Public Administration Essay

DEFINING PUBLIC ADMINISTRATION When people think about government, they think of elected officials. The attentive public knows these officials who live in the spotlight but not the public administrators who make governing possible; it generally gives them little thought unless it is to criticize â€Å"government bureaucrats.† Yet we are in contact with public administration almost from the moment of birth, when registration requirements are met, and our earthly remains cannot be disposed of without final administrative certification. Our experiences with public administrators have become so extensive that our society may be labeled the â€Å"administered society†. Various institutions are involved in public administration. Much of the policy-making activities of public administration is done by large, specialized governmental agencies (micro-administration). Some of them are mostly involved with policy formulation, for example, the Parliament or Congress. But to implement their decisions public administration also requires numerous profit and nonprofit agencies, banks and hospitals, district and city governments (macro-administration). Thus, public administration may be defined as a complex political process involving the authoritative implementation of legitimated policy choices. Public administration is not as showy as other kinds of politics. Much of its work is quiet, small scale, and specialized. Part of the administrative process is even kept secret. The anonymity of much public administration raises fears that government policies are made by people who are not accountable to citizens. Many fear that these so-called faceless bureaucrats subvert the intensions of elected officials. Others see administrators as mere cogs in the machinery of government. But whether in the negative or positive sense, public administration is policy making. And whether close to the centers of power or at the street level in local agencies, public administrators are policy makers. They are the translators and tailors of government. If the elected officials are visible to the public, public administrators are the anonymous specialists. But without their knowledge, diligence, and creativity, government would be ineffective and inefficient. HISTORICAL OVERVIEW OF PUBLIC ADMINISTRATION Large-scale administrative organization has existed from early times. The ancient empires of Egypt, Persia, Greece, Rome, China, and later the Holy Roman Empire as well as recent colonial empires of Britain, Spain, Russia, Portugal, and France – they all organized and maintained political rule over wide areas and large populations by the use of quite a sophisticated administrative apparatus and more or less skilled administrative functionaries. The personal nature of that rule was very great. Everything depended on the emperor. The emperor in turn had to rely on the personal loyalty of his subordinates, who maintained themselves by the personal support from their underlings, down to rank-and file personnel on the fringes of the empire. The emperor carried an enormous work load reading or listening to petitions, policy arguments, judicial claims, appeals for favors, and the like in an attempt to keep the vast imperial machine functioning. It was a system of favoritism and patronage. In a system based on personal preferment, a change of emperor disrupted the entire arrangements of government. Those who had been in favor might now be out of favor. Weak rulers followed strong rulers, foolish monarchs succeeded wise monarchs – but all were dependent on the army, which supplied the continuity that enabled the empire to endure so long. In the absence of institutional, bureaucratic procedures, government moved from stability to near anarchy and back again. Modern administrative system is based on objective norms (such as laws, rules and regulations) rather than on favoritism It is a system of offices rather than officers. Loyalty is owed first of all to the state and the administrative organization. Members of the bureaucracy, or large, formal, complex organizations that appeared in the recent times, are chosen for their qualification rather than for their personal connections with powerful persons. When vacancies occur by death, resignation, or for other reasons, new qualified persons are selected according to clearly defined rules. Bureaucracy does not die when its members die. BUSINESS MANAGEMENT AND PUBLIC ADMINISTRATION In the studies of the 1880s and later scholars have collected an impressive body of data how best to carry out and manage routine operations to gain productivity in industry. Principles of scientific business management were worked out and people were trained to follow them. Later successful business was seen as the model for the proper management of government, and the field of public administration was seen as a field of business, because management of all organizations in both the fields involves planning the activities and establishing goals; organizing work activities; staffing and training; directing or decision-making; coordinating to assure that the various work activities come together; report-  ing the status of work and problems to both supervisors and subordinates; and budgeting to assure that work activities correspond to fiscal planning, accounting, and control. Some scholars argued that administration is a more general term and a more generic process than management. Administration takes place at factories, schools, hospitals, prisons, insurance companies, or welfare agencies, whether these organizations were private or public. Accordingly they started speaking about business and public administration. There is an obvious difference between administration of business, or private organization, and administration of public organizations. Thus, the word public in ‘public administration’ is meaningful, and the study of public affairs will have to take into account not only management subjects common to both public and private sectors, but also the special environment in which the public servant has to live, an environment constituted of the mix of administration, policy making, and politics. And then, public organizations are more dependent on government allocations, more constrained by law, more exposed to political influences, and more difficult to evaluate than business organizations. These differences suggest caution in applying business management techniques to government agencies. Public Administration as an Academic Discipline Originally the discipline of public administration was not strong on theory. Early public administration was marked by a concern for applying the  principles of business management to a higher level of business – public affairs. The method of case study was borrowed from business schools and applied to public administration. It was a prescriptive method and it told the student what he â€Å"ought to do† and what he â€Å"should not do† in specific situations of managing of public agencies. But by and by public administration developed a theory and a method of investigation of its own. In the 1950s it began to borrow heavily from sociology, political science, psychology, and social psychology that led to the formation of organization theory that helps to understand the nature of human organizations. Then, the 1950s and 1960s witnessed a dramatic upsurge of professional and academic participation in comparative administration studies. Comparative administration was focused on the developing nations and the analysis of â€Å"transitional societies†. Considerable attention was paid to studies of particular areas of the world. There were detailed case-by-case examinations of administrative situations in both the developing countries and the older, established bureaucracies of the industrialized world. They developed elaborate and highly generalized models of development administration and managed to explain many development situations. Another situation that has drawn from the management science traditions is the emergence of public policy analysis as a major branch of public administration studies. Writings on decision-making took into account economic, political, psychological, historical, and even nonrational, or irrational processes. The National Association of Schools of Public Affairs and Administration (NASPAA) advocates public policy analysis as one of the subject areas that should be included in any comprehensive program in administration. An interesting development in American public administration in the late 1960s is known as the New Public Administration which was a reaction against the value-free positivism that had characterized much of American public administration thought since World War II. It reasserted the importance of normative values, particularly social justice. The disclosures of the Watergate scandals have reinforced these positions and stressed anew the importance of integrity, openness, and accountability in the conduct of public affairs. This concern for the needs of human beings in the modern world can be seen in the growth of consumer and environmental protection functions domestically, and pressure for human rights around the world. The politics  of public administration becomes increasingly interesting. Citizens, students, and scholars all round the world have come to understand the enormous impact of public administration on all of us, which is an important reason for the renaissance of their interest in public administration. SOME THEORETICAL ASPECTS   OF PUBLIC ADMINISTRATION Though there are different approaches to the field of public administration, this interdisciplinary subject nowadays has a quite strong theory that tries to take into account not only management subjects, but also the mix of administration, policy making, and politics. Let us consider some issues of this theory and start with organization theory common to both public and private sectors. The basic aspects of organization theory The terms public and private convey very different connotations to the general public. Public organizations are commonly pictured as large mazes that employ bureaucrats to create red tape; private organizations, on the other hand, are viewed to be run by hard-nosed managers who worry about profit and consumers. Public organizations are pictured as wasteful; private organizations are often presented as efficient. Yet these perceptions of their differences do not withstand careful scrutiny. Both types of organizations have much in common. Organization as bureaucracy Whether in business or government organizations, a dominant form of any administration is bureaucracy. Bureaucracies are generally defined as organizations that (1) are large, (2) hierarchical in structure with each employee accountable to the top executive through a chain of command, (3) provide each employee with a clearly defined role and area of responsibility, (4) base their decisions on impersonal rules, and (5) hire and promote employees taking into account their skills and training related to specific jobs. Bureaucracy has promise but it may also create problems  and abuses of power, especially in the absence of effective coordination. Organization as a dynamic change Then, both public and private organizations have a dilemma – the need for both stability and change. All organizations resist change as organizational change is often painful and destructive. Despite the need for new ideas, new approaches, and new types of employees, stability need usually dominates in organizations. And the forces of stability are stronger in public organizations. These institutions are generally insulated from survival concerns by legal mandates. Few of them declare bankruptcy despite serious doubts about their efficiency. Organization as human relations Both organizations, especially public organizations, are crowded with individuals. Individuals bring to organizations a complex mix of needs (both fundamental needs, as food, shelter, health care, and future security which are bought with money earned through work, and our highest spiritual needs to belong to a social group and to contribute to it, the need of self-actualization, esteem and recognition). To attract and keep people and to encourage dependable and innovative performance, organizations must take into account individual needs and motivation and satisfy them. Organizations should also make a system of various rewards that are powerful incentives for above-average performance. Pay, promotions, recognition, and others rewards are distributed by managerial staff. Social rewards like friendship, conversation, impact, satisfaction received from meaningful work appear in the process of work itself. The social rewards of some jobs are more obvious than others. Jobs with greater variety, responsibility, and challenge are inherently more rewarding while routine can generate lack of interest and boredom, and managers should take it into account. Organization as a structure of subgroups Most work in organizations depends on ensemble rather than solo effort, and is a mix of collaboration and interdependence. There are two basic groups in organizations: formal and informal. Formal groups (departments, committees) are identified and selected by organizational leaders, and their major  characteristics are organizational legitimacy and task orientation. Informal groups (sport groups, common lunch hours, etc.) are not created by management but evolve out of the rich social environment. Though people in these groups get together to share common interests, not to work, their activities in them (supporting friends, trading rumors, and so on) have a profound effects on work and are as important as formal assignments. Organization as a cultural product Organizations have not only tangible dimensions such as an office building, an organizational chart, products and services, specific individuals and groups. Organizations are cultural and meaning systems as well as places for work. The concept of culture is difficult to define. But when comparing organizations in different countries, their cultural differences are extremely vivid and important. Despite similar work and procedures, police departments, for example, in India, Germany and Japan differ greatly. Offering a small gift to a policeman may be considered corruption in one nation and a sign of respect in another. Organizations are also meaning systems as they provide meaning to our lives. Feelings and emotions as well as purpose are very important to work life of an organization. The despair of the unemployed goes deeper than financial worries; many feel lost, without significance. Both culture and emotions influence structure, effectiveness, and change in organizations. Organizations are not only places of production; they are also sites rich with symbols and bureaucrats and executives act as tribal leaders: they tell stories, repeat myths, and stage rites and ceremonials. The symbolic and cultural dimensions of organizations are increasingly viewed as essential to understanding individual organizations and their role in society. The environment of public administration When many people think of public administration as an activity, they visualize large offices crammed with rows of faceless bureaucrats sitting at desks and producing an endless stream of paperwork. But this view captures only few of the important things that professional civil servants actually do. Public administration also has many more participants, such as the  executive, the legislature, the courts, and organized groups, which are involved in the formulation and implementation of public policy. And if a public administrator focuses the attention on only some of them then others may become neglected and that may lead to the jeopardy of the entire program. Summing up what has been said, it is important to underline that the theory of public administration is very diverse, is rapidly developing and depends much on what we know about why humans behave as they do when they interact with each other. PUBLIC ADMINISTRATION PERSONNEL:  ROLE-TYPES, ROLE CONFLICTS, ROLE OVERLOADS Large organizations employ many individuals. Charismatic leaders, caring supervisors, innovative program directors, and numerous street-level employees lend individuality to the collective and character to the whole organization. One should also remember that higher moral and ethical standards are expected of public employees than of private employees, and that public managers work within very strict limits of legislation, executive orders, and regulations surrounding government. But unique contributions of individuals do not obscure their general