Professional Bureaucracy

example: Harvard University. The operating core is large relative to its structural parts (particularly the technostructure), few managerial levels between strategic apex and professors creating a flat and decentralized structure. Control comes from professional training and indoctrination. Professionals are insulated from formal interference, freeing them to use extertise. Problems come from coordination and quality control. Responds slowly to external change (glacial pace). Downside: Tenured professors are largely immune to formal sanctions. As a result universities have to find other ways to deal with incompetence and irresponsibility. Professional Bureaucracy’s respond slowly to change. Professionals usually view any change as annoying distraction in their field. The paradox is that the professionals may be at the forefront of their specialty, but the institution as a whole moves at a glacier pace. Professional bureacracys usually stumble when they try to exercise greater control over the operating core.