巴纳德论经理人员的职能（Barnard on the functions of managers）The function of a manager is related to all the work necessary to the organization's vitality and continuity, at least when the organization must pass formal coordination operations. The function of a manager is to maintain a system of collaborative effort. The function of the manager is impersonal. The functions of the managers we speak of are like the rest of the body, including the brain. The nervous system directs the activities of the body so that the body can adapt to the environment more effectively and survive.- BarnardThe organization is a huge collaboration system with a team of willing people with certain purposes and communication with each other as the main communication channel. Information exchange plays an important central role in the development of an organization. It must have a person in the central position of the communication system to coordinate and control the normal operation of the whole system. The man in the center is the manager of Barnard. The function of the manager will be related to the organization's vitality and all the work necessary for continuity, at least when the organization must pass formal coordination operations. But it is not all work and organization are the management work only to maintain the organization and operation of specialized work to belong to this category, so all the work is not the managers with management functions that other people by coordinating activities. As Barnard said, the general manager of a company to sell goods, the president of a university directly to the students and other similar work is not belonging to theorganization of the management work, he was just in the performance of a universal organization member functions, but these may than the specialized management work more value. In fact, the manager's job is a mixture of management and non management, the function of the executive is to maintain a large and complex system of collaborative efforts, he is not in the management of a group of people, but in the coordination and command of a series of activities of the organization. He is not an independent individual, whose activities are impersonal and dependent on the activities of the entire organization and other members of the organization, as well as the whole organization's activities, which are closely related, interrelated and mutually influenced. Therefore, Barnard's basic functions of managers correspond to the elements of the organization, that is, the willingness to collaborate, the purpose of collaboration, and the exchange of information. The manager's functions are as follows: (1) to provide a system for information exchange; to promote necessary personal efforts; and to formulate and formulate goals.I. maintaining the organization's information exchange systemAn organization, especially a composite organization, must have an information exchange centre and corresponding managers. The managers are in the key position of the information communication center, and their tasks are very heavy. He begins by setting up posts in the organization's information exchange system, and then configuring the right people for each job. These two tasks are, in fact, two complementary aspects of the same thing.Tissue structureOrganization structure actually refers to the determination of the position of an organization, each position has its corresponding responsibilities, which are often expressed in the form of organization charts, job descriptions, and division of labor. It includes the coordination work, namely the objective decomposition for auxiliary purposes, specialization, task and so on; can obtain the type and quantity of service personnel; cooperation system in order to realize the type and quantity required for the purpose of personnel; necessary incentives; these factors can be combined with location and time etc.. In fact, these factors influence each other, and they all belong to the category of functional managers, Barnard studied separately in the organizational structure, always assume these factors are the strategic factors, other factors are the same, but the purpose of the organization except, it may change the organization structure and affect all the other factor.StaffingIt includes the choice of managers and the staffing of the general management.(1) the choice of managers. The requirements and measures for the quality and ability of managers are mainly reflected in the following three points:First, organizational personality. The most important contribution to the organization managers only the most commonqualification, is loyal, this organization personality, which is commonly referred to as the "responsibility" and "stability", religious organization "surrendered" and so on, in the organization of the manager's requirements in dominance.Second, provide effective incentives. As with other members of the organization, provide managers with appropriate and effective incentives. In general, tangible incentives rarely contribute to personal loyalty and conversion, and material incentives and other positive incentives rarely do.All organizations find it difficult to provide managers with the right incentives. But compared with the general staff speaking, interest and hobbies, the prestige of the organization work of pride and other incentives to managers is more important, while the material is slightly inferior to tangible incentives, incentives to provide and in spite of the material or tangible and visible, but in Barnard's view, it is neither sufficient nor success. But for the business organization in terms of material incentives but often seem to be more effective, because in this type of organization to provide material incentives, more important is the only material incentives to better highlight the special status of managers, and other incentives are often the same, can not effectively show the manager positions in different organizations the difference between.Third, personal ability. After the manager's organizational personality has been affirmed, the next is his personal ability must be qualified. Barnard divides the competencies of the required managers into two categories: general competence andspecific competence. The former refers to general alertness, broad interests, adaptability, adjustment, calmness, courage, etc.; the latter refers to special qualities and acquired skills, etc.. The first kind of ability are difficult to evaluate because of an intrinsic property belonging to individuals, is the comprehensive effect of personal qualities, experience and other factors of the results, it is difficult to develop or change in the short term; in contrast, second kinds of special ability is ability is relatively easy to identify and cultivate it through their own learning, outside teaching etc. means we can achieve the purpose, but also through managers dealing with specific organization affairs performance and the result can accurately judge him in this capacity level.Managers in an organization's authoritative system often need a more comprehensive ability to harness and coordinate the functioning of the organization as a whole. So, often in the organization managers around the placement of some experts to help staff in time, energy and ability, to make up for the lack of managers may be due to various reasons, can not take into account.(2) general staffing. These include job selection, promotion, demotion, and dismissal, which, like managers, are essential elements of maintaining an organization's information exchange system, without which organizations will not exist. Personnel selection, especially personnel promotion, demotion, dismissal, etc., is often determined by oversight or often referred to as "control" functions. The specific operation mechanism of the process, like the managers above, has similarrequirements for their organizational personality and personal ability, and the organization should provide timely incentives for them. But the relative managers with the individual requirements of the general staff, and provide incentives to reduce the number of possible, but not necessarily, to treat specific conditions, the key is on the basis of the position in the organization to determine.(3) to maintain informal information exchange among management organizations. This requires managers must set up the hearts of "informal management organization" of such a concept, and try to maintain the information exchange system open, supplementary and necessary guarantee that information exchange of formal organization. It to the manager had higher and comprehensive requirements, which include managers of education, experience, age, gender, personal characteristics, prestige, race, nationality, religion, politics, life experiences and attitudes, language, personal style and many other special personal characteristics. We can see that these requirements not only for people generally believe that the manager's ability, it also includes issues such as nationality, belief and ability of some independent factors, it is affected by many factors unrelated to background and business ability, managers only have the comprehensive conditions above can make the exchange of information the informal organization is open, is it possible to maintain mutual harmony between.Barnard believes that in the informal organization operation, should be avoided through formal channels of communication so as not to put forward some resolutions to the issues (such as orders etc.), otherwise it will increase the manager's burden,will also affect the dignity and authority of the objective. Also, has a strong influence in the informal organization person is not necessarily suited to be a formal position, because many people have high quality, greater influence may be due to too tight and can not effectively play a role in the formal official position, he was in the informal organization role or function may be greater. At the same time, he also dialectically that, in the informal management organization, mutual harmony and harmony is the excessive harmful, so easily lead to "only one idea and attitude is too fixed, weaken the person's sense of responsibility.Two, help individuals to provide the necessary servicesThe managers of the organization also need a lot of effort to achieve this goal, although some work does not require him to experience it, but he has to decide on the overall planning and arrangement of the whole process. This is mainly reflected in the following two aspects:Cause people to form collaborative relationships with organizationsThe organization do the work of two aspects in this process, one is to attract their interest in the organization; two is to persuade, they provide incentives, so that they can establish a cooperative relationship with the organization, joining the organization.To provide services to the newly formed members of the organizationIt is only when the recruiter provides the organization with the real service that other relevant work done by the organization will be valuable and meaningful. Almost all organizations try to make their members doubly useful to the organization, and they will try their best to take all kinds of measures and measures to achieve the ultimate goal. If the church wants its believers in every time loyal to the organization, they will use a variety of effective means to strengthen the religious belief; the government to make more of its members to provide services to members, will strengthen education, to enhance patriotism, loyalty, discipline and encourage them to provide the means of service. In short, the organization in order to enhance its effectiveness, sustainability and efficiency, according to the environmental needs and always the implementation of various measures to stimulate its members' sense of service and dedication, thought that the organization to provide more and better services.Three. Propose and formulate organizational goalsThe purpose is one of the three major components of the organization, is an important work to develop the purpose and organization or decomposition in the decision-making process, and organizational managers behoove in this work is important to bear responsibility. Not only does he have to make objective, but also try to make all contributors are acceptable to the organization, the work of two is not an easy job to do to managers of things, sometimes he had to be part of work authorization to other management personnel to complete. On the one hand, it can reduce the workload of managers; and moreimportantly, it will enable other management and front-line staff of the organization to have a better understanding and understanding of organizational purposes. After all, the purpose is only a means, the purpose of the purpose is to enable it to achieve, and ultimately can promote the development of the organization. So, as long as the manager's authorization can effectively maintain the entire organization and management, does not need to monopolize all the work.In fact, after the manager is authorized, the purpose is layered, and the actual method will be gradually and concretely. This will be very helpful for the whole purpose or the basic purpose. Of course, in this process, the coordination work organization is essential, so that is not the purpose of supervision in the process of "deformation" refinement and implementation of the original purpose without violating the organization or general purpose.In Barnard's view, in the formulation process of organizational goals, managers only can be responsible for general purpose, and general purpose of decomposition and refinement work can be delegated to lower the Department Manager or general managers to bear. But these lower level managers must coordinate the work to convey, and the corresponding decomposition, to ensure that the entire organization can work together to achieve this goal, at the same time, but also play good managers and front-line staff of the link role. So the managers have a clear understanding of the specific implementation of the objective, at the same time when necessary let the staff of general purpose organizations have a clear understanding, in order to avoid unnecessarymisunderstanding, more motivated to work.。
