American management scientist as a bridge. Born in Boston, USA, she was educated at Searle College and affiliated college (later Radcliffe College) of Harvard University. She has a wide range of interests and rich knowledge. At first, she studied philosophy and political science. Later, she became interested in vocational guidance, adult education and the emerging social psychology at that time. During the period of 1924- 1925, she and new york made a series of reports on the application of her political philosophy in enterprise management. Through these reports, she became more interested in enterprise management, conducted further research, and put forward many enlightening opinions, which were valued and praised by management scholars at that time and later. Follette's life, as far as her work is concerned, is a period of "scientific management". She appreciates Taylor's views and makes a further summary. However, the basic tendency of her political philosophy and management philosophy obviously bears the characteristics of the times as a "social person". She not only summed up many of Taylor's thoughts, but also reached the same conclusion as the Hawthorne experiment made by Mayo and others later, so she became the link between the two eras. Follette's major works are: New Country (19 18), Creative Experience (1924), Management as a profession (1925) and so on. The Group Principle-A New Psychology Follette is an ardent admirer of German subjective idealist philosopher johann fichte in philosophy and politics, and her thoughts are obviously influenced by Faucht. Fichte believes that individual freedom is subordinate to collective nationalism. He believes that individuals have no free will, but are bound to a network in which everyone participates. Therefore, the "personal self" belongs to a "broader self world", which makes the self a social self and a "big self" and is a part of everyone's life. Influenced by Fichte's thought, Follette put forward the so-called "group principle". She expressed this idea in the book 19 18, and challenged the popular political assumptions at that time. Her argument is that real people can only be found in groups. The individual's potential is truly free only when it is discovered by the group. This "group principle" has become a kind of "new psychology" compared with the old ideas of individual independent thinking, independent feeling and independent action. The "group principle" includes the following aspects: the viewpoint that individuals exist in mutual social interaction shows that Follette accepted Gestalt Psychology and Charles Horton Cooley's idea of expanding social self through association and social "mirror". She uses words such as "consistency", "group thinking" and "collective will" to pursue a new society based on group principle rather than individualism principle. Follette didn't deny the individual. She just emphasized that individuals can only find their "true self" through groups, that a person's "true self is the self of groups" and that "people have no right to be divorced from society, independent from society or against society". Democracy is a kind of social consciousness, and it is a new concept of democracy put forward by her in view of the statement that the purpose of the government is to protect individual rights. She said: "Democracy is a great spiritual force developed from human beings. Democracy uses everyone, interweaves all people in a multi-member social life, and supplements individual incompleteness. She believes that democracy is a kind of social consciousness rather than the development of individualism. The new true democracy started from a small neighborhood group and gradually developed into a regional group, a national group and even an international group "will". She is not interested in ballot box democracy, thinking that it only reflects the psychology of the crowd and the "right" to express rights simply by quantity. Group Goal-Unity of Combination This is a new hypothesis put forward by Follette in the book "Creative Experience" published in 1924, which fails to examine the group conflict in the last book "New Country". She believes that people can inspire each other through meetings, discussions and collaboration, and show solidarity in the process of pursuing the same goal, and individuals can exert their creativity to a greater extent through group experience. She put forward four ways to solve the conflict of interest: (1) one party makes concessions voluntarily; (2) Struggle, in which one party defeats the other; (3) compromise; (4) combination. The first two articles are obviously not enough; Compromise is also not conducive to distinguishing right from wrong, because "truth is not between the two sides"; The best way is the fourth way, that is, to find a solution that is satisfactory to both parties through combination. Follette put forward a point of view very similar to Taylor's so-called "spiritual revolution". The premise of her method of solving conflicts through combination is to make workers and management feel that they are serving the same goal as far as possible, and all members should bear certain responsibilities at all levels and contribute to the whole, so as to achieve social and economic unity. Situational Law-Reflections on Power and Authority This is an idea put forward by Follette to make orders "impersonal". In order to realize the "group principle" and solve the conflict of interest through combination, we must reconsider the concepts of authority and power. When there are "commanders" and "commanders", it is difficult to realize the principle of combination, and the hierarchy of "superiors" and "subordinates" creates obstacles for understanding the same interests. In order to overcome this obstacle, Follette tried to replace "the right to rule" with "the right enjoyed by * * *", replace consent and coercion with * * *, and change obedience to "situational method". She said: "one person should not give orders to another, but both sides should accept orders according to the situation." If the command is only part of the situation, there will be no problem of someone commanding and someone accepting it. " Here, Follette's view is roughly the same as Taylor's "functional management", and Follette also made a consistent explanation in Taylor's comments on "functional management": "Since authority is produced by function, it has nothing to do with …… and other status. ..... Work Arrangement Employees have more authority than the general manager in work arrangement. " Follette further put forward the idea of "authoritative knowledge is linked with experience", thinking that turning authority into knowledge can avoid conflicts between individuals, because everyone thinks that the situation is giving instructions, so the unity of combination can be achieved with less friction. She praised Taylor's "scientific management" to separate people from situations, because it is a good way to treat subordinates psychologically. She used such a metaphor: "You have the right to rule slaves, and you have the right to do things to servants. "Any effort to rule is incompatible with combination and constructiveness. In all forms of life, from interpersonal relationships to handling international disputes, "the power of domination" and obedience should be transformed into situational laws, that