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This chapter examines Michel Crozier’s The Bureaucratic Phenomenon, an in-depth study of public administration in France in which he challenged the view that overemphasizes the formal and rational organizational structure of bureaucracy. It also discusses the evolution of.
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- Bureaucratic blockage in Japanese society | The Japan Times
- The bureaucratic phenomenon
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Dill, Bonnie T. Glenn and Bettina J. Edelman, Murray Political Language.
Bureaucratic blockage in Japanese society | The Japan Times
New York: Academic Press. Ermann, M. David and Richard J. Lundmann eds. New York: Oxford.
The bureaucratic phenomenon
Foster, Gary S. Garfinkel, Harold Studies in Ethnomethodology. New York: Anchor.
New York: Wiley. Littrell, W. Lyson, Thomas A. Squires n. Rejection in the halls of academe. Manning, Peter Police Work. March, Herbert and James G. Simon Organizations: New York: Wiley. Martindale, Don The Romance of a Profession.
- The bureaucratic phenomenon - AcaWiki!
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Paul, MN: Windflower Publishing. Meyer, Marshall W. Perrow, Charles Complex Organization 2nd ed. Glenview, IL: Scott, Foresman. Rubenstein, Richard The Cunning of History. Schulz, Charles M.
New York: Holt, Rinehart and Winston. Scott, Marvin B. Sutherland, Edwin M. New York: Abelard-Schuman. Weber, Max From Max Weber. Wright Mills.
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- The Bureaucratic Phenomenon, Book by Michel Crozier (Paperback) | leondumoulin.nl.
Westin, Alan F. The French political and economic institutions suffered from a disconnect between the existence of social institutions of dialogue and the maintenance of a hierarchical top-down autocratic power structure. The forms of social dialogue had been emptied of their very substance. France is currently going through a new wave of social protest. French society is still stalled! The institutions of dialogue are somewhat resilient in their forms but have lost their capacity to lead the necessary reforms.
What about Japan?
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Well, Japanese society is also stalled, in a similar way. Here too, the emptying of social institutions is stalling collective effectiveness. During the period of rapid economic growth of the postwar period, but also during the period of radical social transformation of the Meiji Restoration, Japan had created or adopted the best practices that brought its social and economic organizations to the frontier of efficiency.
In the field of government and policy, the intricate balance between the administrative guidance provided by the national and local bureaucracies and the corresponding leadership of elected officials has allowed seemingly smooth decision-making and implementation of local and national policies. Today, these social institutions appear to have lost their effectiveness. The main reason why is that the form of these institutions has taken prevalence over their content.
Put differently, Japan has kept the external appearances of social dialogue, but politicians and managers have failed to adapt institutions to their new social realities. That sickness has a name: excessive bureaucratization. One example of this regrettable phenomenon is corporate governance. Students of business administration learn that organizations need effective boards of directors to check and balance the decisions of their top managers.
Research has shown that a prevalence of directors who are directly affiliated with the firm they are supposed to oversee leads to groupthink and collusion — which leads to bad decisions for the company. A healthy firm is one that can count on external directors to share their different experiences and voice their disagreement about the strategy of the firm.
However, boards of directors in Japan often do not fulfill that mission. The external directors appointed to corporate boards today are either too few or too silent. The corporate scandals of recent years could probably have been avoided, or at least revealed publicly earlier, had the boards been more efficient. This paralysis of governance is, unfortunately, also found in universities. Here is one such example, taken from my own experience in Japan. On April 1, I was requested to attend the appointment ceremony at my university to receive my new appointment. After waiting a few minutes in a meeting room, a fellow colleague and I were brought into one of the largest rooms of the administration wing, in which stood a group of about 10 gentlemen who I later learned were the trustees of the university.