Frases de Chester Barnard (25 citas)

Chester Barnard: 25 frases 0 Me gusta

Chester Barnard Frases y Citas

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“Prestigio, reputación competitiva, filosofía social, posición social, intereses filantrópicos, combatividad, amor por la intriga, aversión a la fricción, interés técnico, sueños napoleónicos, amor por lograr cosas útiles, deseo de respeto a los empleados, amor a la publicidad, miedo a la publicidad - un largo catálogo de motivos no económicos realmente condiciona la gestión de los negocios, y nada más que el balance general evita que estos motivos no económicos se vuelvan locos. Sin embargo, sin todos estos incentivos, creo que la mayoría de los negocios serían un fracaso sin vida.”

Chester Barnard

De miedo , De sueños , De locos , Fracaso

Chester Barnard: Frases en inglés

“An organization comes into being when (1) there are persons able to communicate with each other (2) who are willing to contribute action (3) to accomplish a common purpose.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 82; Highlighted section cited among others in: Dennis K. Mumby (2012), Organizational Communication: A Critical Approach. p. 8
Contexto: An organization comes into being when (1) there are persons able to communicate with each other (2) who are willing to contribute action (3) to accomplish a common purpose. The elements of an organization are therefore (1) communication; (2) willingness to serve; and (3) common purpose. These elements are necessary and sufficient conditions initially, and they are found in all such organizations. The third element, purpose, is implicit in the definition. Willingness to serve, and communication, and the interdependence of the three elements in general, and their mutual dependence in specifie cooperative systems, are matters of experience and observation.

“When a condition of honesty and sincerity is recognized to exist, errors of judgment, defects of ability, are sympathetically endured. They are expected. Employees don’t ascribe infallibility to leaders or management. What does disturb them is insincerity and the appearance of insincerity when the facts are not in their possession.”

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Chester Barnard

Fuente: Organization and Management: Selected Papers (1948), p. 11

“Executive processes are specialized functions in what we know as organizations. If these functions are to be adequately described, the description must be in terms of the nature of the organization itself.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. vii

“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.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 282

“Formally this work is divided into four parts, but in a sense it consists of two short treatises. One is an exposition of a theory of cooperation and organization and constitutes the first half of the book. The second is a study of the functions and of the methods of operation of executives in formal organizations.”

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Chester Barnard libro The Functions of the Executive

Preface
The Functions of the Executive (1938)

“At a crisis in my youth he taught me the wisdom of choice: To try and fail is at least to learn; to fail to try is to suffer the inestimable loss of what might have been.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 31

“The overvaluation of the apparatus of communication and administration is opposed to leadership and the development of leaders. It opposes leadership whose function is to promote appropriate adjustment of ends and means to new environmental conditions, because it opposes change either of status in general or of established procedures and habitual routine. This overvaluation also discourages the development of leaders by retarding the progress of the abler men and by putting an excessive premium on routine qualities.”

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Chester Barnard

Fuente: Organization and Management: Selected Papers (1948), p. 240; cited in: Philip Selznick, Leadership in Administration: A Sociological Interpretation, 1957, p. 32.

“It is in the nature of a leader’s work that he should be a realist and should recognize the need for action, even when the outcome cannot be foreseen, but also that he should be idealist and in the broadest sense pursue goals some of which can only be attained in a succeeding generation of leaders. Many leaders when they reach the apex of their powers have not long to go, and they press onward by paths the ends of which they will not themselves reach. In business, in education, in government, in religion, again and again, I see men who, I am sure, are dominated by this motive, though unexpressed, and by some queer twist of our present attitudes often disavowed. Yet, ‘Old men [and old women] plant trees’… to shape the present for the future by the surplus of thought and purpose which we now can muster seems the very expression of the idealism which underlies such social coherence as we presently achieve, and without this idealism we see no worthy meaning in our lives, our institutions, or our culture.”

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Chester Barnard

Fuente: Organization and Management: Selected Papers (1948), p. 109-110; As cited in: Joseph T. Mahoney, " Chester Barnard http://organizationsandmarkets.files.wordpress.com/2009/09/mahoney-j-chester-barnard.pdf." 2009/09

“It is what we think we know that keeps us from learning.”

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Chester Barnard

Attributed to Chester Bernard in: Brand, Richard A. "Hypothesis-based research." Journal of Orthopaedic & Sports Physical Therapy 28.2 (1998): 71-73.

