Compare And Contrast Classical And Contingency Approaches To Organisational Design

Maddern, J., Courtney, M., Montgomery, J., & Nash, R. (2006). Traditional and emerging organisational designs (2nd ed.). Marrickville, Australia: Elsevier Australia.

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 most prominent model of bureaucracy was formulated by German Sociologist Max Weber during the nineteenth century. Webster’s model was formulated from the rampant patronage systems that existed during his time. Webster’s model proposed a solution for more professionally and efficiently managed merit-based organizations.Webster’s model however, represented a broad framework rather than an all encompassing model, complete in every detail.The central goal of Webster’s model was to make possible an optimum degree of control.Weber's bureaucratic theory emphasized the need for a hierarchical structure of power. It recognized the importance of division of labor and specialization. A formal set of rules was bound into the hierarchy structure to insure stability and uniformity. Weber also put forth the notion that organizational behavior is a network of human interactions, where all behavior could be understood by looking at cause and effect. He prescribed these five key elements(1) division of labor and functional specialization, (2) hierarchy, (3) maintenance of files and other records, and

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

The bureaucratic model of leadership is based on the concept of fixed duties that are maintained through a hierarchy of authority. Max Weber (1800) believed that organizations had one critical weakness and that was closely interacting with employees and simulating a family or community like environment. He believed that the only way that and organisation could be run was by separating work and pleasure and ensuring that employees followed a stick code of conduct which would be enforced and managed by more trustworthy and higher ranking employees. However while prominent for over a century the bureaucratic management model has become scarcely used in the last few decades as more and more organisations seem to be gradually reverting to pre bureaucratic values. Organisations like Valve and Google have cause the diminishment of the

Specialization, departmentalization, unity of command, and span of control are the principles of the organizational structure. Bureaucracies usually have the characteristics of a set application of rules and a standard way of getting things done. Both however have their positive and negative aspects to it. What we understand about a set way of doing things is that it holds fairness in high regards. If specialization is key though,

The new structure implemented by Edward has changed the flexible and creative organisational culture to a bureaucratic and administrative culture. Bureaucracy is a type of organisation where organisation is whereby there is division of labour, clear structured hierarchy, detailed rules and restrictions and impersonal relationship (Robbins et al., 2012). 6 Steps and Rising has divided tasks into simple, mundane and routine tasks and established a detailed hierarchy with clear chain of command, implemented restrictive rules that govern all employees and uniform application of rules across the whole organisation. This new implementation restricts individual creativity and limits the organisations to adapt and respond to a dynamic environment.

The classical or traditional approach to management was generally concerned with the structure and the activities of formal organization. The utmost importance in the achievement of an effective organization were seen to be the issues such as the establishment of a hierarchy of authority, the division of work, and the span of control.

Bureaucracy was one of the most popular theories developed and is used in some modern organisations such as the NHS and the Police. Through the years bureaucracy has developed a bad reputation for de-humanizing jobs (Grey, 30) “In the ideal-type, people are no more than parts in a well-oiled machine –devoid of passion, prejudice and personality”, although some people prefer this structure (Handy, 22) “No one, it seems, approves of bureaucracy except, interestingly, lots of people in organisations who like to know where they stand.”

Another type of bureaucracy, more common in the modern world, is the administrative system that oversees the operations of a large institution. Bureaucratic organizations are formed for this purpose. These organizations often operate in a hierarchy. By operating in this manner, the roles of the workers become clearly defined while everyone takes definite responsibility for their actions. However, these organizations are usually slow when it comes to adapting to

Power and authority organize people in bureaucratic structures. The hierarchical structure of these organizations dictates the scope of authority that each individual has relative to their respective position. Standardized rules, methods, and procedures within the bureaucratic structure stimulate strict discipline as an essential element for success. The organizations are impersonal places to work and do not conform to the needs of the workers. Historically, power and authority in bureaucratic structures has limited individual personal decision-making, restricted individual opportunities for creativity, denied individual opportunity to develop a sense of self and restricted the potential for diversity in the workplace in public administration.

If we go back to the first half of the twenty first century, organization theory was dominated by classicists who viewed organizations as rational systems and valued efficient operations above all. They promoted the idea that management is a process of planning, organization, command, coordination n, and control and that design of an organization should be like that of a machine. This concept spawned the modern bureaucracy. (Morgan, 1997a)

Abstract: The theory of bureaucracy was proposed and published by Marx Weber (1947). Although there are some studies on this perspective were discussed before him, those theories did not form as systematic theory. After Weber, the issue of bureaucracy becomes a hot topic in the field of social organization. Almost all well-known scholars such as Martin and Henri have published their views on it. Bureaucracy adapted as the traditional organizational model during industrial society, essentially, bureaucracy could exist rational. This essay firstly will review the principle of bureaucracy in organization based on organizational design perspective. Secondly, it will analyze the strengths and weakness of

The mechanistic structure is the traditional or classical design, common in many medium- and large-size organizations. Mechanistic organizations are somewhat rigid in that they consist of very clearly delineated jobs, have a well-defined hierarchical structure, and rely heavily on the formal chain of command for control. Bureaucratic organizations, with their emphasis on formalization, are the primary form of mechanistic structures. According to Max Weber, bureaucracy is a form of organization characterized by a rational, goal-directed hierarchy, impersonal decision making, formal controls, and subdivision into managerial positions and specialization of labor. Bureaucratic organizations are tall consisting of hierarchies with many levels of management. In a tall structure, people become relatively confined to their

Organizational design can provide quicker decision-making as some models help accelerate information flow and streamline decision-making. It can also provide personal growth by creating opportunities for people to take on different and challenging roles within the same organization. Any work process in the organization can be in scope for organizational design.