Major Schools of Thoughts

Theories of Management & Administration

Classical thoughts

Although, administration as an organized endeavor has been practiced since early history, but the
formal study of administration begun during late 19 th century. These first studies, often called the
classical approach , also known as traditional or institutional approach. It offers a mechanical view of the
organization and emphasized rationality and making organization and workers as efficient tools of a
machine as possible.

Two major theories comprise the classical approach: the scientific management and general
administrative theory. The two most important contributors to scientific management theory were
Frederick W. Taylor and Frank and Lilian Gilbreth, whereas the two most important contributors to
general administrative theory were Max weber and Henry Fayol.

Scientific management movement ---- Taylorism

With the industrial societies, it became gradually complex and more difficult to organize workplace and
workers in a highly efficient and productive way. Early business managers and entrepreneurs tried to
apply decades old traditional methods of work management in an industrial setting extending little
attention to repetition of tasks, overlapping of activities and redundant methods of control.

The ‘ Rule of thumb’ approach was used as a guiding principle to control work and workers together.
Rule of Thumb refers to an approach towards work which is based on limited experience and limited
memory being devoid of scientism, professionalism and rationalism. Resultantly, the industrial workers
were under high pressure of management to perform more and more without actually knowing how to
attain maximum efficiency.

With this backdrop, by the end of 19th century, earlier practitioners and theorists of management and
administration started writing about enhancing workers efficiency while highlighting deficiencies and
defects in the workers style of doing particular job.

F W Taylor

Scientific Management is based on lifelong work of F W Taylor, He was a mechanical engineer by

profession turned management consultant by designing jobs/work assignments on scientific lines.
During his professional career, he used to observe critically the way workers accomplish a particular task
vis-à-vis their work setting was considered. He found that workers usually performed tasks repeatedly in
a less efficient way and disliked their work which made them tired, lazy, and demotivated. On the basis
of this experience, he wrote his famous book ‘The Scientific Management Principles’ which was
published in 1911. Taylor became known as the father of scientific management.

Scientific management: Process

F W Taylor and his followers like Mooney , Gillbirth, Gullick and Werner believe that administration is
science and should be developed in a systematic way by applying scientific approach which consists of :
Observations

Collection of Data

Analysis of Data

Classification of data

Verification of Data

Findings

Management conclusions/ decisions

Scientific Management: Principles

Scientific Management is a rational approach to managing organization resources in a systematic and

objective manner.

It seeks the “one best way” of accomplishing any given task by discovering the fastest, most efficient ,
and least fatiguing method of operation. Taylor’s book described the theory of scientific management:
the use of scientific methods to define The ‘one best way’ for a job to be done through “ Time and
motion studies”

An approach called “ Time and motion studies” based on carefully defined; “laws, rules and principles”. “
Time and motion studies refer to study the movements of workers and eliminate unnecessary and
inefficient movements.

The basic principles(rules) of Taylor's Scientific management were:

