Dynamic Administration (Mary Parker Follett) | Public Administration Optional for UPSC (Notes) PDF Download

Introduction

Mary Parker Follett was a pioneer in the field of Administrative Theory, being the first to emphasize the role of individuals within organizations. Her work laid the foundation for understanding the dynamics of people in organizational settings. Peter Drucker regarded her as a 'Prophet of Management,' while Warren Bennis noted that much of today's writing on leadership and organizations stems from Follett's insights. Scholars have portrayed her as a political scientist and analyst of business and organizational administration well ahead of her time. Follett specialized in modern management and organization, focusing on topics such as coordination, leadership, power, authority, conflict, mediation, and group behavior. Her concepts of dynamism, empowerment, participation, leadership, conflict, and experience remain significant in the fields of organization and management. 

• The ideas and work of Mary Parker Follett cannot be categorized under just one school of thought because they apply to many different areas.
• Some scholars link her work to the Classical School, while others associate it with the Psychological Approach to Management School, and still others view it as part of the Human Relations School.
• Wren (1979) stated that "chronologically, Follett belonged to the Scientific Management era; philosophically and intellectually, she was part of the social management era."
• Therefore, she can also be seen as both a Classical Theorist and a Behavioralist.
• In her writings, she did not separate public administration from private administration.
• She believed that administration is about bringing together both individuals and social groups.
• Her contributions have been extremely important in the field of conflict resolution and group processes in administration.
• This unit will introduce you to some of the main contributions made by Mary Parker Follett in the area of organization and management.
• Key concepts such as conflict resolution, orders, power, authority, control, planning, coordination, and leadership will be discussed.

Life and Works of Mary Parker Follett

Mary Parker Follett was an American social worker, management consultant, and author known for her pioneering contributions to the field of organizational theory and management. Born on September 3, 1868, in Quincy, Massachusetts, Follett was raised in a family that valued education and intellectual pursuits. She graduated from Radcliffe College (now part of Harvard University) in 1898, where she studied economics, government, and philosophy.

•  Follett's early career involved social work in Boston, where she became interested in the dynamics of groups and communities. Her work with various social organizations led her to explore how individuals interact within groups and how leadership and authority function in different contexts. She believed that effective management and leadership were crucial for the success of organizations and communities. 
• Throughout her career, Follett wrote extensively on topics related to management, leadership, and organizational theory. She emphasized the importance of collaboration, teamwork, and the integration of diverse perspectives in decision-making processes. Follett's ideas were ahead of her time, and she is often credited with laying the groundwork for modern management theories that prioritize collaboration and participatory approaches.
• Some of her notable works include "The New State," "The Creative Experience," and "Dynamic Administration," where she explored concepts such as power, authority, and the role of individuals in shaping organizational outcomes. Follett's insights into group behavior, conflict resolution, and the nature of power dynamics continue to influence contemporary discussions on leadership and management practices.
•  Mary Parker Follett passed away on December 18, 1933, but her legacy lives on through her contributions to the understanding of organizational dynamics and the importance of collaborative leadership in achieving collective goals. 

Follett on Conflicts in Organisation 

Organisation is a system, which consists of group of people working together for the common objectives. So whenever two or more people work together, it is quite natural that conflict arises. Sometimes, such conflict might hamper the growth ofthe organisation and at other times, it may even lead to organisational efficiency. Follett says that organisation is a social system but not a cooperative social system and hence conflict arises. She says that, though conflict in an organisation is problematic, it can have constructive purposes too, an d thus suggests the idea of ‘constructive conflict’. 

• In her Book ‘Creative Experience’ she has specified that “conflict is not a wasteful outbreak of incompatibilities, but a normal process by which socially valuable differences register themselves for the enrichment of all concerned”. Moreover, she has argued that conflict is neither good nor bad and it should be assessed on the basis of ethical prejudgments. 
• Conflict is not warfare, but is only an appearance of difference (Prasad, Mary Parker Follett 2010). So, conflict is a difference between opinions and interests of individuals. Such differences happen not only between the employer and the employees, but it can also arise everywhere. It is a common phenomenon of all organisations at each and every level. According to Follet, if conflict is to be constructive, we must consciously endeavour to find out a means of integration. It will happen not by fighting but by undertaking a joint exploration of the differences and resolving it (Aiyar, 1958). 

To overcome ‘conflict’ in a constructive way in an organisation, Follett has suggested three methods, i.e, Domination, Compromise and Integration. 

Domination:

• As per this method, conflict is resolved by way of domination It is a winning situation of one side over the other. 
• Domination seems to be an easy way to overcome conflict. However, it is not a sustainable one, as the person who has lost the argument, would feel deprived and might enter into conflict with others. 
• Thus, when domination is adopted as a measure to overcome conflict, it is resolved only for the time being. In the long run, however, it remains unresolved and might even lead to further confrontation. 

