Description
Book SynopsisOn the surface, people go to work and come home again. They sometimes manage people while most are managed themselves. But beneath the function and structures of the work itself, a whole range of emotions affects the success of the relationship between employee and manager and ultimately the organisation they both belong to.
Psychodynamic Organisational Theory: Key Concepts and Cases provides a comprehensive but accessible introduction to this fascinating field of study. Featuring case vignettes which bring the various concepts to life, the book is divided into four parts. Part I looks at how the individual relates to the organisation and the unconscious energies they bring, while Part II examines group dynamics and how they affect productivity, including a chapter on meetings. Part III explores the realm of leadership and what roles a manager can play in managing their staff, while Part IV introduces the idea of personality and describes how the managerâs personality influences management dynamics as well as the wider organisational culture.
Central to the book, as well as the idea that organisational phenomena are often unconscious, is the understanding that relationships are always reciprocal. Through complex psychological dynamics manager and employee influence and change each other during the process of managing and being managed.
This text will be essential reading for students and scholars of leadership, HRM, and organizational psychology, as well as consultants and managers looking for practical insights into how human relationships affect the success of every organisation.
Table of ContentsForeword
Chapter 1: Management and employees
Part ONE: The employee in the community
Chapter 2: The dual relationship of individuals to groups
Chapter 3: Cooperation and psychological defences
Chapter 4: Acceptance of new employees into the organisation
Chapter 5: The individual expulsion from the community
Part TWO: Group processes
Chapter 6: The group as an independent unit
Chapter 7: The productivity of groups
Chapter 8: Meetings
Part THREE: Management
Chapter 9: The content of management
Chapter 10: The manager as teacher
Chapter 11: The manager as authority
Chapter 12: The management group
Part FOUR: The manager’s personality
Chapter 13: Personality and management
Chapter 14: The maturity of the manager
Chapter 15: The managers’ influence on the organization
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