the professional bureaucracy

The Professional Bureaucracy

Stable & complex work, standardized behavior – simultaneous

standardization and decentralization.Universities, hospitals, school

systems, government agencies, & production firms

Each professional works independently at his task but closely with his clients.

• Teacher in a classroom• (teachers with students)• Doctors treating a patient• (surgeon & anesthesiologist- together but

independent)• Policeman alone• Case worker with citizen• Counselor with student

Coordination by design - structure

• Governing bodies set standards.– (accreditation or standardization boards,

associations, groups, organizations)- AICPA, NAIFA, Accrediting bodies, TBOR

Work processes too complex to be standardized (such as at DMV), but dependent on personal judgment, peer consultation within a design or framework of guidelines.

“Pigeonholing” linked by administration

• In the professional bureaucracy, clients are “pigeonholed” according to general criteria – leaving professionals the necessity to exercise expertise and judgment in performing their role.

• The bureaucracy is a series of decentralized linked pigeonholes.

• Combined – served – organized – coordinated by professional administrators. (House)

Strategy within the Professional Bureaucracy

• Each professional’s strategy somewhat similar - set by outside entities, associations, organizations - requirements, guidelines, regulations

• The administrator maintains - serves, supervises, directs, supports, facilitates, the success of these strategies – formulates, works, steers a strategy – “overall with coordination”.

• A complex & stable environment – democratic –simple – professionals control their work and decisions.

Attached & Free – best of both worlds?• Autonomy – allows professionals to perfect their skills, free of

interference – surgeons – artists – but….

• Problems? Administrative solutions?• Coordination between staff and professional –

creates friction point• Discretion - professionals vary in competence and

conscientiousness• Innovation – Inflexible structure leads to difficulty

accommodating change or different approaches.

OUTSIDERS see problems – seek changes• Outsiders seek change through external controls –

standardization or direct supervision.- parental approach – imposing supervision- new laws, rules intended to achieve changeby addressing specific items or standards.

● Results? (DOGS & CATS Sleeping together)http://www.youtube.com/watch?v=w91-GMc3j7I

- dampened professional conscientiousness, baby out with bathwater, upset balance, increased bureaucracy, greater dissatisfaction, less innovation

Final Words

• Change…does not sweep in from …intent on …control.

….Change seeps in, by the slow process of changing the professionals…incrementalism.

…may be best …to bring pressures on the …associations rather than on professional bureaucracies.