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Dynamic administration : the collected papers of Mary Parker Follett / edited by Henry C. Metcalf & Urwick, L.

Contributor(s): Metcalf, Henry C [editor.] | Urwick, Lyndall F. (Lyndall Fownes), 1891-1983 [editor.].
Material type: materialTypeLabelBookPublisher: London : Martino publishing, c2013Edition: [New ed.] edited by Elliot M. Fox and L. Urwick.Description: 320 pages ; 23 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 9781614274773 (paperback)..Subject(s): Management | Personnel management | Psychology, IndustrialDDC classification: 658.008 DYN
Contents:
Hlaf Title Title Page Copyright Page Original Title Page Table of Contents FOREWORD INTRODUCTION I. CONSTRUCTIVE CONFLICT II. THE GIVING OF ORDERS III. BUSINESS AS AN INTEGRATIVE UNITY IV. POWER V. HOW MUST BUSINESS MANAGEMENT DEVELOP IN ORDER TO POSSESS THE ESSENTIALS OF A PROFESSION VI. HOW MUST BUSINESS MANAGEMENT DEVELOP IN ORDER TO BECOME A PROFESSION VII. THE MEANING OF RESPONSIBILITY IN BUSINESS-MANAGEMENT VIII. THE INFLUENCE OF EMPLOYEE REPRESENTATION IN A REMOLDING OF THE ACCEPTED TYPE OF BUSINESS MANAGER IX. THE PSYCHOLOGY OF CONTROL X. THE PSYCHOLOGY OF CONSENT AND PARTICIPATION XI. THE PSYCHOLOGY OF CONCILIATION AND ARBITRATION XII. LEADER AND EXPERT XIII. SOME DISCREPANCIES IN LEADERSHIP THEORY AND PRACTICE XIV. INDIVIDUALISM IN A PLANNED SOCIETY APPENDIX I: BIBLIOGRAPHY APPENDIX II: NOTES ON THE ENGLISH PAPERS.
Summary: Mary Parker Follett was a prominent business philosopher of the period, who agreed with Sheldon about the need to emphasize human factors in management, but placing greater stress on the need to develop a science of cooperation. According to Follett, what she called her 'Law of the Situation' could be a means for bridging the gap between an ideal of scientific management and the unilateral position that it seemed to involve in practice. In effect she was proposing the same collaboration between leaders and subordinates that was usually to be found between leaders of the same rank.
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Item type Current location Call number Status Date due Barcode
Book Book Indian Institute for Human Settlements, Bangalore
658.008 DYN 012431 (Browse shelf) Available 012431

Originally published in 1941.

Bibliography: p. 326-328.

Hlaf Title
Title Page
Copyright Page
Original Title Page
Table of Contents
FOREWORD
INTRODUCTION
I. CONSTRUCTIVE CONFLICT
II. THE GIVING OF ORDERS
III. BUSINESS AS AN INTEGRATIVE UNITY
IV. POWER
V. HOW MUST BUSINESS MANAGEMENT DEVELOP IN ORDER TO POSSESS THE ESSENTIALS OF A PROFESSION
VI. HOW MUST BUSINESS MANAGEMENT DEVELOP IN ORDER TO BECOME A PROFESSION
VII. THE MEANING OF RESPONSIBILITY IN BUSINESS-MANAGEMENT
VIII. THE INFLUENCE OF EMPLOYEE REPRESENTATION IN A REMOLDING OF THE ACCEPTED TYPE OF BUSINESS MANAGER
IX. THE PSYCHOLOGY OF CONTROL
X. THE PSYCHOLOGY OF CONSENT AND PARTICIPATION
XI. THE PSYCHOLOGY OF CONCILIATION AND ARBITRATION
XII. LEADER AND EXPERT
XIII. SOME DISCREPANCIES IN LEADERSHIP THEORY AND PRACTICE
XIV. INDIVIDUALISM IN A PLANNED SOCIETY
APPENDIX I: BIBLIOGRAPHY
APPENDIX II: NOTES ON THE ENGLISH PAPERS.

Mary Parker Follett was a prominent business philosopher of the period, who agreed with Sheldon about the need to emphasize human factors in management, but placing greater stress on the need to develop a science of cooperation. According to Follett, what she called her 'Law of the Situation' could be a means for bridging the gap between an ideal of scientific management and the unilateral position that it seemed to involve in practice. In effect she was proposing the same collaboration between leaders and subordinates that was usually to be found between leaders of the same rank.

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