patterns of behavior, or roles. A role is a predictable set of expectations and behaviors associated with an office or position. Like an actor assigned a part, cabinet secretaries, police officers, and policy analysts step into roles that are already largely defined. A person usually performs several roles and it may become a source of stress and overload. Role overload is more than just too much work, or overwork. Role overload exists when the demands of various roles overwhelm an individual’s ability to balance expectations, when the demands of one role make it difficult to fulfill the demands of others. The lawyer who must cancel an appointment to care for a sick child or the professor who neglects his students to fulfill administrative obligations is experiencing a role conflict. Viewing organization as a system of roles helps to identify rights and obligations of each employee. Roles provide the consistency that holds an organization together. An organization that falls apart when individuals leave has not built an adequate structure of roles. Although public organizations contain  many specific roles, five role-types – the political executive, desktop administrator, professional, street-level bureaucrat, and policy entrepreneur – are the most common. Political executives Political executives (the secretary of a State Department, the city manager, or the county administrator) occupy the top of public organizations. Although their jobs and responsibilities are different, they all perform the functions of a political aide, policy maker, and top administrator. In most cases, political executives are political appointees – elected officials give them their jobs. That is why, their position, their tenure, and their influence while in office derive from the authority of elected officials. The official who wins the election most commonly appoints loyal supporters. They are advisors for selected officials. Elected officials cannot do everything. They can do little more than point the general direction and scrutinize the final result. That is why political executives appointed by them are also policy makers. The political executive initiates, shapes, promotes, and oversees policy changes. They may also have responsibility for major decisions. The ultimate authority, however, rests with the elected official. Political executives are also top-level administrators. It is a difficult role. Public executives are legally responsible for implementing policy They must cut through the red tape, resistance of change, intra-organizational conflict to assure that the public is served well.. Those political executives who fail to reach down and get the support and enthusiasm of their agency personnel will effect little change in policy. But if they completely disregard the preferences, knowledge, and experience of their agencies, stalemate ensues. If they uncritically adopt the views of their elected officials or their agencies, they may lose influence with elected officials. Desktop administrators Desktop administrators are career civil servants down the hierarchy a few steps from political executives. They are middle managers and closely fit the general description of a bureaucrat. Whether a social worker supervisor or the director of a major government program, the desktop administrator  spends days filled with memoranda and meetings. The desktop administrators are torn between the promises and practicality of governing. Desk administrators guide policy intentions into policy actions that actually change, for better or worse, people’s life. If there is, for example, a public and political consensus that the government should assist poor blind people, the definition worked out by a desktop administrator to answer the question who is poor and who is blind, has a dramatic influence to the nature of the program. Desktop administrators differ fundamentally from political executives in that most of them are career civil servants. After a short probation period, most earn job tenure, and usually are not fired. Tenure insulates the civil service from direct political interference in the day-to-day working of government. Job tenure protects civil servants from losing their jobs, but they may be reassigned to less important jobs of equal rank if they lose favor with political executives. Professionals Professionals make up the third major role-type in public organizations. The original meaning of the term profession was a ceremonial vow made when joining a religious community. This vow followed years of training and some certification that the acquired knowledge and appropriate norms of behavior justified an individual’s initiation. Modern professionals receive standard specific training that ends with certification. They also learn values and norms of behavior. Increasingly the work of public organizations depends on professionals and more and more professionals are involved in public administration. The work of professionals involves applying their general knowledge to the specific case and requires considerable autonomy and flexibility. An important difference between professional and non-professional work is who evaluates performance. Nonprofessionals are evaluated by their immediate supervisors. Professionals assert their independence from supervisors. Their work is evaluated by peer review of their colleagues and that has flaws: fellow professionals are sometimes more willing to overlook the mistakes of colleagues for different reasons. Street-level bureaucrats Street-level bureaucrats (social workers, police officers, public school  teachers, public health nurses, job and drug-counselors, etc.) are at the bottom or near the bottom of public organizations. Their authority does not come from rank, since they are at the bottom of hierarchy, but from the discretionary nature of their work. They deal with people and people are complex and unpredictable, they are not the same and require individual attention. A common complaint about public bureaucrats is that they treat everyone like a number; they ignore unique problems and circumstances. But there are only general guidelines how to deal with people (an abusive parent, an arrested, poor, old or sick person), and it is impossible to write better guidelines to make everyone happy. Street-level administrator must use judgment to apply rules and laws to unique situations, and judgment requires discretion. Given limited resources, public organizations want fewer, not more clients, and this is an important difference between public and private organizations, which attract more clients to earn more profit. And dependence of clients on street-level bureaucrats often create conflicts. Street-level bureaucrats work in situations that defy direct supervision. Even when supervisors are nearby, much work with clients is done privately. Most paperwork and computerized information systems attempt to control street-level bureaucrats, who in turn become skilled in filling out forms to satisfy supervisors while maintaining their own autonomy. Street-level bureaucrats are also policy-makers. They often decide what policies to implement, their beliefs can affect their work with clients, they may interpret the policy to benefit clients and vice versa, and thus they may change the policy while implementing it. Policy entrepreneurs The policy entrepreneur is generally considered to be the charismatic person at the top, though they can exist at all levels of an organization. They are strongly committed to specific programs and are strong managers. They are skilled in gathering support and guiding an idea into reality. The role requires conceptual leadership, strategic planning, and political activism. This role is both necessary and dangerous. They take risks and push limits, which is necessary for a dynamic government, but they also bend rules and sometimes lead policy astray. PERSONNEL ADMINISTRATION: STAFFING  AND TRAINING THE AGENCY An important task in the management of any enterprise, private or public, is the recruiting, selecting, promoting, and terminating of personnel and employee training. Recruiting Once jobs have been created, the recruitment starts, i.e. finding people to fill those jobs. Public administration in the United States has come a long way from the time of Andrew Jackson, when, in the popular view, government jobs could be performed by any individuals (or at least any men) with normal intelligence. Under Jackson and his successors, frequent rotation on office was encouraged; no particular prior training or experience was necessary for most jobs. Merit systems were designed for the most part to keep out the grossly incompetent, not to attract the highly qualified. Gradually, the pattern changed. The government began attracting especially competent applicants. Openings were more highly publicized, recruiting visits were made to college and university campuses, and wages were made more nearly competitive with those in the private sector. Active efforts were made to attract individuals who, in earlier times, would have been excluded from public employment because of their ethnic or racial backgrounds or because they were women. Examining and selecting Once applications have been received, the next step in the personnel process is examination. The term examination does not refer only to a pencil-and-paper test. Some judgments are made on the basis of an unassembled examination. That is, the application form itself may require sufficient information to permit the assignment of a score based on reported experience and education and on references. Another possibility, especially important for jobs requiring particular skills, is performance examination. Some jobs call for an oral examination, particularly those for which communication skills are especially important. One examination of special importance is the Professional and Administrative Career Examination (PACE). PACE is intended to select candidates for federal government careers rather than for particular jobs. The personnel agency (e.g. Civil Service Commission) considers the list with the names of the individuals with the highest examination scores from which it chooses the new employee. Considerable discretion is allowed in making the final choice. Following selection, the new employee is likely to serve a probationary period, often six months, during which removal is relatively easy. Personnel managers encourage supervisors to see this as an extension of the testing procedure, but few employees are, in fact, dismissed during this period. Evaluation The evaluation of employee performance is a further personnel function. Recently, the trend has been to formalize rating schemes and to regularize feedback to employees. Where possible, objective measures of the work completed are employed. In jobs where this is not possible, supervisors are encouraged to judge performance as accurately as possible using impressionistic techniques. By supplying a continuing record of performance, such evaluation can protect employees from capricious actions of a subjective supervisor. Continuing education in the public service Government is deeply involved with the further education and training of the employees. This involvement may range from relatively simple, in-house training sessions – even on-the-job training – to the financing of undergraduate or graduate education. Many universities, in cooperation with government agencies, have developed special programs for public employees, and the courses typically lasting for a week, may be conducted either at a university campus or at an agency site. The Federal Executive Institute in Charlottesville, Virginia, established in 1968, operated by the Civil Service Commission, provides managerial training for high-level federal executives. The commission also has regional training centers located throughout the country. Public personnel are also often given leaves for a semester or a year by their agency to pursue a degree at the doctoral level (the Doctor of Public Administration) or to fulfill a master’s program. ELEMENTS AND MODELS OF A DECISION-MAKING PROCESS We all make decisions all the time. Some are small; some will have ramifications throughout our lives. Sometimes we make snap judgments that in retrospect seem wise. Other times we carefully weigh the pros and cons but are betrayed by fate. Often the most important decisions are nondecisions: we put things off, choose to ignore problems, or to avoid situations or people and later discover that inaction has consequences just as important as those resulting from action. Four processes of decision-making Whether small or large, short- or long-term, studied or impulsive, decision-making involves four major elements: problem definition, information search, choice, and evaluation. They are not sequential, they occur simultaneously. And it is often difficult to identify when a decision process begins and ends as most important choices are ongoing. Problem definition The first step in defining a problem is recognizing that it exists. Then, problems are plentiful; attention is scare. Selecting a problem for attention and placing it on the policy agenda is the most important element in policy making. When a problem is given attention, it gains focus and takes shape. How a problem is defined affects how it is addressed. The problem of the homeless is a good example. The people without home have always been with us. Most often they have been seen as people who because of their own weaknesses could not find work and afford homes. They were dismissed as drunks and drifters. So defined, the homeless remained a problem in the background – a problem for the Salvation Army, not the government. But as their number grew, we began to take a closer look. We saw individuals discharged from mental institutions, the unemployed whose benefits had expired, and families unable to afford decent home. And we started seeing â€Å"the homeless† as people in desperate situations. This change in our perception altered the decision process. Homelessness is now a focus of policy debate. Information search When we are only vaguely aware that a problem exists, our first step is often to learn more about it, and this learning is an important step in the decision-making. Acid rain is a good example. First in Europe and then in North America, people noticed that trees were dying, and a few scientists began to ask why. Pollution and changes in climate were explored. Out of this active search for information the problem gained definition: air pollution is killing trees. Then, the solutions were considered. Reducing acid rains requires costly reduction in pollution created in regions often at great distance from the dying trees. Thus, the information defined the nature of the policy-making. Information has always been central to governing, and governments are primary sponsors of research both in the sciences and humanities. Such research is driven by the interests of scholars and may not have immediate relevance to policy debate. But it may have important policy implications. For example, advances in lasers and genetic engineering influence defense and social policy in ways unanticipated by scientists or their government sponsors. Choice As problems are defined and information about problems and outcomes is examined, choices emerge. Weighing options and selecting are the most visible decision-making processes.  