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The functions of the executive,, by Chester Irving Barnard
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Most of Barnard's career was spent in executive practice. A Mount Hermon and Harvard education, cut off short of the bachelor's degree, was followed by nearly forty years in the American Telephone & Telegraph Company. His career began in the Statistical Department, took him to technical expertness in the economics of rates and administrative experience in the management of commercial operations, and culminated in the presidency of the New Jersey Bell Telephone Company. He was not directly involved in the Western Electric experiments conducted chiefly at the Hawthorne plant in Cicero, but his association with Elton Mayo and the latter's colleagues at the Harvard Business School had an important bearing on his most original ideas.
Barnard's executive experience at AT&T was paralleled and followed by a career in public service unusual in his own time and hardly routine today. He was at various times president of the United Services Organization (the USO of World War II), head of the General Education Board and later president of the Rockefeller Foundation (after Raymond Fosdick and before Dean Rusk), chairman of the National Science Foundation, an assistant to the Secretary of the Treasury, a consultant to the American representative in the United Nations Atomic Energy Committee, to name only some of his public interests. He was a director of a number of companies, a fellow of the American Association for the Advancement of Science and of the American Academy of Arts and Sciences. He was a lover of music and a founder of the Bach Society of New Jersey.
- Sales Rank: #7431368 in Books
- Published on: 1964
- Number of items: 1
- Binding: Hardcover
- 334 pages
Review
Mr. Barnard has made a masterly contribution in his realistic treatment of such topics as informal organization, incentives, and the moral aspects of leadership. (Harvard Business Review)
From the ranks of the country's leading executives comes a major contribution to the understanding of our society... The author presents an analysis of the nature of business organizations and the functions of executives in them. He has been able to stand apart from the minutiae 0f his everyday experiences and to view them as part of the orderly functioning of the organization as a whole ... The work has important implications, for it points the way to the development of more effective co-operative systems and at the same time to the development and communication of the executive techniques essential to such systems. (The American Journal of Sociology)
One of the contemporary classics on administration. It has contributed a great deal to organization theory. Often quoted, it is a basic work by a successful executive. (Business Management)
From the Back Cover
Now reprinted for the eighteenth time, 'The Functions of the Executive' has steadily increased in influence and circulation since its first appearance.
About the Author
Andrews is Professor of History at the University of Hull.
Most helpful customer reviews
48 of 52 people found the following review helpful.
Excellent, optimistic, human-centered management text
By Yaumo Gaucho
Outside the Barnard Society and a few scattered industrial-psychology departments, this book is, unfortunately, no longer taken very seriously. It is used mostly as a historical piece, "see how management theory used to be," or as a foil for the arguments of competing theories.
Barnard's perspective is that of human cooperation, management by consensus, and voluntary effort. Employees who are treated well will work well; managers should gain respect through kindness; any workplace conflict signals a failure of the management; and so on and so on. He was either an idealist (as some claim) or a cunning, cynically manipulative defender of capitalist organization during an economic downturn (as others claim). He was either a genius (as some claim) or a businessman with little formal education and professorial prtentions (as others claim).
Historically speaking, Barnard's book represents a focus on the human side of employee management, and away from the Frederick Taylor -esque treatment of all employees as production machines. This "softness" of his has made him unpopular today -- just as his failure to acknowledge any "class conflict" made him unpopular in the 60s and 70s.
But Barnard is an original, not someone to be pigeonholed into a category, and the ultimate test of a book like this is not authorial intent, but what it does for your mind, and what it does for you as a manager. For me, on both counts, it has been tremendously useful. Reading Barnard gave me powerful intellectual insights -- something I wouldn't even hope to get in today's "management books" -- and has informed the way I think about and deal with coworkers and subordinates on a daily basis. A very valuable read; perhaps one of the first three books I would give an up and coming manager or entrepreneur.
38 of 41 people found the following review helpful.
Barnard's Book has a life of its own.
By A Customer
I've been teaching from this book for 29 years. Barnard's insights on authority, executive morals, responsibility, formal and informal organization,
organizational purpose, and decision making are fundamental to the understanding of human behavior in the organizational setting.
Members of the Barnard Society (U.S.A and International) meet regularly and exchange papers that share their latest insights and applications of his wisdom. Industrial engineering and political science are the predominant backgrounds of the legions of Barnard fans.
The book is a difficult read, but worth the effort. As Chester might say, "the benefits-to-burdens ratio is greater than one," so readership grows annually.
........ G. L. Smith,
Professor and Chair Emeritus,
Department of Industrial and Systems Engineering,
The Ohio State Univeristy
7 of 7 people found the following review helpful.
Demands Executives must meet
By A Customer
Chester Barnard is the Peter Drucker from before World War II. Many of the concepts and of ideas Chester Barnard are essential in the teachings of Peter Drucker and Jim Collins. Like for example the importance attached to defining the purpose of a business and that the purpose of a business is not to make a profit. Profit is an essential condition for survival.
Given that the ideas can be found in other more recent books, is it still worthwhile to read this book? It definitely is if you are interested in very precise, almost philosophical formulations, about what the purpose of a company is, and what the essential functions of chief executives are.Chester Barnard writes as a superb academic but was a highly successful Chief Executive. That makes this book unique. There is no better book, yet.
One original concept presented is that businesses are alive. This same concept was further developed in the book "The living company " by Arie de Geus and is still an innovative concept to day.
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