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MAX WEBER
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1MAX WEBER
[blank_start]German[blank_end] sociologist, [blank_start]philosopher[blank_end] + political [blank_start]economist[blank_end]: best known and most [blank_start]influential[blank_end] figure in [blank_start]sociological[blank_end] [blank_start]theory[blank_end].
Joined various [blank_start]traditions[blank_end] of social [blank_start]thought[blank_end] and had a [blank_start]unique[blank_end] theoretical [blank_start]perspective[blank_end].
[blank_start]Contributed[blank_end] to the historical [blank_start]development[blank_end] of modern [blank_start]Western[blank_end] [blank_start]societies[blank_end] in the fields of [blank_start]economics[blank_end], politics, [blank_start]religion[blank_end] and law.
[blank_start]Scope[blank_end] of work:
> Social [blank_start]class[blank_end]
> The nature of [blank_start]political[blank_end] [blank_start]legitimacy[blank_end]
> The rise of the [blank_start]modern[blank_end] [blank_start]society[blank_end]
> The [blank_start]development[blank_end] of [blank_start]Capitalism[blank_end]
> The formation of [blank_start]bureaucracy[blank_end]
> [blank_start]Classical[blank_end] management principles.- AGerman
- Bphilosopher
- Ceconomist
- Dinfluential
- Esociological
- Ftheory
- Gtraditions
- Hthought
- Iunique
- Jperspective
- KContributed
- Ldevelopment
- MWestern
- Nsocieties
- Oeconomics
- Preligion
- QScope
- Rclass
- Spolitical
- Tlegitimacy
- Umodern
- Vsociety
- Wdevelopment
- XCapitalism
- YClassical
- Zbureaucracy
2SOCIAL [blank_start]CLASS[blank_end]
Weber developed a [blank_start]different[blank_end] approach to [blank_start]social[blank_end] groups/[blank_start]classes[blank_end] than [blank_start]Marx[blank_end]. For [blank_start]Weber[blank_end], social [blank_start]groups[blank_end] and classes are [blank_start]connected[blank_end] to the distribution of [blank_start]power[blank_end], and it’s not [blank_start]possible[blank_end] to [blank_start]reduce[blank_end] the [blank_start]organisation[blank_end] of these groups to a [blank_start]single[blank_end] factor.
Weber: [blank_start]3[blank_end] [blank_start]class[blank_end] system: a [blank_start]multi-dimensional[blank_end] approach to social [blank_start]stratification[blank_end] that reflects the [blank_start]interplay[blank_end] among wealth, [blank_start]prestige[blank_end] and [blank_start]power[blank_end].
Argued that [blank_start]power[blank_end] can take a variety of [blank_start]forms[blank_end]; [blank_start]social[blank_end] [blank_start]order[blank_end] through [blank_start]status[blank_end], [blank_start]economic[blank_end] order through [blank_start]class[blank_end], [blank_start]political[blank_end] order through their [blank_start]party[blank_end]. Therefore [blank_start]class[blank_end], status and [blank_start]party[blank_end] are all [blank_start]aspects[blank_end] of [blank_start]distribution[blank_end] of power within a [blank_start]community[blank_end].
Class + social [blank_start]stratification[blank_end] determine life [blank_start]chances[blank_end], [blank_start]possession[blank_end] of [blank_start]property[blank_end], sources of wealth [blank_start]creation[blank_end] and [blank_start]priviledge[blank_end].- ACLASS
- Bdifferent
- Cclasses
- DMarx
- Esocial
- FWeber
- Ggroups
- Hconnected
- Ipower
- Jpossible
- Kreduce
- Lorganisation
- Msingle
- N3
- Oclass
- Pmulti-dimensional
- Qstratification
- Rinterplay
- Sprestige
- Tpower
- Upower
- Vforms
- Wsocial
- Xorder
- Ystatus
- Zeconomic
- AAclass
- ABpolitical
- ACparty
- ADclass
- AEparty
- AFaspects
- AGdistribution
- AHcommunity
- AIstratification
- AJchances
- AKpossession
- ALproperty
- AMcreation
- ANpriviledge
3[blank_start]Weber[blank_end] says there are [blank_start]2[blank_end] basic [blank_start]dimensions[blank_end] of [blank_start]power[blank_end]: the [blank_start]possession[blank_end] of power, and the [blank_start]exercising[blank_end] of power.
