MMU Assignment Hand-In Procedures in Terms of the Six Features of Bureaucracy - Coursework Example

 I. Introduction ............................................................................................................... 3 II. Research Methodology ............................................................................................. 3 III. Research Findings .................................................................................................... 3 IV. Recommendations .................................................................................................... 6 V. Conclusion ................................................................................................................ 7 References ............................................................................................................................ 12 Appendix I – Semi-Structured Research Interview Questionnaire ……………………….. 8 Appendix II – Interview Result with the Academic Tutor ………………………………… 9 Introduction Using a “chain of hierarchy”, Weber explained that bureaucracy is the most efficient way to organize human activities (Flood & Romm, 1996, p. 240). Weber’s idea with regards to the concept of bureaucracy within a given bureaucratic organization is still present in almost all private and public organizations we have today (Swedberg, 2005, pp. 18–19). Since Weber was the first person who was able to explain the true meaning of “bureaucracy”, he was considered as the “founder of the modern sociological study of bureaucracy” (Naidu, 2005, p. 87). After conducting a research interview with an academic tutor, this report will discuss and analyse how the six (6) features of bureaucracy as described by Weber can be applied in MMU’s assignment hand-in procedures including the extent in which the said procedure could meet the specific needs of all the key stakeholders. Prior to conclusion, this report will provide suggestions on how to improve the existing MMU’s assignment hand-in procedures. Research Methodology As part of investigating the significance of Weber’s six features of bureaucracy in MMU’s assignment hand-in procedure, this study will conduct a semi-structured interview with an academic tutor. In general, a strategic questioning is highly correlated to the accuracy and validity of the research interview result (Richard, 2006). Therefore, the researcher should understand and analyze the main purpose of this study when designing the semi-structured research interview questionnaire (Ary et al., 2010, p. 438). (See Appendix I – Semi-Structured Research Interview Questionnaire on page 8) Research Findings When asked whether or not the academic tutor is familiar with Weber’s six (6) features of bureaucracy and the MMU’s assignment hand-in procedures, she said “yes”. The research interviewee explained that “the main purpose of implementing specialisation of labour is to improve the efficiency of MMU’s assignment hand-in procedure”. It means that without a specialisation of labour, the students of MMU and staff will be confuse with regards to the authorized person and flow of the assignment hand-in procedure. For instance, the academic tutors a.k.a. Unit Leaders are the ones who are authorized to inform the Student Life Office (SLO) about the students’ deadline of submission for their assignments. Therefore, the SLO staff knows that they should ask the Unit Leaders for a copy of the students’ deadline of submission. Aside from marking the students’ assignments, tutors are also responsible in entering their marks into the students’ record system. In case the tutors failed to encode the students’ marks into the database, the SLO staff or the programme administrators will know that they should remind the tutors to encode the students’ grade on the database. The SLO staff are the ones who are authorized and responsible in requesting the tutor group lists from the Unit Leaders, empty the blue box, organize and manage the students’ handed assignments in plastic wallets, e-mail the students who have submitted and not submitted their assignments, identify students who have applied for extension, inform the students’ corresponding academic tutors that their assginments are ready for collection, and gather late assignments before stamping “late” and logging late assignments into the system. The programme administrators are the ones who are made responsible in adjusting the marks of late assignments and granting marks for students whose mitigating circumstances requests were officially accepted by the panel. Aside from attaching a fron cover sheet in their assignments, the students are expected to submit their assignments on or before the deadline of submission. Eventually, the research interviewee explained that “the practice of hierarchy of authority is necessary to ensure that higher organization (i.e. academic tutors, SLO staff, programme administrators) can easily monitor whether or not the students have submitted their assignments on time”. With regards to authority hierarchy, the SLO is composed of SLO staff. On the other hand, the academic tutors work closely together with the SLO staff and the programme