Chapter Eight: 8.1 FORMAL STRUCTURES THE FUNCTIONS OF STRUCTURE BUREAUCRACY CULTURE AND BUREAUCRACY IMPLICATIONS FOR THE MANAGER SUMMARY EXERCISE.

Chapter Eight: 8.2 FORMAL STRUCTURES regulate the TASKS or duties for which each member is made responsible. Responsibilities are specialized. An employee appointed as a marketing assistant performs marketing tasks the RELATIONSHIPS that each member has with other members; who manages whom, who reports to whom, and who works alongside whom. The assistant marketing manager reports to the marketing manager, not to the production manager.

Chapter Eight: 8.3 The structure signals PRIORITIES FOR COMMUNICATING at three levels: Who CERTAINLY NEEDS to communicate WITH WHOM. The assistant marketing manager needs to communicate with the marketing manager Who MAY NEED to communicate WITH WHOM. The assistant marketing manager may sometimes need to communicate with his/her equivalent in the production department Who DOES NOT NORMALLY NEED to communicate WITH WHOM. The assistant marketing manager does not normally need to communicate with the firm’s legal representative.

Chapter Eight: 8.4 WEBER’S MODEL OF BUREAUCRACY The “ideal” formal structures is bureaucratic, rational, and impersonal. Rules determine WHO joins: ENTRY to the organization. What are the entry qualifications for a particular job? WHAT the member does: JOB DESCRIPTION WHO works with WHOM: RELATIONSHIPS with superiors, subordinates, and peers are regulated HOW the member works: PERFORMANCE SPECIFICATIONS HOW is regulated positively: PUNISHMENT

(8.4) HOW members move up to higher ranks: PROMOTION HOW performance is regulated positively: REWARDS including pay, bonuses, and allowances HOW performance is regulated negatively: PUNISHMENT WHEN the individual works: TIMETABLE WHEN the member leaves: EXIT FROM THE ORGANIZATION.

Chapter Eight: 8.5 HOW FAR DOES WEBER’S MODEL APPLY IN PRACTICE? Factors that influence how far the model applies in any particular case include characteristics of the industry strategy personality of the top manager organizational culture

(8.5) size technology labor-force factors complexity of the task national culture.