Sometimes choices are difficult and taking decisions is very hard, especially when choices are not clear and their results are unpredictable. Should we negotiate with terrorists? Do we want to save the lives of hostages, as family members prefer, or do we want to eliminate any incentive for future terrorism? The selection process does not necessarily require reasoned judgments; the compromises of group decision-making often produce results that only few individuals prefer; satisfying single interests often means ignoring the interests of others. Evaluation Decisions do not end with choices among alternatives. Decision-making  involves evaluating the effects and actions. Evaluation may be formal (an official study of the results produced by a new government program) or informal (scanning the news, talking to colleagues). Whether formal or informal, evaluation is another form of information gathering after the choice. The distinction between information search and evaluation is arbitrary. Before decision makers reach conclusions, most try to anticipate outcomes. The most difficult aspect of evaluating choices is establishing the criteria. The most common criterion is the result – if things turn out well we feel that we made the right choice. But in this case we may confuse good luck with good decision-making (consider the decision to have a surgery: all surgery involves risk, and if a person chooses to take the very slight risk to remove a small tumor and dies during surgery, was the decision wrong?). Results are not universal criteria for the quality of a decision. The evaluation of any decision-making must involve looking at results and processes as well as the situation faced by decision makers. Models of decision-making There is no right or wrong way to make decisions. Sometimes cautious deliberation is the best path; at other times risks are required. But scholars speak about two broad categories of models of decision-making: rational and nonrational models. Rational decisions are choices based on judgment of preferences and outcomes. They are not always turn out best and they do not eliminate the possibility of failure. Sometimes the goal is so important that it is rational to choose an option with little promise of payoff. Opting for experimental surgery is a rational choice over a life of pain. In nonrational models choices do not result from the deliberate balancing of pros and cons. These models share the assumption that the mix of rules and participants shape choices, and that decisions result from the varying (though not necessarily accidental) mix of ingredients. Most of governmental decisions are within these models. The decision process there is too complex to take into account multiple goals, alternatives and impacts of every alternative; the time required to take a decision is too short; the  finances are too thin to provide long researches. Taken to extremes, rational models reduce human judgment to computation, and nonrational models portray decision outcomes as the result of forces beyond individual control.  Both rational and nonrational models of the decision process are products of value-neutral social science. Values enter rational decision models only in the form of preferences, but they are generally defined in terms of self-interest. An emerging view of decision-making places a stronger emphasis on decisions as value statements. LEADERSHIP Leadership is the direction and guiding of other participants in the organization. Leadership differs in degree. Transactional leaders exchange rewards for services. They guide subordinates in recognizing and clarifying roles and tasks. They give their subordinates the direction, support, and confidence to fulfill their role expectations. They also help subordinates understand and satisfy their own needs and desires. They encourage better than average performance from their subordinates. They are good managers. Transformational leadership is more dramatic. Transformational leaders change the relationship of the subordinate and the organization. They encourage subordinates to go well beyond their original commitments and expectations. If transactional leaders expect diligence, transformational leaders foster devotion. These leaders have the ability to reach the souls of others to raise human consciousness. They raise the level of awareness and encourage people to look beyond their sel f-interest. Both forms of leadership are important. When people in positions of authority encourage subordinates to believe that their work is important – not merely a fair exchange of pay for work – motivation, commitment, and performance surpass routine expectations. Leadership is required for major changes and new directions, and without leadership government easily stagnates. When things go well or poorly we credit or blame the leader. We look for leadership in candidates for high office. But can we determine which job candidates are â€Å"natural born† leaders? Can we train employees so that they develop the required personality characteristics to become effective leaders? Over many years, investigators have hoped to identify leadership traits. It is  extremely difficult to know precisely what traits such diverse political leaders as Napoleon Bonaparte, Luther King, Vladimir Lenin, Joseph Stalin, Indira Ghandi, and Adolf Hitler shared in common. Yet many researches have attempted to identify universal characteristics of leadership and the following classification of the leadership traits is suggested: 1)capacity (intelligence, verbal facility, originality, judgment); 2)achievement (scholarship, knowledge, athletic accomplishments); 3)responsibility (dependability, initiative, persistence, aggressiveness, self-confidence, desire to excel); 4)participation (activity, sociability, cooperation, adaptability, humor); 5)status (socioeconomic position, popularity). Yet this list is not very helpful. Particular traits are neither necessary nor sufficient to become a leader. There are brilliant thinkers and talkers who are not leaders, and there are people who are not very intelligent and not blessed with verbal facility who are obvious leaders. The holding of a degree does not say enough of the holder and whether he would fit into a particular situation. In some situations the manager’s superior education may be even resented by less well educated organization members. It is obvious that some managers are better leaders than others, and if psychological traits do not explain the variations, what is the explanation? Some investigators emphasize the situational character of leadership. The ingredients of this parameter of leadership are the following: †¢status, or position power – the degree to which the leader is enabled to get the group members to comply with and accept his or her leadership (but leadership should not be confused with high position – holding high office does not guarantee impact; despite the leader’s formal power, he or she did not always get from subordinates the performance that was desired); †¢leader-member relations – acceptance of the leader by members and their loyalty to him or her; †¢task-structure – the degree to which the jobs of the followers are well defined; †¢ability to recognize the most critical needs for organization members at the moment (physiological needs for food, sleep, etc. or safety needs for freedom from fear, for security and stability; needs for love, friends and contact; esteem needs for self-respect and the respect of others or needs for self-actualization, for a chieving one’s potential). Defining leadership is a very difficult task but  rejecting the study of leadership would impoverish our understanding of governing.

Thermoelectric generator

Plantation for providing the necessary infrastructure out this project successfully. I also thank Dry. S. Maryanne, Dean, School of Mechanical & Building Sciences for his support and continuously encouragement in completing the project. I express my genuine indebtedness to Mr.. C. Rammers Kumar, Senior Assai. Lecturer, School of Mechanical & Building Sciences whose whole hearted guidance and valuable suggestions throughout this project helped us in completing it successfully, without which the project would not have attained a fine and final shape.I would also like to express our gratitude to all faculty members of the school for their timely encouragement and thought provoking suggestion to pursue our work. Last but not he least, we would like to thank all those who were directly and indirectly helped us in completion of this project. CHAPTER: I 1. 0 Introduction Man's constant evolution couldn't have been possible without fuels. Society is putting more emphasis on the mobile transp ortation sector to achieve future goals of sustainability and on low thermal efficiencies of ICC engine.About 60% of heat-energy liberated during combustion of fuel is not utilized in producing useful work and getting dumped into the atmosphere daily. To achieve these goals, society needs to jump to a new method to recover the lost part of exhaust energy. The recovering of heat from exhaust gases in automobiles is a typical area of generating steam (or) electricity using W. H. R. B. * (or) Thermoelectric. It depends on the basic principle of ‘Speck Effect'.It would be useful to demonstrate the potential of thermoelectric generation in the automobile industry using Thermoelectric Generator (Tee's). A thermoelectric generator, which can be driven by the temperature difference, incorporates fins into a thermopile to conduct heat toward or away from the alternating spaces between adjacent layers of different types of thermoelectric material. Vehicles are becoming more electrified and the higher electrical demands under nearly all driving conditions are required.On board electrical energy management and storage systems are more prevalent. TEE'S provides source of additional electrical power without increasing fuel consumption. The study reveals that about 6% of the exhaust energy can be taped from the exhaust there by increasing the thermal efficiency. It can be used to increase the overall efficiency of the engine without increasing the fuel consumption and thus there would be a separate source of the electricity that a vehicle needs for keeping its battery charged and for erring all of its on-board electric circuits. W. H. R. B. = Waste heat recovery boiler 1. 1 Problem Specification To design and fabricate the Thermo Electric Generator and its various components. To test the TAG under various conditions when used on Marti 800 standing engine. 1. 2 Objective To design the TAG and its various components using Silkworms (CAD) designing software and to fabrica te the same using various manufacturing processes. Then the manufactured model is tested for efficiency , power output under various conditions when tested with Marti 800 standing engine.CHAPTER: II 2 Literature Survey 2. 1 Thermoelectric Principle The Thermoelectric principle though established for long back found application only to the field of sensor industry. But recent advances in materials, especially in semi conductors have paved way for applications to the field of power generation. This project studies the application of Thermo electrics as a waste heat recovery solution in vehicles and their potential for the future. 2. 2 Speck Effect The Speck effect is the conversion of temperature differences directly into electricity.This effect was first discovered, accidentally, by the German-Estonian physicist Thomas Johann Speck in 1821 . He found that a voltage existed between wow ends of a metal bar when a temperature difference AT existed in the bar. Fig. 1. 3 – Speck ef fect AS and SUB are the Speck coefficients of the metals A and B, and TTL and TO are the temperatures of the two Junctions. The Speck coefficients are non-linear, and depend on the conductors' absolute temperature, material, and molecular structure.If the Speck coefficients are effectively constant for the measured temperature range, the above formula can be approximated as: Thus, a thermocouple works by measuring the difference in potential caused by the dissimilar wires. It can be used to measure a temperature difference directly, or to assure an absolute temperature, by setting one end to a known temperature. Several thermocouples in series are called a thermopile. This is also the principle at work behind thermal diodes and thermoelectric generators (such as radioisotope thermoelectric generators or Arts) which are used for creating power from heat differentials. . 3 Semiconductor Based Thermoelectric Though the thermo-electric principle was established in the early 19th century , it was only after mid-20th Century advancements in semiconductor technology, however, that practical applications for thermoelectric devices became feasible. Semi- inducting materials, (in conjunction with copper inter-connecting pads), have been found to offer the best combination of Speck coefficient, electrical resistively, and thermal conductivity.Semi-conducting materials provide another benefit, the ability to use electrons or â€Å"holes† (the absence of an electron in a crystal matrix) to conduct current. This last property is useful in assembling many thermoelectric Junctions in series to reduce the overall current flow in the device to manageable levels. 2. 4 Thermoelectric Modules (TEEMS) Bismuth Telluride-based thermoelectric modules are designed primarily for cooling r combined cooling and heating applications where electrical power creates a temperature difference across the module.By using the modules â€Å"in reverse,† however, whereby a temperature d ifferential is applied across the faces of the module, it is possible to generate electrical power. Although power output and generation efficiency are presently low, useful power often may be obtained where a source of heat is available. 2. 5 Teems for Power Generation Thermoelectric (ET) energy conversion for power generation is based on the â€Å"Speck effect†, where a temperature difference, TTS-TTS, across two dissimilar legs of nonconductor material produces a voltage, Avocado.This voltage is equal to the Speck coefficient of the material, a, times the temperature difference across the device. The dissimilar legs of semiconductor material, one p-type and one n-type, are called a thermoelectric couple. The p- and n-legs are Joined by an electrically conducting material at the p-n Junction. A thermoelectric module consists of a series of p-n couples, which are connected electrically in series and thermally in parallel. Electrically insulating material separates the electr ical connectors from the heat source and sink.When a temperature gradient is applied across the couple, the negatively charged electrons, e-, in the n-leg and the positively charged holes, h+, in the p-leg move from the heat source to the heat sink, conducting heat to the cold base. This flow of electrons and holes causes separation in an initially uniform charge carrier distribution, which results in a current flow, l, in the couple. A thermoelectric module used for power generation has certain similarities to a conventional thermocouple. With no load, the open circuit voltage as measured between points a and b is: V = a.AT Where: V is the output voltage from the couple (generator) in volts a is the average Speck coefficient in volts/K AT is the temperature difference across the couple in K where When a load is connected to the thermoelectric couple the output voltage (V) drops as a result of internal generator resistance. The current through the load is: ‘load = (a . I is th e generator output current in amperes RCA is the average internal resistance of the thermoelectric couple in ohms the load resistance in ohms The total heat input to the couple (Sq) is: Sq The . L) – (0. 5. 12 . + (KC .CAT) Sq is the heat input in watts Kc is the thermal conductance of the couple in watts/K couple in K 2. 6 Module Selection The is the hot side of the The selection of the appropriate module for power generation with required voltage and current output was done on the basis of literature survey and was found that bismuth telluride module best suited to our condition because of its high efficiency and high operating temperature. Bismuth Telluride module was used because of its easy availability, low cost and low operating temperature range with a considerable efficiency.Material used for fabricating the outer frame is Cast Iron of 5 mm thickness, Cast Iron is used because of its cheap and easy availability. Outer Frame structure made on Solid Works Real time out er frame Full Assembly of the Chamber After the frame was manufactured, it was connected to the main setup as shown low, The setup included the catalytic converter attached to the Marti 800 engine. The inlet to the frame (TAG) is attached to the exit of the catalytic converter and the exit of the frame is to release the final exhaust gas to the atmosphere through a pipe.Here heat energy is converted into electric energy using thermoelectric module and therefore two plates are used in this experimental setup one is hot which is in direct contact with the exhaust gases flowing through the frame on one side and the other side of hot plate modules are placed and the other plate is cold plate which is assembled with cooling chamber as shown below, Hot plate used here is Aluminum of 5 mm thickness, one of which side is connected to frame exposed to exhaust gases directly.The picture below is the hot plate when modules are attached to it with the interface pads in between to increase the t hermal conductivity and to reduce the thermal resistance between the plate and the module. The cold plate which is assembled with cooling chamber is shown below, After connecting all this plates and module the entire frame structure is made to stand connected to the engine as shown above in one of the figure, and below shows he final completed set up with the exhaust pipe connected to the frame.

