2. Rational organisational design and bureaucracy Flashcards

1
Q

Max Weber

A

A sociologist who observed the increasing dominance of bureaucracy within society, noting both technical achievement but also negative impacts on people

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2
Q

Henri Fayol

A

Known for outlining a rational, structured approach to bureaucratic organisational design and administration

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3
Q

Bureaucracy

A

Official aspects of an organisation such as the hierarchical structure, rules, procedures and paperwork. A sense of impersonal control

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4
Q

Rational organisational design

A

As championed by Fayol, the design of bureaucratic features in the most technically efficient way to achieve goals, logical and systematic

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5
Q

Iron cage of bureaucracy

A

Weber’s critique of bureaucracy, suggesting it leads to monotonous dull routines and traps people in routines and procedures

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6
Q

Direct control

A

Face to face control of workers by a manager or owner

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7
Q

Impersonal control

A

Control that is not face to face, e.g. through rules and procedures

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8
Q

Span of control

A

The number of workers controlled by a manager at any one particular level in a hierarchy

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9
Q

Vertical differentiation

A

The process whereby a hierarchy creates a number of different layers of management

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10
Q

Horizontal differentiation

A

The process whereby different parts of the hierarchy are groups according to criteria e.g. the service or product provided

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11
Q

Classical management school

A

A set of theories of management which draws upon rational methods of managing and organising, advocated ‘one best way’ of management

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12
Q

Rational- legal authority

A

Max Weber. The power that is legitimated by rules and procedures associated with an office rather than by traditional means

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13
Q

Formal rationality

A

Technically efficient means of achieving goals without thinking of the human or ethical consequences

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14
Q

Substantive rationality

A

Rationality from a human and ethical perspective

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15
Q

Disenchantment

A

Max Weber. A loss of magical elements in society, suggests some of the dehumanising effects of bureaucracy

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16
Q

Red tape

A

Where rules and paperwork get in the way of work and activities, rather than helping tasks to be performed efficiently

17
Q

Bureaucratic personality

A

A tendency to follow the rules rather than making more common sense judgements

18
Q

Trained incapacity

A

Where peoples are so used to bureaucratic rules that they become unable to think for themselves

19
Q

Work to rule

A

Where workers follow rules, regulations and instructions precisely

20
Q

Mock bureaucracy

A

Where rules and policies exist, but are ignored

21
Q

Impersonal fairness

A

Bureaucratic procedures treat people equally and avoid the personal prejudice that managers may have