Bureaucracy is defined as the organizational structure with strict rules, highly formalized processes, and perennial tasks completed using special skills. These assignments are divided into different departments based on the task, and all these departments report to the central authority. The regulations are implemented via a chain of command using a top-bottom approach. It is an organization structure with highly routine operating tasks achieved through specialization, very formatted rules and regulations, tasks grouped into functional departments, centralized authority, narrow spans of control, and decision-making that follow the chain of command. There are two characteristics of a bureaucracy: functional and divisional structure. The functional structure is an organization structure that groups employees by their similar specialties, roles, or tasks. Whereas on the other hand, the divisional structure is an organization that groups employees into units by product, service, customer, or geographical market area. It is often associated with negative sentiments, but it does provide high efficiency in routine tasks. Since rules are followed, there are fewer chances of going wrong (Robbins & Judge, 2018).
Additionally, the work is divided into various departments based on their strengths, ensuring that only the most capable people are working on the tasks. Another good thing about this kind of structure is that an organization can hire medium to low skilled people since processes help provide oversight and low error function. The downside of bureaucracy is that the employees on the middle and lower end of the spectrum do not have the authority to make decisions independently and rely on the chain of command. This, in turn, leads to delays in making vital decisions since it passes through various channels. Additionally, since the rules are implemented strictly, employees feel that they do not enjoy any freedom and creativity. In specific scenarios, rules and regulations lead to tasks taking over the required time. Before identifying the organization's seven elements, it is imperative to understand the organizational structure's definition clearly. According to Robbins, the organizational structure is how job tasks are formally divided, grouped, and coordinated. There are seven elements of the organization's structure to have in consideration. Work Specialization: the degree to which tasks in an organization are subdivided into separate jobs (Suzuki & Hur, 2020).
Departmentalization, the basis by which jobs in an organization are grouped. Chain of Command is the unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom. Span of Control is the number of subordinates a manager can efficiently and effectively direct. Centralization is the degree to which decision making is concentrated at a single point in an organization. Decentralization is the degree to which decision making is pushed down to the managers closest to the action or workgroups. Formalization is the degree to which jobs within an organization are standardized. And Boundary spanning is when individuals' relationships outside their formally assigned groups (Rasul & Rogger, 2018).
References
Rasul, I., & Rogger, D. (2018). Management of bureaucrats and public service delivery: Evidence from the nigerian civil service. The Economic Journal, 128(608), 413-446.
Robbins, S. & Judge T. (2018). Essentials of Organizational Behavior. 14th Boston, MA: Pearson. ISBN 13: 978-0-13-452385-9.
Suzuki, K., & Hur, H. (2020). Bureaucratic structures and organizational commitment: findings from a comparative study of 20 European countries. Public Management Review, 22(6), 877-907.
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