Index
Eneli Kindsiko
(University of Tartu, Estonia)
Organisational Control in University Management
ISBN: 978-1-78756-674-3, eISBN: 978-1-78756-671-2
Publication date: 29 May 2018
This content is currently only available as a PDF
Citation
Kindsiko, E. (2018), "Index", Organisational Control in University Management, Emerald Publishing Limited, Leeds, pp. 223-235. https://doi.org/10.1108/978-1-78756-671-220181008
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Academia loyalty
, 74
Academic(s)
and/or non-academic roles
, 132
caste system
, 76–77
communities
, 82, 86
and non-academic employees
, 140
production system
, 68
samurais
, 77
in universities
, 73
Accountability
, 70
national-structural level strives for
, 75–76
need for
, 74
principles
, 62
Acknowledging paradigms
, 3, 83
Administrative control systems
, 69
Administrators
, 69
Ageing populations
, 67, 75
Agency theory
, 39
See also Grounded theory
‘Agree’ rating system
, 135
Ambiguity
, 80, 166
high degree
, 116
primary sources
, 166
of sensemaking
, 131–160
Annual work-environment survey
, 133, 135, 155, 168, 169
Anti-positivist(s)
, 15, 26, 113
epistemology
, 48–49
view
, 21
Anxiety
, 53, 67, 137
Aristotelian thinking of knowledge
, 9
Artefact
, 11, 162
Awareness
statistical significance of differences by employee category
, 184
statistical significance of differences by gender
, 183, 185–187
statistical significance of differences within principal domains
, 185–187
Behaviour control
, 43–44
Behaviour-based control mechanism. See Process-based control mechanism
Bureaucratic-engineering approach
, 39
Business-oriented organisation
, 72
Change management
approaches in
, 97
assessment criteria and respective paradigms
, 93
modernist paradigm
, 131–160
paradigms and methodological aims
, 90
phases of multiparadigm research and respective methodological choices
, 102
postmodern paradigm
, 101–120
process
, 125, 166
simplified schema of change
, 96
symbolic paradigm
, 121–131
in universities
, 89
Circular questioning
, 104, 105
Coding and analysis
, 122–127
Communication
high degree of ambiguity in
, 116
human
, 104
management
, 123
persuasive and effective
, 128
process
, 123
scholarly
, 3
stressing
, 123
theory of both animal and machine
, 42
two-way
, 103–104
Community-based understanding of truth
, 91
Conceptual labels
, 122–123
Conceptualisation
, 122
of organisational control
, 5
of research phenomena
, 86
Confirmability
, 93, 94
‘Confused and destructive jungle warfare’
, 5
Construct paradigm
, 11
Control
, 4, 27, 28, 48, 77
dimensions
, 175
mechanism
, 166
phenomenon
, 4
See also Organisational control
Counter-discourses
, 80
Credibility
, 93, 94
Critical approach
, 106
Critical discourse analysis
, 104, 106
Critical discursive thinking
, 37
Cultural prisons
, 79
Culture
, 35, 78, 162
audit
, 79
discipline-based
, 78
Cybernetic capitalism
, 51
Cybernetics
, 41, 42
Dangerisation
, 53
Decision-making mechanisms in universities
, 163–164
Degree of heterogeneity in sensemaking in UT
, 133, 155
Departmental identity
, 111, 125
Dependability
, 93, 94
‘Disagree’ rating system
, 135
Discipline-based identity
, 125
Discourse(s)
, 119
analysis approach
, 108
paradox of particular and universal
, 110–116
paradox of stability and change
, 116–119
summation
, 120
university as battlefield of
, 101
Discursive approaches
, 106
Discursive resistance
, 82
Disproportionality between sensemaking and sensegiving
, 129
Dissemination of information process
, 167
Domination/emancipation themes
, 54
Education systems
, 68
Electronic
panopticism
, 51
panopticon
, 52
path
, 52
Elite
, 65, 68
access model
, 64
education
, 6
specialisation
, 62
status of universities
, 67
Employee category
, 140, 149, 151
association between involvement, awareness and objectives by
, 153–154
awareness of university’s objectives, by unit, gender and
, 142
statistical significance of differences in involvement, awareness and objectives by
, 183, 188–189
Entrepreneurialism
, 6
Epistemology
, 5, 13, 23, 89
modernist paradigm on control
, 40–41
postmodern paradigm on control
, 55–56
symbolic paradigm on control
, 47–49
See also Methodology; Ontology
Explorative study
, 121
External assessment
, 80
External intrusion
, 81
Faculty deans
, 73
Faculty of Economics and Business Administration
, 95, 96, 147, 169, 182
