Key Concepts of Max Webers Theory on Bureaucracy - Essay Example

Key concepts of Max Weber’s Theory on Bureaucracy Different organisations have varying emphasis on the rules. However, some organisations are strict on their rules, as they are inflexible. Such organisations are commonly known as bureaucracies. As such, these organisations function on the rationality principles. The organisations do not make changes to their rules, as they are the main point of focus. Weber observed that societies and organisations could be effectively managed by authority to some individuals. This is where a number of individuals are given ultimate control over the organisation. In such instances, there is use of hierarchy of authority. The people at the top in the organisation have ultimate authority. They are mandated to implement the rules that are stated in the organisation. In such instances, the junior staffs have to ensure the rules are followed. Apparently, there are three types of authority. To begin with, there is the individual authority, known as charismatic authority (Maley, 2011:6). This is where an individual has authority over others due to the individual’s leadership. Secondly, there is the traditional authority, which is an establishment of an organisation or an institution. For example, in some monarchical organisations, the leadership is reserved to some people. The leadership is transferrable according to the initiated rules, since its inception. One generation transfers the leadership to the next generation as traditionally stated. Lastly, there is the rational authority. This is where legal systems are used in when giving authority to the leaders. For example, government organisations have to use the stated rules before initiating a change in leadership. According to Weber, a number of principles are used in bureaucracy. To begin with, a bureaucracy is a formal organisation with a hierarchal structure. This is where the level of authority varies from one level to another. As a fact, each level in the organisation has control over another level that is below. The ultimate level of control is the central control, which is involved in central planning. Similarly, the central control is the decision making body in the organisation. Therefore, the crucial decisions are made by the central control, which is the highest level in the hierarchy of leadership. Secondly, bureaucracies are controlled and managed by rules (Merz, 2011:8). In this principle, the top management is responsible for making all the rules and decisions in the organisation. These rules should be observed and executed by all the lower levels in the organisation. Thirdly, the organisation’s employees work according to specialty. This is where specialists in a particular field do all the work. As such, the workers are given different tasks depending on their skills and knowledge. Therefore, there should be a direct relationship between the skills and the type of work by the workers. The organisation is focused on various objectives and purposes. For example, some organisations are focused on serving the stockholders. This is to enhance a lasting relationship between the organisation and the stockholders. This is commonly known as the “up-focused” organisation. Similarly, some organisations ostensibly serve their priorities. This is where the organisation has an objective of enhancing its profitability, gaining a larger market niche, and producing better cash revenue. These benefits are shared within the organisation. This brings an “in-focused” organisation. Fifthly, bureaucracies are governed by the principle that they should treat all the workers equally. Similarly, they have to treat all the customers equally. This is to avoid a conflict of interests while running the organisation. Apparently, individual differences should not be used at the work place to influence treatment to each other. This will enhance productivity and objectivity in the organisation as all the workers and customers are satisfied with the services that are offered in the organisation. When the customers and workers are contented with the treatment, they are likely to enhance the relationship with the organisation. However, when this is not adhered to, the organisation is likely to lose some workers and allied customers. Sixthly, bureaucracy is guided by the principle of employing people according to meritocracy and technical skills. This is where interested workers are hired in accordance to the required technical skills (Merz, 2011:10). Any interested party with the desired skills should be given first priority, while observing the principles of meritocracy. Therefore, the employment is in accordance to the technical qualifications and skills. People who lack such qualifications and skills should not be given the job opportunity over others who do have the desirable skills and qualifications. Relevance of Weber’s Ideas in the 21st Century The ideas initiated by Weber are equally relevant in the 21st century. The ideas are still in use in many organisations across the globe. First, the rules succinctly state the code of conduct in an organisation. The workers, managers and other concerned parties have to be observant to the rules that are stipulated in the organisation. This is a way of solving numerous problems in the organisation. For example, there is a mode of solving emergent problems in the