BUREAUCRATIC MODEL BY MAX WEBER DEVELOPMENT OF MANAGEMENT THOUGHT

• DEVELOPMENT OF MANAGEMENT THOUGHT 3
  BUREAUCRATIC MODEL
  ( MAX WEBER)
• DR SHASHI AGGARWAL
• NET MGMT/NET COMMERCE/NET LABOUR WELFARE
• INTRODUCTION

1. MAX WEBER A GERMAN SOCIOLOGIST KNOWN AS THE FATHER OF THE BUREAUCRACY.
2. ABOUT 1910 HE MADE A STUDY OF DIFFERENT TYPE OF BUSINESS AND GOVT ORGANIZATION.
3. BOOK ;THE PROTESTANT ETHIC AND THE SPIRIT OF CAPITALISM
4. ( 1905)
5. FIRST TO USE THE  AND DESCRIBE THE TERM BUREAUCRACY
6. ALSO KNOWN AS BUREAUCRATIC MANAGEMENT THEORY OR THE MAX WEBER THEORY

7. BELIEVED THAT BUREAUCRACY WAS THE MOST EFFICIENT WAY TO SET UP AN ORGANIZATION,ADMINISTRATION AND ORGANIZATION
8. BELIEVED THAT BUREAUCRACY WAS A BETTER THAN TRADITIONAL STRUCTURE
9. IN BUREAUCRATIC ORGANIZATION EVERY ONE IS  TREATED AS EQUAL AND THE DIVISION OF LABOUR IS CLEARLY DESCRIBED FOR EACH EMPLOYEE

• DEFINITION OF BURECRACY
• BUREAUCRACY  IS AN ORGANIZATION STRUCTURE THAT IS CHARACTERIZED BY MANY RULES,STANDARDIZED PROCEDURES AND REQUIREMENTS,NUMBER OF DESKS,METICULOUS DIVISION OF LABOUR AND PROFESSIONAL ALMOST IMPERSONAL INTERACTION AMONG PEOPLE
• IN BUREAUCRATIC ORGANIZATION SELECTION AND PROMOTION ONLY OCCUR ON THE BASIS OF TECHNICAL QUALIFICATION
• THREE TYPES OF POWER : TRADITIONAL POWER,CHARISMATIC POWER AND LEGAL POWER
• ALL ASPECTS OF DEMOCRACY ARE ORGANIZED ON THE BASIS OF RULES AND LAWS

• THREE BASIC TYPE OF ADMINISTRATION IN THEM:-

1. LEADER ORIENTED:-NO DELEGATION AND ALL EMPLOYEES SERVE AS SUBJECTS OF LOYAL
2. TRADITIONAL ORIENTATION ADMINISTRATION:-MANAGERIAL POSITION FROM GENERATION TO GENERATION AND STRESS ON WHO YOU ARE RATHER WHAT YU CAN DO
3. BUREAUCRATIC ADMINISTRATION:- DELEGATION OF MGMT RESPONSIBILITIES IS BASED ON PERSON’S DEMONSTRATED ABILITY TO HOLD THE POSITION

• FEATURES OF BUREAUCRACY
• ADMINISTRATIVE CLASS :ADMINISTRATIVE CLASS HAVE RESPONSIBLE FOR MAINTAINING COORDINATIVE ACTIVITIES OF THE MEMBERS. MAIN FEATURES :

1. PEOPLE ARE PAID AND WHOLE TIME EMPLOYEES
2. THEY RECEIVE SALARY AND OTHER PERQUISITES NORMALLY BASED ON THEIR POSITIONS
3. THEIR TENURE IS DETERMINED BY THE RULES AND REGULATIONS OF THE ORGANIZATION
4. SELECTED FOR THE PURPOSE OF EMPLOYMENT BASED ON THEIR COMPETENCE

• HIERARCHY : THERE IS HIERARCHY OF POSITIONS IN THE ORGANIZATION. HIERARCHY IS A SYSTEM OF RANKING VARIOUS POSITIONS IN DESCENDING SCALE FROM TOP TO BOTTOM OF THE ORGANIZATION. IN BUREAUCRATIC ORGANIZATION OFFICES ALSO THE FOLLOW THE PRINCIPLE OF HIERARCHY. EACH LOWER OFFICE IS SUBJECT TO CONTROL AND SUPERVISION BY A HIGHER OFFICE
• DIVISION OF WORK :-WORK OF THE ORGANIZATION IS DIVIDED ON THE BASIS OF SPECIALIZATION TO TAKE THE ADVANTAGE OF DIVISION OF LABOUR. EACH OFFICE IN THE BUREAUCRATIC ORGANIZATION HAS SPECIFIC SPHERE OF COMPETENCE. EACH OFFICIAL KNOWS THE AREA IN WHICH HE OPERATES AND AREAS IN WHICH HE MUST ABSTAIN FROM ACTIONS SO THAT HE DOES NOT OVER STEP THE BOUNDARY AND DIVISION OF LABOUR ALSO TRIES TO ENSURE THAT NO WORK IS LEFT UNCOVERED.
• OFFICIAL RULES :-ADMINISTRATIVE PROCESS I CONTINUOUS AND GOVERNED BY OFFICIAL RULES. ANTITHESIS OF ADHOC,TEMPORARY AND UNSTABLE RELATIONS. RULES PROVIDE THE BENEFITS OF STABILITY,CONTINUITY AND PREDICTABILITY AND EACH OFFICIAL KNOWS PRECISELY THE OUTCOME OF HIS BEHAVIOR IN PARTICULAR MANNER
• IMPERSONAL RELATIONSHIP :-RELATIONSHIP AMONG INDIVIDUALS ARE GOVERNED THROUGH SYSTEM OF OFFICIAL AUTHORITY AND RULES. OFFICIAL POSITIONS ARE FREE FROM PERSONAL INVOLVEMENT,EMOTIONS AND SENTIMENTS, DECISIONS ARE GOVERNED BY RATIONAL FACTORS THAN PERSONAL FACTORS
• WEBER'S BUREAUCRATIC MODEL
• CLEAR SEPARATION BETWEEN SUPERIOR AND SUBORDINATE
• DIVISION OF LABOUR BASED ON COMPETENCE AND FUNCTIONAL SPECIALIZATION
• CLEAR DIVORCE BETWEEN PERSONAL AND OFFICIAL MATTERS
• SYSTEM OF RULES,REGULATIONS AND PROCEDURES
• HIERARCHY IN POSITIONS BASED ON LEGAL AUTHORITY AND POWER
• PRINCIPLES

