Max Weber’s Bureaucracy Model and Decision-Making
Weber’s Model of Bureaucracy
Weber’s model does not introduce formal variables of behavior or consider the human dimension in its framework. The bureaucratic model, according to Weber, is more efficient due to its accuracy, stability, discipline, and functionality. It facilitates control over complex organizations. Organizations require rules that must be enforced for effective functioning. Power is the ability to give orders, and legitimacy is the level of acceptance of those orders. These two concepts give rise to authority. Leadership or authority can be classified into three types: Traditional, Charismatic, and Bureaucratic. Weber chose the bureaucratic system because it is a system whereby subjects accept regulations, and power stems from legitimation.
Its operational bases are:
- Authority is absolutely impersonal and permeates all positions, distributing roles, responsibilities, and authority throughout the structure.
- Legal authority is defined by a set of laws that sustain and energize it.
- Individuals must act in an absolutely impersonal manner.
- Officials occupy positions of high status and authority.
- Positions are filled with operational agents who must obey the officers.
- Positions are arranged in a hierarchical order, uniting them to achieve different operational levels.
- Positions cannot be monopolized by any individual and are not held for life.
Legal authority is defined by a set of laws, decrees, rules, and regulations that drive it. Legal authority is responsible for distributing functions to all positions and establishing authority and responsibilities throughout the structure. Legal authority disappears if there is a disconnect between the organizational structure and the body of rules and laws.
Main Criticisms of Weber’s Model
- It is painstaking.
- It does not consider behavioral variables.
- It is extremely rigid and inflexible.
- The major failing of Weber’s bureaucracy is its impersonal structure.
- It considers the impact of human behavior on its model irrelevant and impersonal.
- Its conception of power, authority, and legitimacy contains a methodological fallacy that his followers later addressed.
Decisions
To decide is to choose between alternatives. The stages of decision-making are:
- Defining the problem
- Analyzing alternatives
- Gathering available information
- Choosing a solution
- Implementing the decision and monitoring its effectiveness. If it is not correct, the process must be repeated.
Certainty represents 100% security, an ideal state. Risk implies knowing the probability of a phenomenon occurring. Uncertainty means not even knowing the probability.
Five methods for combating uncertainty are:
- Optimistic criterion: Choosing the best of the best.
- Pessimistic criterion: Choosing the best of the worst.
- Laplace criterion: Assuming all outcomes have the same probability.
- Hurwicz criterion: Hiring a consultant.
- Savage criterion: Using a decision matrix.
Max Weber: Bureaucracy in Action
Example: The power of a business.
Thrust:
- Having a task manual.
- Job descriptions and functions.
- Leading the facility.
- Verifying teacher compliance.
- Controlling behavior.
- Evaluating teachers.
- Replacing teachers.
- Attending ministry meetings.
Advantages:
- Everything is in writing.
- Innovation is not required.
- If someone leaves, anyone can read the manual and know what to do.
- It enables and facilitates staff promotion.
Disadvantages:
- It does not allow for creativity.
- When something unexpected happens, the manual must be changed to incorporate unforeseen matters.
- This system is slow and promotes routine work.
Example of bureaucracy: Public administration. If you want to change something, it is done with the authorization of superiors.