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eBook details

• Title: Bureaucratic Management
• Author : Julia Schiller
• Release Date : January 30, 2008
• Genre: Language Arts & Disciplines,Books,Professional & Technical,Education,
• Pages : * pages
• Size : 379 KB

Description

Also Weber perceived bureaucracy as a threat to basic personal liberties, he also recognized it as the most efficient possible system of organising. He predicted the triumph of bureaucracy because of its ability to ensure more efficient functioning of organisations in both business and government setting (Daft, 2007). Weber believed that bureaucracy could be understood by analysing a set of organisational characteristics that could be found in successful bureaucratic organisations (Toye, 2006). In this paper four major characteristics will be discussed and analysed in detail.

Specialisation describes how each person working to produce a good, might work on one part of the production instead of producing the whole good. In a bureaucratic organisation each employee has a clear task to perform with detailed rights, obligations, responsibilities and scope of authority (Daft, 2007). With great insight, functional specialisation enables each actor to learn more about his or her specialised trade, and therefore enables them to produce more, better and cheaper (Ballé, 1999).

The primary strength of the bureaucracy lies in its ability to perform standardized activities in a highly efficient manner (Robbins, 2005). Weber’s bureaucratic model emphasizes that specialisation enhances productivity and efficiency as putting specialties together in functional departments results in economies of scale, minimum duplication of personnel and equipment, and employees who have the opportunity to talk “the same language” among their peers (Ballé, 1999).

However, speciality does not only lead to increased productivity and efficiency but can also create conflicts between specialized units. E.g. specialisation may impede communication between units, as highly specialised units tend to not fully communicate with units above, below, or horizontal to it since those are considered as being different and outsiders (Luthans, 1998). Specialisation could as well create sub-unit conflicts so that functional unit goals can override the overall goals of the organisation (Robbins, 2005).

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