Political Philosophy and M.a. Public Administration Essay

I. Greek  Political  Thought   Plato:  Justice,  Ideal  State   Aristotle:  Theory  of  the  State,  Revolutions II. Medieval  and  Early  Modern  Political  Thought   Church  and  the  State:  St. Augustine   Marsilio  of  Padua   Nicolo  Machiavelli:  State  and  Statecraft I. Social  Contract  Theory   Thomas  Hobbes:  Human  Nature,  Sovereignty   John  Locke:  Theory  of  Property,  Consent  and  Government   J. J. Rousseau:  Popular  Sovereignty II. Idealism   Immanuel  Kant:  Ethics  and  Politics   G. W. F. Hegel:  State  and  Civil  Society   T. H. Green:  Theory  of  Rights. Recommended  Books:   Sukhbir  Singh,  History  of  Political  Thought   G. H. Sabine,  A  History  of  Political  Theory V. Krishna  Rao,  Paschatya  Rajaniti  Tatvavicharamu  (in  Telugu)   John  Plamenatz,  Man  and  Society   Ernest  Barker, The  Political  Thought  of  Plato  and  Aristotle   C. B. Macpherson,  The  Political  Theory  of  Possessive  Individualism M. A. POLITICAL  SCIENCE  AND  M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã¢â‚¬â€œÃ‚  I   (Common  for  both  M. A. Political  Science  and  M. A. Public  Administration   students  with  effect  from  the  Ã‚  academic  year  2002 ­03)   PAPER  Ã‚ ­Ã‚  II:  ADMINISTRATIVE  THEORY  (Classical). Unit  I. a). Introduction:  Public  Administration  ­Ã‚  Meaning,  Scope  and  Significance. b). Woodrow  Wilson:  Politics  and  Administration  dichotomy. Unit  II. a). Henri  Fayol:  Functionalism   b). F. W. Taylor:  Scientific  Management  Theory   Unit  III:  a). Luther  Gulick  and  Lyndal  Urwick:  Administrative  Management  Theory. b). Max  Weber  :  Bureaucratic  Model. Unit  IV:  a). Mary  Parker  Follet:  Conflict  Resolution   b). Chester  Barnard:  Neo ­Classical  Model Readings: 1. Prasad  R  and  Others(eds)  Ã‚  Ã‚  Ã‚  :  Administrative  Thinkers,  (Telugu  /  English)   nd   2   Edition,  Sterling,  New  Delhi. 2. S. P. Naidu  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Public  Administration:  Theories  and  Concepts,   New   Age   International   Publications,   Hyderabad,   1996. 3. Hoshiar  Singh  &  Pradeep   Sachdeva  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Administrative  Theory,  Kitab  Mahal,   New  Delhi,  1999. 4. Fred  Luthans  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Organisational  Behaviour. Students   are   required   to   consult   relevant   articles   from   journals   relating   to   public   administration  especially  the  Indian  Journal  of  Public  Administration M. A. POLITICAL  SCIENCE  AND  M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã¢â‚¬â€œÃ‚  I   (Common  for  both  Ã‚  M. A. Political  Science  and  M. A. Public  Administration   students  with  effect  from the  Ã‚  academic  year  2002 ­03)   PAPER  III:  INDIAN  CONSTITUTION UNIT  Ã‚  I  :  Ã‚  Ã‚  Ã‚  (a)  Making  of  the  Indian  Constitution –  Basic  Foundations  of  Indian   Constitution   (b)  Salient  Features  Ã‚  of  Indian  Constitution UNIT  II  :  Ã‚  (a)  Ã‚  Fundamental  Rights  and  Directive  Principles  of  State  Policy   (b)  Centre  ­ State  Relations UNIT  III  :  Ã‚  (a)  Ã‚  Union  Government  Ã¢â‚¬â€œÃ‚  Parliament,  President,  Prime  Minister   and  Cabinet   (b)   Supreme  Court  and  Judicial  Review. UNIT  IV  :   (a)  Ã‚  Provisions  for  the  Welfare  of  Weaker  Sections   (b)   Reviewing  of  the  Constitution –  Sarkaria  Ã‚  Commission   and  Constitutional  Review  Commission Reference  Books:   1. Granville  Austin    ­Ã‚   The  Indian  Constitution –  Corner  Stone  of  the   Nation   2. D. D. Basu    ­Ã‚   Introduction  to  the  Constitution  of  India   3. Morris ­Jones,  W. H.  ­Ã‚   The  Government  and  Politics  of  India   4. Kothari,  R    ­Ã‚   Politics  in  India   5. V. D. Mahajan    ­Ã‚   Indian  Constitution   6. J. C. Johari    ­Ã‚   Indian  Constitution M. A. POLITICAL  SCIENCE  AND  M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  I   (Common  for  both  M. A. Political  Science  and  M. A. Public  Administration   students  with  effect  from  the  Ã‚  academic  year  2002 ­03)   PAPER  IV:  Ã‚  GOVERNMENT  AND  POLITICS  IN  ANDHRA  PRADESH UNIT  I:   a). Approaches  to  the  Study  of  State  Government  and  Politics. b). Political  History of  the  State ­Formation  of  Andhra  Pradesh. UNIT  II:   a)  Constitutional  Structures   b)  Political  Parties   UNIT  III:  a). Sub ­Regional  Movements:  Separate  Telangana  Movement  and  Jai  And hara   Movement. b). Peasant  Movements:  Telangana  Armed  Struggle  and  Naxalite  Movement. UNIT  IV:  a). Public  Sector  and  Politics  of  Subsidy   b). Liberalization. BOOKS  RECOMMENDED: 1. Myron  Weiner  (ed. )   2. Iqbal  Narain   3. Reddy  &  Sharma(eds. )   4. V. Hanumantha  Rao   5. K. V. Narayana  Rao   6. Sri  Prakash   7. S. C. Kashyap   8. Ashok  Sen   9. Babulal  Fadia   10. B. A. V. Sharma   11. Barry  Pavier   12. G. Ram  Reddy State  Politics  in  India.  ­Ã‚  State  Politics  in India.  ­State   Government   &   Politics   in   A. P. .    ­Ã‚  Party  Politics  in  Andhra  Pradesh.  ­Ã‚  Emergence  of  Andhra  Pradesh.  ­Ã‚  State  Governors  in  India.  ­Ã‚   Politics   of   Defections:   A   Study   of   State   Politics   in   India.  ­Ã‚  Role  of  Governors  in  the  Emerging  Patterns  of   Center ­ State  Relations  in  India.  ­Ã‚  State  Politics  in  India.  ­Ã‚  Political  Economy  of  India.  ­Ã‚  Telangana  Movement  1944 ­51.  ­Panchayati  Raj  and  Rural  Development  in  A. P M. A. POLITICAL  SCIENCE  AND  M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  I   (Common  for  both  M. A. Political  Science  and  M. A. Public  Administration   students  with  effect  from  the  Ã‚  academic  year  2002 ­03) PAPER  V  a  (OPTIONAL):  POLITICAL  INSTITUTIONS  AND  IDEAS  IN  ANCIENT  INDIA UNIT  Ã‚  Ã‚  I:   Political  Ideas  in  the  early  period   a)  Samhitas  and  Brahmanas   b)  Principal  Upanishads. UNIT  Ã‚  II:   Political  ideas  in  Dharmasastras   a)  Apatstambha,  Yagnovalkya  and  Manu. b)  Mahabharata. UNIT  III:  Political  Ideas  in  Anti  ­Ã‚  Vedic  Literature. a)  Early  Buddhist  Literature. b)  Early  Jain  Literature. UNIT  IV:   Technical  Works  on  Polity. a)   Predecessors  of  Kautilya. b)   Kautilya’s  Arthasastra. BOOOKS  REOMMENDED:   1. Cambridge  History  of  India,  vol. I. 2. Ghoshal   3. Jayaswal   4. Rangaswami  Aiyanagar   5. Bandopadhyaya   6. Kane,  P. V. 7. D. Machenzie  Brown   8. Spellman   9. Altaker,  A. S. 10. Saletore,  B. A. History  of  Hindu  Political  Theory    ­Ã‚  Hindu  Polity    ­Ã‚  Rajadharma    ­Ã‚  Development  of  Hindu  Political  Theories     History  of  Dharma  Sastra,  Vol. III    ­Ã‚  The  White  Umbrella    ­Ã‚  The  Political  Theory  of  Ancient  India    ­Ã‚  State  and  Government  in  Ancient  India    ­Ã‚  Ancient  Indian  Political  Thought  and  Institutions M. A. POLITICAL  SCIENCE  AND  M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  I   (Common  for  both  M. A. Political  Science  and  M. A. Public  Administration   Students  with  effect  from  the  academic  year  2002 ­03)   PAPER  V  b  (OPTIONAL):  WOMEN  AND  POLITICS   Unit  Ã‚ ­Ã‚  I:   THEORITICAL  APPROACHES   i)   Political  Phil   ii)   osophers  on  Women:  Plato,  Aristotle  Rousseau,   J. S. Mill  and  Karl  Marx   iii)   Liberal  and  Radical  Approaches   iv)   Mary  Woolstone  Craft  and  Simon  de  Beauvoir   WOMEN  AND  THE  INDIAN  STATE   i)   Indian  Constitution  and  Women   ii)   Committee  on  the  Status  of  Women  ­Ã‚  1975   iii)   National  Policies  on  Women   WOMEN  AND  POLITICAL  PARTICIPATION   i)   Women  and  Nationalist  Movement   ii)   Women’s  Electoral  Participation  ­Ã‚  Trends  Ã‚ ­Ã‚  National  and  State   iii)   Women’s  Movement  in  India  Ã‚ ­Ã‚  Perspectives  and  Strategies   RESERVATION  Ã‚ ­ THE  EXPERIENCE  OF  PANCHAYATI  RAJ   i)   The  Debate  on  Women’s  Reservation   rd   th   ii)   73   and  74   Constitutional  Amendments   iii)   Lessons  from  the  Experience. Unit  Ã‚ ­Ã‚  II: Unit  Ã‚ ­Ã‚  III: Unit  Ã‚ ­Ã‚  IV: READING  LIST:   1. 2. 3. 4. 5. 6. 7. 8. Charvet  John,  Feminism  ­Ã‚  Modern  Ideologies  Series,  J. M. Devt  &  Sons  London,  1982   Eva  Figes,  Patriarchal  Attitudes  Women  in  Society,  New  Delhi:  Macmillan,  1985 .   