1) Standardisation of work methods: A scientific method for each job/task of a worker via
scientific observation and analysis of a particular job to find out the one best way to do that task
that would lead to reduced work for the worker as he could do more with limited number of
movements.Use of bench marked and standardized tools and equipments and methods would
improve quality control and inspections thus reducing cost of production and increasing
efiiciency. Taylor emphasised on the ' right man for the right job' by proper selection and training
and ensuring fair wages and reasonable prices for standardised goods to consumers.
2) Equal division of work and responsibility between management and workers: At that
time workers had all the load of work and they were left to fend for themselves to complete the
work. Thus Taylor advocated that the management had to seriously undertake functions for
which it was best suited to i.e. planning,organising,controlling and determining methods of work
instead of leaving all this to the mostly uneducated worker who knew nothing of this and was
only concerned with doing his job through the skills he had. This principle according to Taylor
would help create a mutual understanding and dependence between the latter and the former in
the long run that would eliminate all unnecessary conflict and mistrust that was existing between
the two at that time. He believed that this mutual harmony instead of discord is the just and
rightful characteristic of scientific management.
3) Scientific selection of workers and their progressive development: He advocated through
this principle the need for the management to study the nature and character of each job/work
and then scientifically choose the right worker for the same who possess the necessary skills for
the same. It is also the duty of the management to study the limitations and possibilities of
workers for their development as Taylor believed that every worker had a definite potential for
development. he advocated for a systematic and thorough training of workers for the job after
being selected . It is also important that the worker accepts the new methods,tools and conditions
in their own interest and does it sincerely.
4) Mutual collaboration of workers and management: According to this principle there
should be active cooperation and cordial relations between management and workers instead of
discord and distrust in order to increase the production and efficiency of the
company/organization. A healthy environment needs to be created. A formally prescribed
scientific method of production in organizations will lead to a lot of conflicts that occur due to
lack of clear communication and confusion from top to bottom between the latter and former
disappearing.
5) Measurement of time and motion
Time and Motion Studies have been done to help individuals, especially those in any work force, to
work as efficiently as possible. This helps both the employer and the employee of any company or
organization because techniques formed through theses studies help the worker use less time on a
given task, learn to be efficient, and get more work done in less time and with less work. Prominent
contributors to Time and Motion Studies are Frederick Taylor and Frank and Lillian Gilbreth.

Time studies: Taylor thought reducing the time to complete a task was the primary way to
increase labor productivity. He advocated for conducting time studies wherein he would divide work
into specific tasks, use a stopwatch to time each element of the task, and then reorder the elements into
an optimal sequence. Taylor’s time studies emphasized maximizing profit.

Motion studies: Rather than only using a stopwatch to time workers, the Gilbreths advocated for
filming workers (using a 35mm hand-crank camera) in order to have a visual guide of how a task was
completed. This way they could not only track the time it took to finish the task but also analyze areas
for improvement. Additionally, the films could even be shown to workers so they could see firsthand
how they could enhance their techniques. The Gilbreth’s motion studies placed a much higher emphasis
on worker well-being than did Taylor’s principles. After Taylor’s death, this key variation ended up
causing many disputes between the Gilbreths and other Taylorist thinkers.

Time and motion studies can be applied in industrial and assembly line operations and administration

Apart from these basic principles Taylor also expressed concern about the following in the
process of Scientific management:
a) Mental Revolution: He advocated a change in the attitudes of workers and management
towards each other and their responsibilities. Managers should stop worrying about accumulating
the most and instead focus on generating the most that will lead to more funds for them. The
workers should stop worrying about increasing wages without putting in extra effort and instead
increase their responsibility and efficiency and increase production that will definitely lead to
raise in their salaries sooner or later.
b)Division of work: Planning function to be taken over by management who were appointed for
the same as they have been trained and skilled for the same and workers to concentrate on
completing their functional task as per the rules and guidelines and methods planned by the
former.Thus,each doing the job for which they have been appointed and are best skilled for.
c) Selection and training of workers: Taylor advocated the selection and training of workers
for best performance of the work in an organisation. Right person for the right job. This is the
duty of the management to choose a candidate for a particular job on the basis of his
nature,character and capacities and also provide for formal training and clear instructions to them
to perform prescribed motions with the standardized tools and materials.
d) Work study and work measurement: Work should be studied systematically and
scientifically and various laws and rules are to be applied to everyday work to find the one best
way to do that job. Taylor studied each and every movement of the worker with a stop watch and
removed all the unnecessary movements and found out the minimum time required for each job.
This not only helped reduce time but also slow movement and fatigue of workers thus increasing
efficiency and production leading to great profits for the organisation.

