On This Page:ToggleWeberian Model of BureaucracyBureaucratic OrganizationPro & ConsExamples
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Weber’s ideal type of bureaucracy was described inEconomy and Society, published in 1921.
Weber believed that bureaucracies are the most efficient way to organize large organizations and was a result of the inevitable rationalization and impersonalization of society.
a diagram of max weber’s bureaucracy theory displayed as a cycle of 5
Summary
Weberian Model of Bureaucracy
He then shows how these features can create an efficient organization.
This results in an efficient and effective organization, as each unit can focus on its task and work together towards the common goal (Serpa & Ferreira, 2019; Weber, 2016).
Weber’s theory of bureaucracy has been extremely influential, particularly in public administration.
It has shaped how public organizations are structured and operated and has had a significant impact on the way in which sociologists understand and study large organizations – and their effects on the human psyche.
Weber considered the rationalization of society to be inevitable, creating impersonality in social relationships and disenchantment with the world (Pollitt, 2008).
For Weber, bureaucracy is the ultimate affirmation of this impersonality. His definition of a bureaucracy includes several necessary conditions such as “a division of labor”, “hierarchical authority relationship”, “formal rules and regulations,” and “impersonality”.
This results in an efficient and predictable work environment, which is essential for organizations that need to process large amounts of information or coordinate complex activities.
1. Hierarchical structure
Hierarchy creates a clear picture of class within an organization; rules and regulations coordinate employee performance and efforts, and career orientation allows bureaucracies to select candidates primarily based on their competencies, ensuring that people wind up in the jobs most suitable to them (Sager & Rosser, 2009).
Weber believed that the hierarchical structure should be based on merit so that those who are more capable and qualified are given positions of responsibility.
2. Formalized rules
Formalized rules and regulations are essential for bureaucracy because they provide a clear framework within which behavior must take place. This helps to ensure that all members of the organization are aware of the expectations and boundaries within which they must work.
This formalization, in increasing the capacity for an organization’s control and direction, enables the extension of the institution’s field of action (Serpa & Ferreira, 2019).
Formalization also helps to prevent errors and misuse of resources, as there can be clear consequences for breaking the rules. Weber believed that rules and regulations should be written down and made public so that everyone is aware of them.
He also argued that they should be applied in a consistent and impartial manner. This ensures that everyone is treated equally and that favoritism does not play a role in decision-making (Serpa & Ferreira, 2019).
2. Managerial dedication
In Weber’s vision of the ideal bureaucracy, managers need to be fully dedicated to their position and the organization.
This means that they need to be willing to work long hours and make sacrifices for the good of the organization. It also means that they need to have a deep understanding of the bureaucracy’s procedures and rules so that they can ensure that everyone is following them correctly.
Weber argued that they should be given a high degree of autonomy so that they can make decisions quickly and efficiently.
This helps to ensure that the bureaucracy is able to respond quickly to situations that would otherwise take a large amount of time to filter through higher management (Serpa & Ferreira, 2019).
3. Specialization
Specialization is an important aspect of bureaucracy because it allows organizations to divide up tasks into small, manageable units.
This allows each unit to focus on its own task and work together towards the common goal. The use of hierarchical authority relationships ensures that each unit is accountable to a higher authority, which helps to prevent errors and misuse of resources.
Weber argued that tasks should be divided according to the worker’s own abilities. This allows for workers to be aware of their own roles and worth in the organization. It also eliminates the need for excessive training, as workers already have the skills and knowledge needed to carry out their tasks.
To go beyond one’s role is a violation of Weberian bureaucracy, as it eliminates transparency and a clear division of labor (Serpa & Ferreira, 2019).
4. Impartiality of management
This ensures that everyone is treated fairly. Additionally, management must follow the established rules and keep private businesses separate from their personal views (Serpa & Ferreira, 2019).
If management is not impartial, it can lead to corruption and nepotism. For example, if a manager were to award a contract to a friend or relative rather than the most qualified bidder, it would not only be unfair, but it would also waste the organization’s resources, such as funding and mentorship.
If management does not follow the rules, it sets a precedent for others to do the same, which can quickly lead to chaos.
5. Well-trained employees
Bureaucracies require well-trained employees because employees need to have the necessary skills and knowledge to carry out their tasks.