Compromise:

• A conflict is also resolved though compromise. But according to Follett, “compromise is too temporary and futile”. 
• When compromise is undertaken over a conflict, it might lead to a situation where one might win or lose. 
• Through compromise, though conflict might get resolved, it creates suppression in individuals and a suppressed individual will give up his/her desire to resolve the conflict. 
• However, it will bring more disastrous results later. 

Integration:

• Integration is a method of conflict resolution in which the desires of both the sides are integrated and this is a positive method to resolve a conflict. 
• In this method, it is not necessary for both the sides to sacrifice their desires. 
• Problem is solved by uniting men, rather than crushing them. This method has some advantages, as it leads to emergence of new values. 
• However, integration requires high intelligence and the leadership needs to have a sufficient knowledge base to deal with the conflicts. 
• The advantage of integration is that, it goes to the roots of the problem and solve it. 
• This method of conflict resolution also saves time and resources, as the conflict will not emerge again, since it is addressed permanently. 
• Follett asserts that the desire of the people to solve the problem through integration in itself is encouraging (Prasad, 2010). 

Follett mentioned in her Article (Metcalf and Urwick, 1941) “I do not think that integration is possible in all cases. When two men want to marry the same woman, there can be no integration; when two sons both want the old family home, there can usually be no integration. And there are many such cases, some of little, some of great seriousness. I do not say that there is no tragedy in life. All that I say is that if we were alive to its advantages we could often integrate”. 

Bases of Integration 

 Prasad (2010) in his Book on Administrative Thinkers has observed that the following are the bases for achieving integration as put forward by Follet. 

• The first step towards achieving integration, as per Follett, is to bring the differences into the open instead of suppressing them. 
•  “We cannot hope to integrate our differences unless we know what they are”, she asserts. What is needed, therefore, is to uncover, identify and understand the real issues involved in a conflict. 
• The second step is breaking up of the whole i.e., to consider the demands of both sides involved in conflict and to break them into their constituent parts. 
•  This involves examination of symbols, use of which is unavoidable in organisational work. This in turn involves a careful scrutinising of the language used to see what it really means. 
•  To Follett, all language used is symbolic, and therefore, one should be on guard to know as to what is being symbolised. Integration not only involves breaking up of the whole, but sometimes one has to do the opposite. 
•  It is important to articulate the whole demand, the real demand, which is being obscured by miscellaneous minor claims or by ineffective presentation. 
• The third step is the anticipation of conflict. 
•  It does not mean avoidance of conflict but responding to it differently. To Follett, integration is like a game of chess. 
•  Anticipation of response is by itself not enough; there is need for preparation for response as well. This involves building up of certain attitudes in the people. 
•  Normally, people are adjusted to the idea of dominative behaviour, by their character and habit. So, it is not easy to convince the idea of integration. 
•  Effective integration generally requires high intelligence, keen perception, discrimination, and inventiveness. 

Follett's Concept of Giving Orders 

According to Follett, when giving orders, it is important to consider the situation at hand rather than relying on personal authority. The way an order is given can impact how the task is carried out. In her article "The Giving of Orders" (1926), Follett outlines four key principles for giving orders: 

• Conscious Attitude: Understand and act upon the principles that guide decision-making in any situation.
• Responsible Attitude: Determine which principles should be applied in a given context.
• Experimental Attitude: Conduct experiments and observe the outcomes.
• Pooling the Results: Gather and analyze the experiences of others to assess the effectiveness of different methods of giving orders.

Follett emphasizes that issuing orders based on principles is crucial for effective management. A conscious attitude involves being aware of the principles that guide action, while a responsible attitude requires careful consideration of which principles to apply. An experimental attitude, on the other hand, involves issuing orders without a clear understanding of their potential success or failure. Finally, pooling results allows for learning from past experiences and adapting methods as needed.

Follett acknowledges that giving orders is often perceived as a straightforward task, but in reality, it can be quite challenging. She identifies several factors, such as past experiences, training, emotions, and beliefs, that influence how orders are received and obeyed. To facilitate compliance, Follett suggests three steps:

• Building up certain attitudes: Foster positive attitudes that align with the desired behavior.
• Providing for their release: Create conditions that allow for the expression of these attitudes.
• Augmenting the released: Strengthen and support the expression of positive attitudes as they are being demonstrated.

