Sociology: A Down-to-Earth Approach 7/e James M. Henslin Chapter Seven: Bureaucracy and Formal Organizations This multimedia product and its contents are protected under copyright law. The following are prohibited by law: any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any images; any rental, lease, or lending of the program. Copyright © Allyn & Bacon 2005

The Rationalization of Society “The idea that efficiency and practical results should dominate human affairs.” Copyright © Allyn & Bacon 2005

Why Did Society Change? Prior—Traditional Orientation Past Best Guide for Present Post—Industrialization Rationality—Most Efficient Going Forward Copyright © Allyn & Bacon 2005

Why Did Society Change? Marx: Capitalism Broke Tradition Weber: Religion Broke Tradition Copyright © Allyn & Bacon 2005

“Secondary groups designed to achieve specific objectives.” What Are Formal Organizations? “Secondary groups designed to achieve specific objectives.” Copyright © Allyn & Bacon 2005

Formal Organizations and Bureaucracy Five Characteristics of Bureaucracies Clear Levels Division of Labor Written Rules Copyright © Allyn & Bacon 2005

Formal Organizations and Bureaucracy Written Communication and Records Impersonality Copyright © Allyn & Bacon 2005

Formal Organizations and Bureaucracy “Ideal” vs. “Real” Bureaucracy Extent of Bureaucracy—A Matter of Degree Ideal vs. Actual Organizational Chart Copyright © Allyn & Bacon 2005

Dysfunctions of Bureaucracies Red Tape Lack of Communication Between Units Bureaucratic Alienation Copyright © Allyn & Bacon 2005

Dysfunctions of Bureaucracies Resisting Alienation The Alienated Bureaucrat Bureaucratic Incompetence Copyright © Allyn & Bacon 2005

Formal Organizations and Bureaucracy Goal Displacement Perpetuation of Bureaucracies Social Significance of Bureaucracies Copyright © Allyn & Bacon 2005

Voluntary Associations Functions of Voluntary Associations Advance Particular Interests Offer People Identity Govern Nations and Maintain Social Order These Apply to All or Most Voluntary Associations Copyright © Allyn & Bacon 2005

Voluntary Associations Functions of Voluntary Associations Mediate Between Government and Individuals Help Individuals Climb Occupational Ladder Bring People into Political Mainstream Pave Way for Social Change These Apply to Only Some Voluntary Associations Copyright © Allyn & Bacon 2005

Voluntary Associations Shared Interests Motivations for Joining Differ Experience High Turnover The Problem of Oligarchy Leaders Grow Distant from Members The “Inner Group” Copyright © Allyn & Bacon 2005

Working for the Corporation Stereotypes The “Hidden” Corporate Culture Hidden Values Self-Fulfilling Prophesies Achievement Level Affects Behavior Copyright © Allyn & Bacon 2005

Humanizing the Corporate Culture Develop Rather than Impede Potential Access to Opportunities Distribute Power More Evenly Copyright © Allyn & Bacon 2005

Humanizing the Corporate Culture Work Teams Corporate Day Care Employee Stock Ownership Quality Circles Copyright © Allyn & Bacon 2005

Working for the Corporation The Conflict Perspective Technology and Control of Workers Copyright © Allyn & Bacon 2005

U.S. and Japanese Corporations How They Differ Hiring and Promoting Lifetime Security Almost Total Involvement Decision-Making by Consensus Copyright © Allyn & Bacon 2005

U.S. and Japanese Corporations Myth vs. Reality Differences Generally True However, Changes Afoot Copyright © Allyn & Bacon 2005