The Giving of Orders by Mary Parker Follett
Giving orders presents difficulties to the receiver of orders
Demand and unquestioning obedience
People being simply ordered around will not follow satisfactorily
This is because: People have formed habits called habit patterns, action patterns and motor sets that pre determine a response to a request.
In order to receive an appropriate response, a superior must:
1.Build up certain attitudes
2. Provide for the release of these attitudes
3. augment the released response as it is being carried out.
Example: A sales man first creates the attitude that you want in his article. Second, just at the right “psychological moment” he produces a black contract that you can then sign and release the attitude that you hace created. Lastly, just as you are preparing to sign, someone else enters the room and praises you for purchasing the article.
This example shows that in terms of management: People can only obey an order if a previous habit pattern is appealed to or a new one is created.
This is where training comes in to play. Training employees to receive orders from a superior, and how to respond to orders appropriately results in a more efficient process. This is opposite to just demanding a subordinate to accomplish a new task that may not be understood.
The giver and the receiver conflict
The two dissociated paths
If one is clever enough to recognize these you can avoid a Freudian conflict by making the integration appear there is a conflict.
In order to unite the disassociated paths (the giver and the receiver) they should be united under “The Situation”.
This means that when an administrator is giving direction to a subordinate, it should be as a necessity under the given situation.
I.E. If a foreman on the floor of a factory needs more parts per minute to meet demand, they should let the subordinates be aware of the demand, and the desire to keep up with it for the benefit of all. This is opposite to just asking everyone to work faster.
The author now presents an opposite to the typical over bearing and rude boss. This is the too friendly to get others to listen type.
“The immediate superior is often so close to the worker that he does not exercise the proper duties of his position”
Again, the same solution applies to either type of order giver.
Unite all concerned parties under the situation and obey the law of the situation
Thus if orders are given under the situation, the questioning of the giver of the orders is replaced by inqueries of the situation and teamwork and cohesion is produced.
Depersonalization is the greatest contributions of scientific management. This is because managers and workers are both under directives per the law of the situation.
Self-respect increases efficiency
“If an order goes against what the craftsman or the clerk thinks is the way of doing his work which will bring the best results, he is justified in not wishing to obey that order.”
Give selfrespect to works by allowing them to make the fullest contribution to the organization and to assume responsibility for that contribution.