1. Bureaucratic management
Hari Krishna Bhattarai, MPH, MPA, M.Phil (Public Administration)

2. Introduction
• bureaucratic theory of management,
bureaucratic management theory or
the Max Weber theory based on the
bureaucratic theory of Max Weber
(1864 – 1920)
• Weber believed bureaucracy was the
most efficient way to set up an
organization and administration.
• Weber believed it was a better than
traditional structures.

3. Introduction
• Bureaucracy”: the term was coined in
18th-century France
• Literally means: “power of the desk”
• Some also defined as ‘systematic control’
• Power of the person behind the desk –
“bureaucrat”

4. Introduction
Max Weber- German sociologist
Bureaucracy is a model of organization design based a legitimate and formal system of
authority.
Legal Rational and efficient – Weber
Offered as a “one best way” of doing things
Book ‘the theory of social and economic organizations’
Two major contributions- the theory of authority structures & an ideal organization or an
ideal type of bureaucracy

5. Basics
• Many human tasks require the use of authority systems, which rely on the method of
command, rather than exchange
• Complex tasks requiring coordination
• Divide a complex task into simpler tasks
• Assign different tasks to different people
• Coordinate their interaction
• Efficiency is the watchword
• The pyramid of power
• The hierarchy

6. Definition
“Bureaucracy is an organizational structure that is characterized by many rules,
standardized processes, procedures and requirements, number of desks,
meticulous division of labor and responsibility, clear hierarchies and
professional, almost impersonal interactions between employees”.
Rick W. Griffin: “Bureaucracy is a model of organization design based on a
legitimate and formal system of authority”

7. Definition
• Bureaucracy is the complex structure of offices tasks, rules and principles of
organization that are employed by all large scale institutions to coordinate
the work of their personnel.

8. Bureaucratic management theory developed by Max Weber, contained two
essential elements-
1. including structuring an organization into a hierarchy
2. and having clearly defined rules to help govern an organization and its
members.

9. Types of authority
• Traditional authority –order without
accountability and responsibility
• Charismatic Authority
• Legal rational Authority- deal organization

10. clearly defined rules
• Structure- In the organization, positions should be arranged in a hierarchy, each
with a particular, established amount of responsibility and authority.
• Specialization- Tasks should be distinguished on a functional basis, and then
separated according to specialization, each having a separate chain of command.
• Predictability and stability - The organization should operate according to a system
of procedures consisting of formal rules and regulations.
• Rationality- Recruitment and selection of personnel should be impartial.
• Democracy- Responsibility and authority should be recognized by designations and
not by persons.

11. Max Weber’s bureaucratic management principles
1. The organization should adopt a distinct division of labor and each
position filled by an expert
2. The organization should develop the consistent set of rules to ensure that
the task performance is uniform
3. The organization should establish a hierarchy of positions or offices that
creates a chain of command from the top of the organization to the
bottom

12. Max Weber’s bureaucratic management principles
4. Manager should conduct business in an impersonal way and maintain an
appropriate social distance between themselves and their subordinates
5. Employment and advancement should be based on technical expertise
and employees should be protected from arbitrary dismissal
6. Personnel must be selected on the basis of merit and competence, not
patronage

13. Why bureaucracy is good ?
• Most efficient means of controlling the work of a large number of people
• Technically superior to any other type of organization accomplishing complex
goals
• Bring equality since civil service rules and code of conduct reduce
discrimination
• Rational, legal and efficient and expert because they master a problem
through specialized knowledge.

14. Criticism
• Bureaucracy is a necessary evil
• "the art of making the possible impossible.“
• Red tape- over emphasis on structure policies and procedures slows or prevent
needed action.
• Sometimes, neither the ruler nor the public are able to restrain bureaucratic self-
interests As a result, public offices become bureaucratic private enterprises
• Horne de Belzac - Bureaucracy, a gigantic power set in motion by dwarfs. A
disease form of administration where official are accountable to no one and citizen
are turned into children (also supported by Marx)

15. Criticism
• Rigidity- needed to enable a bureaucracy to process large numbers of cases
under standardized procedures
• Parkinson’s Law: Empire-building and self-perpetuation.
Organization swells each year by creating artificial work (5-6% annually)
Managers wish to appear busy (increased workload by paper and rules filling out
evaluation, forms and filing. Then they hire more assistants, requiring more
managerial work. Bureaucracies grow stupider by each year.

16. Criticism
• Resistance to change
• Goal displacement
• Secrecy- control of information as a source of power
• Anti-democratic behaviour
• Bentham’s Dog Law – Jeremy Bentham a liberal reformer of 19th century
He called the criminal law of the UK as dog law because it condemned
the offenders after the event has taken place, in the same way the owner punish
the dog after doing mistake. Bentham believed that such working modality do
not have any detrimental values. So, state should be more proactive not
reactive.

17. • http://www.fao.org/docrep/w7503e/w7503e03.htm#weber's%20bur
eaucratic%20approach
• Bureaucracy and Democracy (Routledge Library Editions: Political
Science ... By Eva Etzioni-Halevy-
http://www.fao.org/docrep/w7503e/w7503e03.htm#weber's%20bur
eaucratic%20approach
• Principles of management – Griffin
• Principles of Management_Text_Book
• Richard_Daft_Management_Text_Book