While most other social scientific students of bureaucracy have recognized the historical importance of bureaucratic organizational techniques in creating the powerful, centralized nation-states (and other very large organizations such as modern business corporations and labor unions) that predominate in the industrialized world of the 20th century, it is fair to say that they have generally been considerably less one-sidedly approving of bureaucracy than Weber was. Despite their many advantages for dealing efficiently and effectively with routine, recurring problems in a fairly stable and predictable environment, bureaucratic methods also have their dark side. Hired and promoted largely on the basis of educational credentials and seniority within the organization and protected by civil service personnel practices designed to provide a high degree of job security, bureaucratic officials tend to be very well insulated from responsibility for the external consequences of their decisions and actions as long as they stay formally within prescribed procedures. Such sociologists as Robert K. Merton and Michel Crozier have shown that pressures on officials to conform to fixed rules and detailed procedures, when added to the narrow responsibilities of highly specialized agencies for pursuing only a select few of the many objectives that government has set, quite regularly leads bureaucrats to become defensive, rigid, and completely unresponsive to the urgent individual needs and concerns of the private citizens and outside organizations with which they come into professional contact. ("That's not my department. I cannot help you.") Because the salaries and promotion prospects of officials working in large bureaucracies seldom depend upon measurable success or efficiency by the organization in achieving its larger goals (which are often especially difficult to measure in government agencies and other non-profit oriented organizations that lack a clear "bottom line") and because any departure from established routines always requires permission from remote higher levels of the hierarchy, large bureaucratic organizations tend to be very slow and cumbersome in making important policy decisions (the "buck-passing" phenomenon) and are especially dull-witted in recognizing and responding to the consequences of major changes in economic, social and technological conditions and circumstances outside the organization itself. In other words, individual officials working under bureaucratic incentive systems frequently find it to be in their own best interests to adhere rigidly to internal rules and formalities in a ritualistic fashion, behaving as if "proper procedure" were more important than the larger goals for serving their clients or the general public that they are supposedly designed to accomplish (the "red tape" phenomenon).
[See also: agency problem , state , incentive , bureaucratic politics ]