Psychodynamic Organisational Theory: Key Concepts and Case Studies, 1st Edition (Paperback) book cover

Psychodynamic Organisational Theory

Key Concepts and Case Studies, 1st Edition

By Jacob Alsted, Ditte Haslund

Routledge

288 pages

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Description

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.

Table of Contents

Foreword

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

Bibliography

About the Authors

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.

Subject Categories

BISAC Subject Codes/Headings:
PSY021000
PSYCHOLOGY / Industrial & Organizational Psychology
PSY036000
PSYCHOLOGY / Mental Health