Management Administrative Theory

1585 Words7 Pages
Mary Parker Follett has been described by Schermerhorn et al. as an Administrative Theorist within the Classical approach to management. However, others have seen her as ahead of her time, and have even described her as 'thoroughly modern '.
What were Mary Parker Follett 's main contributions to management thought and practice; how do they relate to classical management theory and practice and how are they relevant to managers in contemporary organisations?
Ever since the early of 20th century, management has been studied as a science due to its important role in influencing various factors of life: from economic, technological to political. Many scholars tried to give us the exact
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For example, in a newspaper company, a sport journalist cannot write article about politics. “The leader must articulate the purpose of the organization and then create mechanism through which the various activities of those in the organization can be coordinate” (Danhart, 2011, p. 67). Mary Parker Follet first new look has an important influence and lead to her next theories in management, which now focus on power and leadership.
Follet next enormous contribution to management is the term “communities” between managers and their workers. “Communities” is a very new and strange concept at her time. It means that instead of having a system of social dismemberment, the boss and his under workers now sit in the same table. As in her very famous essay “Power” in 1924, she had given the term “power-with” and “power-over”, which refer to the view of Taylorism and bureaucracy management. In both other theories, employees are seen as robots, leaders have a total control of their employees. That’s what “power-over” or “coercive” means. Workers have no right to speak up their opinions, at some point, they will lose their amenity towards the company’s benefits. This goes against the main function of “the best way to achieving organization goals” that classical approach in management has created from the beginning. With “power-with” or “coactive”, the distance between managers and their employees has been pull
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