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Creating New Knowledge in ManagementAppropriating the Field's Lost Foundations$
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Ellen O'Connor

Print publication date: 2011

Print ISBN-13: 9780804770750

Published to Stanford Scholarship Online: June 2013

DOI: 10.11126/stanford/9780804770750.001.0001

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Chester Barnard's Science of Responsible Experience

Chester Barnard's Science of Responsible Experience

Chapter:
(p.112) Chapter 6 Chester Barnard's Science of Responsible Experience
Source:
Creating New Knowledge in Management
Publisher:
Stanford University Press
DOI:10.11126/stanford/9780804770750.003.0006

This chapter offers an interpretation of Chester Barnard, who co-founded management science along with Mary Parker Follett. Barnard began with a structure dubbed “formal organization,” which he argued entailed an entirely new condition for the individual and for society and envisioned as a method that developed the individual and society mutually. Initially, he understood the “executive-leader” in the formal organization as the alpha and omega of value(s) creation, but his thinking eventually became more similar to Follett's broader concept of personal responsibility. Barnard developed a theory of a leader whose key function was to cultivate responsibility in others, rather than one who took on responsibilities shunned by an organization's members and delegated upward. Barnard also used himself to relate to the public and the organization, and developed his thinking and experience much further in this regard through his leadership of the United Service Organizations.

Keywords:   Chester Barnard, management science, formal organization, executive-leader, personal responsibility, United Service Organizations

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