e) Development of management thinking: He viewed scientific management as a medium to

develop management as a science. It means that specific laws and rules could be derived for
management studies and practices and those laws relate specifically to wage rates and way of
doing work to increase the rate of production. Taylor advocated the use of standardized tools and
equipment as well as methods.
f) Standardisation of tools: Taylor himself developed and invented many standardized tools to
increase production and efficiency and those after a successful stint became the benchmark to be
used for those particular jobs.One of his most famous studies involved shovels. He noticed that
workers used the same shovel for all materials. He determined that the most effective load was
21½ lb, and found or designed shovels that for each material would scoop up that amount. Taylor
was able to convince workers who used shovels and whose compensation was tied to how much
they produced to adopt his advice about the optimum way to shovel by breaking the movements
down into their component elements and recommending better ways to perform these
movements. This led to huge increase in efficiency and production.
g) Task prescription: It means that a worker should get a clear prescription and description of
what task is to be done by them in clear language and instructions that is understandable by
him/her by the management through proper planning.
h) Trade unions: Taylor was against trade unions or group activity as mentioned earlier as he
believed that it was unnecessary since the goal of the workers and managemnt was the same. As
scientific management would make everything crystal clear for everybody in the organisation
ridding it of any conflict and with fair wages there is no need for trade unions.
i) Incentive scheme: Taylor suggested a piece work rate incentive for workers. That means if a
worker achieves a greater output than the target assigned to him he/she would then receive a
bonus payment for each piece extra. And the bonus should be generous and consistent to
encourage the workers to produce more.

Critical analysis
Merits Demerits

1 Incentives (salaries and wages) It is inhuman approach as incentives

based on scientifically measured
output per given time i.e. the ‘piece-
rate pay system’
are economic only and linked with
maximum output for maximum
gains.
Employees do have needs other than
monetary incentives

2 “Time and Motion Studies” can be In democratic societies,

applied in industrial and assembly organizations should also be
line operations and administration responsive - there is a trade off
between efficiency and
responsiveness

3 Human cooperation in a mechanical It considers man as a mean to an

fashion for maximum output.
end- the organization’s goals. W E
Moore- (Industrial Relations and
Social Order) emphasized that the
approach ignored social and human
factors in an organization

4 Clear cut roles and job designs with Difficult to apply in work areas
scientific education and training where extensive mental activities are
arrangements for workforce involved e.g., computer
development programming

5 Strict control and discipline The leadership style is autocratic and

enforced by managers. unilateral. It discourages
subordinates to offer feedback.
Taylorism in Public Administration
• L D White
“The objective of public administration is most efficient utilization of the resources
at the disposal of officials and employees”
Luther Gulick
“ In the science of administration, whether public or private, the basic ‘good’ is
efficiency”
In public sector, position classification and job design still reflect many of the
aspects of Taylorism.

Influence of scientific management in the 21st century

Scientific management has a clear and strict approach. Scientific management

remains to be of great relevance in today’s organizations. The management used
in an organization should have a structural system that defines the functions of
various departments, groups, and individuals.

Taylor believed that the best job in an organization could be produced by using a
perfect method, which could be implemented by the employees. Through this
belief, Taylor wanted to create specialization in the organizations in order for
each employee to specialize in one line of production leading to increased
profitability.

Taylor’s views and beliefs on the role of management are on how a certain task
in an organization is to be performed and the methods used. For the theory to
apply in today’s operations within organizations, Taylor made a formalized
process of keeping records of time and motion in which job operations were done
within the industry.

Scientific management applied in today’s operations within an organization has

been found to be very helpful (Taylor, 1911, p. 133).
One of the greatest contributions of scientific management in today’s
organization is increasing the productivity. Scientific management focuses on the
activities performed by the workers in an organization. The importance of this
was that scientific management makes the workers or employees efficient.

This increases the production capacity of the company. This helps in meeting the
objectives of all stakeholders. In his analysis, Taylor focused on time and motion
used in the achievement of organizational goals. Using these studies, the
operations in the workplace are well analyzed and the most effective and efficient
ways of performing job operations are discovered hence improving the
company’s productivity.

In addition, use of scientific management in today’s operations increases the

overall profitability and gives the organization a better opportunity to compete in
the market globally. This is derived from the ability of the organization to
maximize the efforts all stakeholders in the organization.

Secondly, scientific management has led to development of offshore markets.

