Mary Parker Follett, a prominent figure in the early 20th century, revolutionized organizational behavior theory by integrating psychology and human relations into industrial management. Her management philosophy, which emphasized collaboration, employee engagement, and group power, remains relevant in today’s business world. This article explores the main ideas of Follett’s management theory, drawing from various sources including study.com, business.com, and aicommons.champlain.edu.
Key Facts
- Power with, not power over: Follett believed that leaders should use power with people, rather than power over them. She emphasized the importance of collaboration and cooperation between leaders and employees.
- Integration and coordination: Follett emphasized the need for coordination and integration within organizations. She believed that direct contact between employees and managers could help avoid conflicts and misunderstandings.
- Group power: Follett argued that leaders should value group power over personal power. She believed that true leaders create power for the group rather than keeping it for themselves. This approach fosters a sense of safety, increases productivity, and promotes a more inclusive and motivated workforce.
- Conflict resolution through integration: Follett advocated for resolving conflicts through integration rather than domination. She believed that conflicts should be approached with a focus on meeting the underlying needs of all parties involved, leading to win-win outcomes.
- Employee engagement and autonomy: Follett believed that employees should be given autonomy and ownership over their work. She argued that this would increase employee engagement, productivity, and loyalty to the organization.
Power with, Not Power Over
Follett challenged the traditional view of leadership as a top-down, authoritarian approach. She advocated for a more collaborative and empowering leadership style, emphasizing the importance of “power with” rather than “power over.” Follett believed that leaders should work with employees to achieve shared goals, rather than exerting their authority over them. This approach fosters a sense of trust, respect, and cooperation within organizations, leading to increased employee engagement and productivity.
Integration and Coordination
Follett recognized the importance of coordination and integration within organizations. She emphasized the need for direct contact between employees and managers to avoid conflicts and misunderstandings. Follett believed that open communication and collaboration among all levels of the organization were essential for achieving organizational success. She promoted the idea of “reciprocal relationships,” where each individual contributes to the overall success of the organization and feels valued for their contributions.
Group Power
Follett argued that true leaders value group power over personal power. She believed that leaders should create power for the group rather than keeping it for themselves. This approach fosters a sense of safety and security among employees, leading to increased productivity and a more inclusive and motivated workforce. Follett believed that when leaders empower their teams, they create a sense of shared ownership and responsibility, which ultimately benefits the entire organization.
Conflict Resolution through Integration
Follett advocated for resolving conflicts through integration rather than domination. She believed that conflicts should be approached with a focus on meeting the underlying needs of all parties involved, leading to win-win outcomes. Follett’s approach to conflict resolution emphasizes the importance of understanding the perspectives of others and finding common ground. By addressing the root causes of conflict and seeking mutually beneficial solutions, organizations can foster a more harmonious and productive work environment.
Employee Engagement and Autonomy
Follett believed that employees should be given autonomy and ownership over their work. She argued that this would increase employee engagement, productivity, and loyalty to the organization. Follett emphasized the importance of creating a work environment where employees feel valued, respected, and empowered to make decisions. This approach recognizes the importance of individual contributions and fosters a sense of responsibility and accountability among employees.
In conclusion, Mary Parker Follett’s management theory emphasizes the importance of collaboration, employee engagement, group power, conflict resolution through integration, and employee autonomy. Her ideas challenge traditional notions of leadership and organizational structure, promoting a more humanistic and empowering approach to management. Follett’s principles continue to inspire contemporary management practices and offer valuable insights for leaders seeking to create thriving and productive organizations.
References:
- Study.com: Mary Parker Follett: People-Oriented, Group-Network Management
- Business.com: The Management Theory of Mary Parker Follett
- Appreciative Inquiry Commons: The Essential Mary Parker Follett: Ideas We Need Today
FAQs
What is Mary Parker Follett’s management theory?
Mary Parker Follett’s management theory emphasizes the importance of collaboration, employee engagement, group power, conflict resolution through integration, and employee autonomy. She believed that leaders should work with employees to achieve shared goals, rather than exerting their authority over them.
How did Mary Parker Follett view the role of leaders?
Follett believed that leaders should use “power with” rather than “power over” employees. She emphasized the importance of collaboration, cooperation, and shared decision-making. Leaders should empower their teams, create a sense of shared ownership, and focus on the needs of the group rather than their own personal power.
What is Follett’s principle of integration?
Follett’s principle of integration emphasizes the need for coordination and cooperation among all levels of an organization. She believed that direct contact between employees and managers could help avoid conflicts and misunderstandings. Follett advocated for “reciprocal relationships,” where each individual contributes to the overall success of the organization and feels valued for their contributions.
How did Follett approach conflict resolution?
Follett advocated for resolving conflicts through integration rather than domination. She believed that conflicts should be approached with a focus on meeting the underlying needs of all parties involved, leading to win-win outcomes. Follett’s approach to conflict resolution emphasizes the importance of understanding the perspectives of others and finding common ground.
What was Follett’s view on employee engagement and autonomy?
Follett believed that employees should be given autonomy and ownership over their work. She argued that this would increase employee engagement, productivity, and loyalty to the organization. Follett emphasized the importance of creating a work environment where employees feel valued, respected, and empowered to make decisions.
How did Follett’s management theory challenge traditional notions of leadership?
Follett’s management theory challenged traditional views of leadership as a top-down, authoritarian approach. She emphasized the importance of collaboration, employee engagement, and group power. Follett believed that leaders should work with employees to achieve shared goals, rather than exerting their authority over them. This approach fostered a sense of trust, respect, and cooperation within organizations, leading to increased employee engagement and productivity.
What is the significance of Follett’s work in contemporary management practices?
Follett’s work continues to inspire contemporary management practices and offers valuable insights for leaders seeking to create thriving and productive organizations. Her emphasis on collaboration, employee engagement, and group power resonates with modern management theories that prioritize teamwork, innovation, and employee well-being. Follett’s principles provide a foundation for creating workplaces where employees feel valued, empowered, and motivated to contribute to the organization’s success.
How does Follett’s theory promote a more humanistic and empowering approach to management?
Follett’s theory promotes a more humanistic and empowering approach to management by emphasizing the importance of collaboration, employee engagement, and group power. She believed that leaders should work with employees to achieve shared goals, rather than exerting their authority over them. This approach fosters a sense of trust, respect, and cooperation within organizations, leading to increased employee engagement and productivity. Follett’s principles challenge traditional notions of leadership and organizational structure, promoting a more inclusive and empowering workplace where employees feel valued and motivated to contribute to the organization’s success.