Post-Bureaucracy

Thanks to Max Weber's approach to bureaucracy, Weber's bureaucracy, which emerged in the early 20th century, is now widely used in the public sector and the private sector. However, this is not a complete structure, and in this article we will describe some of the drawbacks. This requires a transition to a new and improved way to work within the organization. It is widely believed that bureaucracy is now involved as an organizational structure to eliminate the negative aspects of bureaucracy, but we need to prove support for this argument.

This reminds me of alternative means in case bureaucracy is bad. Another option, post bureaucracy, was proposed. Heckscher (1994) is one of the main authors of post bureaucracy and created the opposite type to Weber, which is known as the ideal type of post bureaucracy. His ideal type has three key chains. First official rules are replaced by agreements based on personal influence rather than status, and employees are also trusted to adopt common values ​​rather than regulations. Second, responsibility is assigned based on capacity and strength rather than ranking, and individuals are treated as such. Finally, organizations are more flexible in terms of employment and working hours.

Generally, post-bureaucracy includes subcontract, decentralization, flexible organizational boundaries, borderless enterprises and networks (Ackroyd, 1991). Since decentralization is a very important part of post bureaucracy, I will explain it separately. There are many factors that change the organizational structure from bureaucracy to post bureaucracy, such as rapid technology change, intense competition, rapidly changing product market and customer needs, flexibility requirements. Cost reduction is also an important element of this trend. However, this trend also causes some concerns and criticisms. Temporary workers tend to move between companies based on wages and allowances. Due to the high liquidity of the labor force, companies may refuse to train employees. Trade unions and governments are also more difficult to regulate this decentralized form.

Generally, the post bureaucratic organization structure is to remove bureaucratic organizational structure, but about decentralization, business, and network. Post bureaucratic institutions blur the boundary between companies and the post bureaucratic institutions encourage relationships between organizations, including strategic alliances, joint ventures, outsourcing / subcontracting contracts, unilateral agreements and networking organizations (Buchanan and Huczynski, 2004, pp. 557-560). page). The organizational structure after bureaucracy emphasizes teamwork between spontaneity, empowerment, participation, decentralization, flexibility, shrinkage and stratification, and the organization and its environment (Ackroyd, 2002; Maravelias, 2003 ). The autonomy that exists in the structure after bureaucracy is far beyond autonomy of bureaucratic structure. Unlike bureaucratic models leading participants, the post bureaucratic structure needs to convince participants (Heckscher and Donnellon, 1994).