01186pab a2200145 454500008003600000100002100036245004600057520072000103650001900823650001600842773004800858909000900906999001500915952011000930180718b   xxu||||| |||| 00| 0 eng d  aLamound, David A  aThe irrational use of Weber's ideal types  aMax Weber's model of bureaucracy has been widely criicised as incapable of adequately capturing empirical reality, internally inconsistent, and inappropriately juxtaposed with the concepts of efficiency and with the concepts of efficiency and reationality. This article first argues that much of this criticism can be disregarded as irrelevant, insofar as it has been largely based on misinterpretation of Weber's conceptions, and then explores a variety of reasons for this misinterpretation. It is argued that the fundamental problem is the consideration of Weber's model in the context of a microanalysis of organisation, since it was not constructed by Weber for use in this way. Weber was an historical sociolo  a Civil Service  aBureaucracy  aAustralian Journal of Public Administration  a1925  c1925d1925  00104070aIIPAbIIPAd2018-07-19hIssue no: 49(4), Dec.90, p.464-73pAR1925r2018-07-19w2018-07-19yAR