Intrapersonal and Interpersonal Relations in Management Organizations

Abstract

Since the turn of the century, management theorists have sought to explain human behavior in the organizational work setting. This article argues that Fairbairn's object relations theory and Berne's transactional analysis theory are complementary and that in combination they form a particularly useful model for explaining organizational behavior. Along with a brief review of these two approaches, a management case study is presented that offers such a combined perspective. Fairbairn's theories are used to elucidate the intrapersonal object relations and anxieties of the executives concerned, while Berne's theory of games describes how these were manifested in interpersonal relations. Connections are made between aspects of Fairbairn's theories and some of the concepts used in transactional analysis. The author concludes that only by understanding both the nature of anxiety and the way it is behaviorally manifested can consultants and managers plan for effective change.