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Extrapolate the elements of bureaucracy as developed by max weber
Extrapolate the elements of bureaucracy as developed by max weber
Extrapolate the elements of bureaucracy as developed by max weber
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Max Weber was an important figure in the field of Sociology. He was the first sociologist to analyze bureaucracies and how they function in society. Realizing that “rationalization” through major organizations was inevitable, he began to analyze these organizations and was led to propose his “theory of bureaucracy”. Weber felt that these large scale organizations would not be able to function without bureaucracies. When it comes to the goals in any organization, he felt that it was absolutely necessary to have a bureaucracy in order to achieve those goals. Rationalization and bureaucracy go hand in hand because a bureaucracy is organized through rational principles. His study of bureaucratic organizations is what led him to describe the “ideal …show more content…
This means that there is a clear path to how decisions are made. It is a system of super-ordination and subordination. Although one level can control the level below their level, they also have a higher level controlling them. The third characteristic is that the administrative position holds the power of authority. This means that the activities that occur within a bureaucratic organization are authorized as being official duties by those in the administrative position. They are also responsible for not only assigning duties, but making sure that those duties are bounded by certain rules that take into account many different variables. They are also are responsible for establishing the qualifications needed in an individual to perform the certain task. The fourth characteristic was in regards to keeping a record of files. If all procedures, actions, and decisions made by the administration are kept in files, it makes office management much easier. There is a system in which the documents are defined in its manner of functioning as well as its procedures. The fifth characteristic he mentions is that of expertise. This means that individuals are hired and promoted based on their ability to perform a job or task. …show more content…
A good example of a bureaucracy today would be a university or even the government itself. Although many bureaucracies today exhibit many of the characteristics Weber described, there are still some that do not. Many bureaucracies display the characteristics of hierarchy of authority, specialization, formalized rules, and division of labor. However, there are many grey lines in between that. There is often incompetence, favoritism, and bending of rules in many bureaucracies that go unnoticed most of the time. Also, some individuals often misuse their position in order to have personal gain and certain rules are not clear. Also, nowadays individuals are not hired based on their qualities, as Weber mentioned. The majority of the time, individuals are hired because of impersonal reasons due to someone they know, or through a promotion which is based on their performance of a task. Another problem is the fact that communication can be very hard when everything needs to be passed down from one level to the next. An example of this is when the 9/11 attack occurred. Because there are many different federal agencies, it causes miscommunication between them because there is an overlap when it comes to having the responsibility of the intelligence received as well as the authority. The problem was that there were many pieces and bits of information but it could not be put together into one
Often, when the discussion of American bureaucracy is broached in conversation, those holding these conversations often think of the many men and women who operate behind the scenes within the government. This same cross section of Americans is looked upon as the real power within the federal government and unlike the other branches of government, has little to no oversight. A search of EBSCO resulted in the following definition, an organization “structure with a rigid hierarchy of personnel, regulated by set rules and procedures” (Bureaucracy, 2007). Max Weber believed that a bureaucracy was technically the most efficient form of organization, one structured around official functions that are bound by rules, each function having its own specified competence (2007). This wide ranging group of Americans has operated within the gaps, behind the scenes, all under the three core branches of government: the legislative, executive, and judicial branches. The division of government into three branches and separate powers gives each branch both exclusive powers and some additional power...
Modern Bureaucracy in the United States serves to administer, gather information, conduct investigations, regulate, and license. Once set up, a bureaucracy is inherently conservative. The reason the bureaucracy was initiated may not continue to exist as a need in the future. The need or reason may change with a change in the times and the culture needs. A bureaucracy tends to make decisions that protect it and further it’s own existence, possibly apart from the wishes of the populace. It may not consistently reflect what might be optimal in terms of the needs and wants of the people. Local governments employ most of the United States civil servants. The 14 cabinet departments in the U.S. are run day-to-day by career civil servants, which have a great deal of discretionary authority.
Ritzer’s scholarly work has been heavily influenced by German sociologist Max Weber, who feared that bureaucracy would spread until society became a seamless web of rationalized institutions from which there would be no escape. At the time when Weber wrote, in the early twentieth century, totalitarianism was the biggest threat to individual freedom. In the 1980s, Ritzer thought to apply Weber’s theories about rational systems to a very different threat: the proliferation of fast-food chains.
