Max Weber’s main focus on sociology was the “subjective meanings that human actors attach to their actions in their mutual orientations within specific social-historical contexts.” Based on subjective meanings, he was able to classify four types of social action: goal-oriented rationality, where rational means are chosen to achieve rational ends; value-oriented rationality, where an irrational yet significant goal is pursued by rational means; affective motivation, where emotions guide the behavior of the actor; and finally, traditional action, where actions are based on tradition. It can be said that social action indirectly affects authority relations in an organization. A group of people working for the same goal will recognize a leader depending on their objectives and the social-historical context.
The characteristics of goal-oriented rationality can be found in rational or bureaucratic grounds. Rational grounds rest on the belief in the ”’legality’ of patterns of normative rules and the right of those elevated to authority under such rules to issue commands.” Rules are established either by agreement or imposition, and these rules regulate the conduct of an office. The leader is limited to impersonal obligations and commands; members are compelled to obey the impersonal order, not the individual himself. There is a clearly defined hierarchy of office—lower offices are under the authority of a higher one—which is determined by the level of competence its members have. Those who have the technical qualifications are selected by the leader into administrative office; however, they are completely separated from the ownership of the means of production. The biggest advantage of this type of authority is the attainment of the highest level of efficiency; for this reason, bureaucratic development is advanced by capitalism. However, bureaucracy also comes about in other settings, such as in the hospitals, non-profit social organizations, and socialism.
Traditional grounds, the second type of legitimate authority, are based on what Weber calls “the eternal yesterday”. Members follow tradition out of their belief in its sanctity, not out of rationality. Legitimacy is handed down from the past, and the leader’s commands are exercised in arbitrary manners. For instance, the leader can promote a member who has no technical training if it pleases him. Members compete to seek the leader’s favor, allowing social mobility among various classes. Sadly, this system’s disadvantages outweigh the advantages, for it is highly disorganized and serves as a breeding ground for corruption.
Affective motivation allows people to recognize charismatic authority. “The charismatically qualified leader is obeyed by virtue of personal trust in him and his revelation, his heroism or exemplary qualities so far as they fall within the scope of the individual’s belief in his charisma.” Instead of a system of rules or norms, the sole basis of authority lies on the leader’s charisma. Members are chosen not for their technical qualifications, but for their social privileges as well as their charismatic qualities.
Although Weber was able to formulate three modes of legitimate authority, it must be remembered that these are only pure types. Various combinations of the three are present in reality, depending on the social-historical context. The Philippine government serves as an example of this. Several characteristics of bureaucratic organization are present. For instance, there is a clear delineation of the hierarchy of office, from barangay captain up to the President of the Philippines, and each of which have specific functions. The job is a full-time occupation, and each receives a salary according to their rank in the hierarchy. All government officials are chosen by rational means (elections). Established laws dictate their behavior while in office; they have the authority to act within their jurisdiction and to give out impersonal orders. All decisions, acts, and rules made by the administration are put into writing.
However, the manifestation of traditional grounds prevent the government from being completely bureaucratic. It is often said that in the Philippines, it is not what you know that matters but who you know. The President is free to choose the members of his or her administrative staff, but some of them are chosen out of their loyalty to the President instead of their qualifications for the job. It is common for the elite to bribe the police or government officials in order to avoid incarceration and penalties, as well as flatter and do favors for their friends in office in order to climb up the social ladder.
Finally, charisma or popular appeal is a strong influence on the decision-making of the voting populace. Fernando Poe Jr. had neither the education nor the experience to run for president, but his career in Philippine cinema earned him a mass of supporters. In his films, he usually played the role of a heroic figure that possessed supernatural abilities. Although he was unclear about the strategies he planned on implementing should he ever gets elected into office, the masses held him in such high regard that he was able to earn a huge number of votes.
