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1-Muhammad Usman 083248 2-Ali Adnan Khalid 073178 3-Shakeel Anjum 083277 4-Khuram Shahzad 083268.

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Presentation on theme: "1-Muhammad Usman 083248 2-Ali Adnan Khalid 073178 3-Shakeel Anjum 083277 4-Khuram Shahzad 083268."— Presentation transcript:

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2 1-Muhammad Usman 083248 2-Ali Adnan Khalid 073178 3-Shakeel Anjum 083277 4-Khuram Shahzad 083268

3  Bacckground  Social Actions  Authority and its types  Bureaucracy 3

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5  Born in Thuringia, Germany (1864)  Was the eldest of eight children  Weber was a sickly child - suffer from physical and mental torment  His father was a prominent liberal politician and civil servant,  His Mother was a moderate Calvinist and very religious.  Parents were refugees from catholic persecution  Parents had marriage problems because of different beliefs.  Both Weber and his brother Alfred became a sociologists and economists.

6  In 1893 he married his distant cousin Marianne › She collected and published Weber's journal articles as books after his death  After his fathers death, Weber became prone to nervousness and insomnia. He developed psychological problems and was institutionalized in a sanitarium. › Took over 5years to recover  Max Weber died of Pneumonia in June 4, 1920

7 Four Major Types of Social Action  Purposeful or Goal-oriented Rational Action › Both goal and means are rationally chosen  Example: An engineer who builds a bridge by the most efficient technique of relating means to ends 7

8  Value-oriented Rational Action › Striving for a substantive goal, which in itself may not be rational but which is nonetheless pursued  Example: Attainment of salvation 8

9  Emotional or Affective Motivation Action › Anchored in the emotional state of the actor rather than in the rational weighing of means and ends  Example: Participants in the religious services of a fundamentalist sect 9

10  Traditional Action › Guided by customary habits of thought, by reliance on “the eternal yesterday”  Example: The behavior of members of an Orthodox Jewish congregation 10

11  Weber maintained that human social action in general has become more formally rational, or careful, planned, and by deliberately matching means to ends  Claimed that only in modern societies does formal rationality exist in all spheres of social action

12 Authority  Three main modes of authority (claiming legitimacy) › Rational-legal authority  Authority may be based on rational grounds and anchored in impersonal rules that have been legally enacted or contractually established. 12

13 › Traditional authority  Based on the belief in the sanctity of tradition, of “the eternal yesterday.” It is not codified in impersonal rules, but inheres in particular persons who may either inherit it or be invested with it by a higher authority › Charismatic authority  Rests on the appeal of leaders who claim allegiance because of their extraordinary virtuosity, whether ethical, heroic, or religious. 13

14 This typology of various forms of authority relations is important on several counts. Its sociological contribution rests more especially on the fact that Weber, in contrast to many political theorists, conceives of authority in all its manifestations as characteristic of the relation between leaders and followers, rather than as an attribute of the leader alone. 14

15 Bureaucracy  Formal organization of the officialdom of large- scale enterprise (e.g., government, military, economic, religious, educational), the ideal-type of such as organization characterized by: › Clearly defined division of labor › Rationality (i.e., a business-like attention to implementing goals of the organization) › Impersonal application of rules › Routinization of tasks to the degree that personnel are easily replaceable 15

16  A formal hierarchical structure  Management by rules  Organization by functional specialty  An "up-focused" or "in-focused" mission  Purposely impersonal  Employment based on technical qualifications  Predisposition to grow in staff "above the line." 16

17 © 2007 Prentice Hall, Inc. All rights reserved. 2– 17

18 This bureaucratic coordination of the actions of large numbers of people has become the dominant structural feature of modern forms of organization. Only through this organizational device has large-scale planning, both for the modern state and the modern economy, become possible. 18


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