organisation. This will make work easier to the managers, workers, and concerned parties when solving incumbent issues. As such, the organisation concentrates on its priorities and objectives rather than wasting time in solving the minor problems. Secondly, bureaucracy as initiated by Weber enhances unity and uniformity in an organisation (Maley, 2011:12). The organisations have a stipulated was of performing tasks. The presence of a centralised governing body initiates the rules that should be observed in the organisation. With such an approach, all the workers have to follow the stipulated rules. Apparently, the central governing body is responsible for monitoring and evaluation. Since they are responsible for the monitoring and evaluation, they are in a position to punish, reward and make changes in the organisation. This reduces the instances of ambiguity in the organisation, as the responsibilities of the central management are clearly stipulated. Under such circumstances, the organisation is likely to record an upward stretch in performance. However, when the rules are not clearly stipulated in the organisation the workers will not work in unity and uniformity. This affects the performance of the organisations as they may struggle to accomplish some of the simple tasks. At times, the ambiguity in the organisation affects individual performance, as they do not have full information the scope of their work. Bureaucracy is an aspect that enhances openness in an organisation. This is where the leaders of the organisation have to give all the stakeholders, workers and other parties all information in concern to the running of the organisation. The concerned parties scrutinise the information in books of the organisation at lengths. As such, all the concerned parties have knowledge of the important aspects of the organisation. In such a situation, they are likely to monitor the performance of the organisation at lengths. Similarly, the knowledge of the files ensures the business is not involved in unscrupulous and clandestine activities. Apparently, in this aspect, precision is enhanced in an organisation as the organisation is seen to manage the organisation in accordance to the stipulated rules. However, on the contrary, when this is not done in organisation, there is a likelihood of emergence of scandals in the organisation. For example, some of the managers may use their authority for individual benefit (Maley, 2011:15). This will have a direct effect on the organisation. Similarly, it will be hard for the organisation to enhance accountability. With such actions in the management, an organisation is likely to flop, as the monitoring and evaluation does not follow bureaucracy. Bureaucracy has calculable rules in managing organisations. This is where all the employees and managers have to work in accordance to the rules and regulations in the organisation. These rules should be observed at all times, as long as the workers are in the organisation. However, when the rules are not observed, the workers and managers have to face the consequences of flouting the rules. Apparently, the calculable rules influence calculable consequences. Therefore, there is calculability of consequences. For example, some rules could lead to termination, while others may result in a stern verbal or written warning. Relevance of Values and Ethics in Organisation Today Bureaucracy has influenced the way organisations are managed in today’s world. To begin with, there is enhancement in meritocracy. This is where the skilled and qualified employees are given an opportunity to serve in the organisation. This has several advantages. First, the individuals are given an opportunity to use their skills. Secondly, the organisation is at an opportune stage of enhancing productivity (Merz, 2011: 13). As such, the organisation will be making an improvement in its endeavours. Lastly, the stakeholder, which includes the customers are given high quality service and products. As a result, all the people that interact with the organisation achieve optimum results. Bureaucracy states the rules that should be used when serving customers and interacting with workers in the organisation. This is met be rewards or punishments, depending on the situation. Whilst some situations are punishable by the organisation, some situations need law enforcement. This has ensured all the people in the organisation have to be responsible in maintaining the values and ethics of the organisation and society. This has enhanced sanity in organisations and the world as a whole. This aspect has led to transfer of skills, knowledge, and culture from one generation to another. This has enhanced continuity in organisations as they strive to maintain greater performance. (Merz, 2011:13) As such, there is improved performance as the rules are observed accordingly. In conclusion, bureaucracy is an aspect that should be initiated in all organisations. Though some workers have stated that bureaucracy is the beginning of the downfall of some organisation, it should be used accordingly. This will enhance performance, improvement, and focus on values and ethics in the organisations. References Maley, T. (2011) Democracy and the political in Max Webers thought, Toronto, University of Toronto Press. Merz, F. (2011) Max Webers theory of bureaucracy and its negative consequences, München, GRIN Verlag. Read More