Faculty of Law
, 95, 96, 147, 169, 182
Faculty of Social Sciences and Education
, 95, 96, 169, 182
Faculty-based identity
, 111
‘Fields of power’
, 108
Finance schemes
, 70
Fingerprint
, 52
First-order themes
, 123, 124
Formal level managerialism
, 82
Formal social systems
, 40
Foucauldian understanding of control
, 55–56
Fragmentation of organisational sciences
, 10–11
Fragmented organisational control
, 131, 168
Functionalist paradigm
, 8, 16, 20, 21
‘Global’ identity
, 111
Grounded theory
, 100, 121, 122
development and linking to existing stock of literature
, 128–130
methodology
, 130–131
Heads of departments
, 73
Higher Education (HE)
, 67
forms of
, 65–66
institution functioning
, 64
institution management
, 75
modernist paradigm on control in
, 75–77
national-structural level changes in
, 68
postmodern paradigm on control in
, 78–83
Higher education perception
, 64
Home-grown managers
, 73
Homo oeconomicus
, 41, 60
Human behavior
, 15–16
Humaniora
, 95, 96, 135, 140, 143, 148, 150, 152, 153, 154, 156, 185, 188
Hybridisation of managerial processes
, 73
Idiographic
approach
, 16
methodologies
, 50
Incommensurability
, 3
Informal level managerialism
, 82
Informal social arrangements
, 40
Informal social systems
, 39
Information and communication technology
, 52
Input control
, 43
Insider’s view
, 91, 122
Inspection principle
, 51–52
Institutionalisation
dimensions
, 119
interpreting
, 119
in motion
, 116–119
process
, 107
in scope
, 110–116, 118
Instrumental approach
, 106
Intellectual imperialism
, 53–54
Internal processes
, 63
Interplay between sensegiving and sensemaking
, 121–131
Interpretive
approach
, 106
paradigm
, 16, 22
Interview data
, 121–122, 166
Involvement
statistical significance of differences by employee category
, 184
statistical significance of differences by gender
, 183, 185–187
statistical significance of differences within principal domains
, 185–187
Inward sensegiving
, 126, 127
Knowledge
, 25, 41, 48, 55, 59
Aristotelian thinking
, 9
development
, 48
first-hand
, 16
grounds
, 47, 55
growth
, 15
nature
, 5, 23
objective
, 20
origins and manifestations
, 56
production
, 10, 112
scientific
, 3
sort
, 49
of transformation process
, 42
value-free
, 21
Language
, 22, 47–48, 106
contextuality
, 55
paradigmatic
, 28
use
, 54, 118
Linear questioning
, 104, 105
Local’ identity
, 111, 112
Log books
, 53
Loosely coupled organisational control
, 129–131, 168, 170
Macro-level
changes
, 79
efforts
, 82
Management ideals
, 69
Management theory jungle’
, 5
Managerial challenges
, 110, 166
Managerialism
, 6, 75, 82
Managerialist approach. See Instrumental approach
Mann–Whitney test
, 143
statistical significance of differences in involvement, awareness and objectives by gender
, 183, 185–187
statistical significance of differences in involvement, awareness and objectives by employee category
, 183, 188–189
statistical significance of differences in involvement, awareness and objectives by within principal domains
, 185–187, 188–189
Market-like behaviours
, 63
Massachusetts Institute of Technology (MIT)
, 41
McDonaldisation
, 69, 79
of society
, 63
McUniversities
, 6
Medicina
, 95, 96, 134, 148, 150, 151, 152, 157, 182, 185, 188
Meeting protocols
, 121–122, 125–126
Meso-level changes
, 79
Metaparadigm theory building
, 1, 161–162, 170, 172
dimensions of control relating to paradigms
, 175
goal of theory building in different paradigms
, 164
paradigm puzzle
, 163
Metaphysical paradigm
, 11
Method
, 89
Methodology
, 5, 13, 23, 89, 90, 99
modernist paradigm on control
, 41–45
postmodern paradigm on control
, 56–58
symbolic paradigm on control
, 49–50
triangulation
, 91
See also Epistemology; Ontology
Mode of control
, 42, 48, 53
Modern paradigm
, 5, 8
Modern-postmodern sandwich
, 45
Modernism
, 37, 38, 39, 90, 93
Modernist
control theories
, 38
orthodoxy
, 12
study
, 168
Modernist paradigm
, 25, 36, 58–59, 84, 99, 100–101, 131, 174
5-scale Likert rating system
, 135
annual work-environment survey
, 135
association between involvement, awareness and objectives
, 153–154, 156
awareness of objectives within principal domain
, 150
awareness of university’s objectives, by unit, gender
, 142
choice of organisational control mode
, 43
on control
, 37
on control in HE institution management
, 75–77
employee category
