ethics in management exploring the contribution of mary parker follett n.
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ETHICS IN MANAGEMENT: EXPLORING THE CONTRIBUTION OF MARY PARKER FOLLETT. Summarized from Domênec Mele Presented by MUHAMMAD YAHYA AHMAD PCU, Manila . Mary Parker Follett Biography (1).

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ethics in management exploring the contribution of mary parker follett


Summarized from


Presented by


PCU, Manila

mary parker follett biography 1
Mary Parker Follett Biography (1)
  • Mary Parker Follett (September 3, 1868 – December 18, 1933) was an Americansocial worker, sociologist, consultant, and author of books on democracy, human relations, and management. She worked as a management and political theorist, introducing such phrases as "conflict resolution," "authority and power," and "the task of leadership”
mary parker follett biography 2
Mary Parker Follett Biography (2)
  • Publications
    • Follett, Mary P. [1896] 1974. The Speaker of the House of Representatives. New York: B. Franklin Reprints.
    • Follett, Mary P. [1918] 1998. The New State: Group Organization the Solution of Popular Government. Pennsylvania State University Press.
    • Follett, Mary P. [1924] 2001. Creative Experience. Bristol, U.K.: Thoemmes. ISBN 1855066327
    • Follett, Mary P. [1941] 1973. Dynamic Administration: The collected papers of Mary Parker Follett. London: Pitman. ISBN 0273318586
    • Follett, Mary P. 1954. The illusion of final authority: Authority must be functional and functional authority carries with it functional responsibility. Washington: U.S. Bureau of Public Assistance.
    • Follett, Mary P. 1987. Freedom & co-ordination: Lectures in business organization. Continuity in administrative science. New York: Garland Pub. ISBN 08
  • Mary Parker Follett never wrote on ethics in management nor on business ethics, both of which are now familiar. However, some implicit and even explicit references to these topics can be found in her thought.
  • Her whole approach to business and management are concepts that have a lot to do with ethics.
  • Follett holds that the manager must accept standards established by professional managerial associations.
  • She is aware of the contribution of business management to individual development and to the welfare and culture of society.
  • he also presents a seminal approach to stakeholder theory.
  • Her concept of ethics is related to her dynamic vision of the individual and society. It overcomes subjectivism and the narrow view of an individualistic ethics, but it is not an ethics rooted in ethical principles or in human virtues.
the concept of ethics in m r follett
The Concept of Ethics in M. R Follett
  • She stresses the importance of the standards of the management profession, including codes
  • These standards and codes contain ethical requirements
  • The concepts of ethic: integrity, honesty, and fairness
  • The individual is created by the social process and is daily nourished by that process

She assimilates moral law with the social ideal: moral law is nothing more than a 'social ideal‘; the social ideal is generated by the inter-weaving of individuals and groups

ethics in management
Ethics in Management
  • Mary Parker Follett overcomes the separation of the economic and the moral aspects:
    • Ethics is not something external to business
    • Ethics is an aspect of business reality which has to be integrated into decision-making.
ethics in management1
Ethics in Management
  • Follett maintains that business managers must take into account the technical side (production and distribution) simultaneously with the personnel side:
    • when managers treat workers in a proper way, and not as a part of a "mechanism", it is fruitful for business.
the ethical manager
The Ethical Manager
  • Approaches to the Concept of Ethical Manager:
    • Dealing fairly is not a matter of technique but requires a certain practical knowledge
    • Management as a profession, rests on the basis of a proven body of knowledge, and such knowledge is supposed to be used in the service of others rather than merely for one's purposes
    • A profession is exercised as one of the necessary functions of society, not purely for private gain
the ethical manager1
The Ethical Manager
  • Two relevant elements of the action: the morality of the action itself and the intention for doing it. ‘Integrity', is related to the morality of the action and 'motive of service' and 'job satisfaction', could be interpreted as another way of referring to moral intention.
  • The standards of professions, including their codes of conduct, are indeed a crucial reference for an 'honest work'
transcendence and spirituality in management
Transcendence and spirituality in management
  • Follett reveals her vision of work as being something in which there is something transcended. The transcendence is related to spiritual life.
  • Her fine perception of the dualism that exists in many people between the spiritual life, on the one hand, and daily activities, on the other, is remarkable.
transcendence and spirituality in management1
Transcendence and spirituality in management
  • Interaction between people could create spiritual values, and this is more important in business than manufactured articles
  • She suggests that business offers a great opportunity for the creation of spiritual values, indeed "a larger opportunity than any single profession in the possibilities of those intimate human inter-weavings through which all development of man must come"
organizational ethics
Organizational Ethics
  • Organizational ethics:
    • ethical dimension of organizational structure
    • ethical appraisal of the organizational requirements and
    • incentives affecting the behavior of the people involved in the organization
organizational ethics1
Organizational Ethics
  • The moral right to power which has not been psychologically developed is an empty ethics
    • power and authority have to be developed
    • real authority that implies ethical responsibility comes from a function rather than from a static position
    • replacing the current concept of 'power-over' people for 'power-with' people, and 'coercive' control for `coactive' control

