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.