Theory of Bureaucracy Bureaucratic Theory of Management: Maximilian Karl Emil Weber

ORGANIZATION DEVELOPMENT | Dr.
Roldan | Term 3 | 2018-2019
Theory of Bureaucracy/
Bureaucratic Theory of Management
Maximilian Karl Emil Weber | 1864 – 1920 (Germany)
- Father of bureaucratic management theory and
One of the founding fathers of sociology
- sociologist, philosopher, and political economist
- Schooled in Heidelberg University and taught in
University of Berlin, University of Freilburg, and
University of Munich
General Concept Behind the Theory:

There are three types of power can be found in organizations; (1) traditional power;
(2) charismatic power; and (3) legal power. He refers in his bureaucratic theory to the
latter as a bureaucracy. All aspects of a democracy are organized on the basis of rules
and laws, making the principle of established jurisdiction prevail.
General Premise of Bureaucracy:

Max Weber believed that “bureaucracy” was better than traditional structures.
Bureaucracy is the most efficient way to set up an organization, administration and
organizations. In a bureaucratic organization, everyone is treated equal and the
division of labor is clearly described for each employee.
The Bureaucracy
- is an organizational structure that is characterized by many rules, standardized
processes, procedures and requirements, number of desks, meticulous division of
labor and responsibility, clear hierarchies and professional, almost impersonal
interactions between employees”.
- is the basis for the systematic formation of any organization and is designed to ensure
efficiency and economic effectiveness.
- is an ideal model for management and its administration to bring an organization’s
power structure into focus.
- is an organizational structure was indispensable in large organizations in structurally
performing all tasks by a great number of employees.
Three Elements that Support Bureaucratic Management:

1. All regular activities within a bureaucracy can be regarded as official duties;
2. Management has the authority to impose rules; and
3. Rules can easily be respected on the basis of established methods.
Weber was convinced that organizations based on rational authority, where authority was
given to the most competent and qualified people, would be more efficient than those based
on who you knew. Weber called this type of rational organization a bureaucracy.
Researched by Jo-Dann N. Darong | 30 May 2019

ORGANIZATION DEVELOPMENT | Dr. Roldan | Term 3 | 2018-2019
WEBER IDENTIFIED SIX CHARACTERISTICS OR RULES OF A BUREAUCRACY
Characteristics Description
Managers are organized into hierarchical layers, where each layer of management is
Hierarchical responsible for its staff and overall performance. Each level controls the levels below
Management and is controlled by the level above This hierarchy reflects lines of bureaucratic
Structure communication and the degree of delegation and clearly lays out how powers and
responsibilities are divided.
Tasks are clearly defined and employees become skilled by specializing in doing one
Division of
thing. There is clear definition of authority and responsibility. Tasks are divided into
Labor
simple, routine categories on the basis of competencies and functional specializations.
Formal Employee selection and promotion are based on experience, competence, and
technical qualification demonstrated by examinations, education, or training. There is
Selection no nepotism. One of the basic principles is that employees are paid for their services
Process and that level of their salary is dependent on their position.
Management is separate from ownership, and managers are career employees.

Career Protection from arbitrary dismissal is guaranteed. Employees of a bureaucratic
Orientation organization are selected on the basis of their expertise. This helps in the deployment
of the right people in the right positions and thereby optimally utilizing human capital.
Formal Rules Rules and regulations are documented to ensure reliable and predictable behavior.
Managers must depend on formal organizational rules in employee relations. Formal
and rules and requirements are required to ensure uniformity, so that employees know
Regulations exactly what is expected of them.
Rules are applied uniformly to everyone. There is no preferential treatment or

favoritism. Regulations and clear requirements create distant and impersonal
Impersonality relationships between employees, with the additional advantage of preventing
nepotism or involvement from outsiders or politics.
Weber thought bureaucracy would result in the highest level of efficiency, rationality, and
worker satisfaction. In fact, he felt that bureaucracy was so logical that it would transform
all of society.
Unfortunately, Weber did not anticipate that each of the bureaucratic characteristics could
also have a negative result. Today, the term “bureaucracy” has taken on negative
connotations. It is associated with excessive paperwork, apathy, unresponsiveness, and
inflexibility. For example, division of labor leads to specialized and highly skilled workers,
but it also can lead to tedium and boredom. Formal rules and regulations lead to uniformity
and predictability, but they also can lead to excessive procedures and “red tape.”
MAJOR REFERENCES
- Adler PS (2009) The Oxford handbook of sociology and organization studies: Classical foundations. Oxford University Press, USA.
- Katz, D. & Kahn, R. L. (1978). The social psychology of organizations. Wiley.
- Udy Jr, S. H. (1959). Bureaucracy and Rationality in Weber’s Organization Theory: An Empirical Study. American Sociological Review, 791-795.
- Weber, M. (1978). Economy and society: An outline of interpretive sociology. University of California Press.
Researched by Jo-Dann N. Darong | 30 May 2019

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ORGANIZATION DEVELOPMENT | Dr.

Roldan | Term 3 | 2018-2019

General Concept Behind the Theory:

General Premise of Bureaucracy:

Three Elements that Support Bureaucratic Management:

Researched by Jo-Dann N. Darong | 30 May 2019

WEBER IDENTIFIED SIX CHARACTERISTICS OR RULES OF A BUREAUCRACY

Management is separate from ownership, and managers are career employees.

Rules are applied uniformly to everyone. There is no preferential treatment or

Researched by Jo-Dann N. Darong | 30 May 2019

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