Model Answer
0 min readIntroduction
Mary Parker Follett (1868-1933) is widely recognized as the "Mother of Modern Management" and a pivotal figure who ushered in the socio-psychological approach to organizational study. At a time when classical management theories, epitomized by figures like Frederick Taylor and Max Weber, predominantly focused on efficiency, hierarchy, and a mechanistic view of organizations, Follett offered a radical, human-centric alternative. She argued that understanding human relations, group dynamics, and psychological factors was paramount to effective organizational functioning, thereby laying the groundwork for the Human Relations Movement and significantly influencing contemporary management thought. Her insights shifted the focus from tasks and structures to people and their interactions, emphasizing collaboration, integration, and shared power.
Mary Parker Follett's Pioneering Socio-Psychological Approach
Mary Parker Follett's theories fundamentally challenged the prevailing classical management paradigm, which viewed employees as cogs in a machine, motivated primarily by economic incentives. Her work emphasized the human element, advocating for a more dynamic and collaborative understanding of organizations. This shift constituted the pioneering of a socio-psychological approach, focusing on how individuals and groups interact, are motivated, and contribute within an organizational context.
Key Tenets of Follett's Socio-Psychological Approach
- Rejection of Mechanistic View: Follett vehemently criticized the classical theories for their reductionist approach, which treated organizations as rigid structures and ignored the complex human dimensions. She saw management as "the art of getting things done through people," emphasizing that human beings are the most valuable assets in any enterprise.
- Emphasis on Group Dynamics: Follett was among the first to recognize the profound influence of informal groups and social interactions on individual and organizational performance. She believed that individuals grow and achieve their full potential primarily as members of a group, and that collective intelligence emerges when people work effectively together. Her research into group dynamics, often stemming from her social work background, translated directly into her organizational theories.
- "Power With" vs. "Power Over": This is arguably one of her most significant contributions. Follett proposed a concept of "power with" – a collaborative, co-active power that arises from collective effort and shared understanding, rather than the traditional "power over" which is coercive, hierarchical, and based on domination. She argued that true leadership lies in increasing the sense of power among those led, fostering morale and preventing absenteeism by encouraging shared ownership and responsibility.
- Concept of Integration: Follett saw conflict not as destructive, but as an opportunity for constructive problem-solving and developing integrated solutions. Integration, for her, was a non-coercive power-sharing approach where different perspectives and ideas interact to create a unified outcome that satisfies all parties, rather than mere compromise or domination. This approach highlighted the psychological aspect of resolving differences through mutual understanding.
- The Law of the Situation: Follett argued that orders should not be given by one person to another based on hierarchical authority, but rather that both should agree to take their orders from the demands of the situation itself. This revolutionary idea shifted authority from formal position to expertise and knowledge, promoting a more flexible and adaptive leadership style based on contextual needs rather than rigid rules.
- Circular Response: She introduced the concept of "circular response," emphasizing that social interactions are not linear (cause-and-effect) but rather a continuous process where each person's behavior influences and is influenced by others. This mutual shaping of behavior is crucial for understanding complex organizational dynamics and leadership.
Comparison with Classical Management Theories
Follett's ideas were a direct response to the limitations of classical management. The table below highlights some key differences:
| Feature | Classical Management Theory | Mary Parker Follett's Socio-Psychological Approach |
|---|---|---|
| View of Employee | Economic man, a cog in the machine, primarily motivated by wages. | Social man, complex individual with psychological and social needs, seeking belonging and recognition. |
| Focus | Efficiency, structure, hierarchy, task specialization, control. | Human relations, group dynamics, collaboration, integration, shared power. |
| Leadership | Top-down, "power over," authority derived from formal position. | Participative, "power with," authority derived from expertise and situation. |
| Conflict | To be avoided or suppressed through rules and hierarchy. | Opportunity for integration, mutual understanding, and constructive problem-solving. |
| Organizational Structure | Rigid, bureaucratic, formal. | Flexible, informal networks, flatter structures, team-based. |
Follett's work, though initially not fully recognized in her time, particularly in the US, gained significant traction later and laid the intellectual foundation for the Human Relations Movement, which was further propelled by the Hawthorne Studies conducted by Elton Mayo and his associates in the late 1920s and early 1930s. These studies empirically validated many of Follett's propositions about the importance of social factors and informal organization in influencing productivity and worker morale.
Conclusion
Mary Parker Follett's pioneering insights into organizational behavior irrevocably shifted the focus of administrative theory from a purely mechanistic and structural perspective to a more nuanced socio-psychological understanding. By emphasizing concepts like "power with," integration, the law of the situation, and the crucial role of group dynamics and human relations, she laid the essential groundwork for the Human Relations Movement. Her work underscored that organizations are not merely technical systems but complex social entities where employee engagement, collaborative problem-solving, and a sense of shared purpose are vital for effectiveness. Her legacy continues to resonate in modern management practices that prioritize participatory leadership, teamwork, and employee empowerment.
Answer Length
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