This document discusses key principles of administration including hierarchy, span of control, unity of command, power and authority, supervision, delegation, and coordination. It provides definitions and explanations of each principle. For hierarchy, it outlines the meaning, definitions from various scholars, basic features, advantages, and disadvantages. It also discusses remedies for disadvantages of hierarchy. Similar explanations are provided for other principles such as span of control, unity of command, and more.

1. Principles of Administration
By: Dr. Vaishali Gupta

2. Principles of Administration
• Hierarchy
• Span of Control
• Unity of Command
• Power and Authority
• Supervision
• Delegation
• Co-ordination

3. Hierarchy
• Meaning-
Hierarchy means the rule or control of the lower by the higher.
In administration hierarchy means a graded organization of several
successive steps or levels, which are interlinked.
It implies creation of superior-subordinate relationship

5. Definitions-
Max Weber’s bureaucratic model emphasized the
principle of “hierarchy” in which there is supervision
of the lower offices by the higher ones.
Henri Fayol referred to hierarchy as the “scalar
chain”.
L. D. White the superior subordinate relationship
through a number of levels of responsibility reaching
from the top to the bottom of the structure.
Mooney and Reiley called hierarchy as “scalar
process”.

6. Basic Features:-
The entire administrative function is divided into units.
Units are organized in the form of a pyramid.
Authority is distributed through levels.
Hierarchical organization observes the principle of
“through proper channel”.
Unity of command is ensured by the means of hierarchy
and authority requisite to responsibility is reposed at every
level.
Integration, discipline and communication are the prime
functions of hierarchy

7. Advantages-
It promotes division of labour and specialization work.
It secures complete unity of purpose by integrating of
various units of organizations.
The scalar system removes confusion, conflict and
friction in the functioning of an organization.
It not only provides channel of command and control
but also channels of communications both upward and
downward.
It formalized procedures promote certainty, precision
and efficiency in administration.
It gives effect to “through proper channel” method of
dealings.

8. Disadvantages:-
The rigid observance of the rule of “through proper
channel” involves red-tape which in turn causes inordinate
delay in the disposal of work.
Hierarchical system discourages initiative, rigidifies, routine
and hinders adaptation to change.
It also promotes deception corruption and insensitivity to
the public wishes.
In over-extended hierarchies human relations are
neglected , motivation and morale suffer.

9. Remedy of Hierarchical Disadvantage-
• Henri Fayol’s “Gang Plank” which refers to the need
for level jumping in hierarchy bound organization.
Fayol suggests that a bridge can be thrown across the
formal lines of authority. Recourse to gang plank is
possible only where the immediate superiors
authorize such a relationship.

11. Span of control
span of control refers to the number of
subordinates an officer can effectively control
or direct.
It is related to the span of attention given by
V.A.Graicunas

12. No. of subordinates:-
No supervisor can supervise the work of an unlimited number of
people.
Sir Ian Hamilton states the limit as ranging from three to four.
Haldane and Wallace place the limit as ten to twelve.
L. Urvik states it as five to six at higher level and ten to twelve at
lower level.

13. Determining factors
According to Luther Gullick three major factors
determine the span of control are:-
Element of diversification of functions.
Element of time.
Element of space.

14. Factors that affects span of control:-
The nature of work shall determine how
detailed/close or distant/superficial supervision is
required.
Degree of affinity intra-unit a chunk of work, will
determine how broad or narrow span of control.
Personality of supervisor and the subordinates.

15. Time is the next crucial factor.
Delegation of authority will lead to a wider pan of
control.
Techniques of supervision will also determine the
span of control.
Increasing automation/information revolution and
growing role of specialists has led to the greater span
of control.

16. Unity of command
Definition:-
Unity of command means that “each subordinate should have one and only
one superior,” with orders flowing from and accountability flowing to that
single superior.
It bases itself on the old proverb that “no man can serve two masters”.

17. Henri Fayol calls it “unity of direction”.
Piffner and Presthus “the concept of unity of command
requires that every member of an organization report to
one and only one superior.”

