Management Theory: Weber's Theory Of Bureaucratic Management

Weber

Weber belongs to the classical school theorists whose aim was to develop an extensive management theory for organisations, and besides this, they desired to provide tools which the managers can implement in order to avoid or cure organisational challenges. Weber developed the theory of bureaucratic management, which, in several points, opposes to the principles of the matrix structure. In contrast to the both horizontal and vertical form of hierarchical linkages of the matrix structure, in the bureaucratic management theory, Weber expounds that organisations need to have plainly set rules and a comprehensible, vertical hierarchy. The structure designed to clearly define the hierarchical relations and create a rather chain like vertical

However, according to Weber, the formal, impersonal relationships only benefits for the organisation, since without the emotional bonds, one can rationally evaluate and guide the employees without personal bias. Furthermore, the importance of rational decision making is also emphasised in the theory of bureaucratic management. In this case, when a manager decides about an important question or implementation of a new strategy, he/she should rely on pure logic instead of listening to the opinion of employees. Unlike in a matrix structure, in bureaucratic structure employees are often located to one specialised task in which they have to master their skills (Ibid). It can help the employees to fully concentrate on their fields and tasks, however it can make their work monotonous and boring. All in all, it can be said that Weber believes that it is important to base the organisation on an absolute authority and emphasises the view that organisations are like a machine, where every mechanism has its own function, which it has to perform successfully. While the matrix structure encourages creativity and cooperative teams and workers, here the logic and the systematically working units represent

Weber represents the bureaucratic management system which in many points differs from the matrix structure, since it prioritise impersonal relations, clearly defined responsibilities, and a rather vertical structure. Additionally, Fayol engaged himself with administrative management, which principles share mutual and diverse ideas with the matrix structure. Finally, Follett can be identified with the scientific management method, and her works can be considered the closest to the matrix structure. She emphasises the importance of teamwork, integration, and support the share of knowledge, skills and furthermore supports self-learning and self- government.

To summarise, every system has its advantages and disadvantages which an organisation has to consider before implementing it. Also. it is significant to analyse the different contingency factors (environment, technology, culture, life cycle and size) in relation to the organisation before decide next to the implementation of a structure. Nevertheless, later, it can be still turn out that the structure which in theory seemed proper, in reality is not appropriate for the