Agnew  Vijay, Elite  Women  in  Indian  Politics,  Vikas,  New  Delhi,  1979. Susheela  Kaushik, (ed. ),  Women’s  Participation  in  Politics. Diana  Coole,  Women  in  Political  Theory. Simon  de  Beauvoir,  The  Second  Sex. Vicky  Randall  :  Women  and  Politics,  Macmillan,  London,  1982. Government  of  India,   Ministry  of  Education  and   Social   Welfare:  Towards  Equality:   Report  of  the  Committee  on  the  Status  of  Women,  New  Delhi,  1974. 9. Geraldine  Forbes:  Women  in  Modern  India,  New  Delhi,  Cambridge  University  Press,   1996. 10. Veena  Mazumdar  (ed. )  ,  Symbols  of  Power. 11. Issues  of  Panchayati  Raj  ­Ã‚  Update  ­ Institute  of  Social  Sciences,  New  Delhi. OLD M. A. POLITICAL  SCIENCE  AND  M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  I   (Common  for  both  M. A. Political  Science  and  M. A. Public  Administration   Students  with  effect  from  the  academic  year  2006 ­07)   PAPER  V  b  (OPTIONAL):  WOMEN  AND  POLITICS   Unit  Ã‚ ­Ã‚  I:   THEORITICAL  APPROACHES   i)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ancient  Political  Philosophers  on  Women –  Plato,  Aristotle   Rousseau. ii)   Modern  Liberal  Thinkers: ­Ã‚   Mary  Woostonecraft,  J. S. Mill   iii)   Radial  thinkers  Ã¢â‚¬â€œÃ‚  Karl  Marx  and  Angels,  Simon  de  Beauboir,   Kate  Millet. WOMEN  AND  THE  INDIAN  STATE   i)   Indian  Constitution  and  Women   ii)   Committee  on  the  Status  of  Women  ­Ã‚  1975   iii)   National  Policies  on  Women –  1988  and  2001. WOMEN  AND  POLITICAL  PARTICIPATION   i)   Women  and  Nationalist  Movement   ii)   Women’s  Electoral  Participation  ­Ã‚  Trends  Ã‚ ­Ã‚  National  and  State   iii)   Women’s  Movement  in  India  Ã‚ ­Ã‚  Perspectives  and  Strategies   RESERVATION  Ã‚ ­ THE  EXPERIENCE  IN  LOCAL  GOVERNMENT   i)The  Debate  on  Women’s  Reservation   rd   th   ii)   73   and  74   Constitutional  Amendments   iii)   Women’s  Political  participation –  problems  and  prospects. Unit  Ã‚ ­Ã‚  II: Unit  Ã‚ ­Ã‚  III: Unit  Ã‚ ­Ã‚  IV: READING  LIST:   1. Charvet  John,  Feminism  ­Ã‚  Modern  Ideologies  Series,  J. M. Devt  &  Sons  London,   1982   2  Ã‚  Ã‚  Ã‚  Ã‚  Eva  Figes,  Patriarchal  Attitudes  Women  in  Society,  New  Delhi:  Macmillan,  1985. 3  Ã‚  Ã‚  Ã‚  Ã‚  Agnew  Vijay,  Elite  Women  in  Indian  Politics,  Vikas,  New  Delhi,  1979. 4  Ã‚  Ã‚  Ã‚  Ã‚  Susheela  Kaushik,  (ed. ),  Women’s  Participation  in  Politics. 5  Ã‚  Ã‚  Ã‚  Ã‚  Diana  Coole,  Women  in  Political  Theory. 6  Ã‚  Ã‚  Ã‚  Ã‚  Simon  de  Beauvoir,  The  Second  Sex. 7  Ã‚  Ã‚  Ã‚  Ã‚  Vicky  Randall  :  Women  and  Politics,  Macmillan,  London,  1982. 8  Ã‚  Ã‚  Ã‚  Government  of  India,  Ministry  of  Education  and  Social  Welfare:  Towards  Equality:   Report  of  the  Committee  on  the  Status  of  Women,  New  Delhi,  1974. 9  Geraldine  Forbes:  Women  in  Modern  India,  New  Delhi,  Cambridge  University  Press,   1996. 10  Veena  Mazumdar  (ed. )  ,  Symbols  of  Power. 11. Issues  of  Panchayati  Raj  ­Ã‚  UPDATE  Ã‚ ­ Institute  of  Social  Sciences,  New  Delhi. M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã¢â‚¬â€œÃ‚  III   (FROM  THE  ACADEMIC  YEAR  2003  Ã¢â‚¬â€œÃ‚  2004)   PAPER  Ã¢â‚¬â€œÃ‚  I  COMPARATIVE  PUBLIC  ADMINISTRATION   UNIT ­I:   COMPARATIVE   PUBLIC   ADMINISTRATION   –   HISTORY   AND   CONCEPT   1. Evolution  of  Comparative  Public  Administration –  Comparative   Administration  Group  (CAG)   2. Definition,   Scope   and   Importance   of   Comparative   Public   Administration   3. Comparative  Elements  in  Earlier  Administrative  Theory. UNIT    ­ II  Ã‚  Ã‚  ? MODELS  IN  COMPARATIVE  PUBLIC  ADMINISTRATION   1. Bureaucratic  Model   2. Ecological  Model   3. Administrative  Systems  Model   UNIT    ­III  Ã‚  :   COMPARATIVE  ADMINISTRATIVE  SYSTEMS  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  . 1. Administrative  Systems  of  Developed  Nations  :  USA  and  UK   2. Administrative  Systems  of  Developing  Countries   3. Administrative  Systems  of  Communist  States   UNIT  Ã¢â‚¬â€œ IV  Ã‚  :  Ã‚  COMPARATIVE  PUBLIC  ADMINISTRATION  :  RECENT  TRENDS   1. International  Administration   2. Global  Public  Administration   3. Comparative  Public  Administration:  Decline  and  Revival. Reference  Books:   Ferrel  Heady  :  Public  Administration  :  A  Comparative  Perspective   R. K. Arora  :  Comparative  Public  Administration  :  An  Ecological  Perspective   Viswanathan  :  Comparative  Public  Administration   T. N. Chaturvedi  and  V. P. Verma  (eds. )  : Comparative  Public  Administration   Ali  Farazmand  :  Handbook  of  Comparative  and  Development  Administration   Jean ­Claude   Gareia ­Zamor   and   Renu   Khator:      Public   Administration   in   the   Global   Village   7. C. V. Raghavulu   and   M. Bapuji   :   Tulanatmaka   Prabhutva   Palana,   Telugu   Academy   (in  Telugu) 1. 2. 3. 4. 5. 6. M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  III   (From  the  academic  year  2003  Ã¢â‚¬â€œÃ‚  2004)   PAPER  Ã‚  II:  Ã‚  PUBLIC  PERSONNEL  ADMINISTRATION. Unit  Ã‚  I:   1. Introduction  to  Public  Personnel  Administration:  Ã‚  Meaning,  Definition   Scope  and  Significance. 2. Public  Service:   Concept  and  Role  in  Modern  State. Unit  Ã‚  II:   1. Recruitment:  Ã‚  Recruitment  and  Selection  Process,  Recruitment  Policy,   Recruitment  Methods,  Induction  and  Placement. 2. Classification:  Ã‚  Classification  of  Services:  Ã‚  Role  Classification   and  Position  Classification. Unit  Ã‚  III:   1. Man  Power  Planning/Human  Resource  Planning:   Meaning   Importance,  Supply  and  Demand  Forecast. 2. Career  Planning:  Ã‚  Meaning  and  Process,  Job  Enrichment  and   Capacity  Building. Unit  Ã‚  IV:   1. Pay  and  Service  Conditions:  Ã‚  Pay  Principles,  Pay  Determination   And  Pay  Commissions. 2. Discipline:  Ã‚  Conduct,  Discipline  and  Supeannuation. Reference  Books:   1. Glenn  O. Sthal  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Public  Personnel  Administration   2. Felix  A. Nigro  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Public  Personnel  Administration   3. Pfiffner  and  Presthus  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Public  Administration 4. S. R. Maheswari  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Indian  Administration   5. Avasthi  and  Maheswari  :  Ã‚  Ã‚  Public  Administration   6. Ramesh  K. Arora  and  Rajni  Goyal  Ã‚  :  Ã‚  Indian  Public  Administration   7. Report  of  Administrative  Reforms  Commission  on  Personnel  Administration M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  III   (From  the  academic  year  2003  Ã¢â‚¬â€œÃ‚  2004)   PAPER  Ã‚ ­Ã‚  III:  INDIAN  ADMINISTRATION   Unit  Ã‚  Ã‚  I:  a). The  legacy  of  Indian  Administration  ­Ã‚  Evolution  ­Ã‚  Kautilya  Ã‚ ­Ã‚  Moghal   period  Ã‚ ­Ã‚  British  period  and  Constitutional  Framework. b)  . Structure  of  Indian  Administration  :  Prime  Minister’s  role  Ã‚ ­Ã‚   Central  Secretariat  Ã‚ ­ Cabinet  Secretariat  Ã‚ ­ PMO   c). All  India  services  Ã‚ ­Ã‚  UPSC   Unit  Ã‚  II:  Ã‚  State  Administration   a). State  Secretarial  :  Chief  Secretary   State  Services. b). Role  of  District  Collector. c). Planning  Machinery  at  the  State  level  ­Ã‚  District  Planning. Unit  Ã‚  III:  Issues  of  Indian  Bureaucracy   a). Political  Executive  and  Bureaucracy   b). Indian  Bureaucracy:  A  case  for  representatives. c). The  Generalist  and  the  Specialist  in  Indian  Administration. Unit  IV:  a). Administration  of  Planning:  Planning  Commission  and  National   Development  council. b). Centre  Ã‚ ­ State  Administrative  Relations. c). People’s  Participation  in  Grassroots  Development  Ã‚ ­Ã‚  Janma  Bhoomi  ­Ã‚   Micro ­Planning. Unit  V:  a). Citizen ­Ã‚  Administration  ­Ã‚  Redressal  of  Citizens’  Grievances  Ã‚ ­Ã‚  Lokpal  and   Lokayukta  in  Andhra  Pradesh. b). Corruption  in  Indian  Public  Life  Ã‚ ­Ã‚  Role  of  Central  Vigilance  Commission. c). Administrative  Reforms  and  innovations  in  India. Readings:   1. Ramesh  k. Arora  and  Rajni  Goyal   :  Indian  Public  Administration,   Wishwa  Prakashan,  New  Delhi,  1995. 2. Hoshiar  Singh  and  Mohinder  singh:  Public  Administration  in  India,  Sterling,   New  Delhi,  1995. 3. Hoshiar  Singh   :  Indian  Administration   4. R. B. Jain   :  Contemporary  issues  in  Indian   Administration,  Vishal,  Delhi,  1976. 