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ROBERT K. MERTON
DYSFUNCTIONS OF BUREAUCRACY – A debate with Max Weber
Merton’s article BUREAUCRATIC STRUCTURE AND PERSONALITY.
Certain aspects of Bureaucratic procedure may be DYSFUNCTIONAL to the Organization.
1. The Bureaucrat is trained to COMPLY STRICTLY WITH RULES. In situations, not covered by rules, this
training may lead to inflexibility and timidity.
The Bureaucrat is NOT TRAINED to Improvise and Innovate. His career incentives are designed to reward
disciplined action and CONFORMITY to official regulations. It may not be in his interests to bend rules and
manipulate the situation even when such action might further the realization of Organizational goals.
2. The DEVOTION TO RULES may lead to the DISPLACEMENT OF GOALS. Conformity to official rules
becomes an end in itself rather than being a means to an end.
The Bureaucrat may loose the sight of the goals of the organization and therefore loose its effectiveness.
3. Emphasis on IMPERSONALITY in Bureaucratic procedures may lead to FRICTION between the officials and
the public.
While agreeing that the various elements of Bureaucracy outlined in Weber’s Ideal Type serve to further the
organizational efficiency, Merton maintains that they inevitably produce Dysfunctional consequences.
MERTON ON DEVIANCE
Merton’s book SOCIAL STRUCTURE AND ANOMIE.
Merton Deviance results not from Pathological personalities but from the CULTURE and STRUCTURE of the
society itself.
Merton begins from Value Consensus all the members of the society share the same values.
But since the members of the society are placed in DIFFERENT POSITIONS in the social structure (e.g.
difference in Class positions), they do not have the same opportunities of realizing the shared values This
situation can generate DEVIANCE.
Merton The SOCIAL and CULTURAL STRUCTURE generates pressure for SOCIALLY DEVIANT BEHAVIOUR
upon the people variously located in that structure.
In all societies there are INSTITUTIONALIZED MEANS of reaching CULTURALLY DEFINED GOALS.
In balanced societies equal emphasis is placed upon both Cultural Goals and Institutionalized Means.
Merton example of American Society in American Society more importance is attached to Goals
less emphasis on accepted ways/means of achieving those success goals.
There is a tendency to reject Institutionalized Means emphasis to strive for success by any available means.
Winning becomes important Rules are abandoned.
Rules cease to operate Normlesness and Anomie results Norms no longer direct the Behaviour
Deviance is encouraged.
Individuals respond to the situation of anomie in different ways their reaction being shaped by their
position in the Social Structure.
Merton outlines 5 possible ways:
1. CONFORMITY – Most Common. Members conform to both Success Goals and Normative Means of
reaching them.
2. INNOVATION – This response REJECTS NORMATIVE MEANS of achieving success and turns to Deviant
Means.
Members of the LOWER STRATA are most likely to select this route. They unlikely
succeed by conventional channels, thus there is greater pressure on them to deviate.
They have little access to conventional and legitimate means of becoming successful.
Since their way is blocked, they innovate, turning to crime which promises greater
rewards than legitimate means.
ROBERT K. MERTON
DYSFUNCTIONS OF BUREAUCRACY – A debate with Max Weber
Merton’s article BUREAUCRATIC STRUCTURE AND PERSONALITY.
Certain aspects of Bureaucratic procedure may be DYSFUNCTIONAL to the Organization.
1. The Bureaucrat is trained to COMPLY STRICTLY WITH RULES. In situations, not covered by rules, this
training may lead to inflexibility and timidity.
The Bureaucrat is NOT TRAINED to Improvise and Innovate. His career incentives are designed to reward
disciplined action and CONFORMITY to official regulations. It may not be in his interests to bend rules and
manipulate the situation even when such action might further the realization of Organizational goals.
2. The DEVOTION TO RULES may lead to the DISPLACEMENT OF GOALS. Conformity to official rules
becomes an end in itself rather than being a means to an end.
The Bureaucrat may loose the sight of the goals of the organization and therefore loose its effectiveness.
3. Emphasis on IMPERSONALITY in Bureaucratic procedures may lead to FRICTION between the officials and
the public.
While agreeing that the various elements of Bureaucracy outlined in Weber’s Ideal Type serve to further the
organizational efficiency, Merton maintains that they inevitably produce Dysfunctional consequences.
MERTON ON DEVIANCE
Merton’s book SOCIAL STRUCTURE AND ANOMIE.
Merton Deviance results not from Pathological personalities but from the CULTURE and STRUCTURE of the
society itself.
Merton begins from Value Consensus all the members of the society share the same values.
But since the members of the society are placed in DIFFERENT POSITIONS in the social structure (e.g.
difference in Class positions), they do not have the same opportunities of realizing the shared values This
situation can generate DEVIANCE.
Merton The SOCIAL and CULTURAL STRUCTURE generates pressure for SOCIALLY DEVIANT BEHAVIOUR
upon the people variously located in that structure.
In all societies there are INSTITUTIONALIZED MEANS of reaching CULTURALLY DEFINED GOALS.
In balanced societies equal emphasis is placed upon both Cultural Goals and Institutionalized Means.
Merton example of American Society in American Society more importance is attached to Goals
less emphasis on accepted ways/means of achieving those success goals.
There is a tendency to reject Institutionalized Means emphasis to strive for success by any available means.
Winning becomes important Rules are abandoned.
Rules cease to operate Normlesness and Anomie results Norms no longer direct the Behaviour
Deviance is encouraged.
Individuals respond to the situation of anomie in different ways their reaction being shaped by their
position in the Social Structure.
Merton outlines 5 possible ways:
1. CONFORMITY – Most Common. Members conform to both Success Goals and Normative Means of
reaching them.
2. INNOVATION – This response REJECTS NORMATIVE MEANS of achieving success and turns to Deviant
Means.
Members of the LOWER STRATA are most likely to select this route. They unlikely
succeed by conventional channels, thus there is greater pressure on them to deviate.
They have little access to conventional and legitimate means of becoming successful.
Since their way is blocked, they innovate, turning to crime which promises greater
rewards than legitimate means.
