Bureaucratic control

Bureaucratic control is method of controlling used in management which heavily depends on strict documentation, reporting, monitoring, measuring of employee effectiveness. It results in developing organizational bureaucracy (group of people whose only job is to maintain order, gather information, prepare summaries of reports and formal planning on various levels of organization. Bureaucratic control requires developing of comprehensive system of rules and procedures to manage the actions and behaviour of people in organization. It often requires costly information systems and computer software to work effectively. Main advantage of this type of control is clear goals and responsibilities, main disadvantage is high cost and decrease in innovativeness and creativity.

Example of Bureaucratic control

Examples of bureaucratic control include:

• Policies and Procedures: Organizations often create policies and procedures to help guide employees in their job duties. These policies and procedures provide a framework for how employees should act and behave, as well as expectations for performance.
• Job Descriptions: Job descriptions are detailed descriptions of each position in an organization. These job descriptions provide a clear set of expectations for the position, and help to ensure that employees understand the tasks and duties associated with their job.
• Performance Evaluations: Performance evaluations are another important tool in bureaucratic control. These evaluations are used to measure employee performance and to ensure that employees are meeting expectations.

In conclusion, bureaucratic control is a traditional form of organizational control that is based on rules, procedures, and hierarchies. It is used to ensure that activities are performed in a consistent and uniform manner and is typically used in large organizations. Examples of bureaucratic control include policies and procedures, job descriptions, and performance evaluations.

Bureaucratic control is a traditional form of organizational control that is based on rules, procedures, and hierarchies. It is used to ensure that activities are performed in a consistent and uniform manner and is typically used in large organizations. Examples of bureaucratic control include:

• Standard Operating Procedures (SOPs): Standard Operating Procedures (SOPs) are sets of instructions that detail a specific procedure or task. These SOPs provide a clear and consistent set of instructions for employees to follow, and help ensure that tasks are performed in the same manner each time.
• Performance Metrics: Performance metrics are measurements used to track the performance of employees. These metrics provide a way to measure employee performance and ensure that employees are meeting expectations.
• Hierarchies of Authority: Hierarchies of authority are an important part of bureaucratic control. This structure helps to ensure that employees are following the rules and procedures set forth by the organization and that tasks are being performed in the correct manner.

In conclusion, bureaucratic control is a traditional form of organizational control that is based on rules, procedures, and hierarchies. It is used to ensure that activities are performed in a consistent and uniform manner and is typically used in large organizations. Examples of bureaucratic control include Standard Operating Procedures, performance metrics, and hierarchies of authority.

When to use Bureaucratic control

Bureaucratic control is most effective in organizations with complex structures and processes, such as large corporations and government organizations. This type of control is also useful in organizations that have a large number of employees and need to ensure consistency in the performance of tasks. Additionally, bureaucratic control can be helpful in organizations that need to establish clear expectations for employees, as well as a set of guidelines for how employees should behave.

Bureaucratic control is less effective in organizations that emphasize creativity and innovation, as this type of control is focused on following rules and procedures and does not allow for much flexibility. Additionally, bureaucratic control can be too rigid for small organizations, as the rules and procedures may be too complex and difficult to manage.

In conclusion, bureaucratic control is most effective in large organizations with complex structures and processes, where there is a need to ensure consistency and establish clear expectations for employees. It is less effective in organizations that emphasize creativity and innovation, or in small organizations where the rules and procedures may be too complex.

Types of Bureaucratic control

Bureaucratic control is a type of organizational control characterized by its focus on rules, procedures, and hierarchies in order to ensure that organizational goals are achieved. It is typically used in large organizations with complex structures and processes. Types of bureaucratic control include:

• Rules and Regulations: Organizations typically establish rules and regulations to guide employee behavior and ensure that tasks are completed in a consistent and uniform manner.
• Hierarchies: Hierarchies are an important part of bureaucratic control, as they help to define roles, responsibilities and power within an organization.
• Documentation: Documentation is important to ensure that employees understand the tasks they are responsible for. Documentation can include job descriptions, policies, and procedures.
• Performance Measurement: Organizations use performance measurements to evaluate employee performance and ensure that employees are meeting expectations.

In conclusion, bureaucratic control is a traditional form of organizational control that is based on rules, procedures, and hierarchies. It is typically used in large organizations and its types include rules and regulations, hierarchies, documentation, and performance measurement.

Steps of Bureaucratic control

The steps of bureaucratic control are as follows:

• Planning: Planning involves setting goals and objectives for the organization and creating strategies to achieve them.
• Organizing: Organizing involves creating hierarchies and structures within the organization to ensure efficient and effective communication and operations.
• Implementing: Implementing involves putting the plans and structures into action. This involves making sure that employees understand their roles and responsibilities and that they are following the procedures and rules.
• Monitoring: Monitoring involves measuring progress towards goals and objectives and making sure that employees are following the rules and procedures.
• Evaluating: Evaluating involves assessing the effectiveness of the organizational controls and making necessary changes.

In conclusion, bureaucratic control involves five steps: planning, organizing, implementing, monitoring, and evaluating. These steps are used to ensure that the organization is achieving its goals and objectives and that employees are following the rules and procedures.

