Primary Factors Driving Post-Bureaucratic Management Approaches
With the effect of post-bureaucratic management approaches, various business functionalities have changed and this has brought revolutionary improvement in the business’ performance. Post-bureaucratic management approaches have not only enhanced organizational performance but it has also originated several opportunities for the employees to enhance their performance as well as to move towards overall development. Employee interaction within the organizational functionalities, workforce diversity and expansion of business entities are some of the big advantages of post-bureaucratic management approaches (Adler, 1992).
Primary factor which have forced organization to move towards post- bureaucratic management approaches is the flaws in the bureaucratic management style. With the effect of post- bureaucratic management style, leaders have been appointed at different levels in order to accomplish the goals department wise. Apart from this, there are various other advantages of post- bureaucratic style of management in different contexts such as it has helped in terms of managing cultures, managing employees, managing sustainability in terms of ethics and corporate social responsibility and in terms of managing change, innovation and knowledge. With respect to these changes, organizations have become capable enough to deal with dynamic situations in an effective manner. Along with this, post- bureaucratic management approaches have enabled organization to determine the responsible persons for their actions. Post- bureaucratic management approaches have lead the organizations towards development phase because prior to that, only one person on the superior position was responsible and accountable to take decisions along with making changes in the policies of the organization. This was bit time consuming as well as risky process because one person could not always be right in all circumstances, thus, chances for failure were high. But after the implementation of post- bureaucratic approaches, decentralised decision making processes are being processed under which all relevant stakeholders are engaged in the decision making processes (Gavin & Mason, 2004). This has helped the organizations to determine all the available options which could be adopted in order to deal with diverse situations.
Apart from this, workplace culture as well as other attributes of the organization has also become positive element in terms of enhancing organizational performance. This is because post- bureaucratic management approaches has lead the organization to develop workforce diversity at workplace which is efficient for enhancing organizational performance along with originating several opportunities for the businesses to expand its operations at international level. Workforce diversity is one of the major elements in relevance with expansion and growth of the business entities at international level. Workforce diversity has embraced organizational cultures which have resulted in decreasing labour turnover along with the maintenance of effective relationships amongst employees and management (Werther, 1985). Post- bureaucratic management approaches are the result of change management and as change is necessary for the business practices to deal with dynamic situations as well as to sustain for longer period of time, in the same manner; bureaucratic management approaches were requiring changes in relevance with enhancing organizational performance (Godwyn & Hoffer Gittell, 2012). Although, these approaches have also lead to originate several challenges for the organizations such as high competitive business conditions, standard of business entities and the unethical practices to win the race of competition. Prior to the post- bureaucratic management approaches, scope for innovation and creativity was very less because decisions were taken at the top level only and only few employees were given the opportunity to be the part of top level management.
Benefits of Post-Bureaucratic Management Approaches in Organizational Practices
But now things have changed and every department has its own leaders and sub-leaders which could take any type of decisions as per the organizational policies and standards with the objective of gaining positive outcomes. This has reduced burden from top level management and they could work towards other factors like improving organizational performance and introducing new schemes for motivating employees through which employee engagement and coordination amongst teammates could be enhanced for the motive of enhancing organizational performance. With respect to this, nowadays, top level management look forward to move towards sustainable growth and overall development in relation with adaptation of advance approaches to enhance organizational performance as well as to make the workplace environment safe and secure (Helene, 2018). Apart from this, management also focus towards increasing coordination amongst the employees so that their efforts could be aligned with the organizational vision.
Post- bureaucratic management approaches have also helped the organizations to manage sustainability in relevance with the ethics as well as the corporate social responsibility which are meant to be the effective elements for enhancing organizational performance. Ethics are the major elements through which organizations could easily move towards sustainable growth because ethics play vital role in terms of dealing with all employees in fair manner, making relevant decisions to attain long term goals, focusing on future outcomes rather than focusing towards short term goals (Josserand, Teo & Clegg, 2006). Apart from this, ethics are also essential in terms of building brand loyalty amongst the target audience and commentating with the other companies. Although, several companies have move towards unethical practices along with post- bureaucratic management approaches with the objective of enhancing organizational performance at fast pace but this type of practices only works for short time period. Post- bureaucratic management approaches have also played vital role in the organizational functionalities in terms of fulfilling corporate social responsibilities as it helps the organizations to deal with different elements such as economic, social and environmental. All these elements are necessary for the development and growth of organization. Corporate social responsibilities have been a major trend for the organizational performance due to increasing issues in relevance with the society and environment (Langley, 2016). It is the duty of organizations to fulfil requirements of all aspects which are surrounded by them in order to develop and maintain goodwill of the organization.
