Subordination of individual interests – only work matters should be
discussed at work
Remuneration – fair payment for work
Centralization – decisions are made at the top of the management
Order – there is a place for everything
Equity – managers should be kind and fair
Personal tenure – unnecessary turnover should be avoided.
Initiative – undertake work with zeal and energy
Esprit de corps – work to build harmony among personnel
oHe also came up with rules of management that resemble the four functions
of management (organizing, leading, controlling and planning)
Foresight — to complete a plan of action for the future.
Organization — to provide and mobilize resources to implement the
Command — to lead, select, and evaluate workers to get the best work
toward the plan.
Coordination — to fit diverse efforts together and ensure information
is shared and problems solved.
Control — to make sure things happen according to plan and to take
necessary corrective action.
Mary Parker Follett
oGroups and human cooperation:
Groups are mechanisms through which individuals can combine their
talents for a greater good.
Organizations are cooperating “communities” of managers and
Manager’s job is to help people in the organization cooperate and
achieve an integration of interests.
oForward-looking management insights:
Making every employee an owner creates a sense of collective
responsibility (precursor of employee ownership, profit sharing, and
Business problems involve a variety of inter-related factors (precursor
of systems thinking)
Private profits relative to public good (precursor of managerial ethics
and social responsibility)
oHe believed the bureaucracy was the way to correct problems about failed
performance potential by only successful or of high rank individuals in the
country (authority > job capability)
oBureaucracy : rational and efficient form of organization founded on logic,
order and legitimate authority.
oCharacteristics of his bureaucracy: