IntroductionNowadays, it is very common to witness the collapse of systems and the bankruptcy of companies. Of course, there are many questions about what happened. Organizations need to blame someone and so action is taken. Although downsizing and layoffs are the most commonly used tools to “solve the problem,” there is evidence that, rather than finding a solution, these methods only hide the heart of the problem. the question, which seems to be present in an even greater number of organizations. The functions of directors, managers and executives are and will be key and transcendent subjects related to the survival of the system in a constantly changing, highly competitive and unpredictable world. the environment in which businesses are involved. The idea of ​​a heroic leader with extraordinary endowments, such as powers of inspiration or the ability to perform miracles, such as breathing new life into a dying business, is no longer viable. A leader should be chosen not only because of their technical abilities or their previous achievements but because of their ability to create the right conditions for collaboration. Barnard considers these functions as the essential work that ensures the sustainability and vitality of a company through formal coordination, e.g. all work carried out by managers must be linked 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 the executive's objectives: the formulation of the main task of the system, the design of structures, the selection and placement of personnel, and the administration of incentives. Please note that the second and third elements together constitute what Barnard calls "establishing and maintaining the communication system." Formulation of the main task of the system The work of the director should begin with the formulation of the main task of the organization, for example the goals, objectives and goals for which "responsibility", "delegation of objective authority" and “specification or division of labor” make sense. All this 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 individuals to act. Information flows must be known and reach each member of the organization. This is only possible if there is mutual effort throughout the system. This process requires the directors of each department to communicate and coordinate the objectives so that their delegates can communicate what these objectives mean to the subdivisions in terms of operations/actions necessary to contribute to the main task..