Large international organisation bureaucratic structure: Precision, speed, unambiguity, … strict subordination, reduction of friction and of material and personal costs- these are raised to the optimum point in the strictly bureaucratic administration. They are better suited for more complex or larger scale organizations, usually adopting a tall structure. The tension between bureaucratic structures and non-bureaucratic is echoed in Burns and Stalker's  distinction between mechanistic and organic structures.
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One of these was the question of what held societies together, and this he thought was to do with authority. It may be based on charisma 9the personal authority of particular individuals or on tradition the established authority of institutions.
People in society accepted that they had to follow the dictates of these systems. Hence they were a form of authority. Applied to organisations Post bureaucratic legal authority means bureaucracy. But in its pure form, what Weber called an ideal type, it refers to a highly efficient form of organisation.
This was the reason why, according to Weber, it was becoming more and more dominant from the late 19th century onwards.
It simply got the job done better than any other system and this was why it was adopted. They are employed full time within the context of lifetime career structure and are appointed and promoted on the basis of qualifications and experience.
Subordinates in turn report upwards to their superiors. Employees and customers are treated in accordance with these rules. Specifically it is effective in situations where very large numbers of identical, standard operations are needed. It also suits situations where a rigid Post bureaucratic of command is favoured, where little training or initiative is required since all that people need to do is follow rules and order.
This argument takes many forms but in essence it says that the economy has moved from the mass production of standard products towards short product runs for niche markets.
At the same time it is suggested that people in organisations need - and perhaps want - to be more flexible and innovative rather than simply following orders. These are given many different names but as an umbrella term we call the post bureaucracies.
People are trusted to act on the basis of shared values rather than rules. Work is no longer done in fixed hours or at a designated place.
Some of these problems are to do with the social impact of bureaucracy but there are also problems from the more narrow perspective of organisational design and efficiency.
In principle every part is perfectly designed to perform its task and the whole thing operates like clockwork in an entirely predictable and standard way.
It is this that makes a bureaucracy efficient. But it also means that the people within the organisation have to function as if they were cogs within the machine.
This leads to three key problems for bureaucracy; o The problem of motivation. Because people in bureaucracies have to follow rules, and have no choice or discretion about doing so, they may well have little personal commitment to the organisation and gain little interest or stimulation from their work.
Theorists of motivation have long recognised that very often motivation is linked to factors such as job satisfaction and to a sense of achievement and responsibility at work.
Bureaucracies rarely deliver this and if high motivation leads to better work performance then it follows that employees will perform sub optimally in bureaucracies. In this sense they may not be as efficient as they seem at first sight.
If the workforce is poorly motivated they are unlikely to care much about customer service but simply follow rules grudgingly or blindly. These rules are there for the good of the organisation rather than customers and will not be changed to suit the particular demands an individual customer may have.
For this reason bureaucracies are sometimes described as producer focused. Rules, once made, are enshrined for all time and will only change very slowly. This may not matter in contexts of producing large quantities of standard products, the specifications of which do not vary for long periods of time.
However, in more volatile and uncertain conditions bureaucratic inertia will mean that these organisations fail to adapt and therefore will either disappear when faced with competition or survive only because they are being protected by government from competition but deliver goods and services in an inefficient way.
This means that bureaucratic inertia will indeed be a problem. However, as an alternative model of organisations, post bureaucracy generates its own set of problems, many of them being precisely what bureaucracy seems to solve.
Related Organisational Behaviour Samples:Post-bureaucracy blurs the boundaries between companies and countries, and post-bureaucracy encourage interorganisational relationships which include strategic alliance, joint venture, outsourcing/ subcontracting, unilateral agreement and network organisation (Buchanan and .
Thanks for the A2A. I googled this term "post-bureaucracy" to come up with some formal references to refer you to. I list those at the end of my answer. Ive only read their synopses, not the. Chapter Bureaucracy and Post-bureaucracyChapter aims • Explain bureaucracy and postbureaucracy • Explain the problems of each from mai 5/5(3).
The traditional commentary and critique of bureaucracy is a well-trodden territory. Critics of the nature of bureaucracy are still around, their ranks having been swelled by some feminist academics. PDF | Purpose – Modern bureaucracies are under reconstruction, bureaucracy being no longer “modern”; they are becoming “post” bureaucratic.
Defining the post‐bureaucratic organization. What does the post-bureaucratic organization The contributors analyze the change process from bureaucracy to post-bureaucracy and three alternative.