Communication is one of the major elements for organizational success and growth and the requirement of communication is increasing rapidly through which various communication tools have been originated. In bureaucratic management approaches, organizations were mainly focused over one or two communication tools to coordinate with their employees as well as to cope up with the business trends and to communicate with certain external stakeholders (Styhre, 2008). But with the effect post- bureaucratic management approaches, organizations takes along all their stakeholders with the motive of keeping them updated regarding organizational functionalities. This practice is also essential in terms of building appropriate relationships with them along with the development of effective relations with them. This helps the organization to deal with the dynamic business situations as well as to move towards sustainable growth and development (McKenna, Garcia-Lorenzo & Bridgman, 2010). Apart from this, communication is treated as one of the most effective and efficient factor for enhancing organization performance as it helps in developing coordination between the employees as well as to engage employees in the organizational practices as well as in terms of aligning employees’ efforts with the organizational vision.
Challenges Posed by Post-Bureaucratic Management Approaches in Organizational Practices
Post- bureaucratic management approaches also plays vital role in terms of managing knowledge, innovative practices and the change management with respect to increasing organizational performance. Primary objective behind improving knowledge of employees and developing innovative skills amongst them, post- bureaucratic management approaches gives right to every individual at workplace to think out of the box in order to originate new ideas for the objective of enhancing organizational performance (Senna, 2013). Apart from this, it has been observed that organizational practices requires change after certain point of time and with respect to these changes, organizational top level management seeks for new approaches, innovative ideas and creative thinking (Robinson, 2018). On top of that, it is required for the management to deal with the diverse situations at workplaces along with the development of positive workplace environment. Post- bureaucratic management approaches are the result of change management and this creates positive impact over organizational performance.
The advancement of post-bureaucratic management approaches has empowered individuals to construct an efficient workplace by implementing motivational strategies by focusing on the employee wellbeing and their different values. Despite the struggle with the change of management approach, and discovering the hardships linked with bureaucratic management approaches, the success of post-bureaucratic management has resulted in the formation of effective relations with the employees and management and this has also generated positive outcomes for the organization (Sageer, Rafat & Agarwal, 2012).
References
Adler, P. 1992, The Learning Bureaucracy: New United Motor Manufacturing, Inc. University of Southern California, draft 3.1, pp 59.
Gavin, J. & Mason, R. 2004, The Value of Happiness in the Workplace, Organizational Dynamics, 33(4), pp. 379–392.
Godwyn, M. & Hoffer Gittell, J. 2012, Sociology of Organizations Structure and Relationships, SAGE, pp. 102.
Helene, P. 2018, Liberation and alienation in post-bureaucratic management systems: A case study of COOKIZ, the factory “with no chiefs”, AIMS.
Josserand, E., Teo, S. & Clegg, S. 2006, From bureaucratic to post-bureaucratic: The difficulties of transition, Journal of Organizational Change Management, 19(1), pp. 54-64.
Langley, S. 2016, Positive Leadership a Framework for Boosting Organisational Performance, Langley Group.
McKenna, S., Garcia-Lorenzo, L. & Bridgman, T. 2010, Managing, managerial control and managerial identity in the post-bureaucratic world, The Journal of Management Development, 29(2), pp. 128-136.
Robinson, A. 2018, Want to Boost Your Bottom Line? Encourage Your Employees to Work on Side Projects, INC. Available at: https://www.inc.com/adam-robinson/google-employees-dedicate-20-percent-of-their-time-to-side-projects-heres-how-it-works.html
Sageer, A., Rafat, S. & Agarwal, P. 2012, Identification of Variables Affecting Employee Satisfaction and Their Impact on the Organization, Journal of Business and Management, 5(1), pp. 36-37.
Senna, A. 2013, Competitive advantage Ford Motor Company, Available at: https://wpsenna.wordpress.com/2013/06/04/competitive-advantage-ford-motor-company/>
Styhre, A. 2008, Management Control in Bureaucratic and Post Bureaucratic Organizations, Journal of Groups & Organisation Management, 33(6), pp. 635 – 656.
Werther, W.B. 1985, “Job 1” at Ford: Employee Co?operation, Employee Relations, 7(1), pp. 10-16
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