This has resulted from its ability to analyze techniques used in labor within the
organization. The use of these labor techniques is what makes most of the
functions that were done in United States to be done oversees. On the same
note, scientific management has come up with methods of production that are
most effective and cheap (Harris, 2002 p. 377).

Again, due to the discovery of the theory of scientific management, companies

and industries have been able to produce high total quality products. Scientific
management has led to quality improvement that has greatly improved the
profitability of the company (Giovanni, 2009, pp. 7-15).

For example, industries like the automotive and the military industries have
greatly improved their product quality. This has been achieved through the use of
techniques introduced by Taylor in his discovery of scientific management.
The discovery and implementation of scientific management in the organization
has created division of labor among the employees. Division of labor in an
organization produces better results and high standards. This helps to create
better productivity in the organization and contribute to enhanced product quality.

This is because every employee works in the field where he is skilled at. The
organizations also benefit from the scientific management in that it helps them
come up with a good and organized organizational structure. This approach of
creating a good organizational structure was meant to improve efficiency and
give employees a motivation right from the lower level.

Ritzer (2010, p. 22) noted that the advanced technology that came up with
scientific management had social effects. This is because Taylor’s aim of division
of labor was to deskill the employees making them specialize in one task. This
had an enormous effect on the social aspect of life of the employees as it
increased the discipline in the working area (Harris, 2002, p. 377).

How today’s managers use scientific management?

Many of the guidelines and techniques that Taylor devised for improving
production efficiency are still used in organizations today.
The managers are using scientific management as follows:
1. Today's managers use time & motion studies to increase productivity of employees.
2. They hire the best qualified employees for a specific job to get full advantage of his
skills & expertise
3. They design incentive systems based on output/productivity of employees.
 Bureaucracy (Max Weber)
Public administration is the single most important aspect of bureaucracies across
the world; be it a democratic, socialist or capitalist state, particularly in a socialist
state where all aspects of citizen’s life are decided and regulated by the
government through bureaus. Bureaucracy is not an obstacle to democracy but an
inevitable complement to it.
Bureaucracy is as old as human civilization itself. However, Modern bureaucracies
arose as the government of states grew larger during the modern period and
especially following the industrial revolutions.
What is bureaucracy?
"Bureaucracy is an organizational structure characterized by many laws, standardized
procedures, procedures and requirements, number of desks, meticulous division of labor and
responsibility, clear hierarchies and professional interactions between employees that are almost
impersonal."- Max Weber
Macionis, and Plummer defines bureaucracy as an organizational model rationally designed
to perform complex tasks efficiently.
The type of organization designated to accomplish large-scale administrative tasks by
systematically coordinating the work of many individuals. ( Blau and Meyer)
Etymology:

The term "bureaucracy" originated in the French language: it combines the French word bureau –
desk or office – with the Greek word κράτος (kratos) – rule or political power.[8] The French
economist Jacques Claude Marie Vincent de Gournay (1712-1759) coined the word in the mid-18th
century

Max weber and bureaucracy

Bureaucratic administration means domination through knowledge— Max Weber

Weber described many ideal types of public administration and government in his magnum opus
Economy and Society (1922)
He described the bureaucratization of society- due to democratization and rationalization of culture

the advance of bureaucratic organization is due to its technical superiority over any other form of
organization

About the author ---- Max weber

Maximilian Karl Emil Weber  (1864 –1920) was a German sociologist, historian, jurist, and political
economist, who was regarded as among the most important theorists of the development
of modern Western society. He is known as the ‘Father of modern bureaucracy’.
Weber’s Bureaucratic Model- The Ideal-type of Bureaucracy
The Rationalization of Society: the historical change from tradition to rationality as the dominant mode
of human thought. (Macionis)

Tradition Vs Rationality

Tradition: sentiments and beliefs passed from generation to generation.

Rationality: objective, deliberate, matter-of-fact calculation of the most efficient means to accomplish a
particular goal.

