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Essay / Research Paper Abstract
This 8 page paper discusses to what extent the bureaucratic model of organising is appropriate to industry in the 21st century and examines the conflicts between bureaucracy and dominant models of current human resource management. The paper uses evidence from organisations and studies of organisations in order to explore this subject. The bibliography cites 7 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEburechrm.rtf
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Unformatted sample text from the term paper:
have changed. Knowledge and technology have facilitated the ability to change methods so that workplaces become more efficient, increase profit and reliability and can innovate leading to a positive cycles
of improvements. However, it can be argued that despite the changes resulting from knowledge of human relations and technological developments the structure of many organisation has not changed with the
bureaucratic model still dominating most industries which, instead of helping the evolution of the commercial environment, holds it back. As such we can argue that with the development of the
currently utilised models of human relations there is a conflict with the dominate bureaucratic structure. The bureaucratic model has a traditional structure, where 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be argued that it is an out of date structure as unlike other areas of business it has not changed. 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).
However, it we look at the ideas of Weber, he argued that this was an structure that south to find an efficient
way of managing large workforces. His perspective was that the bureaucratic subdued human issues and made use of reason and logic for decision to be made with reference to calculable
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