The [blank_start]possession[blank_end] of power and the [blank_start]ability[blank_end] to [blank_start]possess[blank_end] it coms from the individual’s [blank_start]ability[blank_end] to [blank_start]control[blank_end] various “social [blank_start]resources[blank_end]”, e.g land, intellectual [blank_start]knowledge[blank_end] or social [blank_start]respect[blank_end].
[blank_start]Exercising[blank_end] power takes different [blank_start]forms[blank_end], but it basically means the [blank_start]ability[blank_end] to [blank_start]get[blank_end] your own [blank_start]way[blank_end] with others. It’s [blank_start]logical[blank_end] to think that someone with a [blank_start]higher[blank_end] [blank_start]class[blank_end] position will find it [blank_start]easier[blank_end] to do this.
[blank_start]Class[blank_end] is an [blank_start]economic[blank_end] concept: it is the [blank_start]position[blank_end] of [blank_start]individuals[blank_end] in the [blank_start]market[blank_end] that [blank_start]determines[blank_end] their [blank_start]class[blank_end] position, and it directly [blank_start]affects[blank_end] their life [blank_start]chances[blank_end] [[blank_start]Hurst[blank_end] [blank_start]2007[blank_end]]. Theorised by [blank_start]Weber[blank_end] as “[blank_start]unequal[blank_end] [blank_start]access[blank_end] to material [blank_start]resources[blank_end]”.- AWeber
- Bdimensions
- C2
- Dpossession
- Eexercising
- Fpower
- Gpossession
- Hability
- Ipossess
- Jability
- Kcontrol
- Lresources
- Mknowledge
- Nrespect
- OExercising
- Pforms
- Qability
- Rget
- Sway
- Tlogical
- Uhigher
- Vclass
- Weasier
- XClass
- Yeconomic
- Zposition
- AAindividuals
- ABmarket
- ACdetermines
- ADclass
- AEaffects
- AFchances
- AGHurst
- AH2007
- AIWeber
- AJunequal
- AKaccess
- ALresources
4[blank_start]CAPITALISM[blank_end] AND THE [blank_start]RATIONALISATION[blank_end] OF SOCIAL LIFE
[blank_start]Capitalism[blank_end], according to [blank_start]Weber[blank_end], is a huge [blank_start]historical[blank_end] [blank_start]movement[blank_end] in the [blank_start]West[blank_end]. [blank_start]Humans[blank_end] have always [blank_start]desired[blank_end] [blank_start]wealth[blank_end], but this [blank_start]desire[blank_end] has never [blank_start]assumed[blank_end] the organised and [blank_start]disciplined[blank_end] [blank_start]form[blank_end] we see in [blank_start]modern[blank_end]/rational [blank_start]capitalism[blank_end].
Weber said [blank_start]capitalists[blank_end] didn’t desire [blank_start]wealth[blank_end] for [blank_start]enjoyment[blank_end], but to make [blank_start]more[blank_end] wealth. Capitalism is an [blank_start]economic[blank_end] [blank_start]system[blank_end] which aims to accumulate [blank_start]unlimited[blank_end] profit through the rational [blank_start]organisation[blank_end] of [blank_start]production[blank_end].
Capitalism arose in [blank_start]Western[blank_end] nations that experienced the [blank_start]Industrial[blank_end] [blank_start]Revolution[blank_end]: growth of [blank_start]factory[blank_end] systems and [blank_start]machines[blank_end]. The [blank_start]production[blank_end] process had to be [blank_start]rationally[blank_end] organised; discipline and [blank_start]efficiency[blank_end] were [blank_start]essential[blank_end]. The [blank_start]worker[blank_end] was a [blank_start]means[blank_end] to an [blank_start]end[blank_end] [profit].- ACAPITALISM
- BRATIONALISATION
- CCapitalism
- DWeber
- Ehistorical
- Fmovement
- GWest
- HHumans
- Idesired
- Jwealth
- Kdesire
- Lassumed
- Mdisciplined
- Nform
- Omodern
- Pcapitalism
- Qcapitalists
- Rwealth
- Senjoyment
- Tmore
- Ueconomic
- Vsystem
- Wunlimited
- Xorganisation
- Yproduction
- ZWestern
- AAIndustrial
- ABRevolution
- ACfactory
- ADmachines
- AEproduction
- AFrationally
- AGefficiency
- AHessential
- AIworker
- AJmeans
- AKend
5The concept of [blank_start]rationality[blank_end]: the action of making a [blank_start]company[blank_end], [blank_start]process[blank_end] or industry more [blank_start]efficient[blank_end] especially by [blank_start]dispending[blank_end] with superfluous [blank_start]personnel[blank_end] or equipment.
