Abstract
We enjoy bureaucracies. Those in which we work, that is, not those which we have to confront and which bind us with constraints. We are, in fact, both the bureaucrat and the customer: we apply pressure and we resist it, we demand change and yet we cherish the advantages that are already ours. There is no real contradiction here, as a number of writers have already pointed out.1 Our ability to play both roles is to a large extent the result of how difficult it is to identify, or “flesh out” bureaucracy, so to speak, when it is defined in terms of the line of thought governing the implementation of its modes of functioning, and in terms of the employee benefits associated with them. So long as this definition remains relatively abstract and general — the ability to produce general and impersonal rules and to apply them, for example — so long as it underscores the trivial, day-to-day aspects of bureaucracy, just as Balzac2 described the bureaucrat — paperwork, drawn-out procedures, little contact with others — bureaucracy resembles any large organization, a military model3 or a form of public administration. And so bureaucracy is referred to as “them”, even for bureaucrats themselves, who are all the more ready to point out the ungainliness of the world they work in, since doing so allows them to point out their own flexibility4
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Notes
Thomas Schelling, La Tyrannie des petites décisions. Presses Universitaires de France, Paris, 1974.
Robert Reich, The Work of Nations: Preparing Ourselves for 21st Century Capitalism. Vintage, New York, 1992.
François Dupuy and Jean-Claude Thoenig, L’Administration en miettes. Fayard, Paris, 1985.
Pierre Birnbaum et al., La Classe dirigeante française. PUF, Paris, 1978;
also Jean-Claude Thoenig, L’Ère des technocrates. Éditions d’Organisation, Paris, 1973;
and Ezra Suleiman, Les Élites en France: Grands corps et grandes écoles. Le Seuil, Paris, 1979.
Michel Crozier went so far as to claim a few years ago that this organization was so very turned in upon itself and incapable of self-reform that nothing short of a change in the environment was required (the customer’s victory suggested by this book, I might add) before there could be any hope of change; see Michel Crozier, On ne change pas la société par décret. Grasset, Paris, 1979.
Edgar Morin writes: “Our democracies are correlatively confronted with a huge problem, resulting from the growth of the enormous machine in which science, technology, and bureaucracy are intimately connected. This enormous machine does not only produce knowledge and education, it also produces ignorance and blindness. The development of various scientific disciplines has brought with it not only the advantages of the division of work, but also the problems of overspecialization, of compartmentalization, and of the partitioning of knowledge.” Edgar Morin and Sami Naïr, Une Politique de civilisation. Arléa, Paris, 1997, p. 160.
Jeremy Rifkin, The End of Work: The Decline of the Global Labor Force and the Dawn of the Post-Market Era. Putnam Group, 1996.
Christer Karlsson and Pär Ahlström. “The difficult path to lean product development”. Journal of Product Innovation Management, Vol. 13, No. 4, July 1996, pp. 283–95.
Nevertheless, as we have argued, there still exists a great deal of confusion between coordination and cooperation. See for example X. Michael Song, Mitzi M. Montoya-Weiss and Jeffrey B. Schmidt, “Antecedents and consequences of cross-functional cooperation: a comparison of R&D, manufacturing and marketing perspectives”. Journal of Product Innovation Management, Vol. 14, No. 1, January 1997, pp. 35–47.
Oliver E. Williamson, Markets and Hierarchies: Analysis and Antitrust Implications. The Free Press, New York, 1975.
See also W. G. Ouchi, “Review of Williamson’s ‘Markets and hierarchies’”. Administrative Science Quarterly, Vol. 22, 1977, pp. 541–4;
Oliver E. Williamson and W. G. Ouchi, “The markets and hierarchies program of research: origins, implications, prospects”, in A. Van De Ven & W. F. Joyce (eds) Perspectives on Design and Behavior. Wiley, New York, 1981, pp. 347–70;
Michel Moulet, “Modes d’échange et coûts de transaction: une approche comparative de la firme et du marché”. Sociologie du travail, Vol. 4, 1982, pp. 484–90.
Kagono et al., Strategic versus Evolutionary Management: A U.S./Japan Comparison of Strategy and Organization. New York, North Holland, 1985, pp. 112–13, quoted by Rifkin, The End of Work.
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© 2004 François Dupuy
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Dupuy, F. (2004). A Requiem for Bureaucracy. In: Sharing Knowledge. Palgrave Macmillan, London. https://doi.org/10.1057/9780230006157_5
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DOI: https://doi.org/10.1057/9780230006157_5
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