Part front matter for Part II Recovering the Lost Foundations of a Science of Management

Extract

By the 1980s, the graduate school of business (GSB) had secured elite status in the university and in industry. The professional manager henceforth received a new kind of liberal education in academic and technical disciplines. This concept abandoned Donham's science of administration, Wharton's principles upon which men would “combine their energies for the accomplishment of any desirable object,” and NYUC's administrator who could “handle the reins of a multifarious business on comprehensive principles”—and never looked back.

Working independently but systematically, grounding their research in their experience as executives and institution-builders, Mary Parker Follett and Chester Barnard had already put their life's work into the idea. Follett had integrated the socially divided Boston community into what she called a “functional whole”; and Barnard had formed a statewide utility out of numerous small and local companies in New Jersey. While mainstream professional science increasingly demarcated researchers, subjects/objects, and the nonscientific or lay domain, Follett and Barnard pursued an integrative science that did just the opposite. In particular, it explained their personal experiences in co-creative (Follett) and formally organized (Barnard) action. In this way, they formulated a social science proper, unlike professional science modeled on the natural and physical sciences. Their science did not take subjectivity as a liability; in fact, it exploited the creative possibilities of conscious organization, beginning with organizing oneself. This new science grew not by passive discovery but by a self-directed relation to action that Follett and Barnard called “personal responsibility.” For them, it was a scientific, creative, and ethical relation at one and the same time.

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Part front matter for Part II Recovering the Lost Foundations of a Science of Management

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