Weber [blank_start]contrasted[blank_end] capitalism with [blank_start]traditionalism[blank_end], where workers preferred [blank_start]less[blank_end] work and more [blank_start]relaxation[blank_end] as opposed to more [blank_start]pay[blank_end] and [blank_start]exertion[blank_end]. The worker is [blank_start]not[blank_end] regarded as a [blank_start]means[blank_end] to an [blank_start]end[blank_end] but has a [blank_start]personal[blank_end] relationship with the [blank_start]employer[blank_end].
[blank_start]Capitalism[blank_end] stresses [blank_start]innovation[blank_end] and pursuit of [blank_start]profit[blank_end]: [blank_start]traditionalism[blank_end] [blank_start]hampers[blank_end] this.- Arationality
- Bcompany
- Cprocess
- Defficient
- Edispending
- Fpersonnel
- Gcontrasted
- Htraditionalism
- Iless
- Jrelaxation
- Kpay
- Lexertion
- Mmeans
- Nnot
- Oend
- Ppersonal
- Qemployer
- RCapitalism
- Sinnovation
- Tprofit
- Utraditionalism
- Vhampers
6CHANGING SOCIETY
[blank_start]Transition[blank_end] from [blank_start]pre-industrial[blank_end] society: [blank_start]farming[blank_end], towns etc.
[blank_start]Decline[blank_end] in religious and [blank_start]mystical[blank_end] [blank_start]beliefs[blank_end].
New forms of [blank_start]scientific[blank_end] [blank_start]explanation[blank_end] used to [blank_start]understand[blank_end] the world: over time there was the rise of [blank_start]universities[blank_end] etc. Repeatable and [blank_start]verifiable[blank_end].
Development of the [blank_start]market[blank_end] economy + rise of [blank_start]industrial[blank_end] [blank_start]capitalism[blank_end].- ATransition
- Bpre-industrial
- Cfarming
- DDecline
- Emystical
- Fbeliefs
- Gscientific
- Hexplanation
- Iunderstand
- Juniversities
- Kverifiable
- Lmarket
- Mindustrial
- Ncapitalism
7PROCESS OF [blank_start]RATIONALITY[blank_end]
All [blank_start]spheres[blank_end] of [blank_start]society[blank_end] - [blank_start]economic[blank_end], legal, [blank_start]political[blank_end], religious - are [blank_start]subject[blank_end] to the process of [blank_start]rationalisation[blank_end] in [blank_start]modern[blank_end] Western society. The spread of [blank_start]rational[blank_end] [blank_start]behaviour[blank_end] is the central [blank_start]dynamic[blank_end] of Western Capitalist [blank_start]societies[blank_end] and explains their [blank_start]success[blank_end].
[blank_start]Rationality[blank_end]: the quality or state of being [blank_start]rational[blank_end] [[blank_start]agreeable[blank_end] to [blank_start]reason[blank_end]]. When making a [blank_start]decision[blank_end], rationality factors in [blank_start]all[blank_end] [blank_start]information[blank_end] that’s [blank_start]available[blank_end].