It’s willingness of the society to adopt the latest technology

Characteristics of Ideal-Type of Bureaucracy

Structural elements
Hierarchy of offices
Hierarchy means a graded structure where the top most job position controls and
commands immediate lower job position of the organization.
It is to establish authority-responsibility relationship and to coordinate the
activities of specialized offices and integrate their jurisdictional authority.
The organization is headed by a single authority under strict discipline and control
to ensure an unbroken chain of command and span of control.
Specialized jurisdiction (fixed division of labor and authority)
Specialized jurisdiction are established to achieve organization goals. It also makes
it easy to design work breakdown structures and areas of authority and
responsibility of individual employees which makes it easy to locate responsibility
and hence ensuring accountability.
A permanent bureaucratic system
A permanent bureaucratic system remains stable and intact regardless of the
employees. Society becomes dependent on the bureaucracy‘s functions to the
extent that chaos result if it is destroyed.
A career structure
A career structure in which employees move through various specializations and
ranks. Movement is based on merit/ seniority
Large scale organization
Large scale organizations to achieve not only the economies of scale but also for
the provision of service and enforcement of regulatory functions at least within the
national borders. In today’s world bureaucratic organization has attained as large a
structure as to maintain global outreach. E.g., UN
Functional elements
Impersonal or dehumanizing
While making the decisions and running affairs of their offices , the bureaucrats do
not turn emotional or irrational. Personal and other biases and emotions are kept
separate from the official affairs while delivering public services and enforcing
regulatory functions. This makes bureaucracy neutral, unpartisan and unbiased
during public policy formulation, implementation and evaluation
Formalistic
Bureaucracies do not depend on persons but on offices and almost everything
about their structure, function, mandate and procedures reduced to writing and are
referred to in a formal fashion to these written rules, policies and procedures.
Formal written communication and other documents are stored in files , whose
access is limited and is frequently a source of power.
Rule-bound

Bureaucracy operates according to formal rules and regulation that are in written forms and can be
learned. The objective of rules is to specify proper office procedures and to assure regularities in
dealing with the outsider. The rules also seek to ensure impersonality and enhance hierarchical
authority.

Highly discipline

Bureaucrats are bound by the bureaucracy’s rules and authority structures. They are subject to
discipline and control if they overlook or violate rules and practice or insubordination.

Power position of bureaucracy

Highly efficient

Weber regarded bureaucracy as the most efficient form of organization due to its technical
competence and work specialization. It acts with continuity, precision, rationality,expertise and
discipline. Owing to its structural and functional features, bureaucracy is reliable and its actions are
fairly predictable as it operates in a highly mechanical fashion.

Powerful

Bureaucrats derive powers from multiple sources. They exercise information, expert, legal/official as
well as political powers. Its power derives from rationality, expertise and continuity. Weber claimed
that well developed bureaucracy is uncontrollable by outsider and that society becomes dependent
for its provision of goods and services

Ever-expending

Bureaucratic expansion is unavoidable because it is efficient, powerful that could serve the need of the
complex society

Elites
Being powerful and specialized in their functions and controlling resources, the
bureaucrats enjoy an elite status in the society.

An Analysis by Scott
Bureaucratic structures evolved from traditional structures with the following changes:

1. Jurisdictional areas are clearly specified, activities are distributed as official duties.

2. Organization follows hierarchical principle where subordinates follow orders of superiors, but have
right of appeal
3. Abstract rules govern decisions and actions and decisions are recorded in permanent files

4. Means of production or administration belong to office. Personal affairs separated from office.

5. Officials are selected on the basis of technical qualifications/merit.

6. Employment by the organization is a career. The official is a full-time employee and looks forward to a
life-long career.

7.Weber stressed that the rational-legal form was the most stable of systems for both superiors and
subordinates and it is more reliable and clear.

8.Subordinates ideally can challenge the decisions of their leaders by referring to the stated rules.

9.Bureaucratic systems can handle more complex operations.

10. Public interest is promoted through neutrality and uniformity of official decision.

Advantages of Bureaucracy
1. Specialization: A bureaucratic organization provides the
advantages of specialization because every member is assigned a
specialized task to perform.