, 149
epistemology
, 40–41
gender-wise
, 143
involvement in management within principal domain
, 148
magnitude of associations between involvement, awareness and objectives
, 139
medicina
, 151
methodology
, 41–45
moving towards objectives within principal domain by gender
, 152
‘neither agree nor disagree’ responses
, 136
ontology
, 38–40
organisational sensemaking
, 132
percentage of individuals
, 135
perception of involved into unit management, by unit, gender and employee
, 141
propositions P1, P2 and P3 and corresponding outcomes
, 146–147
propositions P4, P5 and P6 and corresponding outcomes
, 157
questions from survey and relating propositions
, 136
representativeness of sample
, 134
Spearman’s Rho on involvement, awareness and objectives
, 139
summation
, 155, 158–160
university moving towards objectives, by unit
, 144
work-environment survey
, 133
See also Postmodern paradigm; Symbolic paradigm
Multidimensional phenomenon
, 129, 167
Multiparadigm
essence of organisational control
, 84–85
research
, 1, 161
review
, 1
National-structural level
of analysis
, 72
changes
, 62, 63, 69–70
influences
, 75
Natural sciences
, 2, 12, 21, 41–42, 86
‘Neither agree nor disagree’ rating system
, 135, 137
Newton’s paradigm
, 12
Nominalism
, 14, 17, 22, 60
Nomothetic approach
, 16, 20, 41, 44
Non-academic employees
, 140, 143, 146, 147, 149, 151
Normative–(re)educational approach
, 96, 97, 98
Objective-radical change paradigm. See Radical structuralist paradigm
Objective-regulation paradigm. See Functionalist paradigm
Objectives
statistical significance of differences by employee category
, 184
statistical significance of differences by gender
, 183, 185–187
statistical significance of differences within principal domains
, 185–187
Objectivists
, 13–14
Ontological assumptions
, 13, 14, 23, 24
Ontological commitment
, 49, 54
Ontology
, 5, 13, 15, 23, 89
modernist paradigm on control
, 38–40
postmodern paradigm on control
, 53–55
symbolic paradigm on control
, 46–47
See also Epistemology; Methodology
Organisation for Economic Co-operation and Development (OECD)
, 64
Organisation(al)
, 35, 166
artefacts
, 162
change
, 171
discourses
, 56
fragmentation of organisational sciences
, 10–11
identity
, 111, 125
level changes
, 62, 63, 70
members
, 132
phenomena
, 161–162
realities
, 108
sensemaking
, 132
speech and language
, 55
stakeholders
, 132
structure
, 171
studies
, 3–4
symbols
, 35
texts
, 54, 118
Organisational control
, 1, 4, 68, 84, 128, 129, 130, 162, 163, 168, 174
basic assumptions or dimensions of research
, 17–19
complexity in university management
, 62–87
conceptual framework
, 173
conceptualizations
, 5
exemplar references
, 29–34
exploring paradigms on
, 36–61
four paradigms for analysis of social theory
, 20
mechanisms
, 48
model
, 42
modernist paradigm on control
, 37–45
multiparadigm review
, 9
nesting of paradigms
, 11
paradigm in social sciences and need to systemising existing treatises
, 9–36
paradigms with corresponding orientation and assumptions
, 26
postmodern paradigm on control
, 50–61
puzzle of assumptions
, 25
relationship between dominating discourses and
, 167
scheme for analysing assumptions about nature of social science
, 14
symbolic paradigm on control
, 45–50
systems
, 44
triangle of assumptions
, 24
Output-based control
, 43
Outward sensegiving
, 126, 127, 167
Panoptic style
, 80
Panopticon
, 50–51, 80
Paradigm(s)
, 3, 5–6, 12, 16, 23, 161
dimensions of control relating to
, 175
goal of theory building
, 164
puzzle
, 163
for social theory analysis
, 20
Paradigmatic language
, 28
Paradox(es)
, 35, 166, 170
of particular and universal
, 110–116, 125, 166
of sensekeeping and sensebreaking as manifestation of resistance
, 171
of stability and change
, 116–119, 125
Performance management
, 6, 73
Periopticity
, 53
Personnel control
, 43
‘Persuasive and effective communication’
, 128–129
Philosophy of science
, 3, 13, 16
Pluralism
, 37
Polyvocality
, 37
Post-communist countries
, 67
Postmodern discourse analysis
, 121
Postmodern epistemological commitment
, 55
Postmodern epistemology
, 26
Postmodern methodology
, 57, 58
Postmodern paradigm
, 5, 25–26, 85, 87, 92, 98–99, 101, 130–131, 174
on control
, 50
on control in HE institution management
, 78–83
epistemology
, 55–56
methodology
, 56–58
ontology
