The Classical Theories:

Scientific Management,
Bureaucratic Model

XYRELLE JANE ABAN

JANE ZAMORA
The Weberian
Bureaucratic Model
Max Weber’s
(1947) classic analysis of bureaucracy is the theoretical basis of most contemporary
treatments of structure in organizations (Bolman & Deal, 2008; Hall, 2002; Hoy & Miskel,
2013; Hoy & Sweetland, 2000, 2001; Lunenburg & Ornstein, 2012; Perrow, 1986; Scott,
2007).

Weber's characteristics of bureaucracy apply to many large-sized organizations today.

Although few "pure" bureaucracies exist today, almost all organizations have some
elements of bureaucracy within their structure: division of labor and specialization, rules
and regulations, hierarchy of authority, impersonality in interpersonal relations, and
career orientation.
Bureaucratic Characteristics
Division of Labor and Specialization Divide all tasks into highly
specialized jobs. Give each job holder the authority necessary to
perform these duties.

Rules and Regulations perform each task according to a consistent

system of abstract rules. This practice helps ensure that task
performance is uniform.

Hierarchy of Authority arrange all positions according to the

principle of hierarchy. Each lower office is under the control of a higher
one, and there is a clear chain of command from the top of the bottom.

Impersonality in Interpersonal Relations maintain an impersonal

attitude toward subordinates. This social distance between
administrators and staff members helps ensure that rational
considerations are the basis for decision making, rather than favoritism
or prejudices.
Career Orientation base employment on qualifications and give
promotions based on job-related performance. As a corollary, protect
employees from arbitrary dismissal, which should result in a high level
of loyalty.
Bureaucratic Dysfunctions
In a period of increasing demands for accountability, demographic changes in population, and economic crisis, most
organizations are being forced to examine their fundamental structural assumptions.

Bureaucracy the basic infrastructure of organizations in the industrial world — is ill suited to the demands of our
postindustrial, demographically diverse information society (Murphy, 2002). Bureaucratic characteristics not only are
being viewed as less than useful but also are considered to be harmful. Some of these built-in dysfunctions of
bureaucracy include the following:

Division of labor and specialization

A high degree of division of labor can reduce staff initiative. As jobs become narrower in scope and well defined by
procedures, individuals sacrifice autonomy and independence. Although specialization can lead to increased productivity
and efficiency, it can also create conflict between specialized units, to the detriment of the overall goals of the organization.
For example, specialization may impede communication between units. Moreover, overspecialization may result in boredom
and routine for some staff, which can lead to dissatisfaction, absenteeism, and turnover.

Reliance on rules and procedures

Weber (1947) claimed that the use of formal rules and procedures was adopted to help remove the uncertainty in
attempting to coordinate a variety of activities in an organization. Reliance on rules can lead to the inability to cope with
unique cases that do not conform to normal circumstances. In addition, the emphasis on rules and procedures can produce
excessive red tape. The use of rules and procedures is only a limited strategy in trying to achieve coordinated actions. Other
strategies may be required. But bureaucracy’s approach is to create new rules to cover emerging situations and new
contingencies. And, once established, ineffectual rules or procedures in a bureaucracy are difficult to remove.
 Bureaucratic Dysfunctions
Emphasis on hierarchy of authority
The functional attributes of a hierarchy are that it maintains an authority relationship, coordinates activities and personnel,
and serves as the formal system of communication. In theory, the hierarchy has both a downward and an upward
communication flow. In practice, it usually has only a downward emphasis. Thus, upward communication is impeded, and
there is no formal recognition of horizontal communication. This stifles individual initiative and participation indecision
making.

Lifelong careers and evaluation

Weber’s (1947) bureaucratic model stresses lifelong careers and evaluations based on merit. Because competence can be
difficult to measure in bureaucratic jobs, and because a high degree of specialization enables most employees to master
their jobs quickly, there is a tendency to base promotions and salary increments more on seniority and loyalty than on actual
skill and performance. Thus, the idea of having the most competent people in positions within the organization is not fully
realized. Loyalty is obtained; but this loyalty is toward the protection of one’s position, not to effectiveness of an
organization.
Impersonality
The impersonal nature of bureaucracy is probably its most serious shortcoming. Recent critics of bureaucracy attack it as
emphasizing rigid, control-oriented structures over people. New viewpoints are leading to a decline in the use of
bureaucratic structure in modern organizations (Etzioni-Halevy, 2010; Rowan, 1990; Senge et al., 2012). Leaders in the
twenty-first century will see a change in some of their duties. One change will be a shift away from simply supervising the
work of others to that of contributing directly to the organization's goals. Instead of shuffling papers and writing reports, the
modern administrator may be practicing a craft (Glickman, 2006).
Scientific management
Introduced by Frederick Winslow Taylor in the late 19th century, revolutionised work efficiency. It focuses

theory
on scientific analysis to enhance productivity, efficiency, and organisational workflow. By standardising
methods and involving workers and managers in decisionmaking, it aims to eliminate inefficiencies.
Taylor's principles, shaping modern management theories, continue to influence industries today. Learn
how this theory transformed work dynamics and explore its relevance in contemporary business
environments.