[blank_start]Weber[blank_end] believed all individuals attach ‘[blank_start]meanings[blank_end]’ to their social [blank_start]actions[blank_end] and this collectively created [blank_start]observed[blank_end] forms of [blank_start]social[blank_end] [blank_start]organisation[blank_end].- ARATIONALITY
- Bspheres
- Csociety
- Dpolitical
- Eeconomic
- Frationalisation
- Gmodern
- Hsubject
- Irational
- Jbehaviour
- Kdynamic
- Lsocieties
- Msuccess
- NRationality
- Orational
- Pagreeable
- Qreason
- Rdecision
- Sall
- Tinformation
- Uavailable
- VWeber
- Wmeanings
- Xactions
- Yorganisation
- Zobserved
- AAsocial
8In [blank_start]Weber’s[blank_end] view [blank_start]social[blank_end] [blank_start]actions[blank_end] could be [blank_start]classified[blank_end] into 4 types:
1. [blank_start]Traditional[blank_end] actions: [blank_start]habitual[blank_end], so whilst it [blank_start]may[blank_end] be [blank_start]meaningful[blank_end] was done more out of [blank_start]routine[blank_end] than anything else.
2. [blank_start]Affectual[blank_end] actions: undertaken to [blank_start]satisfy[blank_end] the immediate [blank_start]demands[blank_end] of an [blank_start]emotional[blank_end] [blank_start]state[blank_end], e.g anger. [blank_start]Doesn’t[blank_end] arise from [blank_start]deliberation[blank_end].
3. [blank_start]Value-rational[blank_end] actions: undertaken for [blank_start]intrinsic[blank_end] reasons, e.g [blank_start]ethical[blank_end] or religions. [blank_start]Independent[blank_end] of the [blank_start]outcome[blank_end] it could have.
4. [blank_start]Instrumentally[blank_end] [blank_start]rational[blank_end] actions: taken based on their [blank_start]anticipated[blank_end] [blank_start]ability[blank_end] to achieve a [blank_start]certain[blank_end] [blank_start]outcome[blank_end]. [blank_start]Rationally[blank_end] pursued and [blank_start]calculated[blank_end].
[blank_start]Weber[blank_end] [blank_start]didn’t[blank_end] [blank_start]expect[blank_end] these to occur in their ‘[blank_start]pure[blank_end]’ form: [blank_start]fluid[blank_end] [blank_start]boundaries[blank_end] between them.
Weber [blank_start]worried[blank_end] that [blank_start]rationality[blank_end] was coming to [blank_start]dominate[blank_end] modern life: [blank_start]capitalism[blank_end], [blank_start]bureaucracy[blank_end], industrial production.
[blank_start]Humanness[blank_end] is ‘[blank_start]burnt[blank_end] out’ in favour of turning up to [blank_start]work[blank_end], doing job, going [blank_start]home[blank_end] and [blank_start]repeat[blank_end].- AWeber’s
- Bsocial
- Cactions
- Dclassified
- ETraditional
- Fhabitual
- Gmay
- Hroutine
- Imeaningful
- JAffectual
- Ksatisfy
- Ldemands
- Mstate
- Nemotional
- ODoesn’t
- Pdeliberation
- QValue-rational
- RInstrumentally
- Srational
- Tanticipated
- Uability
- Vcertain
- Woutcome
- XRationally
- Ycalculated
- Zintrinsic
- AAethical
- ABoutcome
- ACIndependent
- ADWeber
- AEdidn’t
- AFexpect
- AGpure
- AHboundaries
- AIfluid
- AJworried
- AKrationality
- ALdominate
- AMbureaucracy
- ANcapitalism
- AOHumanness
- APburnt
- AQwork
- ARrepeat
- AShome
9
THE “[blank_start]IRON CAGE[blank_end]” OF RATIONALITY
“[blank_start]Rational[blank_end] calculation reduces every [blank_start]worker[blank_end] to a [blank_start]cog[blank_end] in this [blank_start]bureaucratic[blank_end] [blank_start]machine[blank_end]” - [blank_start]Weber[blank_end] [blank_start]1921[blank_end].
The “[blank_start]iron cage[blank_end]” is a term Weber used to [blank_start]describe[blank_end] the increased [blank_start]rationalisation[blank_end] in [blank_start]social[blank_end] life [especially [blank_start]Western[blank_end] societies]. It ‘[blank_start]traps[blank_end]’ individuals in [blank_start]systems[blank_end] based purely on [blank_start]techological[blank_end] [blank_start]efficiency[blank_end], rational [blank_start]calculation[blank_end] and contro.
