Model Answer
0 min readIntroduction
Mary Parker Follett (1868-1933) was a pioneering American social worker, management consultant, and political scientist. She is considered a foundational figure in the fields of organizational theory, conflict resolution, and participatory management. Follett’s work moved beyond the traditional scientific management approach, emphasizing the importance of human relationships and collaborative processes within organizations. She believed that effective organizations weren’t merely machines, but living systems requiring integration and coordination. Her unique contribution lies in tracing the foundational values inherent in successful business and enterprise – principles like coordination, responsiveness, and shared purpose – and applying them to understand and improve the ‘organism’ of governmental machinery, viewing it not as a hierarchical structure but as a dynamic, interconnected system.
Follett’s Core Principles and Organizational Thought
Follett’s organizational thought was deeply rooted in her belief that organizations should be viewed as organic systems, constantly evolving and adapting to their environment. She rejected the mechanistic view prevalent in scientific management, which focused solely on efficiency and control. Key principles include:
- Coordination: Follett saw coordination as the fundamental principle of organization, not as a top-down imposition of control, but as a reciprocal process of relating the different parts of an organization.
- Integration: She advocated for integrating diverse perspectives and interests to achieve a unified purpose. This involved understanding and appreciating the contributions of all stakeholders.
- Reciprocity: Follett emphasized the reciprocal relationships between individuals and the organization, arguing that both influence and are influenced by each other.
- The Circular Relationship: She proposed a circular relationship between law and ethics, where law should evolve based on ethical considerations and ethical standards should be informed by legal frameworks.
Applying Business Principles to Governmental Machinery
Follett argued that the principles that made businesses successful – responsiveness to needs, efficient coordination, and a shared sense of purpose – were equally applicable to government. She observed that governmental machinery often suffered from rigidity, lack of coordination, and a disconnect from the citizens it served. She believed that government could benefit from adopting a more organic and collaborative approach, mirroring the best practices of successful enterprises.
Specific Applications & Parallels
- Responsiveness to Public Needs: Just as businesses must respond to market demands, governments must be responsive to the needs and concerns of their citizens. Follett advocated for greater citizen participation in decision-making processes.
- Decentralization & Delegation: She argued against excessive centralization of power in government, advocating for decentralization and delegation of authority to empower local communities and individuals. This mirrors the trend in businesses towards empowering employees.
- Conflict Resolution: Follett viewed conflict not as a destructive force, but as an opportunity for growth and innovation. She developed techniques for integrative conflict resolution, emphasizing collaboration and mutual understanding – principles applicable to both business negotiations and political compromises.
- Dynamic Equilibrium: Follett believed that organizations, including governments, should strive for a dynamic equilibrium, constantly adapting to changing circumstances. This requires flexibility, innovation, and a willingness to embrace new ideas.
Foundational Value of Business & Enterprise
Follett traced the foundational value of business and enterprise to their ability to effectively coordinate resources, integrate diverse perspectives, and achieve common goals. She believed these principles were not merely instrumental for economic success, but were essential for building a just and effective society. For Follett, the ‘organism’ of governmental machinery needed to embody these values to truly serve the public interest. She saw a failure in government when it operated as a rigid hierarchy, stifling innovation and failing to respond to the needs of its citizens. Her work highlighted the importance of viewing government not as a separate entity, but as an integral part of the broader social and economic system.
Furthermore, Follett’s emphasis on shared purpose and collaborative decision-making anticipated later developments in public administration, such as New Public Management and collaborative governance. Her ideas continue to resonate today, as governments grapple with complex challenges that require innovative solutions and greater citizen engagement.
Conclusion
Mary Parker Follett’s contribution lies in her holistic and organic view of organizations, extending beyond the purely economic realm to encompass the functioning of government. By identifying the foundational values of successful businesses – coordination, integration, and responsiveness – and applying them to the ‘organism’ of governmental machinery, she offered a powerful critique of traditional bureaucratic structures and a vision for a more dynamic, collaborative, and citizen-centric public administration. Her work remains relevant today, offering valuable insights for navigating the complexities of modern governance and fostering a more effective and equitable society.
Answer Length
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