Weber Bureaucratic Model

 Weber Theory of Bureaucracy


Different Names Used for Weberian Bureaucratic Theory

1. Weberian Bureaucratic Model 
2. Theory of Bureaucracy
3. Bureaucratic Theory 
4. Bureaucratic theory of management 
5. Bureaucratic management theory

Contents 
1. Introduction / Definition 
2. Types of Authority 
3. Characteristics of Bureaucratic Theory 
4. Criticism on Weber’s Bureaucracy 


1. Introduction
The theory was given by Max Weber in 1904 in his book titled as, 
"The Protestant Ethic and the Spirit of Capitalism"

In this book, Weber describes Bureaucracy in the following words:

“Bureaucracy is an organizational structure that is characterized by many rules, standardized processes, procedures and requirements, number of desks, meticulous division of labor and responsibility, clear hierarchies and professional, almost impersonal interactions between employees”.


2. Types of Authority (3)

1. Traditional power (It comes from unwritten rules that are maintained over time.) 
2. Charismatic power (Charismatic authority can be defined as the power legitimized by exceptional, unusual, and extraordinary personal abilities which inspire devotion and obedience.) 
3. Legal power (This form of authority is the one that is grounded and clearly defines laws with explicit procedures that define the obligations and rights.)

Types of Authority (propounded by Weber)


3. Characteristics of Bureaucracy (6)


1. Division of Labor / Workforce Specialization
  • Jobs broken down into simple, routine and well-defined tasks 
  • It allows the manager to take complex tasks and break them down into smaller, more precise tasks that individual workers can complete. 
It will lead to:

1. Experts in field 
2. Ease Accountability




Similarly, according to the Punjab Civil Administration Act 2017, task specialization is carried out as follows:



2. Authority Hierarchy
  • Positions organized in a hierarchy in a clear chain of commands (BPS 1-22). 
It will lead to:

1. Each layer has a team of employees 
2. Reflects degree of delegation 
3. No scope for informal groups 
4. Leads to slow Communication



3. Formal Selection
  • People selected for jobs based on technical qualifications. 
  • (e.g., in Sri Lanka, the Master of Public Management is a mandatory requirement for civil services.) 
  • (Reforms by Ishrat Hussein after 2015 propounds selection on technical qualifications) 
  • (through education, training & Experience) 
It will lead to:

1. Neglecting employee’s dedication, hard work and commitment

Central Superior Services (CSS) Exams procedure in Pakistan

4. Formal Rules & Regulations
  • System of Written rules & Standard Operating Procedures
It will lead to:

1. Allowing better co-ordination of employee performance & effort 
2. Needless gaps in decision making, leading to demotivation 
3. No innovative ideas & entrepreneurship 
4. No effective change management 
5. Red tape which presents a bureaucracy, unresponsive to popular demand & desire

Some Rules & Regulations relating to Civil Service in Pakistan
  • the Civil Servants Act, 1973; 
  • the Service Tribunals Act of 1973; 
  • the Civil Establishment Code (ESTACODE); 
  • the Federal Public Service Commission (Composition and Condition of Service) Regulations, 1978; 
  • the Federal Public Service Commission (Functions) Rules, 1978; 
  • the Rules for Competitive Examination, 2009
5. Impersonality (Impersonal Relationship)
  • Uniform application of rules and regulations, not according to personalities. 
  • (Specialists without spirit / Bureaucrats are just Robots)
It will lead to:

1. Elimination of nepotism and cronyism, politics and outsider involvement 
2. Ensuring rational decision making 
3. Personal property distinct from public / workplace property 
4. Ensuring smooth running of state machinery 
5. Bureaucrats are trained to be the agents of the masters (political). (Policy Implementation) 
6. No scope for informal groups

6. Career Orientation
  • Managers are career professionals, not owners of units they manage. 
  • (Quagmire of iron cage = Little men, clinging to little jobs, striving for biggest ones)
It will lead to:

1. Due to division of labor (deploying right people in right position) and then leading them to the top position through career orientation, resulting in utilizing Human Capital effectively 
2. Lifetime employment of the individuals 
3. Seniority list is created for promotions 
4. Purges in Annual Performance reports / Performance Evaluation reports 
4. Minimum to zero room for creativity


4. Criticism on Weber's Bureaucratic Theory
  1. Focus is only on rules and laws 
  2. Needless gaps in decision-making 
  3. Communication are hindered 
  4. Informal groups are not given any meaning 
  5. The bureaucratic system gives top-level management all the significance and control. 
  6. Bureaucracy is characterized by a large amount of red tape, paperwork, many desks, certain office culture 
  7. No major emphasis on Human Resource Management

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