Max Weber realized that while capitalism worked for one country, it did not work for another. This was primarily due to the economic structure, which resonates with the structure of any organization. The bureaucratic theory by Max Weber sought to address this particular factor and revolutionize the workings of organizations. 

There are some major characteristics of the bureaucracy theory of management, which are as follows: 

For business oriented minds, efficiency is a key driving force, and the division of tasks is what helps make organizations as efficient as possible. The management theory of Max Weber prioritizes the division of tasks on the basis of the competencies and technical skills of the employees. This way everyone is aware of what is expected of them, and the management too knows who to approach for which task.

While this seems ideal, the issue is that employees may feel constrained, and there might not be growth opportunities that become the reason for employee motivation and engagement.   

The management theory of Max Weber suggests the onboarding of employees with specific expertise and technical skills whose sole compensation is in the form of salaries, instead of a sense of belonging. Even the organizational structure itself consists of impersonal forms of interaction where personal and professional lives are kept entirely distinct.

This would increase fairness and transparency and eliminate nepotism and bias in different forms. However, pure rationality without a mix of emotions could sabotage the power inherent in teamwork, hard work, and commitment. 

Max Weber’s bureaucracy theory of management might not align with the beliefs of modern business oriented minds out there. However, the emphasis that it places on the hierarchical organizational structure is not entirely without its merit. When everyone knows their worth in the organization and what is expected of them, it makes the process of decision-making and open communication easier. 

There is a downside as well. Since there are so strict rules and regulations, processes might take longer than necessary and consume a lot of resources and effort due to the paperwork involved. Also, this might not work for businesses that require quick decision-making. 

The management theory of Max Weber has some shortcomings, given that it comes down to us from a century marked by dynamic changes. However, that does not erase its significance, and what we need is a balance between the strict, hierarchical, rule-bound, impersonal organizational structure that Max Weber proposes and the changing market requirements which insist on prompt decision-making and teamwork.