ABSTRACT
IN this chapter we shall turn our attention from system and role sanctions to the personal sanctions for the authority of the individual at work. Discussion will be concentrated on the command aspect of authority, which allows managers to give instructions to others in a subordinate position, as specified in the social structure. This emphasis arises from the fact that the most detailed and extensive case material so far obtained is concerned with command problems as seen in face-to-face, leader-subordinate groups. We shall consider the influence of those unconscious and irrational elements which, in affecting behaviour, disturb executive work, and also executive procedures for tackling the unconscious factors and for maintaining group co-operation in the executive system. Relations between groups in the executive system as a whole will be examined only so far as may be necessary to analyse behaviour in smaller groups. The management-worker split will be considered from the special and limited point of view of its use as a mechanism allowing face-to-face problems to be avoided.
