Managing People and Organizations

MANAGING PEOPLE AND ORGANIZATIONS 1
MANAGING PEOPLE AND ORGANIZATIONS
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MANAGING PEOPLE AND ORGANIZATIONS 2
MANAGING PEOPLE AND ORGANIZATIONS
The concept of management in organizations has evolved over the years as organizations
shift from hierarchical approaches to more human-centered approaches. On this note,
Management theories are a critical component in the running of effective organizations. Since
the inception of first management theories, organizations’ work environment has undergone
drastic changes. This, therefore, means that organizations need to adopt different management
theories based on their needs. Managers play a major role in organizations through roles such as
resources allocation, decision-making, and motivation of employees or negotiation of
organization deals (Lunenburg, 2011). With such critical roles, it is important for managers to
understand the different management theories applicable to their organizations. This report
analyzes the bureaucratic and human relations theories of management.
Bureaucratic theory of management
Bureaucracies consist of unelected leaders who implement rules for their organizations.
The bureaucratic theory of management entails the element of hierarchy and governance by
clearly defined rules. These elements are needed for the achievement of organizational goals.
Bureaucratic organizations are arranged into levels of authority with top and bottom levels
(Morgeson, DeRue, and Karam, 2010). For example, an organization may have a president
deputized by a marketing vice president, sales vice president, human resource management vice
president, etc. In such hierarchies, individuals are answerable to the persons above them. Max
Weber, also regarded as the father of bureaucracy, described bureaucratic management as the
most appropriate means of exercising control over subordinates. Besides, he described
bureaucratic organizations as organizations with trained administrative personnel, rules and

MANAGING PEOPLE AND ORGANIZATIONS 3
regulations, standardized principles, specialized workforce and a hierarchy of authority
(Ojokuku, Odetayo, and Sajuyigbe, 2012)
Strengths
Bureaucratic organizations structures increase the efficiency of organizations through
aspects such as reduction of tensions and frictions, individual subordination, unity of command,
and through knowledge. Also, it facilitates organization growth.
Secondly, bureaucratic management leads to the depersonalization of management
functions, which leads to equality and fairness within organizations as well as uniformity in
operations.
Thirdly, management of organizations through a formal chain of command by skilled and
highly qualified managers ensures that the resources of an organization are optimally used.
Finally, bureaucratic organizations are rational, which makes them perfect forms of
organizations. Rationality in organizations may lead to efficiency in operations (Rafiq and
Mahmood,2010).
Limitations
First, the theory puts much emphasis on formal organizational procedures and rules, and
less focus on human beings sentiments, desires, and social needs.
Secondly, Bureaucracy in organizations hinders innovativeness and creativity because of
its impersonal approach. This can also hinder professional development among employees. It
also prohibits deviation from rules, which is sometimes necessary for effective decision-making.
Thirdly, the hierarchy of communication emphasized by the model is likely to prohibit open
communication. Lack of open communication may lead to inefficiency.