18. Arguments in favor:-
Though more than one superior issues orders to an employee there
has to be unity in the direction of these commands.
There is absence of conflict due to monocratic accountability and
centralized decision making.
Unity of command enables effective supervision.
Clear fixation of responsibility is made possible.
Armed forces and intelligence agencies require unity of command.

19. Arguments against:-
It is not a practicable proposition today as professional
authority along with administrative position has to be
considered.
It hardly has any relevance to committee commission and
autonomous research organizations.
In a fast changing society with technological innovations
and change such concepts have hardly any relevance.
It has no relevance to development administration and
administrative development.

20. Authority
Authority is the legitimate right to command or influence
others in order to make them behave in a good directed manner.
American college dictionary defines authority as “a power or
right to direct the action or thoughts of others.
Henri Fayol defined it as “the right to give orders and the
power to exact obedience.

21. Difference between power and
authority:
Power:
Power is the capacity of an
actor to affect the actions of
others in accordance with his
own intention.
Coercion is the defining
characteristic of power.
It requires no formal position
to be recognized as power.
Authority:
Authority exists when
one person voluntary
submits to the will of
another.
Legitimacy is the
defining characteristic
of authority.
Authority is always
institutional power
which has legitimacy.

22. Approaches to authority:
The socio-legal theory :
 according to this theory, the ultimate source of
administrative authority is the society that allows the
creation of social institutions-public and private.
This theory held the traditional view that authority
develops at the top and moves down.
The acceptance theory :
 this theory suggests that the ultimate source of
authority lies in the willingness of subordinates to
accept a superior’s command or orders (behavioral
approach).

23. Types of authority:
 Max Weber:
1. Traditional authority : this authority rests upon the
long established customs traditions and precedents.
2. Charismatic authority : this authority relies on the
exceptional qualities, strength, magnetism and aura
of a person as a hero.
3. Regal rational authority :this type of authority is
vested in the office of a person rather than in the
individual.
 Amitai Etizioni also suggests three categories of
authority ,coercive ,normative and utilitarian
authority.

24. Limits to authority:
Authority is limited by a few express and implied
restrictions:
Legislative controls delimit the domains of exercise of
authority by the executive.
Courts ‘uphold the constitution’ and check exercise of
arbitrary authority on the part of the executive.
Certain constitutional safeguards like, appeals to the
President the Governor Lok Ayukata etc.
Press and media play a vigilant role on the behalf of
the people.
Hierarchy determines the quantum of authority to be
exercised at each level.

25. Authority and responsibility:
Authority and responsibility are understood as two sides of
the same coin.
Henri Fayol observed that authority should be
commensurate with responsibility.
Responsibility is understood as the obligation to carry out
certain duties.
Different kinds of responsibility:
1. Political responsibility ultimate responsibility for the
success or failure rests on the minister concerned.
2. Institutional responsibility gets manifest as
responsiveness to the policy concerned.
3. Professional responsibility in carrying out of day-to- day
operations.

26. Supervision
Supervision is the compound of two words ‘super’ and ‘vision’,
meaning overseeing. supervision therefore, literally means overseeing
the work of others.
It may be defined as directing and guiding the work of subordinates by
their superiors.
Margaret Williamson defines supervision as “a process by which
workers are helped by a designated staff member to learn according to
their needs to make best use of their knowledge and skills and improve
their abilities so that their jobs effectively and with increasing
satisfaction to themselves and the agency”.

27. Types of supervision:
Line supervision:
It refers to the control exercise by the persons in the
hierarchical line of command.
It is directing and commanding type and administrative in
nature.
It is in accordance with the principle of unity of command
which requires direction by only one supervisor.
Functional supervision:
It is plural or multiple supervision.
it places an individual under a large number of supervisors
who are specialists.
it is the responsibility of staff personnel.

28. Techniques of supervision:
J.D.Millet has put forward various techniques of supervision:
Prior approval of individual projects.
Promulgation of service standards.
Budgetary limitations on magnitude of operations.
Approval of key subordinate personnel.
A reporting system on work process.
Inspection of results.
A proper work plan may also be added to the above
mentioned techniques.

29. Effectiveness of supervision:
It depends on the application of the concept of span of
control.
It requires that the jurisdiction of the units to be
supervised should be clearly defined both in the terms
of area and function.
It also depends on the success of the administrative
system in recruiting and retaining high quality
personnel at both junior and intermediate levels.

