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Essay / Research Paper Abstract
This 4 page paper discusses the statement " modern organisational structures are just as limiting of creativity and discretion as bureaucracy ever was". The paper starts by looking at what a bureaucracy is, its features, strengths and main critiques and why bureaucracy still attractive to employees and managers. The paper then considers alterative structure how they may be more encouraging of creativity and the different barriers that are seen. The bibliography cites 3 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEcreatbur.rtf
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Unformatted sample text from the term paper:
with many positive characteristics, such as increased flexibilities. However, it has been argued that modern organisational structures are just as limiting of creativity and discretion as bureaucracy ever was.
To consider this we need first to examine what it meant by a bureaucracy. Mintzberg argues there are four main structures, these are shown defined by two main differential scales,
one is simple to complex in terms of structure, the other is stable to dynamic (Beshears, 2002). The bureaucracy is placed in the quadrant where there is a stable and
simple organisational structure (Beshears, 2002). A bureaucracy will have an easy to understand hierarchy with set levels where there are standardised procedures and there are likely to be impersonal
relationships. Responsibility is formalised and communication goes though the various levels. A major advantage is that employees understand this and find it easy to work within. There is an understanding
of how ideas should be our forward but also of the barriers. This is a very stable structure but today has been
associated with wasted resources being used to maintain a structure and the ability of inefficiencies to hide within a bureaucratic structure, leading to a lack of creativity as it is
not a requirement for progress and does not generally gain any social or political advantage in a bureaucracy. Where there is less pressure for creativity and more formalised structures it
may be argued there are more barriers to creativity, even where it s present the barriers may prevent the ideas being heard by senior management who have the power to
act on them. If we consider alternative structures there can be seen greater theoretical opportunities for creativity due to the lack of
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