Bureaucratic Control In Business Management

1839 Words4 Pages

Discussion on Change in Bureaucratic Control in Business Management

1. Introduction

The purpose of this paper is to understand what “bureaucratic control” is, and identify and explain what happen to there are changes in the development of bureaucratic control under the context of the development of modern management techniques.

Mockler (1967) defined management control as the systematic effort in setting performance standards that are in line with the planning objectives of the company, with the purpose of designing feedback system, making comparison in the actual performance under the predetermined standards, evaluating whether there is any deviations to their significance, thus to ensure the resources to be under effective and efficient management. Bureaucratic control is the use of the rules, hierarchies, and policies of authority that is the form of written documentations, rewarding systems and other formal mechanisms that can impact the behaviour of the employee and also conduct assessment on the performance of the employees. Bureaucratic control can be adopted when the behaviour of the employees can be controlled with the market mechanisms or the pricing strategy (Chenhall, 2003). It is a system of standardized rules, methods, and process verified, with the purpose of achieving the management goals.

The bureaucratic control would be demolished under the context of the changing business environment, the ways and reasons are identified and explained in the part2, before the conclusion to be achieved in part three.

2. Identification and Explanation in the Change of Bureaucratic Control

Bureaucratic control helps to shape the behaviour of the departments, the functions and individual employees. It can guarantee the s...

... middle of paper ...

...n, J. A. 2003, Creating leaderful organizations: How to bring out leadership in everyone., CA: Berrett-Koehler, San Francisco.

Rosen, M. and Baroudi, J. 1992, ‘Computer-based technology and the emergence of new forms of control’. In A. Sturdy, D. Knights, & H. Willmott (Eds.), Skill and consent: Contemporary studies in the labour process, UK: Routledge, London.

Rouleau, L. 2005, ‘Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day’, Journal of Management Studies, vol. 42, pp. 1413-1441.

Styhre, A. 2008, ‘Management control in bureaucratic and postbureaucratic organizations: A Lacanian perspective’. Group & Organization Management, vol. 33, pp. 635-656.

Sunder, S. 2002, ‘Management control, expectations, common knowledge, and culture’. Journal of Management Accounting Research, vol. 14, pp. 173-187.

Open Document