5. Haridwar  Rai  and  S. P. Singh   :  Current  Ideas  and  issues  in  Public   Administration,   th   6. S. R. Maheswari   :  Indian  Administration  (5   Edition)   7. J. C. Johari   :  Indian  Political  System. 8. Hariharadas   :  Political  System  of  India. Students  are  required  to  consult  relevant  articles   from   journals  relating  to  public   administration  especially  the  Indian  Journal  of  Public  Administration M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  III   (From  the  academic  year  2003  Ã¢â‚¬â€œÃ‚  2004)   PAPER  Ã¢â‚¬â€œÃ‚  IV  Ã‚  PANCHAYATI  RAJ  IN  INDIA UNIT  Ã¢â‚¬â€œÃ‚  I  Ã‚  :  Ã‚  INTRODUCTION   1. Definition,  Scope  and  Importance  of  Local  ­Ã‚  Self  Government. 2. History  of  Rural  Local –  Self  Government  in  India  Ã¢â‚¬â€œÃ‚  Ancient,  Medieval   and  British  Periods. UNIT  Ã¢â‚¬â€œÃ‚  II  Ã‚  :  Ã‚  PANCHAYATI  RAJ  SYSTEM  Ã¢â‚¬â€œ NATIONAL  PERSPECTIVE   rd   Genesis  and  Development  of  Panchayati  Raj –  Significance  of  73   Constitutional  Ã‚  Amendment  Act   2. Board  Pattern  of  Panchayati  Raj  System –  Structure  and  Function   1. UNIT  Ã¢â‚¬â€œÃ‚  III  :  Ã‚  Ã‚  PANCHAYATI  RAJ  SYSTEM  IN  ANDHRA  PRADESH   1. Important  Ã‚  Features  of  the  A. P. Panchayati  Raj  Act  of  1994. 2. Functioning  of  Panchayati  Raj  Institutions. UNIT  Ã¢â‚¬â€œÃ‚  IV  :  Ã‚  Ã‚  PANCHAYATI  RAJ  SYSTEM:  IMPORTANT  AREAS   1. Panchayati  Raj  Finances  Ã¢â‚¬â€œÃ‚  Role  of  State  Finance  Commission   2. Panchayati Raj –  State  Relations Reference  Books:   1. S. R. Maheswari  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Local  Government  in  India   2. G. Ram  Reddy  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Patterns  of  Pancharati  Raj. 3. B. S. Khanna  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Panchayati  Raj   in  India   4. M. Bapuji   :  Ã‚  Ã‚  Tulanaatmaka  Sthaanika  Prabhutwalu   (Comparative  Local  Governments)  in  Telugu,  Telugu M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  III   (From  the  academic  year  2003  Ã¢â‚¬â€œÃ‚  2004)   PAPER  Ã¢â‚¬â€œÃ‚  V. a  (Optional)  POLICE  ADMINISTRATION UNIT  Ã¢â‚¬â€œÃ‚  I  Ã‚  :  Ã‚  INTRODUCTION   1. Nature  and  Importance  Police  Administration   2. Origin  and  Growth  of  Police  Administration  Ã‚  in  India   3. Police  Administration  in  Andhra  Pradesh:  Salient  Features. UNIT    ­Ã‚  11  :  Ã‚  Ã‚  STRUCTURE  OF  POLICE  ADMINISTRATION   1. Police  Administration  at  Central  Level   2. Police  Administration  at  State  and  District  Levels   3. Police  Administration  at  Cutting  Edge. UNIT  Ã¢â‚¬â€œÃ‚  III  :  Ã‚  Ã‚  HUMAN  RESOURCE  ASPECTS  OF  POLICE  ADMINISTRATION   1. Recruitment  and  Training   2. Morale  and  Motivation   3. Police  Ã‚ ­Ã‚  Code  of  Conduct  and  Disciplinary  Rules. UNIT  Ã¢â‚¬â€œÃ‚  IV  :  Ã‚  Ã‚  SOME  IMPORTANT  ISSUES   1. Public  Ã¢â‚¬â€œÃ‚  Police  Relations   2. Reforms  in  Police  Administration   3. Police  and  Trade  Union  Rights Reference  Books:   1. R. K. Bhardwaj  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Indian  Police  Administration   2. Girija  Shah  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Modern  Police  Administration   3. S. Sen  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Police  in  Democratic  State   4. J. Singh  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Inside  Indian  Police   5. Favrean,  Donald   and  Gillespic,  Joseph  E. ,  Modern  Police  Administration M. A. PUBLIC  ADMINISTRATION   SEMESTER  Ã‚ ­Ã‚  III   (From  the  academic  year  2003  Ã¢â‚¬â€œÃ‚  2004)   PAPER  Ã¢â‚¬â€œÃ‚  V. b(Optional)  SOCIAL  WELFARE  Ã‚  ADMINISTRATION UNIT  Ã¢â‚¬â€œÃ‚  1  :  Ã‚  INTRODUCTION   1. Concepts  of  Welfare  and  Social  Welfare   2. Meaning,  Scope  and  Importance  of  Social  Welfare  Administration   UNIT  Ã¢â‚¬â€œÃ‚  II  :  Ã‚  SOCIAL  WELFARE  ADMINISTRATION  IN  INDIA   1. Social  Welfare  Ã‚  Policies  of  Government  of  India   2. Structure   of   Social   Welfare   Administration   at   the   Centre,   State   and   District  levels   UNIT  Ã¢â‚¬â€œÃ‚  III  :  Ã‚  WELFARE  SCHEMES  AND  PROGRAMMES  CONCERNING   1. Scheduled  Castes  and  Scheduled  Tribes   2. Women  and  Children   UNIT  Ã¢â‚¬â€œÃ‚  IV  :  Ã‚  Ã‚  AGENCIES  OF  SOCIAL  WELFARE   1. Governmental  Agencies   2. Non ­Governmental  Agencies. Reference  Books:   1. T. S. Simey   :  Ã‚  Ã‚  Ã‚  Principles  of  Social  Administration   2. Paul  D. Chowdury   :  Ã‚  Ã‚  Social  Welfare  Administration  in  India   3. F. W. Reid   :  Ã‚  Ã‚  Ã‚  Social  Welfare  Administration   4. Walter  A. Forieldlander   :  Ã‚  Introduction  to  Social  Welfare. M. A. POLITICAL  SCIENCE   SEMESTER  Ã¢â‚¬â€œÃ‚  III   (From  the  academic  year  2003 ­04)   PAPER  Ã¢â‚¬â€œÃ‚  I  Ã‚  COMPARATIVE  Ã‚  POLITICS   UNIT. I  :  Ã‚  INTRODUCTION   1. Meaning,  Nature  and  Scope  of  Comparative  Politics   2. Growth  of  the  Study  of  Comparative  Politics   3. Major  Approaches  to  Comparative  Politics   UNIT. II  :  Ã‚  Ã‚  POLITICAL  DEVELOPMENT  AND  POLITICAL  DEPENDENCY   1. Concept  of  Development  Syndrome  Ã¢â‚¬â€œÃ‚  Lucian  Pye   2. Centre ­Periphery –  Third  World  Perspective   3. Origin  and  Relevance  of  Dependency  Theory   UNIT. III  :  Ã‚  POLITICAL  IDEOLOGY  AND  PARTY  SYSTEMS   1. Political  Ideology:  Meaning,  Nature  and  General  Characteristics   2. Ideologies  of  Liberalism,  Fascism  and  Marxism   3. Nature,  Functions  and  Typology  of  Party  Systems   UNIT. IV  :  Ã‚  CONSTITUTINALISM   1. Meaning  and  Development  of  the  Term   2. Constitutionalism  in  the  West  Ã¢â‚¬â€œ England,  France  and  America   3. Problems  and  Prospects  of Constitutionalism  in  Developing  Countries Reading  List:   1. Gabriel  Almond  and  Bingham  Powell  Ã‚  Ã‚  :  Ã‚  Comparative  Politics:  A  Development   Approach   2. Lucian  Pye   :  Ã‚  Ã‚  Aspects  of  Political  Development   3. J. C. Johari  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Comparative  Politics   4. Howard,  J. Wiarda  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  New  Directions  in  Comparative  Politics   5. Mortan R. Davies  &  Vaugham  A. Lewis:  Ã‚  Ã‚  Ã‚  Models  of  Political  System   6. S. N. Ray  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã ‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Modern  Comparative  Politics   7. Gwendolen  Carter  &  John  H. Herz  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Government  and  Politics  in  the  Twentieth   Century   8. Samuel,  H. Beer  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Modern  Political  Development M. A. POLITICAL  SCIENCE   SEMESTER  Ã¢â‚¬â€œÃ‚  III   (From  the  academic  year  2003 ­04) PAPER  Ã¢â‚¬â€œÃ‚  II  APPROACHES  AND  THEORY  IN  INTERNATIONAL  RELATIONS UNIT. I  :  Ã‚  Ã‚  Ã‚  Ã‚  a)  Ã‚  Ã‚  Introduction  :  Ã‚  The  Nature  of  International  Relations   b)  Ã‚  Normative  Approaches,  Ã‚  Structuralism  and  Neo ­Realism   UNIT. II  :  Ã‚  Ã‚  Ã‚  a)  Ã‚  Ã‚  Power,  Influence  and  Authority,  Realistic  Theory   b)   Decision –  Making  Analysis   UNIT. III  :  Ã‚  Ã‚  Ã‚  a)   Systems  Approach   b)   Commun ication  Theory   UNIT  . IV  :  Ã‚  Ã‚  a)  Ã‚  Integration  Theory,  Marxist  Perspective   b)   Peace  Research Reference  Books:   1. Bull  H   :   International   Theory:   The   Case   for   Classical   Approach,  World  Politics   2. Knorr,  K,,  &  Rosenau,  J. N. :  Ã‚  Ã‚  Contending  Approaches  to  International  Politics   3. Clude,  I. :  Ã‚  Ã‚  Power  and  International  Relations   4. Herz,  J. H. :  Ã‚  Ã‚  International  Politics  in  Atomic  Age   5. Kaplan,  M. :  Ã‚  Ã‚  System  and  Process  in  International  Politics   5. Trevor   Taylor(ed. )                                                                           :         Approaches   and   Theory   in   International   Relations   6. Margot  Light  and  A. J. R. Groom  :  Ã‚  International  Relations  Ã¢â‚¬â€œÃ‚  A  Handbook  of  Current   Theory M. A. POLITICAL  SCIENCE   SEMESTER  Ã¢â‚¬â€œÃ‚  III   (From  the  academic  year  2003 ­04)   PAPER  III:  MODERN  POLITICAL  THEORY   Introductory   The  Nature  of  Political  Theory   Influence  of  Positivism  on  Political  Theory   Empirical  Political  Theory   Perspectives  on  the  Modern  State:  Liberal  and  Marxist   