In the author’s previous post titled “Systematic Evolution of Bureaucracy”, a sequential theory on how bureaucracy might evolve in a large organization was presented. And a solution was hinted at. Let’s look at it now, making an attempt to mercilessly weigh the cons as much as weigh the short-term pros.

Bureaucracy, as you all know presents unwanted delays in the operational and implementation stages for a project in an organization. So the author gets struck by two solutions at the outset

fundamental plans to handle bureaucracy

Let’s look at the Outsourcing of jobs. This is an obvious post-phenomenal thought.

For example, several IT companies (names withheld for want of prudence), in their sales and distribution verticals, don’t have full-time sales trainers. It takes up more time to approve the recruitment of a trainer and also approve the training programs all the way up the hierarchies. So they outsource these sales training jobs to corporate trainers. Besides S&D orientations, even the new-entrants’ inductee programs are outsourced at different levels, either the ‘Work Place essentials” content preparation or the whole package including the external trainers educating the freshers themselves in a month-long training lecture-package

But as they say, the devil lies in the details. Over a long-term scenario, it leads to huge cost-escalation for the company

Now let’s ponder over about the relationship management. Fine it is that man is a social animal. And bureaucratic delays, the author agrees, can be dealt by going around the system in case of emergencies.

For example, outsourcing a promoting-products job from the marketing research department to a primary marketing department becomes all the way faster if the bosses & the analysts are all comfortable with each other. Devil’s advocacy reduces to a great extent, which might, on the negative side lead to mediocre outputs. But the race against time and deadlines makes it so oh-so-convenient to just finish off the job making good use of relations.

Mind you, the above example is not necessarily always a case of team dynamics. Sometimes, it might lead to internal subjectivity, favouritism and corruption. On a light hearted note, the French, quite bureaucratic in most of their stately affairs, would just blandly say, “Pu tete ….”

And, extrapolating it to a farther temporal case, such relations might extend beyond the organizational set-up. And lead to favouritism to certain external non-performing/ unscrupulous vendors, blind reliance on external consultants just for the sake of reputation & relationship management, et al.

x-x

And so there, these are the two cents worth of solutions (along with the honestly presented arguments to bash them up) to at least improve the implementation phases of the work in bureaucratic set-ups. The readers are free to throw in some more (objectively weighing the pros and cons of course! J )

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