FORMAL ORGANIZATION
Sociologists are also interested in organizations as identified groups that have a
specific purpose (Aldrich and Marsden 1988). Many of the social collectives discussed
earlier in this chapter are informal organizations, as they do not involve formal or strict
rules, roles, and responsibilities. Organizations may occur spontaneously and involve
personal relationships, not specifically designed for efficiency, but they work well in
informal settings.
However, this informal organizational structure does not work well in many areas
of our lives. Government organizations or companies require different forms. This
entity is a formal, large, secondary social collectivity organization organized and
organized for efficiency purposes with structured procedures. Formal organizations take
many forms, with people joining or for various reasons. There are normative
organizations, such as civil movements such as political campaigns, religious
organizations, that people join voluntarily and without financial compensation because
they believe that the cause is feasible. Prison is a form of formal coercive organization
that people join unconsciously. Another form of formal organization, utilitarian
organization, is people who join forces for material gain. Taking a job in a bank or
hospital is joining a utilitarian organization (Etzioni 1975).
1. Birokrasi
A specific type of formal organization is bureaucracy, which Randall
Collins defines as "organizational control achieved by explicit rules and
regulations and by assigning responsibility for actions in written records" (1999,
33). Bureaucracy is a big part of our modern life. Schools, jobs, and services
such as banks, medical clinics, and daycare centers are examples of the types of
bureaucratic structures that most of us deal with on a daily basis.
Max Weber was the first sociologist to examine bureaucracy (1946). His
interests include the structure and operation of large-scale companies such as
government, religion, and economics. As part of his analysis of capitalism, he
developed the concept of rationalization. For Weber, rationalization means an
ongoing search for efficiency improvements, or finding the most efficient way
to do things. In capitalism, increased efficiency can lead to increased profits.
Since increased efficiency, or rationalization, is the reason behind bureaucracy,
Weber uses bureaucracy as a key case in his analysis.
Weber developed an ideal type of bureaucracy consisting of several elements that
symbolize bureaucracy.
a. Hierarchy.
Hierarchical structures exist with clear lines of authority. When depicted in
an organizational chart, this hierarchy is pyramid-shaped, with fewer people
at the top of the pyramid having authority over the greater number of people
in the lower structure. Regulation
b. Formal rules and regulations that govern the organization.
Rules and written rules govern administration and behavior. These rules and
regulations ensure consistency, standardization, and that people within the
bureaucracy do not make rules while running.
c. Written documentation.
This documentation includes the policies that must be followed in the
organization.
d. Specialties.
A formal division of labor is established in the bureaucracy, with positions
arranged based on the duties assigned to each position. Each member of the
organization has a specific function to perform, meaning that members may
be required to be experts in their field.
e. Technical knowledge.
Bureaucratic members must meet all the necessary qualifications to
competently fulfill the duties of their positions. By adapting expertise to
positions, rather than designing positions to match individual workers' skills,
bureaucracy creates a situation where members who leave positions can be
replaced by someone with the same qualifications and the organization can
continue to operate.
f. Impersonality.
Members of the organization are required to follow procedures and deal with
all clients based on policy rather than personal relationships or opinions.
g. Career work.
Career advancement is through merit-based promotion. Promotion should be
determined by specified factors such as seniority, job performance, or
training improvement, not on factors such as supervisory relatives.
h. Salary position.
Compensation for work performed is given based on position. It is not
determined by personal factors, for example, how physically attractive a
worker is or how much the supervisor enjoys his jokes.
i. Separation of "official" and "private" income and duties.
The "office" is separate from the environment of personal life. The
organization's official money and property are not mixed with members'
funds or personal interests.
