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|11 pages

Management and employees

part I|75 pages

The employee in the community

part II|58 pages

Group processes

chapter 6|15 pages

The group as an independent unit

chapter 7|23 pages

Productivity of groups

chapter 8|18 pages


part III|72 pages


chapter 9|9 pages

The content of management

chapter 10|26 pages

The manager as teacher

chapter 11|16 pages

The manager as authority

chapter 12|19 pages

The management group

part IV|53 pages

The manager’s personality

chapter 13|13 pages

Personality and management

chapter 14|15 pages

The maturity of the manager

chapter 16|3 pages