Dysfunctions in Bureaucracies - Essay Example

According to Weber’s Model, there are six main elements in Bureaucracy: 1. Clearly defined offices and authorities. 2. Hierarchical structure of offices. 3. Written guidelines for the performance of offices. 4. Office as a career. 5. Duties and authorities attached to positions and authority, not to the persons. The only way of communication between the offices is through written letters or documents. From these principles and ways, the efficiency of individuals and offices is raised to a great value. Ultimately the goal of the organization operating successfully and effectively is attained.

The whole organization is based on the concept of instrumentalism assuming organizations as machine parts. These machine parts are dependent on each other for greater efficiency. The greater the efficiency of one part or office greater will be the efficiency of the other part or office dependent on the first part or office; ultimately this whole scenario will lead to extremely efficient machinery. Weber contended that positions in an organization are to be filled on the basis of technical capability and knowledge regarding the field office is related to.

But in the practical world persons holding authority positions in organizations might not be good technically and have knowledge of the field. Parson (Weber & Parsons, 1947) raised the question that, do members of an organization have to follow orders due to the person or position holding the authority. This question was not addressed in Weber’s model of organizations. Parson raised a question; if the decisions are made by a person having a less technical capability then in such case the whole efficiency of the organization will be at stack.

Gouldner (1954) pointed to a slightly different confusion present in Weber’s model the compatibility of one individual to obey order should be of the two basic reasons “Orders obeyed by the individual is due to the reason that it will be helping in achieving the ultimate goal of good efficiency.” Or; “Orders are obeyed merely due to reason that they are given by the person having greater authority.”Parson and Gouldner have identified major contradictions that are present in Weber’s model of organizational structure.

Parson and Gouldner provided the basis for sociological studies of organizational structure. There are unintended consequences as a result of traditional bureaucratic organizational structure. These consequences are unexpected during the whole operations of the organization and results attained after the rise of these consequences are also quite unexpected This dilemma of unexpected consequences due to human actions were addressed by Merton (1957). Merton’s analysis of “Bureaucratic personality” stands as a classical statement while talking about organizational behavior and well being associated with it.

According to Merton individuals are so busy carrying out rules and regulations requirements, as a result, the real objective of the organization is lost. This results in unproductive results for the organization. Merton advised that rules should be flexible enough to discourage any unproductive results. Gouldners’ patterns for industrial bureaucracy include concepts such as mock bureaucracy, representative bureaucracy, and punishment-centered bureaucracy. Mock bureaucracy involves rules which are rarely enforced routinely and have nothing to do with the objective of the organization.