that only 'power-with' is acceptable: "It's all right to work with anyone: what is disagreeable is to feel too distinctly that you are working under anyone“

  • Genuine power is power-with, pseudo power is power-over“. Genuine power is not coercive control, but coactive control. Genuine power can only be grown
integrative unity
Integrative Unity
  • Follett's philosophy is not about confrontation but integration.
  • Management has seen that an enterprise can be more successfully run by securing the co-operation of the workers
  • Co-operation is related to integration, and integration brings about unity:
    • achieving unity in business organizations is a crucial point,
    • unity as the foundation of business development
  • The worker no longer has to be a passive taker of orders, but someone with initiative and responsibility
individual development
Individual development
  • Follett's doctrine of 'circular response‘: the situation does not change without changing us
  • Technique of human relations based on the preservation of the integrity of the individual
  • Her approach is to foster the personal development of those involved in an organization
  • Fostering individual development necessitates a certain managerial style
  • Individual development comes through interweaving activities
corporate responsibility and collective responsibility
Corporate Responsibility and Collective Responsibility
  • Follett does not use the term 'corporate social responsibility', related to the social function of business, but she talks about 'collective responsibility in business organizations‘
  • Approach of professional corporativism: a business man should think of his work as one of the necessary functions of society
  • Social dimension of business management:
    • Business contribution to individual development
    • Manager contribution to the welfare of society
    • Manager contribution to culture
  • Managers must be aware of their social responsibility not only as citizens but also as members of the business profession; should hold corporate responsibilities
corporate responsibility and collective responsibility1
Corporate Responsibility and Collective Responsibility
  • Corporate responsibility :
    • For maintenance of standards: managers must be loyal to their profession
    • For the education of the public:
      • to realize that it is responsible to something higher than the public will of a community,
      • its service to the public does not lie wholly in obeying the public
    • For the development of professional standards
stakeholders approach
Stakeholders approach
  • Stakeholder is interdependent groups or individuals who affect or are affected by business decisions
  • Manager has relations with:
    • 1) bankers,
    • 2) stockholders,
    • 3) co-managers and directors,
    • 4) wage-earners,
    • 5) competitors,
    • 6) the people from whom he buys,
    • 7) customers"
stakeholders approach1
Stakeholders approach
  • The chief job of business is to find a method for integrating the interests three classesstakeholders:
    • workers, including industrial and managerial workers,
    • consumers, and
    • inventors
stakeholders approach2
Stakeholders approach
  • Three ways of dealing with conflict:
    • Domination: the victory of one side over the other: it is not usually successful in the long run
    • Compromise:each part giving up something in order to have peace
    • Integration:looking for a solution where the desires of both parts have a place, and neither side has to sacrifice anything
  • Follett's ideas on solving conflicts by integration could be applied to stakeholder theory
  • Mary Parker Follett had a set of crucial intuitions on ethics in management and other related matters
  • Without talking explicitly about ethics, Follett uses an implicitly ethical approach in presenting her vision of business
  • Her concept of ethics is related to her dynamic vision of the individual and society, overcomes subjectivism and the narrow view of an individualistic ethics