“An organization can secure the efforts necessary to its existence, then, either by the objective inducements it provides or by changing states of mind. It seems to me improbable that any organization can exist as a practical matter which does not employ both methods in combination. In some organizations the emphasis is on the offering of objective incentives — this is true of most industrial organizations. In others the preponderance is on the state of mind — this is true of most patriotic and religious organizations.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 141

“More than the topography and cartography of organization would be necessary to understand the executive functions; a knowledge of the kinds and qualities of the forces at work and the manner of their operation would also be needed.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. viii

“The inculcation of belief in the real existence of a common purpose is an essential executive function.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 87

“Although the physical factors are distinguished from the biological they are not separable in specific organisms… Human organisms do not function except in conjunction with other human organisms.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 11

“An organization is a subordinate system of a specific larger system, the cooperative system, whose components are physical, biological, and personal systems. The relations with other organizations… are outside this specific cooperative system. Other organizations are a part of the social environment of the organization. It is for this reason I have used the phrase "complex of organizations" rather than "system." Usually the most significant relationships of a unit organization are those with the specific cooperative system of which it is a part. It is this system which primarily and on the whole in most instances determines the chief conditions of the organization's existence.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 98-99, footnote

“It is important at this point to make clear that every coöperative purpose has in the view of each coöperating person two aspects which we will call (a) the coöperative and (b) the subjective aspect, respectively.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p.86

“The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make. Not to decide questions that are not pertinent at the time is uncommon good sense, though to raise them may be uncommon perspicacity. Not to decide questions prematurely is to refuse commitment of attitude or the development of prejudice. Not to make decisions that cannot be made effective is to refrain from destroying authority. Not to make decisions that others should make is to preserve morale, to develop competence, to fix responsibility, and to preserve authority.
From this it may be seen that decisions fall into two major classes, positive decisions - to do something, to direct action, to cease action, to prevent action; and negative decisions, which are decisions not to decide. Both are inescapable; but the negative decisions are often largely unconscious, relatively nonlogical, "instinctive," "good sense."”

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Chester Barnard libro The Functions of the Executive

It is because of the rejections that the selection is good.
Fuente: The Functions of the Executive (1938), p.194, as cited in in Albert Lepawsky (1949), Administration, p. 626

“The individual is a single, unique, independent, isolated, whole thing, embodying innumerable forces and materials past and present which are physical, biological, and social factors.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 12

“When a specific desired end is attained we shall say that the action is "effective." When the unsought consequences of the action are more important than the attainment of the desired end and are dissatisfactory, effective action, we shall say, is "inefficient." When the unsought consequences are unimportant or trivial, the action is "efficient.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 19 (in 1968 edition)

“The executive is primarily concerned with decisions which facilitate or hinder other decisions.”

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Chester Barnard

Fuente: Organization and Management: Selected Papers (1948), p. 211

“The making of decisions, as everyone knows from personal experience, is a burdensome task. Offsetting the exhilaration that may result from correct and successful decision and the relief that follows the termination of a struggle to determine issues is the depression that comes from failure, or error of decision, and the frustration which ensues from uncertainty.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 189

“Effectiveness relates to the accomplishment of the cooperative purpose which is social and non-personal in character. Efficiency relates to the satisfaction of individual motives and is personal in character.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 60

“Prestige, competitive reputation, social philosophy, social standing, philanthropic interests, combativeness, love of intrigue, dislike of friction, technical interest, Napoleonic dreams, love of accomplishing useful things, desire for regard of employees, love of publicity, fear of publicity – a long catalogue of non-economic motives actually condition the management of business, and nothing but the balance sheet keeps these non-economic motives from running wild. Yet without all these incentives, I think most business would be a lifeless failure.”

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Chester Barnard

Fuente: Organization and Management: Selected Papers (1948), p. 15

“Planning is one of the many catchwords whose present popularity is roughly proportionate to the obscurity of its definition.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 112

“An organization comes into being when (1) there are persons able to communicate with each other (2) who are willing to contribute action (3) to accomplish a common purpose. The elements of an organization are therefore (1) communication; (2) willingness to serve; and (3) common purpose. These elements are necessary and sufficient conditions initially, and they are found in all such organizations. The third element, purpose, is implicit in the definition. Willingness to serve, and communication, and the interdependence of the three elements in general, and their mutual dependence in specifie cooperative systems, are matters of experience and observation.”

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Chester Barnard libro The Functions of the Executive

Fuente: The Functions of the Executive (1938), p. 82; Highlighted section cited among others in: Dennis K. Mumby (2012), Organizational Communication: A Critical Approach. p. 8