The Functions of the Executive   30th Anniversary Edition

Chester Irving Barnard with an Introduction by Kenneth R. Andrews

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Now reprinted for the thirty-ninth time, The Functions of the Executive has steadily increased in influence and circulation since its first appearance in December 1938. Barnard argued that organizations are essentially cooperative systems, integrating the contributions of their individual participants. Implicit in this formulation are the dual ideas that (1) participants must be induced to contribute and (2) efforts must be directed toward a common purpose. One of the functions of the executive is to inculcate "belief in the real existence of a common purpose."


Reviews

"One of the contemporary classics on administration. It has contributed a great deal to organization theory. Often quited, it ia a basic work by a successful executive."

—Business Management

"Mr. Bernard 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

 


Reader's Index 
Send us your favorite quotes or passages from this book.

• "Organizations endure, however, in proportion to the breadth of the morality by which they are governed... Thus the endurance of organization depends upon the quality of leadership; and that quality derives from the breadth of the morality upon which it rests... A low morality will not sustain leadership long, its influence quickly vanishes, it cannot produce its own succession" Pg. 282-283
 


About the Author

Chester I. Barnard (1886-1961) was the President of New Jersey Bell Telephone and the Rockefeller Foundation. In Capital Philosophers, Andrea Gabor called The Functions of the Executive, "the century's seminal book on corporate leadership."


Table of Contents

1	Introduction	3
2	The Individual and Organization	8
3	Physical and Biological Limitations in Cooperative Systems	22
4	Psychological and Social Factors in Systems of Cooperation	38
5	The Principles of Cooperative Action	46
6	The Definition of Formal Organizations	65
7	The Theory of Formal Organization	82
8	The Structure of Complex Formal Organizations	96
9	Informal Organizations and their Relation to Formal Organizations	114
10	The Bases and Kinds of Specializations	127
11	The Economy of Incentives	139
12	The Theory of Authority	161
13	The Environment of Decision	185
14	The Theory of Opportunism	200
15	The Executive Functions	215
16	The Executive Process	235
17	The Nature of Executive Responsibility	258
18	Conclusion	285
	Appendix: Mind in Everyday Affairs	299
	Index	323

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