Phelps Et Al.Organizational and Strategic Leadership Essay Example

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7. Control (Difference)

The topic of leadership is discussed from a different perspective.

9. Cooperation (Difference)

Follett and deming

Mary Parker Follett (1868-1933) was a philosopher and political scientist who examined the interactions between individuals and groups in society. She emphasized the remarkable capacity of individuals to personally grow and enhance their affiliated groups. Instead of viewing business purely as an 'economic setting', Follett regarded it as a social environment.

In her work, she proposed the replacement of Weberian bureaucratic authority with demographic authority. She also recommended the inclusion of networks of individuals throughout all stages of the production process. Consequently, she was considered to be remarkably ahead of her time. Furthermore, Follett made several significant contributions.

The 'law of situation' was relied upon in the development of a relational concept of authority.

(b) The significance of involving all stakeholders in making decisions.

The significance of group processes involves reciprocity and the inter-penetration of conflicting ideas among individuals.

Deming's idea of total quality management is centered around reciprocal conditioning and evocation processes (Fry ; Thomas, 1996). Follett emphasizes the importance of an organization adapting to both its external and internal environments. She believes that maintaining coherence between these environments is crucial for the organization's success. By anticipating and responding to internal and external factors, collective action can establish this coherence. Understanding each department's and employee's perspectives in a given situation is vital for the overall benefit of the organization. The law of situation suggests that all participants in the organization should collaborate in uncovering and adhering to specific situational laws (Eylon, 1998). According to Follett,

true power comes from collaborating with others rather than exerting power over them. It is important for everyone within an organization to recognize their interdependence instead of solely focusing on their individual situations.

The concept of 'power with' is in contrast to traditional power dynamics, it is based on obedience to a shared situation referred to as 'the law of situation' by Mary Parker Follett. Instead of one person giving orders to another, both individuals should agree to take their orders from the situation itself. This ideology eventually led to the development of empowerment. Follett's ideas are connected to Deming's 14 points through the creation of corporate culture, promotion of teamwork, and organizational design (See Figure 1).

Mary Parker Follett and Deming can be compared through their 14 points.

The first step is to establish a constant purpose.

2. Adopt a new belief system.

3. Stop relying on mass inspection

4. Horizontal authority promotes cross-functional teamwork.

5. To create a corporate culture that promotes teamwork, it is essential to empower individuals, address conflicts, and leverage power.

6. Establish training programs at the institute.

The seventh factor to consider is institute leadership.

8. Get rid of slogans.

9. Quotas should be removed.

10. Get rid of obstacles

11. Education and training

12. Cease providing rewards solely based on price.

The thirteenth point is system improvement.

The fourteenth principle is to drive out fear.

15. Overcome obstacles

16. Implement measures to achieve transformation, including decisions regarding job and organizational design.

In

Deming's language, Follett's philosophy of teamwork is evident when he discusses the necessity for consistent effort. Deming explains that if everyone knows what to do and gives their best effort, the outcome would be a dispersion of knowledge and effort resulting in suboptimal results. He emphasizes the importance of teamwork and effective leadership in achieving consistency of effort and knowledge. Similarly, Follett emphasizes the significance of horizontal authority, empowerment, constructive conflict, and cross-functional teamwork in transforming business into a social institution.

In her identification of the significance of horizontal authority, Follett advocated for the establishment of cross-functional committees and conferences of parallel heads. Instead of relying solely on formal authority, she promoted empowerment, as she believed that power granted always leads to failure. She emphasized that the most effective approach to exercising authority is to depersonalize the act of giving orders and to prioritize the importance of the task at hand. Follett's concept of mutual problem-solving through participative management and employee involvement serves as a valuable philosophical foundation for conflict management.

It is crucial to establish an organizational design that highlights the significance of reciprocal relationships rather than just focusing on tasks. Creating corporate culture, taking actions to promote teamwork, and making decisions about organizational design are the methods to achieve the central messages of Follett. Deming’s implementation of constancy of purpose, reducing reliance on mass inspection, and adopting a new philosophy align with Follett's emphasis on creating corporate culture. Additionally, Deming's approach to promoting teamwork involves educating and training employees while eliminating barriers.

The approach of Deming in changing structure focuses on improving the overall system and eliminating fear among employees.

Deming also emphasizes the need to stop solely rewarding based on price.

Follett's approach acts as a bridge, connecting Taylor's scientific management with Deming's total quality management.

The aim of this paper is to reconcile the contradictory theories and philosophies of Taylor, Follett, and Deming in the management field. We propose using Follett's philosophy as a bridge between Taylor's scientific management principles and Deming's 14 points to help organizations overcome crises (see Figure 2 on the following page). Taylor's managerial philosophy, as outlined in the principles of scientific management, forms the basis for improving performance. Taylor emphasized the importance of (a) replacing rule-of-thumb methods with scientific approaches, (b) scientifically selecting employees, (c) providing scientific education and development, and (d) cultivating friendly cooperation between management and employees.

