In Conclusion: Bureaucracy And Debureaucracy The attempt to debureaucratise is occurring to some extent, by the initiative of the bureaucratic organisations themselves. It has been found that in some circumstances, a less bureaucratic structure is efficient, though Weber had made an implicit assumption that there will be a more or less one to one correspondence between official sphere of competence and one’s actual functional competence. This is why Weber believed bureaucracies would always be inherently efficient.
Bureaucratic inefficiencies nevertheless have obviously come about, as was evident in the old Soviet Bureaucracy. As the people at the top of organisations are by no means necessarily at the peak of power in organisations, Weber made a distinction between official and professional of functional power and authority, which is recognised om professional associations. Therefore, we have to acknowledge that a bureaucratic organisation is not the only way of rationalising institutions in the modern context. Probably more significantly, in considering the disparity between Weber’s classical theory of bureaucracy and practice, is his over reliance on the methodology of the ideal type, which as we have shown, has definite shortcomings, and deserves much of the critique detailed to it.