Bureaucratic “[blank_start]machine[blank_end]” provided more and more people with their [blank_start]livelihood[blank_end]: humanity would find it [blank_start]difficult[blank_end] to [blank_start]escape[blank_end].- AIRON CAGE
- BRational
- Cworker
- Dcog
- Ebureaucratic
- FWeber
- G1921
- Hmachine
- Iiron cage
- Jdescribe
- Krationalisation
- Lsocial
- MWestern
- Ntraps
- Osystems
- Ptechological
- Qcalculation
- Refficiency
- Smachine
- Tlivelihood
- Udifficult
- Vescape
10CONCEPT OF 3 [blank_start]DIFFERENT[blank_end] TYPES OF [blank_start]SOCIETAL[blank_end] LEADERSHIP AND [blank_start]AUTHORITY[blank_end]
Weber distinguishes [blank_start]3[blank_end] types of [blank_start]authority[blank_end] that are present in [blank_start]contemporary[blank_end] society:
1. [blank_start]Traditional[blank_end] authority: depends on [blank_start]established[blank_end] [blank_start]tradition[blank_end]/order; [blank_start]power[blank_end] through [blank_start]birth[blank_end] or acquisition for example kings/[blank_start]queens[blank_end]. [blank_start]Prevailing[blank_end] order in society gives them [blank_start]mandate[blank_end] to [blank_start]rule[blank_end].
2. [blank_start]Charismatic[blank_end] authority: [blank_start]charism[blank_end] = the [blank_start]gift[blank_end] of god. Once you have an [blank_start]aura[blank_end] of [blank_start]success[blank_end] people [blank_start]recognise[blank_end] and respond to it. [blank_start]Power[blank_end] comes from the [blank_start]trust[blank_end] and [blank_start]unbreakable[blank_end] faith of others: emotional [blank_start]connection[blank_end] leads to [blank_start]followers[blank_end] [Hitler is an example].
3. [blank_start]Legal-rational[blank_end] authority: grounded in clearly-defined [blank_start]laws[blank_end]. The [blank_start]office[blank_end] they hold gives them [blank_start]authority[blank_end], e.g [blank_start]police[blank_end] officer. [blank_start]Society[blank_end] [blank_start]depends[blank_end] on this type of [blank_start]rationalisation[blank_end].- ADIFFERENT
- BSOCIETAL
- CAUTHORITY
- D3
- Econtemporary
- Fauthority
- GTraditional
- Hestablished
- Itradition
- Jbirth
- Kqueens
- Lpower
- MPrevailing
- Nmandate
- Orule
- PCharismatic
- Qcharism
- Rgift
- Saura
- Tsuccess
- Urecognise
- VPower
- Wtrust
- Xunbreakable
- Yconnection
- Zfollowers
- AALegal-rational
- ABlaws
- ACoffice
- ADauthority
- AEpolice
- AFSociety
- AGdepends
- AHrationalisation
11BUREAUCRACY
[blank_start]Bureaucracy[blank_end]: an organisational [blank_start]structure[blank_end] that’s [blank_start]characteristed[blank_end] by many [blank_start]rules[blank_end], [blank_start]standardised[blank_end] processes and [blank_start]procedures[blank_end], clear [blank_start]hierarchies[blank_end] and [blank_start]professional[blank_end] [blank_start]interactions[blank_end] between employees.
Everyone is treated [blank_start]equally[blank_end] and [blank_start]division[blank_end] of [blank_start]labour[blank_end] is clearly [blank_start]described[blank_end] for each employee.- ABureaucracy
- Bstructure
- Crules
- Dcharacteristed
- Estandardised
- Fprocedures
- Ghierarchies
- Hprofessional
- Iinteractions
- Jequally
- Kdivision
- Llabour
- Mdescribed
12 THE BUREAUCRATIC MODEL
> Job [blank_start]specialisation[blank_end] and division of [blank_start]labour[blank_end].
> [blank_start]Authority[blank_end] hierarchy.
> [blank_start]Formal[blank_end] rules.
> Rigid [blank_start]promotion[blank_end] and selection [blank_start]criteria[blank_end].
> [blank_start]Career[blank_end] ladder.
> [blank_start]Predictability[blank_end].
