Netexam Notes

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Bureaucratic Management Bureaucratic management, one of the schools of classical

management, emphasizes the need for organizations to function on a rational basis. Weber ( !"#

$ %&' , a contemporary of )ayol, was one of the ma*or contributors to this school of thought.

+e obser ed that nepotism (hiring of relati es regardless of their competence was pre alent in

most organizations. Weber felt that nepotism was grossly un*ust and hindered the progress of

indi iduals. +e therefore identified the characteristics of an ideal bureaucracy to show how large

organizations should be run. -he term bureaucracy (deri ed from the erman buro, meaning

office referred to organizations that operated on a rational basis. /ccording to Weber, a

bureaucracy is a highly structured, formalized, and impersonal organization. 0n other words, it is

a formal organization structure with a set of rules and regulations. -he characteristics of Weber1s

ideal bureaucratic structure are outlined. -hese characteristics would exist to a greater degree in

ideal organizations and to a lesser degree in other, less perfect organizations. Ma*or

Characteristics of Weber1s 0deal Bureaucracy

Characteristic 2escription

Wor3 specialization and di ision of labor

-he duties and responsibilities of all the

employees are clearly defined. 4obs are di ided

into tas3s and subtas3s. 5ach employee is

gi en a particular tas3 to perform repeatedly so

that he ac6uires expertise in that tas3.

/bstract rules and regulations

7ead more

-he rules and regulations that are to be

followed by employees are well defined to

instill discipline in them and to ensure that they

wor3 in a co8coordinated manner to achie e the

goals of the organization.
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0mpersonality of managers

Managers ma3e rational decisions and

*udgments based purely on facts. -hey try to be

immune to feelings li3e affection, enthusiasm,

hatred and passion so as to remain unattached

and unbiased towards their subordinates.

+ierarchy of organization structure -he acti ities of employees at each le el are

monitored by employees at higher le els.

9ubordinates do not ta3e any decision on their

own and always loo3 up to their superiors for

appro al of their ideas and opinions.



Behavioral Approach

The behavioral school of management emphasized what the classical theorists ignored

the human element. While classical theorists viewed the organization from a production

point of view the behavioral theorists viewed it from the individual!s point of view. The

behavioral approach to management emphasized individual attitudes and behaviors and

group processes and recognized the significance of behavioral processes in the

wor"place. #t gives an overview of the "ey contributions to management theory by the

behavioral management school of thought. $lton %ayo& 'ocusing on (uman )elations

$lton %ayo *+,,- +/0/1 the 'ather of the (uman )elations Approach led the team

which conducted a study at Western $lectric!s (awthorne 2lant between +/34 and +/55

to evaluate the attitudes and psychological reactions of wor"ers in on6the67ob

situations. The researchers and scholars associated with the (awthorne experiments

were $lton %ayo 'ritz )oethlisberger T 8 Whitehead and William 9ic"son. The 8ational

)esearch Council sponsored this research in cooperation with the Western $lectric

Company. The study was started in +/30 by Western $lectric!s industrial engineers to

examine the impact of illumination levels on wor"er productivity. $ventually the study

was extended through the early +/5-:. ;imitations of (uman )elations Approach
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(uman relations theory recognizes the significance of human resources. This theory

believes that each individual is uni

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