2. Structure: A structure of form is created by specifying the duties

and responsibilities and reporting relationships within a command
hierarchy. Structure sets the pace and framework for the functioning
of the organization.

3. Rationality: A measure of objectivity is ensured by prescribing in

advance the criteria far decision making in routine situations.

4. Predictability: The rules, regulations, specialization, structure and

training import predictability and thereby ensure stability in the
organization. Conformity to rules and roles in the structural framework
bring about order to cope with complexity.
See also  Factors and Employees Role in Organization Culture

5. Democracy: Emphasis on qualifications and technical competence

make the organization more democratic. Officials are guided by the
prescribed rules, policies and practices rather than by patronage or
other privileged treatment.

Disadvantages of Bureaucracy
1. Rigidity: Rules and regulations in a bureaucracy are often rigid and
inflexible. Rigid compliance with rules and regulations discourages
initiative and creativity. It may also provide the cover to avoid
responsibility for failures.

2. Goal Displacement: Rules framed to achieve organizational

objectives at each level become an end to themselves. When
individuals at lower levels pursue personal objectives, the
overall objectives of the organization may be neglected.

3. Impersonality: A bureaucratic organization stresses a mechanical

way of doing things. Organizational rules and regulations are given
priority over an individual’s needs and emotions.

4. Compartmentalization of Activities: Jobs ore divided into

categories, which restrict people from performing tasks that they are
capable of performing. It also encourages preservation of jobs even
when they become redundant.

5. Paperwork: Bureaucracy involves excessive paperwork as every

decision must be put into writing. All documents have to be
maintained in their draft and original forms. This leads to great
wastage of time, stationery and space.

6. Empire Building: People in bureaucracy tend to use their positions

and resources to perpetuate self interests. Every superior tries to
increase the number of his subordinates as if this number is
considered a symbol of power and prestige.

7. Red Tape: Bureaucratic procedures involve inordinate delays and

frustration in the performance of tasks.

Role of Bureaucracy: Functions

Bureaucracy or Civil Service plays a key role in running the

Public Administration e by performing the following
functions:
1. Implementation of Governmental Policies and Laws:
It is the responsibility of the bureaucracy to carry out and implement
the policies of the government. Good policies and laws can really serve
their objectives only when these are efficiently implemented by the
civil servants.

2. Role in Policy-Formulation:
Policy-making is the function of the political executive. However, the
Bureaucracy plays an active role in this exercise. Civil Servants supply
the data needed by the political executive for formulating the policies.
In fact, Civil servants formulate several alternative policies and
describe the merits and demerits of each. The Political Executive then
selects and adopts one such policy alternative as the governmental
policy.

3. Running of Administration:
To run the day to day administration in accordance with the policies,
laws, rules, regulations and decisions of the government is also the key
responsibility of the Bureaucracy. The political executive simply
exercises guiding, controlling and supervising functions.

4. Advisory Function:
One of the important functions of the Bureaucracy is to advise the
political executive. The ministers receive all the information and
advice regarding the functioning of their respective departments from
the civil servants. As amateurs, the ministers have little knowledge
about the functions of their departments. They, therefore, depend
upon the advice of bureaucracy. As qualified, experienced and expert
civil servants working in all government departments, they provide
expert and professional advice and information to the ministers.

5. Role in Legislative Work:

The civil servants play an important but indirect role in law-making.
They draft the bills which the ministers submit to the legislature for
law-making. The ministers provide all the information asked for by the
legislature by taking the help of the civil servants.

ADVERTISEMENTS:

6. Semi-judicial Work:
The emergence of the system of administrative justice, under which
several types of the cases and disputes are decided by the executive,
has further been a source of increased semi-judicial work of the
bureaucracy. The disputes involving the grant of permits, licences, tax
concessions, quotas etc. are now settled by the civil servants.

7. Collection of Taxes and Disbursement of Financial

Benefits:
The civil servants play a vitally important role in financial
administration. They advise the political executive in respect of all
financial planning, tax-structure, tax-administration and the like.
They collect taxes and settle disputes involving recovery of taxes. They
play a vital role in preparing the budget and taxation proposals. They
carry out the function of granting of legally sanctioned financial
benefits, tax reliefs, subsidies and other concessions to the people.

