Mary Parker Follett, an influential management theorist, introduced a progressive concept of "Giving of Orders" that challenged the traditional command-and-control approach prevalent in early 20th-century management practices. Follett’s perspective emphasized human relations, collaboration, and the psychological aspects of management, advocating for a more dynamic and participatory method of issuing orders within organizations.
Follett’s Concept of Giving of Orders
Situational Approach to Orders: Follett proposed that orders should not be issued in a rigid, hierarchical manner but should be based on the specific situation and context. According to her, orders must stem from the demands of the situation rather than from the authority of a superior. This approach emphasizes that managers should consider the circumstances, employees’ expertise, and the goals to be achieved when issuing orders, thereby making the process more flexible and adaptive.
Law of the Situation: At the core of Follett’s concept is the "Law of the Situation." This principle suggests that orders should be given not by one person to another but by the situation itself. Instead of a manager directing an employee with a top-down instruction, both the manager and the employee should together determine the best course of action dictated by the situation. This concept encourages cooperative problem-solving and shared responsibility, where both parties are guided by the same situational demands.
Depersonalizing Orders: Follett believed in depersonalizing orders to reduce resistance and conflict. She argued that orders should not be viewed as personal commands from one individual to another but as objective requirements of a given task or situation. This reduces feelings of subordination or resentment, as the focus shifts from the individual issuing the order to the necessity of the situation.
Integrative Conflict Resolution: Follett emphasized "integration" as a key element in resolving conflicts that arise from giving orders. Rather than relying on domination (one party imposing their will on another) or compromise (where both parties give up something), integration involves finding a solution that satisfies both parties' interests. In the context of giving orders, this means creating a shared understanding and commitment to the task by involving employees in the decision-making process.
Empowerment and Participation: Follett's concept promotes employee empowerment and participation in the decision-making process. She argued that employees are more likely to accept and effectively execute orders when they are involved in the process of determining those orders. This participative approach fosters a sense of ownership, motivation, and commitment among employees, enhancing both their satisfaction and organizational performance.
Dynamic Administration: Follett advocated for a dynamic form of administration where orders are seen as part of an ongoing process of negotiation, coordination, and collaboration. She rejected the static view of orders as mere commands and viewed them instead as part of a continuous interaction between managers and employees. This dynamic process encourages flexibility, innovation, and responsiveness within organizations.
Conclusion
Mary Parker Follett's concept of "Giving of Orders" revolutionized the traditional approach to management by emphasizing collaboration, situational analysis, and employee participation. Her ideas laid the groundwork for modern management practices that value human relations, empower employees, and focus on achieving organizational goals through cooperative effort. By advocating for a more democratic and adaptive approach to giving orders, Follett's work remains relevant in contemporary management theories and practices.
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