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By Robin Marris (auth.)

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He has professional ethics, he feels a sense of public service, and is not insensitive to public opinion. He is both a member of the corporate rich and an Organization Man. But it seems that the nearer he gets to the top, the more he is of the former and the less of the latter (Whyte's account, it will be remembered, related particularly to middle managers, and he noted that chief executives and such appeared to be rather different). Or, to switch to David Riesman's language, it would seem that top men are still characteristically 'innerdirected'.

The organization may have become an expression of his ego, and its growth as such may provide direct utility. There is nothing in the rules of traditional capitalism to require an owner-manager to exclude all forms of satisfaction other than money. Where the founder can make arrangements that will guarantee him an important continuing role until such time as he chooses to retire, this motive of continuity is particularly likely to be effective, but even where he cannot make such arrangements, the founder may nevertheless obtain pleasure from watching the further development of his 'baby' long after he has ceased to direct it.

It might be possible to reinterpret the motives of traditional business in terms of modern analytic psychology, although, as far as the present The Institutional Framework 9 author is aware, not much has been done on these lines. Evidently, the business drive is sublimated libido, and perhaps the business itself represents a castrated son. The position is more complicated, however, when actual (uncastrated) sons are employed in the enterprise, and intended to inherit it. The psychological conflicts set up in these situations are familiar, and it is often unclear what the father really wants.

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