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Classes of executive functions: homeostatic, mediative, proactive | Zaleznik (1964)

The term proactive, in comparison to reactive, only dates back to 1964. [1]  #AbrahamZaleznik, a professor of organizational psychodynamics and practicising psychoanalyst, cited Chester Barnard in the distinction for managers performing in nonexecutive and executive functions.  Building on Sigmund Freud’s later development of energy cathexes, with emotional energy towards (i) ideas, (ii) persons, or a (iii) fusion of the two, the predisposition of a manager influences priorities.  These may (or may not) be altered through (executive) education.

A central objective of … training efforts [within and outside of universities] is to modify behavior, usually interpersonal, according to some set of norms that relate to organizational effectiveness or improved individual and group performance.

The purpose of this paper is to raise for inquiry the adequacy of existing notions of what interpersonal competence is, how it relates to the manager’s job, and the best means for helping managers achieve this competence. [Zaleznik (1964) p. 156]

Executive functions ensure the organization operates as a cooperative system through specialized authority; nonexecutive functions include technical activities of the organization that might be carried out by others.

The term proactive, in comparison to reactive, only dates back to 1964. [1]  #AbrahamZaleznik, a professor of organizational psychodynamics and practicising psychoanalyst, cited Chester Barnard in the distinction for managers performing in nonexecutive and executive functions.  Building on Sigmund Freud’s later development of energy cathexes, with emotional energy towards (i) ideas, (ii) persons, or a (iii) fusion of the two, the predisposition of a manager influences priorities.  These may (or may not) be altered through (executive) education.

A central objective of … training efforts [within and outside of universities] is to modify behavior, usually interpersonal, according to some set of norms that relate to organizational effectiveness or improved individual and group performance.

The purpose of this paper is to raise for inquiry the adequacy of existing notions of what interpersonal competence is, how it relates to the manager’s job, and the best means for helping managers achieve this competence. [Zaleznik (1964) p. 156]

Executive functions ensure the organization operates as a cooperative system through specialized authority; nonexecutive functions include technical activities of the organization that might be carried out by others.

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