Clegg, Kornberger, and Pitsis (2019) outlined the hierarchy of differentiated knowledge, parallel and hierarchical arrangement of rules and disciplines, as well as the procedural application of formal rules in taking action as the main elements entailed in a bureaucratic organisational design. Some of the positives of this model include; well defined official duties that prevent overlap of duties and mandates among employees, fairness in promotion because employees are promoted on merit and stable as well as easier to learn systems of rules and regulations (Weber 1976; cited by Paulin, Anthopoulos & Reddick, 2017). However, Clegg, Kornberger, and Pitsis (2019) lament that a major disadvantage of bureaucratic organisational design is that it begets oligarchy, those with superior education, power, authority, and expertise dominate other members in an organisation. Bureaucratic design is still the most productive and successful model among scalar organisations, such as the military. Fundamentally, internal processes and classification of military personnel are done procedurally in a hierarchical manner. Furthermore, rules, regulations, and duties are rigid, though always seen as organised. A good example of a successful military organisation with a bureaucratic design is the Ottoman Empire in Europe that used organised hierarchical commands, attacks, and conquest and avoided major sieges from enemies (Hummel, 2013). Currently, I work as a Captain Police Officer in Qatar. My organisation has a bureaucratic organisational design enforced through bureaucratic theoretical management. This design and the model of management is appropriate because duties are well defined, there is limited arbitrary powers and are predictable insofar as career opportunities for members in such organisations are concerned. However, there is a need to check the authority of the superior personnel to prevent the development and perpetuation of ethically appalling behaviour due to the unchecked exercise of power and authority. Do you think bureaucracy is an appropriate approach to management in the contemporary world of globalisation? References Clegg, S.R., Kornberger, M., and Pitsis, T., 2019. Managing and organisations: An introduction to theory and practice. Sage. Online via https://online.vitalsource.com/#/books/9781526476180/cfi/6/22! /4/2/4/2@0:0 [Accessed 21 November 2019] Hummel, D., 2013. The Ottoman Empire: Bureaucracy, Institutional Imitation, and the Military Revolution. Paulin, A.A., Anthopoulos, L.G. and Reddick, C.G. eds., 2017. Beyond bureaucracy: Towards sustainable governance informatisation (Vol. 25). Springer.
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