Chester Barnard's theory of authority

Extract

[...] This applies to all types of organizations regardless of size. Barnard then divided authority in two ways: subjective and personal and the other; objective. Subjective aspect "These are the persons to whom an order is directed to decide if this order is authoritative or not, not to those who are in authority." The authority always rests on the acceptance or consent of individuals. For this, four rules can be followed according to the author: The individual must understand the order given to it It checks if the order is not inconsistent with the organizational goal that he set The individual must find a personal interest in this order (this is actually the only reason to perform an order according to Barnard) He must be mentally and physically fit to do what is asked to Once these four principles are applied, the authority may even be accepted immediately when orders are set or when the person is contacted by the company. [...]

[...] But this cooperation is based on various elements such as form of authority, the environment of the decision, communication channels . They are in constant interplay. The main principles are defined; the leader of an organization must know how to maintain the operation of each function. Here we focus specifically on the theory of authority and its surroundings. To illustrate the words of C. Barnard, we will rely on theories by other major authors such as Max Weber and Henri Fayol who will bring some additional concepts. [...]

[...] That's why Fayol advocated a system of gateway to communicate more quickly in an emergency. This front will advance to the agreement of the upper hierarchy. Finally, power is often confused with the authority, but this is only in one form. The authority is able to obtain a change in the behavior of an individual without coercion or physical threat. It has a direct influence. The authority rests on a legal basis (subordination), but also is a psychological conception, (charisma of a leader), sociological (consistent with the situation) and technical one (skills stems). [...]

[...] A command generator must demonstrate reassurance, confidence and persuasion to lead his team to greater productivity. The objective authority is also based on some other bases such as the presence of a line of authority which is most direct and short as possible. It reduces the risk of error to force too many intermediaries. Moreover, the author advocates the use of the entire line that is to say that everyone refers only to his immediate superior. But this implies the slowness that interferes with communications, especially for large organizations. [...]

[...] This is what Barnard calls the authority under the row. Max Weber distinguished three forms of domination: - The authority to traditional character (customs, usages transmitted in time. Applies to the monarchies of northern Europe, family businesses) - The charismatic authority (leader may take the form of guru, leader, prophet who has demonstrated personal qualities or skills. This applies to political and religious revolutionary aspects. Fidel Castro, Andre Citroen and General de Gaulle are examples) - The legal rational authority (authority based on law and the legitimacy of those who exercise it) However for some, the hierarchical position is not an argument, it is the skill of understanding of the facts which command respect. [...]