The functions of

the executive
Sustainability Group 8

The book
The Functions of the Executive is a book by Chester I. Barnard (18861961) that presents a "theory of
cooperation and organization" and "a study of the functions and of the methods of operation of
executives in formal organizations
It was originally published in 1938; a Thirtieth Anniversary edition, published in 1968, is still in print.
1st book to consider leadership from a social and psychological view point
Voted as one of the most influential books in public administration
Written in the midst of the Great Depression, has relevance for current issues facing managers and
management scholars and should become more salient in our collective consciousness and work.
Barnards central message of the foundational role of morality in the effective practice of management
indeed, moral work is the hallmark of the executive function

z: Guess who is older? Book or P

Morality
Principles concerning the
distinction between right and
wrong or good and bad behavior.

Necessity of leadership
Uncertainties
of outcome of
cooperation

Delicacy of the
systems of
communicatio
n

Difficulties of
common
understanding
of purpose

The necessity
of individual
assent to
establish the
authority for
coordination

Dispersive
tendencies of
individuals

Complexity
and instability
of motives

Role of
persuasion in
securing
adherence to
organization
and
submission to
its
requirements

2 aspects of Leadership

Individual superiority

Physique
Skill
Technology
Knowledge
Memory
Imagination
Subject to conditioning,
training, education and
commanding admiration. The
technical aspect of leadership.

Attitudes and ideals of

society

Determination
Persistence
Endurance
Courage
Quality of action
Responsibility gives
dependability and determination
to human conduct, and foresight

Executive positions

Imply a complex morality

Required a high capacity of responsibility
The higher the position the decisions to be made
Collapse of character due to overload of the above from
morality
Leading by example on morality

Organization codes code of

conduct
the government code as applying to his companythe laws
obedience to the general purpose and general methods, including established systems

of objective authority
the general purpose of his department
the general moral (ethical) standards of his subordinates
the technical situation as a whole
the code of the informal executive organizationofficial conduct the team should
understand
the code that suggests the good of the organization as a whole
the code of the informal organization of the department
the technical requirements of the department as a whole

Conclusion
Strength of organization depends upon thequality of leadershipwhich is
essentially derived from the moral breath of its leader
Leadership is oftenwrong, and oftenfails
Possible from leader believes his personal morality and that of the organization are
identical when they are not

Perhaps from he is ignorant of the codes in the organization

Perhaps from leader mixes his personal motive for an organization purpose

Executive responsibility is that capacity of leaders by reflecting attitudes,

ideas & hopes that are compelled to bind the wills of people in the
organization to the accomplishment of the purposes beyond their immediate
ends, beyond their times.

Thank You
FAQ