Organizational Learning: Mechanistic vs. Bureaucratic
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It is commonly perceived that the mechanistic organization and the bureaucracy are similar and the two may overlap and even be the same organization. Even much of the academic literature seems to take this point. In fact, there is much similarity but no real overlap between the two. This comment may be controversial, but seems clear when the function and emphasis of the two forms are compared. A bureaucracy is based on standardization of process and protection of the hierarchy. If the members of the hierarchy each follow the prescribed rules and procedures, they are virtually immune from criticism. In a mechanistic organization, the emphasis is on output. The rational for mechanistic organizations is efficiency. (Burns and Stalker) This is absolutely not the rational for a bureaucratic organization. The functions of the manager in each instance are similar, but not the same. In both cases, the manager is a disciplinarian and supervisor to assure that each process is carried out exactly as specified. The mechanistic organization must however incorporate a measure of flexibility that is foreign to the bureaucracy. Because the emphasis is on efficiency, it is easier and more common to change process to incorporate improvements than in a bureaucracy. (Cardinal, Sitkin, and Long) The problems for mechanistic organizations occur when change is rapid. For bureaucratic organizations, they are able to retain old patterns even as the world moves around them.
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Approximate Word count = 1098
Approximate Pages = 4 (250 words per page)
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