This goes back to the means-ends inversion. Some professionals must join the organization to get clients. This process can make change and the implementation of change slow in a bureaucracy, as directives and feedback to these directives must travel through all levels of the hierarchy between the source and the destination.
There is also another hybrid — the simple professional bureaucracy — occurs when highly trained professionals practicing standard skills nevertheless take their lead from a strong, sometimes autocratic leader, as in the simple structure.
The lines on the chain of command are blurry, further confusing the employees since they do not have a clear idea on who is in charge or in control. Each department does not have to spend on tools, equipment and manpower, since they can source them from other departments.
But growth and change is inevitable, and organizations have to be flexible to accommodate such changes. A Synthesis of the Research," published inand "Structure in 5's: Discretion not only enables some professionals to ignore the needs of their clients; it also encourages many of them to ignore the needs of the organization.
Since decision-making is confined within respective groups, cliques, factions and informal groupings are likely to be formed. They are at the apex of the organizational pyramid. What frequently emerges in the professional bureaucracy are parallel administrative hierarchies, one democratic and bottom-up for the professionals, and a second machine bureaucratic and top-down for the support staff.
Knowing that the professionals want nothing more than to be left alone, the administrator moves carefully — in incremental steps, each one hardly discernible.
Thus, the environment is the chief situational factor in the use of the professional bureaucracy. Specifically, they try to use direct supervision, standardization of work processes, or standardization of outputs.
Every university professor, for example, serves on committees to ensure that he retains some control over the decisions that affect his work. And that calls for another configuration, as we shall see in chapter Every single organization I speak with, work with, and research, is looking to flatten out their structure.
Higher initial and setup costs In this type of organization, more personnel would be required, especially in the early stages of the organization. But other than the service sector, we can also find this configuration in the manufacturing sector — the craft enterprise — whose environment demands work that is complex yet stable.
As a result, they tend to emerge as responsible and highly motivated individuals, dedicated to their work and the clients they serve.
Because clients are categorized, or categorize themselves, in terms of the functional specialists who serve them, then structure of the professional bureaucracy becomes at the same time both a functional and a market-based one.
Administration of a Bureaucratic Organization Administrative policies, procedures and rules prevail in all bureaucratic organizations. It is also complex, and so must be controlled by the operators who do it. Thus, the external roles of the manager — maintaining liaison contacts, acting as figurehead and spokesman in a public relations capacity, negotiating with outside agencies — emerge as primary ones in professional administration.
Line and Staff Relationships — There are two types of authority often seen in organizations. Decentralization and Centralization — This refers to how decision-making is assigned within the organization. But other than the service sector, we can also find this configuration in the manufacturing sector — the craft enterprise — whose environment demands work that is complex yet stable.
While the standards of the professional bureaucracy originate largely outside its own structure, in the self-governing associations its operators join with their colleagues from other professional bureaucracies. Decentralization in the Professional Bureaucracy The professional bureaucracy is a highly decentralized structure, in both the vertical and horizontal dimensions.
An employee from the Finance department could move to the Sales department for a specific project. One is inclined to ask why professionals bother to join organization in the first place.
Problems of Coordination The standardization of skills is a loose coordinating mechanism at best, failing to cope with many of the needs that arise in the professional bureaucracy.
Yet, as we saw, professionals resist it furiously. One is inclined to ask why professionals bother to join organization in the first place. The organization seeks to match a predetermined contingency to a standard program. This combined functional and product grouping would then allow the organization to reap the benefits or the advantages of both types.
Professional bureaucracy, a product of the middle years of this century, is a highly fashionable structure today for two reasons. First, it is very democratic, at least for its professional workers. Mintzberg's Organizational Configurations Understanding the Structure of Your Organization The clear disadvantage with the professional structure is the lack of control that senior executives can exercise, because authority and power are spread down through the hierarchy.
With these organizations, bureaucracy, complexity, and. A bureaucratic organization is a type of business structure, one that has a specific hierarchy and rules and regulations for everything within the business.
This makes for a highly organized and. A group of officials in either a private sector or government organization working in a professional capacity that is responsible for carrying out the functions and implementing the laws and regulations governing the institution.A professional bureaucracy in business allows employed professionals a greater degree of control over their work.
Professional bureaucracy has the operating core as its key part, uses standardization of skills as its prime coordinating mechanism, and employs vertical and horizontal decentralization.
Bureaucratic structures are used in many organizations, including the military, government agencies like the Department of State, and large corporations.Structure and professional bureaucracy