Central  Concepts  Related  to  the  Modern  State   Legitimacy:  Legitimation  Crisis  of  the  Modern  State   Rights:  Natural  Rights,  Welfare  Rights   Liberty:  Negative  and  Positive  Liberty? Marxian  Notion  of  Liberty   Justice:  Different  Conceptions   New  Directions   Post  Modernism:  Michel  Foucault  on  Power   Feminist  Perspectives  on  Patriarchy  and  Power   Communitarianism   Issues  and  Ideas  in  Contemporary  Political  Theory End  of  History:  Francis  Fukuyama   Clash  of  Civilizations:  Samuel  Huntington   Third  Way:  Anthony  Giddens   Post ­Liberalism:  John  Gray Recommended  Books:   S. P. Varma,  Modern  Political  Theory   Madan  G. Gandhi,  Modern  Political  Theory   J. C. Johari,  Contemporary  Political  Theory   III. David  Miller,  Social  Justice   Robert  Dahl,  Modern  Political  Analysis   N. Barry,  An  Introduction  to  Modern  Political  Theory   Michael  Freeden,  Rights   Zygmunt  Bauman,  Freedom   David  Held,  Political  Theory  and  the  Modern  State   Andrew  Vincent,  Theories  of  the  State   Vidhu  Varma,  Justice,  Equality  and  Community:  An  Essay  in  Marxist  Theory   Michel  Foucault,  Power/Knowledge   Diana  Coole,  Women  in  Political  Theory   Francis  Fukuyama,  The  End  of  History  and  the  Last  Man   Samuel  J. Huntington,  The  Clash  of  Civilizations  and  the  Remaking  of  World  Order   Anthony  Giddens,  The  Third  Way   John  Gray,  Post ­liberalism:  Studies  in  Political  Thought M. A. POLITICAL  SCIENCE   SEMESTER  Ã¢â‚¬â€œÃ‚  III   (From  the  academic  year  2003 ­04)   PAPER  Ã¢â‚¬â€œÃ‚  IV:  MODERN  INDIAN  POLITICAL  THOUGHT UNIT  Ã¢â‚¬â€œÃ‚  1  :  Ã‚  Foundations  Ã‚  of  Modern  Indian  Political  Thought   1. Rammohan  Roy   2. Dayananda  Saraswati   3. Bala  Gangadhara  Tilak   UNIT  Ã¢â‚¬â€œÃ‚  II  :  Ã‚  Gandhian  Thought   1. Non ­Ã‚  Violence  and  Satyagraha   2. Relationship  between  Means  and  Ends. 3. Concept  of  State  and  Government. UNIT  Ã‚ ­Ã‚   III  :  Ã‚  Ã‚  Socialist  and  Humanist  Thought   1. Ram  Manohar  Lohia   2. Jawaharlal  Nehru   3. M. N. Roy   UNIT    ­ IV  :  Ã‚  Problem  of  Minorities  and  Backward  Social  Groups   1. M. A. Jinnah   2. Dr. B. R. Ambedkar, General  Readings:   1. Sankar  Ghose  ,  Modern  Indian  Political  Thought   2. O. P. Goyal? Studies  in  Modern  Indian  Political  Thought   3. G. N. Sarma  and  Moin  Shakir,  Politics  and  Society:  Ã‚  Ram  Mohan  Roy  to  Nehru   4. V. P. Varma,  Modern  Indian  Political  Thought Recommended  Readings:   th   1. A. Appadorai,  Indian  Political  Thinking  in  the  20   Century  from  Naoroji  to  Nehru   2. O. P. Goyal,  Contemporary  Indian  Political  Thought   3. A. M. Zaidi,  Encylopaedia  of  Indian  National  Congress  (Students  should  refer   relevant  sections  in  Ã‚  different  Volumes)   4. Bipin  Chandra,  Nationalism  and  Colonialism  in  Modern  India   5. A. R. Desai,  Social  Backward  of  Indian  Nationalism   6. Thomas  Pantham  and  Deutsch,  Modern  Political  Thought  in  India   7. K. P. Karunakaran,  Democracy  in  India M. A. POLITICAL  SCIENCE   SEMESTER  Ã¢â‚¬â€œÃ‚  III   (From  the  academic  year  2003 ­04)   PAPER  Ã¢â‚¬â€œÃ‚  V. a  (Optional):  DIPLOMACY   UNIT  Ã‚  I  :   1. The  Nature  and  Origins  of  Modern  Diplomacy. 2. The  Development  of  Diplomatic  Theory   UNIT  Ã‚  II  :  1. The  Transition  from  Old  Diplomacy  to  New  Diplomacy   2. Democratic  Diplomacy   UNIT  Ã‚  III  :  1. Recent  Changes  in  Diplomatic  Practice   2. Points  of  Diplomatic  Procedure   UNIT  Ã‚  IV  :  1. Propaganda  and  Diplomacy   2. Diplomacy  in  the  UN Reference  Books:   1. Bailey,  Sydney  B. :  Ã‚  Ã‚  The  General  Assembly  of  the  United  Nations,  Stevens   2. Bowles,  Chester. :  Ã‚  Ã‚  Ambassador’s  Report,  NY,  Haper   3. Briggs,  Hebert  W. :  Ã‚  Ã‚  The  Law  of  Nations,  NY,  Appleton ­Century ­Crofts   4. Carr,  E. H. :  Ã‚  Ã‚  Ã‚  The  Twenty  Years  of  Crisis,  London,  Macmillan   5. Huddleston  Sisley  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Popular  Diplomacy  and  War,  Peterborough   6. Krishna  Murthy,  G. V. G:  Ã‚  Ã‚  Dynamics  of  Diplomacy,  National  Publishing  House,   New  Delhi   7. Nicolson  Harold  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Ã‚  Diplomacy,  London,  Oxford  University  Press   8. Plischke,  Elmer  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Ã‚  Summit  Diplomacy,  Maryland   9. Satow  Sir  Ernest  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  :  Ã‚  Ã‚  Ã‚  Ã‚  A  Guide  to  Diplomatic  Practice,  Longmans M. A. POLITICAL  SCIENCE   SEMESTER  Ã¢â‚¬â€œÃ‚  III   (From  the  academic  year  2003 ­04)   PAPER  Ã¢â‚¬â€œÃ‚  V  b  (Optional):  POLITICAL  ECONOMY UNIT ­Ã‚  I:   Theories  of  Political  Economy? a)  Classical  Political  Economy  ­Ã‚  Adam  Smith  and  David  Ã‚  Ã‚  Ricardo. b)  Marxian  Political  Economy. UNIT  Ã‚ ­Ã‚  II:  a)  Theories  of  Underdevelopment  Ã‚ ­ A. G. Frank,  Samir  Amin. b)   Liberalization  and  its  Implications  for  National  Economies. UNIT ­Ã‚   III:  a)  Impact  of  Colonial  Rule  on  Indian  Economy. b)  Indian  Economy:  Important  Features. UNIT ­IV:   a)  State  Directed  Economy. b)  Structural  Adjustment. BOOKS  RECOMMENDED:   1. Koxlou,  G. A. 2. Afanasye,  L. 3. Bardan,  Pranab   4. Howard,  M. C. 5. Bagchi,  A. K. 6. Frankel  & Frankel   7. Amartya  Sen   8. Robert  Lucas  and  Gustav   Planack   9. Ranjit  Sau   10. C. T. Kurein   11. D. J. Byres   12. Micheal  Clossudosky   13. Partha  Chatterje   14. B. A. V. Sharma    ­Ã‚  Political  Economy  of  Socialism    ­Ã‚  Political  Economy  of  Capitalism    ­Ã‚  Political  Economy  of  Development  in  India    ­Ã‚  Political  Economy  of  Marx    ­Ã‚  Political  Economy  of  Under  Development.  ­Ã‚  Political  Economy  of  India,  1947 ­77.  ­Ã‚  Commodities  and  Capabilities.  ­Ã‚  Indian  Economy:  Recent  Developments  and  Future  Prospect.  ­Ã‚  Indian  Economic  Development.  ­Ã‚  Globalisation  and  Indian  Economy.  ­Ã‚  The  State  Development  Planning  and  Liberalisation  in  India.  ­Ã‚  The  Globalisation  of  Poverty.  ­Ã‚  State  and  Politics  in  India.  ­Ã‚  Political  Economy  of  India. M. A. POLITICAL  SCIENCE  &  M. A. PUBLIC  ADMINISTRATION Semester  Ã¢â‚¬â€œÃ‚  II (Common  for  both  M. A. Political  Science  &  M. A. Public  Administration  students   with  effect  from  the  academic  year  2002 ­03) Paper  Ã¢â‚¬â€œ II  :  Western  Political  Thought  Ã¢â‚¬â€œ II. 1. Liberalism   Adam  Smith:  Political  Economy   Jeremy  Benthan:  Principle  of  Utility J. S. Mill:Liberty,  Representative  Government   2. Contemporary  Ã‚  Liberalism   F. A. Hayek  on  Liberty   Robert  Nozick:  Minimal  State   John  Rawis:  Theory  of  Justice   3. Socialism   Early  Socialists:  Saint  Simon  and  Robert  Owen   Marl  Marx:  Critique  of  Capitalism,  Revolution   Antonio  Gramsci:  Civil  Society  and  Hegemony   4. Revisions  to  Socialism   Revisions  to  Marxism:  Eduard  Bemstein   Critical  theory:  Herbert  Marcuse   Post ­Marxism:  Emesto  Laclau   Recent  Trends  in  Socialist  Theory. Recommended  Books:   Sukhabir  Singh,  History  of  Political  Thought   G. H. Sabine,  A  History  of  Political  Theory   Anthony  Crespigny  and  Kenneth  Minlgue,  Contemporary  Political  Philosophers   Bhiku  Parekh,  Contemporary  Political  Thinkers   V. Krishna  Rao,  Paschatya  Rajaniti  Tatvavicharamu  (in  Telugu)   Robert  Nozick,  Anarchy,  State  and  Utopia   John  Gray,  Liberalism   Bernard  Crick,  Socialism   David  Held,  An  Introduction  to  Critical  Theory   Roger  Simon,  Gramsd’s  Political  Thought:  An  Introduction   Emesto Laciau,  Reflections  on  the  Revolution  of  Our  Time   David  Muller,  Market,  Sate  and  Community   G. A. Cohen,†Is  There  Still  a  Case  for  Socialism† M. A. POLITICAL  SCIENCE  &  M. A. PUBLIC  ADMINISTRATION Semester  Ã¢â‚¬â€œÃ‚  II (Common  for  both  M. A. Political  Science  &  M. A. Public  Administration  students   with  effect  from  the  academic  year  2002 ­03) Paper  Ã¢â‚¬â€œ II  :  Contemporary  Administrative  Theory Unit  ­Ã‚   I. a)  Elton  Mayo:  Human  Relations  Theory   b)  Herbert  A  Simon:  Decision  Making  Theory   a)  Motivation  Theory:  Abraham  Maslow –  Hierarchy  of  Needs   b)  Frederck  Herzberg:  Motivation  _  Hygiene  Theory   a)  Douglas  McGregor:  Theory  Ã¢â‚¬ËœX’  and  Theory  Ã¢â‚¬ËœY’   b)  Chris  Argynis:  Integration  Between  the  individual  and  the  organization. Unit –  II. Unit ­ III. Unit ­IV. a)  Rensis  Likert:  Management  Systems   b)  Theories  of  Leadership  Ã¢â‚¬â€œ Michigan  Studies,  Chio  State  Leadership   Studies,  Group  Dynamics,  Managerial  Grid  and  Contingency  Model. Unit  ­Ã‚   V. a)  Policy  Analysis:  Yehzkel  Dror. b)  New  Public  Administration:  Minnobrook  Perspective. Readings:   1. Prasad  R  and  Others  (ed)   2. S. P. Naidu   :  Administrative  Thinkers(Telugu  /  English)   :  Public  Administration:  Theories  and  Concepts. New  Age  International  Publications,  Hyd,1996. 