socialization and motivation topic 6—october 6 khurram butt david bell

Socialization and Motivation

Topic 6—October 6

Khurram ButtDavid Bell


“Traditional” and “modern” are neither incompatible nor internally consistent terms

Argues that no single, uniform set of processes bring modernity

Not simple dichotomies but• Heterogeneity and interpretations to be

analyzedGusfield, Joseph (1971). Tradition and Modernity: Misplaced Polarities in the Study of Social Change, in Political Modernization: A Reader, Claude Welch, ed. Belmost, CA: Duxbury Publishers, 47-62.


The idea of change in developing societies as a linear movement from traditional past toward a modernized state• Involves several significant assumptions that

are questionable• For example, the linear model assumes that

existing institutions and values-tradition-impedes change and are obstacles to modernization

Gusfield, Joseph (1971). Tradition and Modernity: Misplaced Polarities in the Study of Social Change, in Political Modernization: A Reader, Claude Welch, ed. Belmost, CA: Duxbury Publishers, 47-62.


Explores the uses of tradition and modernity as explicit ideologies in the politics of developing nations• Primarily draws on India

Explains concepts of development and modernization as being generalized• The view that tradition and innovation are

necessarily in conflict is overly abstract and unreal

Gusfield, Joseph (1971). Tradition and Modernity: Misplaced Polarities in the Study of Social Change, in Political Modernization: A Reader, Claude Welch, ed. Belmost, CA: Duxbury Publishers, 47-62.

Socialization and Motivation Fallacies in the Assumptions of traditional-

modern polarity• Developing societies have been static• Tradition is consistent• Tradition is homogeneous• Old is replaced with the new• Tradition and modern forms are always in

conflict• Tradition and modern are mutually exclusive• Modernization weakens traditions

Socialization and Motivation Desire to be modern-desire to preserve tradition

• These function as ideologies• Are not always in conflict• Modernization is often linked to an upsurge in

traditionalism• Tradition may be changed, stretched and modified

For new elites of developing nations its not overcoming tradition but of finding ways to blend modernity and tradition

Socialization and Motivation In the past comparative public

administration CPA• Creating an institutionalized knowledge base to

aid in making better decisions• Tied to changing foreign assistance programs

(USAID)• Provided models and frameworks

But few empirical conclusions on the appropriateness of systems and skills transfer

• Formal deductive theory building has been demoted—

• Focus moved from systems theory to practice

Socialization and Motivation World events have forced CPA to provide

information for real management and policy problems

Foreign aid and comparative public administration• Alliance for Progress and New Directions—polar

opposites in principle In practice not much different

• Whole systems transformation• Different views of development—the minority view:

develop local capacity• New Directions-less presumptuous approach


Insight into US foreign aid process • Process itself causes local problems• High energy of Alliance period moved to

politicized bureaucratic maze by the end of New Directions period

The functionalist framework and other roadmaps• Broader insights into transitional or mixed

societies


Skeptism about size and results led to structural reform• Core government functions

Consistent with local political culture Application and translation of existing

theory into practice Budgeting, HR management, intergovernmental

relations Funding is now multinational

Maslow’s Theory of Human Motivation Hierarchy of needs

• Physiological; safety; affection; esteem; self-actualization

Humans as ‘perpetually wanting animals’• Satisfaction of a lesser-order need gives rise to

a higher-order need Need dominating conscious behavior

affects not only present but also future world-view

All behavior is determined but all behavior is not ‘motivated’• Motivations not sole ‘determinants’ of action

Socialization and Motivation How Maslow fits into our discourse

• Influence on ‘structure’ Safety needs: need for undisrupted routine or

rhythm, for a predictable, orderly world Specific reference to children with incremental

knowledge over time acting as remedy Link to ‘isolated bureaucratic strata’ that give rise to

‘the unknown, the uncertain’?

• Influence on ‘process’ Affection/Esteem needs: the ‘social’ side of relations;

need to give and receive love, admiration, respect; one’s place in and belongingness to an affinity group

Link to inter-strata bureaucratic relations; bureaucracy-citizen relations, bureaucracy-state relations, etc.?


