Like it or not, contemporary man is man-in-bureaucracy. He spends the majority of his waking hours in a bureaucracy; establishes an identity and status in a bureaucracy; garners most of his satisfactions and disappointments in a bureaucracy; and, increasingly, he is what he does.

Aside from the importance of understanding those institutions that shape our values, behavior, and experience, bureaucracy is a vital area for study because it reveals a wide range of social behavior in a compact and comprehensible way. The abstract and ephemeral problems of society at large are brought down to earth —made measurable, comprehensible and visible in the bureaucratic microcosm. Problems of power and influence, change and innovation, intergroup conflict, ambition and aspiration, self-realization versus participative democracy, technology versus humanism: all can be observed and analyzed in human organizations.

This volume pinpoints the dilemma of present bureaucratic organizations: the conflict between the need to sustain innovation and bureaucratic drives toward rationality and stability. The essays it contains discuss specific human needs that bureaucracy must meet if it is to continue to attract talented people and takes a step into the future to analyze the kinds of organizations that may be expected to evolve as institutions seek more flexible use of human resources.

chapter |2 pages


ByWarren G. Bennis

chapter |14 pages

Beyond Bureaucracy

ByWarren G. Bennis

part I|48 pages

Bureaucracy and Democracy

chapter |10 pages

Being Human and Being Organized

ByChris Argyris

chapter |12 pages

The Superior Person

ByAbraham H. Maslow

chapter |14 pages

The Trouble with Democratic Management

ByWilliam Gomberg

chapter |12 pages

Gray Flannel Unionist

ByAdolf Sturmthal

part II|20 pages


chapter |20 pages

How Much Woney Do Executives Want

ByDward E. Lawler

part III|12 pages


chapter |12 pages

Conflict in the Executive Suite

ByRoss Stagner

part IV|14 pages


chapter |14 pages

Taking Over

ByAlvin W. Gouldner

part V|77 pages

Innovation and Change

chapter |10 pages

Practical Problems and the Uses of Science

ByRobert K. Merton, Edward C. Devereaux

chapter |14 pages

How Scientific Management Thwarts Innovation

ByVictor A. Thompson

chapter |30 pages

A Symposium: The Innovating Organization

ByWarren G. Bennis

chapter |23 pages

Post Bureaucratic Leadership

ByWarren G. Bennis