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

2. 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.

3. 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.

4. 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

5. (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.

6. 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

7. (8.5) size technology labor-force factors complexity of the task
national culture.