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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.
Table of Contents
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