Bureaucratic Management
11.6 هزار بار بازدید -
5 سال پیش
-
The field of scientific management
The field of scientific management developed quickly in the United States between 1895 and 1920 and focused on improving the efficiency of manufacturing facilities and their workers. At about the same time, equally important ideas about bureaucratic and administrative management were developing in Europe. German sociologist Max Weber presented a new way to run entire organizations (bureaucratic management) in The Theory of Social and Economic Organization, published in 1922.
Today, when we hear the term bureaucracy, we think of inefficiency and red tape, incompetence and ineffectiveness, and rigid administrators blindly enforcing nonsensical rules. When German sociologist Max Weber (1864–1920) first proposed the idea of bureaucratic organizations, however, these problems were associated with monarchies and patriarchies rather than bureaucracies.
In monarchies, where kings, queens, sultans, and emperors ruled, and patriarchies, where a council of elders, wise men, or male heads of extended families ruled, the top leaders typically achieved their positions by virtue of birthright. It was against this historical background of monarchical and patriarchal rule that Weber proposed the then-new idea of bureaucracy.
According to Weber, bureaucracy is “the exercise of control on the basis of knowledge.” Rather than ruling by virtue of favoritism or personal or family connections, people in a bureaucracy would lead by virtue of their rational-legal authority - in other words, their knowledge, expertise, or experience. Furthermore, the aim of bureaucracy is not to protect authority but to achieve an organization’s goals in the most efficient way possible.
In bureaucracies, managers are supposed to influence employee behavior by fairly rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures. In reality, however, most employees would argue that bureaucratic managers emphasize punishment for noncompliance much more than rewards for compliance. Ironically, bureaucratic management was created to prevent just this type of managerial behavior.
Today, when we hear the term bureaucracy, we think of inefficiency and red tape, incompetence and ineffectiveness, and rigid administrators blindly enforcing nonsensical rules. When German sociologist Max Weber (1864–1920) first proposed the idea of bureaucratic organizations, however, these problems were associated with monarchies and patriarchies rather than bureaucracies.
In monarchies, where kings, queens, sultans, and emperors ruled, and patriarchies, where a council of elders, wise men, or male heads of extended families ruled, the top leaders typically achieved their positions by virtue of birthright. It was against this historical background of monarchical and patriarchal rule that Weber proposed the then-new idea of bureaucracy.
According to Weber, bureaucracy is “the exercise of control on the basis of knowledge.” Rather than ruling by virtue of favoritism or personal or family connections, people in a bureaucracy would lead by virtue of their rational-legal authority - in other words, their knowledge, expertise, or experience. Furthermore, the aim of bureaucracy is not to protect authority but to achieve an organization’s goals in the most efficient way possible.
In bureaucracies, managers are supposed to influence employee behavior by fairly rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures. In reality, however, most employees would argue that bureaucratic managers emphasize punishment for noncompliance much more than rewards for compliance. Ironically, bureaucratic management was created to prevent just this type of managerial behavior.
5 سال پیش
در تاریخ 1398/02/10 منتشر شده
است.
11,664
بـار بازدید شده