Bureaucratic Red Tape and Formalization: Untangling Conceptual Knots

Abstract

Advancements in our knowledge of red tape have been handicapped by a serious neglect in the development of red tape as an organizational concept. Progress has also been hindered by the rather haphazard application of this concept in much of the empirical research. In this paper we examine some of the principal factors that have impeded conceptual development, paying particular attention to the relationship between red tape and bureaucratic formalization. We argue that progress in red-tape research and knowledge requires attention to several issues, including the measurement of red tape, origins and sources of red tape, and the need to consider red tape from the perspective of multiple stakeholders.

Effective Leadership in Public Organizations: The Impact of Organizational Structure in Asian Countries

“…Common measures of formalization include whether employees must follow established rules and/or whether a rule manual, organization chart or other formal instructions exist (Rainey 2009). Formalization is important for public organizations as it helps maintain order and consistency in the performance of employees (Bozeman 1993;Bozeman and Scott 1996). Without written rules and procedures, we can expect greater variation in the performance of individual employees because employee behavior is not guided by established performance standards.…”

“…The third dimension of structure is red tape, which is closely related to formalization but a distinct concept nonetheless (Bozeman 1993;Bozeman and Scott 1996;Rainey 2009). Like formalization, red tape refers to written rules and regulations, but these rules are perceived burdensome to an organization and fail to produce the desired result (Bozeman 1993;Bozeman and Scott 1996;Walker and Brewer 2009;DeHart-Davis and Pandey 2005;Rainey 2009).…”

“…Like formalization, red tape refers to written rules and regulations, but these rules are perceived burdensome to an organization and fail to produce the desired result (Bozeman 1993;Bozeman and Scott 1996;Walker and Brewer 2009;DeHart-Davis and Pandey 2005;Rainey 2009). DeHartDavis and Pandey (2005), for example, explored the impact of red tape on managerial alienation such as organizational commitment, job satisfaction and job involvement.…”

Bureaucratic oppression: its causes and cures

“…Этот подход ис-пользуется во многих коммерческих организациях 156 . В контексте государственного сектора он базируется на принципах права, известных как Новое государ-ственное управление (New Public Governance) 157 . Одно с клиентами); [303] (то же).…”

“…156 См., например, [314] (обсуждается использование эмо-ционального усилия медсестрами для создания атмосферы выздоровления среди пациентов); [315] (показано, что портре-тисты должны взаимодействовать с клиентами и отвечать на их запросы для достижения успеха). 157 Помимо постфордизма, Новое государственное управле-ние опирается на теорию организации и прикладные исследо-вания в области публичного права. См., например, [144] (ана-лизируются недостатки системы TVA, особенно в постановке задач); [316] (обсуждается роль ритуалов, символов и паттернов поведения в организациях); [317] (изучаются стратегии, исполь-зуемые государственными учреждениями при выполнении их законных миссий); [318] 160 Подобные взгляды см.…”