Dimensions of Organizational Culture and beyond
In: Political psychology: journal of the International Society of Political Psychology, Band 12, Heft 3, S. 509
ISSN: 1467-9221
In: Political psychology: journal of the International Society of Political Psychology, Band 12, Heft 3, S. 509
ISSN: 1467-9221
In: Political psychology: journal of the International Society of Political Psychology, Band 10, Heft 1, S. 169
ISSN: 1467-9221
In: Administration & society, Band 20, Heft 2, S. 166
ISSN: 0095-3997
In: Administration & society, Band 20, Heft 2, S. 166-190
ISSN: 1552-3039
Organizational identity offers a theory and practice for analyzing the intersubjective meaning of organizational behavior. It advances an explanation of individual feelings about organizations rooted in infancy, what Winnicott (1965) calls a "holding environment," and an explanation of interpersonal relationships in adulthood but with origins in infancy and childhood, what Kohut (1977; 1984) calls "selfobject transferences. "It further presents the notion of transference of emotions in hierarchical organizations as an instrument for observing and explaining key interpersonal relationships between organizational super ordinates and subordinates, and between organizational analysts and clients. Knowing organizational identity provides an understanding of unconscious motivations governing the behavior of organizational members.
In: The American review of public administration: ARPA, Band 18, Heft 4, S. vii-vii
ISSN: 1552-3357
In: Administrative Science Quarterly, Band 32, Heft 1, S. 153
In: Political psychology: journal of the International Society of Political Psychology, Band 7, Heft 4, S. 709
ISSN: 1467-9221
In: Political psychology: journal of the International Society of Political Psychology, Band 7, Heft 3, S. 587
ISSN: 1467-9221
In: Political psychology: journal of the International Society of Political Psychology, Band 6, Heft 4, S. 663
ISSN: 1467-9221
In: Administration & society, Band 17, Heft 2, S. 217
ISSN: 0095-3997
In: Administration & society, Band 17, Heft 2, S. 217-239
ISSN: 1552-3039
Appreciation for irrational individual and organizational characteristics is fundamental to the ability to "enter"and comprehend the true significance of interpersonal and organizational behavior. Efforts to better comprehend human performance in complex bureaucratic organizations must acknowledge the impact of irrational psychological defensiveness on administrative behavior. The authors construct a conceptual model of psychological responses to stress in bureaucratic organizations in which they illustrate the dynamic, interactive relationship between stress, self-esteem, and psychological defenses aimed at alleviating anxiety, and the ability to act responsibly.
In: Administration & society, Band 16, Heft 2, S. 195
ISSN: 0095-3997
In: Administration & society, Band 16, Heft 2, S. 195-214
ISSN: 1552-3039
In this article the author uses Harry Stack Sullivan's theory of social psychiatry and various psychoanalytic applications of organizational theory to suggest to what extent bureaucratized human relations and formal organizational stuctures are products of the psyche and thereby perpetuated by people. A central theme is that bureaucracy enhances the structural manifestation of embedded defensive operations of the person. Asserting the dominance of security needs as motivating forces over other human needs, Sullivan's psychiatry uncovers a serious paradox for students of organizational behavior and development interested in directing the course of bureaucratic reform and organizational change. This article directs future empirical research on the topic of interpersonal and organizational resistance to change and psychological reliance on bureaucratic styles of management.