Bureaucratic Organizations in the 21st Century (Essay Sample)

Bureaucratic organizations in the 21st century
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Introduction
A bureaucratic organization is a form of management that is composed of a hierarchical command structure. Bureaucratic structures are characterized with a high degree of formality in its operations (Courpasson and Reed 2004). Organizational charts exist in every department, and decision making is done in an organized process. Bureaucratic organization is characterized by layers of management, cascading from senior management to regular employees (Courpasson and Reed 2004). Bureaucratic organizations are aimed at ensuring fairness and efficiency in the business. Some of the areas that adopt modern bureaucracies in the USA include prisons, police departments, colleges and universities and departments of motor vehicles. There are several advantages and shortcomings of bureaucratic organization in the modern day industries. This paper will present an overview of the success of bureaucratic organizations in the 21st century by looking at the challenges facing these organizations in modern organizations.
Max Weber, a German citizen was the founding father to the concept of bureaucratic organization. However, since the early 1980s, the idea of bureaucratic organization has come under criticisms in its application with the changing market conditions. Weber developed the idea of power, authority and responsibility in an organization, which later transformed to the concept of bureaucracy. One of the key features that resulted in the success of bureaucratic organization was the fairness concept that was adopted. Weber noted that impersonal rules characterized operations, and appointments are made on the basis of the most qualified and suitability of the post, hence ensuring fairness. Weber however noted the several limitations of bureaucratic organization.
According to the findings presented by Biermann and Siebenhuner (2013), bureaucratic organization are cumbersome and slow to react due to the characteristic information processing and filtering from the top management level down to the regular employees. These makes decision making slow and cumbersome as decisions and policy have to be communicated throughout the various departments to reach an agreement. Biermann and Siebenhuner (2013) also observed that bureaucratic organizations cannot survive in the current market where market conditions change quickly and where urgent and decisive decisions need to be made on a timely manner. Similarly, Kettl (2006) disagreed with the findings of Weber, and pointed out that bureaucratic organizations are unable to adapt to changing conditions quickly. These is due to the rigidity of decision making process whereby the decision has to come from the power hierarchy created.
Kettl (2006) also observed that a bureaucratic structure can discourage creativity and innovation in the organization. Irrespective of the quality of an idea or a project, a single individual cannot generate a strategic view from a large group. Bureaucratic organizations are characterized by lack of satisfaction of front-line employees due to the rigidity of bureaucratic structures. The employees are demotivated as a result of rigidity and lack of recognition in the decision making process and areas of principle. Kettl (2006) also noted that bureaucratic organizations are characterized by abuse and misuse of power and authority by top management. The top management enjoys vast power over decision making process, and as a result, it creates a platform for abuse of power.
Additionally, Ledema (2003) observed that bureaucratic organizations are characterized by lack of maneuverability within an organization. Changes must pass through chains of evaluation and commands before being approved. In the case where urgent decisions are required, rigidity can cause a serious challenge to an organization.
Organizations employing bureaucracy faces the risk of becoming irrelevant in industry due to heavy competition from other sectors. The current market requires decisive and urgent decision making on the changing and varying market conditions. Bureaucratic organizations are less able to adapt to changing conditions in the marketplace due to the long process of decision making. Ledema (2003) also observed that response of bureaucratic organizations to the market is slow. Ledema (2003) pointed out that the ability of a business to respond to market triggers is compromised in bureaucratic organizations.
The organization is unable to react to expected increases and decreases in demand of products and services as opposed to other industries where decision making process is fast. Trondal (2013) also observed that a command system with build-in-checks and balances slows down the decision making process. Additionally, communication breakdown is a limiting factor to bureaucratic organizations. Client feedback, for example may not reach the management, hence operation changes may be slow. Cultural changes in bureaucratic organizations are complicated since employees are dissatisfied and resistant to change due to lack of consideration (Trondal 2013).
Kettl (2006) pointed out that bureaucratic organizations face a challenge of reduced functionality. Some of the procedures and regulations laid down are onerous and unenforceable to the employees. Employees ignore most of the protocols and guidelines in performing daily procedures of the organization due to poor enforcement of these rules. Similarly, Richard (2012) observed that bureaucratic organizations face a challenge of poor employee relation. Richard (2012) noted that bureaucracies are impersonal employers that may offend the workers of an organization. Additionally, bureaucratic approach may result in lack of customer satisfaction. Customers prefer more considerate organizations as opposed to bureaucratic organizations. Customers may require immediate help on a product or service rendered by the organization. The customer will be forced to consult various departments and representatives in bureaucratic organizations that may take time.
Trondal (2013) Observed that bureaucratic organizations may be unsuitable for small organizations and companies with a workforce of less than ten individuals. Decision making in such an industry should include all employees of the business as opposed to concentration of power and authority by the management. Biermann and Siebenhuner (2013) also pointed out that bureaucratic approach may lead to depersonalization of employees. This is due to lack of involvement in decision making especially on areas of principle affecting them. Employees feel valued when involved in decision making process or when the personal nature of their employment is put under consideration.
Richard (2012) noted that division of work characterizes bureaucratic organizations on the basis of specialization and experience. Div...