On 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.
Key Features
- Features case vignettes which bring the various concepts to life
- Divided into four parts
- Explores the realm of leadership and what roles a manager can play in managing their staff
- Introduces the idea of personality and describes how the manager’s personality influences management dynamics
Additional Information
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 IV introduces the idea of personality and describes how the manager’s 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.
Recommendations
This text will be essential reading for students and scholars of leadership, HRM, and organisational psychology, as well as consultants and managers looking for practical insights into how human relationships affect the success of every organisation.
