Weber And Foucault's Theory Of Bureaucracy

1987 Words8 Pages
Power is an invisible form and has the capacity to control or influence the behaviour of a person. The claim given states that ‘employees are not the bearers of power but they suffer the effects of power’ draws attention to the key aspect of power in the organisations. For this reason, this essay will points toward the Weber’s theory for bureaucracy and how Foucault use the Panopticon as a metaphor to define the concept of power. Despite bearing some complementary perspectives, the differences between Weber and Foucault approaches to concepts of power and domination are pronounced. Weber (1968) defined power as the ability of an individual or group to achieve goals even against the resistance of others (Lukes, 1986). In contrast, Foucault (1976)…show more content…
The top management is the one who look after the entire bureaucracy. Weber suggests the bureaucracy within organisations are more rigid and authoritative, tend to be centralised, highly specialised, do not encourage empowerment, and high formalisation (Best, 2002). As a results, Weber’s conception of power connected with his interest in bureaucracy and office hierarchy (Sadan, 2004). Many organisations rely on bureaucracies to operate whether it is private or public sector such as government, hospitals, and schools. Therefore, everyone must follows the standardised procedures in order to produces similar results in the productivity and to promote the efficient attainment of the organization 's…show more content…
The claim given which states that employees do not hold any power but they still suffer the effect of power. This claim is supported by Weber. According to Weber, domination can be described as a form of repression in the exercise of power (Sawicki, 1991). Weber defines domination as “the probability that certain commands will be obeyed by a given group of persons” (Weber, p.xx). Weber also distinguish between power as authority and power as coercion (Best, 2002). Authority as the right to influence others when employees are likely to accept and obey the command that given by top management because they believe that to do so is right and in proper manner (Best, 2002). In coercion, employees have to deal with employers that whose attempt to exercise power over them, forced them to do things which they want them to do in their daily life (Calhoun, Rojek and Turner, 2005). For example, human resource manager has the legitimate power to hire and set off the employees those are not follow the instruction. Kumar (2009) states that power is repressive when individuals perceived an organisation is applied management techniques and guiding strategies to conduct people’s behaviour without any framing discussion with employees which ignore or marginalise the concerns and interest of the employees (Kumar, 2009). However, Foucault suggested power is not repressive but it is productive (Sawicki, 1991). He opposes the concept of repression because this concept is only about the negative
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