Introduction
The organization should be structured and organized in such a way that efficiency is attained through the exercise of power and decisiona making. These structurings determine the flow of power and decision making. Who does what is and who decides what is well defined. Generally, there are two forms of structuring bureaucratic and non-bureaucratic. This paper describes and differentiates the bureaucratic and non-bureaucratic organizations.
Bureaucratic organizations
In these organizations there is a formal exercise of power; rules are implemented in a hierarchical manner. The structuring leads to five characteristics in these organizations. These characteristics include:
Clear works definition
The management in these organizations defines the role and duties to be undertaken by different people in the organization. The degree of decision that unit managers and junior staffs can make are determined by the structure.
Set rigid target
Work is divided in terms of targets that each department is supposed to attain a set target at a specified period of time; the decision is of the top management and scaled down to smaller units in the organizations.
Hierarchy of power
In this organization, there is a ladder of power which determines the kind of decision that a certain level can make. Junior staffs have very limited interference in decision making; their work is to undertake the orders given.
Recruitment and promotions are technical expertise based
In these organization, they have a high emphasis on attainment of their decisions and thus when positions arise they give them to people with technical expertise.
Documented rules
There is a set of rules that must be followed to ensure that certain goals are met in the organization. Rules are solid and adjustment calls intervention of top management.
Advantages
- Clear rules discourage nepotism and favoritism in the companies.
- Offers predictability in business growth and outcomes
- Easy control and monitoring
- Encourages specialization
Disadvantage
- Human resources are denied power to make decisions and thus limited career growth and reduced creativity and innovations
- The policies are rigid that de-motivates staffs. If they lead to inefficiency, then realizing where the problem is hard.
- One way of making decision can lead to inefficiency
This style is more applicable in large organizations where the management can only control through strict rules (Virginia , McCroskey & McCroskey 32-145)
Non Bureaucratic organizations
These are organizations where management and junior staff participate jointly in making decisions that drive the organization. Although there is a hierarchy of power, the organizations empower junior staff to exercise their decisiveness to areas slightly above their power but remain accountable. They offer a free surface for one to exercise his leadership skill. In cases of emergency, there is no need to contact the management but one confronted by a situation is empowered to make a decision.
When the decision is made, there are consultations with departmental heads that are mandated to represent the views of their teams.
Advantages
- Employees are motivated to innovate and create better techniques for doing things.
- Decisions are made fast, and thus in certain circumstances, a business can benefit from a quick decision
- Decisions well informed and thus making a decision that arise to competitive advantage is high
Disadvantage
- The organization can be manipulated for a personal gain
- Decisions made without control by management may harm a company
- Management may lack control over the company affairs
This style is more applicable in small organizations which are growing rapidly. This because a failure to make a decision can lead to a loss of business; although there is control, it is for accountability purposes (Glueck & David 196).
Differences in Bureaucratic organizations and Bureaucratic organizations
Bureaucratic organizations:
- Management has the sole power of making decision
- Strict adherence of hierarchy of power
- Rigid work targets
- Staffs do not participate in decision-making
- One way traffic in the flow of information; it is from management to junior staffs
Non Bureaucratic organizations:
- Junior employees can decide though controlled by top management
- Sometimes hierarchy of power is overlooked
- Flexible work targets
- Staffs involved in decision making
- Feedback enhanced.
Conclusion
To have a competitive edge, an organizations management should structure its processes in a way that it enhances efficiency and free flow of information and decision. Decisions are the driving force in an organization and thus, who makes them is of great importance. There are two ways of organizational structuring; bureaucratic and nonbureaucratic. Different industries require a different approach, and it is up to the management to know the one to employ.
Works cited
Glueck, William F., and David M. Dennis. “Bureaucratic, Democratic And Environmental Approaches To Organization Design.” Journal of Management Studies 9.2 (n.d.): 196. SocINDEX with Full Text. EBSCO. Web.
Virginia P. Richmond, James C. McCroskey, Linda L. McCroskey. Organizational Communication for Survival: Making Work, Work. Pennsylvania: Allyn & Bacon, 2004.