weberian criticism

Talcott Parson talked of the internal inconsistency in the weberian model. Claims of expertise and claims of hierarchy -- which one to be followed. This can only be ensured if the person in hierarchy has, expertise as well which cannot happen. Moreover applying Peter's principle of promotion this would be even more problematic.

Now developing this problem of following rules or authority Alvin Gouldner comes up with his concept of punishment centeric  bureaucracy. As compared to Mock bureaucracy where the rules and regulations are externally imposed and the organisation as a whole only follows them on paper (Defying Weber's legal rational, as rules are there but not being followed by bureaucracy.)

And representative bureaucracy where the rules and regulations are informally agreed to and therefore followed by the members. In case of punishment centered bureaucracy the rules are imposed on the organisation to become more rational, however due to a certain section being antigonised to the rules doesnot follow it and comes up with counter measures to circumvent or hinder the rules ensuring only minimum acceptable performance.


Peter Blau felt that Weberian model cannot be applied to all time and places. Members need to identify with organisational goal.

• Mock bureaucracy: this type comes from outside agency and is implemented officially, but not in daily behaviors. Both management and workers agree in this case to act the same way. The rules are not enforced in this case, neither by management, nor by the workers. No conflict seem to emerge in this case. “Smoking” is in this case seen as inevitable. The no-smoking rule is an example of mock-bureaucracy.
• Representative bureaucracy: both management and workers enforced this rule and it generated very few tensions. In this context, the focus was on the education of workers as management considered them as ignorant and careless regarding security rules. The safety program is an example of representative. Meetings happened regularly to implement this program and it was as well the occasion to voice some concerns for workers. For the management, this program was a way to tighten the control over workers.
• Punishment-centered bureaucracy: this type of program was initiated by management and generated many tensions. Management viewed workers as deliberately willing to be absent. Therefore, punishment was installed in order to force the workers not to be absent. For example, the “no-absenteism” rule is an example of the punishment-centered bureaucracy.