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Article
Publication date: 1 March 2003

Mary Ann Feldheim

Coming from a long tradition of Quaker beliefs, Mary Parker Follett advocated for an integrative unity in the organization or state where members work together, consensus…

Abstract

Coming from a long tradition of Quaker beliefs, Mary Parker Follett advocated for an integrative unity in the organization or state where members work together, consensus is built, and power is shared. She applied her process of integration to management practices in both business and government. Parker Follettʼns communitarian ideas and philosophy of smaller more participative government have often run counter to administration and managementsʼn focus on regulation and centralized power. This has contributed to the benign neglect of Parker Follettʼns work in the administrative and management literature. Parker Follettʼns work has been lost and found repeatedly over the past half century. In the rapidly changing and uncertain times of the new millennium we need once again to rediscover her holistic and healing approach to administration and management.

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International Journal of Organization Theory & Behavior, vol. 7 no. 3
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 1 November 1999

C. McLarney and Shelley Rhyno

This paper proposes the use of the model of visionary leadership adapted by this researcher from Westley and Mintzberg’s 1989 paper “Visionary leadership and strategic…

Abstract

This paper proposes the use of the model of visionary leadership adapted by this researcher from Westley and Mintzberg’s 1989 paper “Visionary leadership and strategic management” to view the work of Mary Parker Follet. The model augments Westley and Mintzberg’s model with much earlier work by Mary Parker Follett. Follett’s work on leadership, group membership, contribution, participation and co‐operation are as relevant to the study of human relations today as they were 70 years ago. The model highlights the elements of visionary leadership and group membership. This model was developed to place a framework on the many writings of Follett. The framework is fully discussed and is based on some of the work of Westley and Mintzberg.

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Women in Management Review, vol. 14 no. 7
Type: Research Article
ISSN: 0964-9425

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Article
Publication date: 28 June 2011

Simone T.A. Phipps

This paper aims to depict the pivotal roles played by Mary Parker Follett and Mary Barnett Gilson, as they uniquely contributed to early management thought, theory, and…

Abstract

Purpose

This paper aims to depict the pivotal roles played by Mary Parker Follett and Mary Barnett Gilson, as they uniquely contributed to early management thought, theory, and practice through “spirituality” despite the chauvinism of their day.

Design/methodology/approach

Synthesizing articles from history journals, writings about the figures of interest, annals, published works by the figures themselves, and other resources; this paper illustrates how the input of Follett and Gilson made distinctive and valuable contributions to the management field.

Findings

This research concludes that Follett and Gilson, although from the mid‐nineteenth to mid‐twentieth century, when men were dominant in any arena relating to management, were responsive to their “spiritual” insight despite its contrariness to the credence of their day. Consequently, they initiated an understanding that significantly impacted management theory and practice. Their perceptive revelations also led to changing mindsets and actions that influenced the wellbeing of organizations, as well as their employees.

Originality/value

During this era, although not widely publicized, the “weaker” sex did make its mark. This is the first paper to examine, from a “spiritual” viewpoint, the contributions of these members of the “weaker” sex to management history.

Details

Journal of Management History, vol. 17 no. 3
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 1 December 2004

Manjula S. Salimath and David J. Lemak

There is a divergence between the contributions of Mary Parker Follett on an intellectual plane and the practical application of her ideas and rationale. Apart from her…

Abstract

There is a divergence between the contributions of Mary Parker Follett on an intellectual plane and the practical application of her ideas and rationale. Apart from her unparagoned writing style, the obvious complexity of her abstract and interdisciplinary approach makes it extremely challenging to understand and apply her insights to achieve a harmonious organizational life. Yet, in her integrative mind, she viewed philosophy as directly related to action and reality. This paper reduces this divergence by translating her thoughts into practical guidelines for the manager, educator and researcher. The application of Follett's philosophy to a paradigm of lifelong learning and education, the key to lasting change (hitherto unexplored), is addressed, along with implications for the researcher. The purpose of this paper, therefore, is to view the work of Follett through a new lens – that of advocate of lifelong learning. Two appendices list Follett's contribution to management thought and education.

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Management Decision, vol. 42 no. 10
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 June 2006

Su Maddock and Marion Macalpine

Mary Parker Follett was an outstanding public intellectual of her day, both in the US and the UK. We have a lot to learn from her about the ‘democratic deficit’…

Abstract

Mary Parker Follett was an outstanding public intellectual of her day, both in the US and the UK. We have a lot to learn from her about the ‘democratic deficit’, leadership, participation, partnership and difference, that is relevant to key current concerns in the UK. Her thinking was based on her own extensive experience, observation and reflection, her ideas are profound, relevant and accessible for us today. In this article we signal her continuing significance in three areas: building democratic processes, leadership and ideas about complexity.

