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Similarities between
Organizational Rationalists
and Behaviourists
Nadeem
Yousaf
This article identifies similarities between rational theories of
organization and theories of Behaviourism from Psychology. This
integration of theories from the two disciplines perhaps helps us in
broadening our understanding about functioning of organizations. Some of
the similarities are given below:
-
The research shows that both thoughts have developed almost in the same
era when Positivism was dominating social sciences. Auguste Comte,
founder of the movement of Positivism, emphasized on positive
knowledge, which means facts or truths which are not debateable (Schulz
1981). The fundamental principal of positivism is that scientific laws
are statements that hold for all times and all places (Bailey 1987).
-
In Psychology, behaviourists view human behaviour as machine (Schulz
1981). Similarly, rational organizational theorists also view
organizations as machines which work properly if all parts are working
adequately.
Taylor visualized the role of people within the
organization in precisely the same manner as he visualized the component
of a machine, therefore efficient organizations came to be described as
smoothly running machines.
-
The behavioural psychologists see human beings' overt behaviour as a
result of the conscious mind and try to understand human personalities
within this framework. The classical rational
theorists also consider the structure (very close to the concept of
overt behaviour) of the organization as the sole element which shapes
and provides the means to understand the organizational personality
-
Both schools of thought stress the importance of DELIBERATE PLANNING.
Both views have a rational concept of development in their respective
fields. The behaviourists assert that we can develop human beings'
personalities as we desire if our feedback system is proper. They see
reinforcement as an instrument in the development of human structure.
Similarly, the rationalists also believe that we can devise such a
structure of the organization which leads surely to success. Thus,
planning is considered as means to condition
the structure.
-
There is a consensus among behavioural theorists that our responses are
conditioned through reinforcement. In other words, we can say that our
personality structure is constructed on the reward/punishment system.
For example they see mal-adjustment of human beings as the result of
mal-reinforcement. Likewise,
there is a consensus among rational theorists that structure plays an
important role in the growth of the organization. Scott(1987)
argues
that rational theorists believe in rationality of structure which leads
to predetermined goals with maximum efficiency.
-
The rationalists see structure as an instrument which works as a
reinforcer for the organization which conditions the working of the
organization if it is followed by the planning. This belief we can
easily see in Taylorism. Taylor believes that procedures can be outlined
in such a way that produces maximum output with the minimum input of
energies and resources (Scott 1987). This thought is very similar to a
famous behaviourist Watson's statement: "given a free hand in
controlling the environment, he could train an infant to become any
type of specialist he might select--------doctor, lawyer, beggar-man, or
thief. If behaviourists rely on overt behaviour of organization, we can
say that rational theorists rely on the overt structure of
organization".
-
The organizations try to have standardization in the organization. This
standardization is attained through rules & regulations. There is also
consensus among behavioural psychologists on
Pavlov's thought that by providing the right kind of reinforcement
we can condition a GENERALIZED RESPONSE and by changing the pattern of
reinforcement we can extinguish an established response. The classical
rational theorists also believe that we can have STANDARDIZATION if an
organization is applying the rational characteristics of organizing.
-
If we see the concept of standardization similar to generalization; the
development of both means `the same response' to similar but different
stimuli. The organization desires to have standardization so that it
can elicit specific response according to the reinforced rules and
regulations. Thus, it is preferred to have single-loop learning which
means to see things in a particular way.
-
The rational theorists believe that we can introduce change in the
organization, or eliminate the specific response, by bringing change to
the structure. This is similar to the behavioural concept of EXTINCTION.
The argument is also supported by
other
researchers
when
they
contend
that the rationalists see organizational structure as an instrument
which can be modified when necessary to improve the performance.
-
We also find meeting point between Weber and
Hull: Weber says that each element operates not in isolation but as a
part of a system of elements which provides more effective
and
efficient administration. If we analyze the statement "each element
operates not in isolation", then, it is quite close to Hullian’s theory
of HABIT which means that we do not act in isolation rather we are
composition of habits which are conditioned through
S-R bond. So the concept of habits and the
concept of permanent patterns of behaviour (e.g. S.O.Ps) have a close
relationship.
-
The behaviourists say that it is the environment which determines the
type of growth of individuals. In the same way, the rational theorists
assert that it is the structure which leads to the development or
decline of the organization. It is the power structure which creates the
internal environment for the organization. Behavioural psychologists
emphasize the importance of the ENVIRONMENT for the growth of human
beings. In fact, the word environment includes a large number of
elements. It is not possible to pin point all the important elements in
the environment which affect the individual personality, but there is
an
agreement among psychologists that parents provide the primary and very
important environment to the child which has lasting effects on
personality formation. In the same way, the structure of the
organization offers many internal and external environmental elements
where strategic apex plays a vital role for the organization, like
parents to a child. So, if parents are the primary environment for the
child then we can also say that leaders create the primary environment
for the organization.
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The behaviourists believe that a human being's overt behaviour is the
result of conscious mind, therefore, they do not adhere to the concept
of unconscious mind. According to them, we can assess human personality
by the OVERT BEHAVIOR of human beings. The rational theorists also
believe in the OVERT STRUCTURE of the organization in order to assess
its working style. For example, supremacy of rules (here, it includes
all other characteristics like hierarchy, division of labour,
specialization etc.) and remuneration are the most important elements
of organizational structure. If we study these two elements then we can
say that rules are stimuli and monetary benefits are reinforcers for the
participants which means, "follow the rules in order to get monetary
benefits". Organizational structure tries to condition the response of
participants by allocating monetary benefits if they elicit the right
response according to the rules.
-
Pervin says that we can sum up behaviourists point of view with three
broad assumptions: (1) behaviour is learned by the building up of
associations; (2) people basically seek to obtain pleasure
and
avoid pain; (3) and, behaviour is basically environmentally determined. These three broad assumptions have close relationship what the rational
theorists teach us: (1) organizational behaviour is learned through
structural networks i.e., rules, regulations, S.O.Ps etc.; (2) the
paradigm behind the establishment of the organization is result
orientation (get success, avoid failure); (3) and, behavior of the
organization is basically determined by internal environment, which mean
organizational structure.
Combining the thoughts, it can be said that organizational
conscious mind consists of the following components:
-
Visible Power Structure
-
Visible modes of Planning
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Visible Communication Patterns
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Visible Reinforcement to Participants
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