Mary Parker Follett Quotes About Giving

• Dar tu diferencia, acoger mi diferencia, unificar todas las diferencias en un todo más amplio: tal es la ley del crecimiento. La unificación de las diferencias es el proceso eterno de la vida, la síntesis creativa, el acto supremo de la creación, la expiación.

  Mary Parker Follett

  Derecho, Diferencias, Dar

  Mary Parker Follett (1918). "El Nuevo Estado: Group Organization the Solution of Popular Government", p.40, Penn State Press

• many rules could be made for the giving of orders. Don't preach when you give orders. Don't discuss matters already settled unless you have fresh data. Make your direction so specific that there will be no question whether they have been obeyed or not. Find out how to give directions and yet to allow people opportunity for independent thinking, for initiative. And so on and so on. Order-giving requires just as much study and just as much training as any other skill we wish to acquire.

  Mary Parker Follett

  Leadership, Independent, Opportunity

• An order then should always be given not as a personal matter, not because the man giving it wants the thing done, but because it is the demand of the situation. And an order of this kind carries weight because it is the demand of the situation.

  Mary Parker Follett

  Leadership, Men, Order

  Mary Parker Follett (2013). “Freedom and Co-ordination (RLE: Organizations): Lectures in Business Organization”, p.23, Routledge

• Now that we are recognizing more fully the value of the individual, now that management is defining more exactly the function of each, many are coming to regard the leader as the man who can energize his group, who knows how to encourage initiative, how to draw from all what each has to give.

  Mary Parker Follett

  Leadership, Men, Giving

• It is always the sign of the second-rate man when the decision merely meets the present situation. It is the left-over in a decision which gives it its greatest value. It is the carry-over in the decision which helps develop the situation in the way we wish it to be developed. The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them; they have a vision of the future.

  Mary Parker Follett

  Past, Men, Visions Of The Future

  Mary Parker Follett (1957). "Administración dinámica: los trabajos reunidos de Mary Parker Follett".

• The manager cannot share his power with division superintendent or foreman or workman, but he can give them opportunities for developing their power.

  Mary Parker Follett

  Oportunidad, Ayudar a los demás, Personas

  Mary Parker Follett, Pauline Graham (1996). "Mary Parker Follett--prophet of management: a celebration of writings from the 1920s", Harvard Business Press

• while the executive should give every possible value to the information of the specialist, no executive should abdicate thinking on any subject because of the expert. The expert's information or opinion should not be allowed automatically to become a decision. On the other hand, full recognition should be given to the part the expert plays in decision making.

  Mary Parker Follett

  Business, Thinking, Play

  Mary Parker Follett (1977). "Dynamic administration: the collected papers of Mary Parker Follett", Buccaneer Books.

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