IntroductionNowadays it is very common to witness the collapse of systems and the failure of companies. Naturally many questions arise wondering what happened. Organizations need someone to blame and measures are taken accordingly. While cuts, downsizing and layoffs are the most commonly used tools to “solve the problem,” there is evidence to show that, rather than finding a solution, these methods only hide the heart of the problem. the problem, which appears to be present in even more organizations. The functions of directors, managers and executives are and will be key and transcendent issues related to the survival of the system in this ever-changing, highly competitive and unpredictable world. context in which companies are involved. The idea of ​​the heroic executive with extraordinary gifts, such as powers of inspiration or the ability to perform miracles such as bringing a dying company back to life, is no longer viable. An executive must be selected not only for their technical skills or previous achievements, but for their ability to create the right conditions for collaboration. Barnard defines these functions as the essential work that ensures the sustainability and vitality of a company through formal coordination, for example all work performed by administrators must be related to the coordination of individuals, processes which are the basis of communication channels. These are the four elements that contribute to the success and achievement of executive objectives: the systems primary task formulation, the design of structures, the selection and placement of personnel, and the administration of incentives. Note that the second and third elements together constitute what Barnard calls "the creation and maintenance of the communication system".Formulation of the primary task of the systemThe work of the director must begin with the formulation of the primary task of the organization, e.g. the goals, objectives and objectives for which “responsibility”, “delegation of objective authority” and “specification or division of labor” make sense. All these must be accepted by the contributors. This is the starting point for every director. We cannot talk about management if there is no objective for which individuals act. Information flows must be known and reach every member of the organization. This is only possible if there is mutual effort throughout the system. This process requires that the directors of each department communicate and coordinate the objectives so that their delegates can communicate what these objectives mean for the subdivisions in terms of operations/actions necessary to contribute to the primary task.