• The role of culture? Motivations are not the sole determinants of action ‘Field’ determinants Expressive versus coping behavior: personality

versus goal-seeking

• The function of state/bureaucracy? ‘Increased frustration tolerance through early-

gratification’ versus ‘sheer habituation’ Interesting analogy of ‘sick’ and ‘healthy’ persons

and their relationship with ‘society’ Good or ‘healthy’ society defined as one that permits

man’s highest purposes to emerge by satisfying all his prepotent basic needs.

Lu Wenfu: Man from a Peddler’s Family Story set in the Socialist Chinese context;

capitalism seen as root of all evils Perhaps an illustration of the hierarchy of

needs as they play out in two people’s lives – Mr. Gao and Zhu Yuanda

“At that time I didn’t think Zhu Yuanda was doing anything dishonest or that he was putting his profits ahead of everything else. I felt that the reason I wanted to correct more exercise books and he wanted to sell more wonton was because our lives were so difficult.” (Pg. 199)

Lu Wenfu: Man from a Peddler’s Family

The ‘struggle’ against capitalism and the ‘cultural revolution’ - an enforced pursuit of a higher order need at the expense of other prepotent needs?

The pre-determined needs of the ‘whole’ seen as superseding the needs of the ‘individual’

Tools of gratifying prepotent needs seen as symbols of corruption

Socialization and Motivation Socialization and Motivation SynthesisSynthesis

A society’s way of providing for and A society’s way of providing for and valuing individual interaction is reflected valuing individual interaction is reflected in and shaped by its bureaucracyin and shaped by its bureaucracy• 1818thth century Europe family structures important century Europe family structures important

to training and recruitmentto training and recruitment First born socialized to follow father into First born socialized to follow father into

administrationadministration Younger sons –opportunity for self selectionYounger sons –opportunity for self selection

• Great Britian—old patterns of deference in Great Britian—old patterns of deference in societysociety

• United States—impersonal rules of United States—impersonal rules of organizationsorganizations


A society’s way of providing for and A society’s way of providing for and valuing individual interaction is valuing individual interaction is reflected in and shapes its beaucracyreflected in and shapes its beaucracy• Relations defined by establishing how Relations defined by establishing how

people relate to work—organziationpeople relate to work—organziation• Dehumanizing—people become cases, Dehumanizing—people become cases,

employees become functionariesemployees become functionaries• Employees become empoweredEmployees become empowered• Citizens become empowered as Citizens become empowered as

consumersconsumers


Maslow’s hierarchy of needs helps us Maslow’s hierarchy of needs helps us understand individual’s position in and understand individual’s position in and interaction with societyinteraction with society• Humans as ‘perpetually wanting’ animals: Humans as ‘perpetually wanting’ animals:

satisfaction of lesser-order need gives rise to a satisfaction of lesser-order need gives rise to a higher-order needhigher-order need

Need dominating conscious behavior Need dominating conscious behavior affects not only present but also future affects not only present but also future world-viewworld-view


Maslow’s model: implications on structure Maslow’s model: implications on structure of bureaucracyof bureaucracy• Safety needs: need for undisrupted routine or Safety needs: need for undisrupted routine or

rhythm, for a predictable, orderly worldrhythm, for a predictable, orderly world

Maslow’s model: implications on processes Maslow’s model: implications on processes of bureaucracyof bureaucracy• Affection/Esteem needs: the ‘social’ side of Affection/Esteem needs: the ‘social’ side of

relations; need to give and receive admiration, relations; need to give and receive admiration, respect; belongingness to an affinity grouprespect; belongingness to an affinity group


The values and traditions of society dynamically The values and traditions of society dynamically interact with the developments of modernityinteract with the developments of modernity• Culture is dynamic- a mixture of old and new over Culture is dynamic- a mixture of old and new over

timetime• Modernity and traditional values often build off Modernity and traditional values often build off

each other—rather new weakening the oldeach other—rather new weakening the old• Prior bureaucratic structures inculcates new Prior bureaucratic structures inculcates new

participants and motivates decision makingparticipants and motivates decision making Politicization and affirmative Politicization and affirmative

action/representation in South Africaaction/representation in South Africa• CPA frameworks provided insights into many CPA frameworks provided insights into many

cultural, sociological and institutional variables cultural, sociological and institutional variables impacting administrative behavior of transitional impacting administrative behavior of transitional societies.societies.


