...Bureaucratic and Patron-Client Organization Executive Summary Howard Abadinsky (1985) proposed the bureaucratic and patron-client models of organized crime. The bureaucratic model characteristics have compilation from Fredrick Taylor (1990) and Max Weber (1947) theories on organized crime. This structure has a requirement of a hierarchy of power, rules, and regulations with each group, a labor division, specialized members, and a routine necessary for the group to function efficiently. ¬¬¬Outlawed biker groups such as the Hells Angels and the Warlock are a bureaucratic form of organized crime. The Mafia represents the comparable model; the patron-client organized crime model. Formal initiation confirms membership into the group and like the bureaucratic model; the structure is of hierarchy power. The main boss has an underboss and downward levels of power the members have a close relationship and the relationships branch out towards the bottom level and this is where new members are initiated. By branching out the lower level, the organization has a better opportunity to evade detection and apprehension by law enforcement, and maintain a steady flow of production and operation (Limbaugh, Sept.10, 2010). Another attribution for the organization models an executive branch as in a system of government. For example, if the top leader were unable to fulfill the role, the next person in position would take over the role of that leader, and so forth. The “patron-client...
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...rather old fashion and out of date, and of little relevance to work and organization today. Is this really the case? The classical theory is the earliest form of management that perceived that a set of universal principles would apply to all the organizations in all situations to achieve efficiency and organization's goals. Scientific management and bureaucratic theory were one of the several components of the classical school of organization. Important pioneers among them are Frederick Taylor and Max Weber. The classical theories have been contested of little relevance to work and organization today simply because today’s organizations have moved from industrial revolution to the information age due to the fast-paced change in technology (Toffler, 1984). Although bureaucracy has been synonymous to red tape and has negatives effects such as “rigidity, alienation and low commitment” (Adler, 1999, p.37) and dehumanizing people (Grey, 2009), the characteristics of bureaucracy such as specialization, hierarchy of authority, system of rules and impersonality (Stewart, 1986) as well as evidence of ongoing existence of this management method, bureaucracy is proved to remain noteworthy. This essay will examine the situation presented in organization today, and determine whether bureaucracy and scientific management can be considered as old fashioned, out of date and of little relevance to work and organization today. With the broad set of powerful economic, social and technological...
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...of criminal activity such as theft, violence and drugs to educated white collar individuals who work in corporate and political settings. Bureaucratic and patron-client organizations are two categories that further identify the style of management and recruitment followed by members of organized crime. A bureaucratic organization follows the enterprise theory which resembles a style similar to the military. The members follow specific rules and are designated to specific jobs. Each member has his assigned duty based on his skill, expertise or education. Orders are dictated from the higher ranking members and are passed down to the various levels of “management” or middle ranks who then assign the duties to specific skilled members or “soldiers”. The lower ranking members are expected to follow through with assigned orders, they are not expected to act independently or make decisions without prior approval. The bureaucratic style follows a very structured management style (Lyman & Potter, 2007). The patron-client organization is also very structured, similar to the bureaucratic organization. The patron-client appears to recruit solely within their group. They tend to identify members with a common factor for recruitment. All members may be of the same ethnic group, family or other common factor. Unlike the bureaucratic...
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...Executive Summary CJA 384 January 29, 2012 Patrick Cote Models of Organized Crime Executive Summary Within the criminal justice field there are two different types of organizations and those organizations are bureaucratic and patron-client organizations. This paper will discuss the several assorted reasons why and how the bureaucratic and patron-client organizations are different. The patron-client organization chooses to break the law. On the other hand, the bureaucratic organizations are those that are there to enforce it. Although there are many differences between these two organizations, they also have commonalities. This paper will address so many more ways that make these two unique types of organizations different. A patron-client organization is an assembly of criminal patrons who swapped information and assembled a successful network between the main bosses and important political figures. The patron-client network is usually structured using a hierarchy system and consists of one main boss, an underboss, an advisor, captains, and members. The main boss hands down commands to the underboss. The underboss relates the information to captains, who also have lackeys to do the dirty work. All members of a patron-client organization must go through prior initiation. Moreover, patron-client organizations are similar to a very close family in the top tier. When it comes to the lower level, with the members, that tightness spreads out some. With this allowance of a somewhat...
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...formally laid out by a company's organizational structure. Structures can be relatively flat or tall; taller structures tend to operate more bureaucratically. No single organizational structure is inherently better than another. bureaucratic organization A bureaucratic organization is one with rigid and tight procedures, policies and constraints; and the company reacts with stringent controls as well as a reluctance to adapt or change. Bureaucracies are very organized with a high degree of formality in the way it operates Many layers of management are typical for a bureaucratic organization. With a pyramid in mind, the leader or president is at the top of the company, and all other departments cascade underneath that leader. Vice presidents report to the president or chief executive officer, and in turn, directors report to the vice presidents. Managers of departments are underneath the directors and these managers typically have numerous supervisors reporting to them. Finally, the workers in a bureaucratic organization report to the supervisors. Structure is important for a bureaucratic company. stakeholders A corporate stakeholder is that which can affect or be affected by the actions of the business as a whole. Any action taken by any organization or any group might affect those people who are linked with them in the private sector. Primary Stakeholders - usually internal stakeholders, are those that engage in economic transactions with the business. (For example stockholders...
