1948
DOI: 10.2307/2572310
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Bureaucratic Patterns in the Navy Officer Corps

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Cited by 17 publications
(2 citation statements)
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“…I agree with the functionalist approaches to culture within a militarized bureaucratic apparatus (Abrahamson, 1972;Davis, 1948;Freeman, 1948;Merton, 1952Merton, [1940; Rose, 1946) that the ethos, worldview, and rituals usually observed to exist side by side with official regulations reinforce bureaucratic hierarchies 'in much the same sense as added allowances are made by the engineer in designing supports for a bridge' (Merton, 1952(Merton, [1940: 365). However, I explain the emergence and persistence of the observed cultural elements, not through an impersonal process, but by focusing on the different positions, interests, and actions of the agents that inhabit the institution.…”
Section: Symbolic Power In a Militarized Police Apparatus: From Organizational Culture To Bureaucratic Symbolic Violencesupporting
confidence: 60%
“…I agree with the functionalist approaches to culture within a militarized bureaucratic apparatus (Abrahamson, 1972;Davis, 1948;Freeman, 1948;Merton, 1952Merton, [1940; Rose, 1946) that the ethos, worldview, and rituals usually observed to exist side by side with official regulations reinforce bureaucratic hierarchies 'in much the same sense as added allowances are made by the engineer in designing supports for a bridge' (Merton, 1952(Merton, [1940: 365). However, I explain the emergence and persistence of the observed cultural elements, not through an impersonal process, but by focusing on the different positions, interests, and actions of the agents that inhabit the institution.…”
Section: Symbolic Power In a Militarized Police Apparatus: From Organizational Culture To Bureaucratic Symbolic Violencesupporting
confidence: 60%
“…The suggestion is reminiscent of Chester Barnard's statement that a necessary complement to the consistency provided by formal organization is the vitality which informal organization generates (Barnard, 1938). Case studies such as those of Reissman (1949), Davis (1948), and Gouldner (1954) have focused on qualitative descriptions of bureaucracy in one or a very few organizations. None of these studies attempts to relate quantitative measures of bureaucratization to selected attributes of formal organizations.…”
mentioning
confidence: 99%