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This multimedia product and its contents are protected under copyright law. The following are prohibited by law:This multimedia product and its contents are protected under copyright law. The following are prohibited by law:any public performance or display, including transmission of any image over a network;any public performance or display, including transmission of any image over a network;preparation of any derivative work, including the extraction, in whole or in part, of any images;preparation of any derivative work, including the extraction, in whole or in part, of any images;any rental, lease, or lending of the program.any rental, lease, or lending of the program.
A Down-to-Earth Approach 9/eA Down-to-Earth Approach 9/e
Chapter 7:Chapter 7:
Bureaucracy and Formal Bureaucracy and Formal OrganizationsOrganizations
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 2
““The idea that efficiency and practical The idea that efficiency and practical results should dominate human affairs.”results should dominate human affairs.”
The Rationalization of Society
The Rationalization of Society
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 3
Prior - Traditional OrientationPrior - Traditional Orientation
Past Best Guide for PresentPast Best Guide for Present
Protect Status QuoProtect Status Quo
Bases on Personal RelationshipsBases on Personal Relationships
Why Did Society Change?Why Did Society Change?
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 4
Post - Industrialization- CapitalismPost - Industrialization- Capitalism
Rationality - Most Efficient Rationality - Most Efficient
Going ForwardGoing Forward
Attention to Bottom LineAttention to Bottom Line
Why Did Society Change?Why Did Society Change?
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 5
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 6
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 7
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 8
Marx: Capitalism Broke TraditionMarx: Capitalism Broke Tradition
Weber: Religion Broke TraditionWeber: Religion Broke Tradition
The Two Views TodayThe Two Views Today
Why Did Society Change?Why Did Society Change?
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 9
““Secondary groups designed to Secondary groups designed to
achieve explicit objectives.”achieve explicit objectives.”
What Are Formal Organizations?
What Are Formal Organizations?
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 10
Characteristics of BureaucraciesCharacteristics of Bureaucracies
Clear LevelsClear Levels
Division of LaborDivision of Labor
Written RulesWritten Rules
Written Communication and RecordsWritten Communication and Records
Impersonality & ReplaceabilityImpersonality & Replaceability
Formal Organizations and Bureaucracy
Formal Organizations and Bureaucracy
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 11
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 12
““Ideal” vs. “Real” BureaucracyIdeal” vs. “Real” Bureaucracy
Extent of Bureaucracy - A Matter Extent of Bureaucracy - A Matter
of Degreeof Degree
Ideal vs. Actual Organizational ChartIdeal vs. Actual Organizational Chart
Formal Organizations and Bureaucracy
Formal Organizations and Bureaucracy
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 13
Red Tape - A Rule is a RuleRed Tape - A Rule is a Rule
Lack of Communication Between UnitsLack of Communication Between Units
Bureaucratic AlienationBureaucratic Alienation
Dysfunctions of Bureaucracies
Dysfunctions of Bureaucracies
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 14
Resisting AlienationResisting Alienation
The Alienated BureaucratThe Alienated Bureaucrat
Bureaucratic IncompetenceBureaucratic Incompetence
Dysfunctions of Bureaucracies
Dysfunctions of Bureaucracies
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 15
Goal DisplacementGoal Displacement
Perpetuation of BureaucraciesPerpetuation of Bureaucracies
Social Significance of BureaucraciesSocial Significance of Bureaucracies
BureaucraciesBureaucracies
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 16
Functions of Voluntary AssociationsFunctions of Voluntary Associations Advance Particular InterestsAdvance Particular Interests
Offer People IdentityOffer People Identity
Govern Nations and Maintain Social Govern Nations and Maintain Social
OrderOrder
These Apply to All or Most Voluntary These Apply to All or Most Voluntary
AssociationsAssociations
Voluntary AssociationsVoluntary Associations
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 17
Functions of Voluntary AssociationsFunctions of Voluntary Associations Mediate Between Government and Mediate Between Government and
IndividualsIndividuals Help Individuals Climb Occupational Help Individuals Climb Occupational
LadderLadder Bring People into Political MainstreamBring People into Political Mainstream Pave Way for Social ChangePave Way for Social Change
These Apply to Only Some Voluntary These Apply to Only Some Voluntary AssociationsAssociations
Voluntary AssociationsVoluntary Associations
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 18
Shared InterestsShared Interests
Motivations for Joining DifferMotivations for Joining Differ
Experience High TurnoverExperience High Turnover
The Problem of OligarchyThe Problem of Oligarchy
Leaders Grow Distant from MembersLeaders Grow Distant from Members
Iron Law of OligarchyIron Law of Oligarchy
Voluntary AssociationsVoluntary Associations
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 19
Self-Fulfilling Stereotypes Self-Fulfilling Stereotypes
and Promotionsand Promotions
Stereotypes and the Iron Stereotypes and the Iron
Law of OligarchyLaw of Oligarchy
Working for the Corporation
Working for the Corporation
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 20
Develop Rather than Impede PotentialDevelop Rather than Impede Potential
Access to OpportunitiesAccess to Opportunities
Distribute Power More EvenlyDistribute Power More Evenly
Can Bureaucracies Adapt?Can Bureaucracies Adapt?
What is the Cost of Change?What is the Cost of Change?
Humanizing the Corporate Culture
Humanizing the Corporate Culture
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 21
Work TeamsWork Teams
Corporate Day CareCorporate Day Care
Employee Stock OwnershipEmployee Stock Ownership
The Conflict PerspectiveThe Conflict Perspective
Fads in the WorkplaceFads in the Workplace
Humanizing the Corporate Culture
Humanizing the Corporate Culture
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 22
The Rise of the MicrochipThe Rise of the Microchip
Surveillance in the WorkplaceSurveillance in the Workplace
Monitoring Computer UseMonitoring Computer Use
Technology and the Control of Workers
Technology and the Control of Workers
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 23
How They DifferHow They Differ
Hiring and Promoting TeamsHiring and Promoting Teams
Lifetime SecurityLifetime Security
Almost Total InvolvementAlmost Total Involvement
Broad TrainingBroad Training
Decision-Making by ConsensusDecision-Making by Consensus
U.S. and Japanese Corporations
U.S. and Japanese Corporations
Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 24
Myth vs. RealityMyth vs. Reality
Most Don’t Find Lifelong Job SecurityMost Don’t Find Lifelong Job Security
Management by Consensus FalseManagement by Consensus False
U.S. and Japanese Corporations
U.S. and Japanese Corporations
A Down-to-Earth Approach 9/eA Down-to-Earth Approach 9/e
Chapter 7:Chapter 7:
Bureaucracy and Formal Bureaucracy and Formal OrganizationsOrganizations