This article discusses about few organization theories that create a better environment for an organization. This article also try to cooperate with the word bureaucrats because people have negative perspective on bureaucratic system, complicated in many ways such as vision of red tape, full of rules and heartless bureaucrats. It is just a term to describe a form of organization, and how it is works.
In Max Weber and Classical Bureaucratic Theory, Weber discuss about interior organization of administration and he has created 8 characteristics of “ideal-type” bureaucracy which consists of hierarchical structure, unity of command, specialization of labour, employment and promotion based on merit, full-time employment, decisions based on impersonal rules, importance of written files and bureaucratic employment totally separate from the bureaucrat’s private life. Weber believes that bureaucracy was the most well-organized method than any previous version, but he also discovery that bureaucratic also has many problems. Some people critics about Weber’s work because he overemphasize on the impact of organization on workers and ignored the impact of the worker on the organization. Philip Seiznick stated that informal system of the worker also significant in organization, and Warren G. Bennis and Philip E. Slater declares that bureaucracy is outmoded, too emphasize on rigid rules and hierarchical.
Next subtopics, Taylor talks about appropriate planning of human and mechanical resources in Frederick W. Taylor and Scientific Management,. Taylor did contribute a scientific approach to work organization, which stress on important roles of managements in organization. He says that “soldiering” helps in increasing productivity which benefits ...
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...on and the office is subdivided based on three functions within the region. This form of organization responsive to regional needs but departures from national objectives and a complex form of organization. Second form of decentralization is decentralization on purpose or likely known as deconcentration, senior manager responsible for each function remaining in head office. Each branch is subdivided into region and specialize in providing only one function, it is to ensure uniformity of administration. This form is simpler than previous one, but the form lacks of coordination of the program and insensitive to regional needs.
In conclusion, all these theories created by Weber, Taylor, Gullick and Simon are to maximize the output of the organization. Workers play interchangeable functions to make an organization works better, increase the output of the organization.
Bureaucratic organizations have a formal and define hierarchy. They have formal management and have a pyramid management structure with the single overall leader and many layers of authority under him or her. On the other hand in a patron-client organization, there
Bureaucracy has been the main form of organisation for over a century and can be characterised by the following: functional specialisation, employees carrying out one function of activity as their primary role; hierarchy of authority, those in superior positions having authority based solely on the virtue of the position itself; a system of rules, the tasks of the organisation following a formal set of procedures and practices; and impersonality, individuals being treated on the basis of the rules rather than emotions and personality (Knights & Willmott, 2012). The mainstream perspective states that a bureaucratic organisation’s central aim is to maximise efficiency, objectivity and fairness and can be thought of as a ‘machine’ with the people making up the components (Knights & Willmott, 2012). This view attributes three problems to this rule-centred organisation: poor motivation, poor customer service and a resistance to innovation and change (Knights & Willmott, 2012). Employees in bureaucratic organisations tend not to be committed to their
The Company observes the practice of decentralization where the responsibility and authority in all decision-making for the divisions’ operations lie in its respective division managers, except those relating to overall company policy.
Taylorism is a system that was designed in the late 19th century, not only to maximise managerial control, but to also expand the levels of efficiency throughout workplaces. With this being said, productivity levels increased and fair wage distribution was the main result. However, with other, more recent theories and systems, such as Maslow and Herzburg’s theories, these helped to focus on the satisfaction and motivation of the workers rather than the concern of managerial control and empowerment. Fredrick W. Taylor ended up developing 4 main principles to help increase the work efficiency and productivity in workplaces; these will be discussed later on. Other theories relating to this include, Fayol, Follett, Management Science Theory as well as Organisational-Environmental Theory. All theories listed have an influence on the way businesses work effectively and put their skills to action. This essay will highlight how Taylorism was designed to maximise managerial control and increase productivity, furthermore, showing how more recent theories were developed to focus on empowering employees and to extend the use of organisational resources.
He noted that as there is a division of labor (as formed by Durkheim), bureaucracy should be established within an organization for it to function thoroughly. This includes the existence of hierarchy inside the society, and the responsibility of each individual. This launches the idea of efficiency inside an organization, particularly the government. Weber believes that everyone should function and will function inside the society. It must be a good idea but the concept if far from reality as it introduces as to the Utopian world where there is perfection as everything functions
The founding father of scientific management theory is Fredrick Winslow Taylor. He was an American mechanical engineer and an inventor. Modern management theorist Edward Deming credited Taylor for his contributions while Joseph Juran criticized his work for extracting more work from workers. However a careful reading of Taylor’s work will disclose that he placed workers interest as high as the employer’s in his studies. Before the principles of management are discussed it is very important to understand the causes which led Taylor to derive the four principles of management. The three causes are as follows:
Bureaucracy is an organizational design based on the concept of standardization. “It is characterized by highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command” (Judge & Robbins, 2007, p.
