1st Edition

Psychodynamic Organisational Theory Key Concepts and Case Studies

By Jacob Alsted, Ditte Haslund Copyright 2020
    298 Pages
    by Routledge

    298 Pages
    by Routledge

    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. 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 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.

    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.


    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



    Jacob Alsted, PhD, has authored a number of books and articles on organisational psychology, sociology, motivation, and the history of the state. He has worked as a consultant for more than 20 years and co-owns the consultancy company Haslund & Alsted with Ditte Haslund.

    Ditte Haslund has authored a number of books and articles on organisational psychology. She has worked as a psychotherapist and consultant for more than 20 years and co-owns the consultancy company Haslund & Alsted with Jacob Alsted.