In lieu of this, therefore, present-day large companies such Facebook, Amazon, or General Motors can to a certain extent be considered to be bureaucracies as they contain and portray most of the features of what Weber idealized as a bureaucracy.
As bureaucracies, these companies have a hierarchy of authority where there is a chain of common to be followed (Rubin, 1986). While departmentalization has also been common in these companies, powers are vested on offices where seniors in those offices have the authority and power to supervise and control the juniors. For instance, employees in these companies are assigned duties by the shift manager who in turn answers to the store manager who also answers to the regional manager. The chain continues until it reaches the CEO who is in turn answerable to the board of directors who eventually answer to shareholders. In these companies, this chain of command is observed, and decisions must rightly be channeled.
Large organizations can also be perceived to be bureaucratic as they practice division of labor and specialization. Each individual performs the tasks they are specialized in (Johnston, 2010). Apparently, departmentalization has made specialization real as you will find the production departments engaging only in production while the marketing and procurement departments engaging only in marketing and procurement respectively. This is an important feature of bureaucracies and all large companies including Facebook, Amazon, or General Motors endorse it.
What’s more, these companies, as bureaucracies, have explicit rules that guide conduct of employees. For instance, General Motors, like many other large companies, has a handbook of the rules and regulations that stipulate how employees are expected to conduct themselves in the course of duties. All official functions are continuously organized and bound by