Not all organizations and companies seek the same level of commitment and involvement of their staff in their effort to achieve organizational objectives, nor do they use the same resources as stimuli towards the commitment of their organizational members.
Amitai Etzioni ("A comparative analysis of complex organizations. New York: Free Press - 1961) developed a conceptual framework aimed at investigating what the similarities were in terms of commitment and involvement in some organizations and how they differed in other organizations.
For example, it is known that companies and organizations from the "Far East" - Orientals tend to want to develop mechanisms where there is a maximum overlap between individual objectives and the objectives of the company.
On the other hand, in the corporate world, especially globally within the West, a total overlap between the objectives of the organizational participants and the interests and objectives of their companies is not necessarily sought.
With “some” level of overlap, it seems to be enough for Western companies.
The work of Amitai Etzioni had a very wide organizational coverage since it included private companies, government, religious institutions, unions, among others. One of the most significant questions Etzioni asks has to do with "what efficient organizations do."
For Etzioni it does not seem "reasonable" that all the people are going to comply within the companies, institutions and organizations, with the instructions that are emanated from their superiors. Furthermore, there is a certain culture of retribution where people in different organizational arrangements seem to respond to different variables. Amitai Etzioni suggests that one can forcibly enforce compliance with staff, and it appears that some organizations do so in different ways from what is known as a 'structure'.
The principle of division of labor and the development of rules and procedures falls within this structural approach.
Another way to achieve compliance and commitment from organizational participants can be achieved as a result of taking into account motivational aspects.
For the development of its conceptual framework Amitai Etzioni takes into account two main variables, being "power" one of them, there are three typical manifestations of power that are linked to the organizational form, which is characterized by using different means in search with getting "compliance" from people in organizations.
The first type of power is the coercive that, as its name implies, is exercised through mechanisms based on physical force. According to Amitai Etzioni, in some cases, this type of power can even include a promise of death or directly physical punishment for non-compliance. The way these punishments are administered is varied in their degree, as well as in their nature and application. In this category Etzioni includes prison institutions, concentration camps, revolutionary forces that kidnap people, and custodial-type mental hospitals.
These different organizations (prisons, concentration camps, etc.) are characterized by the fact that the process by which people enter is not subject to "the freedom of the participant himself". People do not choose to join these organizations but are forced to participate in them. And the consequences are obviously dysfunctional because the behavior that can be expected from them is of an alienating type. Eric Gaynor Butterfield (World Congress of the OD Institute, Colima Mexico - 1997) suggests that Etzioni's conception be taken into account by the organizational leaders of educational institutions; People who enter them often “perceive that they have been induced to enter” many times against themselves.Senior executives and company executives can also benefit from this Etzioni concept, as they frequently develop "loyalty programs" aimed at having captive Clients. These programs oblige the Client to receive and pay for a service that many times they are not even interested in having, as is the case of some services offered by Banks (collection of checkbook, account maintenance expenses). If they took Etzioni's ideas into account and put them into daily practice, the directors of educational organizations and companies would realize that many “reactions of their Clients” are generated by incorrect stimuli that they initiate themselves.These programs oblige the Client to receive and pay for a service that many times they are not even interested in having, as is the case of some services offered by Banks (collection of checkbook, account maintenance expenses). If they took Etzioni's ideas into account and put them into daily practice, the directors of educational organizations and companies would realize that many “reactions of their Clients” are generated by incorrect stimuli that they initiate themselves.These programs oblige the Client to receive and pay for a service that many times they are not even interested in having, as is the case of some services offered by Banks (collection of checkbook, account maintenance expenses). If they took Etzioni's ideas into account and put them into daily practice, the directors of educational organizations and companies would realize that many “reactions of their Clients” are generated by incorrect stimuli that they initiate themselves.If they took Etzioni's ideas into account and put them into daily practice, the directors of educational organizations and companies would realize that many “reactions of their Clients” are generated by incorrect stimuli that they initiate themselves.If they took Etzioni's ideas into account and put them into daily practice, the directors of educational organizations and companies would realize that many “reactions of their Clients” are generated by incorrect stimuli that they initiate themselves.