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International Journal of Leadership in Public Services, vol. 2 no. 2
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 1 June 2005

Laurie J. Barclay

To examine Mary Parker Follett's writings with respect to organizational justice and highlight insights that can advance contemporary organizational justice theory as well…

Abstract

Purpose

To examine Mary Parker Follett's writings with respect to organizational justice and highlight insights that can advance contemporary organizational justice theory as well as help justice scholars effectively address challenges currently facing the field.

Design/methodology/approach

By comparing and contrasting Follett's writings with contemporary research, the author argues that Follett provides a number of insights that can advance contemporary justice theory and research. Discusses ways in which the field can capitalize on these insights.

Findings

Follett foreshadowed a number of important justice issues that have subsequently captured the attention of contemporary justice scholars. More importantly, her process‐oriented perspective suggests a number of research avenues that have yet to be fully explored including emotionality of injustice, integrative unity, and circular responses. In order to take advantage of Follett's insights, however, contemporary justice researchers may need to re‐examine current assumptions about: the nature of organizational justice; the way that it should be studied; and the relationship between theory and practice.

Originality/value

This paper is the first to examine Follett's writings in the context of organizational justice. Although the field of organizational justice has not yet recognized Follett's work, her writings deal both explicitly and implicitly with the concept of justice in considerable depth. Not only does Follett foreshadow contemporary research, but her writings also provide alternative avenues for theory development and research.

Details

Management Decision, vol. 43 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 March 1998

Dafna Eylon

This paper introduces and reviews current understanding of the empowerment construct, recognizing Mary Parker Follett’s contribution to this area. Common themes between…

Abstract

This paper introduces and reviews current understanding of the empowerment construct, recognizing Mary Parker Follett’s contribution to this area. Common themes between the empowerment literature and Follett’s writing are identified with special emphasis placed on the “Empowerment Paradox.” The paradox is described and suggestions for how Follett’s writing can help inform us are included. The paper concludes with directions for future research.

Details

Journal of Management History, vol. 4 no. 1
Type: Research Article
ISSN: 1355-252X

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Book part
Publication date: 12 November 2018

Margaret Stout, Koen P. R. Bartels and Jeannine M. Love

Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with…

Abstract

Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical and competitive organizations and systems. Thus, an important step toward effectively managing governance networks is to clarify collaborative dynamics. While the recently proposed collaborative governance regime (CGR) model provides a good start, it lacks both the conceptual clarity and parsimony needed in a useful analytical tool. This theoretical chapter uses the logic model framework to assess and reorganize the CGR model and then amends it using Follett’s theory of integrative process to provide a parsimonious understanding of collaborative dynamics, as opposed to authoritative coordination or negotiated cooperation. Uniquely, Follett draws from political and organizational theory practically grounded in the study of civic and business groups to frame the manner in which integrative process permeates collaboration. We argue that the disposition, style of relating, and mode of association in her integrative method foster collaborative dynamics while avoiding the counterproductive characteristics of hierarchy and competition. We develop an alternative logic model for studying collaborative dynamics that clarifies and defines these dynamics for future operationalization and empirical study.

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Article
Publication date: 3 June 2014

Leon C. Prieto and Simone T.A. Phipps

This article aims to depict the pivotal role Octavia Hill, Jane Addams and Mary Parker Follett played in the field of social entrepreneurship. The article aims to examine…

Abstract

Purpose

This article aims to depict the pivotal role Octavia Hill, Jane Addams and Mary Parker Follett played in the field of social entrepreneurship. The article aims to examine the contributions made by these remarkable women who made valuable theoretical and practical contributions to the emerging field of social entrepreneurship.

Design/methodology/approach

Synthesizing articles from history journals, writings about the figures of interest, published works by the figures themselves and other resources, this paper illustrates how Hill, Addams and Follett made valuable contributions to social entrepreneurship and questioned the rectitude of unadulterated capitalism.

Findings

This paper concludes that Hill, Addams and Follett refuted the viewpoint that self-interest and single-minded self-survival were the best ways to live and to conduct business. By their actions, the women showed that they did indeed bring “capitalism in question”, by recognizing the importance of seeking others’ interests.

Originality/value

This article highlights the contributions made by Hill, Addams and Follett, who made valuable contributions in the field of social entrepreneurship which is made evident by their work with housing settlements, community center development, etc.

Details

Journal of Management History, vol. 20 no. 3
Type: Research Article
ISSN: 1751-1348

Keywords

Content available
Article
Publication date: 23 September 2013

Shawn M. Carraher

Abstract

Details

Journal of Management History, vol. 19 no. 4
Type: Research Article
ISSN: 1751-1348

1 – 10 of 435