Structural-Functional Theory

5.1 Talcott Parsons — AGIL Framework

Talcott Parsons (1902–1979), America's leading sociologist, applied structural-functional analysis to organisations. Every social system (including organisations) must perform four functions to survive — the AGIL framework:

Letter	Function	Explanation
A	Adaptation	System must adapt to its environment; obtain resources
G	Goal Attainment	System must define and pursue its goals
I	Integration	System must manage the relationships among its parts
L	Latency (Pattern Maintenance)	System must maintain motivational patterns and cultural values

Application to government organisations:

• A: Revenue departments adapt to changing tax laws; collect financial resources
• G: Planning departments set Five-Year Plans, SDG targets
• I: Coordination ministries (Cabinet Secretariat) integrate different departments
• L: Civil service training institutes (LBSNAA) maintain the culture and values of public service

5.2 Robert K. Merton — Dysfunctions of Bureaucracy

Robert K. Merton (1910–2003) identified how bureaucratic structures, while designed for efficiency, can develop pathological features — dysfunctions.

Key dysfunctions (Merton, 1940):

Dysfunction	Mechanism	Effect
Goal displacement	Rules become ends in themselves; means → ends	Original goals forgotten; rule obsession
Trained incapacity	Skills learned become inability to adapt	Bureaucrats cannot handle novel situations
Bureaucratic virtuosity	Over-compliance with rules	Inability to exercise judgment
Formalism	Focus on procedures over outcomes	Delay, red tape, poor service
Over-conformity	Excessive caution and risk aversion	Innovation killed; status quo maintained

Merton's concept of "bureaucratic personality": Over time, bureaucrats develop a personality type that values rules, hierarchy, and precedent above all else — making them resistant to change.

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