administrators. (See Figure I – Authority Hierarchy below) Figure I – Authority Hierarchy With regards to a formal set of rules, the research interviewee revealed that “rules are implemented to ensure that all MMU’s stakeholders will follow a strict guideline with regards to the assignment hand-in procedures”. In general, the academic tutors are given a standard of 4 weeks to return grades to their students. On the other hand, students are required to submit their assignements on or before the deadline of submission together with the attached fron cover sheets which can be downloaded from Moodle, place the assignment inside the plastic wallets, and deposit the assignments in the appropriate blue box according to their surname. As a penalty for late submission, the final grade of all late assignments will be adjusted by the programme administrators. In case the students will not be able to submit their assignements on time, students are required to apply for an absolute deadline extension which could take up to 2 weeks after the official deadline of submission. Given that the absolute deadline falls on a bank holiday or out of teh term schedule, the absolute deadline will automatically be extended up to the next term’s date. As part of the rule, students are required to follow the day of the week schedule wherein the 3rd year students are required to submit their assignments on Mondays whereas the 1st and 2nd year students are required to submit their assignments on Wednesday. The research interviewee revealed that “setting an impersonal rules or attitude towards the students is necessary to enable the academic tutors, SLO staff, and programme administrators maintain fair judgement each time the students fail to submit their assignments within the given deadline schedule” whereas “rigid promotion and selection criteria will make staff competent enough to deliver a good performance in their assigned tasks“. The only reason why MMU should record these rules and policies is to “avoid ambiguity and misue”. Recommendation Although MMU’s Business School Executives clearly stated the rules and procedures with regards to the handing-in of students assignments, they failed to give emphasis on why there is a need to set an impersonal attitude between the school staff and the students, why there is a need to consider the importance of rigid promotion and selection criteria, and why they should record the students’ hand-in procedures and policies. To improve MMU’s student hand-in procedure, MMU’s Business School Executives should consider the need to establish an impersonal attitude between the academic tutors, SLO staff, and programme administrators and the students. By setting an impersonal attitude with the students, the MMU staff could avoid organizational culture that practice favoritism or prejudism when making important decision and consideration with regards to the students’ application for an absolute deadline extension (Lunenburg and Ornstein, 2008, p. 42). Furthermore, the research interviewee explained that “the purpose of rigid promotion and selection criteria is to ensure that all staff is competent enough to deliver a good performance in their individually assigned tasks and through job promotion, MMU administration can increase the their staff’s loyalty”. The research interviewee also mentioned that “as a standardise the procedure across the whole of MMU, decisions made by the Business School executive should record and print the MMU’s official MMU’s assignment hand-in procedures. By writing down the official MMU’s assignment hand-in procedures, the said organisation will have a better and smooth flow with regards to the functioning of its bureaucracy”. With regards to the best and most effective way to implement the MMU’s assignment hand-in procedure, the research interviewee strongly recommends “the use of effective organizational leadership approach”. (See Appendix II – Interview Result with the Academic Tutor on page 9) Conclusion Since Weber’s six features of bureaucracy are all equally important in terms of improving the procedural flow and efficiency of MMU’s assignment hand-in procedures, this report strongly concludes that bureaucracy is the best way to organize their students’ submission of assignment. Using a top-down organizational structure, the academic tutors can work closely with the SLO staff and programme administrators when collecting and managing the students’ submitted assignments. Appendix I – Semi-Structured Research Interview Questionnaire 1. Good morning / afternoon. 2. Are you familiar with Weber’s six (6) features of bureaucracy and the MMU’s assignment hand-in procedures? 3. What do you think is the main purpose of implementing “specialization of labour” in MMU’s assignment hand-in procedure? 4. What do you think is the main purpose of implementing “hierarchy of authority” in MMU’s assignment hand-in procedure? 5. What do you think is the main purpose of “having a set of rules” when implementing the MMU’s assignment hand-in procedure? 6. What do you think is the main purpose of “impersonal attitude between the school staff and students” when implementing the MMU’s assignment hand-in procedure? 