CHAPTER 14

The Search for Organizational

Integration
Group 9

 Fadli Reza Zulakhfi 12010117190222

 Bagas Chairul Reza Pahlevy 12010117190200
 Bismo Laras Subronto 12010117190145
Marry Parker Follet
The Political Philosopher
Mary Parker Follet, born in Boston in 1868. She published a
book called "The speakers of the house of representatives" who
established her reputation as a political philosopher and scholar
and attracted her to the life of the intellectual intellectuals of
Boston. chronologically, Follet belongs to the scientific
management era; philosophically and intellectually, he is a
member of the era of social people

Mary Follet is an admirer of the fanatical Johan Fichte, the

German philosopher who embraced nationalism. Fichte does not
think that individuals have free will but think that they are bound
to interpersonal networks by everyone. the principle of group is to
become a new psychology and is designed to let go of old ideas that
are thought of individually, effectively, and act freely. groups of
people live in associations, not as separate egos, and individuals are
created by reciprocal social reciprocity. this view shows Follet's
acceptance of gestalt psychology
 Conflict resolution
 In creative experience, Follet develops the idea that through conferences,
discussions and cooperation, people can generate latent ideas with each other
and realize their unity in pursuing a common goal
 Follett hypothesizes that any conflict of interest can be resolved in one of four
ways
 1. voluntary submission from one side.
 2. struggle and victory one side over the other.
 3. compromise.
 4. integration.
The business philosopher
If management is seen as a universal phenomenon, the processes
underlying political administration must also apply to business. the
same problem in achieving business unity, defining authority and
responsibility, achieving coordination and control, and developing
effective leadership exists.
Follet proposed a business philosophy that prioritizes integration as a
way to reduce conflicts without compromise or dominance. Follet also
believes that a leader's job is to determine organizational goals and
integrate them with individual goals and group goals. In other words, he
thinks that organizations must be based on group ethics rather than
individualism. Thus, managers and employees should view them as
partners, not opponents
Authority and Power

Integration as a principle of behavior will not be fully effective unless

people rethink their concepts of authority and power. In this area,
follet seeks to develop "power-with" rather than "power-over" and "co-
action" to replace approval and coercion. Follet feels that by shifting
authority to knowledge, personal confrontation can be avoided
because everyone feels the command of the situation and thus acts
with less friction in achieving and integrating unity.
Follet admired this aspect of scientific management, which divorced the
person from his situation, because it was a good psychology in dealing
with subordinates. for him, the essence of good human relations is to
create a feeling of working with someone rather than working under
someone. in practice this becomes "power" versus "power" in its
terms.
Leadership Task

 Two aspects of Follet's philosophy have been explored :

1. reduction of conflict through integration of interests.
2. Reasonable consequences needed to comply with the law
of the situation.
 The third aspect of his philosophy is related to building
on the underlying psychological processes needed to
achieve goals through coordination and control efforts.
 Most situations are too complex for central control from
above to function effectively, therefore, controls must be
collected, or correlated, at many points in the
organizational structure. This is interweaving and
correlation must be based on coordination, which Follett
sees as:
1. Coordination as a reciprocal relationship of all factors in a situation.
2. Coordination through direct contact of all responsible people
concerned.
3. Coordination in the initial stages.
4. Coordination as an ongoing process.
THE ERUDITE EXECUTIVE:
CHESTER I. BARNARD
 Chester Irving Barnard is an organizational sociologist without a
portfolio.
 Born in Malden, Massachusetts, in 1886, he personified the
ideals of Algerian Horatio from an agricultural boy who
produced goodness.
 With a scholarship to Harvard, he supplemented his income by
setting up a piano and running a small dance band.
 He studied economics at Harvard, completing requirements in
three years (1906-1909), but failed to receive a degree due to
a lack of laboratory science.
 Barnard joined the statistics department of the American
Telephone and Telegraph system in 1909 and in 1927 became
president of New Jersey Bell.
Nature of the
Cooperative System
 Barnard's best known work, Executive functions, is
the expansion of eight lectures given at the Lowell
Institute in Boston in November and December
1937. The clear aim of the lecture is to develop
organizational theory and to stimulate others to
examine the nature of cooperative systems.

By examining formal organizations, it is
possible to provide cooperation and to
achieve three basic objectives:

 To ensure the survival of an organization by

"maintaining a complex balance of character in
an ever-changing environment of physical,
biological, and social, elements, and strength" in
the organization.
 To test the external strength that must be
adjusted.
 To analyze executive functions at all levels in
managing and controlling formal organizations.
Formal Organization:
Theory and Structure
 Barnard defines an organization as "a system of
activities or forces that are consciously
coordinated by two or more people" and uses this
definition to cover all types of organizations,
military, fraternal, religious, academic, business, or
whatever. The system must be treated "as a whole
because every part is related to each other part
that is included in it significantly.
 "The system level exists, from departments or
subsystems in companies to conglomerates,
many systems that shape society as a whole. “

Regardless of the level of the system being analyzed,

all contain three universal elements:
1. Willingness to work together.
2. General purpose.
3. Communication.
 The net results are subjective and the majority of
individuals, so the needs of the organization
become efficient in Barnard's terminology.
Securing the desire to work together involves
"economic incentives," which consists of two
parts:
 1. Offer objective incentives.
 2. Changing subjective attitudes through
persuasion.
 The process by which these two universal elements
become dynamic is through communication. All
activities are based on communication, and
Bernard develops several principles:
 1. "The communication channel must be known."
 2. "Objective authority requires definite formal
communication channels for each member of the
organization," that is, everyone must report or
become someone's subordinate.
 3. "communication lines must be as short or short as
possible" to speed up communication and reduce
distortion caused by transmission through many
channels.
 Barnard found three functions served by informal
organizations:
 1. Communication.
 2. Maintenance of cohesiveness in formal
organizations by regulating the willingness for the
server.
 3. Maintain a feeling of personal integrity and self
respect.