(a) New Public Management has actually been a transitory state in evolution from traditional Public Administration to what is here called New Public Governance. Examine. (20 marks)
(b) Mary Parker Follett pioneered the evolution of socio-psychologica

Question

(a) New Public Management has actually been a transitory state in evolution from traditional Public Administration to what is here called New Public Governance. Examine. (20 marks)
(b) Mary Parker Follett pioneered the evolution of socio-psychological approach to the study of organizations. Explain. (15 marks)
(c) Under the New Public Management framework 'Public Private Partnership' challenges the entropy of closed and open models of organization. Analyse. (15 marks)

UPSC Answer Check · Accepted Answer

The directive 'examine' for part (a) requires critical analysis of NPM as transitional, while parts (b) and (c) demand 'explain' and 'analyse' respectively. Allocate approximately 40% word budget to part (a) given its 20 marks, and 30% each to parts (b) and (c). Structure: brief introduction linking the three sub-parts through the theme of administrative evolution; body addressing each part sequentially with theoretical depth and Indian illustrations; conclusion synthesizing how these transitions shape contemporary governance.
- Part (a): NPM as transitory phase—critique of Hood's 7 doctrines, shift from PA to NPG via network governance, co-production, and public value; reference to Osborne and Brown's NPG framework
- Part (a): Limitations of NPM—managerialism, fragmentation, loss of equity; why NPG emerged as post-NPM corrective with collaborative governance
- Part (b): Follett's socio-psychological contributions—integration, 'power-with' not 'power-over', constructive conflict, circular response, and group process as basis for organizational behavior
- Part (b): Follett's influence on later theorists—Barnard, Mayo's Hawthorne studies, McGregor's Theory Y; her anticipation of systems and contingency approaches
- Part (c): PPP under NPM challenging organizational entropy—closed system (bureaucratic rigidity, Webeian hierarchy) vs open system (environmental interaction, resource dependency)
- Part (c): PPP as hybrid organizing—blending public accountability with private efficiency; entropy reduction through structured flexibility, risk-sharing, and relational contracting
- Indian examples for (a): Mission Karmayogi, Sevottam, shift from Silos to Aspirational Districts collaborative model; for (c): Delhi Metro, Mumbai-Pune Expressway, Smart Cities Mission, NHAI's HAM model

Dimension	Weight	Max marks	Excellent	Average	Poor
Concept correctness	20%	10	Precise distinction between NPM (marketization, managerialism) and NPG (networks, co-governance); accurate exposition of Follett's concepts (integration, circular response, constructive conflict); correct application of entropy and open/closed systems to PPP; no conflation of theoretical terms	Basic understanding of NPM and NPG differences; superficial mention of Follett's ideas without conceptual depth; vague reference to PPP benefits without entropy analysis; minor terminological errors	Confuses NPM with NPG or traditional PA; misrepresents Follett as merely a 'human relations' theorist; fails to explain entropy or open/closed systems; significant conceptual errors throughout
Theoretical anchor	20%	10	For (a): cites Osborne, Brown, Rhodes on NPG; Hood, Pollitt on NPM critique; for (b): connects Follett to Barnard, Mayo, McGregor, and modern organizational behavior; for (c): applies Katz-Kahn open systems, Thompson's organizations in action, Williamson's transaction cost economics to PPP	Mentions key theorists without systematic linkage; limited theoretical depth on Follett's intellectual lineage; basic systems theory reference for PPP without elaboration	No theorist names or incorrect attributions; purely descriptive without theoretical framework; missing connections between classical and contemporary theory
Indian administrative examples	20%	10	For (a): Mission Karmayogi, Sevottam, Aspirational Districts Programme as NPG shift; for (c): specific PPP models—Delhi Metro (JK consortium), Mumbai Metro Line 3, NHAI's HAM, Smart Cities SPVs, UDAN scheme; analyzes how these reduce bureaucratic entropy	Generic mention of liberalization or LPG reforms; common examples like Delhi Metro without analytical depth; missing specific Indian policy innovations	No Indian examples or irrelevant foreign cases only; examples factually incorrect or misapplied to theoretical framework
Reform / policy angle	20%	10	Critical evaluation of NPM's reform legacy in India—PFMS, DBT, outsourcing; assesses NPG's emerging relevance for SDG localization; evaluates PPP challenges—regulatory gaps, renegotiation risks, Kelkar Committee recommendations; suggests hybrid governance improvements	Descriptive account of reforms without critical evaluation; mentions PPP problems without policy solutions; limited forward-looking recommendations	No reform analysis; purely theoretical answer; missing critical perspective on implementation challenges
Conclusion & forward look	20%	10	Synthesizes three sub-parts into coherent narrative of administrative evolution—Follett's humanism → NPM's efficiency → NPG's collaboration; projects future of Indian administration balancing efficiency with equity, technology with empathy; references PM GatiShakti, whole-of-government approach	Separate conclusions for each part without integration; generic statement about 'need for balance'; limited forward projection	Missing conclusion or abrupt ending; no synthesis across sub-parts; purely repetitive summary without insight

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Directive word: Examine

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Approach

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