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Essay / Research Paper Abstract
This 8 page examines the bureaucratic model and examines the conflicts between bureaucracy and dominant models of current human resource management which look to the human relations school. The paper considers aspects such as the psychological contract, teamwork and the way in which they may or may not be seen within bureaucratic organisations. The bibliography cites 13 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEburhrm1.rtf
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Unformatted sample text from the term paper:
should be in line with the culture and values. The developments in terms of human resource management models such as the human relations school of thought where employees are trusted
and motivated have been shown to increase levels of productivity and benefit both employees and employers. However, the organisational structures and hierarchies have not changed as quickly and it is
argued that the traditional and dominant bureaucratic structures are contradictory to the practice of the more modern HRM practices. To consider how valid this argument is we will need to
look at the theory and use of the bureaucratic, and then, with a good understanding of this can be seen theory and in reality, and how this may or many
not clash with modern HRM ideas and practices. The bureaucratic model has a traditional structure, there is a strict hierarchal power structure
and power is delegated from the top of the hierarchy downwards with different levels of authority and an important role for policies and rules. In complex organisations the power may
need to be spread over the organisation, however, even where this occurs there is still the hierarchal structure and decisions are directed by company policy. It may be
argued that it is an out of date structure as unlike other areas of business it has not changed as looking at this there is an inherent lack of trust
placed in the employees, the power structure is put in placer to control the way they do the job. Handy was certain of this opinion with his ideas of flatter
organisations and the clover leaf structure he foresaw as meeting the needs of the future where there was increased needs for efficiency with flexible structures (Handy, 2005).
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