Mary Parker Follett's Organizational Theory in Modern Workplaces
This paper examines Mary Parker Follett's organizational theories — particularly the group process, conflict resolution, and circular response — and their applicability in modern organizational settings. Drawing on Follett's three conflict resolution techniques (compromise, domination, and integration), the paper argues that integration offers the most constructive path forward in workplace disputes. The analysis centers on conflicts between academic and non-academic staff in a university setting, illustrating how equal representation, constructive dialogue, and an academic union can serve as practical mechanisms for achieving win-win outcomes. The paper ultimately advocates for an inclusive, democratic approach to organizational conflict grounded in Follett's classical management framework.
- Introduction: Framing Follett's theories on organizational conflict
- The Group Process: Follett's principles of coordination in organizations
- The Role of Conflict: Three techniques: compromise, domination, integration
- The Circular Response: Relational patterns and integration as continuous process
- Applying Follett's Theory to University Conflicts: Integration applied to academic-administrative disputes
- Conclusion: Inclusive, democratic approach to workplace conflict
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What makes this paper effective
- The paper moves logically from abstract theory to concrete application, grounding Follett's classical concepts in a recognizable real-world setting — a university conflict between academic and administrative staff.
- It compares three conflict resolution techniques (compromise, domination, and integration) before advocating for one, which demonstrates evaluative reasoning rather than mere description.
- The first-person application section ("as a future professor") personalizes the argument and models how a practitioner might implement theoretical frameworks, adding rhetorical credibility.
Key academic technique demonstrated
The paper uses theory-to-practice bridging: it first establishes a theoretical framework through direct engagement with Follett's writings (via secondary sources), then systematically applies each concept — group process, integration, circular response — to a specific organizational scenario. This structure is a hallmark of applied organizational theory essays at the undergraduate level.
Structure breakdown
The paper opens with a brief framing introduction, then dedicates three sections to explicating Follett's theoretical concepts (group process, conflict resolution techniques, and circular response). A longer applied section translates those concepts into the context of academic–administrative conflict in a university, including specific conflict scenarios and a proposed integrative solution. The conclusion synthesizes personal and professional takeaways. References follow APA formatting conventions.
Introduction
Conflicts within organizations are not always negative. Differences between members should be viewed as strengths to be used in working toward a common goal, rather than as forces to be suppressed. The classical model embraced by theorists Elton Mayo and Frederick Taylor echoes the significance of capitalizing on differences in working toward a common goal for the benefit of the organization. This paper examines the significance of harmonizing individual differences in the workplace based on Mary Parker Follett's organizational theories. Within her framework, particular attention is given to the theory of the group process in order to shed light on this subject.
The Group Process
Follett's work focused on addressing group processes in industrial organizations. According to Follett, the basic principles of human behavior — including integrating, emerging, interacting, and evoking — are the same in business and in other group settings (Cole, 2004). These fundamental concepts anchored her discussion on this subject. Follett's focus on business organizations stemmed from her experience in business environments, having established networks with prominent businesspeople throughout her career. Business settings offered rich material for analyzing the group process. Business environments provide an opportunity for personal development and a platform for the creation of spiritual values. Beyond profit-making, businesses offer a platform for the creation and development of human relations.
Knowledge of organized activity endeavors to address world challenges by separating mediocrity from high endeavor. Primarily, organizations strive to achieve coordination within working groups. Accomplishing coordination involves direct contact with individuals and departments in order to attain certain goals within the organization. According to Follett, coordination represents a continuous process of planning and execution that is essential in all organizations for achieving set goals (Cole, 2004). Follett's argument on the group process underscores the significance of coordinated working groups in the achievement of common organizational goals. Working with individuals or groups within a particular organization — despite the different roles each plays — is oriented toward achieving those shared goals. Follett's arguments affirm the importance of the group process within an organizational setting, emphasizing a wholesome approach to reaching particular objectives.
References
Cole, G. (2004). Management Theory and Practice. New York: Cengage Learning.
Graham, P. (2003). Mary Parker Follett — The Prophet of Management: A Celebration of Writings from the 1920s. New York: Beard Books.
Ramsbotham, O., Miall, H., & Woodhouse, T. (2011). Contemporary Conflict Resolution. New York: Polity.
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