Those great philosophers of yesteryear can still teach us something about modern business. BF Skinner was no great writer nor was he a Warren Buffet. He spent the early part of his life studying literature and trying his skills at writing. With little to no luck as an author he enrolled at Harvard and earned himself a Doctorate in 1931. Of particular interest is his work on Behavior of Organisms which brought forward the concept of Operant Behavior. Operant Behavior are the actions learned through experience in one’s environment. It is precisely those behaviors that can be adjusted through clear leadership thinking to create more efficient organizations.

Let us take a quick look at the legacy Steve Jobs left at Apple. Steve Jobs was known for his tenacious leadership that grew an empire in the technology industry. He focused on products over profits, pushed understandings of reality, rewarded high quality employees, used the sciences to enhance his business, encouraged cross communication, and created a sense of hunger for success in his company (Walter, 2012). These values filtered through the organization and eventually became the "norm".

When these values become the expectation of those closest to Steve Jobs they were transferred down the organizational chain to the employees. Each employee reports to a manager, who reports to a director, and so forth up and down the chain. The disseminating of values and expectations from the most powerful members (group) impacts nearly all aspects of daily function from policies to procedures. This expectation becomes the embedded cultural values and creates an expectation further enforced by social approval.

An increasing number of organizations are focusing on non-financial rewards when adjusting corporate culture. According to a recent study organizations are beginning to focus more on non-financial rewards as a means to create organizational improvement (Md Zani et al., 2011). These non-financial rewards are viewed in terms of praise and recognition. However, what they really do is create social rewards and expectations. As most of us have experienced throughout our lives social rewards are at times even more powerful than financial ones.

Organizational power brokers and decision makers should be cognizant of how tangible and intangible rewards develop greater performance throughout an organization. It is the social approval and financial rewards mechanisms that create expectations. As employees socialize to these expectations they become a cultural legacy that impacts behaviors in a subtle manner. Many employees may not be aware that they are working harder and developing their skills simple because they are immersed and surrounded by "normal" performance standards.

Dr. Murad Abel

Md Zani et al. (2011). Comparing the impact of financial and non-financial rewards towards organizational motivation. Interdisciplinary Journal of Contemporary Research in Business, 3 (4).

Walter, I. (2012). The real leadership lessons of Steve Jobs. Harvard Business Review, 90 (4).