Management and Weber Essay

Drawing on webers paragon part, critic completelyy consider the relevance of bureaucratic boldness to the caution of twenty- low century administrations. Max weber was a German sociologist in the twentieth century he was famous for his classical centering theory. weber classified three different types of authority, traditional, charismatic and legitimate authority. handed-down authority is based on traditions and customs that the leader has the legitimate mighty to use authority. Charismatic authority is the belief that the leader whose mission and visions exit inspire others. Legitimate authority is based on formal, trunk of rules. In the 1930s, Weber introduced that the bureaucratic form as being the ideal elan of organizing g overnment agencies. This soon became popular in both the private and cosmos sectors. Weber believes that the development of rational forms to be the most important characteristics in the development of Western society and capitalism.He considered the traditional and charismatic forms as irrational. Rationality is based on reasoning, calculation and logic. One of the many types of cause includes the formal rationality. The notion of formal rationality is important to the emergence of industrial capitalism as capitalism values reason, calculation and precision, science and logic. noble rationality is a form of rationality that characterizes bureaucratic organizations. bureaucracy refers to the action of tasks that ar governed by official administrative and formal rules of an organization. Webers bureaucratic focusing theory focuses on dividing organizations into hierarchies with authorities and control.The ideal type is extreme, empiric totallyy based and yardstick for comparison. Weber has 6 major principles for his ideal type of way style. Firstly, the organization has a formal hierarchical structure, which refers to the be system within in the management. A hierarchical structure management style too suggests a cen tralized decision making process, where the enormous majority of decisions ar made by a small morsel of people, usually 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 soaring level then executed by the lower levels.Thirdly, the organization is form by functional specialty, which means that in that location is specialization within the organization employees argon divided into separate departments based on their abilities and skills. Specialization allows the employee to be efficient and more(prenominal) skilled at a specific task, which ontogenesiss productivity. Furthermore, all decisions and rules are recorded in writing to ensure continuity over sentence. In addition, in an ideal system, there is equality among all employees, applying to both managerial and non-managerial beters. Lastly, employment is wholly based on proficient qualifications, wh ich means employees are hired on a basis of their abilities and competence.Webers bureaucratic management focuses on the authorities in the superlative degree level of the hierarchy and causes an iron cage to restrict the lower pry reporters which leads to demotivation and a feeling of insignificance. Many researchers argue that weber emphasizes on the verificatory consequences of bureaucracy and ignores the dysfunctions of it. These researchers include Gouldner, Merton and Thompson.In Gouldner opinions, he does not believe the bureaucracy authority is neither acceptable nor efficient. He proposed three types of bureaucracy, mock bureaucracy, punishment centered bureaucracy and representative bureaucracy. In mock bureaucracy, the rules are do by because they come from an outside agency employees feel that there is too oft red tape. In punishment-centered bureaucracy, the rules are imposed on the workers from wrong the organization. This type of authority discourages the worke rs from full commitment workers would only fulfil a adequate amount of work. In representative bureaucracy, the rules are developed and back up by managers and the employees.As for Merton, he believes that rational rules and the close control leads to inflexibility. He introduced the idea of goal displacement this is when organizational goals are replaced by ad hominem goals. Bureaucracies rules suffer 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 these goals may become more important than the organizations original objectives.Victor Thompson in like manner criticized Webers 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 sacrific e a sense of insecurity that uses rules to protect them from making errors. on that point are many more dysfunctional consequences of bureaucracy. Firstly, bureaucracy is a rigid management system, it is designed for a stable and predictable occupancy purlieu, hence it cannot correct to rapid and unexpected changes. Also, in a bureaucratic system, there is a concentration of power in the higher levels of management, which would create distance between the employees at the lower levels of the hierarchy and leading to a sense of demotivation.There was not only Webers 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 suffer of scientific management. Taylorism was aimed to a) minimize production time, b) achieve divison of jade, c) reduce the amount of work by following a machinelike routine d) separate work equally among the workers and the managers, e) gain co ntrol by supervision of work with managers planning, and workers do the tasks.His ultimate goal was to succeed in gaining efficiency by increase output from his workers. Taylor also introduced the Time and Motion Study, this was to establish productivity. He first separated the tasks into small steps, then performance was monitored to eliminate wasteful motion, with the consume time recorded, then the production and delivery time and prices can be calculated. However, this is only adequate for repetitive tasks. The idea of taylorism is usually argued that it exploits human beings, it also ignores personal creativity and there is a loss of autonomy to the employees.Fordism was the system of mass production that was introduced by Henry Ford, the founder of the Ford motor Company. His aim was to achieve 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 efficien cy, however, in Fordism, ford replaced labour with machinery and he minimizes costs instead of maximizing profits. Critics argued that Fordism destroys craftsmanship 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 tension and alienation of the workers.After Fordism, George Ritzer introduced the idea of McDonaldism, the term was to refer to the process of flying food restaurants dominating the world. This new structure of Ritzers replaced Webers bureaucratic structure. He proposed four principles of McDonaldization. 1) Efficiency In McDonaldized structures, the ideal focal point 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 lilliputian period of time is equivalent to a quality product. 3) Predictability In McDonaldism, produ cts and go are standardized, despite the location or time. 4) Control According to McDonaldism, employees perform specific tasks with non-human technologies to replace them when needed.Bureaucracy belongs to the twentieth century when the business environment is stable and predictable, however, in the ordinal century the business environment is unendingly changing and is in need for a flexible structure. There are five key organizational trends in the twenty-first century. Firstly, globalization is the increase integration of national economies into global markets rather than national markets. Over the bygone years, there is an increased globalized labour market. The increased globalized markets are mainly out-of-pocket to improvements in transportation and communication such as the Internet. Secondly, the workforce is adequate more diversified due to changing demographics and the globalization of the labour market. Thirdly, in the twenty-first century, organizations are becom ing more flexible there are fewer detailed rules and procedures within the workplace.Employees are receiving greater autonomy with a more flexible organizational structure. Furthermore, businesses prefer to adapt to a immediately organizational structure with less management levels, bringing the top management closer to the lower levels of employees hence improving the flow of information and hurrying up communication within the organization. Lastly, organizations are mostly networked there is claim communication between different departments, ignoring the chains 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.In conclusion, Webers 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 speedily changing. Bureauc racy is a rigid system that does not allow light-colored changes which is required in the modern world. Hence, bureaucratic system is only suitable in the twentieth century where the business environment is static.BibliographyMax Weber Wikipedia, the free encyclopedia. 2011. Max Weber Wikipedia, the free encyclopedia. ONLINE Available at http//en.wikipedia.org/wiki/Max_Weber. Accessed 17 October 2011Bureaucracy Max Webers six characteristics of the bureaucratic form. 2011. Bureaucracy Max Webers six characteristics of the bureaucratic form. 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