Approach and techniques

Defined and regulated schemes of sanctions and rewards are important components of bureaucratic control as well. They are necessary to provide and protect conformity in organization. Other tools of bureaucratic control that create a framework of carrying out tasks for inferiors are the determination of standard costs and budgetary controls. According to Max Weber there are three elements that represent the most important elements of bureaucratic control. Those are:

• Activities that need to be done in order to make organization function properly are subdivided as official duties.
• The power to make decisions about actions that are necessary to complete those duties should be divided in a stable way that is fully determined by rules applying to means of coercion.
• To regularly and stably accomplish those duties the methodical provision has to be made.

Other Max Weber's statements characterizing bureaucratic management and control are:

• The rules of organization's hierarchy and graded management create a strictly organized system of superiors and inferiors. In this system superordinate's offices have control over subordinates’ offices. This makes it possible to appeal a decision of members of lower offices to the government in completely coordinated way.
• The administration of organization using bureaucratic control rely on the written documents-files that are saved in their original or draught form.
• As a rule, bureaucratic control is based on formal commands so organization should separate any official activities from aspects of private life.

Advantages of Bureaucratic control

Bureaucratic control has several advantages that make it a popular choice for organizations.

• Clear Rules and Regulations: Bureaucratic control provides a clear set of rules and regulations that everyone in the organization must follow. This helps to ensure that everyone is held to the same standards and that activities are performed in a consistent manner.
• Structured Decision Making: Bureaucratic control also provides a structured decision making process. This helps to ensure that decisions are made in a logical and consistent manner, and that the organization is operating in the best interests of its stakeholders.
• Accountability: Finally, bureaucratic control provides a great deal of accountability. This helps to ensure that employees are held responsible for their actions and that the organization is held accountable for its performance.

Limitations of Bureaucratic control

Bureaucratic control is a traditional form of organizational control, and as such, it has certain limitations. These limitations include:

• Rigidity: Bureaucratic control is often seen as rigid and inflexible. The rules, regulations, and procedures that are used to guide and control employee behavior can be restrictive and can stifle creativity and innovation.
• Slow Decision-Making: Bureaucratic control often involves a strict hierarchy of decision-making authority, which can lead to slow decision-making processes. This can be an impediment to the organization’s growth and progress.
• Limited Accountability: The hierarchal structure of bureaucratic control can limit accountability within the organization. Without clear accountability, it can be difficult to identify and address any problems or issues within the organization.

Other approaches related to Bureaucratic control

In addition to bureaucratic control, there are several other approaches used to ensure organizational goals are met. These approaches include:

• Scientific Management: This approach emphasizes the use of data and scientific methods to increase efficiency and productivity. It focuses on the division of labor, standardization of processes, and the use of incentive systems.
• Just in Time Management: This approach focuses on reducing inventory and increasing efficiency by ensuring that materials and resources are available only when needed.
• Total Quality Management: This approach focuses on quality and customer satisfaction as a way to ensure organizational goals are met. It emphasizes continuous improvement, employee involvement, and customer feedback.

In conclusion, bureaucratic control is one approach used to ensure organizational goals are met. Other approaches include scientific management, just in time management, and total quality management. Each of these approaches has its own set of principles and methods that can be used to ensure organizational goals are achieved.

Bureaucratic control — recommended articles

Organizational documentation — Effective system of control — Formalization — Process maturity models — Management system — Quality system in local government — Bureaucratic leadership — Principles of design harmony — Management functions

References

• Bai, C. & Wang, Y. (1998). Bureaucratic Control and the Soft Budget Constrain. "Journal of Comparative Economics", Volume 26, Issue 1, p. 41-61.
• Brenner, S. W. (2013). Cyber-threats and the Limits of Bureaucratic Control. Minn. JL Sci. & Tech., 14, 137.
• Cheng, J. L & McKinley W. (1983). Toward an Integration of Organization Research and Practice: A Contingency Study of Bureaucratic Control and Performance in Scientific Setting. "Sage Publication", Vol. 28, No. 1, p. 85-100.
• Ferner, A. (2000). The underpinnings of ‘bureaucratic’ control systems: HRM in European Multinationals. "Journal of Management Studies", Volume 37, Issue 4, p. 521-540.
• Hodgson, D. E. (2004). Project Work: The Legacy of Bureaucratic Control in the Post-Bureaucratic Organization. "Organization", Volume 11(1), p. 81-100.
• Koppell, J.G (2006). The Politics of Quasi-Government-Hybrid Organizations and the Dynamics of Bureaucratic Control. Cambridge University Press.
• Lee, C. (2000). Power, Money, and Media: Communication Patterns and Bureaucratic Control in Cultural China. Northwestern University Press.
• Smylie, M. A. (1997). From Bureaucratic Control to Building Human Capital: The Importance of Teacher Learning in Education Reform. "Arts Education Policy Review", p. 35-38.
• Vandenberghe V. (1999). Combining Market and Bureaucratic Control in Education: An answer to market and bureaucratic failure?. "Comparative Education", 35:3, p. 271-282.
• Walton, E. J. (2005). The Persistence of Bureaucracy: A Meta-analysis of Weber’s Model of Bureaucratic Control. "Organization Studies", Volume 26, Issue 4, p.p. 569-600.
• Weber, M. & Hans G. & Wright M. C. (1958). From Max Weber: essays in sociology. Oxford University Press.
• West, W. F., & Raso, C. (2012). Who shapes the rulemaking agenda? Implications for bureaucratic responsiveness and bureaucratic control. Journal of Public Administration Research and Theory, 23(3), 495-519.

Footnotes

Author: Izabela Pyszczek