Explain three key features common to Bureaucratic Theory

After reading all the module content materials, answer the following:

Classical and New Classical Theories:

Explain three key features common to Bureaucratic Theory, Scientific Management Theory, and Systems Theory (from Farazmand [2002], Chapter 2). Pay attention to the short essays by Weber and Marx as well. (300 words)

What does Farazmand mean by Transaction Cost Theory and Agency Theory? (150 words).
What does Waldo mean by Organizati
on Theory as an Elephantine Problem? Explain with concrete examples. (100 words)

What does Karl Marx mean by Human Alienation in modern capitalist organizations, and what does he mean by “organizations as ‘instruments of class rule'”? Explain with concrete examples. (150 words)

Contemporary and Emergent Theories:

Compare critical theories with institutional theories. What do they have in common? How different are they? What does critical theory say about institutional theory? What does institutional theory make us think, or what does critical theory tell us to do in public administration? (200 words)

What does Garbage Theory mean and how does it work in public decision-making? How does the Garbage Can Model compare with Natural Selection Theory? (150 words)

Revisit the Elephant. After reading the second article on the Elephant by Dwight Waldo, answer the following: How does the revisited Elephant of the 1970s differ from the first visit in the 1960s? Explain what Waldo means by Revisiting the Elephant, and why? Explain the key points of the article. (200 words)

Explain three key features common to Bureaucratic Theory,

Introduction

Bureaucratic theory is a way of thinking about how organizations work. It’s based on the idea that people in large organizations behave in ways that are similar to how they behave in small groups. In other words, bureaucracy is not just about how we organize ourselves at work but also about why.

Bureaucratic theory has three central features.

• Bureaucratic theory has three central features.
• First, it emphasizes control: that is, the need for agencies and organizations to be able to exercise some form of control over their employees and other stakeholders.
• Second, bureaucratic systems vary in their forms of control; some are more effective than others at accomplishing this goal. In fact, one way to understand bureaucratic behavior (and thus the role played by organizational structures) is through an analysis of how effective these different forms of control are at achieving certain goals–for example:
• How effective does a hierarchical structure make it for you as an employee? Why do you think that might be? What would happen if we changed our top-down structure so that there was no one person at the top anymore; instead everyone reported directly back up through layers until they got down into my department where I could actually see them coming up with ideas or solutions…

1) The focus on control.

• The focus on control
• The focus on the organization as a whole
• A lack of communication and feedback between levels in an organization or between individuals within an organization

2) Forms of control vary in their effects on behavior.

The second key feature of Bureaucratic Theory is that it distinguishes between forms of control.

Control can be direct or indirect, coercive or non-coercive, and based on coercion or non-coercive persuasion. Direct control works by making clear that you have a right to do something and that failure to comply with your instructions will result in negative consequences for yourself (or others). In contrast, indirect control involves using social pressure to persuade someone not to act against their own interests (or those of others). Coercion refers specifically to the use of force–such as threats against property or bodily harm–in order to get someone else’s compliance with an action they wouldn’t otherwise take; i

3) Administrative systems are not monolithic, but consist of a number of subsystems and departments.

• Administrative systems are not monolithic, but consist of a number of subsystems and departments.

Subsystems are groups of people who share a common purpose, such as producing goods or providing services. They interact with each other in a process called interdependence to produce goods and services that meet the needs of an organization’s customers. Subsystems have their own rules, procedures and policies that allow them to operate independently while still operating within the larger system of which they are part. For example, if one department develops a new product line for its clients but does not sell any products directly to consumers (whereas another department does), then these two departments would likely be considered separate entities despite sharing resources such as machinery used during production processes

Bureaucratic Theory addresses the problems of dealing with large bodies of people in organizations.

Bureaucratic Theory addresses the problems of dealing with large bodies of people in organizations.

It is a management theory that describes how organizations are organized and managed. It was developed by Max Weber, who based his theory on the idea that management is based on rules and procedures.

Conclusion

Bureaucratic theory has three central features. First, it focuses on control. Second, it considers the forms of control used by bureaucracies and how these affect behavior. Third, it recognizes that there are a number of different bureaucracy models and organizations within every country. We hope you will find this article helpful in understanding bureaucratic theory as well as its application to your own work!