Bureaucratic Management Theory by Max Weber Bureaucratic management theory developed by Max Weber, contained two essential elements, including structuring an organization into a hierarchy and having clearly defined rules to help govern an organization and its members. Max Webera German sociologist; he described a theory to operate an organization in an effective way which is known as the Bureaucratic management approach or Weberian bureaucracy.
Educated in law, history, philosophy and economics, he became one of the founders of the modern science of sociology — the study of society and its institutions.
Weber defined modern bureaucracies as goal-oriented organizations that shared six characteristics. All were hierarchies with written rules and a specialized division of labor, where advancement was based on achievement, resulting in an efficient and impersonal organization.
Hierarchical Authority Weber's theories, developed at the turn of the 20th century, helped define the economic and political systems emerging from the highly concentrated authority of hereditary rulers and their supporters.
They defined many 20th-century institutions. Power in bureaucracies is vested in position, not person, and authority travels through the levels of the hierarchy based on agreed-upon functions.
Rule of Rules Bureaucracies depend upon written rules and communication.
Effective bureaucracies depend on rules based on rational examination of problems and development of the most effective method of accomplishing objectives.
Successful bureaucracies regularly review organization charts, employee policies, memos and methodologies — such as lean production techniques — to refine procedures and policies and improve efficiency and consistency of result. Video of the Day Brought to you by Techwalla Brought to you by Techwalla Division of Labor Ideally, organizational tasks are assigned in bureaucracies according to the specialized skills of the employees and the most efficient method of accomplishing goals.
A well-designed organization develops realistic job descriptions and evaluative practices to guide employees and encourage collaboration rather than empire building. Achievement-Based Advancement As 20th century Europe urbanized, failures, such as the series of miscues following the assassination of the Austrian archduke that led to World War I, contributed to the rise of hierarchies based on competency.
Advancement within or between the levels of bureaucracies were based on achievement and competency rather than influence or favor, as in traditional hierarchies. Meeting organizational and production goals benefit not just the bureaucracy but also its customers, clients or those otherwise dependent on its work.
Efficient Operation Efficiency was, Weber insisted, one of the hallmarks of a bureaucracy. This might include harnessing technology in the office or factory, but it also applied to allocating resources and determining the most efficient way of producing products, delivering services or otherwise achieving the organization's goals.
Regular evaluation of written rules and procedures, employee effectiveness and job function are all parts of forging an efficient bureaucracy. Impersonal Environment Bureaucracies depend on job descriptions and merit-based advancement, which is an improvement over feudal hereditary or charismatic absolutism.
The emphasis on achievement and efficiency, however, can lead to the inability to respond to individual situations or needs and can concentrate power in the positions at the top of the hierarchy.Tesco’s rivals and the country’s lawyers found cause to celebrate after the Competition Commission opened the door to more grocery competition and a morass of legal action.
A bureaucracy is a system of organization noted for its size and complexity. Everything within a bureaucracy — responsibilities, jobs, and assignments — exists to achieve some goal.
Bureaucracies are found at the federal, state, county, and municipal levels of government, and even large private.
Tesco has a hierarchical structure because it has a lot of layers and a lot of people reporting into more than one person before that information get to the boss. A hierarchic al structure has many levels. Each level is controlled by one person.
A hierarchical company tends to be a very big company just like Tesco is. An open system is a system that regularly exchanges feedback with its external environment. Open systems are systems, of course, so inputs, processes, outputs, goals, assessment and evaluation, and learning are all important.
Aspects that are critically important to open systems include the. • "Bureaucracy" as defined by customers and employees is an array of negative forces, attitudes or actions that are damaging to customer and employee satisfaction.
• "Bureaucracy" is damaging to organizational effectiveness. Bureaucracy involves a lot of paperwork and has just too much level of authority which results in a lot of wastage of time, effort and money. Not ideal for efficiency. Because of its too much formality, a Bureaucratic approach is not suitable for business organizations.