- Social interactions questions 1
- Role strain and role conflict
- Primary and secondary groups
- Ethnocentrism and cultural relativism in group and out group
- Dramaturgical approach
- Impression management
- Harlow monkey experiments
- Discrimination individual vs institutional
- Prejudice vs discrimination
- Prejudice and discrimination based on race, ethnicity, power, social class, and prestige
- Organizations and bureaucratization
- Characteristics of an ideal bureaucracy
- Social support
Characteristics of an ideal bureaucracy
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- where on Earth are qualified people hired based solely on technical qualifications?(21 votes)
- Many government jobs have very strict interviewing processes that prevent friends/family from getting an advantage. Strict interview outline with a strict response grading scheme(3 votes)
- How is the Peter Principle a direct result of "Employment based on technical qualification"?(4 votes)
- If you only have the skills necessary to get the job in question, nothing more, you will fail when you get promoted to positions beyond your skillset. This is because promotion is based on current performance not capability in the future position.(13 votes)
- Wouldn't increased equality and decreased discrimination lead to increased loyalty for many people, not decreased loyalty?(3 votes)
- What's the difference between trained incapacity and the peter principle?(1 vote)
- Perspective. Trained incapacity doesn't mean you're incompetent at your job, it means you've lost touch with the meaning of your job and this is causing you to lose a lot of the motivation associated in it.
Think of it as something that could stop you from becoming an expert in your task.
But the Peter principle isn't about something stopping you from becoming an expert in your task, it's the idea that when someone is an expert at their task they're no longer fit for it because they could be used at a higher level, and a cheaper less qualified person can fill the position they leave open. However, every new task has it's own unique problems, just because you were an expert at fixing cars (mechanical problems) doesn't mean you'll be an expert at auto-electrics. The problem isn't that Auto-electrics is being a mechanic but more complicated (because that's not what it is at all)
It's that the organisational structure has poor design and doesn't account for the differences in both jobs and inappropriately linked them based on a basic skillset.(2 votes)
- The text that I am reading discusses three reasons why an ideal bureaucracy cannot exist. One of the reasons is due to the fact that "it is not possible to rid organizations of all extraorganizational influences on member behavior". Could you explain what is meant by this? I have a general idea but am not entirely sure.(1 vote)
- If there are many more negative results than benefits to these characteristics, why would any organization follow these guidelines?(1 vote)
- Firstly, they don't...this is the "ideal case". But it's ideal because even though it has some set backs, the pros all ultimately work to increase efficiency and productivity which are at the heart of bureaucracy.
Bureaucracy isn't perfect, no, but it is the foundations of a capitalistic society that is overly focused on increasing efficiency. They don't necessarily care about the negative results.(1 vote)
- How do hierarchies make it easier to hide mistakes? (@1:55)(1 vote)
- hmm at the end there, instead of saying "they aren't good enough to get promoted any further". i wonder if it would be better to say that perhaps they don't have the qualifications to get promoted any further.(1 vote)
- আমলাতন্ত্র কি এর বৈশিষ্ট্য(1 vote)
- [Voiceover] Sociologist, Max Weber, studied the structure of organizations and theorized that there were five main characteristics of an ideal bureaucracy. So no matter what the goal of a specific organization is, whether it is a business or a religious organization or a charity, it would display these five basic features. The first is the division of labor. So, within a bureaucracy people are trained to do specific tasks. So the person who works in the administration office in a university probably doesn't teach classes, and professors aren't usually responsible for building maintenance. And there are some really good aspects of this. When people specialize, they can really become experts in the areas that they're working in, and it can help to increase the overall efficiency of the organization, especially large-scale organizations. But it can also have some downsides as well. According to conflict theory, this type of division of labor can increase feelings of alienation in individual workers, because it separates them from other workers and denies them the pride associated with seeing a task through from beginning to end, which might also lead to less worker satisfaction and less productivity overall. It can also lead to what's referred to as trained incapacity within the general organization or cases where workers become so specialized in their tasks that they lose touch with the overall picture. The next characteristic of bureaucracy is a hierarchy of organization. Rather than all members of a bureaucracy being equal, each position is under the supervision of a higher authority, and this can be positive, in that it can help to clarify who is in command. It can tell us who is in charge of what, but it can also deprive individuals of having a voice in decision making, especially those who are lower down on the hierarchical chain. This structure can also allow people to shirk responsibility, and this is especially troublesome when it comes to unethical tasks. You may have heard of the term, "I was just following orders." This structure can also allow individuals to hide mistakes, sometimes serious mistakes, since no one person interacts with all members. The third characteristic of bureaucracy is the existence of written rules and regulations, and as you might expect, rules and regulations do a lot of good for an organization. They let workers know what is expected of them. They help to ensure uniform performance by all members or workers. They can help to maintain equal treatment of all employees, and they can give a sense of unity or continuity to an organization, because even if individual members come and go, the laws and structure of the organization can remain the same. But as with all of the other things we have mentioned, there can be a dark side to this as well, because rules can sometimes stifle creativity from individual members, and if an organization has too many rules, if it has too much structure, it may discourage employees from taking initiative. It can also lead to goal displacement or cases where commitment to following the rules becomes more important than the original goals of the organization. The fourth characteristic is impersonality, and I know that this might sound like it's a completely negative term, but here it's being used in an interesting way. It is used to describe how individuals and officials are supposed to conduct their activities in an unbiased manner. So it's supposed to ensure equal treatment to each person within an organization, but, of course, impersonality can also lead to feelings of alienation, because it can lead to the perception that those in charge are cold and uncaring, and it can even serve to discourage loyalty to the group. The last characteristic is longer than the other ones. It is employment based on technical qualifications, and I actually kind of see this one as being an offshoot of impersonality, because this describes how hiring within a bureaucracy is supposed to be based on the qualifications that a person has and should not be influenced by either favoritism or personal rivalries, and this can be really positive. Obviously, it can serve to decrease discrimination based on race, gender, or sexual orientation. However, in some ways it can also serve to decrease ambition, because it might lead people to do only what is necessary to secure a job or promotion and nothing more. It can also lead to what is known as the Peter principle, which was put forth by a man named Laurence J. Peter, and this is the idea that every employee within a hierarchy will keep getting promoted until they reach a level of incompetence. So, talented people get promotion after promotion until finally they advance to a position that they can't handle. And so, they remain at that position because they aren't good enough at that current job to get promoted any further.