TITLE

THE UNIVERSAL BARNARD: HIS MICRO THEORIES OF ORGANIZATIONAL BEHAVIOR

AUTHOR(S)
Mitchell, Terence R.; Scott, William G.
PUB. DATE
September 1985
SOURCE
Public Administration Quarterly;Fall85, Vol. 9 Issue 3, p239
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article comments on the views of Chester I. Barnard about individual behavior, motivation, communication, and small groups featured in his book "The Functions of the Executive." No doubt that any serious assessment of Barnard's views on management has to consider not merely his specific ideas on this or that subject but also the purposes of his book. They were twofold: To establish legitimacy of management to rule modern industrial societies and to emphasize the indispensability of the cooperative system in such societies. These purposes are the essence of his integrated theory. Barnard was not interested in individual and small group behavior either as objects of pure research or of moral philosophy. He was impressed instead by the theories and techniques that the applied behavioral sciences could given to management practice to make it better for the specific aims of enhancing managerial legitimacy and advancing the cooperative spirit in organizations. Barnard devoted the first five chapters of his book to individual behavior. Later chapters and sections of his book were concerned with small group behavior and certain processes such as exchange, communication, and equity as they bore upon individual behavior. Thus, individuals and small groups were Barnard's building blocks to be used in the construction of cooperation and legitimation.
ACCESSION #
7196144

 

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