Barnard wrote only one book. A second volume, Organization and Management, consisting of a number of his articles was brought out in 1948. Both of these were published by Harvard University Press.
2.
A number of prominent scholars have publicly acknowledged their intellectual debts to Barnard. Professor Kenneth Boulding of the University of Michigan states that, in the development of his ideas about organizations, three books have influenced him most. “They are, first, the pioneering work by BarnardChester I., The Functions of the Executive. …” The Image (University of Michigan Press, Ann Arbor, 1956), p. 153. Professor Herbert Simon of Carnegie Institute of Technology states: “To Mr. Chester I. Barnard I owe a special debt: First for his own book, The Functions of the Executive, which has been a major influence upon my thinking about administration. …”Administrative Behavior (The Macmillan Co., New York, 1958), p. xv. Professor Robert Tannenbaum of the University of California at Los Angeles states: “In the development of many of the ideas in this section (of the article, ‘The Manager Concept: A Rational Synthesis’) I have been particularly influenced by Chester I. Barnard's The Function of the Executive.”Journal of Business, Vol. 22, No. 4 (October, 1949), 225.
3.
This is one of a series of articles taken from my interviews with Chester I. Bernard. For an article summarizing Barnard's biography, see WolfWilliam B., “Chester I. Barnard, (1886–1961),”Journal of the Academy of Management, Vol. 4, No. 3 (December, 1961), 167–173.
4.
In a sense Professor Ernest Dale stimulated this article by his provocative challenge that “someone should analyze Barnard's writings so that they could be more applicable as guides to business executives.” What follows here represents a rudimentary step in this direction. However, it should be recognized that it does not pretend to present Barnard's entire system of thinking. Rather, it is simply a report of pertinent points made in the course of our interviews. I have taken the liberty of rearranging and editorializing so that these fall together into a list of precepts for managers.
5.
This is a point that has been developed and elaborated upon by Philip Selznick. See Leadership in Administration (Row, Peterson and Co., Evanston, Ill., 1957), Chapter Five.
6.
For example, see O'DonnellCyril J., “The Source of Managerial Authority,”Political Science Quarterly, Vol. 67, No. 4 (December, 1962), 573–588.
