Organisations bureaucratic

The compliance strategies used by inspectors when carrying out inspections are developed in relation to the bureaucratic control systems and the organisational conditions within their own authorities (May and Wood 2003). In order to foster compliance by the inspection objects, the inspectors employ different methods of control and persuasion to achieve compliance. From their position as street-level bureaucrats, is important to achieve compliance with as little work as possible , thus increasing their autonomy. 

While the Codex Alimentarius has taken steps towards international harmonisation of the organic regulations and markets, a proliferation of new obstacles to trade can be observed. Governmental labels excluding imported produce, bureaucratic obstacles, a narrow view of the equivalence concept and a lack of control of private organisations are seen as the main factors. Further efforts are necessary in order to remove these obstacles and to foster international trade in organic products. 

A bureaucratic organisation can be thought of as one that aims to maximise its efficiency in administration. 

Claims that a bureaucratic organisation offered benefits from cost reduction, precision, impersonality, inflexibility, etc., may owe more to the informal staff relationships and practices than to the organisation itself. However it must be recognised that elements of bureaucratic organisation can probably be found in parts of most medium and large organisations. 

Examples of the bureaucratic mind set are revealed by its response to audit. Many organisations audit themselves for safety. A typical audit will generate a list of non-conformances against internal, national or international standards. Success is measured by the division having few nonconformances. The focus of management then becomes one of how to... 

The documentation may be kepf either in paper or electronic form but it must describe fully fhe organisation s system and should be such as to enable a documentation trail to be followed by an auditor. To avoid this process becoming bureaucratic it can be integrated into the quality system. Even so, careful though musf be given to ensure the creation of only those documents that are necessary and can subsequently be managed. Both EM AS and ISO 14001 have specific requirements on the documentation control in that they must be ... 

We are not only concerned with this bureaucratic feedback-control-system approach. Feedback also involves learning and the accumulation of qualified experience. This will result in gradual improvements in the organisation s performance. We will here be concerned with features of an organisation that shape behaviour of importance to SHE. Figure 3.3 shows a typical example... 

There are other decision-making models that better describe how organisations actually arrive at decisions. Organisations that apply a bureaucratic model of decision-making will apply pre-defined rules and procedures rather than making trade-offs between different action alternatives. This approach will reduce the demands on the decision-maker s informationprocessing capabilities. 

An important point about the organisation of service delivery is made by the Deputy Principal i/c Inclusion Project - and this is of relevance in the context of the history of service dehvery for children with special needs. Commentators such as Weatherley and Lipsky (1977), with their concept of street level bureaucrats , and WoUensberger (1990) note that the provision of a service often has concomitants which are not necessarily in the best interests of the supposed recipients. In short, it is easy for the service to become merely advisory, and progressively to avoid hands on activity. The new service has successfully avoided this path ... 

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