1. BUREAUCRATIC THEORY OF MANAGEMENT BY MAX WEBER Presented By: Kamal Mehta Bharat Bhushan Mentor: Dr. Jaya Bhalla

2. Max Weber 1864-1920  German lawyer, Sociologist, historian and Political Economist  As per him Bureaucracy is the most efficient form of organization  He was the first administrative thinker to study interrelationship between state & society  As a scholar of law he understood the significance of power, authority and legitimacy

3.  Weber’s bureaucracy is based upon legal-rational authority  He saw bureaucracy as a rational way for complex businesses and governments to organize  Disliked Nobility & Monarchy  Generally supportive of German Imperialism in WW II Max Weber 1864-1920

4. BUREAUCRACY We have chosen to discuss bureaucratic theory of management because it plays a vital role in the development of every major business and organization Bureaucracy is an administrative or social system that relies on a set of rules and procedures, separation of functions and a hierarchical structure in implementing controls over an organization, government or social system Bureaucracy is the basis for the systematic formation of any organization and is designed to ensure efficiency and economic effectiveness

5. BUREAUCRACY Bureaucratic processes are most common in – Government – Armed Forces – Corporations – Hospitals – Courts – Professional Associations – Academic Associations Max Weber believed bureaucracy was the most efficient way to set up an organization. He believed that it was better than traditional structure. In a bureaucracy, everyone is treated equal and the division of labour is clearly described for each employee. With these observations, he lays down six basic principles of bureaucracy and emphasizes the division of labour, hierarchy, rules and impersonal relationship.

6. Principle 1 : Hierarchical Authority Highest Office Low Office Lowest Office Low Office Lowest Office Low Office Lowest Office High Office

7. Principle 1 : Hierarchical Authority Managers are organised into hierarchical layers, where each layer of management is responsible for its staff and overall performance. In a bureaucracy, there are many hierarchical positions. This is essentially the trademark and foundation of a bureaucracy. Hierarchy is a system in which different positions are related in order of precedence and in which the highest rung on the ladder has the greatest power. The bottom layers are always subject to supervision and control of higher layers. This hierarchy reflects lines of communication and the degree of delegation and clearly lays out how powers and responsibilities are divided.

8. Principle 2 : Job Specialisation Executive Operations Strategic Planning Special Projects Policy Development Legislative Relations Regional Development Office Staffing Policy & Planning

9. Principle 2 : Job Specialisation Tasks are divided into simple, routine categories on the basis of competencies and functional specialisations. Work is divided on the basis of specialisation and every employee is responsible for what he/she does best and knows exactly what is expected of him/her. There is a delineation of tasks and managers can approach their employees more easily when they do not stick to their tasks. Every employee knows exactly what his/ her powers are within the organisation. Every employee has a specific place within the organisation and is expected to solely focus on his/ her area of expertise. Going beyond your responsibilities and taking on tasks of colleagues is not permitted within a bureaucracy.

10. Principle 3 : Formal Selection PhD Bachelors Associates Bachelors Associates Bachelors Associates Masters

11. Principle 3 : Formal Selection All employees are selected on the basis of technical skills and competences, which have been acquired through training, education, experience and formal examination. One of the basic principles is that employees are paid for their services and level of their salary is dependent on their position. Their contract terms are determined by organisational rules and requirements and the employee has no ownership interest in the company.

12. Principle 4 : Rules & Regulations Not Special

13. Principle 4 : Rules & Regulations No One is Special Formal rules and regulations are required to ensure uniformity, so that employees know exactly what is expected of them. In this sense, the rules and requirements can be considered predictable. All administrative processes are defined in the official rules. By enforcing strict rules, the organisation can more easily achieve uniformity and all employee efforts can be better coordinated. The rules and requirements are more or less stable and always formalised in so-called official reports. Should new rules and requirements be introduced, senior management or directors are responsible for this.

