Similarly, on one hand rationalisation plays a critical role in enabling bureaucracies to achieve a high level of control over people working within their framework. In line with this, through adopting the principles of rationalisation, bureaucratic organisations are able to establish unquestionable authority, thus enhancing their ability to control people working in such an environment (Scott and Davis 2015). For example, through rationalisation, bureaucratic organisations are able to promote specialisation of labour, thus enabling specific departments or individuals to control specific group of people without difficulty. Whereas this is the case, there is a need o observe that by relying on rationalisation principles, bureaucratic organisation are only able to produce a workforce that is incapable of making its own decisions and depends on specific authority within the organisation to make such decisions on their behalf. With this in mind, rationalisation is likely to negatively impact the productivity levels of effective functioning of such organisation by undermining their capability to innovate and come up with creative ideas (Smith 2008). In other words, employees who work in such environment are trapped in an “iron cage” and as a result, they are incapable of exploring new ideas or employing their creativity to achieve better results. Therefore, while rationalisation enables bureaucracies to have a better control over their employees, it undermines their growth and performance in the long run due to preventing creativity and innovation.
类似地，一方面，合理化在使官僚机构能够实现对在其框架内工作的人员的高度控制方面起着关键作用。与此相一致，通过采用合理化原则，官僚机构能够建立不容置疑的权威，从而提高其控制在这种环境中工作的人员的能力（Scott和Davis，2015）。例如，通过合理化，官僚组织能够促进劳动专业化，从而使特定部门或个人能够毫不费力地控制特定人群。在这种情况下，需要注意的是，通过依赖合理化原则，官僚机构只能产生一支无法自行决策的员工队伍，并依靠组织内的特定权力代表他们做出此类决策。考虑到这一点，合理化可能会削弱此类组织的创新能力和提出创新想法的能力，从而对其有效运作的生产力水平产生负面影响（Smith，2008年）。换言之，在这种环境下工作的员工被困在“铁笼子”中，因此，他们无法探索新想法或发挥创造力以取得更好的结果。因此，尽管合理化使官僚机构能够更好地控制其员工，但由于阻碍了创造力和创新，从长远来看，它会损害员工的成长和绩效。