8. Record-Keeping:
The Civil Service has the sole responsibility of keeping systematically
all government records. They collect, classify and analyse all data
pertaining to all activities of the government. They collect and
maintain vital socioeconomic statistics which are used for the
formulation of Public policies and plans.

ADVERTISEMENTS:

9. Role in Public Relations:

The era of modern welfare state and democratic politics has made it
essential for the government to keep close relations with the people of
the state. The need for maintaining active and full public relations is a
vital necessity of every state. The civil servants play an active role in
this sphere.

They are the main agents who establish direct contacts with the
people. They serve as a two way link. On the one hand, they
communicate all government decisions to the people, and on the other
hand, they communicate to the government the needs, interests and
views of the people. Thus, Bureaucracy plays a vigorously active and
highly important role in the working of the government.

Criticism
Weber
Recognizing bureaucracy as the most efficient form of organization, Weber also
saw it as a threat to individual freedoms.

Robert K. Merton:
Robert Merton (1952) criticizes Weber's bureaucracy by observing that the bureaucratic features,
which Weber believes in enhancing rationality and efficiency, might actually be associated with
irrationality and inefficiency. Merton concludes that bureaucracy contains the seeds of its own
destruction. It focuses on four main irrational limitations that bureaucracy has in terms of its
ideal type, its negligence of informal organization, and its dehumanization as well as its tense
relationship with democracy. In particular, Weber's bureaucracy does not consider the important
role of the informal relationships that exist in any human organizations. In addition, many in
public administration argue that the reality of bureaucratic discretion is a threat to democratic
norms and practices.

Talcott Parsons:
Talcott Parsons questions the internal consistency of Weber’s ideal type of bureaucracy. Parsons
draws attention to the fact that Weber expects the administrative staff to be technically superior
as well as possess the right to give orders. But this itself gives rise to conflicts within
bureaucracy since it is not always possible to ensure that high position in the hierarchy of
authority will be matched by equivalent professional skill. In such case the individuals working
in an organization will face the problem of whom to obey the person with the right to command
or the man with the greater expertise.

Peter Blau:
A number of critics like peter Blau believed that Weberian model of bureaucracy cannot be
applied to administrations of different places and times. Blau felt that a fresh look has to be taken
at the concept of rational administration. In a changing environment "the attainment of
organizational objectives depends on perpetual change in the bureaucratic structure." That is why
efficiency cannot be guaranteed by tethering the official to a set of rigid rules. According to Blau
the efficient administrations is possible only when an individual is allowed to identifywhit the
purposes of the organization and to adopt his behaviorto his perceptionof changing
circumstances.

Philip SeIznick:
Phillip Selznick and others criticized Weber for his neglect of the power that a bureaucrat
assumes whereby is "increasingly preoccupied with his own social position and in the end
Subverts the professedgoals of the organization by concentratingonly on hisown power position"
No impersonal order can stop bureaucrats becoming power mangers and may even encourage
clandestine motives in them. In a democratic setting it is also very difficult to a bureaucrat to be
neutral and impersonalinthe face to hectic politicalactivity around him.

Bureaucracy and responsiveness - Red-tape, delays, inefficiency, corruption, partisanship

Red tape: Bureaucracy, by its very character, follows a certain set of rules and regulations. This imparts a
lack of flexibility and can often lead to inefficiency.

Bureaucratic delays: The complicated set of rules in a bureaucratic system often causes long delays.

Bureaucratic corruption: Corruption in the higher rungs of bureaucracy can be very disastrous to the
economy.

Bureaucrats consider individuals as cases and not as human beings.

Although bureaucracies are established to serve the society, but with the passage of time as
bureaucracies get mature, the society become dependent of them.

Rules becomes ends in themselves instead of means toward end i.e., service delivery

Impersonality, sometimes, becomes almost impossible as public office holders are human beings not
machines