They also need to be able to work together as a team in order to achieve a common goal. Training helps to ensure that employees are able to collaborate without losing efficiency due to a lack of common knowledge.
Weber argued that all employees should be trained in their specific roles and that they should receive ongoing training as new technologies and methods are developed.
This ensures that they are always up-to-date with the latest information and that they can adapt quickly to changes in the organization (Serpa & Ferreira, 2019).
6. Formalized rules
Advantages and Disadvantages of Bureaucracy
The idea of bureaucratic efficiency encompasses everything from the rationality and scientificity of an organization to how effectively it functions on a day-to-day basis — its quality of behavior, the extent of its field of action, and effectiveness of operation cost (Serpa & Ferreira, 2019).
On the downside, Weber thought of bureaucracy as a system where individuals lost control over their work and organization. People become “a cogwheel of the machine.” (Cleg, 1990).
People seeking flexibility in the bureaucracy’s rigid rules create exceptions and re-interpretations of them. Ultimately, the rule – and how it can be made more flexible – becomes the end in itself.
Whereas the sociologist Max Weber (2015) used the model of bureaucracy to represent the direction of his changing society, Ritzer sees thefast-food restaurantas being more representative of how contemporary societies are changing.
Max Weber’s bureaucratic theory has been used to explain and analyze the workings of many different types of organizations. Here are a few examples:
Governments
The hierarchical structure of government bureaucracy ensures that each unit is accountable to a higher authority, the rule of law.
Well-trained employees and managers who are dedicated to their position help to ensure that the government bureaucracy is able to function effectively as they process both local and national matters, ranging from construction permits to court decisions and the printing of currency (Toye, 2006).
Corporate Culture
Large businesses often have a complex structures with many different departments and layers of management. This can make it difficult to communicate and make decisions efficiently.
The Military
The military is a good example of an organization that needs to be able to respond quickly to changes. The hierarchy of the organization allows for those in control to quickly make decisions that benefit the military’s strategic objectives.
The employees of the military, who all generally receive the same basic training, are able to carry out their tasks consistently and with a high degree of precision (Toye, 2006).
References
Clegg, S. (1990).Modern organizations: Organization studies in the postmodern world. Sage.
Pollitt, C. (2008).Time, policy, management: Governing with the past.oup Oxford.
Sager, F., & Rosser, C. (2009).Weber, Wilson, and Hegel: Theories of modern bureaucracy.Public Administration Review, 69(6), 1136-1147.
Toye, J. (2006).Modern bureaucracy(No. 2006/52). WIDER Research Paper.
Udy Jr, S. H. (1959). ” Bureaucracy” and” rationality” in Weber’s organization theory: An empirical study.American Sociological Review, 791-795.
Weber, M. (1930).The Protestant Ethic and the Spirit of Capitalism. New York, NY: Charles Scribner’s Sons(reprint 1958).
Weber, M. (1936).Social actions.
Weber, M. (1947).The theory of social and economic organization. The Free Press, New York, NY.
Weber, M. (2016).Bureaucracy. In Social Theory Re-Wired(pp. 287-292). Routledge.
Weber, M. (2019).Economy and society: A new translation. Harvard University Press.
Saul McLeod, PhD
BSc (Hons) Psychology, MRes, PhD, University of Manchester
Saul McLeod, PhD., is a qualified psychology teacher with over 18 years of experience in further and higher education. He has been published in peer-reviewed journals, including the Journal of Clinical Psychology.
Olivia Guy-Evans, MSc
BSc (Hons) Psychology, MSc Psychology of Education
Olivia Guy-Evans is a writer and associate editor for Simply Psychology. She has previously worked in healthcare and educational sectors.
Charlotte NickersonResearch Assistant at Harvard UniversityUndergraduate at Harvard UniversityCharlotte Nickerson is a student at Harvard University obsessed with the intersection of mental health, productivity, and design.
Charlotte NickersonResearch Assistant at Harvard UniversityUndergraduate at Harvard University
Charlotte Nickerson
Research Assistant at Harvard University
Undergraduate at Harvard University
Charlotte Nickerson is a student at Harvard University obsessed with the intersection of mental health, productivity, and design.