14. Principle 5 : Impersonal Relationship

15. Regulations and clear requirements create distant and impersonal relationships between employees, with the additional advantage of preventing nepotism or involvement from outsiders or politics. These impersonal relationship are a prominent feature of bureaucracies. Interpersonal relationships are solely characterised by a system of public law and rules and requirements. Official views are free from any personal involvement, emotions and feelings. Decisions are solely made on the basis of rational factors, rather than personal factors.

16. Principle 6 : Career Orientation Devotion is to the work and not to the person sitting above in hierarchy. In a bureaucracy, it is possible to build a career on the basis of experience and expertise. The right division of labour also allows employees to specialise themselves further, so that they may become experts in their own field and significantly improve their performance. As a result, it offers long term working opportunity

17. Advantages Nevertheless, the great benefit of a bureacracy is that large organisations with many hierarchical layers can become structured and work effectively. It is precisely the established rules and procedures that allows for high efficiency and consistent execution of work by all employees. It reflects the advantage of reliable, predictable and efficient means of social organization.

18. Advantages All this makes it easier for management to maintain control and make adjustments when necessary. Bureaucracy is especially inevitable in organisations where legislation plays an important role in delivering a consistent output. It largely encourages rational approaches to management.

19. Advantages It is the most efficient form of organization It was logical It was self perpetuating It could resist external pressure of change It prevents the exercise of discretion It promotes precision and speed in administration It promotes knowledge of files It emphasizes office & functions and not personalites

20. Disadvantages Generally speaking, the term bureaucracy has a negative connotation and is often linked to government agencies and large organizations. Bureaucracy is characterized by a large amount of red tape, paperwork, many desks, certain office culture and slow communication due to its many hierarchical layers. This is the system’s biggest disadvantage. It is also unfortunate that employees remain fairly distanced from each other and the organisation, making them less loyal. Bureaucracy is also extremely dependent on regulatory and policy compliance. This restricts employees to come up with innovative ideas, making them feel like just a number instead of an individual. Later research (the human relations theory) demonstrated that employees appreciate attention and want to have a voice in decision making.

21. Disadvantages Because employees have no opportunity to voice their opinion or influence decision making, a bureaucracy may demotivate employees in the long run. Moreover, over the course of time, employees may start to get annoyed at the various rules and regulations, with the risk that they may start boycotting and/ or abusing these rules and standing up to the established order. It is therefore very important that bureaucratic organisations properly inform employees well in advance about their approach to work and requires them to accept this. Only employees who agree to this approach are suitable to work within a bureaucratic management organisation. It ignores the roles and influences of informal groups within the organization.

22. Conclusion All in all, administrative management theory such as bureaucracy is a formal organizational system that is applied in today’s business industry throughout the world. Weber’s theory of bureaucracy was a response to the demands of industrial capitalist economy, which required an efficient administration. But, Today, the term Bureaucracy is taken on a negative meaning:- It is associated with endless rules and red tapism. But still it provides a standard way of dealing with employees. Equal treatment for all employees. This foundation enables many orgs to become extremely efficient.

23. Thank You

24. QUIZ

25.  As per Weber Bureaucracy is the most efficient form of  Organization  Government  Army  Corporation  Bureaucracy depends upon  Set of rules and procedures  Separation of functions  Hierarchical structure  All the above

26.  Bureaucratic processes are most common in  Corporations  Hospitals  Courts  Corporations  None of the Above  All the above

27.  Employees are selected on the basis of  Skills  Training  Exams  Education  Experience  All of the Above

28.  Bureaucracy is an ideal model for management and its administration to bring an organization's ___________ into focus  Power Structure  Bureaucracy is the basis for the systematic formation of any organization and is designed to ensure ________and __________effectiveness.  efficiency  economic

29.  ______________is a system in which different positions are related in order of precedence and in which the highest rung on the ladder has the greatest power.  Hierarchy

30.  Going beyond your responsibilities and taking on tasks of colleagues is permitted within a bureaucracy.  False  By dividing work on the basis of specialisation, the organisation directly benefits.  True

31.  Decisions in a bureaucracy are solely made on the basis of Personal factors, rather than rational factors..  False  Impersonal relationships are a prominent feature of bureaucracies..  True

32. Thank You