Chester Barnard’s insistence that organization
was important and undervalued was likewise prescient.
Like Friedrich Hayek, Barnard held that
adaptation was the central problem of economic
organization. But whereas Hayek (1945) emphasized
spontaneous adaptation realized through the
market, Barnard emphasized cooperative adaptation
of a ‘conscious, deliberate, purposeful’ kind
(1938: 4), working through administration. Key
elements in Barnard’s theory of internal organization
included (1) a theory of authority, (2) the
employment relation, (3) informal organization,
and (4) economizing. Barnard’s work was a turning
point for organization theory, as subsequently
developed by Herbert Simon (1947, 1957) and
related work at Carnegie (March and Simon,
1958; Cyert and March, 1963) as well as by
Philip Selznick (1949).
Chester Barnard’s insistence that organizationwas important and undervalued was likewise prescient.Like Friedrich Hayek, Barnard held thatadaptation was the central problem of economicorganization. But whereas Hayek (1945) emphasizedspontaneous adaptation realized through themarket, Barnard emphasized cooperative adaptationof a ‘conscious, deliberate, purposeful’ kind(1938: 4), working through administration. Keyelements in Barnard’s theory of internal organizationincluded (1) a theory of authority, (2) theemployment relation, (3) informal organization,and (4) economizing. Barnard’s work was a turningpoint for organization theory, as subsequentlydeveloped by Herbert Simon (1947, 1957) andrelated work at Carnegie (March and Simon,1958; Cyert and March, 1963) as well as byPhilip Selznick (1949).
การแปล กรุณารอสักครู่..