 To form the habit of accepting orders, Follett proposes several important steps: 

• Highlighting the desirability of a new method: Help employees see the benefits of adopting a new approach.
• Modifying office rules: Adjust rules to facilitate the adoption of the new method.
• Setting examples: Convince a few individuals to adopt the new method in advance to inspire others.
• Intensifying the release of attitudes: Strengthen the release of attitudes that need to be expressed.

 Follett believes that by following these steps, organizations can create an environment conducive to accepting orders and fostering positive behaviors. She also emphasizes the importance of behavior when giving orders, noting that harsh or overbearing conduct can lead to conflicts. To avoid such issues, Follett suggests depersonalizing orders and focusing on the situation at hand. 

Depersonalizing Orders: Follett argues that in situations where there is a conflict between two positions of equal authority, such as the heads of the sales and production departments, it is more effective for both parties to agree to take their orders from the situation rather than one person giving orders to the other. By depersonalizing the giving of orders and focusing on the situation, Follett believes that organizations can achieve greater success in business administration.

Concepts of Power, Authority, and Control by Mary Parker Follett

Power, according to Follett, is the ability to make things happen, to be a causal agent, and to initiate change. She distinguishes between two types of power: "power-over" and "power-with."

• Power-over refers to coercive power, while power-with is coactive power. Power-with is a self-developing entity that promotes better understanding, reduces friction and conflict, encourages cooperative action, and fosters participative decision-making.
• Follett acknowledges the existence of power-over but suggests ways to reduce its impact, such as through integration, recognizing the law of the situation, and promoting functional unity within the business.

Authority, in Follett's view, is vested power, and those with authority have the right to develop and exercise power. Authority does not come from ownership or a formal position but from the job itself. It is inherent to the function and cannot be delegated. Follett argues that responsibility also flows from the function and situation, emphasizing cumulative responsibility rather than ultimate responsibility. 

Control is another critical aspect of achieving organizational goals. Follett advocates for "fact-control" rather than "man-control" and "correlated-control" instead of "superimposed control." She views control in organizations as pluralistic and cumulative, similar to authority and responsibility.

Planning and Coordination 

According to Follett, coordination involves the "harmonious ordering of parts." She defines planning as a scheme for the self-adjustment and self-coordination of various interests within an organization. 
Follett emphasizes that the process of self-adjustment is only possible through coordination. She outlines several principles of coordination: 

1. Coordination in the Early Stages: Coordination should begin in the early stages of workflow, including the lower levels of organization at the policy formulation stage rather than policy implementation. Starting early fosters increased motivation and morale, challenging the concept of central planning. 
2. Coordination by Direct Control: This principle advocates for direct communication between responsible individuals and subordinates, regardless of their position in the hierarchy. Follett highlights the importance of horizontal communication alongside the vertical chain of command. 
3. Coordination as the Reciprocal Relating of All Factors: The primary goal of coordination is to integrate the diverse activities, skills, attitudes, and efforts of organizational members into a harmonious whole. Follett views an organization as a system of inter-related parts, emphasizing the interconnectedness of actions and processes. 
4. Coordination as a Continuing Process: Coordination is not a one-time activity but a continuous process where planning is based on ongoing activities. Follett advocates for a permanent mechanism to address problems rationally. 

Leadership as a Necessary Skill 

Follett viewed leadership as an essential management skill, emphasizing functional leadership rather than authoritarian approaches. She described a leader not as the head of a department, but as someone who understands the broader context of a situation, its relation to specific purposes and policies, and how to transition from one situation to another.

A leader, according to Follett, is someone who energizes their group, encourages initiative, and integrates order into the situation. The three critical functions of a leader are:

• Coordination
• Definition of Purpose
• Anticipation

Follett believed that leaders are not born but made through proper education and training in organization and management. She also noted the reciprocal relationship between a leader and their group, termed as "circular response."

She classified leadership into three types:

• Leadership of Position: Based on formal authority.
• Leadership of Personality: Based on strong personal qualities.
• Leadership of Function: Combining both position and personality.

Follett argued that effective leaders in modern organizations possess functional knowledge rather than just formal authority or personality. She believed that the success of an organization depends on its flexibility to allow functional leadership, where those with the necessary knowledge and skills can take control of the situation.

Conclusion 

 Mary Parker Follett was an expert in Administrative Theory, particularly focusing on individuals within organizations. Her significant contributions revolve around topics such as conflict, orders, power, authority, control, and leadership. Follett's primary concern was with overcoming and managing conflict. She viewed organizations as social systems, but not necessarily cooperative ones, which is why conflict arises. To address this, she proposed the idea of constructive conflict. 
In addition to conflict, concepts like giving orders, power, authority, responsibility, and leadership have become increasingly important in today’s context. This unit has provided insight into Mary Parker Follett's major works and highlighted the relevance of her concepts in modern times.