Reviewer in Educ 8
Six characteristics of bureaucracy:
Task specialization (division of labor).
Weber felt that task specialization promotes
the timely completion of work at the highest
level of skill.
Hierarchical management structure.
Weber advocated that management should
be organized into layers, with each layer
being responsible for its team’s
performance.
Formal selection rules. In the ideal
organization, Weber believed that
employees should be chosen based on their
technical skills and competencies, which are
acquired through education, experience or
training
Efficient and uniform requirements.
Employees, argued Weber, should always
know exactly what is expected of them.
Impersonal environment. Under Weber’s
theory, relationships between employees are
to be only professional only.
Achievement-based advancement. Weber
felt that promotions within an organization
should be based solely on achievement,
experience and technical qualifications.
Dimension of Organizational Structure
Specialization
The shape of a company is often closely
related to the number and distribution of
specialist roles. 'Birds of a feather flock
together', as they say, and people who have
studied the same subject like to work with
one another, as not only can they discuss
common problems but they also can learn
from one another as they professionally
develop. Whilst not always necessary, it can
also be helpful if your manager understands
you and your work.
In consequence, when companies split into
departments, these are often driven by
specialization, and firms which have more
specializations will have more divisions
(and possibly sub-divisions too).
Standardization
The number and control of repeatable
processes varies with organization. In the
classic manufacturing assembly plant there
is much which is standardized. On the other
hand, professional organizations such as
consultancies will have less control, and
organizations that that work flexibility will
have less standardization.
Formalization
Formalization of what is done is similar to
standardization but is more about the
number of written rules, policies,
procedures, and so on. This is typical of a
large bureaucracy where there is a large
central staff whose existence is often based
on the formulation and policing of rules. It
also may be found in highly regulated
environments and where health and safety is
at risk, including hospitals and nuclear
power stations.
Centralization
In a centralized organization, much of the
control is held centrally, with managers and
corporate staff who issue rules and make
key decisions.
 Reviewer in Educ 8
Configuration
The configuration of a company is in the
number of hierarchical layers and span of
control (how many subordinates each
manager has).
The natural approach to sustaining control in
a company is to have managers and
subordinates but too many subordinates are
difficult to manage, so this process
continues in subdivision. This however
creates its own problems and various
organizational forms have been used in
order address the issues of configuration.
Traditionalism
In the original organizations which were
typically craft-based, such as thatching,
agriculture and stonemasonry, there were
few written rules and many people could not
read or write. Instruction and learning was
done through a master-apprentice structure.
Fourteen principles of management
created by Henri Fayol are explained
below.
1. Division of Work
2.Unity of Command
3.Subordination of individual interest
4.Unity of Direction
5.Remuneration
6. Subordination of Individual Interest-
7. Remuneration
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability
13. Initiative
14. Esprit de Corps
Types of Leadership
1. Democratic Leadership
This is as clear as its name. In democratic
leadership, the leaders make or break
decisions democratically, based on their
team’s opinion and feedback. Although it is
the leader who makes the final call, every
opinion counts. This is easily one of the
most effective leadership styles since it
allows employees to have a voice.
2. Autocratic Leadership
This is exactly the opposite of democratic
leadership wherein the opinions of
employees are not considered. Leaders with
this style expect others to adhere to the
decisions they take, which is not a
sustainable approach in the long term.
3. Laissez-faire Leadership
Laissez-fire means “let them do”. This style
is the least intrusive and leaders with this
approach ensure that the authority lies with
the employees. While this leadership style
can empower, it may also limit
development, therefore, must be kept in
check.
4. Strategic Leadership
Strategic leadership acts as a bridge between
the senior team and the employees. Leaders
 Reviewer in Educ 8
adopting this style ensure that both
executive interests and working conditions
for the team are stable when a decision is
made.
5. Transformational Leadership
This kind of leadership always aims at
transforming and improving functions and
capabilities. There may be tasks and
schedules assigned and leaders following
this style may ask employees to push their
boundaries constantly. Most growth-minded
companies tend to adopt this kind of a
leadership style.
6. Transactional Leadership
This is a very common leadership style
today based on the action-and-reward
concept. For instance, an employee or team
may receive an incentive or bonus for
achieving a target set by the company.
7. Coach-Style Leadership
This leadership style focuses on larger
growth while encouraging individual team
members to focus on their strengths and
talent. Though this is similar to strategic and
democratic leadership styles, the focus here
is more on the individual.
8. Bureaucratic Leadership
This kind of leadership style goes by the
books. Although leaders with this approach
do listen to employees and their opinions,
they may negate or reject it, in case they go
against the company’s ethos or policy.
THE DEPED VISION
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who passionately love their country
and whose values and competencies
enable them to realize their full potential
and contribute meaningfully to building the
nation.
As a learner-centered public institution,
the Department of Education
continuously improves itself
to better serve its stakeholders.
THE DEPED MISSION
To protect and promote the right of every
Filipino to quality, equitable, culture-based,
and complete basic education where:
Students learn in a child-friendly, gender-
sensitive, safe, and motivating environment.
Teachers facilitate learning and constantly
nurture every learner.
Administrators and staff, as stewards of the
institution, ensure an enabling and
supportive environment for effective
learning to happen.
Family, community, and other stakeholders
are actively engaged and share responsibility
for developing life-long learners.
OUR CORE VALUES
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