1. FORMAL AUTHORITY DERIVED FROM THE POSITIONS HELD WITH IN THE ORGANIZATION
2. PEOPLE SHOULD      OCCUPY POSITION OF DUE TO THEIR PERFORMANCE
3.  CLEAR SPECIFICATION OF FORMAL AUTHORITY,RESPONSIBILITIES
4. POSITIONS SHOULD BE ARRANGED HIERARCHICALLY
5. WELL DEFINED SYSTEMS OF RULES AND REGULATIONS

• BENEFITS

1. CONSISTENCY IN BEHAVIOR
2. NO QUESTION OF CONFLICTING AND OVERLAPPING
3. OPTIMUM UTILIZATION OF LABOUR
4. THE DIVISION OF LABOUR MAKES THEM EXPERT
5. DOES NOT SUFFER ONE PERSON LEAVES THE ORGANISATION

• DEMERITS
• INVALIDITY OF BUREAUCRATIC ASSUMPTIONS:

1. RULES ARE NORMALLY PROVIDED FOR GUIDELINES BUT OFTEN THEY BECOME SOURCE OF INEFFICIENCY
2. RIGID ORGANIZATIONAL HIERARCHY WORKS AGAINST EFFICIENCY
3. PEOPLE CAN NOT WORK TOTALLY ACCORDING TO RULES AND PRESCRIPTIONS
4. TOTAL IMPERSONAL CAN NOT BE ADOPTED BECAUSE PEOPLE HAVE EMOTIONS,FEELING AND SENTIMENTS

• GOAL DISPLACEMENT :- WHEN RESOURCES ARE USED FOR A PURPOSE THAN FOR WHICH THE ORGANIZATION EXIST. THE PURPOSE THAT HAS REPLACED THE ORIGINAL GOAL. LIKE RULES ARE FOLLOWED FOR ACHIEVING ORGANIZATIONAL OBJECTIVES BUT FOLLOWING OF RULES MAY BECOME THE OBJECTIVES OF THE ORGANIZATION AND ORGANIZATIONAL OBJECTIVES MAY BECOME SECONDARY.
• UNINTENDED CONSEQUENCES:

1. MAY BE TRAINED INCAPACITY IN THE ORGANIZATION. TRAINING  INCAPACITY RELATES TO PHENOMENON WHERE A PERSON IS TRAINED AT THE MATTER FROM A SINGLE POINT OF VIEW. DUE TO EXCESSIVE SPECIALIZATION HE DOES NOT SEE BEYOND HIS TRAINING
2. CONFLICT BETWEEN PROFESSIONAL AND BUREAUCRATS. THE BASIC REASON IS THE DIFFERENCE IN ORIENTATION OF PROFESSIONALS AND BUREAUCRATS. PROFESSIONAL TRY WORK ACCORDING TO THEIR DISCIPLINE FOR EFFICIENCY WHILE BUREAUCRATS TRY TO EMPHASIZE RULES AND REGULATIONS
3. CONFLICT BETWEEN ORGANIZATION AND INDIVIDUALS. MANY CHARACTERISTICS OF BUREAUCRATIC ORGANIZATION WHICH WORK AGAINST HUMAN NATURE. EMPLOYEES WORK BETTER WHEN THERE IS COMPARATIVELY FREE ENVIRONMENT

• INHUMAN ORGANIZATION :-BUREAUCRATIC ORGANIZATION IS HUMAN AND WORKS LIKE MACHINE IN WHICH THERE IS NO IMPORTANCE OF HUMAN BEING
• CLOSED SYSTEM PERSPECTIVE :-HAS CLOSED SYSTEM PERSPECTIVE. A CLOSED SYSTEM IS SELF CONTAINED AND SELF MAINTAINING AND RIGID AND STATIC. IGNORES EXTERNAL CONDITIONS AND MAKES NO ALLOWANCE .