30. Qualities of a supervisor:
thoroughness,
Fairness,
Initiative,
Tactful,
Enthusiasm,
Emotional control.

31. Delegation
Definition:
Delegation means entrusting part of a superior’s work to his
subordinates.
According to Mooney, delegation in simple words implies
conferring of specified authority by a higher to a lower authority.
J.D.Millet “the essence of delegation is to confer discretion upon
others, to use their judgment in meeting specific problems within
the framework of their duties.

32. Characteristic:
The subordinate acts within limits prescribed by
delegation.
Delegation involves superiors and subordinates.
Delegation means partial delegation as entire authority is
not delegated.
Authority assigned is subject to variance.

33. Principles of delegation:
Delegation should be done in a clear manner.
It should be planned and systematic.
Authority delegated should be coequal with
responsibility in the process of delegation.
Delegation should be succeeded by an appraisal of
the task so delegated.

34. Advantages:
Delegation of authority relieves the superior administrator
of certain time-consuming work.
It creates various decision making centers which help in
the settlement of much business at the point where it
arises.
It allows handling of many matters in the field offices.
It leads to division of work and specialization.
It avoids delay in administration.
It produces skills and knowledge of higher administration
in the subordinates.

35. Barriers to delegation:
Organizational barriers:
Tightly controlled and centralized management
system.
Lack of well-established organizational methods and
procedures to delegate authority .
Inexperienced and ill-trained employees.
The type of work or function being managed.
The size and location of the organization.

36. Personal barriers:
Highly developed egotism on the part of the persons
who rise to the higher positions.
The fear of superiors that subordinates are incapable
of making proper decisions.
Their impatience with the slower pace of work.
Absence of emotional maturity in the top men.
The desire of leaders to be always in the limelight and
take credit for everything.
Lack of knowledge on the part of the superiors what to
delegate and how.
Accountability of the chief to those above him.

37. Remedies to the barriers:
Establishing proper methods and procedures of work in
the organization.
Developing proper means of communication and
coordination.
Planned and regularized contacts with staff.
Developing systematic plan for reviewing operational
records and reports of subordinates.
Selecting and training capable subordinates.
Defining specifically the various responsibilities and
authority delegated to them.

38. Limits to the delegation:
Following power can not be delegated:
The supervision of work of the first line.
General financial supervision and the power to sanction
expenditure above a specified amount.
Rule making power.
Making of specified appointments.
Hearing appeals from the decision of at least the
immediate subordinates.
Power of inspection, supervision, control and review.

39. Coordination
Definitions:
Coordination is the integration of several parts into an orderly
whole to achieve the performance of undertaking.
Monney and Reiley define coordination as the achievement of
orderly group effort and unity of action in pursuit of a common
purpose.
According to George Terry it is collective action plus
synchronization of efforts.

40. Elements of coordination:
1. It is a process and not a static state of affairs.
2. It has orderliness as its aim.
3. It as unity of action as its goal.
Need for coordination:
 To avoid duplication of work which is wasteful.
 To resolve conflicts.
 To secure team work and cooperation among the
employees.
 To ensure economy and efficiency in the
organization.

41. Techniques of coordination:
Planning provides for anticipating/ foreseeing areas
of possible inter-dependence and friction and hence
pre-emptive remedies to whatever extent possible.
Consultations.
Conferences and committees like NDC, zonal councils
etc.
Staff agencies.

42. Informal means could also be employed which often
prove to be more effective than formal ones.
 standardization of procedures and methods.
written instructions clearly spelling out work
directions for each level.
Inter-departmental committees.
Good leadership.
Organizational hierarchy and well-defined line of
communication.

43. Hindrances to coordination:
Uncertainty about the future hampers attempt at
providing preemptive measures for coordination.
Lack of knowledge and experience can lead to
amateurish attempts at integration.
Poor planning may prove abortive.
Chief executive’s personality may exacerbate instead
of dissolving differences.
Workers personality may have same effect.
Willingness to cooperate may or may not be there.
According to Harlend Cleveland coordination can
only be achieved to limited degree.