1. Sociology: A Down-to-Earth Approach 7/e
James M. Henslin
Chapter Seven: Bureaucracy and Formal Organizations
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2. The Rationalization of Society
“The idea that efficiency and practical results should dominate human affairs.”
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3. Why Did Society Change? Prior—Traditional Orientation
Past Best Guide for Present
Post—Industrialization
Rationality—Most Efficient Going Forward
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4. Why Did Society Change? Marx: Capitalism Broke Tradition
Weber: Religion Broke Tradition
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5. “Secondary groups designed to achieve specific objectives.”
What Are Formal Organizations?
“Secondary groups designed to achieve specific objectives.”
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6. Formal Organizations and Bureaucracy
Five Characteristics of Bureaucracies
Clear Levels
Division of Labor
Written Rules
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7. Formal Organizations and Bureaucracy
Written Communication and Records
Impersonality
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8. Formal Organizations and Bureaucracy
“Ideal” vs. “Real” Bureaucracy
Extent of Bureaucracy—A Matter of Degree
Ideal vs. Actual Organizational Chart
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9. Dysfunctions of Bureaucracies
Red Tape
Lack of Communication Between Units
Bureaucratic Alienation
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10. Dysfunctions of Bureaucracies
Resisting Alienation
The Alienated Bureaucrat
Bureaucratic Incompetence
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11. Formal Organizations and Bureaucracy
Goal Displacement
Perpetuation of Bureaucracies
Social Significance of Bureaucracies
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12. 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
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13. 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
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14. Voluntary Associations
Shared Interests
Motivations for Joining Differ
Experience High Turnover
The Problem of Oligarchy
Leaders Grow Distant from Members
The “Inner Group”
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15. Working for the Corporation
Stereotypes
The “Hidden” Corporate Culture
Hidden Values
Self-Fulfilling Prophesies
Achievement Level Affects Behavior
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16. Humanizing the Corporate Culture
Develop Rather than Impede Potential
Access to Opportunities
Distribute Power More Evenly
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17. Humanizing the Corporate Culture
Work Teams
Corporate Day Care
Employee Stock Ownership
Quality Circles
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18. Working for the Corporation
The Conflict Perspective
Technology and Control of Workers
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19. U.S. and Japanese Corporations
How They Differ
Hiring and Promoting
Lifetime Security
Almost Total Involvement
Decision-Making by Consensus
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20. U.S. and Japanese Corporations
Myth vs. Reality
Differences Generally True
However, Changes Afoot
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