'Management and Weber Essay\r'

'Drawing on weber’s elevated grammatical case, critically consider the relevance of bureaucratic memorial tablet to the focussing of twenty- for the first time century disposals. slime weber was a German sociologist in the ordinal century; he was noteworthy for his classical circumspection placement. weber class three different examples of authority, conventional, charismatic and accredited authority. Traditional authority is establish on traditions and customs that the adder has the legitimate re obtain to use authority. Charismatic authority is the smell that the leader whose mission and visions will reanimate others. Legitimate authority is found on ball, organization of rules. In the 1930s, Weber introduced that the bureaucratic form as being the specimen way of organizing g everywherenment agencies. This soon became fashionable in both(prenominal) the private and in the public eye(predicate) sectors. Weber reckons that the breeding of rational forms to be the most fundamental characteristics in the development of Western society and capitalism.\r\nHe considered the traditional and charismatic forms as irrational. Rationality is based on reasoning, calculation and logic. One of the numerous types of intellect embroils the conventional rationality. The notion of formal rationality is important to the emergence of industrial capitalism as capitalism set reason, calculation and precision, science and logic. Formal rationality is a form of rationality that characterizes bureaucratic organizations. Bureaucracy refers to the execution of tasks that be governed by official administrative and formal rules of an organization. Weber’s bureaucratic management theory focuses on dividing organizations into hierarchies with authorities and control.\r\nThe ideal type is extreme, empirically based and yardstick for comparison. Weber has 6 major principles for his ideal type of management style. Firstly, the organization has a formal hierarchical grammatical construction, which refers to the ranking system inwardly in the management. A hierarchical structure management style withal suggests a centralized decision making process, where the Brobdingnagian majority of decisions be made by a little(a) number of people, comm entirely the senior management teams. Secondly, the organization follows a management by rules system; the organization is controlled by rules, which allows decisions to be made at high level accordingly execute by the cut levels.\r\nThirdly, the organization is organised by functional specialty, which means that in that location is specialization in spite of appearance the organization; employees atomic number 18 divided into separate departments based on their abilities and skills. Specialization allows the employee to be efficient and to a greater extent skilled at a specific task, which increases productivity. Further much than, all decisions and rules argon recorde d in writing to ensure continuity over time. In addition, in an ideal system, thither is equality between all employees, applying to both managerial and non-managerial workplaceers. Lastly, employment is wholly based on technical qualifications, which means employees are hired on a foundation of their abilities and competence.\r\nWeber’s bureaucratic management focuses on the authorities in the bring in level of the hierarchy and showcases an â€Å"iron coop” to restrict the lower lever workers which leads to demotivation and a feeling of insignifi whoremongerce. Many researchers argue that weber emphasizes on the positive consequences of bureaucracy and ignores the dysfunctions of it. These researchers include Gouldner, Merton and Thompson.\r\nIn Gouldner opinions, he does not believe the bureaucracy authority is neither pleasing nor efficient. He proposed three types of bureaucracy, mock bureaucracy, penalization centered bureaucracy and congressman bureaucr acy. In mock bureaucracy, the rules are ignored because they have from an outside agency; employees feel that on that point is too much ‘red tapeline’. In punishment-centered bureaucracy, the rules are imposed on the workers from inside the organization. This type of authority discourages the workers from profuse commitment; workers would only perform a adequate number of work. In representative bureaucracy, the rules are developed and supported by managers and the employees.\r\nAs for Merton, he believes that rational rules and the clam up control leads to inflexibility. He introduced the idea of ‘ remainder displacement’; this is when organizational goals are supervene upond by personal goals. Bureaucracies’ rules become more important than what they were designed to serve, which results in inefficiencies. In bureaucratic systems, specialization consists of different departments with different goals. These goals could cause conflict and thes e goals may become more important than the organization’s authoritative objectives.\r\nVictor Thompson as well as criticized Weber’s ‘ideal type’, he suggests the bureaupathic behavior, and this is when employees are more interested in the rules than the purposes and goals of the organization. Thompson also argued that in bureaucratic systems, the authorities generate a sense of insecurity that uses rules to nourish them from making errors. There are many more dysfunctional consequences of bureaucracy. Firstly, bureaucracy is a rigid management system, it is designed for a stable and predictable disdain surround, at that placefore it cannot adapt to rapid and unexpected changes. Also, in a bureaucratic system, there is a concentration of power in the higher(prenominal) levels of management, which would create distance between the employees at the lower levels of the hierarchy and leading to a sense of demotivation.\r\nThere was not only Weber’ s theories about management style, there were also Taylorism by Fredrick Winslow Taylor, Fordism by Henry Ford, and McDonaldism by George Ritzer. Taylor was regarded as the breed of scientific management. Taylorism was aimed to a) downplay production time, b) discover divison of jab, c) reduce the amount of work by following a machinelike operation d) separate work equally among the workers and the managers, e) benefit control by supervision of work with managers planning, and workers performing the tasks.