Based on research so far in this essay, it seems that the whole reason behind Frederick Taylor’s theory is that he tends to aim for making the most of his employees, to work to their highest standards for a successful company. When we look at the Ryanair case study on Management, D. Boddy pg 23 we can see that one of the key points is that the staff must turn an aircraft round between the flights in a matter of 25 minutes, which has a positive effect on increasing revenue. However, this leaves the employees under pressure, but this also tells us that the Ryanair organisation makes the most out of their employees, just like Frederick Taylor’s theory. Getting these tasks completed by the employees is all in the manager’s responsibility, Ryanair regulates their staff so that the managers are held responsible for providing the strategies for the employees as mentioned in the case study on Management, D. Boddy pg 23.
According to Sapru R.K. (2008) p370-371 the traditional ideal of public administration which inclined to be firm and bureaucratic was based on processes instead of outcomes and on setting procedures to follow instead of focusing on results. This paradigm can be regarded as an administration under formal control of the political control, constructed on a firmly ranked model of bureaucracy, run by permanent and neutral public servants, driven only by public concern. In emerging nations the administration was true bureaucracy meaning government by officers. In this perspective Smith (1996) p235-6 perceived that“the bureaucracy controls and manages the means of production through the government. It increases chances for bureaucratic careers by the creation of public figures,demanding public managers, marketing boards.
Post bureaucracy does constitute and advance on bureaucratic organization because it is the answer to the flaws of the bureaucratic system. Post-bureaucracy was aimed to fix the issues with the bureaucratic system. An important feature of post bureaucracy is Trust because it has a lot of advantages. Though it can be costly for the business. Trust refers to a lack of discipline as employees are motivated to do well for the organization. By implying rules it could prove negative for the organizations relationship with its employees and customers. Trust in post bureaucracy is designed so that stakeholders of the organization feel as if they are a vital part and essential to that organizations function. Trust is used to the ensure happiness of all the people related to the organization. A successful occurrence of this is at Homebase where the managers allow staff to issue discounts to customers when appropriate. This trust could easily be betrayed and could be misused and cause Homebase a lot of financial loss if the staff used this to their own advantage. A decline that has been largely attributed to piracy is websites that have illegal movie downloading which lead to a decrease in sales mention veronica mars movie. It is evident from these figures that the ability to download copyrighted material is being abused, and the confidence of organizations has been broken. This conveys that the trust aspect of post bureaucracy is inconsistent.
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
The concept of scientific management is based on the idea that work could be studied to increase efficiency, and specialization. Economist Adam Smith changed the way the world looked at the economy and organization. In his essay, “Of the Division of Labour,” Smith emphasizes the importance of specialization, and how division of labor leads to specialization. He states that this would allow a worker to be more productive and efficient (Shafritz, Ott, & Jang, 2011, p. 41-45). Frederick Taylor introduced the principles of scientific management, which stated that management is a science, workers should be scientifically selected and trained scientifically, and both management and workers should work together.
Frederick Taylor thought that changes in the work process and/or rules would advance efficiency and productivity. He originated the scientific management approach in public administration. It was based on the idea that work processes should be observed via experiments which would greatly improve productivity. It would do so by doing away with the rule of thumb work methods and replacing them with the results of actual timed observations (14). The application of the scientific approach to management methods would lead to optimizing task time by simplifying the job. It would mean observing work processes to find the one best way to perform each job (15). Once the best way was discovered, all employees were to use it. The simplification of the job would improve task time. This method would lead to increased productivity, higher wag...
the study of time and action; b) the management on assignment; c) the theory of organization. (8)Taylor’s theory created a revolution in the subject of management because it was the first scientific method in field of management science. (1)After that, management became a truly scientific knowledge and it expanded and modified by later generations. Therefore, Taylor is “known as the father of scientific management”. (2) Taylor put forward a perspective which was “study the character, the nature and the performance of each workman” and moreover, to “train and help and teach this workman”. (3) In the following paragraphs, will exploring the relevant and irrelevant hypotaxis between Scientific Management and organizations.
Scientific management can be defined from a broad sense as the endeavors made in order to come up with suitable systems in the sector of industrial production and organization. In a narrower sense, it refers to the specific principles that were championed by Fredrick Taylor who was an engineer before the First World War. Taylor focused on ways of increasing productivity and reducing waste that resulted from management controlling the labor process. It is important to realize maximum output from every individual or machine and it is only through embracing scientific management that these problems could be solved. The central way that Taylor proposed of achieving these goals was task idea which was regarded as the single most important concept in scientific management. Task idea held that the tasks of every worker were to be planned out and the workers given clear instructions with details of the work they were supposed to do and ways of doing it.