BUREAUCRACY RED TAPE VS. IDEAL TYPE. BUREAUCRACY Weber Focused on the trend of rationalization 1970’s Concerned with the operation and expansion of large-scale

BUREAUCRACY

RED TAPE

VS.

IDEAL TYPE

BUREAUCRACY

•Weber

•Focused on the trend of rationalization 1970’s

•Concerned with the operation and expansion of large-scale enterprises

•Public and private sectors of modern societies

BUREAUCRACY

•Weber

•Bureaucratic coordination of human action is the distinctive mark of modern social structures

•Developed the characteristics of an ideal-type bureaucracy

•Goal-oriented organizations designed according to rational principles in order to efficiently attain their goals

BUREAUCRACY

•Weber

Ideal-type bureaucracy

•Hierarchy of authority

•Impersonality

•Written rules of conduct

•Promotion based on achievement

•Specialized division of labor

•Efficiency

BUREAUCRACY

Hierarchy of authority

•Offices are ranked in a hierarchical order

•Information flowing up the chain of command

•Directives flowing down

BUREAUCRACY

Hierarchy of authority

•Supervision of the lower offices by the higher ones

•Offers the governed the possibility of appealing the decision of a lower office to its higher authority, in a definitely regulated manner.

•

BUREAUCRACY

Impersonality

•Operations of the organizations are characterized by impersonal rules

•Explicitly state duties, responsibilities, standardized procedures and conduct of office holders

•Written rules of conduct

•Public monies and equipment are divorced from the private property of the official

BUREAUCRACY

•Promotion based on achievement - Appointments to these offices are made according to specialized qualifications rather than ascribed criteria

•Specialized division of labor - Offices are highly specialized

•Efficiency - All of these ideal characteristics have one goal, to promote the efficient attainment of the organization's goals

BUREAUCRACY

•Described bureaucracy as an "ideal type" in order to more accurately describe their growth in power and scope in the modern world

• The bureaucratic coordination of the action of large numbers of people has become the dominant structural feature of modern societies

BUREAUCRACYBUREAUCRACY

•Elwell, Frank, 1996, The Sociology of Max Weber, Retrieved August 4, 2007, http://www.faculty.rsu.edu/~felwell/Theorists/Weber/Whome.htm

ORGANIZATIONAL POLITICS

•Informal approaches to gaining power through means other than merit or luck.

•Meaning gradually shifting toward a more positive view.

•Advocating for your interests in a way that meets your and your company’s interests.

•Political skill is an interpersonal style that combines social awareness with ability to communicate well.


•By definition, politics is used to acquire power.

•Practicing politics increases your options for effective results.


Factors that contribute to political behavior

•Organizational Pyramid – each successive layer has less power.

•Subjective performance standards – fosters political behavior

•Environmental turbulence – uncertainty breeds political behavior

•Emotional insecurity – insecurity breeds political behavior


•Machiavellian tendencies – some like to manipulate others for personal advantage.

•The Prince – amoral, manipulating tyrant who wanted to restore Florence to power.

•Tendencies measured in the Organizational Politics Questionnaire


Sampling of ethical political behaviors

•Strategies to gain power

•Strategies to build relationships

•Strategies aimed to avoid political blunders

•Political skill as a constructive force.

•Interpersonal style manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence, trust, and sincerity.


Strategies to gain power

•Develop power contacts – becoming more social

•Control vital information – knowledge of whom to contact

•Stay informed – befriend the president’s assistant

•Control lines of communication - befriend the president’s assistant



•Bring in outside experts – consultant reinforces

•Make a quick showing – display quick, dramatic results

•Everyone expects to be paid back –

•Be the first to accept reasonable changes -



•“…as a career building tool, the slow and steady (and subtle) amassing of power is the surest road to success.” Tom Peters


Strategies to build relationships

•Display loyalty – tenure. Works best in traditional organization

•Manage your impression – speak well, present ideas coherently

•Ask satisfied customers to contact your boss – purer motivation

•Be courteous, pleasant, and positive – first to be hired, last to be fired.


Strategies to build relationships

•Ask advice - transmit message of trust

•Send thank-yous – “The powerof a thank you (note or otherwise) is hard - make that impossible – to beat.” Tom Peters

•Flatter others sensibly – tell another that you are impressed by something he/she has accomplished.


Strategies aimed to avoid political blunders

•Criticizing the boss in a public forum

•Bypassing the boss

•Declining an offer from top management

•Putting your foot in your mouth – don’t be needlessly tactless

•Not conforming to the company dress code -


Unethical Tactics

•Any tactic in the extreme can be unethical

•Devious tactics ultimately lower credibility

•Backstabbing –

•Embrace or demolish – remove the wounded

•Setting a person up for failure –

•Divide and rule –

•Turf wars – information, relationships, authority


Unethical Tactics

•Creating then resolving a false catastrophe


•Study of 1,370 employees

•4 organizations

•Perceptions of political behavior correlated with:–Less organizational commitment–Stronger turnover intention


Controlling dysfunctional politics

•Avoid favoritism

•Set good example at top

•Goal congruence

•Hire people with integrity

RELATIONSHIPS WITH SUPERIOR

•Superiors and subordinates with good relationships have less conflict.

