Max Weber - Bureaucratic

 

 

ORGANIZATION ORGANIZATION DEVELOPMENT | Dr. Roldan | Term 3 | 2018-2019

Theory of Bureaucracy/ Bureaucracy/  Bureaucratic Theory of Management Maximilian Karl Emil Weber   | 1864 – 1920 (Germany) -

Father of bureaucratic management theory and One of the founding fathers of sociology sociologist, philosopher, and political economist Schooled in Heidelberg University and taught in University of Berlin, University of Freilburg, and University of Munich

General Concept Behind the Theory: There are three types of power can be found in organizations; (1) traditional power ; (2) charismatic power ; and (3) legal power . He refers in his bureaucratic theory to the latter as a bureaucracy. All aspects of a democracy are organized on the basis of rules and laws, making the principle of established jurisdiction prevail. General Premise of Bureaucracy: Max Weber  Weber  believed that “b ureaucracy””  was better than traditional structures. “bureaucracy Bureaucracy is the most efficient way to set up an organization, administration and organizations. In a bureaucratic organization, everyone is treated equal and the division of labor is clearly described for each employee. The Bureaucracy - is an organizational structure that is characterized by many rules, standardized processes, procedures and requirements, number of desks, meticulous division of labor and responsibility, clear hierarchies and professional, almost impersonal interactions between employees”.  employees”.  - is the basis for the systematic formation of any organization and is designed to ensure efficiency and economic effectiveness. - is an ideal model for management and its administration to bring an organization’s power structure into focus. - is an organizational structure was indispensable in large organizations in structurally performing all tasks by a great number of employees. Three Elements that Support Bureaucratic Management: 1.  All regular activities within a bureaucracy can be regarded as official duties; 2.  Management has the authority to impose rules; and a nd 3.  Rules can easily be respected on the basis of established methods. Weber was convinced that organizations based on rational authority, authority, where authority was given to the most competent and qualified people, would be more efficient than those based on who you knew. Weber called this type of rational organization a bureaucracy bureaucracy..

Researched by Jo-Dann N. Darong | 30 May 2019

 

 

ORGANIZATION ORGANIZATION DEVELOPMENT | Dr. Roldan | Term 3 | 2018-2019

WEBER IDENTIFIED SIX CHARACTERISTICS OR RULES OF A BUREAUCRACY Characteristics

Description  Description 

Hierarchical

Managers are organized into hierarchical layers, where each layer of management is responsible for its staff and overall performance. Each level controls the levels below

Management Structure

and is controlled by the level above This hierarchy reflects lines of bureaucratic communication and the degree of delegation and clearly lays out how powers and responsibilities are divided.

Division of Labor

Tasks are clearly defined and employees become skilled by specializing in doing one thing. There is clear definition of authority and responsibility. Tasks are divided into simple, routine categories on the basis of competencies and functional f unctional specializations.

Formal Selection Process

Employee selection and promotion are based on experience, competence, and technical qualification demonstrated by examinations, education, or training. There is no nepotism. One of the basic principles is that employees are paid for their services and that level of their salary is dependent on their position. Management is separate from ownership, and managers are career employees.

Career Orientation

Protection from arbitrary dismissal is guaranteed. Employees of a bureaucratic organization are selected on the basis of their expertise. This helps in the deployment of the right people in the right positions and thereby optimally utilizing human capital.

Formal Rules and Regulations

Rules and regulations are documented to ensure reliable and predictable behavior. Managers must depend on formal organizational rules in employee relations. Formal rules and requirements are required to ensure uniformity, so that employees know exactly what is expected of them.

Impersonality

Rules are applied uniformly to everyone. There is no preferential treatment or favoritism. Regulations and clear requirements create distant and impersonal relationships between employees, with the additional advantage of preventing nepotism or involvement from outsiders or politics.

Weber thought bureaucracy would result in the highest level of efficiency, rationality, rationality, and worker satisfaction. satisfaction. In fact, he felt that bureaucracy was so logical that it would transform all of society. Unfortunately, Weber did not anticipate that each of the bureaucratic characteristics could also have a negative result. Today, the term “bureaucracy” has taken on  on   negative connotations. It is associated with excessive paperwork, apathy, unresponsiveness, and inflexibility. For example, division of labor leads to specialized and highly skilled workers, but it also can lead to tedium and boredom. Formal rules and regulations reg ulations lead to uniformity and predictability, but they also can lead to excessive procedures and “red tape.” MAJOR REFERENCES

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Adler PS (2009) The Oxford handbook of sociology and organization studies: Classical foundations. Oxford University University Press, USA. Katz, D. & Kahn, R. L. (1978). The social psychology of organizations. organizations . Wiley. Udy Jr, S. H. (1959). Bureaucracy and Rationality in Weber’s Organization Theory: An Empirical Study . American Sociological Review, 791-795. Weber, M. (1978). Economy and society: An outline of interpretive sociology . University of California Press.

Researched by Jo-Dann N. Darong | 30 May 2019