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Chapter 12 - Structure and Control in Organizations Answers To End of Chapter Questions

The document discusses Max Weber's model of bureaucracy and criticisms of it. It addresses criticisms that Weber's model is at odds with common notions of bureaucracy involving unnecessary paperwork and procedures. The document also examines the relationship between formal and informal organization structures, as well as modern interpretations of organizational power and control.

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Sanyog Tatran
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143 views

Chapter 12 - Structure and Control in Organizations Answers To End of Chapter Questions

The document discusses Max Weber's model of bureaucracy and criticisms of it. It addresses criticisms that Weber's model is at odds with common notions of bureaucracy involving unnecessary paperwork and procedures. The document also examines the relationship between formal and informal organization structures, as well as modern interpretations of organizational power and control.

Uploaded by

Sanyog Tatran
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Fincham & Rhodes: Principles of Organizational Behaviour: 4e

Chapter 12 - Structure and control in organizations

Answers to end of chapter questions

1. What are the features of Weber’s model of bureaucracy and what are the
criticisms of it?

Max Weber, whose study of bureaucracy has had an enormous influence on the
theory of organizations and on how we understand the impact of organizations in
society at large. Weber wrote during the years spanning the turn of the nineteenth
century, towards the end of the period when the modern German nation became
consolidated. Unlike the pattern of industrialization in Britain, the German industrial
economy developed along centralized lines, and one aspect of this was the growth of
a huge state apparatus. It was the experience of seeing this central state machine
develop and spread that persuaded Weber of the varied implications of the
bureaucratic form of organization.

The bureaucratic model


In Weber’s (1970) account of bureaucracy the following basic elements were
included:

• A staff consisting of a body of employees whose full-time work was to administer


the activities of the institution. As well as simply a body of people, this also consists of
a structure of ‘offices’ such that the employee’s post carries authority over specific
areas, but it is a cardinal principle that the incumbent should not overstep the bounds
of the authority of the office. Such behaviour (for example, the use of formal authority
to gain wider influence) might result in various forms of corruption.

• A division of labour which assigns specific tasks to sub-units and individuals. The
division of labour in bureaucracies is highly developed: departmental boundaries and
individual jobs are closely specified and duties and responsibilities carefully set out.

• The hierarchy, or division of power, involves the ranking of offices to provide clear
lines of command. In bureaucracies the hierarchy also is typically very complex, its
many levels providing a highly differentiated structure of authority.

• Competence refers to the basis upon which office is held. Factors like luck,
favouritism or personal connections should play no part in the position that officials
attain; advancement should be decided by expertise and ability alone. Thus,
organizations have to pay close attention to the process of selection, whereby these
qualities can be identified in personnel.

Objectivity suggests that all dealings within the bureaucracy and with clients should
be conducted on the basis of equal treatment according to a procedural routine. The
objective conduct of business, free from any personal feelings, is the basis of the
reliability of formal administration. A more obvious meaning of bureaucracy, however,
presents a problem with Weber’s account, namely that his model has always seemed
at odds with common sense notions. ‘Bureaucracy’ in every day terms usually means
the exact opposite of the highly rational and efficient system that Weber seemed to
OXFORD H i g h e r Education
© Oxford University Press, 2005. All rights reserved.
Fincham & Rhodes: Principles of Organizational Behaviour: 4e

refer to. The popular view of bureaucracy conjures up an image of unnecessary


paperwork, time-consuming procedure, strict adherence to rules, petty-minded
officialdom, and unresponsiveness to clients. This more critical, common-sense view
has formed the basis of a lengthy ‘debate with Weber’ in which a great deal of modern
writing and research has been cast. Later writers stressed various ‘dysfunctional’
features and the rigid and impersonal character of bureaucracy, contrasting this with
the perfect form of administration that Weber appeared to be describing.

2. To what extent do the widespread criticisms of Weber do him justice?

It now tends to be recognized, however, that these criticisms of the nature of


bureaucracy were misjudged as criticisms of Weber. In terms of the managerial
criticism, this is probably at least partly true. Weber did regard bureaucracies as an
efficient and effective form of administration, which is certainly at odds with the
images of inflexible, bureaucratic organizations. Certainly many modern organizations
have rejected the bureaucratic model, and have developed much more versatile and
variable designs. For good or ill, many organizations are still bureaucratic, and
bureaucracy as a structural design survives remarkably well in contemporary times.

Values of objectivity and competence that bureaucracies incorporate, and that we


tend to take for granted, help to guarantee integrity in economic and public life. Also,
when assessing the bureaucratic model, it is important to take a broader comparative
and historical viewpoint. Weber, it must be remembered, was writing at a particular
point in time. Partly he had in mind the historical past, when organizations were often
based on quite different rules, and it was normal for office holders to manipulate the
privileges of position. Also, compared with organizations in countries where political
factors intervene far more prominently, the bureaucracies we are familiar with often
seem to be models of efficiency and fair dealing. Hence the emphasis on rationality
and the fulfillment of contractual obligations often form our first impressions of
bureaucracy, as Weber intended they should.

3. What do you understand to be the relationship between formal and informal


organization?

A formal organization is one which is a bureaucracy. It has rules and regulations


which shape the way in which people work and the organization functions. An informal
organization has less rules and ‘layers’ with greater room for autonomy. Informal
structure includes all of the subtle customs and attitudes, the expectations and
unwritten rules that stamp an organization with a specific character or culture. These
may involve general patterns like the degree of formality of behaviour that is
expected, the deference to those in authority, and the autonomy that people normally
have in their work.

OXFORD H i g h e r Education
© Oxford University Press, 2005. All rights reserved.
Fincham & Rhodes: Principles of Organizational Behaviour: 4e

4. What do you understand as the ‘insidious’ nature of modern power


systems?

In modern systems the insidiousness can arise from more covert methods of power
and control such as cultures and internalization of company missions and values.

5. Discuss the ways in which more recent writers (Goffman, Foucault, Ritzer)
have interpreted the new forms of organizational power.

Recent writers have interpreted new forms of organizational power as a hidden form
of control. They have out forward theories of disciplinary power. Links can be drawn to
modern systems of surveillance, such as new technologies and work systems that
automatically record employees’ movements.

6. What is the critique of modern cultural patterns that the McDonaldization


thesis offers?

McDonaldization means that the business principles pioneered by McDonald’s are


increasingly dominating other industries and activities, like the media, health, and
leisure, as well as activities like sport and politics. A wide array of social phenomena
are linked under the broad heading of McDonaldization. Some have been directly
affected by the principle of the fast-food restaurant, whereas in other cases the effect
is more indirect. Some have all the dimensions of McDonaldization, but others may
have only one or two. In any case, they all are part of what Weber called the
rationalization process and what is here, in order to make Weber more timely, labelled
McDonaldization. (Ritzer, 1993, p. xiii). McDonaldized industries continue the same
basic processes of standardization and rationalization that systems like Taylorism,
Fordism, and the assembly line established.

7. Does the control of a managerial labour force differ from that of groups of
manual and white-collar workers?

Not in modern work organizations as the forms of control are so dispersed and far
reaching that these more ‘subjective’ methods of control affect all members of an
organization.

OXFORD H i g h e r Education
© Oxford University Press, 2005. All rights reserved.

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