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meetings. Because too many administrative levels, each level of managers can only listen to the report to understand thesituation. In this case, the information transmission process may involve subjective factors, resulting in the implementation ofthe policy in the process of gradually deviating from the original intention of the source policy. On the other hand, moreorganization levels also needs more personnel to supervise and management so local government organizations are verybloated. This not only affects the administrative efficiency, but also improve the administrative costs.Secondly, subordinates' obedience to superiors overemphasized by bureaucracy has given rise to inappropriate decisions(Garofalo & Geuras, 1999). As a result of centralised power of local government leader, bureaucratic management is affectedby individuals which is supposed to be rational. Many organizations operate by relying on leaders' personal will andpreferences to implement policies, rather than organizational norms. For instance, due to the prosperity of estate market, thegovernment head of Zhou Shan city proposed the development of real estate ignoring the local geological structure, resultingin the collapse of the house eventually (Gong, 2006). Obviously, because the civil servants in local land managementdepartment have chosen to obey the instructions of the leader, this inappropriate decision causes a huge property damage tothe local estate business. Thirdly, bureaucracy may leads to shirking responsibilities between departments. As the bureaucracy divides responsibility toeach department, no one is responsible for the whole service process. Each department only focuses on the part of service.For other businesses, they do not care whether the services provided meet the needs of the public. Take getting a drivinglicense for example, it needs to be audited by the municipal departments, health departments and vehicle management (Yao& Wu, 2012). For ordinary customers, this procedure is too inconvenience and ineffective, especially when a departmentdoes not recognize the certification of other departments. This drawback of bureaucratic management can damage theeffective image expected by local government and even limit the development of local economic activities.In addition to negative effects on public, bureaucracy has influenced the mental health of local governmental agents (Bogg &Cooper, 1995). While impersonal tendency of bureaucracy is beneficial to regulate organizational processes and enhanceindividual efficiency, it ignores the civil servants’ personal feeling. To be specific, the majority of local governmental agents
5are doing repetitive work like assembly line such as auditing materials and writing reports. A Chinese official mental healthreport (internet) shows that nearly 30% of Chinese civil servants have psychological problems which are accounted for 10%of the total number of patients. Although these orderly repetitive tasks reduce the possibility of work errors, the staff'senthusiasm and creativity have been curbed. The more serious point is that they are likely to pass on negative emotions to the