Bureaucratic Associations

Fredrickson and Smith (2003) note that administrative theorists have to struggle with conflicting ideas such as the desire for efficiency, which can be in opposition to democratic ideals of equity and consensus building. Fredrickson and Smith (2003) outline the work on bureaucratic control by some, such as Allison and Wilson in their attempts to explain what motivates the government or bureaucracies to take action. Others, like Seidman have suggested that scholars have been looking at government action through the wrong point of view. Instead of attempting to understand the administrative motivation behind government action, the focus should be on the political motivations (Fredrickson & Smith, 2003). Fredrickson and Smith (2003) also discuss representative bureaucracy, where if members of a bureaucracy share the same, or similar, points of view as the general public, then the actions taken by bureaucracy members may be more democratic than actions taken by elected

If group is deemed a reference group, consider how this group affects or hasaffected your lifepersonally and/or professionally? If you select any organizations for youranalysis, consider Weber’s five characteristics of an ideal bureaucracy and suggest which (if any) of the characteristics are directly applicable to your organization. From personal experience, examine the positive and negative ramifications of operating within a bureaucratic structure.

The bureaucratic era has been the traditional form of organization for more than a century, in simple terms described as hybridity, standardized operations and none flexibility inside the organization. The change to the post-bureaucratic is shown through personal influence, high trust relationships and the importance of the individuality of everyone (McKenna, Garcia-Lorenzo & Bridgeman, 2010). According to Kernaghan (2000) the characteristic of the bureaucratic era is “position power” and of the post bureaucratic “participate leadership”.

The basics of administrative responsibilities involved several significant standards 1) Responsiveness- how rapidly an organization /agency responds to variations. The degree of responsiveness mandated the awareness of focus groups, surveys, and soliciting information about public gatherings 2) Fairness - safeguarded from the denial of life, liberty or property by the government. Flexibility – the capability to adapt to unanticipated circumstances 3) Honesty- lack of deceitfulness. People working together in an occupation have the propensity to trust one another because they shadow similar ethical beliefs. By contrast, people that do not trust others eventually collaborated with a system of formal rules 4) Corruption implicated the abuse of

However, despite Max Weber’s theory that bureaucracies are like iron “iron cages” that are a efficient form of administration. Prior to modern government reform patronage, spoils, and bribery were just part of the political environment for Public Administrators. In today’s, modern government Public Administrators are hired based on the merit and technical qualifications that secure the individual can carry out the duties of the office. However, Public Administrators are forced to work in a hierarchical organization

It has been identified by earlier scholars such as Robert Merton that there are four imperative traits, which most bureaucrats develop as a result of their work. (Merton; Goodsell 94) One would be a lack of adaptability in the workforce. This happens due to the fact that each agency is filled with workers with a specific skill set that would aid them in that job position and make it hard for their skill to be used in a separate job. The second trait would be that the bureaucrats are sticklers for the rules. The need for following the rules and guidelines can cause them to loose sight of the big picture such as the original goal. The third trait would be that due to the fact that most hold their positions for long periods of time they may become hyper-conscious and attached to it. The Fourth and final trait Merton mentioned in the article would be that the need to follow the rules causes them to overlook the fact that they are serving another person. Sometimes they lose sight of the fact that they are dealing with individuals (Merton; Goodsell

With the creation of new states and the intervention of government in everyday life of citizens necessitated the need for ideal-type of bureaucracy. Everywhere whether in developed or developing nations, bureaucratic structure is a common phenomenon.

Bureaucracy is a staple for the society we live in. the definition of bureaucracy defined by Max Weber is that is constitutes the most efficient and rational way in which one can organize human activity, and that systematic processes and organized hierarchies were necessary to maintain order, maximize efficiency and eliminate favoritism. We see this in our businesses, government, schools, hospitals, banks, and every aspect of our society. There are always hierarchies in every aspect of life that show us who is in charge and has the power, and the ones below them. This system brings order and puts people in place to have an efficient society. Commonly, bureaucracy shows the hierarchical structures in a negative light due to the absence of individual freedom of initiative and the overuse of delegation. “Bureaucracies generally reward compliance, not defiance. In bureaucratic settings, one does not typically advance by being the defiant, rugged, and fiercely independent individualist of American folklore, but by going along to get along, being a team player, following the rules and procedures, and slowly climbing the bureaucratic ladder one step at a time” (McNamee and Miller 2013:171-172). In the Film “Office Space” bureaucracy is shown in a company called “Initech”. The film is about a computer programmer named Peter Gibbons who is a rather depressed individual who hates his job. During the course of the movie Peter becomes fed up with the bureaucracy and so he

The purpose of this paper is to review DavidsonWorks’ history. Using Chapter 26, Anthony Downs’ “The Life Cycle of Bureaus,” from the Classics textbook to supplement and support my discussion, I will outline DavidsonWorks birth as a bureau, but will focus mainly on DavidsonWorks bureaucratic life cycle from 2007 to present.

