Abstract Many governments have attempted to reform their public management systems over the past decade. But how do reforms play out at the frontline of government where the work is done? We looked at the impacts of system changes on frontline staff. In an effort to understand the actual work orientations of frontline bureaucrats, we identified four distinctive images of bureaucratic work: procedural bureaucracy, corporate bureaucracy, market bureaucracy, and network bureaucracy. These images each have different foci on the use of goals, relationships with clients, approach to supervision, disciplinary strategies, and relations with other key organizations in their environment. Looking at government, private nonprofit, and private for-profit organizations, we found only three distinct images. The distinct market and corporate orientations we proposed merged into a single orientation not previously identified or analyzed in the research literature. We also found considerable variation among frontline bureaucrats in their orientations toward bureaucracy. Practitioners appeared to follow three common repertoires, but these were not determined by the type of organization they worked in. Managers wishing to prioritize frontline work may now identify the key attributes of these alternate approaches and compare them with performance information or use them to assess the training needs of agencies contributing to their programs. Clients and their advocates may also use these results to assess their changing prospects under different bureaucratic conditions. Show Journal Information Public Administration Review has been the premier journal in the field of public administration research and theory for more than 75 years, and is the only journal in public administration that serves academics, practitioners, and students interested in the public sector and public sector management. Articles identify and analyze current trends, provide a factual basis for decision making, stimulate discussion, and make the leading literature in the field available in an easily accessible format. Publisher Information Wiley is a global provider of content and content-enabled workflow solutions in areas of scientific, technical, medical, and scholarly research; professional development; and education. Our core businesses produce scientific, technical, medical, and scholarly journals, reference works, books, database services, and advertising; professional books, subscription products, certification and training services and online applications; and education content and services including integrated online teaching and learning resources for undergraduate and graduate students and lifelong learners. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of information and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Wiley has published the works of more than 450 Nobel laureates in all categories: Literature, Economics, Physiology or Medicine, Physics, Chemistry, and Peace. Wiley has partnerships with many of the world’s leading societies and publishes over 1,500 peer-reviewed journals and 1,500+ new books annually in print and online, as well as databases, major reference works and laboratory protocols in STMS subjects. With a growing open access offering, Wiley is committed to the widest possible dissemination of and access to the content we publish and supports all sustainable models of access. Our online platform, Wiley Online Library (wileyonlinelibrary.com) is one of the world’s most extensive multidisciplinary collections of online resources, covering life, health, social and physical sciences, and humanities. Rights & Usage This item is part of a JSTOR Collection. We would like to thank Marya Besharov and Stuart Bunderson for their editorial guidance. We are also very thankful for the generous comments received on earlier drafts from Samantha Ortiz, Nevena Radoynovska, Lyn Cheng, Ruthanne Huising, Davide Nicolini, Esther Leibel, Kirstine Zinck Pendersen, Paul du Gay, Renate Meyer, Thomas Lodrup-Hjorth, Louise Jørring, Nicole Biggart, Jone Pearce, Steve Barley, Peer Fiss, Bob Hinings, Charles Heckscher, Fabrizio Ferraro, Olga Noselova, Clemens Mungesenat, Matt Hurst, and Jerry Davis. The paper benefitted from comments and general support from members of the Ethnography Atelier Writing Group and seminar participants at the OCE center (EM Lyon), the POVI center (Copenhagen Business School), and AOM 2021. Finally, we would like to acknowledge the invaluable editing work of Miranda Lewis. What is the main purpose of bureaucracy?Bureaucracies can help organizations run smoothly and efficiently. This allows large organizations to streamline processes and bring order to systems and procedures. Management becomes easier and processes become less chaotic. Bureaucracies tend to include a division of labor with clearly defined roles.
What is specialization in bureaucracy?Specialization. Workers in a bureaucracy perform specialized tasks that call for training and expertise. Trained personnel can accomplish their jobs efficiently.
Why does bureaucratic organization develop?Bureaucratic organization enhances efficiency by providing a hierarchical division of labor, allocating jobs and resources, and promoting the accumulation of expertise.
What is the structure and hierarchy of the US bureaucracy?Federal Bureaucracy Structure
The bureaucracy is organized into four types of agencies: cabinet departments, independent regulatory commissions, government corporations, and independent executive agencies. People who work in the federal bureaucracy are said to be civil servants.
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What is the point of developing a bureaucracy that prioritizes specialization and hierarchy?
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