by George Opacic
Eve and Sam were sitting in a cafeteria at the local mall. Eve gazed around at the colourful displays of food outlets taking up the perimeter of an area that was a quarter hectare of tables and chairs. Throughout the middle of the area, couples sat interspersed, lost among the maze of yellow plastic tables, sitting on hard blue plastic seats that were cleverly designed to be more-or-less comfortable for a maximum of fifteen minutes.
Smells were not overwhelming. There were the usual whiffs of salty sweet semi-edible food items.
Elevated levels of sound originating from high speakers issued whining muzak, reverberating off concrete and terrazzo and steel.
Eve shook her head. “The perfect vision of civilization.”
“Huh?” Sam was used to her firm views on everything. He politely mumbled, “What do you mean, dear?” Then went back to munching on his donut.
Encouraged, Eve carried on. “Well, here we are in a building that could easily hold three or four hundred people and there’s, what, twenty couples and a few singles sitting at all these seats. Why did they make this place so friggen big?”
The spicy language woke Sam up. “You know, you’re absolutely right. They should just crunch it all back to the coffee shop it used to be. I remember going to that old place with you when…”
Distracted, she gazed at Sam’s wrinkled face and smiled sweetly. “You still remember that?”
He nodded strongly. “Clearly. Anything after that, however, has become a grey blur.”
Eve tried to slap his arm but he was too quick. Grinning, he leaned over to kiss her cheek. “I do remember some of the good parts.”
“No, seriously, Sam. This place has grown way too big and there’s no reason for it!”
Sam leaned back, not really wanting to engage in a complex topic; but, “Blame it on bloat.”
“Bloat? What are you…”
“Bureaucratic bloat. It’s inevitable. It’s like a ratchet. Turn it a little and it won’t come back down. Each click takes it further along, inevitably more and more.”
Eve shrugged. “What are you blathering on about now?” She knew he’d get to some complicated point.
“Ok. My proposal is that when humans get together into an organization, they can do great things. But then, bureaucratic bloat takes them to extremes. Ratcheting up whatever they were doing, higher with every success. Until it finally grows so large it either collapses or begins to eat itself. It’s like…”
Eve pretended to snore.
“Well, you brought this up. So let me finish my thought.”
Eve nodded. “Sorry, dear. Carry on.”
“Ok. So, we want to build something impressive… like a pyramid…”
Eve pretends to be surprised. “Are we in need of a pyramid? We’ve hardly got room in our backyard for a pool.”
Sam rolled his eyes. “Listen. If we were going to build anything as complicated as a pyramid, we have to put a team together. And then get all them sorted and resources organized and all that stuff. Right?”
“For the sake of argument I’ll just say yes.”
“Right. And then we build it. Then along comes someone else who wants to build another pyramid. Ok? So what’s he going to do? He’s not going to just build one the same size. He’s going to build it bigger!”
Eve smiled prettily. “Of course, dear. Anyone would do that.”
…………………………..

Is Bloat a Bureaucracy Problem?
The question of why bureaucracies get bigger over time has been looked into, but bureaucratic bloat still keeps happening and it is taking more resources to pay for itself
What’s the problem?
Financial and other resources that are being expended on organizations’ administrative staff could be better directed to original corporate objectives
As an example, before the 1980s, colleges and universities in North America used to direct their financial resources toward academics, which sounds reasonable

75 to 85% of their income went to the learning side of organizations’ budgets
Now, that has fully reversed: administrative expenses take 80 to 90%, with academic requirements getting the residue
This is a general tendency seen across many types of bureaucracies, private and public
However, the answer is not to say, “Get rid of bureaucracies!”
Bureaucratic Bloat
Bureaucracies are good
Bureaucracies are bad
They are good when they enable a larger group of people to address the need to plan and organize for moderately to highly complex tasks
They are bad when the process of organizing and doing the tasks becomes subservient to the needs of the planners
Inventing processes that helps those planning tasks to the detriment of those doing them – such as filling out forms and following procedures that do nothing to help along the completion of tasks, but rather collect unimportant data which only the planners feel is needed, this produces useless work
Then, when more staff are hired to accomplish the useless data collection, that becomes bloat
Bureaucracies

