1. 1 Philippine Government & Administration A REPORT ON BUREAUCRACY ( Its Definition, Principles and Characteristics) ETHEL N. CANUBIDA Master in Government Management

2. MAXIMILIAN CARL EMIL WEBER Report on Bureaucracy2  Born: April 21, 1864 at Erfurt, Germany  Died: June 14, 1920  German Sociologist  Political Economist  Professor, Consultant & Author  Had most direct impact on theories of Public organization  Proponent

3. Public Administration/Classical3 MAX WEBER’S Point of View

4. His political writings stress the limitations of bureaucracy and the future struggle between political leadership and bureaucracy Report on Bureaucracy4

5. Every system of authority must establish and secure a belief in its legitimacy. Public Administration/Classical5

6. - legitimacy claimed - obedience sought - administrative staff supporting authority - way the authority is exercised Public Administration/Classical6 With respect to the kind of:

7. Subset of the broader phenomenon of power Power is the possibility of imposing one’s will on the behavior of other persons despite resistance Public Administration/Classical7 DOMINATION

8. Public Administration/Classical8 DOMINATION Constellation Of Interest - Found in religious & economic assoc. Authority - Found in legal & bureaucratic relationships

9. “Three Pure Types” Public Administration/Classical9 Domination based on authority has These have been construed as forms of domination but when applied to bureaucratic model they refer to “ sources of leadership ”

10. 1. Legal Authority Established by rules There’s legality of patterns or rules and in the right of those in positions of legal authority to issue commands.  Based on belief reason  Laws are obeyed because enacted by proper procedures. Public Administration/Classical10

11. Public Administration/Classical11 2. Traditional Authority Based on old-age practice Legality Importance on enduring traditions and those who rule within such traditions.  It’s not product of crisis and enthusiasm.  Based on customary ways.  Tends to be irrational because of impediments

12. Public Administration/Classical12 3. Charismatic Authority Based on individual’s personality, the charm to inspire  Emotional attachment or devotion to a specific individual.  Force of revolutionary change  Irrational, not bound by intellectual analyzable rule

13. Public Administration/Classical13 FORMS OF DOMINATION Legal Structure - Found in religious & economic assoc. Bureaucra tic Admin - Found in legal & bureaucratic relationships

14. LEGAL DOMINATION Public Administration/Classical14 Exists only when the legal order is implemented and obeyed in the belief that is legitimate

15. BUREAUCRACY Public Administration/Classical15 'Bureau' (French, borrowed into German) is a desk, or by extension an office

16. form of organizational structure in which people can be held accountable for their actions because they are required to act in accordance with rules and standard operating procedures. Public Administration/Classical16

17. Systematic organization of men and tasks into some kind of pattern that will facilitate the achievement of group effort. Public Administration/Classical17 System with components which includes men, offices, authority and process translating community action to social process.

18. Public Administration/Classical18 Weber’s Six Principles

19. The Principles for designing organizations to assist in the effective allocation of decision-making authority and resource controls Identifying a system of organization (organizational structure) that could improve the way that organizations operated – i.e. increase the value they produced and make them more effective Public Administration/Classical19

20. A bureaucracy is founded on the concept of rational-legal authority – Rational-legal authority: the authority a person possesses because of his or her position in an organization – Hierarchy should be based on need of the task, not on personal needs. Public Administration/Classical20 Principle one

21. Organizational roles are held on the basis of technical competence, not because of social status, kinship, or heredity Public Administration/Classical21 Principle Two

22. Principle Three A role’s task responsibility and decision-making authority and its relationship to other roles in the organization should be clearly specified to avoid: Role conflict: the state of opposition that occurs when two or more people have different views of what another person should do, and as a result, make conflicting demands on that person Role ambiguity: the uncertainty that occurs for a person whose tasks or authority are not clearly defined Public Administration/Classical22

23. The organization of roles in a bureaucracy is such that each lower office in the hierarchy is under the control and supervision of a higher office. Public Administration/Classical23 Principle four

24. Rules, standard operating procedures and norms should be used to control the behavior and the relationships among roles in an organization Public Administration/Classical24 Principle five

25. Administrativeacts, decisions, and rules should be formulated and put in writing Public Administration/Classical25 Principle six

26. Organizational features common to all public bureaucracies Hierarchical structure of authority Creation of sub-units based on differentiation of functions or specialization Recruitment and promotion based on merit and competence A system of rules and procedures

27. Major Characteristics of Ideal Bureaucracy Public Administration/Classical27 CHARACTERISTICS DESCRIPTION Specialization of Labor Jobs are broken down into routine, well-defined tasks so members know what is expected of them and can become very competent at their particular task subset. Formal rules and procedures Written rules and procedures specify behaviors wanted from members, facilitating co-ordination and ensuring uniformity. Impersonality Rules, procedures and sanctions are applied uniformly regardless of individual personalities & considerations. Well-defined hierarchy Multiple levels of positions, with carefully determined reporting relationships among levels, provide supervision of lower offices by higher ones, a means of handling exceptions and the ability to establish accountability of actions. Career advancement based on merit Selection and promotion is based on members’ qualifications and performance.

28. Advantages of Bureaucracy Public Administration/Classical28

29. It lays out the ground rules for designing an organizational hierarchy that controls interactions between organizational members based on vertical authority and horizontal task relationships. Through the use of rules, SOPs and norms it increases the efficiency of interactions between organizational members It separates the position from the person. It provides people with the opportunity to develop their skills and pass them on their successors. Public Administration/Classical29

30. The Problems of Bureaucracy Public Administration/Classical30

31. If based on such clear guidelines for allocating authority and control, why are terms like bureaucrat and red tape often used as insults? Over time managers fail to properly control the development of the organizational hierarchy. As a result, an organization can become very tall and centralized leading to slowing of communications and increasing bureaucratic costs and managers make work for each other Organizational members come to rely too much on rules and standard operating procedures (SOPs) to make decisions and become unresponsive to customers, stakeholders and markets. Public Administration/Classical31

32. is so attractive because it appears to be most efficient approach in controlling the work of large numbers of people in pursuit of given objectives. Public Administration/Classical32 Bureaucratic Organization

33. Public Administration/Classical33 It provides exacting structures of authority within which commands may be transmitted, it allows a degree of “calculability of results” for those in positions of authority.

34. EXPANSION OF BUREAUCRACY Public Administration/Classical34

35. Report on Bureaucracy35 Is, other things being equal Always from a formal technical point of view The most rational type For the needs of mass administration today, it is completely indispensable. BUREAUCRATIC ADMINISTRATION

36. Report on Bureaucracy36 Ideas General Norms of Class & Nepotism Bureaucratic Management Excess/Abusive use Emphasizes the need for organizations to operate in a rational manner rather than relying on owners’ and managers’ arbitrary whims Makes organization less effective Starting point to understand organizations Guide to effective organizational management. Coined negatively to mean “red tape” / “palakasan system”, deliberate process etc. LEARNING POINTS

37. Report on Bureaucracy37 Trust is strength in all relations of life. It is in the office of the constitutional reformer to create conditions of trustfulness…