“THE subject I have been given for these lectures is The Psychological Foundations of Business Administration, but as it is obvious that we cannot in four papers consider all the contributions which contemporary psychology is making to business administration — to the methods of hiring, promoting and discharging, to the consideration of incentives, the relation of output to motive, to group organization, etc. — I have chosen certain subjects which seem to me to go to the heart of personnel relations in industry. I wish to consider in this paper the most fruitful way of dealing with conflict. At the outset I should like to ask you to agree for the moment to think of conflict as neither good nor bad; to consider it without ethical prejudgment; to think of it not as warfare, but as the appearance of difference, difference of opinions, of interests. For that is what conflict means — difference. We shall not consider merely the differences between employer and employee, but those between managers, between the directors at the Board meetings, or wherever difference appears.”

—  Mary Parker Follett

Source: Dynamic administration, 1942, p. 1. Lead paragraph

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Mary Parker Follett 25
American academic 1868–1933

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Mary Parker Follett photo

“THE subject I have been given for these lectures is The Psychological Foundations of Business Administration, but as it is obvious that we cannot in four papers consider all the contributions which contemporary psychology is making to business administration — to the methods of hiring, promoting and discharging, to the consideration of incentives, the relation of output to motive, to group organization, etc.”

Mary Parker Follett (1868–1933) American academic

I have chosen certain subjects which seem to me to go to the heart of personnel relations in industry. I wish to consider in this paper the most fruitful way of dealing with conflict. At the outset I should like to ask you to agree for the moment to think of conflict as neither good nor bad; to consider it without ethical prejudgment; to think of it not as warfare, but as the appearance of difference, difference of opinions, of interests. For that is what conflict means — difference. We shall not consider merely the differences between employer and employee, but those between managers, between the directors at the Board meetings, or wherever difference appears.
Source: Dynamic administration, 1942, p. 1. Lead paragraph

“Administration is both social engineering and applied psychology. It is apparatus and mechanics, incentives and human nature. Let no one think it is merely the former. Nowhere is the need for psychology greater than in the organization, direction, and inspiration of men working in large groups. Outstanding administrative results are produced by spirit, morale, atmosphere; these, in turn, are the product of psychological mainsprings and invigorating incentives. As Benjamin Lippincott has recognized, both governmental and business administration resolve fundamentally into the role played by effective incentives.”

Marshall E. Dimock (1903–1991) American writer

Source: "The Study of Administration." 1937, p. 30

“MAJOR URWICK and Dr. Metcalf have rendered a conspicuous service by editing this collection of Mary Follett’s lectures on business management. They contain teaching which was of importance when the lectures were delivered, and which many people felt should be preserved in a collated form and given a wider public. The circumstances of today have increased that importance. Many people are being called upon to fill new administrative posts, and these lectures teach the principles which should underly all administrative method.”

Seebohm Rowntree (1871–1954) British philanthropist industrialist and sociologist writer

Seebohm Rowntree, "Preface" to Mary Parker Follett with Henry C. Metcalf, and Lyndall Urwick (eds.). Dynamic administration: the collected papers of Mary Parker Follett. Harper & Brother Publishing, 1942

Henri Fayol photo

“Are there principles of administration? Nobody doubts it. What do they consist of? That is what I propose to discuss today. The subjects of recruitment, organization and direction of personnel will form the subject of the second part of this study.”

Henri Fayol (1841–1925) Developer of Fayolism

Comment: The principles of administration Fayol presented in this publication (p. 912-916) were:
# Unity of command
# Hierarchical transmission of orders (chain-of-command)
# Separation of powers - authority, subordination, responsibility and control
# Centralization
# Order
# Discipline
# Planning
# Organization chart
# Meetings and reports
# Accounting
Comment: Wren, Boyd and Bedeian (2002) commented with the words: "This previously untranslated and unpublished 1908 presentation from Henri Fayol’s personal papers indicates the progress he had made in developing his theory of administration."
Source: L’exposé des principes généraux d’administration, 1908, p. 912

Mary Parker Follett photo

“Certain changes have been going on in business practice which are destined, I believe, to alter our thinking fundamentally. I think this is a contribution which business is going to make to the world, and not only to the business world, but eventually to government and international relations. Men may be making useful products, but beyond this, by helping to solve the problems of human relations, they are perhaps destined to lead the world in the solution of those great problems of coordination and control upon which our future progress must depend.”

Mary Parker Follett (1868–1933) American academic

Source: Dynamic administration, 1942, p. xxviii

William Ellery Channing photo

“I have chosen for the subject of this lecture Self-culture, or the care which every man owes to himself, to the unfolding and perfecting of his nature.”

William Ellery Channing (1780–1842) United States Unitarian clergyman

Self-Culture (1838)

“Administration is generic. It is a social science concept which applies to all organized group activity. Administration arises whenever organization occurs. There are common problems and processes in the household, the school, the church, the business corporation, and the vast modern state. After deciding upon objectives, means must be devised for carrying out the program. This latter process is administration. Anyone who is responsible for directing the work of others thereby becomes an administrator”

Marshall E. Dimock (1903–1991) American writer

Source: "The Study of Administration." 1937, p. 29

“[ Public administration is merely] a special case of the larger category, administration, a process which is common to all organized human effort and which is highly developed in modern corporate business, in the church, in the Red Cross, in education, and in international bodies, public and private.”

Leonard D. White (1891–1958) American historian

Source: Introduction to the Study of Public Administration, 1926, p. 3-4 (1939 edition); as cited in: Albert Lepawsky (1949), Administration, p. 8

Henri Fayol photo

“According to the dictionary, to administer is to govern, or to manage a public or private business. It means, therefore, to seek to make the best possible use of the resources available in achieving the goal of the enterprise. Administration includes, therefore, all the operations of the enterprise. But as a result of the usual way of organizing things to facilitate the running of the business, a certain number of activities constitute the special departments; the technical department, the commercial department, the financial department, etc., and the scope of the administrative department is found to be reduced accordingly.”

Henri Fayol (1841–1925) Developer of Fayolism

Source: L’exposé des principes généraux d’administration, 1908, p. 911

Henri Fayol photo

“The meaning that I have given to the word administration and which has been generally adopted, broadens considerably the field of administrative science. It embraces not only the public service but enterprises of every size and description, of every form and every purpose. All undertakings require planning, organization, command, co-ordination and control, and in order to function properly, all must observe the same general principles. We are no longer confronted with several administrative sciences but with one alone, which can be applied equally well to public and to private affairs and whose principal elements are today summarized in what we term the Administrative Theory.”

Henri Fayol (1841–1925) Developer of Fayolism

Source: The administrative theory in the state, 1923, p. 116

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