Introduction
Early classical theories of managements of Fredrick W Taylor, Henri Fayol and Max Weber studied work processes, management principles and functions, and organizational structure to enhance management efficiency and effectiveness.
Mary Parker’s theory takes a contrary view to these theories as it considers the value of human element in helping enhance management efficiency and productivity. She emphasizes the importance of management behavior on efficiency and productivity.
Follett’s ideas continue to assist managers succeed in the current dynamic business to deal with this volatile business environments, managers apply Follett’s seminal work concepts, such as leadership, empowerment, self managed teams, motivation, corporate ethics, and others. This paper discusses the value and relevance of three of Follett’s ideas for managers in the 21st century. It contrasts early classical theories of Taylor, Fayol, and Weber to Mary Parker Follett’s human relations approach to management efficiency and productivity.
Discussion
Early Classical theories of F W Taylor, Henri Fayol and Max Weber on Studying Work Processes, Management Principles and Functions
Taylor’s scientific management theory advocates for a managerial approach that assists employers in controlling and directing the activities of employees (Reed, 1996, p. 35). The approach supports and believes in the principle of optimizing production achieved through division of labor, with each worker performing the same task the same way under strict supervision. Each task is subdivided into smaller units, and employees are trained to get the best from each motion and every second substantiated by Taylor’s time-and-motion studies (Bolman, 2003, p.44).
Henri Fayol was concerned with the chaos, disruption, and conflict in firms as a result of rapid growth and development. He came up with principles of organization driven by the need to coordinate and control in order to manage the conflict caused by informal behavior (Reed, 1996, p. 35).
Classical organization theory is anchored on the underlying idea that a firm provides a principle of structural design and a practice of operational control which can be rationally determined and formalized in advance of actual performance (Reed, 1996, p. 36). In this approach, Fayol identifies five basic functions of organization, such as planning, organizing, coordination, commanding, and controlling.
Max Weber bureaucratic approach advocates for structural ideas which emphasize on the framework of power and domination in form of patriarchy, rather than rationality. Similarly, the approach bases its concepts on organizing principles (Bolman, 2003, p. 45). Patriarchal organizations are controlled by father figures with unlimited power. These organizations can reward, punish, promote, or dismiss people on personal whim.
Max Weber states six important features in his theory: fixed division of labor; hierarchy of offices; set of rules governing performance; separation of personal from official property and rights; technical qualifications for recruiting; and employment as primary occupation and long-term career (Bolman, 2003, p.109). Weber’s bureaucratic approach is strictly focused on structure and function.
Mary Follett’s Concepts and Ideas and Relevance and Value for Managers in the 21st Century
Pauline Graham emphasizes the importance of Mary Follett’s ideas nowadays and states that “we should continue to cherish and use her ideas for their rhetorical force” (2003, p. 162). Taylor, Fayol and Weber’s classical theories failed to cope with heightened complexity and dynamic changes rapidly occurring in places of work. These approaches are rigid to respond to rapid change and ensure long-term prosperity and sustainability of organizations. In order to conform to set targets, these approaches require employees to be coerced, threatened, punished and work under tight controls.
Bolman (2003, p. 118) finds these measures to be inadequate as it results in behavioral consequences, such as passivity, hostility, and even sabotage. Mary Follett Parker agrees with this point of view and posits that human elements cannot be separated fully from mechanical elements (Follett, 1995, p. 27).
In contrast to classical school of thought, Follett argues that organizations exist to serve people, rather than any people serving the organization. Follett approach on behavioral management advocates for harmony of interests between the individual and organization. Follett (1995, p. 256) considers managers and their social system, thus, contributing to the focus of human relations approach in the work place with the aim of having an organization managed by a need to cope with changing business environment.
Follett asserts that managers and employees should view themselves as partners; as part of a common group. Managers need to rely more on their expertise and knowledge to lead subordinates rather than on the formal authority of their position. Her approach stresses the importance of people rather than engineering techniques.
The Value and relevance of Follett’s Ideas for Manager’s in 21st Century
In public sector, there are three areas where Follett’s ideas can assist public administrators’ foster greater democracy in the 21st century. First, these areas include citizen participation. Human relations approach encourages participation by citizens, politicians, and managers of other agencies in making public decisions.
The second area concerns participatory policy analysis that allows people to have a say in the early stages of policy making; and third area focuses on improvement of democratic administration of public organizations. This approach allows citizens to participate in policy making internationally through innovative processes such as citizen’s forums. These processes enhance diversity and group deliberations as emphasized by Follett.
Morton (1997, p. 348) found how Follett’s ideas had helped to strengthen the US political and administrative institutions. Her human relations approach pays requisite attention to local communities and emphasizes on engaging citizens on debate to develop social and political understanding and participation. Her emphasis on the honest communication and conflict resolution have helped administrators to play a facilitative role rather than just an advisory one. Currently, Follett’s advocacy on strict democratic thought has an important function in public administration theory by re-conceptualizing democratic citizenship.
Democratic citizenship concept focuses on participation of people in governing. Follett’s work also emphasizes the use of public spaces for discussions and education to enhance knowledge and confidence in citizen participation (Morton, 1997, p. 349). Value and relevance of Follett’s ideas for managers encourage respect for differences, attitudes of openness, and flexibility (Follett, 1995, p. 255). These involve enhancing democratic participation by public administrators.
Modern scholars’ working on public administration policies may not explicitly rely on Follett’s ideas, seen in their calls for new participatory approach in public administration or in the movement to promote a legitimate role for bureaucracy through group process, and also in the demand for reinvention of government, which advocates for participation over hierarchy (Morton, 1997, p. 348).
Conclusion
In sum, Follett was one of the earliest management thinkers to deviate from the classical management school contributing to the founding of the behavioral and holistic schools of thought. She advocated more for mutual problem solving and the use of cross-functional committees in flatter than for hierarchical organizations.
These aspects foreshadow all the forms of employee involvement, participative management, quality circles, and team based approaches to management. In addition, Follett provides a philosophical basis for corporate ethics by stating that morality is social and comes from being a member of a group in relation to the others.
In Follett’s opinion, integrated life is found when an individual’s work becomes community oriented and service based, building on her principal message that relationships matter, and people are innately good and imbued with a cooperative spirit. These contrasts with classical school of thought did not allow people to have an opportunity to get involved or participate in management.
Reference List
Bolman, L & Terrence, E 2003, Reframing Organizations: Artistry, Choice, and Leadership. San Francisco: Jossey-Bass Publishers.
Follett, M1995, Prophet of Management. Boston. Harvard Business School Press.
Graham, P 2003, Mary Parker Follett Prophet of Management. Knoxville, Illinois: Beard Books.
Morton, L 1997, ‘Revealing the Feminist in Mary Parker Follett’s’, Administration & Society, no. 29, pp. 348–71. Web.
Reed, M 1996, Organizational Theorizing. California: Sage Publications.