Description: This is the first and only book dealing with how the new psychological research on the unconscious applies to foundational theories of organizational behavior. It covers both micro and macro organizational theories, and seeks to show how these theories would benefit from more consideration of unconscious activations.
An introductory chapter addresses historical matters, evaluative dimensions, and opposing views with regard to the new unconscious research. Part I then takes up various theories of motivation, and how each does or might incorporate unconscious processes. Part II is concerned with theories of leadership, and applies a similar approach to unearthing unconscious considerations. Part III moves to organizational decision making, again stressing how unconscious activations may operate with theories of this type. This perspective is continued in Part IV on systems concepts and organization, in Part V on bureaucracy-related concepts, and in Part VI dealing with sociological concepts of organizations. The final chapter demonstrates how organizational behavior as a whole has been biased towards conscious theories, and against an unconscious perspective.
The book includes many direct quotes from key research documents and citations from numerous meta-analytic studies. Each chapter begins with a handy outline of key chapter topics, and the book includes exceptionally complete and current references.
List of Tables and Figures
PART I. THEORIES OF MOTIVATION
Chapter 1. Expectancy Theories
PART II. THEORIES OF LEADERSHIP
Chapter 13. Normative Decision Process Theory
PART III. ORGANIZATIONAL DECISION MAKING
Chapter 22. Administrative Behavior and Organizations
PART IV. SYSTEMS CONCEPTS OF ORGANIZATIONS
Chapter 25. Control Theory (Using the Control Graph)
PART V. BUREAUCRACY-RELATED CONCEPTS
Chapter 31. Weber's Theory of Bureaucracy
PART VI. SOCIOLOGICAL CONCEPTS OF ORGANIZATION
Chapter 39. External Control of Organizations: Resource Dependence Perspective
Comment(s): "As one of the discipline's preeminent voices, Jack Miner has once again shown a range of empirical and theoretical understanding that is rarely encountered. It is impossible to read Miner's original insights without having one's understanding of motivation and leadership theory permanently and dramatically widened." -- Arthur G. Bedeian, Louisiana State University