Final

Q1. According to Bateman, “Bureaucratic (or formal) control systems are designed to measure progress toward set performance goals and, if necessary, to apply corrective measures to ensure that performance achieves managers’ objectives” (Bateman, p. 572). Every organization that has adopted bureaucracy as a way of life within their company has to set the stand, measure performance compare performance against the standard and if needed correct the problem by reinforcing the standard through success. In other words bureaucracy is a form of authority using clear defined roles and responsibilities to control employee/ employer activity. This type of union remains the cornerstone of an organizations structure because it incorporates standard procedures that are used to guide and execute most or all processes within the organization. This type of organizational structure provides written rights and responsibilities, a hierarchical structure, and respect for excellence. Three reasons why the principles of bureaucracy may sometimes be dysfunctional for an organization are: 1) Goal displacement-this occurs when a company displaces company goals and personal goals. 2) In appropriate application of rules and regulations. 3) Concentration of Power by allowing those that hold positions of leadership have the ability to regulate and control everyone.

Three approaches for bureaucratic control are feed forward control, concurrent control, and feedback control. Each principle is unique in the bureaucratic cycle, let’s explore them separately.

Principle 1 (P1)

Feed forward Control- “(sometimes called preliminary control) is future oriented; its aim is to prevent problems before they arise” (Bateman, p. 572). It focuses on the regulation of inputs to ensure that they meet the standards necessary for the change process. I feel like this process is important because it allows you to place rules and control in place that will counteract or prevent certain problems...