[blank_start]Bureaucracy[blank_end] is the [blank_start]main[blank_end] [blank_start]design[blank_end] principle of [blank_start]modern[blank_end] formal [blank_start]organisations[blank_end].
[blank_start]Codified[blank_end] rules: can [blank_start]predict[blank_end] what will [blank_start]happen[blank_end]. Brings [blank_start]order[blank_end] and makes bureaucracy [blank_start]successful[blank_end].
[blank_start]Central[blank_end] is a [blank_start]hierarchical[blank_end] structure of [blank_start]authority[blank_end], and this authority [blank_start]comes[blank_end] from [blank_start]qualifications[blank_end] and [blank_start]position[blank_end] [rational].- Aspecialisation
- Blabour
- CAuthority
- DFormal
- Epromotion
- Fcriteria
- GCareer
- HPredictability
- IBureaucracy
- Jmain
- Kdesign
- Lmodern
- Morganisations
- NCodified
- Opredict
- Phappen
- Qorder
- Rsuccessful
- SCentral
- Thierarchical
- Uauthority
- Vqualifications
- Wposition
- Xcomes
13PROS OF BUREAUCRACY
+ [blank_start]Central[blank_end] authority: having a [blank_start]chain[blank_end] of [blank_start]command[blank_end] means [blank_start]bureaucracy[blank_end] is an [blank_start]effective[blank_end] way to ensure [blank_start]organisation[blank_end]. The strict [blank_start]regulations[blank_end] ensure [blank_start]consistent[blank_end] execution of work by all employees and the [blank_start]division[blank_end] of [blank_start]labour[blank_end] makes it easy for management to [blank_start]monitor[blank_end] [blank_start]performance[blank_end].
+ [blank_start]Technical[blank_end] superiority over any other [blank_start]form[blank_end] of organisation: it’s like comparing [blank_start]machines[blank_end] with a [blank_start]person[blank_end] doing a job, it is that far [blank_start]ahead[blank_end] of [blank_start]previous[blank_end] structures.
+ [blank_start]Rationality[blank_end]: a measure of [blank_start]objectivity[blank_end] is ensured by having a set [blank_start]criteria[blank_end] for [blank_start]decision[blank_end] making. This also ensures [blank_start]predictability[blank_end] and [blank_start]stability[blank_end] in the organisation.
+ [blank_start]Access[blank_end] to [blank_start]services[blank_end] based on [blank_start]entitlement[blank_end], [blank_start]not[blank_end] personal favour or [blank_start]contacts[blank_end]. Ensures everyone is [blank_start]equal[blank_end] and can be treated the [blank_start]same[blank_end].- ACentral
- Bchain
- Ccommand
- Dbureaucracy
- Eeffective
- Forganisation
- Gregulations
- Hconsistent
- Idivision
- Jlabour
- Kmonitor
- Lperformance
- MTechnical
- Nform
- Omachines
- Pperson
- Qahead
- Rprevious
- SRationality
- Tobjectivity
- Ucriteria
- Vdecision
- Wpredictability
- Xstability
- YAccess
- Zservices
- AAentitlement
- ABcontacts
- ACnot
- ADequal
- AEsame
14CONS OF BUREAUCRACY
- [blank_start]Rigidity[blank_end]: because of all the rules bureaucracy [blank_start]discourages[blank_end] [blank_start]initiative[blank_end] and creativity. Removes the [blank_start]freedom[blank_end] of [blank_start]human[blank_end] beings to act on their [blank_start]own[blank_end]. [blank_start]Employees[blank_end] may just feel like a [blank_start]number[blank_end]: later research into the [blank_start]Human[blank_end] [blank_start]Relations[blank_end] Theory found employees appreciate [blank_start]attention[blank_end] and want to be [blank_start]involved[blank_end] in [blank_start]decision[blank_end]-making.
- [blank_start]Repetitive[blank_end] tasks in [blank_start]specialised[blank_end] jobs: over time this could lead to [blank_start]boredom[blank_end] and thus [blank_start]reduction[blank_end] in [blank_start]productivity[blank_end] and perhaps even [blank_start]absent[blank_end] employees.
