in the minds of people.
• A submerged part of an organisational iceberg, with many elements being intangible.
• The personality of the organisation, encompassing its overall orientation and unwritten codes and norms.
• Governed by shared customs, traditions, historical accounts, tacit understandings, and norms.

According to Pacanowsky and O’Donnell, “A culture is not something an organisation has; a culture is something an organisation is.” This highlights that organisational culture is intrinsic to the organisation itself, influencing how employees think, feel, and behave.

Functions of Organisational Culture

Organisational culture serves several essential functions:

1. Cognitive Interpretation: It provides shared patterns of cognitive interpretations, guiding members on expected thoughts and behaviors.
2. Emotional Commitment: It fosters a shared emotional sense of involvement and commitment to the organisation’s values and moral codes.
3. Boundary Definition: It helps define and maintain boundaries, allowing for identification of members and non-members.
4. Implicit Control System: It acts as an implicit control mechanism, prescribing and prohibiting certain behaviors within the organisation.
5. Integrative Mechanism: It integrates diverse organisational experiences into a meaningful whole, promoting cohesion among employees.

These functions are crucial as they create a cohesive environment that supports the organisation’s mission and objectives, helping to align individual behaviors with collective goals.

(b) Goals of New Public Administration

Goals of New Public Administration

New Public Administration (NPA) emphasizes several core goals aimed at enhancing public service and governance. Below are the main objectives and characteristics associated with NPA:

• Promotion of Democratic Accountability

1. Direct Citizen Input: NPA emphasizes democratic accountability, allowing citizens to hold elected representatives accountable through voting.
2. Administrative Efficiency: It seeks to improve the efficiency of public administration while ensuring it remains accountable to the public.

• Focus on Public Interest

1. Equity and Responsiveness: NPA aims to promote public interest, ensuring equity, responsiveness, and representativeness in governance.
2. Collective Interests: The philosophy encourages the consideration of collective interests over individualistic tendencies that may dominate other administrative approaches.

• Managerial Orientation

1. Adoption of Private Sector Practices: NPA incorporates managerial skills from the private sector to enhance public administration’s effectiveness.
2. Emphasis on Results: There is a strong focus on outcomes and performance metrics, encouraging public organizations to adopt measurable performance standards.

• Decentralization and Flexibility

1. Decentralized Structures: NPA advocates for the decentralization of service delivery, empowering lower levels of administration to make decisions.
2. Adaptability: It encourages flexible organizational structures that can adapt to changing circumstances and needs within the community.

• Customer Orientation

1. Service Orientation: The needs of citizens (or customers) are prioritized, aiming to make public services more responsive and user-friendly.
2. Value for Money: NPA seeks to ensure that public services provide value for money, optimizing resources while meeting public needs.

• Structural Changes

1. Experimentation with Organizational Structures: NPA encourages experimenting with different organizational forms to better align with societal needs.
2. Multi-disciplinary Approach: It advocates for a multi-disciplinary perspective in public administration, integrating various fields of knowledge to enhance governance.

• Innovation and Problem-Solving

1. Encouragement of Creativity: NPA addresses the rigidity of traditional bureaucratic structures by promoting innovative and problem-solving approaches.
2. Focus on Change: The framework emphasizes the importance of being responsive to the rapidly changing social, political, and technological environments.

These goals underline the transformative nature of New Public Administration, aiming to create a more effective, accountable, and citizen-centric public service.