(The Limits of Depersonalization in Organizational Management)

Many believe that organization is to be depersonalized far as possible. But can it be entirely rid of personal dimension? And should one consider the personal a mere impediment or it may claim also a wholesome part? The author sheds light on the personal “engines” of organizational management and reveals the mechanisms of its influence on the decisions and behavior of both rank and files and higher-ups by scrutinizing the relevant managerial practice and research findings. Are revealed in corpore and presented in a systematic form the factors limiting depersonalization and the intimate features of personality – emotional, volitional, and subliminal – to be brought into play. It is argued that they are not merely requisites for effective management but also fundamental conditions of success in uncertain, diverse, erratic, tangled, and quickly changing environment. Depersonalization not so much raises the level of management as technicalizes it, ousting “pieces” with no need for personal involvement from the system of human relations. They cease to be organizational proper and turn into a technological appendage subject to technical control rather than management. The paper opens a new line of research aimed at discovering the intrapersonal drives as a run-the-organization resource. The findings and conclusions the author has come to is of use to practicioners who can employ them for increasing the effectiveness of their activity as well as to teachers wanting to give a more precise and comprehensive picture of human behavior within the courses of management and organization theory.

Keywords: organization, management, depersonalization, personal involvement, initiative, autonomy.

Contents