The characteristics of bureaucratic management
- Rules and regulations: the formal guidelines that define and control the behaviour of employees. following these ensures uniform procedures and operations, regardless of an individual’s wishes. they enable top managers to coordinate middle managers and, through them, first-line managers and employees. Managers leave, so rules bring stability.
- Impersonality: Rules leads to impersonality, which protects employees from the whims of manag- ers. although the term has negative connotations, Weber believed it ensured fairness by evaluating subordinates objectively on performance rather than subjectively on personal considerations. It limits favouritism.
- Division of labour: Managers and employees work on specialised tasks, with the benefits originally noted by adam Smith – such as that jobs are easier to learn.
- Hierarchy: Weber advocated a hierarchy in which jobs were ranked by the amount of authority to make decisions. Each lower position is under the control of a higher position.
- Authority: a system of rules, impersonality, division of labour and hierarchy forms an authority structure – the right to make decisions of varying importance at different levels.
- Rationality: this refers to using the most efficient means to achieve objectives. Managers should run their organisations logically and ‘scientifically’ so that all decisions help to achieve the objectives.
Resources: “Management an Introduction” by David Boddy