Bess and Dee Volume 1 Chapter 7



Bureaucratic Model 

Authors: Max Weber

Bess, J., Dee, J. (2012). Bureaucratic forms and their limitations. Understanding college and university organizations: Theories for effective policy and practice. (p. 200-238). Sterling, VA: Stylus.

The bureaucratic model contains the following elements: Centralization, Decentralization, and Participation 
 * Division of Labor: specialized tasks
 * Procedural specification: standardization
 * Rules: operations and activities based on written rules
 * Impersonality: universal application of rules
 * <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Selection and promotion based on objective criteria: competence within constraints of seniority
 * <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Hierarchy of authority: levels of status and authority that extended to official duties only
 * <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Fixed ranges for salaries
 * <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Assured and visible career track
 * <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Technical training of officials
 * <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Appointment by merit

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Author: Helsabeck

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Bess, J., Dee, J. (2012). Bureaucratic forms and their limitations. Understanding college and university organizations: Theories for effective policy and practice. (p. 200-238). Sterling, VA: Stylus.

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Centralization, decentralization, and participation relates to how individuals participate within an organization. Centralization suggests that members of the organization are not directly participating in the decision making process; whereas, decentralization suggests that members are more directly related to the decision making process. There are four types of decisions that are necessary within an organization: authority, recourse allocation, resource acquisition, and production.

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Loose Coupling Theory <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Author: Karl Weick

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Bess, J., Dee, J. (2012). Bureaucratic forms and their limitations. Understanding college and university organizations: Theories for effective policy and practice. (p. 200-238). Sterling, VA: Stylus.

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Loose coupling theory suggests that system components have weak or indirect linkages but the components remain responsive to each other. Couplings are connections between the different parts of the system and may not be well defined. It emerges due to cognitive limitations of the individuals in the system. Individuals in the system pay attention to only their department and tune out other areas. The source of cohesion and connectedness in loosely coupled systems is considered collective action.

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Forms of Coupling <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"> <p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Structuration Theory <span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Author: Anthony Giddens

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Bess, J., Dee, J. (2012). Bureaucratic forms and their limitations. Understanding college and university organizations: Theories for effective policy and practice. (p. 200-238). Sterling, VA: Stylus.

<p class="MsoNormal" style="line-height: 15.75pt; margin: 0in 0in 10pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto"><span lang="EN" style="font-family: 'Helvetica', 'sans-serif'; color: #3a3a3a; font-size: 10pt; mso-ansi-language: EN; mso-fareast-font-family: 'Times New Roman'">Structures within an organization are created by Individuals and groups who are active agents. Organizational structures dictate organizational behavior. The theory suggests that the social system is defined by the relational and communication patterns that emerge within the group and between the group and other social systems. Structures are considered rules and resources whereas rules are decision modalities adopted by the group. Resources are considered the knowledge frameworks. Structuration is the process in which social systems are produced and redefined continually through the member's use of the structures. The theory also suggests that organizational structures can be stable because interaction between the individuals and the organization have formed and are supported out of habit.

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