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Chester Irvish. Barnard and the Theory of Organizations

Chester Irvish. Barnard and the Theory of Organizations. Chester Irving Barnard (1886–1961) president of the new Jersey Bell Telephone Company, help advance thinking about organizations when he published The Functions of the Executive in 1938 - an influential 20th century management book.

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Chester Irvish. Barnard and the Theory of Organizations

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  1. Chester Irvish. Barnard and the Theory of Organizations

  2. Chester Irving Barnard (1886–1961) president of the new Jersey Bell Telephone Company, help advance thinking about organizations when he published The Functions of the Executive in 1938 - an influential 20th century management book. His importance lies in creating a new theory around organizational structures, focusing on the organization as communication system People Whose Ideas Influence Organizational Workhttp://www.onepine.info

  3. What is said about Barnard He looked at organizations as systems of cooperation of human activity, and was worried about the fact that they are typically rather short-lived. This happens because organizations do not meet the two criteria necessary for survival: effectiveness and efficiency. (http://en.wikipedia.org/wiki/Chester_Barnard ) He give us a much more “realistic” view of what really goes on in formal organization. According to Barnard individual have only a limited amount of power. A person can do only so much when acting alone.http://www.wowessays.com/dbase/aa4/dli62.shtml

  4. Barnard’s key concepts: • Importance of an Individual's behaviour • ComplianceConcept of "zone of indifference". • CommunicationFocused on importance of communication in informal organization.

  5. Barnard’s key concepts: (cont.) • Other points Organizations made up of individual humans with individual motivations Every large organization includes smaller, less formal groupings whose goals need to be harnessed to those of the whole - this is managements responsibility Management efficiency vs. effectiveness Authority only exists in so far as the people are willing to accept it

  6. What else in Barnard’s theory in the Classics of P.A.(page: 104 – 108) Civil society organizations “Learning the organization ropes in most organizations is chiefly learning who’s who. What’s what, why’s why of its informal society. (107) “… it is undeniable that major executives and even entire executive organizations are often unaware of wide-spread influences, attitudes, and agitations within their organizations.” (107)

  7. Relevance of Chester Barnard’s lessons:Theory of Jay P. Chandran • Barnard’s text is extremely difficult to read due to the undeserved obscurity to his labored and lugubrious style… • In today’s world of mergers and acquisitions, corporate “rightsizing” and rapidly evolving technologies, some of the values and principles espoused by Bernard may seen archaic and even anachronistic. Surprisingly, however, these values and principles find and echo in the hearts of many, and rekindle their faith in the nobility of the human spirit and the basic goodness of human nature”

  8. Personal Perspectives • Informal organizations provide a balance to the power of formal organizations over its workforce - however, they have gone a little too far to the extend that formal organizations have lost control. -> Affect effectiveness -> and thereafter efficiency • Civil society organizations are used as tools by politicians on the opposition… sometime for good causes, but often times, they make a huge mess in governments. • How long should they stay? (Durability…)

  9. Joke: What can Barnard say about this?

  10. Comments? Questions? Remarks?

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