Based on this right, the bureaucracy designed by Weber has clear division of labor; thoroughly indicated hierarchical relationship and pointed out impersonal relationship (Crozier, 1964). In the course of history, there have been various more perfect organizational systems, therefore, bureaucratic theory was questioned and criticized by many scholar. However, there are still certain organizations that use bureaucracy theory to design the corporate structure despite many critical views.

We frequently work with the pioneers who have confidence in the absolutist style of authority. They take all choice without counseling the subordinate and furthermore donot trust in straightforwardness. Correspondence tends to take one-way course. Subordinates need to rely on upon the prevalent for everything, such as setting objectives, deciding needs and actualizing plans. Authority is the practice of impact over the individuals who are subject to each other; pioneers are there to guide them. Most pioneers don 't have confidence in straightforwardness, since they trust that the devotees will see them as less legitimate and the certifications with which they worked will lose their energy, use and gravitas.The supporters anticipate that the pioneer will be adaptable and sufficiently straightforward. The straightforwardness among the pioneer and adherents helps in inspiration and urges them to participate in association 's exercises and accomplish destinations.

Since its early translations, Essay’s in Sociology (1948), Max Weber’s theory of bureaucracy has been used as a platform to study and understand the structures of an organisation, in service sectors. However, many societies have undergone significant change since the development of the theory, with the improvement of technology and globalisation, many view the bureaucratic model to no longer have relevance in contemporary organisational structure in the 21st century. The notion that a bureaucratic system can no longer be applicable to modern organisations is highly questionable, as many suggest bureaucracy will continue to be a fundamental part of any organisation, but, the application and implementation will adapt differently across the diverse range of organisations, even coexist with contemporary theories, such as post-bureaucracy.

For my research on the principles bureaucratic organizational structure, I chose the Memphis Police Department, for which I have been employed the past twelve years. The father of bureaucracy Max Weber had some interesting, yet very controversial perspectives. Many concepts that can not and will not be tolerated in any organization or cooperation. An agency would do significant harm to themselves if they demonstrated an impersonal rule-based merit system, that is managed by rational law. Weber’s perspective wanted to keep the human element out of organizations entirely and have logical structures which are detrimental to any criminal justice organization which relies on human interactions(Cronkhite, 2013). He believed that the individuals that made up the bureaucratic organization, will be more efficient if their human differences are ignored. His models included a hierarchical structure of authority in an ordered system of superiors and subordinates, with individuals, were selected because of expert training, technical qualifications and career employees (Cronkhite, 2013). Though some of Weber tactics seem outdated and sterile, they still seemed to be used or modified in current organizational principles. The Memphis Police Department’s Mission Statement fundamentally disagrees with some perspectives of Weber as they are sworn to respond to the needs, rights, and expectations of all citizens(Memphis Police Department. ,2017). The Memphis Police Department employs four

“The bureaucracy is the administrative heart and soul of government” (Lowi, Ginsberg, Shepsle, and Ansolabehere, 2014, p.302). Bureaucracy, in administrative states, is the link, medium, and transitional phase in which policies that have become laws, are passed by elected officials and are delivered by the bureaucracy to the people. When policies are to be implemented into laws, Congress, at times, gives vague instructions to the bureaucracy. In doing so, the bureaucracy has the power to make their own interpretation as to how the policy should be implemented. However, bureaucrats (the agents) have their own interests and beliefs as well (Lowi et al., 2014). How can the decisions of bureaucrats, when interpreting and implementing laws, not be affected by their own personal interests and beliefs? Can the autonomy of the bureaucracy, in these cases, to interpret the law really be considered a “power”? Multiple studies have been conducted to evaluate how such components have an effect on organizational performance. Lois Recascino Wise’s (2004) explanation of why bureaucracies vary in the manner in which they perform their organizational roles is based on sound assumptions and a persuasive causal logic, but his theory does not explain in depth the uncontrollable factors that have an effect on bureaucratic posture as do the theories of other researchers. The reasoning for the variations in bureaucratic posture is explained and developed into what is known as the “Theory of

Objective- Describe the features of organizations and bureaucracies- formal, informal, gendered, and network (Pages 179-195, 197).