IGNOU MPA 012 ADMINISTRATIVE THEORY Free Solved Assignment 2022-23

IGNOU MPA 012 Free Solved Assignment 2022-23, IGNOU MPA 012 ADMINISTRATIVE THEORY Free Solved Assignment 2022-23 If you are interested in pursuing a course in radio production and direction, IGNOU MPA 012 can be an excellent choice. In this article, we will take a closer look at what IGNOU MPA 012 is all about and what you can expect to learn from this course.

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IGNOU MPA 012 Free Solved Assignment 2022-23 is a course offered by the Indira Gandhi National Open University (IGNOU) under the School of Journalism and New Media Studies. As the name suggests, it is a course on “Production and Direction for Radio.” The course is designed to provide students with a comprehensive understanding of radio production and direction and covers various topics related to this field. IGNOU MPA 012 Free Solved Assignment 2022-23

IGNOU MPA 012 Free Solved Assignment 2022-23

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Q1) Discuss the differences and similarities between Public Administration and Private Administration.

Public administration and private administration are two distinct systems that differ in their organizational structures, objectives, funding sources, and stakeholders. While there are some similarities between these two systems, there are also significant differences that set them apart.

Similarities between Public Administration and Private Administration:

• Management Functions: Both public and private administration require effective management of resources, including human resources, financial resources, and technology.
• Goal Orientation: Both public and private administration are goal-oriented, and both strive to achieve specific objectives.
• Strategic Planning: Both public and private administration require strategic planning to achieve their objectives and meet their stakeholders’ needs.
• Efficiency and Effectiveness: Both public and private administration aim to achieve efficiency and effectiveness in their operations.

Differences between Public Administration and Private Administration:

• Objectives: The primary objective of private administration is to maximize profits for its owners or shareholders, while public administration’s primary objective is to provide public services to citizens.
• Accountability: Private administration is accountable to its owners or shareholders, while public administration is accountable to the public.
• Funding Sources: Private administration is funded by profits generated from its operations, while public administration is funded by taxes and other government revenues.
• Organizational Structure: Private administration is usually structured in a hierarchical manner, with decision-making centralized at the top. Public administration is usually structured in a bureaucratic manner, with decision-making dispersed throughout the organization.
• Stakeholders: Private administration has a narrow range of stakeholders, mainly owners or shareholders, while public administration has a broad range of stakeholders, including citizens, elected officials, interest groups, and other government agencies.
• Legal Framework: Private administration is subject to laws related to contract, property, and torts, while public administration is subject to laws related to public policy, public finance, and administrative law.

In conclusion, public administration and private administration share some similarities, such as management functions, goal orientation, strategic planning, and efficiency and effectiveness. However, they differ significantly in their objectives, accountability, funding sources, organizational structure, stakeholders, and legal framework. Understanding these differences is essential to effectively manage and lead organizations in both public and private sectors.

Q2) Describe the evolution and growth of administrative theory.

Administrative theory refers to the study of the principles and practices of managing organizations, particularly government agencies and large corporations. The evolution and growth of administrative theory can be traced back to the early 20th century and has undergone several significant changes since then.

The classical school of thought, which emerged in the late 19th and early 20th centuries, focused on the principles of management and emphasized the need for a hierarchical organizational structure. The most influential classical theorists were Henri Fayol and Frederick Winslow Taylor, who developed principles of management and scientific management, respectively. Fayol’s principles of management included planning, organizing, commanding, coordinating, and controlling. Taylor’s scientific management focused on improving efficiency by breaking down tasks into smaller parts and optimizing each one.

The human relations school of thought emerged in the 1930s and focused on the importance of social and psychological factors in the workplace. The most influential human relations theorists were Elton Mayo and Abraham Maslow. Mayo’s Hawthorne Studies revealed the importance of social factors, such as group dynamics and leadership, in workplace productivity. Maslow’s hierarchy of needs theory emphasized the importance of satisfying employees’ basic needs, such as food, shelter, and safety, before focusing on higher-level needs, such as self-actualization.

The contingency school of thought emerged in the 1960s and emphasized the need to adapt management practices to the specific context in which an organization operates. Contingency theorists argued that there is no one-size-fits-all approach to management, and that different situations require different management strategies.

In the 1980s and 1990s, the quality management movement emerged, which focused on improving organizational performance through continuous improvement and customer satisfaction. Key figures in this movement were W. Edwards Deming and Joseph Juran, who developed quality management principles such as total quality management and Six Sigma.

In recent years, administrative theory has continued to evolve, with a focus on topics such as globalization, innovation, and sustainability. New management practices, such as agile management and lean management, have emerged to address these new challenges.

Overall, the evolution and growth of administrative theory have been characterized by a shift from a focus on efficiency and hierarchy to a focus on social factors, contingency, quality, and innovation.

