The Functions of an Executive.

The title of this article is after a famous book The Functions of the Executive authored by Chester Irving Barnard. But the content is not necessarily the same however some of its are explained at the end.
Everyone, generally speaking, wants to be an Executive but seldom does he spare his time upon thinking what are those characteristics that make one an Executive.
The 'word' Executive sends picture in our mind that he must be someone, sitting in a cozy chamber, busy issuing commands only. Not surprisingly in many cases it may be so. Also we may find a person called executive engaged all the time in devising ways and means to use/misuse his position to display his hubris or ego upon the persons serving sub-ordinate to him. An executive in disguise is prone to make a tour without any concrete outcome. The journey supposedly undertaken to enhance the business of the organization is to befool the others in the organization. In most of the cases this journey happens to be with an ulterior motive to make the trip a pleasure trip. I know many an executive seen indulged in sensualities of all sorts at the expense of the organization's resources.
Needless to say these are not the executive functions.
An Executive is one who has the perceived ability to steer the organization clear through all thick and thin. He knows why, when and how to make a decision.  He also knows what decision he should make himself and what are are those parts of decision that may be delegated to be taken at the level of his sub-ordinates. He doesn't hesitate to seek advice from not only his core group members but sub-ordinates also.
In case of failure he knows to own responsibility and does not hesitate to give way to others by way of resignation or the like.
It means organization is not the means of his personal aggrandizement. To the contrary he views organization as the provider of food, safety and welfare of not only all the members of the organization but his also. He is more interested in contributing to than extracting from the organization.
It must be ensured by the executive that channels of communication are so designed that they do not prevent the free flow of positive energy and ideas of the sub-ordinates. He should be on the lookout to encourage those having will and capacity to benefit the organization.
It is the duty of the executive to order only such things as are most likely to be obeyed. His interactions with sub ordinates are genuine and convincing enough to make them voluntary compliant to the need of hour.
Thus the executive functions are not to be construed merely expressed by the archaic clichés like POSDCORB(planning, organising, staffing, Co-ordinating, recruiting, budgeting etc.). It would be better to say these functions managerial ones. These are shop-floor level functions.
The executive functions are much beyond that.The executive is not merely a maintainer of the organization but he acts like a revitalizer who fills the subordinates with surplus of energy to fight depression of all sorts including economic one. He combines the functions of a manager, friend, philosopher and guide. He is a motivator par excellence. He is such a person as regards whom people, by default, look forward in time of distress. He looks like anyother person in the organization but the way he does his work and gets others on work make him look distinguishably different. He is more recognized through his grace he spreads than the dress he wears.
The book which I referred to in the beginning of the article gives an insight with respect to organization and acceptability of the authority together with basic executive function what Barnard holds essential for an Executive to perform. Some of these are given here in bare outlines.
Concept of Organization
Barnard defined formal organization as a system of consciously co-ordinated activities or forces of two or more persons. Any such organization comes into existence only when
     (*) There are persons able to communicate with each other.
     (*) who are willing to contribute actions.
     (*) to accomplish a common purpose.
Thus communication, willingness to serve and common purpose are three elements of a formal organization.
Hence if there is no wilful co-operation for a common purpose we cannot think of an organization to take shape.
The Theory of Authority
Barnard did not believe in traditional Concept of authority and introduced 'acceptance' as the basis of his theory of authority.
Barnard held that authority is a fiction. He presumed that individuals accept orders from superiors because they want to avoid making issues of such orders and avoid incurring loss of personal status with their fellows.The contributors accept the authority communication as care is taken to see that only acceptable communications are issued and such communication must fall within the zone of personal indifference.
Thus the acceptance of authority in an organization, according to Barnard, depends upon the zone of indifference.
If the orders for actions are arranged in order of their acceptability to the person affected, they fall under three different categories
       *1. Those which are clearly unacceptable.
       *2. Those which are on neutral line. That is either just acceptable or just non acceptable.
       *3. Those which are unquestionably acceptable.
Orders falling under last group come within the zone of personal indifference mentioned above.
Executive should never issue such orders as lie beyond the zone of personal indifference.Otherwise It may meet with resistance or disobedience which no executive would like to see.
In the light of above discussion, Barnard enumerated the basic executive functions as follows :
*** Maintenance of Organization Communication.
*** Securing the Essential Services from the Individuals.
***Formulation of Purpose and Objectives.
The first two is maintenance function and the last is linked to the growth of the organization.
These are really executive functions of great import. They help not only for an organization to exist but to grow also along with the people it supports or get supported by. It is through this an organization achieves its purpose framed on a dynamic basis.
R.R.Prabhakar.
11.10.2019.