Principles of Management: Bureaucracy and Rationality

A set of vocabulary flashcards focusing on the key concepts of bureaucracy and rationality in management.

Bureaucracy

A formal organizational structure characterized by a hierarchy of authority, clear division of labor, and a set of rules and regulations governing the behavior of administrators.

Division of Labour

The separation of work tasks and occupations in a production process, resulting in specialization and economic interdependence.

Hierarchy

A structured management system where each level of authority is controlled and supervised by higher levels.

Tenure system

A system where officials expect lifelong employment and job security within the organization.

Impersonality

A bureaucratic principle where authority and resources are attributed to the position rather than the individual holding the position.

Formal selection process

The method by which officials are appointed or hired based on technical qualifications rather than personal connections.

Ideal type

A conceptual model created by Weber that isolates the most characteristic elements of a phenomenon for analytical purposes.

Critique of bureaucracy

Arguments questioning the effectiveness, adaptability, and efficiency of the bureaucratic model in modern organizations.

Dysfunctional consequences

Unintended negative outcomes that arise from strict adherence to bureaucratic rules and structures.

Particularism

An approach in organizations where criteria for advancement are based on personal connections rather than merit.

Universalistic criteria

Promotion and selection methods based on measurable qualifications and abilities, rather than personal relationships.

Bureau-pathology

A term coined to describe the negative effects of bureaucratic structures that can lead to inefficiency and power concentration.

De-bureaucratization

The process of reducing bureaucratic structures and systems to increase flexibility and responsiveness in organizations.

Administrative behaviour

The study of decision-making processes within organizations, highlighting the need for adaptability in bureaucratic structures.

Simon’s critique

Criticism of the Weberian model suggesting that decision-making must be understood through human behavior and varying circumstances.