The Russian autocracy survived the Time of Troubles and the rule of weak or corrupt tsars because of the strength of the government’s central bureaucracy. Government functionaries continued to serve, regardless of the ruler’s legitimacy or the boyar faction controlling the throne. The number of government departments (prikazy; sing., prikaz ) increased from twenty-two in 1613 to eighty by mid-century.
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Borrowed from French bureaucratique, from bureaucrate (“bureaucrat”) or bureaucratie (“bureaucracy”) + -ique (“-ic”), equivalent to bureaucrat + -ic or bureau + -cratic. Bureaucracies ensure that everyone is treated equally and fairly, For instance, the government makes everyone fill out the same paperwork for student loans. The process may be cumbersome, but the result is equal access to this government benefit.
- The process may be cumbersome, but the result is equal access to this government benefit.
- They make sure that employees get paid, applications get processed, and laws are followed.
- He described the concept of bureaucracy in a positive sense and considered the ideal bureaucracy to be both efficient and rational.
- The permanent corps is usually skeptical of novelty because the essence of bureaucratic organization is to turn past novelties into present routines.
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Contemporary stereotypes of bureaucracy tend to portray it as unresponsive, lethargic, undemocratic, and incompetent. In the pure form of bureaucratic organization universalized rules and procedures would dominate, rendering personal status or connections irrelevant. In this form, bureaucracy is the epitome of universalized standards under which similar cases are treated similarly as codified by law and rules, and under which the individual tastes and discretion of the administrator are constrained by due process rules. Despite the widespread derogatory stereotypes of bureaucracy, a system of government grounded in law requires bureaucracy to function. The foremost theorist of bureaucracy is the German sociologist Max Weber (1864–1920), who described the ideal characteristics of bureaucracies and offered an explanation for the historical emergence of bureaucratic institutions.
Popular criticisms emphasize that hierarchical organization strangles creative impulses and injects hyper-cautious modes of behaviour based on expectations of what superiors may desire. Command and control, which are necessary to coordinate the disparate elements of bureaucratic organization, provide for increasing responsibility upward, delegation, and decreasing discretion downward. Jurisdictional competency is a key element of bureaucratic organization, which is broken into units with defined responsibilities. Fundamentally, jurisdictional competency refers to bureaucratic specialization, with all elements of a bureaucracy possessing a defined role. The responsibilities of individuals broaden with movement upward through an organizational hierarchy.
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Often the professional corps of managerial experts itself becomes a covert source of power because it has superior knowledge compared with those who are its nominal but temporary superiors. By virtue of greater experience, mastery of detail, and organizational and substantive knowledge, professional bureaucrats may exercise strong influence over decisions made by their leaders. In addition, although a permanent corps of officials brings expertise and mastery of detail to decision making, it also deepens the innate conservatism of a bureaucracy.
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One assumption is that the entity cannot rely on an unsupervised system of operations. Instead, the thinking goes, a closed and rationally reviewed system is necessary to make the organization work. On this, his third album, he picks at the scabs of northern working-class life, and rails against a system that leaves families mired in bureaucratic neglect. “The Greenhouse Gas Reporting Program is nothing more than bureaucratic red tape that does nothing to improve air quality,” Zeldin said in a news release. The fully developed bureaucratic apparatus compares with other organisations exactly as does the machine with the non-mechanical modes of production.
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Organizational files record procedures, antecedent behaviour, and personnel records. They also allow an organization to be continuous and, thus, independent of any specific leadership. On the whole, continuity is vital to an organization’s capacity to retain its identity and even its culture.
- Command and control, which are necessary to coordinate the disparate elements of bureaucratic organization, provide for increasing responsibility upward, delegation, and decreasing discretion downward.
- Yet, most major business organizations are arranged in bureaucratic form because hierarchy and delegated responsibility reduce the transaction costs of making decisions.
- For Weber, bureaucracy was key to capitalism, since it allowed organizations to persist even as individuals come and go.
- Rules are the essence of bureaucracy but are also the bane of leaders who want to get things done their way instantly.
- People often use terms like bureaucrat, bureaucratic, and bureaucracy in a negative context.