, 53–55
paradox of particular and universal
, 110–116
paradox of stability and change
, 116–119
summation
, 120
summation
, 58–61
See also Modernist paradigm; Symbolic paradigm
Postmodernism
, 26, 37, 50, 53, 54, 90, 93
Postmodernist
ontology
, 54
paradigm
, 54
Power
, 108
network themes
, 54
power–coercive approach
, 96, 97, 98
relations
, 106
Pre-determined hypotheses
, 49
Principal domains
establishment
, 151
statistical significance of differences in involvement, awareness and objectives within
, 185–187
Privatisation
, 53
Pro-Vice Chancellors
, 73
Process-based control mechanism
, 43
Profession-based identity
, 125
Profession-related changes
, 69
Professional-subjective level
analysis
, 72, 74
changes
, 62, 63, 70
Profit-oriented organisations
, 62
Public universities
, 62
Qualitative research
, 92
Radical change
, 16
Radical humanist paradigm
, 16, 21
Radical structuralist paradigm
, 16, 21
Rational–empirical approach
, 96, 97, 98
Re-institutionalisation process
, 125
Re-normalisation process
, 125
Reasoning
, 23, 92, 126
Reciprocal interaction
, 47
Resistance
, 120
discursive
, 82
paradox of sensekeeping and sensebreaking as manifestation of
, 171
themes
, 54
5-scale Likert rating system
, 135
Science
, 9
Scientific community
, 3
Second-order themes
, 123
Secretarial bitching
, 57
Sensebreaking
, 170–171, 174
acts
, 171
paradox as manifestation of resistance
, 171
Sensegiving
, 167, 168, 169, 170, 174
circulation between inward and outward
, 127
as control manifests
, 175
interplay between sensemaking and
, 121–131
Sensekeeping
, 174
activities
, 171
coupling with sensebreaking
, 172
paradox as manifestation of resistance
, 171
Sensemaking
, 167, 168, 170, 174
ambiguity
, 131–160
degree of heterogeneity
, 168
interplay between sensegiving and
, 121–131
Sequential approach
, 99
Single paradigm strategies
, 4, 5, 91–92, 99, 162, 163
Social control
, 52, 53
Social imagery
, 78
Social license
, 128–129
Social media
, 53
Social phenomena
, 39, 41
Social positioning in organisation
, 107
Social process
, 132
Social theory
, 13, 20
Socialia
, 135, 145, 147, 149, 151, 155, 169
Socio-economic changes
, 49
Sociological paradigm
, 11
Spectrum of responsibilities
, 73
State financed universities
, 75
Statistical analysis
, 135
Stressing communication
, 123
‘Strongly agree’ rating system
, 135, 136, 137
‘Strongly disagree’ rating system
, 135, 137
Structure of Scientific Revolutions, The
, 10
Subjective level changes
, 69
Subjective-objective dimension
, 16
Subjective-radical change paradigm. See Radical humanist paradigm
Subjective-regulation paradigm. See Interpretive paradigm
Supportive organisational control
, 130–131, 133, 168
Surveillance cameras
, 53
Symbolic interactionism
, 45
Symbolic paradigm
, 5, 36, 84, 91, 92, 94, 98–99, 101, 121, 174
on control
, 45, 77–78
developing grounded theory and linking to existing stock of literature
, 128–130
developing new categories
, 122–127
epistemology
, 47–49
methodology
, 49–50
ontology
, 46–47
summation
, 130–131
See also Modernist paradigm; Postmodern paradigm
Symbolism
, 90, 93, 162
Task programmability
, 42
Theory-building process
, 164
Transferability
, 94
Universities
, 7, 62, 166, 172
academics
, 73
change management
, 1
as ‘cultural prisons’
, 78–79
financial side
, 67
management
, 86
organisational control complexity in management
, 62–87
public
, 62
state financed universities
, 75
University management, organisational control complexity in
, 62
conflicting expectations
, 74–75
essence of traditional university and new university
, 71
forms of higher education
, 65–66
global changes
, 68–69
layers of change affecting higher education institutions
, 63
modernist paradigm on control in HE institution management
, 75–77
multiparadigm essence of organisational control in
, 84–85
national-structural level changes
, 69–70
natural sciences
, 86
organisational level influences
, 70–72
paradigms
, 83–85
phases of higher education
, 67
postmodern paradigm on control in HE institution management
, 78–83
public universities
, 62–63
symbolic paradigm on control in
, 77–78
traditional functions
, 72–73
University of Tartu (UT)
, 6–7, 94–96, 131, 166, 169
degree of heterogeneity in sensemaking
, 133, 155
simplified structure map
, 182–189
Vice Chancellors
, 73
Work-environment survey
, 133