Public Administration 2022 Paper I 50 marks Examine

Q6

(a) 'The more exogenetic the process of diffraction, the more formalistic and heterogenous its prismatic phase; the more endogenetic, the less formalistic and heterogenous.' Examine this hypothesis of Riggs. 20 (b) The environment and situational conditions under which the government operates have an important bearing on its human resource development practices. Examine. 15 (c) 'Lindblom regarded rational decision-making as an unattainable goal.' In the light of the statement, suggest measures to avoid policy failures. 15

हिंदी में प्रश्न पढ़ें

(a) 'विवर्तन की प्रक्रिया जितनी अधिक बहिःजात होती है, इसकी प्रिज्मीय अवस्था उतनी ही औपचारिक और विजातीय होती है; जितनी अधिक अंतर्जात होती है, इसकी प्रिज्मीय अवस्था उतनी ही कम औपचारिक और कम विजातीय होती है।' रिग्स की इस परिकल्पना का परीक्षण कीजिए। 20 (b) जिस पर्यावरण और परिस्थिति दशाओं में सरकार कार्य करती है वह इसके मानव संसाधन विकास व्यवहारों पर महत्वपूर्ण प्रभाव डालती है। परीक्षण कीजिए। 15 (c) 'लिंडब्लोम तार्किक निर्णयन को एक अप्राप्य लक्ष्य मानता है।' इस कथन के आलोक में, नीति असफलताओं से बचने के लिए उपाय सुझाइए। 15

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Directive word: Examine

This question asks you to examine. 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 'examine' requires critical analysis with evidence, while (b) and (c) use 'examine' and 'suggest' respectively. Allocate approximately 40% word/time to part (a) given its 20 marks, and 30% each to (b) and (c). Structure: brief introduction defining key concepts → analytical body addressing each sub-part with interlinkages where possible → conclusion synthesizing insights on administrative adaptation and reform.

Key points expected

  • Part (a): Explanation of Riggs' diffraction continuum (fused-prismatic-diffracted) and the exogenetic-endogenetic distinction; analysis of how external imposition creates formalism and heterogeneity while indigenous evolution reduces both
  • Part (a): Critical evaluation with Indian examples—colonial administrative legacy as exogenetic prismatic formalism versus post-independence indigenous adaptations
  • Part (b): Analysis of environmental factors (political, economic, social, technological) shaping HRD practices; situational conditions including federal structure, diversity, and development stage
  • Part (b): Indian HRD illustrations—LBSNAA training evolution, civil service reforms, competency-based frameworks, challenges of representativeness vs merit
  • Part (c): Lindblom's critique of rational-comprehensive model; explanation of incrementalism, partisan mutual adjustment, and 'muddling through' as practical alternatives
  • Part (c): Measures to avoid policy failures—stakeholder consultation, pilot projects, feedback loops, adaptive management, evidence-based iterative approaches
  • Interlinkage: How prismatic conditions (a) necessitate incremental approaches (c) and customized HRD (b)
  • Synthesis: Contemporary relevance for Indian administration—balancing rational planning with incremental adaptation in complex diverse settings

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Concept correctness20%10Precise definitions across all parts: for (a) accurately distinguishes exogenetic (external imposition) from endogenetic (internal evolution) and their effects on formalism/heterogeneity; for (b) correctly identifies environmental determinants of HRD; for (c) accurately captures Lindblom's rejection of synoptic rationality and his alternative incremental logicBasic definitions present but some confusion between exogenetic/endogenetic or conflates incrementalism with mere slow change; HRD factors listed descriptively without systematic environmental linkageMisunderstands core concepts—treats prismatic as simply 'bad', confuses formalism with formality, or presents incrementalism as lazy decision-making rather than deliberate strategy
Theoretical anchor20%10Robust theoretical grounding: for (a) cites Riggs' 'Administration in Developing Countries' with structural-functional approach; for (b) references HRD theories (T.V. Rao, Udai Pareek) and contingency approach; for (c) locates Lindblom within pluralist theory and contrasts with Simon's bounded rationality and Etzioni's mixed scanningMentions theorists by name without elaborating their specific contributions; limited comparison between theoretical frameworks; missing secondary literatureNo theoretical references or incorrect attributions; presents ideas as commonsense observations rather than established theoretical positions
Indian administrative examples20%10Rich, specific illustrations: for (a) colonial ICS legacy as exogenetic formalism versus post-Independence district administration adaptations; for (b) specific HRD initiatives—Karmayogi Bharat, Mission Karmayogi, civil service training reforms, state-level variations; for (c) Indian policy cases—GST incremental implementation, Aadhaar phased rollout, farm laws reversal showing failure of non-incremental approachGeneric references to 'Indian administration' or 'civil services' without specificity; examples mentioned but not developed to illustrate theoretical pointsNo Indian examples or inappropriate foreign examples dominating; examples factually incorrect or anachronistic
Reform / policy angle20%10For (a), discusses how reducing formalism requires endogenetic institutional development; for (b), evaluates HRD reforms—competency frameworks, lateral entry, domain expertise; for (c), proposes concrete measures: participatory policy design, sunset clauses, regulatory impact assessment, iterative experimentation, learning organizations—linked to avoiding Lindblom's identified failure modesReforms mentioned in passing without critical evaluation; measures in (c) generic and not clearly connected to incrementalist insights; limited analysis of implementation challengesNo reform discussion or purely descriptive listing; measures in (c) unrelated to Lindblom's critique (e.g., proposing more rational planning when the problem is rational planning's impossibility)
Conclusion & forward look20%10Synthesizes all three parts: argues that India's administrative challenges stem from managing prismatic conditions where exogenetic and endogenetic forces interact, requiring HRD that builds adaptive capacity and policy approaches that combine strategic vision with incremental implementation; forward-looking on digital governance, agile administration, and balancing efficiency with democratic participationSummarizes each part separately without integration; generic conclusion on 'need for reform'; limited forward-looking elementNo conclusion or abrupt ending; conclusion merely restates introduction; no connection between the three analytical components

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