- Lots of [blank_start]red[blank_end] tape, [blank_start]paperwork[blank_end], [blank_start]slow[blank_end] bureaucratic [blank_start]communication[blank_end] due to all the hierarchical [blank_start]layers[blank_end]. A lot of time can be [blank_start]lost[blank_end] in this process and it’s particularly [blank_start]frustrating[blank_end] if decisions/results are [blank_start]needed[blank_end] [blank_start]immediately[blank_end].
- [blank_start]Employees[blank_end] may [blank_start]not[blank_end] have the same [blank_start]goals[blank_end] as the [blank_start]organisation[blank_end].- ARigidity
- Binitiative
- Cdiscourages
- Dfreedom
- Eown
- Fhuman
- Gnumber
- HEmployees
- IHuman
- JRelations
- Kattention
- Linvolved
- Mdecision
- NRepetitive
- Ospecialised
- Pboredom
- Qreduction
- Rproductivity
- Sabsent
- Tred
- Upaperwork
- Vslow
- Wcommunication
- Xlayers
- Ylost
- Zfrustrating
- AAimmediately
- ABneeded
- ACEmployees
- ADnot
- AEgoals
- AForganisation
15[blank_start]WEBER’S[blank_end] VIEW
Although he [blank_start]didn’t[blank_end] necessarily [blank_start]admire[blank_end] [blank_start]bureaucracy[blank_end], Weber saw it as the most [blank_start]efficient[blank_end] way of [blank_start]organising[blank_end] human activity and as the key to [blank_start]legal-rational[blank_end] [blank_start]authority[blank_end].
Key [blank_start]process[blank_end] in the ongoing [blank_start]rationalisation[blank_end] of Western [blank_start]society[blank_end].
However, he also saw it as a [blank_start]threat[blank_end] to individual [blank_start]freedom[blank_end], and feared increasing [blank_start]rationalisation[blank_end] would lead to being [blank_start]trapped[blank_end] in the “[blank_start]iron[blank_end] [blank_start]cage[blank_end]”.
Weber massively [blank_start]contributed[blank_end] to the development of [blank_start]modern[blank_end] societies.- AWEBER’S
- Bdidn’t
- Cadmire
- Dbureaucracy
- Eefficient
- Forganising
- Gauthority
- Hlegal-rational
- Iprocess
- Jrationalisation
- Ksociety
- Lthreat
- Mfreedom
- Nrationalisation
- Oiron
- Pcage
- Qtrapped
- Rcontributed
- Smodern
16[blank_start]MODERN[blank_end] SOCIETIES
“[blank_start]Bureaucratic[blank_end] personality” - based upon [blank_start]respect[blank_end] for organisational [blank_start]rules[blank_end]. A bureaucratic [blank_start]person[blank_end] values [blank_start]subordination[blank_end], [blank_start]impersonal[blank_end] relationships and [blank_start]conformity[blank_end] to rules. [blank_start]Don’t[blank_end] like taking [blank_start]risks[blank_end]: like [blank_start]routine[blank_end] and proceduralised work.
Trap of the “[blank_start]iron[blank_end] [blank_start]cage[blank_end] of [blank_start]rationality[blank_end]”: can’t break out.
[blank_start]21st[blank_end] century: [blank_start]Ritzel’s[blank_end] concept of the “[blank_start]McDonaldization[blank_end]” of society -> [blank_start]efficiency[blank_end] targets, key of performance indicators, [blank_start]predictability[blank_end], management [blank_start]control[blank_end], consumption, [blank_start]materialism[blank_end] and [blank_start]transactional[blank_end] relationships.- AMODERN
- BBureaucratic
- Crespect
- Drules
- Eperson
- Fimpersonal
- Gsubordination
- Hconformity
- IDon’t
- Jrisks
- Kroutine
- Liron
- Mcage
- Nrationality
- O21st
- PMcDonaldization
- QRitzel’s
- Refficiency
- Spredictability
- Tcontrol
- Utransactional
- Vmaterialism
Informações
- Descrição
- Business/Economics Quiz sobre MAX WEBER , criado por luce charlotte em 09-01-2019.
- Autor
- luce charlotte
- Idioma
- English
- Visualizações
- 16
- Etiquetas
- Avaliação
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