Mary Parker Follett traced the foundational value of business and enterprise on her way to understand the organism of governmental machinery. Comment.

Follett’s Core Principles and Organizational Thought

Follett’s organizational theory was deeply rooted in her belief in the dynamic and evolving nature of organizations. She rejected the mechanistic view prevalent at the time, which saw organizations as machines with interchangeable parts. Instead, she proposed an ‘organic’ view, where organizations were seen as living systems constantly adapting to their environment.

• Coordination, not Control: Follett argued that the primary task of management was not to control employees but to coordinate their efforts. This coordination should be achieved through reciprocal relationships, where individuals understand and contribute to the overall goals.
• Integration, not Domination: She advocated for the integration of diverse perspectives and interests within an organization. This meant finding solutions that satisfied the needs of all stakeholders, rather than imposing the will of one group on others.
• The Circular Relationship: Follett introduced the concept of the ‘circular relationship’ which emphasized the importance of ongoing dialogue and collaboration between individuals and groups.
• Shared Purpose: She believed that a clear and shared understanding of the organization’s purpose was essential for effective coordination and integration.

Applying Business Principles to Governmental Machinery

Follett extended these principles to the realm of public administration, arguing that governmental machinery could benefit from adopting the values and practices of successful businesses. She observed that both businesses and governments were complex organizations striving to achieve specific goals, and both faced challenges related to coordination, integration, and motivation.

• Government as a System: Follett viewed government not as a rigid hierarchy but as a complex system of interconnected parts. She believed that understanding the relationships between these parts was crucial for effective governance.
• The Role of the Public Servant: She emphasized the importance of public servants acting as facilitators and integrators, rather than simply as rule-enforcers. They should actively seek to understand the needs of citizens and coordinate the efforts of different government agencies to meet those needs.
• Participatory Decision-Making: Follett advocated for greater citizen participation in decision-making processes. She believed that involving citizens in the formulation of policies would lead to more effective and legitimate outcomes.
• Emphasis on Collaboration: She stressed the need for collaboration between different levels of government and between government and the private sector.

Foundational Value of Business and Enterprise

Follett traced the foundational value of business and enterprise to its inherent capacity for dynamic coordination and integration. She argued that successful businesses were not simply efficient at producing goods or services, but also at creating a shared sense of purpose and fostering collaboration among employees. This capacity, she believed, was essential for the effective functioning of any complex organization, including government.

She saw the principles of business – such as responsiveness to changing conditions, innovation, and a focus on customer needs – as valuable lessons for government. By adopting these principles, government could become more efficient, effective, and responsive to the needs of its citizens. For example, the principles of lean management, originating in the Toyota Production System (a business innovation), have been applied to improve efficiency in government service delivery.

Limitations and Contemporary Relevance

While Follett’s ideas were groundbreaking for her time, they were not without limitations. Some critics argue that her emphasis on integration and collaboration can be difficult to achieve in practice, particularly in situations where there are conflicting interests. However, her work remains highly relevant today, as organizations grapple with the challenges of complexity, globalization, and rapid change. Her emphasis on human relationships, shared purpose, and continuous adaptation continues to inspire managers and administrators in both the public and private sectors.