3. Hoshiar  Singh  &  Pradeep   :  Administrative  Theory,  Kitab  Mahal,   Sachdeva. New  Delhi,1999. 4. Fred  Luthans   :  Organizational  Behavior   5. Likert  R. ,   :  New  Patterns  of  Management   6. Argyris  C. :  Personality  and  Organization   7. Prank  Marini   :  New  Public  Administration.  · Students  are  required  to  consult  relevant  articles  from  journals  relating  to  public  administration   especially  the  Indian  Journal  of  Public  Administration. M. A. POLITICAL  SCIENCE  &  M. A. PUBLIC  ADMINISTRATION   Semester  Ã¢â‚¬â€œÃ‚  II   (Common  for  both  M. A. Political  Science  &  M. A. Public  Administration  students   with  effect  from  the  academic  year  2002 ­03) Paper  Ã¢â‚¬â€œ III  :  Public  Policy   Unit  Ã‚ ­Ã‚   I. a)  Public  Policy:  Meaning,  Nature,  Scope  and  Importance. b)  The  Pioneers:Harold  D. Lasswell  and  Yehezkel  Dror. Policy  Formulation:  Some  Models   a)   Systems  Model   b)   Group  Model   c)   Elite  Model   Theories  of  Decision –  Making:   a)   Rational  Comprehensive  Theory   b)   Incremental  Theory   c)   Mixed –  Scanning Unit  Ã‚ ­Ã‚   II. Unit  Ã¢â‚¬â€œIII. Unit ­IV. Unit  Ã¢â‚¬â€œÃ‚  V. Evaluation  of  Public  Policies   Public  Policies  in  India:   a)   Industrial  Policy   b)   Agrarian  Policy   Recommended  Text  Books:   1. Anderson,  James  E. :  Public  Policy  making   2. Dye,  Thomas  R:  Under  Standing  Public  Policy   3. Yehzakel  Dror:  Ventures  in  Policy  Sciences:  Concepts  and  Applications. 4. Dutt  and  Sundaram:  Indian  Economy   Recommended  Reference  Books:   1. Laswell,Harold. D. :  Policy  Sciences,  International   Encyclopaedia  of  Social  Sciences. 2. Dye,  Thomas  R. :  Policy  Analysis   3. Ira  Sharankasy  (ed. )   :  Policy  Analysis  in  Political  Science   4. Charles  E. Lindblom   :  The  Policy  making  process   5. Daniel  Lernor  and  H. D. Lasswell   :  The  Poplicy  Sciences:  Recent   Development  in  Scope  and  Method   6. Di  Nitto,  Diana  M,  and  Dye,  Thomas  R   :Social  Welfare:  Politics  and  Public  Policy   7. Francis  Ankle   :  India’s  Political  Economy  1947 ­77:  The   Gradual  Revolution. 8. Jag  Mohan  (ed. )   :  25  years  of  Indian  Independence   9. M. Kistaiah   :  Public  Policy  and  Administration   10. Srimal  Mohan  Lal   :  Land Reforms  in  India  Promise  and   performance. 11. Raja  Purohit  A. R. (ed. )   :  Land  Reforms  in  India   12. Sharma,  B. A. V. (ed. )   :  Political  Economy  of  India:  A  Study  of   Land  Reforms. 13. Vijay  Joshi  an  IMD  Little   :  India’s  Economic  Reforms  1991 ­2001   14. Dreze  Jeep  and  Amarty  Sen  (eds. )   :  The  Political  Economy  of  Hunger. 15. M. A. POLITICAL  SCIENCE &  M. A. PUBLIC  ADMINISTRATION. Semester  Ã¢â‚¬â€œÃ‚  II (Common  for  both  M. A. Political  Science  &  M. A. Public  Administration  students with  effect  from  the  academic  year  2002 ­03) Paper ­IV. Research  Methodology Unit  Ã‚ ­Ã‚   I. :Social  Research  and  Methods   1. Traditional Methods   2. Scientific  Method   3. Importance  of  Social  Research   :  Theory  Formation   1. Theory   2. Facts  and  Values   3. Concept  Formation Unit –  II. Unit ­III. Hypothesis  and  Research  Design   1. formation  of  Hypothesis   2. Testing  of  Hypothesis   3. Research  Design   Unit –  IV. Collection  and  Analysis  of  Data  and  Report  Writing   1. Sampling,  Observation,  Interview  and  Questionnaire   2. Analysis  of  Data   3. Report  Writing Reading  List:   1. W. J. Goode  &  P. K. Hatt:  Methods  of  Social  Research   2. Wilkinson  &  Bhandarkar:  Methodology  and  Techniques  of  Social  Research   3. Pauline  Young:  Scientific  Social  Surveys. M. A. POLITICAL  SCIENCE  &  M. A. PUBLIC  ADMINISTRATION Semester  Ã¢â‚¬â€œÃ‚  II (Common  for  both  M. A. Political  Science  & M. A. Public  Administration  students   with  effect  from  the  academic  year  2002 ­03) Paper ­III. Indian  Political  Process Unit ­Ã‚   I   . :  1. Indian  Polity:  Theoretical  Framework   2. Socip  Ã¢â‚¬â€œÃ‚  Political  Legacies  :  Hindu,  British  and  Gandhian   :  1.

The Albatrosses and a Killer Whale Essay Example | Topics and Well Written Essays - 500 words

The Albatrosses and a Killer Whale - Essay Example Changes caused to the marine environment due to natural as well as human reasons, as stated by Safina, have made the albatrosses vulnerable (qtd. in Sakamoto et al. 1). As mentioned by Croxall and Brooke, in recent times, studies have been carried out about the diet and foraging habits of these birds. However, little is known about how albatrosses actually locate their prey in the open ocean (qtd. in Sakamoto et al. 1). Previous studies found it difficult to follow individual birds, and thus could not find out all about the foraging activities employed by them. This particular study is mainly aimed at examining how albatrosses find their prey, as well as how they deal with and respond to their environment while on their foraging trips in the Southern Ocean (Sakamoto et al. 1). Four black-browed albatrosses were captured at their nest sites in Bird Island, Southern Georgia for the purpose of this study, and still cameras were attached to their backs. Three of the four birds were recaptured and the instruments retrieved. The fourth bird could not be recaptured. The camera was equipped with depth and temperature sensors. After the recovery of the instruments, the data captured, which included image, depth and temperature, were downloaded to a PC. The environment around the study birds was studied. Other animals or birds which appeared in the images were also scrutinized. Depth data were analyzed with a behavior analysis program.

Spitfghter mark 1 airplane Essay Example | Topics and Well Written Essays - 500 words

Spitfghter mark 1 airplane - Essay Example It continued in these roles until the mid-1950, when production stopped. Until today, the Spitfire continuous to be a favourite aircraft with 53 being airworthy and many more being used as displays in air museums and schools (Zandvoort 1957). The Spitfires design started in 1931 when Mitchell wanted to meet the Air ministry’s new specifications for a modern craft that was capable of 250 mph. The design did not get off to a good start, the first one named Super-marine type 224, had a Rolls-Royce steam-cooled Griffon engine. Accordingly, the engine could only reach a top speed of 230 mph and had bulky gull wings with an open-cockpit. Mitchell and his team were disappointed but not discouraged; they immediately started on their next model designated Type 300. The aircraft went through several modifications, including smaller, thinner and elliptical shaped wings, an enclosed and blister-shaped cockpit, and oxygen-breathing apparatus and a more powerful Rolls-Royce PV-XII V-12 engine. The Air ministry adopted this model and its construction started. The model went into production, as the aircraft was in use over the years the design continuously improved beginning with the Mark I to Mark XIV, until the Spitfire went ou t of production (Axelrod & Kingston 2007). The plane used a semi-elliptical wing, which helped to reduce drag, house a retractable undercarriage while at the same time carried armament and ammunition. The ellipse-shaped and skewed wings ensured that the centre of the pressure aligned with the main spur and which prevented the wings fro twisting. As the aircraft performance Improve and it gained more power, the aileron reversal increased. It meant that there was a need for the design of new wings. The new models helped solve this problem by increasing their stiffness by 47% and the aileron reversals speed improved by the use of geared trim tabs and piano