Max Weber, a German sociologist, argued that bureaucracy was the most efficient model for private businesses and public offices. His theories influenced generations of business leaders and politicians well into the 20th century. Weber’s theory of management, also called the bureaucratic theory, stresses strict rules and a firm distribution of power.  The management theory of Max Weber Weber believed that bureaucracy was the most efficient way to set up and manage an organization and necessary for larger companies to achieve maximum productivity with many employees and tasks.  “Precision, speed, unambiguity, knowledge of files, continuity, discretion, unity, strict subordination, reduction of friction and of material and personal costs — these are raised to the optimum point in the strictly bureaucratic administration,” Weber said.  In an ideal bureaucracy, everyone is treated equally and work responsibilities are divided by each teams’ areas of expertise. A well-defined hierarchical business management system supports this, providing clear lines of communication and division of labor based on the layer of management one worked in.  Advancement in the organization is determined solely on qualifications and achievements rather than personal connections. Weber believed the work environment should be professional and impersonal — “work relationships” are strongly discouraged. Overall, Weber’s ideal bureaucracy favors efficiency, uniformity and a clear distribution of power…..  6 characteristics of bureaucracies identified by Weber According to Weber, these are the six characteristics of bureaucracy: Task specialization (division of labor): Weber felt that task specialization promotes the timely completion of work at the highest level of skill. Tasks, therefore, in Weber’s ideal organization are divided into categories based on team members’ competencies and areas of expertise. …. Hierarchical management structure: Weber advocated that management should be organized into layers, with each layer being responsible for its team’s performance. Weber believed that each layer of management should provide supervision to the layers below them while being subject to the control of those above them. Thus, individuals at the top of the management hierarchy have the most authority, while those at the bottom have the least power. …. Formal selection rules: In the ideal organization, Weber believed that employees should be chosen based on their technical skills and competencies, which are acquired through education, experience or training — no other factors should be considered. Since workers are paid for their services and services are divided by job position, an employee’s salary is entirely dependent on their position. … Efficient and uniform requirements: Employees, argued Weber, should always know exactly what is expected of them. In the ideal organization, the rules are clearly defined and strictly enforced. This promotes uniformity within the organization and keeps the company running as smoothly and efficiently as possible. ….. Impersonal environment: Under Weber’s theory, relationships between employees are to be professional only. The impersonal environment characterized by bureaucracies is designed to promote decision-making that is based solely on facts and rational thinking. It prevents  favoritism or nepotism as well as involvement from outsiders or political influence, anything that could interfere with the mission of the organization. Achievement-based advancement: Weber felt that promotions within an organization should be based solely on achievement, experience and technical qualifications. Personal favors, relationships or personality traits should not factor into personnel decisions.   Sean Peek
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