Motivation for action and performance is Motivation for action and performance is shaped by the interactive environments of shaped by the interactive environments of elected officials, citizens, and elected officials, citizens, and bureaucracies—which overlapbureaucracies—which overlap• Elected officials—citizens disappointed in Elected officials—citizens disappointed in

quality of bureaucracy and costquality of bureaucracy and cost• Bureaucracy—burdened by a system of Bureaucracy—burdened by a system of

antiquated, ineffective rules and considerations antiquated, ineffective rules and considerations (political favors, ineffective implementation of (political favors, ineffective implementation of representation)representation)

• Citizens—responds to promises of elected Citizens—responds to promises of elected officials to hold bureaucracy accountableofficials to hold bureaucracy accountable


Creating ‘entrepreneurialism’ in civil Creating ‘entrepreneurialism’ in civil service through reformsservice through reforms• Bureaucratic paradigm (based on scientific Bureaucratic paradigm (based on scientific

mgmt) seen as ineffectivemgmt) seen as ineffective• Taking an ‘inductive’ view: actual examples of Taking an ‘inductive’ view: actual examples of

success (like Minnesota’s STEP program) success (like Minnesota’s STEP program) driving theorydriving theory

• Synergies among accountability, delegation Synergies among accountability, delegation and creativity identifiedand creativity identified

• ‘‘Customer’ driven focus and introduction of Customer’ driven focus and introduction of ‘market forces’ within government‘market forces’ within government


The connection of performance and The connection of performance and finance impacts the motivation for certain finance impacts the motivation for certain approaches and actionapproaches and action• South Africa—ineffective bureaucracies and South Africa—ineffective bureaucracies and

significant budget problems impacted decision significant budget problems impacted decision making and the issues faced by elected making and the issues faced by elected officials and bureaucratsofficials and bureaucrats

• Budget reform in the United StatesBudget reform in the United States• U.S. foreign aid influenced developmentU.S. foreign aid influenced development

Local problems in public sector managementLocal problems in public sector management Constraints upon develop results through transfer of Constraints upon develop results through transfer of

Western systems and skillsWestern systems and skills


Various definitions of ‘development’ have Various definitions of ‘development’ have driven interventions in developing driven interventions in developing countriescountries• Development as ‘modernization’Development as ‘modernization’• Development as ‘centralization of power and Development as ‘centralization of power and

ability to rule’ability to rule’• Development as ‘creation of alternatives, Development as ‘creation of alternatives,

preferences and choices for the public’preferences and choices for the public’

Development mgmt/admin seen as off-Development mgmt/admin seen as off-shoot of int’l and comparative public shoot of int’l and comparative public administrationadministration


BarzelyOsborne and GaeblerPublic Sector Reform

HeadyCulture and Bureaucracy

GuessDevelopment Administration

JreisatDevelopment Management

MydralManagement and

Governance

GusfieldCulture and Socialization

PicardBehavior and Institutional Failure

HummelBureaucratic Dysfunction

MaslowSocialization and

HRDLu WenfuCollective

SocializationOrwell

Social Structures and Development

ManagementArmstrong

Recruitment and Socialization

WarrenAuthoritarianism and Corruption

Socialization and Motivation Gusfield, Joseph (1971). Tradition and Modernity: Misplaced Polarities in the Study of

Social Change, in Political Modernization: A Reader, Claude Welch, ed. Belmost, CA: Duxbury Publishers, 47-62.

Guess, George M., (1998) Comparative and International Administration, in Jack Rabin, W. Bartley Hildreeth, and Gerald J. Miller, Hand Book of Public Administration: Public Administration and Public Policy. New York: Marcel Dekker, Inc., 535-555

Heady, Ferrel 2001. Public Administration: A Comparative Perspective, 6th Edition. New York: Marcel Dekker. , 221-273.

Picard, Louis A (2005). The State of the State: Institutional Transformation, Capacity and Political Change in South Africa. Johannesburg: Wits University Press., 292-353.

socialization and motivation topic 6—october 6 khurram butt david bell

Documents

uses of tradition

study of social change

political modernization

claude welch

misplaced polarities

modern forms

duxbury publishers

systems theory