The concept of bureaucracies has been around for a very long time – that’s how the pyramids, ziggurats and Toltec temples were built
It allows:
- Effective organization of labour
- Clarity of roles
- Structure and stability
- Efficient use of resources
- Employing people such that each person’s skills and capabilities are appropriately applied toward the organization’s objectives
But, yes, things can go off-kilter
Nevertheless, that is no reason to entirely throw out the concept – it can be corrected
Why Does the Budget Bloat?
For any administration, there is a strong impetus to get bigger
Particularly if the administration is successful
The main reason is a simple progression:

If goals are successfully achieved, managers are rewarded with further responsibilities
In order to approach new goals, more resources are requested
With each success, the process repeats:
Success increases responsibility which requires further resources
With administrative success, the budget automatically bloats
Other Reasons
It may be:
- Honestly feeling that one’s control needs to be extended
- Micromanagement attitude, extending to a need to control
- Inflation of the budget resulting from success/mergers/etc.
- Aggrandizement of an organization’s authority figures
Honestly

If a manager does well in achieving assigned goals, that can legitimately become a feeling that others are not able to accomplish, or even fully understand, the goals, the organizational need for them, or the process needed to fulfill the goals
This feeling becomes hardened with ongoing “successes”
On hardening, it becomes a goal in itself:
“Since others are not competent enough, I am the only one who should be in charge of this process”
Micromanagement
The inability to allow others to make their own decisions regarding how procedures should be done

This is a trait which is very difficult to overcome by micromanagers themselves:
- “If this is to be done right, I have to be sure they do it just as I tell them to”
The result is that staff will soon take zero initiative, simply waiting for the boss to tell them what to do
Inflation of the Budget
Without strict oversight by a board of directors or enlightened CEO, budgets tend to increase in areas where the process goals have been successfully achieved

This is primarily seen in goals that are central to the organization such as those with metrics that are easy-to-collect or to-understand
For instance, profit, or in the number of products or services provided
Where budget inflation occurs, it can often be traced back to inappropriate organizational objectives:
- Focus on the number of products/services or organizational profit, rather than long-term organization viability, customer satisfaction or to the client base or community
Aggrandizement of Authority
Diligent supervision is good; micromanagement is not good

A manager who has an inflated sense of self-worth will automatically try to grab more areas of responsibility to bring them under their own control
This is the super-extension of micromanagement – a need to CONTROL
It may go beyond control of procedures, to be a desire for control of as many processes and people as possible
Burnout or psychosis is too often the final outcome for such a manager
And bankruptcy can be the company outcome
Strategic Objectives
Strategy
In business, strategy can be defined as being about “shaping the future” and is the human attempt to get to “desirable ends with available means“: Max McKeown (2011)
Strategic objectives define the path to be taken in general, and explain why that path ought to be taken
Critical Thinking
The process of analyzing available facts, evidence, observations, and arguments to make sound conclusions or informed choices: Wikipedia
Metrics
As an assistance to strategic thinking, metrics are the numbers that management calculates from on-going processes, which are then used in their analysis to make objective decisions
Objective decisions
Making operational or strategic decisions based on facts, first, rather than on opinions or past practice
Strategic objectives
Describe the outcomes to be achieved by the end of the planning horizon and set the benchmarks for success
Measuring With Metrics
If a company determines that its strategy is to “make a profit of 30%”, as an objective, they do not give themselves a path to do that, nor a way of knowing why they are doing that

“Money” is not a strategy; it is only a supporting metric that may show the pace of approaching a goal
Metrics measure actions rather than explain them – they only show the pace at which the organization is moving, not the direction or purpose
It is corporate Strategy that defines a path toward an objective, answering why, and therefore giving a long term trajectory or purpose to the actions
Curves and Control
Institutions of higher learning have been changing
The changes have been incremental, just like a virus that infects one person, who then coughs the infection to 1.2 people, and the increases multiply…

