pport of Robbin’s (1990:308) thought that in large and complex organizations, “decentralization has become de riguer”.
得到。这背后的基本原理是，当一个组织成长时，层级的数量（纵向复杂性）和部门的数量（横向复杂性）会随之增长，因此决策会分散到较低的管理层，并产生细分的压力，否则管理者无法有效地控制它们。今天我们可以看到，大多数成功的公司，如IBM、惠普、通用食品、3M等，现在都在适应去中心化。麦当劳首席执行官Mike Quinlan表示，他会尽可能地将方向向下推；否则，麦当劳的决策将过于缓慢。Hage和Aiken在他们对组织规模的研究中支持这一观点，即“更大的组织允许更大的权力下放”，并以坎贝尔汤公司和美国航空公司为例。一小群理论家发展了典型的向后官僚制转变的理论，在一个不确定性和复杂性日益增加的世界中；层级结构现在变得扁平化，强调横向联系，公司现在更加流动和虚拟化。由于所有这些特征都可以在今天的大型组织中观察到，我支持罗宾的观点，即在大型和复杂的组织中，“权力下放已经成为一种严格的做法”。
Although we have discussed above that large scale organizations are becoming more decentralized, that is they are lacking the pure bureaucratic feature of ‘centralization’ and ‘hierarchical authority’, this however does not mean that hierarchy has been eliminated in them or that they have left behind the core tenets of bureaucracy. They still abide by the Weber’s bureaucratic rigid rules, written procedures, and impersonality. Heckscher and Donnellon (1994) argue along these lines and describe them as “cleaned up bureaucracies”. Moreover, according to Höpfl (2006:19), “an entirely non- or post-bureaucratic organization without hierarchy is simply inconceivable” and in addition asserts that post-bureaucratic arrangements appear as variants within bureaucracy.
尽管我们在上文中已经讨论过，大型组织正在变得更加分散，也就是说，它们缺乏“中央集权”和“等级权威”这一纯粹的官僚特征，但这并不意味着它们的等级制度已经被消除，也不意味着它们已经抛弃了官僚制的核心原则。他们仍然遵守韦伯官僚主义的严格规则、书面程序和客观。Heckscher和Donnellon沿着这些路线进行了争论，并将其描述为“清理了官僚机构”。此外，根据Höpfl的说法，“一个完全没有等级制度的非官僚或后官僚组织简直是不可想象的”，此外，他还断言，后官僚安排似乎是官僚机构内部的变种。
Today, large organizations tend to be more formalized than the smaller ones. The underlying principle behind this is that in large organizations the number of employees and departments is significantly higher, making them more dependable upon the written rules, regulations and paperwork to standardize operations and exercise control. Robbins (1990:96) uses McDonalds to support this argument and states that McDonald’s “operating manual has 385 pages describing the most minute activities in each outlet. No cigarette, candy or pin ball machines are allowed. Basic hamburger patty must be 1.6 ounces of pure beef with no more than 19.5% fat content. Buns must have 13.3% sugar in them.” In regard with this example, it can be seen that even in today’s large-scale organizations employees are taken as ‘machine-like’ objects with no personal feelings. Bureaucracy’s strength is its capacity to manage routine tasks efficiently in stable and predictable environments. On the contrary, small organizations these days tend to deploy less degree of formalization in their operations which provides employees with considerable freedom in executing their duties and achieving objectives (Robbins, 1990:93). Having said that, top management in small organizations can nevertheless deploy their personal observation skills as a tool to continuously monitor productivity levels and regulate control (Hall, 1963). This implies that sufficient tools are available in small organizations to positively impact overall team dynamics without having to enforce a set of stringent rules and regulations that individuals are restrained by. This in turn empowers employees with a sense of belonging towards the organization and builds a strong relationship amongst them, weaved by trust and personal loyalties (Maravelias, 2003).
如今，大型组织往往比小型组织更加正规化。这背后的基本原则是，在大型组织中，员工和部门的数量显著增加，这使他们更加依赖书面规则、条例和文书来规范操作和实施控制。罗宾斯用麦当劳来支持这一论点，并指出麦当劳的“操作手册有385页，描述了每个门店最微小的活动。不允许使用香烟、糖果或钉球机。基本的汉堡馅饼必须是1.6盎司的纯牛肉，脂肪含量不超过19.5%。面包中必须含有13.3%的糖。”就这个例子而言，可以看出，即使在今天的大型组织中，员工也被视为“机器般”的对象，没有个人感情。官僚制的优势在于其在稳定和可预测的环境中高效管理日常任务的能力。相反，如今的小组织往往在其运营中部署较少的正规化，这为员工在履行职责和实现目标方面提供了相当大的自由。尽管如此，小型组织的高层管理人员仍然可以将其个人观察技能作为持续监控生产力水平和监管控制的工具。这意味着，小型组织中有足够的工具可以对整个团队动态产生积极影响，而不必强制执行一套个人受到约束的严格规则和条例。这反过来增强了员工对组织的归属感，并通过信任和个人忠诚在他们之间建立了牢固的关系。
In lines with the existence of bureaucratic features in today’s era, different schools of thought exist. An extensive number of theorists have conduct
