The Concept of Bureaucracy by Max Weber

Serpa, Sandro; Ferreira, Carlos Miguel

doi:10.11114/ijsss.v7i2.3979

Cited by 32 publications

(23 citation statements)

References 12 publications

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“…Weber accepts that the emergence of modern bureaucratic organizations is 'demanded', he further said 'the peculiarities of modern culture', and specifically from a technical and economic basis, require 'calculation of results' [3]. Max Weber declared the concept of Bureaucracy in a given context regarding the unavoidable situation of society [4]. In this case, Weber stated that bureaucracy is a figure who works rationally where his rationality is placed on the structure of professional rules.…”

Section: Weberian Concept Of Profesional Bureaucracymentioning

confidence: 99%

The Form of Bureaucracy Reformation Under the Strong Regional Head in Indonesia

Rusli

Sukri²,

Prawitno

2020

Proceedings of the Proceedings of the 1st Hasanuddin International Conference on Social and Political Sciences, HICOSPOS 2019,

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Bureaucracy is an important figure in an institutional work system in both business and government organizations. In the context of government, bureaucracy is an institution that is the executor of all government policies as a reflection of the power of the head of government. Thus it is necessary to ensure that the bureaucracy remains professional. However, the phenomenon of the northern Mamuju district shows that the existence of a strong local figure as the head of the region will affect the figure of the bureaucracy. Although the effort to make the bureaucracy a neutral institution serving the people, but it seems to have to deal with the tendency of the bureaucracy to be part of an effort to maintain the power of regional authorities. In the end, the bureaucratic reform effort is faced with a dilemmatic condition for the bureaucracy. In one hand, bureacracy reform objectives is to create more profesional bureaucracy that netral form political interest of particular actors, but on the ither hands it also should obey their leader as part of the regional government staf.

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Section: Weberian Concept Of Profesional Bureaucracymentioning

confidence: 99%

The Form of Bureaucracy Reformation Under the Strong Regional Head in Indonesia

Rusli

Sukri²,

Prawitno

2020

Proceedings of the Proceedings of the 1st Hasanuddin International Conference on Social and Political Sciences, HICOSPOS 2019,

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“…Using the lens of the CT, the bureaucratic theory also stands as a major hindrance to APSO's successful application of PR because it creates no room for radical changes to be applied by managers without following existing rules (Yazaki, 2016). From the bureaucratic theoretical perspective, organizational authority is expected to flow downward from the top (Samier, 2012;Kumar, 2016;Serpa & Ferreira, 2019). This is accompanied by rigidity and unnecessary rules and regulations that are capable of delaying processes (Harney, 2016;Mori, 2017;Köybaşi, Uğurlu & Bakir, 2017: Shaikh, Islam & Jatoi, 2018.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Process Reengineering in African Public Sector: Lessons From the Private Sector

Fatile¹,

Mutereko²,

Etim³

2020

JPAG

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Process reengineering (PR) is a newly introduced approach to process management; it pays close attention to all the processes that are related to the achievement of organizational objectives. Although originally developed for and applied in the private sector, PR is expected to constitute a handy tool for the transformation of work processes in public sector organizations (PSOs), especially in this era of information and communications technology. This paper x-rays PR in African public sector organizations (APSOs) with an emphasis on lessons to be learnt from the private sector. This paper adopts a descriptive approach, to validate and modify extant theoretical models that are relevant in explaining PR in APSOs. The paper observes that APSOs, unlike the private sector organizations (PrSOs), PSOs have failed in the adoption of PR as well as carrying out logically related tasks in such a way that well-defined results are achieved. It reveals further that poor PR in APSOs has been a clog in the wheel of achieving high performance, efficient service delivery, public satisfaction, efficient management of resources, and sustainable development in Africa. This paper concludes that APSOs can fully adopt PR if they cut down on excessive bureaucracy and learn more from the private sector in terms of readiness and adaptability to environmental changes and transformation as advocated by the contingency theory (CT). The paper recommends, amongst others, that there should be the availability of information technology (IT) infrastructure and the willingness on the part of government representatives to deploy new technologies through adequate support for information technology companies and the prioritization of IT application's needs for high system automation. Managers of APSOs should be given the power to effect changes when the need arises, without any form of influence. Also, there should be concerns about the future of PSOs, and citizens who are clients thereof should be held in high esteem and not to be treated as ‘people in need of favour’. Finally, APSOs should embrace radical changes associated with PR especially by ensuring that promotions are based on merit and not on seniority alone.

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“…Þrátt fyrir þessa kosti taldi Weber mikla haettu á því að kerfi sem vaeri stýrt í anda skrifraeðis myndi smátt og smátt glata upprunalegu markmiði sínu. Það myndi ekki lengur snúast um þann tilgang sem því vaeri aetlað að hafa heldur faeri að snúast um virkni kerfisins og uppbyggingu þess og myndi því leiða til einhvers konar kerfisvaeðingar (Serpa & Ferreira 2019). Í lok 20. aldar var samið um nýtt launakerfi í opinbera geiranum og miðstýring launaákvarðana þar með takmörkuð eins og haegt var.…”

Section: íSlenskur Vinnumarkaðurunclassified

Þetta er allt mannanna verk: Upplifun stjórnenda á áhrifum jafnlaunavottunar á kjaraumhverfi

Hafsteinsdóttir¹,

Kristjánsdóttir²,

Christiansen³

2020

irpa

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This research reviews the experience of managers regarding the effect of the Equal Pay Certification on wage environment as managers with experience of the Equal Pay Standard were interviewed. The main results imply that the managers experienced increased bureaucracy and systemization, displacement of decision making power and that the Equal Pay Certification might be an illusion. Results also showed a shift in the emphasis in the annual collective agreement right of employees to an employee interview, the flexibility of the certification is underutilized as well as subjective performance assessment of employees and inconsistencies in the procedures of the certification bodies. Even though, at first glance, the Equal Pay Certification seems valid and reliable there are certain factors which can make it possible to meet the requirements for Equal Pay Certification, even though there is a gender pay gap.

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The Concept of Bureaucracy by Max Weber

Cited by 32 publications

References 12 publications

The Form of Bureaucracy Reformation Under the Strong Regional Head in Indonesia

The Form of Bureaucracy Reformation Under the Strong Regional Head in Indonesia

Process Reengineering in African Public Sector: Lessons From the Private Sector

Þetta er allt mannanna verk: Upplifun stjórnenda á áhrifum jafnlaunavottunar á kjaraumhverfi

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