Public Administration 2022 Paper I 50 marks Discuss

Q2

(a) 'The administrative state is the creation of a power to bind us, with rules ... that are not made by legislature.' Discuss the constitutionality of the administrative state and its future. 20 (b) Transformational leadership requires high degree of coordination, communication and cooperation. Explain. 15 (c) Human relationists postulate that 'what is important to a worker and what influences his/her productivity level may not be the organisational chart but his or her associations with other workers'. Is it more relevant today? 15

हिंदी में प्रश्न पढ़ें

(a) 'प्रशासनिक राज्य एक ऐसी शक्ति का निर्माण है जो हमें नियमों के साथ बाँधती है ... जो कि विधायिका द्वारा नहीं बनाए गए हैं ।' प्रशासनिक राज्य की संवैधानिकता तथा इसके भविष्य का विवेचन कीजिए । 20 (b) रूपान्तरणकारी नेतृत्व के लिए उच्च कोटि के समन्वय, सम्प्रेषण तथा सहयोग की आवश्यकता होती है । व्याख्या कीजिए । 15 (c) मानव सम्बन्धवादी यह प्रतिपादित करते हैं कि 'कामगार के लिए क्या महत्वपूर्ण है और जो उनके उत्पादकता स्तर को प्रभावित करता है, हो सकता है संगठनिक चार्ट नहीं है बल्कि अन्य कामगारों के साथ उनके सम्बन्ध हैं' । क्या यह आज ज्यादा प्रासंगिक है ? 15

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Directive word: Discuss

This question asks you to discuss. The directive word signals the depth of analysis expected, the structure of your answer, and the weight of evidence you must bring.

See our UPSC directive words guide for a full breakdown of how to respond to each command word.

How this answer will be evaluated

Approach

The directive 'discuss' for part (a) requires a balanced examination of arguments for and against the constitutionality of the administrative state, while parts (b) and (c) demand 'explain' and analytical evaluation respectively. Allocate approximately 40% of word budget to part (a) given its 20 marks, with 30% each to parts (b) and (c). Structure with a brief composite introduction, three distinct sections addressing each sub-part with clear sub-headings, and a unified conclusion that synthesizes insights on contemporary administrative transformation.

Key points expected

  • Part (a): Analysis of administrative state as rule-making by non-legislative bodies; constitutional tensions between Articles 14, 21 and delegated legislation; role of judicial review (Vineet Narain, Puttaswamy) in maintaining democratic accountability
  • Part (a): Future trajectory including regulatory impact assessment, sunset clauses, and participatory rule-making to address legitimacy concerns
  • Part (b): Explanation of how coordination (structural alignment), communication (vision articulation), and cooperation (trust-building) constitute the integrative mechanism of transformational leadership per Bass and Avolio
  • Part (c): Human relations school thesis (Mayo, Roethlisberger) on informal groups and social factors; contemporary relevance in gig economy, remote work, and platform organizations where formal structures are fluid
  • Part (c): Critical evaluation—acknowledging continued relevance of informal networks alongside recognition that hybrid models (formal + informal) better explain modern productivity drivers

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Concept correctness20%10Precise delineation of delegated legislation vs. administrative rule-making for (a); accurate distinction between transformational and transactional leadership components for (b); correct interpretation of Hawthorne findings and their limitations for (c)General understanding of administrative state concept; basic leadership typology without component breakdown; superficial mention of Mayo experiments without analytical depthConfuses administrative state with welfare state; conflates transformational with charismatic leadership; misrepresents human relations as ignoring all formal structures
Theoretical anchor20%10For (a): cites Dicey (rule of law concerns), Robson (administrative justice), and contemporary scholarship on regulatory capitalism; for (b): deploys Bass's Full Range Leadership Model with 4 I's; for (c): references Mayo, McGregor's Theory Y, and modern organizational behavior theorists like PfefferMentions basic theorists without systematic application; limited theoretical integration across sub-partsNo theoretical framework; random name-dropping without conceptual linkage; anachronistic or incorrect attribution of theories
Indian administrative examples20%10For (a): cites SEBI, TRAI, or RBI's delegated regulatory power with specific cases (2G spectrum, Aadhaar regulation); for (b): illustrates with transformational leadership in IAS (e.g., E. Sreedharan's DMRC model) or civil service reforms; for (c): references Indian organizational studies (e.g., public sector informal networks, IT sector team dynamics)Generic mention of Indian administration without specific illustrations; examples not clearly tied to theoretical conceptsNo Indian examples; or irrelevant examples (foreign cases only); factually incorrect illustrations
Reform / policy angle20%10For (a): proposes pre-legislative consultation, regulatory oversight bodies, and AI-assisted compliance monitoring; for (b): links to Mission Karmayogi and capacity building for collaborative leadership; for (c): suggests hybrid HR policies integrating formal OKRs with informal peer recognition systemsRoutine mention of reforms without specificity; generic policy recommendations not tailored to question demandsNo reform suggestions; or unrealistic/absurd proposals; complete disconnect from contemporary administrative discourse
Conclusion & forward look20%10Synthesizes all three sub-parts into a coherent vision of adaptive administration—where constitutionally grounded delegation, transformational leadership capabilities, and human-centered organizations converge toward responsive governance; identifies emerging challenges (algorithmic management, platform governance)Separate conclusions for each part without integration; predictable summary without forward-looking elementNo conclusion; or abrupt ending; or conclusion that contradicts main arguments; missing synthesis across sub-parts

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