TABLE OF CONTENTS INTRODUCTION...........................................................................................................................1 MAIN BODY...................................................................................................................................1 1.1 Bureaucratic management in dynamic business environment..........................................1 CONCLUSION................................................................................................................................2 REFERENCES................................................................................................................................4
INTRODUCTION Management theories are enforced to increase company's productivity and quality of services. It happens within an organized enterprise setting with proper rules and regulations. Managementtheorieshelporganisationtoachievepredeterminedaimandobjectivesby influencing the efforts of every employee in company. It also helps in motivating the workers to increase their efficiency and enhance leadership quality in them (Dyck, 2014). These theories emphasise their focus on structure and tell them about the benefits of adopting management theories. It also includes set of general rules and regulations which show the way to manage a business or company. Report will include bureaucratic management that holds relevance in environment which keeps changing with suitable examples. MAIN BODY 1.1 Bureaucratic management in dynamic business environment Bureaucratic organisational structure contains a clear set of rules and regulations and is often centralised. They have proper and well defined vertical power structure of command, power and chain of control. This management structure is suitable for environment which is stable in nature and only involves routine tasks and less technological changes (Farazmand, 2014). Bureaucratic management consists of strict rules and regulations. This management structure has various strengths like proper sets of rulesfor doing work, sphere of competence is specific, consistency in operation, rational allotment of work, educational qualification of employees testes periodically, division of workforce based on many specialised functions, promotions based on experience and technical knowledge of workers, chain of authority are prescribed. This management also has certain weaknesses like this management structure consist of low scope in creativeness and innovativeness, decision making system is strict, lack of emotional support and empathy, low productivity and efficiency of employees, unable to adapt changing environment, ignorance of group initiatives and thinking, rigidly define work, business and technological application, limited participation by workers, not suitable for organisations who are in great pressure to grow or compete (Weber’s Bureaucracy Theory: Features, Significance and Limitations,2017). These companies also ignore the role of informal communication which 1
helpsinbuildingrelationshipinbetweenemployeesandincreasetheirefficiencyand productivity towards work. Bureaucratic management cannot hold relevance in environment which is continuously changing. For example: bureaucratic theory which was once followed by Tata motors has affected their growth in dynamic environment negatively.fstrict rules and regulations for performing task can leadto reduced in efficiency of employees and also makes them restless during work and this management do not allow employees to share their creative and innovative ideaswithseniormanagementofcompanywhichhasaffectedinretainingworkersof organisation. Slowly employees tend to leave such company where there is no scope of growth (MicheliandMari,2014).Consumerdemandsandneedsaretobeunderstoodbythe organisation. Bureaucratic management does not allow employees to build relationship with public which has led to decrease in sale of products of company. But this structure has helped company in keeping employees disciplined and enhance leadership qualities in them. Tata motors was bounded by rules and hierarchical structure of office which has made company rigidly following rules and regulations and reduce efficiency in achieving goals. Also, this structure does not focus on informal communication which is necessary for employee’s growth and building healthy friendship among them which would result in better quality of work, enhance team work and make organisation a better place to work. It will also help them in understanding the changing needs, demands, likes and preferences of consumer as well as developing products according to them. Strict rules and regulations also force senior management to behave rigidly with employees which results in decreasing the motivation level and low self-esteem of employees. Bureaucratic management also leads to create conflict in between organisational structure and individuals which can result in hampering the growth of both. Employees want to work in environment which is open and interactive and which also allows them in taking decision related to organisation which helps in improving their motivation level. Division of specific jobs in an organisation make employees specialised in their project that they are not able to do any other task which has been assigned to them, it limits growth of employees (Pitsis and et.al., 2014). So, this structure is not relevant to the changing environment. 2
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CONCLUSION Report summarises about bureaucratic management which consists of a clear set of rules and regulations. In this type of structure, there is no scope of sharing of innovative and creative ideas of employees to the senior management. Bureaucratic management does not improve the informal communication between workers and senior administration which helps in building relationship in between them. Also, it shows an example of Tata motors and their management practices which include rigid rules and regulations along with specific division of jobs which affected the growth of company. 3
REFERENCES Books and Journals Dyck, B., 2014. God on management: The world’s largest religions, the “theological turn,” and organizationandmanagementtheoryandpractice.InReligionandorganization theory(pp. 23-62). Emerald Group Publishing Limited. Farazmand, A., 2014. Crisis and emergency management: Theory and practice. InCrisis and Emergency Management(pp. 25-34). Routledge. Micheli,P.andMari,L.,2014.Thetheoryandpracticeofperformance measurement.Management accounting research.25(2). pp.147-156. Pitsis, T.S. and et.al., 2014. Governing projects under complexity: theory and practice in project management.International Journal of Project Management.32(8). pp.1285-1290. Online Weber’sBureaucracyTheory:Features,SignificanceandLimitations.2017.[ONLINE] Availablethrough:<http://www.businessmanagementideas.com/management/webers- bureaucracy-theory-features-significance-and-limitations/4705>. 4