This document summarizes the theories and ideas of four organizational theorists: Chester Barnard, Mary Parker Follett, Luther Gulick, and an unnamed theorist presenting on communication in administration. It provides biographical information on each theorist and outlines some of their major contributions and ideas regarding organizations, leadership, communication, and administration.

1. Theorist Presentation
Mike Ekey

2. Chester Barnard Mary Parker Follett
Communication in
Administration.

3. Luther H. Gulick ( Not this Luther H. Gulick )
Communication in
Administration.

4. Malden, Mass.,
November 1886
Attended Harvard but
did not graduate.
Worked for the Bell
Telephone System &
Rockefeller
Foundation.
Died June 7, 1961.
Chester Barnard

5. • The Functions of the Executive
• Humans are physically and biologically limited, social, active and purposeful and
possess limited free will.
• Society is a “complex of informal organizations”
• Argues that “Group Identity and Social Recognition are more important
organizational forces than power or money.”
• Sees organizations as a chance to either limit or expand choices for an individual.
• Organizations either manipulate or persuade the individual to choose among
several options. In turn the individual is then responsible for that choice.
Chester Barnard

6. • Cooperative Activity
• Informal Organization
• Formal Organization
• Complex Formal Organization
Chester Barnard

7. Three Basic Organizational Activities:
• Induce a willingness to participate
• Establish the organization's purpose
• Communication
Chester Barnard

8. Quincy, Mass., September
1868.
Studied at Cambridge.
Pioneered the acceptance
of “evening programs.”
In 1925 she shifted from
social work to studying
industrialization in
England.
Died 1933.
Mary Parker Follett

9. • The New State & Creative Experience
• Argued that individuals are social beings who find identity and and
fulfillment in a group experience.
• “The individual makes society and society makes the individual.”
• Organizations are defined by their ability to navigate conflicts and its
resolutions.
• “Conflict should be used as a violin uses friction to make music.”
• Types of solutions to Conflict: Domination, Compromise, Integration.
Mary Parker Follett

10. • “Real Democracy” — Leadership does not control, rather
it facilitates and anticipates.
• Coordination and communication is key to authority.
• Communication and coordination leadership should be
horizontal and cumulative.
• Authority is constantly in motion and there is no “Final
Authority.”
Mary Parker Follett

11. From leadership From participants
Where does communication originate?

12. Osaka, Japan,
January 1892
Intending to be a missionary like his
parents, he instead went into
government and social work.
Appointed to the Institute of Public
Administration.
Took a special interest in budgeting
and taxation (his doctoral field of
study).
Served presidents, mayors, governors
and foreign governments throughout
his career.
Died January 1993.
Luther Gulick

13. • Government = “the means by which willful, strong, and selfish human
beings can live together cooperatively.”
• Public and private should form partnerships for the benefits of citizens.
• Administrative Branch plans and implements democratic policies
• Favored consolidation, integration and streamlining of government
agencies and lower levels of administration.
• “Experts” should plan and execute agendas.
• Performance evaluation at all levels (Science of Administration).
Luther Gulick

14. • Communication comes during the critique of Gulick
• Ideas tend to almost skew totalitarian or authoritative.
Luther Gulick

15. Questions?
Thank you.