Psychoanalysis in management - Psychoanalysis in management...

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Psychoanalysis in management See pages 132-134 and 149 of the book. A key tool that Mayo employed was psychoanalysis (see chapter 1 for more details). In the hands of managers and personnel practitioners it offers a powerful tool to manage the emotions and outlook of staff. It offers to uncover the truth of why we think, feel and act the way that we do. Nondirective interviewing, Mayo argued, provided a platform to understand workers' attitudes, feelings towards the group and beliefs about individual worth. Mayo saw this as a therapeutic tool to deal with the imbalances in how workers saw the world. It provided access to the emotional life of the factory and allowed managers to understand and respond to grievances before they are even made public (Mayo, 1933 and 1949). This offered a number of benefits for managers. Firstly, simply airing grievances was seen as therapeutic. As Roethlisberger and Dickson (1939) state, the interview programme regularly received praise for things it had no jurisdiction over. For instance a worker complained that the canteen lunch was terrible and then a few days later said it was much improved, putting it down to the interview programme, even though this information was not even passed on. Similarly Mayo saw it as a release valve of 'useless'
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