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...Max Weber's contributions to organizational theory. Max Weber (1864-1920), can be classified in the bureaucratic management branch of the classical school. Weber, the son of a prominent Bismarckian era German politician, was raised in Berlin and studied law at the University of Berlin. After assuming an appointment teaching law at the University of Berlin, Weber assumed teaching appointments in economics at the Universities of Freiburg, Heidelberg, Vienna, ending with his death after a bout with pneumonia. Weber's interest in organizations evolves from his view of the institutionalization of power and authority in the modern Western world. He constructed a "rational-legal authority" model of an ideal type bureaucracy. This ideal type rested on a belief in the "legality" of patterns of normative rules and the right of those elevated to authority to issue commands (legal authority). Weber postulated the rules and regulations of a bureaucracy serve to insulate its members against the possibility of personal favoritism. According to Max weber Bureaucratic management approach emphasized the necessity of organizations to operate in rational way instead of following the “arbitrary whims” or irrational motions and intentions of owners and managers. He found different characteristics in bureaucracies that would effectively conduct decision-making, controlling resources, protecting workers and accomplishment of organizational goals. Weber Believes All Bureaucracies Have Certain Characteristics: ...
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...Thomas Models of Organized Crime Executive Summary The purpose of this document is to compose a statement of the main ideals in which Dena will link the differences between the bureaucratic and patron – client organizations. In fact, this document will speak of the similarities and differences between the dominate ideals of organized crime, and define why the models are significant for comprehending organized crime. Distinctions The patron – client system is a cluster of lawbreakers who trade knowledge, set up a system of elements of relationships with governmental and authorative bosses and gain access to a chain for the intention of helping group’s customers both politically and economically. The patron – client system commonly constructed using a ruling body strategy and made up of one dominate boss, a consultant, and other individuals. Requests moved to a lower position in a perpendicular situation with the highest supervisor and the lower individuals. In fact, associates of the patron – client systems are recruited. In addition, the patron – client systems are close beginning at the highest to the lowest levels. Furthermore, allowing the system members to go his or her way has a favorable chance to avoid the police, the progress, and procedures (Alves & Redlin, 2013). Bureaucratic systems are orderly and made up of governing action, laws, and orders that hold back individuals such as the patron – client systems from making judgments’ without official consent. According...
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...Introduction 2 Mechanistic Role Formalization & Functional Specialization Increases Performance 3 Excess control often stifles innovation. 4 Employee motivation: The crisis of bureaucratic control 5 Summary 8 Reference 10 Abstract In this paper I will critically evaluate the statement “Organizations seek to control” from both mechanistic and culture perspective, using my own placement experience in Great Eastern Life Assurance (Singapore) as an example to examine the extent of compatibility and conflict between these two perspectives in the sense of control. Introduction Control is a set of activities to determine an actual state of affairs, compare it to appropriate models, and then formulate conclusions which should contribute to assure efficient and effective functioning of an organization. A mechanistic view of organizations assumes that organizations operate in a consistent machine-like manner. Control in mechanisms perspective, primarily aimed at detecting irregularities. A culture view of organizations treats organizations as mini societies which have a system of strongly-held shared value among members. Control by corporate culture views people as emotional, symbol-loving, and needing to belong to a superior entity or collectivity. Great Eastern Life Assurance provides...
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...comes to models of organized crime there are two organizations that this paper will refer to, the first is the Patron-Client organization and the second is the Bureaucratic organizations. The Patron-Client is a group of criminals that united together to establish connections that would benefit the groups clients later on. They were structured to run with just one leader and then a chain of command that follows. If an order is given it has to come from the leader and then it is passed down through the chain of command to the members. In order to become a member of a patron-client organization everyone has to be initiated (University of Phoenix, 2007). Bureaucratic Organizations Bureaucratic organizations are slightly different than patron-client organizations in the way they are structured. They are structured with rules and procedures. Bureaucratic organizations also have one main leader and a chain of command that leads to their members. Here the lower managers are not allowed to make any orders; all orders must come from only one person. When it comes to conducting business only high ranking individuals can look for new resources and proceed with new contacts but they still have to have the approval of the leader. Similarity/ Differences Both the patron-client and bureaucratic organizations have some similarities and differences. To list the similarities between the two: they both are two organizations that unite together to perform daily business demands...
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...participates in all kinds of serious criminal activities. Organized crime has a structure that consists of two significant elements which include patron-client and bureaucratic organizations. In the structure of organized crimes there are models that support it by the connections and involvement of patron client and bureaucratic organizations in which determine the similarities as well as the differences in which the two models that make the structure of organized crime. The most significant element is one of which that distinguishes the differences between patron client and bureaucratic organizations. Patron-Client Organization The Patron Client Organization also known as the patrimonial network that consists of the “Criminal individuals that not only send but also receive messages, individuals that creates a network or a connection that is includes political leaders as well as other government participants and officials as well as access to a wide range of personnel that they can do business with and later if not right away become clients of the organizations with a purpose to gain monetary value or benefit from the organizations of clients in both, an economic and political manner When it comes to the patron client organization, this is the system of which is most likely than not a very structured organization standing on a strong...
