The Functions of the Executive Term Paper by Master Researcher

The Functions of the Executive
A review of the book "Functions of the Executive" by Chester I. Bernard.
# 36088 | 1,157 words | 3 sources | MLA | 2002 | US
Published on Sep 22, 2003 in Literature (American) , Business (Management)

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This paper addresses the book "Functions of the Executive" by Chester I. Bernard and discusses Bernard's stress on "loyalty, domination by organization personality". The paper explores the two approaches to management; the human relations aspects and the technical side that stresses efficiency and productivity. The paper concludes that Bernard's stress on "loyalty, domination by organization personality" is good in the event the identification by the executive with the organization is complete and total, and in normal circumstances, this has to be a two way street.


From the Paper:

"In fact, the two approaches to management, viz. the human relations aspects and the technical side that stresses efficiency and productivity, are both important aspects of management in their own right. The modern approach is to stress a combination of both these aspects to achieve an optimum productivity. While the Hawthorne experiments proved the value of human relationship in employee relations, engineers studied and modified production, through work study methods and the best ways of moving materials, routing jobs, and scheduling precisely. Industrial engineer Frederick W. Taylor and his followers believed that they could achieve those results through precise measurement and analysis of each aspect of a job. Taylor's The Principles of Scientific Management (1911) wrought a revolution in industrial management techniques to achieve maximum production.
"Peter F. Drucker, the management guru, says that as early as 1949 he had realized that in all modern nations, all social tasks, -- not just businesses -- were being handled by Organizations, each of which depended on management. The purpose of the Organization usually lay outside of itself, that is in creating and/or satisfying a customer, but the decision making was central to the process. This meant that structure has to follow strategy, and management has to be "management by objective and self-control." (Drunker, Peter F., 1949) However, even this role he considered secondary to that of responsibility. An executive has therefore to concentrate on discharging the responsibility towards the organization just as an Organization has to discharge its responsibility to its customers and to society at large. I agree with Drunker when he says that "an Organization of today is a human, social phenomenon" with responsibility towards the worker as well as towards society."

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