Division of Labor
| Author | Donna Mcalister-Kizzier |
| Pages | 207-210 |
Page 207
In the early 1900s, Max Weber (1864–1920), one of the pioneers of modern sociology, designed a perfectly rational organizational form, called a bureaucracy. Among the characteristics of this ideal organization were specialization, division of labor, and a hierarchical organizational design.
Division of labor is a form of specialization in which the production of a product or service is divided into several separate tasks, each performed by one person. According to Weber's design, inherent within the specialization and division of labor is knowledge of the precise limit of each worker's "sphere of competence," and the authority to perform individual tasks without overlapping the tasks of others.
Adam Smith (1723–1790), an early economist, suggested that productivity would rise significantly when the division of labor principle was used. Output per worker would be raised while costs per unit produced would be reduced. Division of labor was applied, for example, in manufacturing plants that incorporated mass production techniques. In organizations that used mass production, each worker specialized in completing one specialized task, and the combined work of several specialized workers produced the final product. For example, in manufacturing an automobile, one worker would assemble the dashboard, another would assemble the wheels, and yet another would paint the exterior.
Since the time of Adam Smith, division of labor has been perceived as a central feature of economic progress. Two aspects of labor exist. First is the division of labor within firms, which concerns the range of tasks performed
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Max Weber (1864–1920). German sociologist Max Weber defined the beaucratic model in the early 1900s.
by workers within a particular firm. Second is the division of labor between firms, which concerns the range of products or services the firm produces.
Fred Luthans (2005) describes the bureaucratic model proposed by Max Weber as an "historical starting point" for organizational analysis. Citing "complex, highly conflicting relationships, advanced information technology, and empowered employees," Luthans (p. 519) discusses the functional and dysfunctional consequences of specialization uncovered in several research studies. For example, although specialization has enhanced productivity and efficiency, it has also led to conflict between specialized units, hindering achievement of the overall goals of the organization. Further, specialization can impede communication among units, as highly specialized units tend to "withdraw into themselves and not fully communicate with other units above, below, or horizontal to it" (p. 519). In addition, highly specialized jobs can lead to employee boredom and burnout.
Given these concerns, a significant change is under way in management of work in organizations. According to Richard Walton (1991), the work...
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