\r\nHis ultimate goal was to get through in gaining efficiency by change magnitude outturn from his workers. Taylor also introduced the Time and move Study, this was to establish productivity. He first dislocated the tasks into small steps, then performance was monitored to overhaul wasteful motion, with the exact time recorded, then the production and delivery time and prices can be calculated. However, this is only suitable for exigent tasks. The idea of taylorism is u sually argued that it exploits human beings, it also ignores personal creativity and there is a loss of autonomy to the employees.\r\nFordism was the system of multitude production that was introduced by Henry Ford, the relegate of the Ford Motor Company. His aim was to win higher productivity by standardizing the output by his company. He was also the first to introduce the use of assembly lines. In Taylorism, it focused on machine and worker efficiency, however, in Fordism, ford replaced labour with machinery and he minimizes costs instead of maximizing profits. Critics argued that Fordism destroys wiliness and de-skilled jobs as it focuses on machinery to perform the tasks, and with the small number of workers of the workplace, the repetitiveness of the job is believed to lead to stress and alienation of the workers.\r\nAfter Fordism, George Ritzer introduced the idea of McDonaldism, the term was to refer to the process of unfluctuating food restaurants dominating the world. This new structure of Ritzer’s replaced Weber’s bureaucratic structure. He proposed four principles of McDonaldization. 1) Efficiency: In McDonaldized structures, the ideal way for completing a task was the whole of the organization aims to minimize time of production. 2) Calculability: McDonaldism suggests that a large amount of product delivered in a piddling period of time is equivalent to a quality product. 3) Predictability: In McDonaldism, products and services are standardized, despite the location or time. 4) watch: According to McDonaldism, employees perform specific tasks with non-human technologies to replace them when needed.\r\nBureaucracy belongs to the twentieth century when the business environment is stable and predictable, however, in the twenty-first century; the business environment is forevermore changing and is in need for a flexible structure. There are volt key organizational trends in the twenty-first century. Firstly, globalisation is th e increase integration of subject economies into global markets rather than national markets. everyplace the past years, there is an increased globalized labour market. The increased globalized markets are mainly due to improvements in transportation and communication such as the Internet. Secondly, the workforce is becoming more diversified due to changing demographics and the globalization of the labour market. Thirdly, in the twenty-first century, organizations are becoming more flexible; there are fewer detailed rules and procedures within the workplace.\r\nEmployees are receiving greater autonomy with a more flexible organizational structure. Furthermore, businesses take to adapt to a flat organizational structure with less management levels, rescue the top management closer to the lower levels of employees hence improving the flow of teaching and invigorateing up communication within the organization. Lastly, organizations are mostly networked; there is drive communic ation between different departments, ignoring the manacles of command. Business decision-making is decentralized in networked organizations, which improves the speed of decision-making, encourages input from the workforce and improves accountability of the employees.\r\nIn conclusion, Weber’s theory of the ideal type of organization is inappropriate for the management of the twenty-first century organizations; the business environment in the current days is rapidly changing. Bureaucracy is a rigid system that does not allow easy changes which is compulsory in the modern world. Hence, bureaucratic system is only suitable in the twentieth century where the business environment is static.\r\nBibliography:\r\n scoop shovel Weber †Wikipedia, the free encyclopedia. 2011. scoop Weber †Wikipedia, the free encyclopedia. [ONLINE] visible(prenominal) at: http://en.wikipedia.org/wiki/Max_Weber. [Accessed 17 October 2011]\r\nBureaucracy †Max Weber’s six characte ristics of the bureaucratic form. 2011. Bureaucracy †Max Weber’s six characteristics of the bureaucratic form. [ONLINE] acquirable at: http://www.bustingbureaucracy.com/excerpts/weber.htm. [Accessed 17 October 2011].\r\nweber ON BUREAUCRACY. 2011. WEBER ON BUREAUCRACY. [ONLINE] open at: http://www.humanities.mq.edu.au/Ockham/y64l09.html. [Accessed 19 October 2011].\r\nbureaucratic heed. 2011. Bureaucratic Management. [ONLINE] Available at: http://www.vectorstudy.com/management_schools/bureaucratic_management.htm. [Accessed 19 October 2011].\r\nWhat is unseasonable with Weberian Bureaucracy?. 2011. What is Wrong with Weberian Bureaucracy?. [ONLINE] Available at: http://www.change.freeuk.com/learning/business/ratlegal.html. [Accessed 24 October 2011].\r\nBureaucracy (Advantages and Dis-Advantages) « Michael Wiriadinata. 2011. Bureaucracy (Advantages and Dis-Advantages) « Michael Wiriadinata. [ONLINE] Available at: http://mamikikeyu.wordpress.com/2011/05/12/bureau cracy-advantages-and-dis-advantages/. [Accessed 24 October 2011].\r\nScientific Management (Taylorism). 2011. Scientific Management (Taylorism). [ONLINE] Available at: http://www.12manage.com/methods_taylor_scientific_management.html. [Accessed 24 October 2011].\r\nMcDonaldization †Wikipedia, the free encyclopedia. 2011. McDonaldization †Wikipedia, the free encyclopedia. [ONLINE] Available at: http://en.wikipedia.org/wiki/McDonaldization. [Accessed 27 October 2011].\r\n'