1. IntroductionThis report focuses on Max Weber's (1978) investigation of bureaucracy. Max Weber, one of the greatest exponents of managerial thought, was born in 1864 in Prussia (Weber, 1978). He is most famous for his sociological and economic studies, in which the researcher seeks to understand the Western world and the unique ways of its development (Weber, 2009). Weber's studies and works have produced a significant impact on sociology and economics. It was Max Weber who studied the flow of information within an organization and formulated the fundamental principles of bureaucracy (Houghton, 2010). Max Weber lived and worked in the era of German expansionism, which significantly influenced his studies (Greenwood and Lawrence, 2005).2. Managing Bureaucracy According to Greenwood and Lawrence (2005), Weber believes that all organizations should be managed impersonally based on a specific set of rules. Weber (1978) believed that authority should be based on a person's work and not on their personality. The main idea of ​​bureaucracy theory lies in the fact that authority should be transferred from one individual to another when one leaves their job and another takes it (Houghton, 2010; Law, 2011). Therefore, bureaucracy can be defined as “management by the office or position rather than by a person or estate” (Styhre and Lind, 2010, p. 109). Weber believed that bureaucracy was the most effective and efficient form of any organization since “the decisive reason for the progress of bureaucratic organization has always been its purely technical superiority over any other form of organization” (Weber, 2009, p. 75). This superiority is achieved through a well-defined line of authority and clear and rigorous rules (Styhre and Lind, 2010). Weber (1978) believed that administrative functions represent a knowledge-based control system. The researcher identified several common characteristics of a bureaucratic organization. For example, the authority and responsibilities of each worker must be clearly defined; officials should work on a fixed salary and should not be elected, but rather appointed (Weber, 2009). Furthermore, officers and directors should be subject to strict rules and policies; relationships between managers and their subordinates must be impersonal (Weber, 2009). Finally, Weber argued that any bureaucratic organization should retain all files and documents regarding its activity (Weber, 1978).3. Weber's Bureaucracy and Quinn's Competitive Values ​​The competitive values ​​framework affirms the usefulness of several approaches to management, including internal maintenance, external positioning, flexibility and control (Boddy, 2009).