Cooperative behavior and motivation in real organizations. Barnard and Simon s arguments

Abstract

The approaches of Chester Barnard (1938) and Herbert Simon (1991) have been fundamental in the understanding of organizations and for the theory of the firm from heterodox economics. His proposals are based on keeping in mind facts intrinsic to the nature and subsistence of the human being and his own work experience in different organizations. These seminal works are recapitulated here, with the aim of contributing to the dimensioning: the reason and the effects of visualizing the organization as a cooperative behavior coordination system and, motivation as a critical element for it the achieve the willingness to contribute. of those who participate in it and with it. From this perspective, the survival and long life of organizations is feasible because it helps them achieve their goals and adapt more easily to changes in the environment. The motivation for cooperative behavior is located at the center and goes beyond system of material incentives. They are essential: non-material incentives; the adequacy of the authority mechanism and the success of its communication system (formal lines of authority and communication). Factors in which failures are still common. Particularly because it has not been fully understood, the way in which, in an integrated and continuous way, they affect the organization and its results.