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According to Weber, bureaucracy is closely connected with the concept of rationalization (Theuvsen 1). Thus, Weber defines bureaucracy as rationalization administered to the arrangement of human actions (Theuvsen 1). Wrong considers Weber’s “historicist conception” of sociological awareness a reasonable one (Wrong 184). Bureaucracy has its benefits and limitations. The advantages include an orientation on the purpose, promotional options for workers depending on their achievements, specialized distribution of labor, and standard accepted rules for all employees (Theuvsen 2). These features of bureaucracy have a positive impact on the outcomes of the work process as they sustain the atmosphere of equality and make every employee feel protected by the same regulations. Every person can see that a company strives to achieve its goals most efficiently, and such a strategy makes people motivated. By specialized division of duties, bureaucratic organizations reach the most productive outcomes, as every assigned employee is proven to be best in his or her specialty.
Disadvantages of bureaucracy are associated with its strict policies which leave no room for unexpected situations and with control measures (Theuvsen 2). Being cost- and time-consuming is the biggest limitation of bureaucracy. Also, since the companies that run on bureaucracy are not prepared for unforeseen situations, they may experience considerable hardships when such situations occur. However, the biggest problem with bureaucracy is its level of control (Barker 410). Because of it, Weber refers to bureaucracy as “the iron cage” (Barker 410). He mentions that in an attempt to gain the rationality of order people forget about ethical and moral values (Barker 410). Bureaucracy has the power to convert social action into a rational one. However, this is a twofold function, as it may boost and limit the organization’s effectiveness at the same time (Barker 410).
To eliminate the disadvantages of the bureaucratic system and improve it, it is recommended to reconsider the organizations’ policies and make them more flexible for the employees’ and companies’ benefit. First of all, it is necessary to focus on the company’s goals rather than on the work process. Also, leaders should set the priorities for the employees and encourage them to stick to these priorities. Paperwork should be eliminated as it takes away too much time. Finally, and probably most importantly, the company’s leaders should empower and reward the employees. It is no secret that a person who feels important and appreciated is much more dedicated to what he or she is doing. Control is a rather necessary component of successful management, but too much control and too little encouragement make people unwilling to do their best for their organization.
While there are many arguments for and against bureaucracies, one thing is clear: they are inevitable. Their features may be eliminated, but the general division of labor and the necessity of having strict rules within a company is necessary. Bureaucracy helps to organize the work process, and with appropriate implementation, this type of management can produce rather effective outcomes.
One of the most well-known bureaucratic companies in McDonald’s, whose policies involve a lot of bureaucratic methods (Ferrante 124). Along with borrowing their methods, many formal organizations also use some approaches to reduce the disadvantages of bureaucracy and reach the most beneficial outcomes for the employees. For instance, they may employ the concept of rationalization but adapt it to the employees’ needs so that they should not be alienated from their families, colleagues, and the self (Ferrante 125).
Works Cited
Barker, James R., “Tightening the Iron Cage: Concertive Control in Self-Managing Teams.” Administrative Science Quarterly, vol. 38, no. 3, 1993, pp. 408-437.
Ferrante, Joan. Sociology: A Global Perspective. 8th ed., CENGAGE Learning, 2012.
Theuvsen, Ludwig. “On Good and Bad Bureaucracies: Designing Effective Quality Management Systems in the Agrofood Sector.” The 84th EAAE Seminar ‘Food Safety in a Dynamic World’ held in Zeist, The Netherlands, February 8-11, 2004, pp. 1-10.
Wrong, Dennis H. “The Oversocialized Conception on Men in Modern Sociology.” American Sociological Review, vol. 26, no. 2, 1961, pp. 183-193.
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