Mary Parker Follettová citáty

Mary Parker Follettová , bola americká sociologička, konzultantka a priekopníčka v oblasti organizačnej teórie a organizačných schopností.

Napísala niekoľko kníh a mnoho esejí, článkov a prejavov o demokracii, ľudských vzťahov, politickej filozofie, psychológie, organizačného správania a riešenia konfliktov. Spolu s Lillian Gilbrethovou, bola Mary Parker Follettová jednou z dvoch veľkých žien manažmentu v raných dobách klasickej manažérskej teórie.

Narodila v Massachusetts a strávila tu väčšinu svojho života. V septembri 1885 nastúpila do spoločnosti Anny Ticknorovej , ktorá podporovala domáce štúdium. V roku 1898 absolvovala Radclifovu vysokú školu, ale jej doktorát bol na Harvarde popieraný z toho dôvodu, že bola žena. V najbližších troch desaťročiach však publikovala mnoho prác, vrátane:



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✵ 3. september 1868 – 18. december 1933
Mary Parker Follettová: 25   citátov 0   Páči sa

Mary Parker Follettová: Citáty v angličtine

“The essence of society is difference, related difference.”

Mary Parker Follett The New State

Zdroj: The New State, 1918, p. 33
Kontext: We see now that the process of the many becoming one is not a metaphysical or mystical idea; psychological analysis shows us how we can at the same moment be the self and the other, it shows how we can be forever apart and forever united. It is by the group process that the transfiguration of the external into the spiritual takes place, that is, that what seems a series becomes a whole. The essence of society is difference, related difference. "Give me your difference" is the cry of society to-day to every man.

“The study of human relations in business and the study of the technology of operating are bound up together.”

Attributed to Mary Parker Follett in: Business: The Ultimate Resource, 2001. p. 904.
Attributed from postum publications

“One of the most interesting things about business to me is that I find so many business men who are willing to try experiments. I should like to tell you about two evenings I spent last winter and the contrast between them. I went one evening to a drawing-room meeting where economists and M. Ps. talked of current affairs, of our present difficulties. It all seemed a little vague to me, did not seem really to come to grips with our problem. The next evening it happened that I went to a dinner of twenty business men who were discussing the question of centralization and decentralization. Each one had something to add from his own experience of the relation of branch firms to the central office, and the other problems included in the subject. There I found L hope for the future. There men were not theorizing or dogmatizing; they were thinking of what they had actually done and they were willing to try new ways the next morning, so to speak. Business, because it gives us the opportunity of trying new roads, of blazing new trails, because, in short, it is pioneer work, pioneer work in the organized relations of human beings, seems to me to offer as thrilling an experience as going into a new country and building railroads over new mountains. For whatever problems we solve in business management may help towards the solution of world problems, since the principles of organization and administration which are discovered as best for business can be applied to government or international relations. Indeed, the solution of world problems must eventually be built up from all the little bits of experience wherever people are consciously trying to solve problems of relation. And this attempt is being made more consciously and deliberately in industry than anywhere else.”

Zdroj: Dynamic administration, 1942, p. xxi-xxii

“There is no such thing as vicarious experience.”

Attributed to Follett in: Michele Barrett (1991). The Politics of Truth: From Marx to Foucault. p. 189
Attributed from postum publications

“We can never wholly separate the human from the mechanical side… But you all see every day that the study of human relations in business and the study of operating are bound up together.”

Attributed to Follett in: Richard C. Wallace, ‎David E. Engel, ‎Dr. James E. Mooney (1997). The learning school: a guide to vision-based leadership. p. ix
Attributed from postum publications

“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.
Zdroj: Dynamic administration, 1942, p. 1. Lead paragraph