is, based on the opportunity that one party can influence the other, they interact and realize "* * * enjoys power". For workers and enterprise management, this can be achieved through public information about costs, prices and markets. In international affairs, diplomacy should be open rather than concealing the truth, and should attach importance to facts rather than victory. In fact, the requirement for power is to participate in control, but unwilling to take responsibility, which will inevitably lead to labor conflicts. She believes that the so-called "ultimate authority" is an illusion based on a wrong power premise; Authority comes from the situation, not from the individual or his position. Similarly, the so-called "ultimate responsibility" is an illusion. Responsibility is inherent in the work or function to be completed, and it is the "cumulative" sum of all individual responsibilities and group responsibilities in an overall system. Personally, I think that a person is only responsible for his own work and not for any individual. For departments, the responsibility of work should be shared by all those who contribute, while managers link individual responsibility with group responsibility. The manager has the responsibility to work for all people and departments. Here, Follette put forward an unconventional view of authority and responsibility, denying the view that the authority of the army or other organizations is "the power of control" and the responsibility comes from the ultimate power. Situational Law-Reflections on Control Follette's new philosophy of control has two basic points: (1) It is controlled by facts rather than by people; (2) The interrelated control system is not the control added above. These views of hers reflect a gestalt psychological view, that is, to deal with the whole and the whole situation in order to achieve unity. In the control activities, unless there is unity and cooperation among all elements, materials and people under certain circumstances, effective control is difficult to achieve. If we don't pursue the same interests, the situation will get out of control. The basis of control lies in individuals and groups who are self-managing and self-directing. They realize mutual interests and consciously control their work to make it conform to the established goals. What managers want to control is not a single factor, but a complex relationship, not an individual, but a situation. As a result, the whole situation forms a productive structure. Because the interweaving of many group forces determines the corresponding total behavior, most situations are so complicated that it is difficult for high-level centralized control to play its role effectively, which requires setting up many control points in the organization and making them "interrelated". This association is based on coordination, which can include four aspects: (1) as a kind of coordination, in which all the factors in a situation are interrelated; (2) Direct contact and coordination of all relevant responsible personnel; (3) coordination by stages; (4) Coordination is a continuous process. These four aspects of coordination are considered as the "four basic principles of organization", which contains the conclusion that organizations should be controlled, because the purpose of organization and coordination is to ensure the controlled realization of tasks. Coordination is to achieve unity, and unity is control. For example, the purchasing department wants to reduce the cost of purchasing materials, while the production department insists on using better materials for production, which seems to be an intractable contradiction. But if they follow the principle of early coordination and continuous coordination, each party can see the other party's problems and turn to seek or develop a material that can meet their requirements. In this way, both sides have not sacrificed their own goals, but can make their own departments, companies and consumers achieve the unity of interests. This unity of interests is achieved through coordinated self-management. Situational Law —— Reflections on Leadership Style This is the last aspect of Follette's enterprise philosophy. Since leadership is no longer based on power, but on the interaction between the leader and the led in the situation, the way of leadership will inevitably change accordingly. Follette believes that the leader's first task is to determine the organization's goals-this is an idea with the characteristics of management by objectives. She believes that leaders should make their colleagues realize that what they want to achieve is not a personal goal, but the same goal generated by the wishes and activities of the group. A good leader should not ask people to serve him, but should ask people to serve the same goal. The best leader has no followers, only the men and women who work with him. It is a delicate job to combine the company's goals with individual goals and group goals, which requires managers to have high leadership skills. What he can rely on is not command and obedience, but the skills of coordinating, determining goals and encouraging people to respond to situational laws. Follette realized that this kind of skill of managers can not be achieved by preaching alone, but must be carefully trained, that is, (1) is more scientific in making decisions in material and human aspects; (2) Cultivate a motivation to serve the public. These two points constitute a management "cause" combining science and service spirit, which enables managers to use knowledge to serve others. She believes that the main and creative responsibility for managing this profession can only be successfully undertaken by trained people. Follette mentioned the motive of serving the public here. However, she doesn't think that the concept of service can be used instead of profit, but the two can be combined into a broader career motivation. Therefore, Follette said, "We work for profit, for service, for our own development, and for the hobby of creating something. In fact, at any time, most of us will not work directly or immediately for these feelings, but do the work at hand in the best way. ..... Let's go back to the experts (doctors, lawyers, etc.). It is at this point that we can't learn from them? Experts have no incentive to give up money. ..... but they have other motives, and they are often willing to sacrifice considerable income for these other things. Deep down, we all want to live a richer life. We can purify and improve our wishes. Suppressing wishes will not bring personal and social progress. "From this passage of Follette, we can see the difference between her and Taylor's system. She pointed out that besides the material motivation of people's work, there is also a social motivation that can sacrifice material income, which has initially formed a "social man", which is very different from Taylor's "economic man" thought. The basic principle of Follette's enterprise philosophy is to rely on combination to solve problems from a wider range and stimulate people's creativity and imagination. It can be regarded as similar to Taylor's "spiritual revolution" and Mayo's call for people to cooperate. Her idea of depersonalization of authority and obedience to situational laws also played a certain role in changing the management of absolutism.