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At their best, bureaucracies help organizations run smoothly and efficiently. Weber believed that bureaucracy clearly defined the roles of the individuals involved and helped narrow the focus of administrative goals. For Weber, bureaucracy was key to capitalism, since it allowed organizations to persist even as individuals come and go. This can be a government official or a person in a position of authority, such as a chief executive officer or board member of an organization.
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19th-century German sociologist Max Weber was one of the first scholars to study its influence. He described the concept of bureaucracy in a positive sense and considered the ideal bureaucracy to be both efficient and rational. Some administrative structures are not bureaucratic, and many bureaucracies are not part of administrative structures. One of the key characteristics of a bureaucracy is the use of hierarchical and centralized procedures to simplify or replace autonomous decision-making. Bureaucracy begins with the need to establish routine procedures and processes that turn decisions into working realities.
The organizational division of labour enables units and individuals within an organization to master details and skills and to turn the novel into the routine. This feature of bureaucracy also can lead organizational units to shirk responsibility by allowing them to define a problem as belonging to some other unit and thereby leave the issue unattended. Alternatively, every unit within an organization is apt to put a face on a problem congenial mainly to its own interests, skills, and technologies. Rules are the lifeblood of bureaucratic organization, providing a rational and continuous basis for procedures and operations.
Bureaucratic decisions and—above all—procedures are grounded in codified rules and precedents. Although most people dislike rules that inhibit them, the existence of rules is characteristic of legal-rational authority, ensuring that decisions are not arbitrary, that standardized procedures are not readily circumvented, and that order is maintained. Rules are the essence of bureaucracy but are also the bane of leaders who want to get things done their way instantly. The Safavid state was one of checks and balance, both within the government and on a local level. At the apex of this system was the Shah, with total power over the state, legitimized by his bloodline as a sayyid, or descendant of Muhammad. To ensure transparency and avoid decisions being made that circumvented the Shah, a complex system of bureaucracy and departmental procedures had been put in place that prevented fraud.
This can provoke conflict with entrepreneurs and innovators who prefer forward-looking processes and who might attempt to identify ways in which processes could be changed or improved. Villaraigosa also focused on the need to build more housing, criticizing bureaucratic red tape and slow permitting processes. But it is, at the same time, raised very far above the dull level of mere technical detail by the fact that through its greater principles it is directly connected with the lasting maxims of political wisdom, the permanent truths of political progress. Rules and regulations tend to be a greater burden for people who are less educated, less wealthy, or simply less tuned into the esoteric language that bureaucracy sometimes adopts. An oil company may establish a bureaucracy to compel its employees to complete safety checks when operating on an oil rig. A company 401(k) plan is established and run according to regulations imposed bureaucratic leadership by the federal government that are implemented by the company and its financial services provider.
Although the departments often had overlapping and conflicting jurisdictions, the central government, through provincial governors, was able to control and regulate all social groups, as well as trade, manufacturing, and even the Eastern Orthodox Church. Bureaucracies are all around us, from the companies we work for to the governments that rule our nations. They are in place to ensure that things run efficiently and by the book—that is, that people follow the rules, whether that’s to conduct health and safety checks while on the job, to get a permit for a building project, or to access government benefits.
Rules restrain arbitrary behaviour, but they also can provide formidable roadblocks to achievement. The accumulation of rules sometimes leads to the development of inconsistencies, and the procedures required to change any element of the status quo may become extraordinarily onerous as a result of the rule-driven character of bureaucracy. One perspective holds that the strict adherence to rules restricts the ability of a bureaucracy to adapt to new circumstances. By contrast, markets, which can operate with very few rules, force rapid adaptation to changing circumstances.
The Occupational Safety and Health Administration (OSHA) sets and enforces standards for workplace safety in the public and private sectors. Some government agencies and large corporations are described disparagingly as bureaucratic, suggesting that their functioning is crippled by cumbersome processes. Bureaucracies are criticized as creating burdensome rules that slow down policy implementation or crush innovation. Bureaucracies are often described as “bloated” or even “Byzantine,” suggesting that their employees create work to inflate their own roles in the process.