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C07 Henslin9e

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C07 Henslin9e

  1. 1. <ul><li>This multimedia product and its contents are protected under copyright law. The following are prohibited by law: </li></ul><ul><ul><li>any public performance or display, including transmission of any image over a network; </li></ul></ul><ul><ul><li>preparation of any derivative work, including the extraction, in whole or in part, of any images; </li></ul></ul><ul><ul><li>any rental, lease, or lending of the program. </li></ul></ul>A Down-to-Earth Approach 9/e SOCIOLOGY SOCIOLOGY Chapter 7: Bureaucracy and Formal Organizations
  2. 2. <ul><li>“ The idea that efficiency and practical results should dominate human affairs.” </li></ul>Copyright © Allyn & Bacon 2008 The Rationalization of Society
  3. 3. <ul><li>Prior - Traditional Orientation </li></ul><ul><li>Past Best Guide for Present </li></ul><ul><li>Protect Status Quo </li></ul><ul><li>Bases on Personal Relationships </li></ul>Copyright © Allyn & Bacon 2008 Why Did Society Change?
  4. 4. <ul><li>Post - Industrialization- Capitalism </li></ul><ul><li>Rationality - Most Efficient Going Forward </li></ul><ul><li>Attention to Bottom Line </li></ul>Copyright © Allyn & Bacon 2008 Why Did Society Change?
  5. 5. Copyright © Allyn & Bacon 2008
  6. 6. Copyright © Allyn & Bacon 2008
  7. 7. Copyright © Allyn & Bacon 2008
  8. 8. <ul><li>Marx: Capitalism Broke Tradition </li></ul><ul><li>Weber: Religion Broke Tradition </li></ul><ul><li>The Two Views Today </li></ul>Copyright © Allyn & Bacon 2008 Why Did Society Change?
  9. 9. <ul><li>“ Secondary groups designed to achieve explicit objectives.” </li></ul>Copyright © Allyn & Bacon 2008 What Are Formal Organizations?
  10. 10. <ul><li>Characteristics of Bureaucracies </li></ul><ul><li>Clear Levels </li></ul><ul><li>Division of Labor </li></ul><ul><li>Written Rules </li></ul><ul><li>Written Communication and Records </li></ul><ul><li>Impersonality & Replaceability </li></ul>Copyright © Allyn & Bacon 2008 Formal Organizations and Bureaucracy
  11. 11. Copyright © Allyn & Bacon 2008
  12. 12. <ul><li>“ Ideal” vs. “Real” Bureaucracy </li></ul><ul><li>Extent of Bureaucracy - A Matter of Degree </li></ul><ul><li>Ideal vs. Actual Organizational Chart </li></ul>Copyright © Allyn & Bacon 2008 Formal Organizations and Bureaucracy
  13. 13. <ul><li>Red Tape - A Rule is a Rule </li></ul><ul><li>Lack of Communication Between Units </li></ul><ul><li>Bureaucratic Alienation </li></ul>Copyright © Allyn & Bacon 2008 Dysfunctions of Bureaucracies
  14. 14. <ul><li>Resisting Alienation </li></ul><ul><li>The Alienated Bureaucrat </li></ul><ul><li>Bureaucratic Incompetence </li></ul>Copyright © Allyn & Bacon 2008 Dysfunctions of Bureaucracies
  15. 15. <ul><li>Goal Displacement </li></ul><ul><li>Perpetuation of Bureaucracies </li></ul><ul><li>Social Significance of Bureaucracies </li></ul>Copyright © Allyn & Bacon 2008 Bureaucracies
  16. 16. <ul><li>Functions of Voluntary Associations </li></ul><ul><ul><li>Advance Particular Interests </li></ul></ul><ul><ul><li>Offer People Identity </li></ul></ul><ul><ul><li>Govern Nations and Maintain Social Order </li></ul></ul><ul><li>These Apply to All or Most Voluntary Associations </li></ul>Copyright © Allyn & Bacon 2008 Voluntary Associations
  17. 17. <ul><li>Functions of Voluntary Associations </li></ul><ul><ul><li>Mediate Between Government and Individuals </li></ul></ul><ul><ul><li>Help Individuals Climb Occupational Ladder </li></ul></ul><ul><ul><li>Bring People into Political Mainstream </li></ul></ul><ul><ul><li>Pave Way for Social Change </li></ul></ul><ul><li>These Apply to Only Some Voluntary Associations </li></ul>Copyright © Allyn & Bacon 2008 Voluntary Associations
  18. 18. <ul><li>Shared Interests </li></ul><ul><ul><li>Motivations for Joining Differ </li></ul></ul><ul><ul><li>Experience High Turnover </li></ul></ul><ul><li>The Problem of Oligarchy </li></ul><ul><ul><li>Leaders Grow Distant from Members </li></ul></ul><ul><ul><li>Iron Law of Oligarchy </li></ul></ul>Copyright © Allyn & Bacon 2008 Voluntary Associations
  19. 19. <ul><li>Self-Fulfilling Stereotypes and Promotions </li></ul><ul><li>Stereotypes and the Iron Law of Oligarchy </li></ul>Copyright © Allyn & Bacon 2008 Working for the Corporation
  20. 20. <ul><li>Develop Rather than Impede Potential </li></ul><ul><li>Access to Opportunities </li></ul><ul><li>Distribute Power More Evenly </li></ul><ul><li>Can Bureaucracies Adapt? </li></ul><ul><li>What is the Cost of Change? </li></ul>Copyright © Allyn & Bacon 2008 Humanizing the Corporate Culture
  21. 21. <ul><li>Work Teams </li></ul><ul><li>Corporate Day Care </li></ul><ul><li>Employee Stock Ownership </li></ul><ul><li>The Conflict Perspective </li></ul><ul><li>Fads in the Workplace </li></ul>Copyright © Allyn & Bacon 2008 Humanizing the Corporate Culture
  22. 22. <ul><li>The Rise of the Microchip </li></ul><ul><li>Surveillance in the Workplace </li></ul><ul><li>Monitoring Computer Use </li></ul>Copyright © Allyn & Bacon 2008 Technology and the Control of Workers
  23. 23. <ul><li>How They Differ </li></ul><ul><li>Hiring and Promoting Teams </li></ul><ul><li>Lifetime Security </li></ul><ul><li>Almost Total Involvement </li></ul><ul><li>Broad Training </li></ul><ul><li>Decision-Making by Consensus </li></ul>Copyright © Allyn & Bacon 2008 U.S. and Japanese Corporations
  24. 24. <ul><li>Myth vs. Reality </li></ul><ul><li>Most Don’t Find Lifelong Job Security </li></ul><ul><li>Management by Consensus False </li></ul>Copyright © Allyn & Bacon 2008 U.S. and Japanese Corporations
  25. 25. A Down-to-Earth Approach 9/e SOCIOLOGY SOCIOLOGY Chapter 7: Bureaucracy and Formal Organizations

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