Chester I Barnard - Collected Quotes

"A formal and orderly conception of the whole is rarely present, perhaps even rarely possible, except to a few men of exceptional genius." (Chester I Barnard, "The Functions of the Executive", 1938)

"A low morality will not sustain leadership long, its influence quickly vanishes, it cannot produce its own succession." (Chester I Barnard, "The Functions of the Executive", 1938)

"A person can and will accept a communication as authoritative only when four conditions simultaneously obtain: (a) he can and does understand the communication; (b) at the time of his decision he believes that it is not inconsistent with the purpose of the organization; (c) at the time of his decision, he believes it to be compatible with his personal interest as a whole; and (d) he is able mentally and physically to comply with it." (Chester I Barnard, "The Functions of the Executive", 1938)

"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." (Chester I Barnard, "The Functions of the Executive", 1938)

"Executive work is not that of the organization, but the specialized work of maintaining the organization." (Chester I Barnard, The Functions of the Executive, 1938)

"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." (Chester I Barnard, "The Functions of the Executive", 1938)

"Planning is one of the many catchwords whose present popularity is roughly proportionate to the obscurity of its definition." (Chester I Barnard, "The Functions of the Executive", 1938)

"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." It is because of the rejections that the selection is good." (Chester I Barnard, "The Functions of the Executive", 1938)

"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." (Chester I Barnard, "The Functions of the Executive", 1938)

"The executive is primarily concerned with decisions which facilitate or hinder other decisions." (Chester I Barnard, "Organization and Management: Selected Papers", 1948)

"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." (Chester I Barnard, "Organization and Management: Selected Papers", 1948)