Another type of power is the normative that is manifested through the handling of symbols. Recognition, respect, values, knowledge, conceptions, affects are examples of symbols and they are strongly present in organizations. Etzioni mentions other authors who have privileged this type of power, emphasizing, for example, the power of persuasion.
We find the use of regulatory power in many organizations such as universities, unions, NGOs, universities, political and religious organizations, unions, among others. The process of entering the participants is exactly at the opposite pole of the type of coercive power that we have seen previously. Here is a very thorough and detailed selection process that usually takes a long time.
The third type of power is that of remuneration, which is also called utilitarian. This type of power is linked to the management of different resources, such as fees, salaries, wages, and other financial incentives. This type of power is commonly found within the corporate world and private companies.
This author alerts us that the different organizations in their various manifestations do not use a single type of power. There is a prevailing type of power but there is also the presence of the other powers.
The interested reader can turn to Victor Thompson ("Modern Organizations") who also has a particular view of this situation, especially when he refers to the conflict that results from the orientation that the organization has towards privileging "administration" versus "quality professional".
Perhaps who has not been exposed in a University to the diversity of perspective of the administrator versus that of the professors and researchers? And, in relation to the hospitals, who has not had difficulties in understanding why the Hospital Directors have a vision that does not always coincide with that of their own doctors who have direct contact with the Client? Therefore we can conclude that in the different companies and organizations we find mainly one type of power in particular, but that it is sometimes accompanied by another type of power - which we call secondary - in the quest to achieve a greater degree of commitment and involvement.
As mentioned above there is a second important variable. This second component - which differs from the first which is power - is called by Etzioni as involvement.
And here are also three main types of involvement.
1. In the first place we have the type of Involvement that is alienating where there is an opposition between the interests, preferences, and vocations of the individual vis a vis the organization.
It is quite natural that both the behavior of inmates in prisons and that of prisoners of war adopt this type of profile.
2. There is also a second type of Involvement to which Etzioni gives the name of morality characterized by the fact that the organizational members come to manifest a certain degree of identification with the organization.
The organizational members under this particular situation show a high degree of commitment to the objectives of the organization, as is the case with priests, rabbis and pastors. Something similar happens with those who have embraced political parties, unions, public good entities, voluntary fire organizations, and charitable organizations.
3. Finally, the third type of Involvement that Etzioni conceives is that which he has given the name of remunerative. Here the organizational participant adopts a type of commitment that is characterized by being speculative or calculating.
"Medium" levels of commitment are reached under this figure, which is distinguished from alienating (low commitment) or moral (high commitment) situations.
Private companies and multinational corporations are focused on getting commitments from their members as a result of calculating involvement.
Amitai Etzioni's work is completed by suggesting that “efficient and effective” organizations are those where an appropriate combination of the prevailing type of power and the type of involvement is presented, which is presented within an organizational form.
When this type of situation occurs, Etzioni calls them a “congruent” type that is present when a particular organizational typology makes a specific choice of the “main” type of power and the “main” type of involvement.
The author suggests that making use of coercive power - which must be accompanied by alienating involvement - is consistent or better said "congruent" in his own words, with the way of operating and functioning that must be observed in the fields. of concentration and prisons.
On the other hand, when unions, political parties, and some professional associations use normative power and moral involvement, they are choosing their most effective form as it is also consistent. Private companies and the corporate world must be oriented to make use of calculating involvement and use of remunerative power, since they are consistent for them. And this is where Etzioni closes the loop on his most effective and efficient organizational theory.
Eric Gaynor Butterfield (Conference on Emotional Intelligence in Education, September 2000, Buenos Aires) highlights that organizational and business leaders surely have to benefit as a result of taking into account Etzioni's conception. Gaynor B. stresses that "business and organizational leaders should not be surprised if their Clients respond in an alienating way to the offer they make of products and services" when the same managers develop mechanisms where entrants do not have the option of not entering or not to participate.
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At The OD Institute International we continue working on this project, which aims to show within the different Spanish-speaking countries that the behavioral sciences can make the "difference" that organizational and business leaders need to obtain competitive advantages.
We accept suggestions from readers to improve the Bibliography of Organizational Development, distinguishing the different prevailing themes as in this situation, highlighting contributions and contributions in terms of "Commitment and Involvement" in companies / organizations.
Thank you very much for sharing.
