(1577 million dollars)‚ Germany (1268‚8 million dollars)‚ and USA (1278‚1 million dollars). So it means that Japan is really attractive to be investigated in our work. [2] So high indexes of export are also affected by following factors: 1) Advantages of Japan’s geographical location – it is relative close to main international trade partners. Such partners in 2009 were: China – 18‚88% of export share; USA – 16‚42%; Korea – 8‚13%; Taiwan – 6‚27%; Hong Kong – 5‚49%. In 2010 the total equivalent
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notion of formal rationality is important to the emergence of industrial capitalism as capitalism values reason‚ calculation and precision‚ science and logic. Formal rationality is a form of rationality that characterizes bureaucratic organizations. Bureaucracy refers to the execution of tasks that are governed by official administrative and formal rules of an organization. Weber’s bureaucratic management theory focuses on dividing organizations into hierarchies with authorities and control. The ideal
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Bureaucracy Name: Po Man Sin Student ID: SINPC1301 Class: Wednesday Afternoon Lecturer name: Mitul Khan Submission Date: 25th November‚ 2013 Bureaucracy is a concept of administrative execution and enforcement of legal rules. This office organisation is characterised by standardised procedure‚ formal division of responsibility‚ hierarchy‚ and impersonal relationships. (Dwyer 2006)Bureaucracy can help managers to lead the subordinates to maintain performance to achieve the organisational
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Chapter 1: Introduction to McDonaldization What is McDonaldization? McDonaldization: The process by which the principles of the fast-food restaurant are coming to dominate more and more sectors of American society as well as of the rest of the world What do we mean by the spatial‚ temporal‚ and vertical expansion of McDonaldization? Spatial expansion: franchises are growing rapidly; international success; other nations have developed their own variants on the McDonald’s chain McDonald’s long
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organization: Power culture Concentrates power among a small group or a central figure and its control is radiating from its center like a web. Power cultures need only a few rules and little bureaucracy but swift in decisions can ensue. Role culture These organizations form hierarchical bureaucracies‚ where power derives from the personal position and rarely from an expert power. Control is made by procedures which are highly valued‚ strict roles descriptions and authority definitions. These
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reluctance to adapt or change. Bureaucracies are very organized with a high degree of formality in the way it operates. Organizational charts exist for every department‚ and everyone understands who is in charge and what his responsibilities are for every situation. Decisions are made through an organized process‚ and a strict command and control structure is present at all times. “Bureau" is the French word for "office." Bureaucracy means rule by offices. Bureaucracies are hierarchically organized
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TABLE OF CONTENTS I. Introduction. Historical background and Max Veber’s theory………………………….….2 II. Bureaucracy in business. Advantages…………………………………………………..….4 III. Disadvantage of bureaucracy…………………………………………………………..…..5 IV. Types of bureaucracy…………………………………………………………………….…8 V. Examples of bureaucratic organizations………………………………………………..….10 VI. Perspectives of bureaucratic system: “Bureaucracy Must Die”……………………….......11 VII. Conclusion………………………………………………………………………………….13 VIII. References…………………………………………………………………………………
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incentive to the birth of new disciplines such as economic sociology and public administration as well as a significant change of direction in economics‚ political science‚ and religion. Weber’s most inspiring work was focused on the study of religion‚ bureaucracy‚ and rationalization (Asiado‚ 2008). He was assigned as professor of political economy at the University of Freiburg in 1894 and at Heidelberg University in 1897. He suffered from a mental breakdown in 1898 after his father died and did not continue
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Corporate-level strategy is focused mainly on the decisions over the scope of the firm ’s activities‚ mainly: product scope‚ geographical scope‚ and vertical scope. One of the myths of corporate-level strategy is that strategy formulation can be separated from implementationthat strategy is constructed first‚ then the appropriate management and organizational structure is selected afterwards. Unfortunately‚ this will result in a poorly designed strategy since it does not take into account the
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define exactly what organisational learning is and what impact the characteristics of the mechanistic approach will have on it. The two approaches involve theories and models about the adaptability and the learning skills of organizations. Bureaucracies clearly lack these characteristics in comparison to other approaches. The mechanistic approach operates the organisation in the same way a machine operates - efficient‚ specialised‚ reliable‚ predictable‚ logical and with no opinions (has no heart)
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