By Martin Albrow (auth.)

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Only where he is allowed to identify with the purposes of the organization as a whole and to adapt his behaviour to his perception of changing circumstances will efficient administration result. Thecase against Weber /59 Similar conclusions to those of Blau have been drawn by A. L. Stinchcombe in an analysis of the American building industry,» He argues that the occupational standards of the various craft institutions are the most efficient way of ensuring high quality work. This factor and the great variability in the market in building mean that certain features of Weber's concept of rational bureaucracy, such as continuity of administration, hierarchy and files are not found in the construction industry.

The official may appropriate neither the post nor the resources which go with it. " These ten features constituted Max Weber's renowned ideal, pure or most rational type of bureaucracy: the kind of administrative staff which he frequently referred to tout court as 'bureaucracy'. Without a doubt the single most important statement on the subject in the social sciences, its influence has been immense. Not only has it blotted out the literature which was discussed in the previous chapter, to a major extent it has dominated its owncontext in Weber's writing.

In a schematic overview of that conceptual field we may distinguish three groups of concepts. First there were the concepts which distinguished between different statuses in the organization, Le, the leadership, the administrative staff and the general membership. e. the administrative order, authority and legitimacy. Finally, the ideas of charisma, tradition and legality were introduced as a means of classifying different authority structures. We must now see how Weber's idea of bureaucracy fitted into this scheme.

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