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Introduction

MN100 Course Assignment 1 Bureaucratic Structure and Personality The aims of the article are quite clear cut. Robert K Merton examines the structure and dysfunctions of a bureaucracy, also structural sources of over conformity. He has provided this article to give the reader an understanding of how an organisation is structured describing the ideal form of bureaucracy in giving us theories, he shows hierarchy (chain of command). In demonstrating different theories or indeed behaviour in the work place Robert K Merton adopts views from theorists; the theorists give their opinions on how an organisation or a business is run bureaucratically. Each case has some strength's and some weaknesses. Bureaucracy is a system of control, managing an organisation. Bureaucratic organizations are broken up into specialized departments or ministries, to each of which is assigned responsibility for pursuing a limited number of official goals. ...read more.

Middle

which means that a person is trained to be weak? In other words you are limited to what you can do, because you're trained to do a specific task that stops you doing anything else. Dysfunction is identified by Dewey's view of 'occupational psychosis' (P562) development of mental illness that is caused through work. Merton continues his assessment of dysfunctional bureaucracy by talking about 'displacement of goals' (p563) and red tape. Within the article there are theoretical and empirical findings. The views given by Weber are theoretical in terms of his 'ideal type'. Giving examples of clear cut-divisions, pecking order, series of rules and regulations that need to followed in order to work efficiently. The appointment of an official which is made by a person in a senior position or through some examination. There are trained salaried experts who again make organisations work. ...read more.

Conclusion

leads to aggression in groups to be minimised this is a positive thing allowing workers to perhaps motivate each other, but this informal social organisation may give way to favouritism in other words workers supporting each other but in doing so there is neglection of clients and higher officials. To conclude Robert K Merton's arguments are convincing he starts by telling us about the good of bureaucracy, and then he reveals the dysfunctions. One of the dysfunctions is the effect of personality that creates over conformity. People start to think about the rules rather then the aims, this because of trained incapacity, however as people we can not expect to abide by every single rule, and what one has to do become what one ought to do. People do not know how to cope with different situations. Bureaucracy demands devotion to regulations. The people at the top have the full picture but those at the bottom don't. Jahangier Rouf Management 1st November 2003 ...read more.

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