Q3) Analyse the F.W.Taylor contribution towards the Scientific Management Theory.

Frederick Winslow Taylor is considered the father of Scientific Management, which is a management theory that focuses on improving efficiency and productivity in the workplace. Taylor’s contributions to this theory can be analyzed as follows:

• Time and Motion Studies: Taylor’s biggest contribution was the development of time and motion studies, which involved breaking down work processes into small, measurable steps to identify the most efficient way to perform each task. This approach allowed managers to standardize work processes, minimize wasted effort, and increase productivity.
• Work Specialization: Taylor believed that work should be divided into small, specialized tasks that could be performed by workers with specific skills. This approach led to the development of the assembly line and other production methods that increased efficiency and reduced costs.
• Training and Development: Taylor recognized the importance of training workers to perform their jobs in the most efficient manner. He believed that workers should be trained to perform specific tasks using the best methods identified through time and motion studies.
• Incentives and Rewards: Taylor believed that workers should be incentivized to work hard and meet performance standards. He advocated for the use of bonuses and other rewards to motivate workers to perform at their best.
• Standardization: Taylor emphasized the importance of standardization in all aspects of work, including equipment, tools, and work processes. This approach helped to reduce waste, minimize errors, and increase efficiency.

Overall, Taylor’s contributions to Scientific Management had a significant impact on the way work is organized and managed in modern organizations. His emphasis on efficiency and productivity continues to influence management practices today. However, his approach has also been criticized for its focus on task specialization and the dehumanization of work, as well as its limited view of worker motivation and job satisfaction.

Q4) Define Organisation and discuss its types and major characteristics.

An organization can be defined as a social entity that is created to achieve a common goal or set of goals through coordinated and structured activities. It is a formal structure that brings together people, resources, and processes to achieve a specific purpose.

Types of Organizations:

• For-profit organizations: These organizations are created with the primary objective of making a profit, such as corporations, partnerships, and sole proprietorships.
• Non-profit organizations: These organizations are created to serve a specific purpose, but not to make a profit. Examples include charities, religious institutions, and educational institutions.
• Government organizations: These organizations are created by the government to serve the needs of the citizens. Examples include the military, police, and government agencies.
• Hybrid organizations: These organizations are a combination of two or more types of organizations, such as a non-profit organization that operates a business to generate revenue.

Major Characteristics of Organizations:

• Structure: Organizations have a formal structure that defines the roles, responsibilities, and relationships among its members.
• Goals: Organizations have a specific purpose or set of goals that guide their activities.
• Resources: Organizations bring together people, financial resources, and physical resources to achieve their goals.
• Processes: Organizations have specific procedures and processes for decision-making, communication, and problem-solving.
• Culture: Organizations have a unique culture that shapes the attitudes, values, and behavior of its members.
• Environment: Organizations exist within a larger environment that can influence their success or failure.
• Adaptability: Organizations must be able to adapt to changes in their environment and adjust their strategies accordingly to remain relevant and successful.

Q5) Highlight the views of Chris Argyris on Human Personality and its impact on the working of organisation.

Chris Argyris was a renowned organizational theorist and management consultant who contributed significantly to the field of organizational behavior. According to Argyris, human personality has a significant impact on the functioning of organizations. His views on this topic can be summarized as follows:

• Theory of Action: Argyris believed that people’s behavior is governed by their theories of action, which are often subconscious and can be different from their stated beliefs. These theories of action are shaped by an individual’s personality, experiences, and the culture they grew up in.
• Defensive reasoning: Argyris argued that people often engage in defensive reasoning, which is a protective mechanism to avoid anxiety or threat. Defensive reasoning can lead to dysfunctional behavior in organizations, as people may avoid taking responsibility, engage in blame-shifting, or resist change.
• Double-loop learning: Argyris advocated for double-loop learning, which involves examining the underlying assumptions and values that guide behavior. This type of learning can lead to more effective problem-solving and can help individuals and organizations avoid repeating past mistakes.
• Organizational culture: Argyris believed that organizational culture is shaped by the collective theories of action of its members. Therefore, to change an organization’s culture, it is necessary to understand and change the underlying theories of action.

Overall, Argyris emphasized the importance of understanding human personality and its impact on organizational behavior. He believed that organizations could become more effective by encouraging individuals to engage in double-loop learning and promoting a culture that encourages open communication and the examination of underlying assumptions.

SECTION II

Q6) ‘Douglas McGregor’s views are embedded in his Theory X and Theory Y’.
Elaborate

7) ‘Chester Barnard added a new dimension to the study of organisations’ Comment.

8) Examine the open-systems approach.

9) Briefly discuss the views of David Easton and Chester Barnard on Systems approach.

10) Critically examine the first and second Minnowbrook conference.

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