Accounting technicians scheme west africa
Formal rules and controls
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- Impersonality
- 2.16.3 Limitations of Bureaucracy
| Formal rules and controls Clearly stated rules, regulations and procedures are adhered to. Thus, written documents and records are essential features of bureaucracy. It enables previous decisions to be used as precedents and for the organization to monitor its operations effectively. f) Impersonality: Rules and policies are applied uniformly regardless of personal feelings or needs. Thus, the application of impersonality as it refers to rules produces a high degree of reliability and predictability in the performance of the organization’s operations. 2.16.2 Contributions of Bureaucracy to Management (i) Since the policies, rules and procedures are set and applicable to all, this leads to consistent employee behaviour. This behaviour is predictable, making the management process easier to implement. ii) Since the jobs, duties and responsibilities are clearly defined, the overlapping or conflicting job duties are eliminated. iii) Hiring and promotions are based on merit and expertise. This results in matching the right workers with the jobs which makes the utilization of human resources optimum. Also, the individuals move up the hierarchy as they gain expertise and experience. iv) Division of labour makes thew or k er s specialists. Hence, their skills are further polished they become experts and perform more effectively. v) The organization continues, even if individuals leave since the position is emphasized rather than the person. For example, if the Chief Executive resigns, another person is hired or promoted to that position and the organization continues to operate. 2.16.3 Limitations of Bureaucracy (i) There is too much red tape and paperwork 87 ii) Because of impersonal nature of work, employees tend to be less committed to the organization. iii) Excessive rules and regulations and a strict adherence to these policies inhibit initiative and growth of the workers. Employees are treated like machines and not as individuals. iv) Employees become soused to routines that there is a resistance to change and introduction of new techniques of operations. Download 3.37 Mb. Share with your friends:
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