The theory was introduced by Weber to study organizations through active participation, interviews, and documentary evidence. Weber’s theory of bureaucracy was used to understand the rationality and dysfunction factors in an organization. The inclusion of natural system perspectives by Mayo and Barnard relied on structural-functionalism. Organizational functioning is, however, faced with different threats, both internal and external. Bureaucratic dysfunction results from relying on impersonal structures of rules, which produces unplanned consequences such as disgruntled clients, goal displacement, and institutional rigidity. Merton derived this bureaucratic meaning from 1940 Weber’s “Bureaucratic Structure and Personality.”
The theory is faced with dysfunctional consequences and institutional strains. The dysfunction interferes with operations, resulting in a chain reaction of the adaptive responses. Once a threat is perceived, it requires the manager to come up with adaptive responses . A threat is anything that interferes with how operations are done and require maintenance needs. An adaptive response explains activities implemented to reduce the impacts of the threat. Such changes are guided by frameworks such as Merton’s implicit theory of organizational change. The structure describes the steps a company takes after identification of the threat, followed by defensive and adaptive activities, which can result in both functional and dysfunctional consequences.
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Alvin W. Gouldner addresses the issue of authoritarian management and its impacts. The study involves the consequences of close supervision and rules that are strictly enforced. One manager, Old Goug, applied a folksy management style. His employees were allowed autonomy, and they ignored some regulations, which led to jeopardizing the production process and safety of operations. Mr. Peele then took over leadership in the company and adopted a more impersonal management style, which focused on enforcing rules, socializing, and punishment. According to Gouldner, the management style by Mr. Peele was a bureaucratic pattern based on Weber’s theory on formal authority and strict obedience. Employees' participation by voluntarily following rules promotes cooperation in an organization and reduces employees as a liability.
The structural-functional theory does not support specific motivational strategies. However, Merton talks about the importance of motivating the workers. Motivation strategies do not work in every place. A study conducted by Gouldner indicated that in a mine, supervision does not guarantee motivated workers who comply with all laws and show up to work as expected. The rules can only lead to obedient employees who are not inspired. The chapter recommends four motivational strategies that can be used in an organization. These include legal compliance, instrumental rewards, job identification, and goal congruence. Job identification deals with assigning workers duties which they perform best. Legal agreement operates by using rules, sanctions, and formal directives to control and direct the behavior of employees. Instrumental rewards deal with gratifying performance, group acceptance, and considerate leadership.
Weber’s theory of structural-functionalism has undergone modification. The framework operates under the “Gilbralter-like stability” where change is seldom. It is enhanced by the bureaucratic life where the officials resist change. However, the system of the rule leads to achieving organizational goals. The theory left factors such as emotions, politics, and individual needs. The inherent flow observed in Weber’s framework is the dynamic interaction seen with the structure of the organization and staff members. Merton introduced various ideas that led to modification. These include accepting change and improving relationships between leaders and employees. Therefore, it would involve the use of rules, support of change, and better interactions, which would enhance achieving organizational goals.
An organization is faced with both internal and external threats that require continuous adjustment in structure to support change and address these risks. Weber describes the importance of deliberately planning and using rational instruments to address the threats facing an organization. Anticipating possible functional and dysfunctional consequences helps address the threats effectively.