•Two way street

•Subordinate’s and Superior’s success are interdependent


Understand superior’s world

•Goals and objectives

•Complement weaknesses

•Orient new superior

•Keep informed about critical issues


Adapt to superior’s style

•Subordinates responsibility to adapt

•Clarify role expectations

•Honesty and integrity

RELATIONSHIPS WITH PEERS

•Recognize common interests and goals –

Referent power – participate in social activities

•Understand Peer’s tasks, problems, and rewards –

Lend a hand. Give a compliment

Practice a Theory Y Attitude

DELEGATION

Why it is important

•Frees time for other activities

•Develops followers

•Strengthens the organization

DELEGATION

Why it is avoided

•Takes too much time

•Risky

•Job will not be done as well (perfectionism)

•Dual accountability

•Task is desirable

•Others are already too busy

DELEGATION

Principles of Effective Delegation

•Decide what to delegate

•Decide whom to delegate to

•Make assignment clear and specific

•Assign objective not procedure

•Allow autonomy but monitor performance

•Give credit, not blame

DELEGATION

Principles of Effective Delegation

Decide what to delegate

•ID present activities

•Estimate time spent (log)

•Do activities justify time?

•Delegate/Eliminate

LEADERSHIP & VALUES

•Managers do things right

•Leaders do the right things

•What are the right things?

•Moral dimension of leadership

•Leaders who do not behave ethically do not demonstrate true leadership. Burns

TRUST

Four qualities of leadership that engender trust:

•Vision pull people together thru shared beliefs & common sense of purpose

•Empathy – understand world as we see and experience it

•Consistency – evolutionary change based on new evidence

•Integrity – commitment to higher principles

FUNDAMENTAL ASSUMPTIONS

McGregor

Two views of human nature

•Theory X – pessimistic view of others

People are lazy and unmotivated slackers

•Theory Y – optimistic view of others

People are industrious and motivated to do well


McGregor

•Theory X – Manager’s job is to neutralize workers’ laziness and irresponsibility

•Rely on coercive, external control methods

•Pay, discipline, punishments, & threats


McGregor

•Theory Y – Manager’s job is to facilitate and trust workers

Hall & Donnell (1979)

•5 studies involving >1200 mgrs.

•Mgrs who had Theory X attitudes tended to be lower achieving

VALUES

Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.

Rokeach

A value is an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode or end-state of existence.

VALUES

Rokeach

We work toward what we value. Our values guide our behavior.

•Terminal Values – desired end states or goals that we wish to ultimately achieve

•Instrumental Values – modes of behavior by which we achieve desired ends

.

VALUES

Massey

Value Programming – each person’s values reflect the contributions of diverse inputs such as family, peers, the educational system, religion, media, science and technology, geography, and current events

•These broad forces create a common value system.

•Generation gap

VALUES

Massey

Generational Differences

•The Veterans (1922-1943) Great Depression and WWII. Wealth of lore and wisdom. Stabilizing force. Good old days

•The Baby Boomers (1942-1960) Social protests, new lifestyles, anti-establishment. Graying. Concerned with level playing field, humanity to the workplace.

VALUES

Massey


•The Gen Xers (1960-1980) – Watergate, energy crisis, corporate downsizing. Latch

Key kids. Tech savvy, entrepreneurial, skeptical of hierarchies. No faith in job security. Free agency.

VALUES

Massey


•The Nexters (1980 +) – Soccer moms’ and little league dads’ kids. Doubt the wisdom of traditional racial and sexual categorizing. Rich with opportunities. Internet pen pals in China.

FOUNDATIONS OF LEADERSHIP

Values, Interests, Motives, Goals

Personality Traits

Intelligence

•Foundation to other leadership attributes.

•Relatively enduring and permanent.

VALUES & LEADERSHIP

•Values affect leaders’ perceptions

•Values affect solutions generated

•Values affect interpersonal relationships

•Values influence perceptions of individual and organizational successes

•Basis to distinguish right from wrong

•Values affect the extent to which leaders accept or reject organizational pressures and goals

KEY WORK VALUES•Recognition – stand out

•Power – competition

•Hedonism – fun

•Altruistic – help others

•Affiliation – working with others

•Tradition – family values

•Security – avoid risk

•Commerce – financial success

•Aesthetics – artistic expression

•Science – analyze data

PRINCIPLE-CENTERED LEADERSHIP

Covey

Fundamental interdependence between leadership levels:

•Personal – be a trustworthy person

•Interpersonal – relationships require trust

•Managerial – empowerment requires trust

•Organizational – creativity and productivity flow from trust and support

MORAL THINKING V ACTING

Bandura

•Moral Justification - reinterpreting immoral behavior in terms of a higher purpose

•Euphemistic labeling – cosmetic word use

•Advantageous comparison – look at them

•Displacement of responsibility – following orders

•Diffusion of responsibility – other act same way


•Distortion of consequences – bureaucracies isolate decision makers

•Dehumanization

•Attribution of blame – claim others caused the actions

•Darley’s Law – Ethical problems are almost inherent in systems designed to measure performance.


Darley’s Law

•Cheat on the measurement system by exploiting its weaknesses

•Optimize performance measures without realizing the desired outcome

•Manipulate the performance measurement system to allow continuation of their reading of system goals

•Takes underground discussion about system goals.

Documents

BUREAUCRACY RED TAPE VS. IDEAL TYPE. BUREAUCRACY Weber Focused on the trend of rationalization 1970’s Concerned with the operation and expansion of large-scale