Management theory, like economic theory in general, has until quite recently taken as its intial premise the notion of the homo optimus, a “rational actor who, like the homo economicus” or “rational consumer” of classical economic theory, seeks to maximize only those personal interests which the theory says that he or she must have. Objectively determined self-interest has taken theoretical precedence, even in our psychologically minded world, over subjectively determined self-interest. The result has been a long series of management models that are decidedly unrealistic, if not downright wrong.
The Irrational Executive is a compilation to counter this bias in management theory. Focusing on unconscious as well as conscious internal processes, and strongly influenced by contemporary psychoanalytic theory, the contributors argue persuasively against the rationalist model. Topics considered include narcissistic influences on management decision-making, transference manifestations in the corporate power structure, management by guilt and the influence of the ego ideal, and the persuasive influence of folie-à-deux at all levels of management. A section on theory examines the relationship of the individual to the corporate organization, and a closing section on organizational diagnosis considers successful attempts to effect change in management behavior.
The Irrational Executive will serve as an important reference tool not only for students of management and psychoanalytic theory, but for economists, sociologists, and industrial psychologists as well.
Note: This book is out of print.
International Universities Press, 1984
This book offers an authoritative discussion of the irrational forces at work in organizations. It integrates psychiatric and psychology findings and insights with management and organizational behavior theory to reveal the underlying causes of many organizational problems.
Published on 1 Aug, 1984
We know where we are with a fairy story. There is a cast of predictable characters, the hero or heroine is submitted to terrible trials, cruelty, and injustice but in the end the baddies get their comeuppance, good triumphs, and everyone lives happily ever after. In this book Manfred Kets de Vries, one of the world's leading authorities on the psychology of leadership, and a pioneering practitioner in the field of psychodynamic executive coaching, draws on the format of traditional fairy tales and tells us five stories that dramatize five key themes of dysfunctional leadership. Now available in Korean 리더는어떻게평면표지, Doublebook, Seoul, Republic of Korea, March 2017.
Published on 1 Mar, 2017
Struggling with the Demon examines the search for meaning in human activity and highlights the values that foster commitment and involvement and, ultimately, success.
Published on 1 Jan, 2001
In this book Manfred Kets de Vries, one of the world's leading authorities on the psychology of leadership, and a pioneering practitioner in the field of psychodynamic executive coaching, draws on the format of traditional fairy tales and tells us five stories that dramatize five key themes of dysfunctional leadership.
Published on 11 Nov, 2015
In this book of insightful essays, Kets de Vries explodes the myth that rationality is what governs the behaviour of leaders and followers and provides a more realistic perspective on organisational functioning and the leader-follower relationship.
Published on 13 Aug, 2003
This book presents eclectic advice on how things really work in organisations, by combining the dismal science of management and the impossible profession of psychoanalysis.
Published on 16 Aug, 1995
This book provides a comprehensive review of the state of knowledge in the field of psychoanalytic character studies.
Published on 13 Nov, 1991
The objective of this book is to develop a theory of organizational functioning as viewed from a clinical perspective. For that purpose psychoanalytic concepts are applied to the study of leadership behavior, organizational stress, work disorders, career, power, and authority.
Published on 27 Feb, 2009
In this book, individual reaction patterns to downsizing operations are explored in the victims, the survivors (those staying with an organization after layoffs) and the “executioners” (those responsible for the implementation of downsizing) involved in the process.
Published on 31 Dec, 1997
Through coaching work with senior executives, Manfred Kets de Vries explores why many suffer from profound periods of unhappiness despite having external success.
Published on 7 Dec, 2007