7. What do you think is the main purpose of “rigid promotion and selection criteria” when implementing the MMU’s assignment hand-in procedure? 8. Why is it important to “record” rules and policies when implementing the MMU’s assignment hand-in procedure? 9. What do you think is the best and most effective way to implement the MMU’s assignment hand-in procedure? 10. Thank you very much for your time. Appendix II – Interview Result with the Academic Tutor Interviewer: Good morning/afternoon. Interviewee: How are you today? Interviewer: I am doing well and very much excited in being able to conduct an interview with you. By the way, are you familiar with Weber’s six (6) features of bureaucracy and the MMU’s assignment hand-in procedures? Interviewee: Yes I am. Interviewer: What do you think is the main purpose of implementing “specialization of labour” in MMU’s assignment hand-in procedure? Interviewee: The main purpose of implementing “specialisation of labour” is basically to improve the efficiency of MMU’s assignment hand-in procedure. Interviewer: What do you think is the main purpose of implementing “hierarchy of authority” in MMU’s assignment hand-in procedure? Interviewee: The practice of hierarchy of authority is necessary to ensure that higher organization (i.e. academic tutors, SLO staff, programme administrators) can easily monitor whether or not the students have submitted their assignments on time. Just imagine an organization that has no hierarchy of authority. It would be difficult to manage a large group of people without having someone appointed to be authorized to rule or lead the group. Interviewer: What do you think is the main purpose of “having a set of rules” when implementing the MMU’s assignment hand-in procedure? Interviewee: It is common for an educational organization to design and implement a set of rules. Basically, rules are implemented to ensure that all MMU’s stakeholders will follow a strict guideline and procedure with regards to the students’ hand-in of assignments. Interviewer: What do you think is the main purpose of “impersonal attitude between the school staff and students” when implementing the MMU’s assignment hand-in procedure? Interviewee: Impersonal rules or attitude towards the students is necessary to enable the academic tutors, SLO staff, and programme administrators maintain fair judgement each time the students fail to submit their assignments within the given deadline schedule. Without an impersonal rules and attitude, favoritism or prejudism when making important decision and consideration with regards to the students’ application for an absolute deadline extension is likely to take place. Interviewer: I see. What do you think is the main purpose of “rigid promotion and selection criteria” when implementing the MMU’s assignment hand-in procedure? Interviewee: The purpose of “rigid promotion and selection criteria” is to ensure that all staff is competent enough to deliver a good performance in their individually assigned tasks. Through job promotion, MMU administration can increase the their staff’s loyalty. Interviewer: Why is it important to “record” rules and policies when implementing the MMU’s assignment hand-in procedure? Interviewee: The rules set by MMU has to be recorded in order to avoid ambiguity and misue. As a standardise the procedure across the whole of MMU, decisions made by the Business School executive should record and print the MMU’s official MMU’s assignment hand-in procedures. By writing down the official MMU’s assignment hand-in procedures, the said organisation will have a better and smooth flow with regards to the functioning of its bureaucracy. Interviewer: What do you think is the best and most effective way to implement the MMU’s assignment hand-in procedure? Interviewee: For me, the best and most effective way to implement the MMU’s assignment hand-in procedure is to make use of effective leadership approach. Basically, Weber’s six (6) features of bureaucracy is useful when designing the official guidelines and planning for MMU’s assignment hand-in procedure. However, the use of Weber’s six (6) features of bureaucracy alone does not guarantee a successful implementation of the policy. Therefore, it should go together with the use of organizational leadership to make things work efficiently. Interviewer: Thank you very much for your time. Interviewee: My pleasure. Have a nice day! References Ary, D., Jacobs, L., Sorensen, C., & Razavieh, A. (2010). Introduction to Research in Education. 8th Edition. CA: Wadsworth Cengage Learning. Flood, R. and Romm, N. (1996). Critical Systems Thinking: Current Research and Practice. NY: Plenum Press. Lunenburg, F. and Ornstein, A. (2008). Educational Administration: Concepts and Practices, Volume 13. 5th Edition. CA: Thomson Higher Education. Naidu, S. (2005). Public Administration: Concepts And Theories. New Delhi: New Age International Publishers. Richards, K. (2006). Quality in Qualitative Research. Keith Richards IATEFL Research Sig Newsletter August 2006. Swedberg, R. (2005). The Max Weber Dictionary: Key Words And Central Concepts. CA: Stanford Unievrsity Press. Read More