Since Weber argues that bureaucracy grows because of society's needs of provision of education, health, social services, collecting taxes, and others, and therefore work has to be divided and specialized to achieve the things desired by the society. In this vein, Stillman (2000) quotes Weber stating that "[t]he proper soil for bureaucratization of administration has always been the development of administrative tasks" (Stillman, 2000, 52). Key features of the ideal type of bureaucracy that Weber presents are division of labor, hierarchal order, written documents, well-trained staff and experts, full working capacity of the officials, and application of impersonal rules (Hummel, 1998, 307). However, these ingredients of bureaucracy may not, always, help organizations to reach its ideal work or the most efficient performance. Michel Crozier (1964) argues that some of the bureaucratic characteristics including the impersonal rules, hierarchy, and centralization of decision-making might lead to the inability of the organization to correct or change its behavior by learning from its previous mistakes while serving the society. .
In fact, work within bureaucracy has to be divided rationally into units that can be undertaken by individuals or groups of individuals in a diligent manner. The hierarchical order is necessary for separating superiors from subordinates whereas impersonal rules are meant to ensure that bureaucrats are confined to prescribed patterns of conduct or performance imposed by legal rules. The rules are meant to facilitate a systematic control of subordinates by their superiors, "thus limiting the opportunities for arbitrariness and personal favoritism" (Stillman, 2000, 52). The operations of the bureaucracy "exclude irrational feelings and sentiments in favor of the detached, professional expert" (Fry, 1998, 33). Therefore, one may deduce from the foregoing that Weber believes that organizational goals can be attained if there is a science of administration which separates facts from values.
