Two types of bureaucracy: Enabling and coercive

• 成果类型: Article
• 署名作者: Adler, PS; Borys, B
• 刊物名称: ADMINISTRATIVE SCIENCE QUARTERLY
• ISSN/ISSBN: 0001-8392
• DOI: 10.2307/2393986
• 发表日期: 1996
• 页码: 61-89
• 关键词: JOB-SATISFACTION; ROLE-CONFLICT; formalization; attitudes; BEHAVIOR; PARTICIPATION; professionals; ORGANIZATION; involvement; ALIENATION

摘要

This article proposes a conceptualization of workflow formalization that helps reconcile the contrasting assessments of;bureaucracy as alienating to employees or as enabling them to perform their tasks better. Interpreting formalization as an organizational technology, we ruse recent research on the design of equipment technology to identify two types of formalization-enabling and coercive. Whether the impact of formalization on employees' attitudes is positive or negative is, we argue, a function of whether that formalization enables employees better to master their tasks or functions as a means by which management attempts to coerce employees' effort and compliance. We identify some forces that tend to discourage the enabling orientation to the benefit of the coercive orientation, as well as some persistent countertendencies that encourage the enabling orientation, We suggest some ways in which this typology can be extended beyond workflow formalization to other facets of bureaucracy such as internal labor markets, hierarchy, and the role of staff functions..