Bureaucracy has been the main form of organisation for over a century and can be characterised by the following: functional specialisation, employees carrying out one function of activity as their primary role; hierarchy of authority, those in superior positions having authority based solely on the virtue of the position itself; a system of rules, the tasks of the organisation following a formal set of procedures and practices; and impersonality, individuals being treated on the basis of the rules rather than emotions and personality (Knights & Willmott, 2012). The mainstream perspective states that a bureaucratic organisation’s central aim is to maximise efficiency, objectivity and fairness and can be thought of as a ‘machine’ with the people making up the components (Knights & Willmott, 2012). This view attributes three problems to this rule-centred organisation: poor motivation, poor customer service and a resistance to innovation and change (Knights & Willmott, 2012). Employees in bureaucratic organisations tend not to be committed to their
Pinchot, Gifford, and Elizabeth Pinchot. The End of Bureaucracy & the Rise of the Intelligent Organization. San Francisco: Berrett, 1993: 180.
Emile Durkheim, Karl Marx, and Max Weber are all important characters to be studied in the field of Sociology. Each one of these Sociological theorists, help in the separation of Sociology into its own field of study. The works of these three theorists is very complex and can be considered hard to understand but their intentions were not. They have their similarities along with just as many of their differences.
Weber believed that bureaucracy created stable, and predictable actions and outcomes because it allowed organizations to work in a rational manner, like a machine, and helped account for the fact that humans had only limited intelligence. Though Weber discussed the perfect model of an organization, bureaucracy allows for even imperfect organizations to function in a more reliable and predictable way because it’s structure controls how individuals behave.
Organizations in today’s world need to adapt and overcome many obstacles that are predictable as well as unpredictable. Max Weber outlines the five basic principles of bureaucracy which are as follows: The Division of Labor, Hierarchy of Authority, Written Rules and Regulations, Impersonality Principal, and Technical Qualifications. These basic principals were designed to maximize productivity and assert authority over subordinates in the workforce. (Weber, 1968) In present day the basic principles of Weber’s bureaucratic design are still visible in just about every organization. The only variable is to what extent they are applied.
Weber’s uses his theory of Bureaucracy to point out that it is what society is becoming and how it creates social older in society. This theory is
The criminal justice system and America in general has a lot of bureaucracy. The bureaucracy can sometimes become a hindrance to the people that the system is supposed to be helping. Rarely, do we hear anyone state they are glad for bureaucracy or the red tape bureaucracy seems to create. I think myself and many Americans at first glance dislike bureaucracy; however this appears to be the most prevalent organizational model in most businesses.
Similarly in Weber’s bureaucratic approach, organizations are divided into different echelons with each varying in its degrees of influence. Each unit being commanded by the one above it, a system that promotes stability and has a predictable line of communication. Both approaches of management rely heavily on regulated control. Whether governing task scientifically of people authoritatively. A solid form of control is mus...
Max Weber mentions that bureaucracy is characterized by impersonality (Weber, 1997), and this is another reason why it is an irrelevant phenomenon in the study of organizations. The relationships between the executive officials and their juniors in an organization that adopts a bureaucratic system of leadership in usually impersonal. Although impersonality of bureaucracy is praised as important in promoting equality by some scholars, it is a bureaucratic characteristic that cause infuriation in organizations as individual treatment of people is overridden by generalization, something that Gajduschek (2003) attests to. An important point to bear in mind is that offended employees are ultimately unproductive employees. Bureaucracies are often
Traditional public administration is traced back to the works of scholars like Max Weber, Woodrow Wilson and Fredrick Taylor. This form of administration was mostly influenced by Max Weber with his bureaucratic model and theory. Max Weber was a well-known sociologist born in Germany in the year 1864. He came up with his bureaucratic model as a way to try to improve management in organizations. ‘Weber emphasized on top-down control in the form of monocratic hierarchy that is a system of control in which policy is set at the top and carried out through a series of offices, whereby every manager and employee are to report to one person in top management and held accountable by that manager’ (Pfiffner, 2004, p. 1).
According to Sapru R.K. (2008) p370-371 the traditional ideal of public administration which inclined to be firm and bureaucratic was based on processes instead of outcomes and on setting procedures to follow instead of focusing on results. This paradigm can be regarded as an administration under formal control of the political control, constructed on a firmly ranked model of bureaucracy, run by permanent and neutral public servants, driven only by public concern. In emerging nations the administration was true bureaucracy meaning government by officers. In this perspective Smith (1996) p235-6 perceived that“the bureaucracy controls and manages the means of production through the government. It increases chances for bureaucratic careers by the creation of public figures,demanding public managers, marketing boards.
Bureaucracy is an organizational design based on the concept of standardization. “It is characterized by highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command” (Judge & Robbins, 2007, p.