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...What is Organizational Development? Organizational Development An organization includes any situation in which two or more persons are involved in a common pursuit or objective. Based on this informal definition then we would like to start our discussion with an assumption that organizations, just like human beings, have cycles of development, each characterized by its specific problems, crises and ways to overcome them. In essence then, Organizational Development is a planned system of change in pursuit of the organization staying relevant to the evolving stakeholder’s needs and environment of operation. Organizational Development is the future readiness of an organization to meet change and a thus a systemic learning and development strategy intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, shrinking or exploding market opportunities and ensuing challenges and chaos. Organizational Development deals with improving a company’s performance and individual development of its employees. Organization development is an ongoing, systematic process of implementing effective organizational change. Organization development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of...
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...Mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning. Critically evaluate this statement in relation to the Mechanistic and Learning perspectives. Brocka and Brocka (1992, pg.2) suggests that organisations are “revolutionary compared to the strict, hierarchical, authoritarian organisations that existed in the past”. Mechanistic and bureaucratic organisations follow the same traits where the structure is needed for “efficiency, conformity and compliance” (Spencer, 1994, pg.448). The revolutionary aspect to organisations is shown by introducing learning into the organisation promoting the development for “searching for information, assimilating, developing and creating new knowledge on product, processes, and services” Wang and Ellinger (2011, pg.512). According to Sun and Scott (2003 pg.202) “the terminologies organizational learning and learning organization were once used interchangeably. However, in the mid-1990s there was a bifurcation into two streams” for the purpose of this assignment the terms learning organisation and organisational learning will be used on an interchangeable purpose. This assignment will show a clear definition of mechanistic, bureaucratic and organisational learning structures of organisations. By using my personal experience, examples and the use of case studies, then linking to relevant theories an argument will be made whether mechanistic and bureaucratic organisations struggle to encourage organisational...
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...manufacturing firm. The company monitors and tracks time, communication is also monitored. He gets better than minimum wage. On the other hand, Gabriella works as a Strip-O-Gram. She works fewer hours than Brandon but works as her convenience and gets well paid. Two kinds argue about three themes of their company that are sources of power in an organization, feminism, and exploitation. The first theme is power in the organization. According to Miller, there are three important elements of the organizational power, which are control, identification, and discipline (108). Brandon works with old theory bureaucratic control, the characters of it are standardized rules, runs systematically, and chain of command. Gabriella works in the company that is new theory concertive control. There are three characters in the concertive control. Firstly, control shifts form management to workers. In Gabriella’s situation, she has convenience for her working hours. She creates rules and norms for her dresses and working environments. The second character is identification which means perception of oneness and person defines themselves is a member of the organization. Related to Gabriella, she has passion on her jobs, and she feels that she can create much fun on her job. Thirdly, discipline, it means work groups develop techniques to reward of punish behavior that deviates from the values identified by the work. Gabriella can earn extra money in some entertainments for people who would...
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...hierarchy of authority. This gives each department an authoritative figure to maintain productivity and control. Characteristics of Bureaucracy The next characteristic is technically qualified personnel, which means being hired based on who best meets the criteria, not through favoritism or because you know that person. This gives all applicants an equal chance. Separate position from position holder is the fifth characteristic meaning that no employee is above another within a department. All employees were treated as equal, forcing them to work harder for promotions. The last characteristic is written communication and records. This gives the organization a written record where they can internally store information continuously and look things up when necessary. Bureaucratic Forms and Study A study that I read described a bureaucratic form with a hybrid relational structure that used three processes when dealing with managers, customers, and employees as a way to build a reciprocal relationship based on collaboration, team work, and having a mutual respect...
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...of work changed over the past century? Western developed nations are undergoing a shift away from traditional, bureaucratic form. Bureaucracy has been the dominant form of organization for more than a century, but it has a bad reputation for being inefficient. It has also decreased the level of enthusiasm among the employees, resulting organizations which provide poor customer service and are not willing to change or create new innovations which are considered very important. “Furthermore, bureaucracies are considered effective in situations where large numbers of standardized operations are needed but it is argued that these conditions are increasingly rare in today’s business world, with even classic bureaucracies such as universities being forced to become more flexible to adapt to changing market conditions” 2. How do post-bureaucratic management practices differ from bureaucratic ones? Hecksher (1994) devised a list of ideal characteristics for “post-bureaucracies” which stand in contrast to Max Weber’s “ideal bureaucracy”: * rules are replaced with consensus and dialog based on personal influence * responsibilities are assigned on merit rather than hierarchy * people are treated as individuals rather than impersonally * the boundaries of the organization are opened. “Ritzer (1996) argues the world is becoming increasingly bureaucratic and for him there is no escape, with bureaucracy spreading first from the manufacturing industry to the service industry...
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