Taylor believed that by following these principles, employees could collaborate with management to make the workplace successful. He also encouraged management to improve every aspect of the business to achieve excellence. However, Taylor faced criticism for promoting the idea of a single, ideal way to do tasks, as critics argue that it is difficult to find such a method. Figure 2: Mary Parker Follett—Bridging Management Thinking in the Deming’s TQM philosophy.

Taylor's scientific management

Scientific methods of working are replacing the rule-of-thumb method.

(b) the scientific selection of employees,

The focus is on scientific education and development.

Follett's philosophy is to encourage friendly cooperation between management and employees, learning from those who do.

• Em erm pow ent
• C rossfunctioning
• H orizontal authority

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  Pow is er D ing’s 14 em points em phasizing

• C ontinuous im provem ent
• Perform ance m easurem ent
• Em ployee involvem ent
• C ultural transform ation
• Im portance to custom er arned

Follett had a unique philosophy of management that emphasized empowerment, cross-functional teamwork, horizontal communication, adaptive behavior, and the role of conflict in organizations. Her ideas contributed to the development of an entrepreneurial spirit. Instead of the traditional vertical authority concept from Taylorism, Follett believed that authority should be based on function rather than position. She also believed that authority is exercised in relationships that are influenced by an impersonal 'law of the situation'. (Fry & Thomas, 1996).

Follett emphasized the significance of involving employees in decision-making to improve productivity within the organization. She additionally advocated for a bottom-up approach to authority, which brought about revolutionary changes in management practices. On the other hand, Deming concentrated on fundamental processes and the quality of products and services in his management philosophy.

The text highlights the importance of total quality management, as advocated by Deming. According to Deming, managers should consistently monitor the production process, prioritize quality, and define clear quality standards for customers. In addition, Deming emphasized the need for involving everyone in the continuous improvement process. Moreover, Follett integrated the principles of scientific management and human relations school of management, acting as a bridge between the two approaches. It is worth mentioning that Deming is considered a total quality management guru

(Graham, 1995).

Follett, a pragmatic prophet, analyzed the impact and outcomes of social processes in the efficiency-driven work world (Snider, 2000). Follett also highlighted the importance of resolving conflict through integrative unity, which depends on the law of the situation (Metcalf & Urwick, 1941: 59). The management of people according to Taylor's scientific management involves emphasizing the use of optimal methods and tools to enable employees to achieve efficiency in their output. Taylor specifically addressed the issue of deliberate soldiering, which refers to employees under-working.

Taylor was concerned about both lazy workers and other forms of wasteful actions in the workplace. He believed that training and education were crucial in managing employees. Deming agrees with Taylor and states that the biggest waste in America is not utilizing people's abilities. Therefore, it is important for management to provide training to ensure customer satisfaction.

Taylor argued that management should carefully select workers and then provide them with training, teaching, and development opportunities (Taylor, 1911: 36). Deming takes it a step further by suggesting that experienced workers should train new workers (Deming, 1986: 53). Taylor strongly emphasized the importance of employee training and compared it to the training of a surgeon (Taylor, 1911: 126). Follett's perspective on employee training can be seen in her advocacy for empowerment. According to Follett, in a social setting, workers should collaborate effectively with others to share and enhance their individual skills.

She argues that the true purpose of business is to cultivate individuals by coordinating relationships, ultimately enhancing the potential of group activities. This involves creating synergy within the organization through cooperation and coordination, where members not only

train one another but also contribute to the overall growth of the organization. According to Follett, empowerment is an ongoing process that leads to the development of new skills and perspectives, providing limitless resources for the organization (Florin ; Wandersman, 1990; Vogt ; Murrell, 1990).

Deming’s points 8, 10, 12, and 13 share a common theme of people management, aligning with Follett's fundamental philosophy. For instance, in line with Follett's concept of 'empowerment,' Deming suggests that when employees are empowered, they can overcome fear and leaders can make decisions based on knowledge rather than empty slogans. By granting empowerment, managers can eliminate obstacles that diminish employees' pride in their work. Thus, empowerment is the essential key to effective employee management.

Managing process

While Taylor and Deming both stress the significance of efficiency, their approaches differ. Taylor, in his emphasis on time and methods study, advocates for focusing on the "best" methods of production to achieve efficiency. On the other hand, Deming focuses on improving the production process and ensuring quality. According to Taylor (1911:25), work improvement is only achievable through thorough examination and ongoing study of work, as well as implementing the best processes and methods.

In those days, statistical quality control techniques were not available. However, Taylor used tested methods and also encouraged workers to suggest improvements in both methods and implementation process (Taylor, 1911: 128). Taylor believed that if a workers' new method was better than the current one, it would become the standard for the entire establishment (Taylor, 1911: 128). Deming believes that continued process improvement is achieved through customer satisfaction rather than meeting quotas.

Furthermore,

both Deming and Follett emphasize the importance of focusing on the 'process' rather than the 'product' or function. Deming suggests using statistical control charts to analyze data and identify variations caused by special or common factors. Similarly, Follett argues that achieving functional unity is essential for organizational synergy and efficient operation. Both scholars concur that continual improvement in quality can only be attained when the organization gives priority to the 'process' based on the law of situation.