And there’s the comparison to a “contained situation”, where the curve rises only moderately, if at all
The situation where we see a logarithmic rise is good if it is our income, but bad if it is a viral infection
You know that movie
In Colleges or universities, control of the academic side has been usurped by administrators who “specialize” in areas like curriculum development and no longer trust the educators – who are expert teachers – to do such development
Control has been flipped from academic professionals to administrative technocrats
How Bloat Happens
Incrementally:
- A program coordinator becomes too busy with administration, so an assistant is needed
- The assistant needs more resources
- With more administratively effective outcomes, more tasks and duties are assigned
- Busy departments are cloned…
Subversively:
- An administrator, to increase their power/authority/income, continually pushes the envelope of the Budget by hiring more staff and accumulating more resources
Criticism of the Bloat Concept
An insulting analysis of the past twenty years of data was posted 18 February 2020, on the website called Higher Education Strategy Associates, http://higheredstrategy.com/administrative-bloat-2020-edition/:
…the typical story we hear about administrative bloat concerns the huge numbers of administrative and support staff (henceforth, “A&S Staff”) hired, in contrast to the ranks of the professoriate, which are constantly decimated by predatory managers and… (yadda yadda…)
Aside from dismissing the concerns so rudely, the author, Usher, uses the cute trick of presenting data from exactly after the change started to become so pronounced
Academic Bloat

Surprisingly, Usher attempts to hide the numbers in plain sight
And yet, there they are – the data for “Instruction” and “Academic” are just above “Library” (these 3 being the learning side of a university), while the administrative cost categories sit increasingly higher above
So What
By shuffling limited fiscal resources from the organizational Budget’s academic side, to the administration side:
Direction of the institution’s academic offerings shifts to:
Courses that are determined to be supportive of the Budget’s objectives rather than academic objectives
Academic advice and direction of the institution becomes progressively subservient to technocratic control
Academic input to administration is progressively determined to be without value; then it is,
Classed in negative terms such as “conflict of interest” and “counter to the long-term interests of the students”
All of which marginalizes those whose work has been the very reason for the institution to exist
Thus creating a Certificate Factory mentality,
Which opens the door to commercial funding, putting the institution into the fiscal pockets of special interests
Knuckling Under
Why would an academic succumb to the incremental eating away of an institution’s academic principles?
Those with tenure may be:
- Short sighted as to the implications of handing over administrative functions
- Not capable of administrative functions nor sufficiently trained in the tasks or the implications for not doing them
- Mislead by promises of simple technocratic assistance
Those without tenure may be:
- Fiscally in need of the position, so not willing to be seen as disruptive
- Not trained in academic duties, so are easy to manipulate
- Believing that cooperation will lead to advancement
Other Industries

Of course there is a wide variation among the various industries with respect to the way that bureaucratic bloat may happen
It depends on factors such as:
- Professionalism of the organization’s leadership
- How focused the leadership is on objectives
- Initial business acumen of the founder(s)
- Regulatory environment
- Pressure by shareholders for continuing dividend increases
An Airline As a Corporation
Advancement in any field is so often a combination of diligent technical and scientific detective work combined with cross-functional seeding of ideas, along with outright luck
The airline industry has been evolving and, regrettably, that evolution has been driven by more than simply technological improvement
With every incident or tragic crash, new procedures were instituted (see, for instance, the ongoing story in Aviation Herald – https://avherald.com/)
This has worked for the betterment of commercial piloting, which is now a two-person job: one pilot doing the flying with the other doing communications and switch flipping, etc.
In practice, there is no major domo “boss” – they alternate periods of hands-on-stick control and each can propose actions that may be needed in cases of an unusual situation (but certainly, there is a Captain)
If that has been found to be the best course of action for airliners, why not for corporations?
Can Bloat Be Corrected?
Yes

Unfortunately, the further along that bureaucratic bloat has occurred in an institution, the harder it is to undo the damage
It calcifies processes
Breaking free takes supreme, diligent effort and an enlightened staff
The breaking-free process must be done by the CEO’s direct approval and by HR’s active engagement
Without creating even more bureaucratic bloat.