What is Scientific Management

The scientific theory of management changed how organizations perceived workers as lazy and who work, but inefficiently, for
Theory?
earning income. Frederick Winslow Taylor, who formulated the scientific management theory, came up with a solution for the
inefficiency by observing worker productivity through scientific methods. His work, Principles of Scientific Management,
published in 1911, differentiated the scientific method from the traditional management approach. Taylor opined that under
classical management, the workers are incentivized only through higher pay and that management itself is not responsible for
any issues causing bad work environments.
According to Taylor, the ‘remedy for the inefficiency lies in systematic management’. He believed that workers are not
inherently lazy.Bad working conditions are a reason for their inefficiency. But this is not the only reason for the worker’s
inefficiency. Taylor identified two more reasons causing it. One was that workers cannot produce the desired output in a given
time.Second, the job was not understood by the worker and was done wrong.
Scientific management theory aims to analyse the workflow of workers to improve labour productivity, which leads to improved
economic efficiency. By improving efficiency, it reduces the waste of resources and time.
Principles of Scientific Management mentioned below are the four principles that are still followed by
many organizations in different industries in some form or the other.

Internet of Things Tools

First Principle – Replace the “rule of thumb” with science and standardization.
There should only be one method of working. It must be defined scientifically. According to Taylor, the best
way to do a job must be determined beforehand in a scientific fashion. If workers have devised their own
ways of working, it will not lead to productivity.
The ‘ways of working’ here refer to the tools used. These tools must be standardized and that will remove the
factor of bad working conditions. There should be no rule of thumb, nor any trial and error for any job. That
way, the worker’s performance will increase.

Second Principle the Right Person for the Job

For any job, the management should hire the right person for the right job. That worker should have the
necessary skills to perform the tasks to fruition. The management should also hire a worker knowing they will
have challenges too. For that, training workers would be required once they are selected. Then the worker
should be introduced to standardized tools for their work process.
Third Principle Proper Division of Work Between Workers and Managers
Internet of Things Tools

The core functions of management, planning, organising, controlling, and directing, must be adopted by the
organization. The worker who is assumed to be able to work should not be assumed to know and apply these
facets of management. By assigning the worker with the correct workload, there can be a better mutual
understanding between two parties, and will further eliminate uncertainties in the future.

Fourth Principle Collaboration Between Workers and Managers

Workers and managers should work in harmony, according to this principle. It is the responsibility of the
management to create a healthy environment for the workers by eliminating distrust. For that, there should
be clear communication and development of team spirit.
Goals of Scientific
Management
Scientific management theory aims to increase efficiency so that
revenues increased. This can be achieved through the following goals.

Improving productivity by standardizing tools to achieve a high production

rate.
Ensuring quality is consistent in products through research and quality
control.
Introducing cost control techniques to minimize the cost of production.

Making sure consumers find a regular supply of goods.

Applications of Scientific Management Theory
Scientific management theory is applicable in a variety of modern-day
business contexts.
For Ensuring Quality
For the function of management to help plan documents that
meet standards is equivalent to the documentation used today
in quality management best practices, such as ISO 9000.
For Eliminating Repetitive Tasks
Another application of scientific management in practice is
using tools that eliminate mundane tasks. One example can be
marketing automation which can be used for email delivery to
the right consumers at different stages of the marketing funnel.
This way, the marketing department can work on more creative
tasks and improve efficiency there.
Limitations of Scientific Management Theory
There are a few criticisms of this scientific theory of management.

The basic limitation is that workers are not treated humanely, as

the focus is only on productivity and efficiency. There is no concern
for the emotional or psychological well-being of the employees.
Artificial Intelligence
.Focusing on one type of skill, the other skills the worker may have
are not considered in this theory. So any initiative a worker may
have is not considered by the management.

.Doing the same kind of work can lead to monotony in the future.

.Too much focus on performance based on time can demotivate

employees. This can lead to absenteeism. It can also adversely
affect their mental states, of which the theory is unconcerned with.
Thank You