ed case studies on organizational structures existing in both public and private sectors. Harris (2006) conducted a study on British Library to explore widespread adoption of Information and Communication Technology (ICT). He concluded that ICT in modern libraries can foster them to become innovative ‘virtual organizations’; putting an “end to bureaucracy” and thus initiate a new flexible and modern-bureaucratic organizational form. Similarly, Briand and Bellemare (2006), in their study about complex changes taking place in a Canadian International Development Research Centre, propose that a shift away from “centralized model of governance” is being observed, which is entailed with “with a reduction of surveillance and produced a new flat structure of domination”. Furthermore, Budd (2007), in his research draws upon the environmental changes such as introduction of ICT based services, standardization and flexibility. He claims that these changes have helped replace bureaucracy in public policy and public management operations.
根据当今时代官僚特征的存在，存在着不同的思想流派。许多理论家对公共和私营部门的组织结构进行了案例研究。哈里斯对大英图书馆进行了一项研究，以探索信息和通信技术（ICT）的广泛应用。他总结道，现代图书馆的信息和通信技术可以帮助他们成为创新的“虚拟组织”；同样，Briand和Bellemare在对加拿大国际发展研究中心发生的复杂变化的研究中提出，正在观察到从“集中治理模式”的转变，这伴随着“监视的减少，产生了一种新的扁平统治结构”。此外，Budd在他的研究中借鉴了环境变化，如引入基于ICT的服务、标准化和灵活性。他声称，这些变化有助于取代公共政策和公共管理运作中的官僚作风。
In contrast to the aforementioned cases which observe the essence of post-bureaucratic patterns in the transformed era we now live in, another group of research scientists have presented their findings by conducting studies about organizations that have not adapted to a paradigm shift, away from bureaucracy. Hill et al. (2000:578), in their study of UK and US Research and Development (R&D) projects considered “decentralization” as an aspect of “post-bureaucratic paradigm” in R&D functions. They concluded that centralization is still the norm as no evidence of move towards decentralization or was observed. In similar lines, Hodgson (2004) argued in his study that project management can never eliminate central control, not the tensions linked with it; instead “it has distinct modalities of control, each of which generates quite specific tensions. These are not so much an innovation in organization form but a repositioning of some classic questions”. In addition to this Barker (1993) studied self-managing teams in the US and observed that dehumanizing tendencies within them exist, thus “tightening Weber’s iron cage of rational control”.
与上述案例不同的是，在我们现在所处的转型时代，观察到后官僚模式的本质，另一组研究科学家通过对不适应范式转变的组织进行研究，提出了他们的发现，即远离官僚制。Hill等人在对英国和美国研发（R&D）项目的研究中，将“权力下放”视为研发职能中“后官僚范式”的一个方面。他们得出结论认为，中央集权仍然是常态，因为没有证据表明或没有观察到中央集权。同样，霍奇森在他的研究中指出，项目管理永远无法消除中央控制，而不是与之相关的紧张关系；相反，“它有不同的控制方式，每一种都会产生相当具体的紧张关系。这与其说是组织形式上的创新，不如说是对一些经典问题的重新定位”。除此之外，巴克研究了美国的自我管理团队，并观察到他们内部存在非人化倾向，从而“收紧了韦伯的理性控制铁笼”。
As a response to whether we are living in a bureaucratic or a post-bureaucratic epoch, there is certainly no doubt that organizations today are experiencing rapid technological and innovative changes, but these changes however are not leaving bureaucracy behind. Bureaucracy, in some form or the other, still exists in all organizations.
作为对我们生活在官僚时代还是后官僚时代的回应，毫无疑问，今天的组织正在经历快速的技术和创新变革，但这些变革并没有将官僚制度抛在脑后。官僚制，以某种形式存在于所有组织中。
Conclusion 结论
First part of this essay discusses the general features that constitute a pure bureaucratic organization. Thus, I am of the opinion that these bureaucratic features were consciously formed to meet the organizations objectives in the most productive and efficient manner. Second part of the essay provides an analytical review of the current patterns of organizational structures to help establish the extent of bureaucratic elements that still exists within modern organizations. Due to the given scope limitations, the primary content of this essay only outlines concepts of Weber’s ideal type bureaucracy and few critical approaches to provide a radical analysis of bureaucracy and post-bureaucracy era. This constraint however limits my analys
