Bureaucratic organization definition - Research Paper Example

Bureaucratic organization definition Maravelias (2007) argues that a bureaucratic organization tries to preserve individual freedom while ensuring efficient output. This is contrary to the idea that there must be a hierarchy of authority in a bureaucratic organization which literally must limit individual freedom because there is a need to follow the will of those who must be in higher rank. A bureaucratic organization is therefore initiated in order to come up with system that is rational, with rules, regulations, and techniques of control that have specific definitions (DuBrin, 2008, p.256). Bureaucratic organization is therefore highly systematic because it ensures remarkable level of control by initiating hierarchy of authority and power maintained by appropriate rules and regulations. Based on the above definition, the key in bureaucratic organization is the presence of hierarchy which substantially helps individual or member draw the line between power or authority and control. For this reason, a bureaucratic organization could turn out as a highly formalized system with the inclusion of substantial rules and control. Characteristics of a bureaucratic organization According to Weber, the characteristics of bureaucratic organization include the presence of division of labor, rules, hierarchy of authority, impersonality and competence (Lunenburg & Ornstein, 2007, p.42). This means that in bureaucratic organizations, positions have clearly defined objectives and ordered in hierarchy, there are corresponding rules and precedents, there must impersonality and impartiality, a career ladder is present, and there must be standard norm of efficiency (Kornblum, 2011, p.144). However, even though bureaucratic organization is organized this way, it still consists of network of contracts that interplay, that at some point collusion may be significantly observed (Tirole, 1986). This view is substantially contradictory to what is set as bureaucratic organization where high level of control is remarkable. If this would be the case, then even there would be division of labor and even social networks, the hierarchy must still prevail and in essence, rules must suppose to always prevail. Principles of bureaucratic organization Based on the above definition and characteristics of bureaucratic organization, everything must have been probably set in a highly organized manner, for there is an implication about the formulation of structure. One essential principle of bureaucratic organization based on this consideration is therefore the establishment of group set in a controlled manner. In the presence of hierarchy, there is an implication of control in which the bureaucratic organization is capable of doing especially in ensuring of a group set with certain level of control. Another principle would be the inclusion of authority and power. In the presence of hierarchy, a bureaucratic organization based on its stated characteristics is able to establish considerable control. This control, based on the definition of a bureaucratic organization could only be substantially realized when there is successful implementation of one’s power or authority. For this reason, a bureaucratic organization stands on the principle of control. Since there is significant control, and based on what is stated earlier, bureaucratic organization could also potentially lead to the achievement of productive output. Agile organization definition An agile organization has the ability to create and respond to change for the creation of profit especially in a turbulent business environment (DeCarlo, 2010, p.444). Based on this definition, an agile organization is suitable to be applied when there is a need to achieve for further change. This organization should also be remarkably formulated within the context of a dynamic changing environment or a highly competitive one as stated. Thus, there is a need to consider organizational climate when trying to define agile organization because of its strong association with change. This viewpoint could be supported by a certain study in which the point is to understand organizational change, but there is a strong consideration of organizational climate along the process of investigation (Lehman, Greener & Simpson, 2002). This substantially implies that agile organization could be potentially flexible when it comes to the achievement of necessary change and other related considerations. Characteristic of agile organization Agile organization’s attributes include decentralized knowledge and control, few formalized rules and procedures, fluid role definitions, informal and personal coordination, employee empowerment, and cross-functional teams (Lankhorst, 2012, p.22). Unlike bureaucratic organization which is highly formalized and with higher level of control because of associated hierarchy and centralization, agile organization based on the above definition of its characteristics must have a very flexible system of control. This is due to the fact by definition that it substantially is essential to be applied when there is a need to highlight achievement of change. For this reason, agile organization is remarkable when there is a necessity to create a highly dynamic environment towards change. Steps of Management by Objectives So here are the following steps of Management by Objectives: set goals, develop action plans, review progress, take corrective action, move back to action plan, review progress, take corrective action, appraise performance and set goals again (Daft & Marcic, 2010, p.151; Daft & Vershinina, 2010, p.257). Understanding the above steps would boil down to the idea that Management by Objectives is a relevant management system that requires achievement of goals which in great detail have to be successfully implemented by each or individual manpower. For this reason, there is a need for everyone to grasp and live by the vision in order to ensure successful achievement of organizational goals. Advantages and disadvantages of bureaucratic and agile organization We have discussed so far the definitions and characteristics of bureaucratic and agile organization and the following are their corresponding advantages and disadvantages based on the above-stated information. Bureaucratic organization compared to agile organization could not possibly lead to high level of flexibility when it comes to change because of its centralized option. However, the potential drawback of agile organization compared to bureaucratic organization is not having a system that has maximum level of control because it seeks to achieve decentralization to give much opportunity for change. For this reason, there is a need to ensure maximum level of control for agile organization compared to a highly centralized system of bureaucratic organization. At some point, it might be too risky to implement agile organization if there is no associated high level of control. However, it might also be possible for bureaucratic organization not to grow in a dynamic sense because of its low level of flexibility towards change. For this reason, the choice of what organization to follow depends on the prevailing organizational system and the extent to which acceptance of change is viewed necessary. References Daft, K. M., and Vershinina, N. (2010). Management-International Edition. Hampshire: Cengage Learning EMEA. Daft, R. L., and Marcic, D. (2010). Understanding Management (7th ed.). Mason, OH: Cengage Learning. DeCarlo, D. (2010). eXtreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility. Denvers, MA: John Wiley & Sons. DuBrin, A. J. (2008). Essentials of Management (8th ed.). Mason, OH: Cengage Learning. Kornblum, W. (2011). Sociology in a changing world (9th ed.). Belmont, CA: Cengage Learning. Lankhorst, M. (2012). Agile Service Development: Combining Adaptive Methods and Flexible Solutions. London: Springer. Lehman, W. E. K., Greener, J. M., & Simpson, D. D. (2002). Assesing organizational readiness for change. Journal of Substance Abuse Treatment, 22, 197-209. Lunenburg, F. C., and Ornstein, A. C. (2007). Educational Administration: Concepts and Practices, Volume 13 (5th ed.). Belmont, CA: Cengage Learning. Maravelias, C. (2007). Freedom at work in the age of post-bureaucratic organization. Ephemera, 7, 555-574. Tirole, J. (1986). Hierarchies and bureaucracies: on the role of collusion in organization. Journal of Law, Economics and Organization, 2, 181-214. Read More