Webers 15 principle of bureaucracy. 1. Power belongs to an office and is not a function of the office holder. 2.

Power relations within the organization structure have a distinct authority configuration, specified by the rules of the organization. 3. ecause powers are e!ercised in ter"s of the rules of office rather than the person, organizational action is i"personal. #. $isciplinary syste"s of %nowledge, either professionally or organizationally for"ulated, rather than idiosyncratic beliefs, fra"e organizational action. 5. &he rules tend to be for"ally codified. '. &hese rules are contained in files or written docu"ents that, based on precedent and abstract rule, serve as standards for organizational action. (. &hese rules specify tas%s that are specific, distinct and done by different for"al categories of personnel who specialize in these tas%s and not in others. &hese official tas%s would be organized on a continuous regulated basis in order to ensure the s"ooth flow of wor% between the discontinuous ele"ents in its organization. &hus, there is a tendency towards specialization. ). &here is a sharp boundary between bureaucratic action and particularistic action by personal, defining the li"its of legiti"acy. *. &he functional separation of tas%s "eans that personnel "ust have authority and sanction available to the" co""ensurate with their duties. &hus, organizations e!hibit an authority structure. 1+. ecause tas%s are functionally separated, and because the personnel charged with each function have precisely delegated powers, there is a tendency towards hierarchy. 11. &he delegation of powers is e!pressed in ter"s of duties, rights, obligations, and responsibilities. &hus, organizational relationships tend to have a precise contract basis. 12. ,ualities re-uired for organization positions are increasingly "easured in ter"s of for"al credentials. 13. ecause different positions in the hierarchy of offices re-uire different credentials for ad"ission, there is a career structure in which pro"otion is possible either by seniority or by "erit of service by individuals with si"ilar credentials. 1#. $ifferent positions in the hierarchy are differentially paid and otherwise stratified. 15. /o""unication, coordination, and control are centralized in the organization.