Index
John Fenwick
(Northumbria University, UK)
Organisational Behaviour in the Public Sector: A Critical Introduction
ISBN: 978-1-80071-421-2, eISBN: 978-1-80071-420-5
Publication date: 22 November 2021
This content is currently only available as a PDF
Citation
Fenwick, J. (2021), "Index", Organisational Behaviour in the Public Sector: A Critical Introduction, Emerald Publishing Limited, Leeds, pp. 103-106. https://doi.org/10.1108/978-1-80071-420-520211008
Publisher
:Emerald Publishing Limited
Copyright © 2022 John Fenwick
INDEX
Accountability
, 16
American organisation analysis
, 3
Anti-management
, 2
Anxiety
, 50
Artefacts
, 76
Attributional egotism
, 50
Authentic leadership
, 48–49
Bullying
, 28–31
Bureaucracy
, 54, 65, 71
Bureaucratic control
, 11
Business-and-management perspective
, 27
Capacity
, 14
Change
, 47, 74
Charismatic leadership
, 95
Chartered Institute of Management Accountants (CIMA)
, 82
Chartered Institute of Personnel and Development (CIPD)
, 31
Chief Executive officer
, 16
Climate Emergency
, 56
Coalitions
, 15
Coercive power
, 15
Communication
, 21, 27, 71
Compulsory Competitive Tendering
, 17
Conflict
, 77–78, 99
Consultation
, 15
Contingency theories
, 48
Control
, 11, 71
through culture and socialisation
, 12
public sector practice
, 16–19
through reward/sanction
, 12
strategies
, 11
through surveillance
, 11
through work process
, 11–12
Conventional structures
, 66–71
Coronavirus
crisis (2020)
, 1, 72
pandemic
, 18, 84
Corporate services
, 68
Corporate social responsibility (CSR)
, 81
Critical analysis of power
, 19
Critical approach
, 3
Criticality
, 1
Cross-organisational leadership
, 59
Cultural change
, 7, 77–78
Culture, 65–66 (see also Organisational culture)
management
, 96–97
De facto renationalisation
, 84
Decentralisation
, 36
Decentring in local government
, 36
Delegation in local government
, 36
Denial
, 50
Devolution
, 36
Divisional structures
, 67
Education
, 1
services
, 68
Effective leadership
, 48
Effectiveness
, 71
Elected Mayor
, 58–60
Emotional dissonance
, 19
Emotional labour
, 18–19
English NHS
, 66
Enquiry
, 2
Environment
, 68
Ethical leadership
, 7
Ethics
, 7, 81–82
Exchange
, 15, 47
Executive Directors
, 68
Expert power
, 15
Fear and blame
, 41
Femininity
, 20
Feminism
, 20–21
Feminist approaches
, 20
Financial crisis
, 84
Foucault approach
, 21
Foundationalism
, 99
Functional structures
, 67
Functionalism
, 22, 97, 99
Gender-based power relations
, 30
Global economic crises (2008)
, 1, 84
Harassment
, 31
Hard leadership
, 6
Hard power
, 14–16
Harmful leadership
, 56
Heroic leadership
, 48–50, 95
Human resources (HR)
, 35, 39, 42
Identity work
, 28
Indeed
, 22
Ingratiation
, 15
Inspirational appeals
, 15
Inspirational speakers
, 48
Internal structural changes
, 71–75
Intra-organisational learning
, 94
Knowledge
, 31–34
Leaders
, 4
Leadership
, 6–7, 95–96
examples from local government
, 54–57
without hierarchy
, 59
narcissism
, 49–54
orthodox approaches to
, 47–49
public sector
, 58–60
Learning
, 31–34, 94
environment
, 94
organisation
, 34–36, 41–42, 68, 94
space
, 94
Legitimacy
, 15
Legitimate power
, 15
Line manager
, 18
Local Democracy, Economic Development and Construction Act (2009)
, 58
Local government
, 1
Localism
, 36
Machiavellian
, 41
Management
, 54–57, 67
Marxism
, 19–20, 22
Marxist analysis of power
, 19
Masculinity
, 20
Matrix structures
, 67–68
Modern Times (Chaplin’s film)
, 97
Modernisation
, 36
Morals
, 81–82
Narcissism
, 49–54
Narcissist
, 41
Neo-Weberian bureaucracy
, 71
New Labour era
, 17
New Public Enterprise (NPE)
, 86, 93
New Public Management (NPM)
, 5, 92–93
New Ways of Working
, 18
NHS
, 1
Objective rationality
, 98
Organisational behaviour (OB)
, 1–3, 5, 91
challenging public organisation
, 3–4
global relevance
, 4–5
public organisation in turbulent times
, 8–9
Organisational culture
, 65–66
approaches to culture
, 75–77
cultural change and conflict
, 77–78
Organisational ethics
, 86–87
Organisational leadership
, 47
Organisational learning
, 4, 36, 94
Organisational misbehaviour
, 7
Organisational power
, 18
Organisational structure
, 65–66
conventional structures
, 66–71
internal structural changes
, 71–75
types of structure
, 66
Organism analogy
, 97
Orthodox
approaches to leadership
, 47–49
theory
, 77, 95
Output controls
, 12
Personal appeals
, 15
Personal mastery
, 94
Political accountability
, 68
Political actors
, 2
Political ideology
, 5
Political tier of power
, 16
Post-bullying stage
, 28
Postmodernism
, 22
Power
, 11–14, 21, 91–92
hard and soft
, 14–16
public sector practice
, 16–19
Practice
, 99
Pre-bullying stage
, 28
Pressure
, 15
Private organisation
, 5, 82
Private producers
, 84
Psychopath
, 41
Public management
, 1
Public organisation
, 5, 36–39, 65
challenging
, 3–4, 97–99
Public provision
, 84
Public sector
, 2
leadership
, 58–60
practice
, 16–19
Public sector organisations
, 1, 7, 54, 66, 82, 92–93
behaviour
, 2
contains distinctive values
, 82–86
Rational persuasion
, 15
Rationalisation
, 50
Rationality
, 98
Referent power
, 15
Refreezing organisation
, 5
Reorganisation
, 72, 74–75
Reorganising structures
, 96–97
Repoliticisation
, 93
Reward power
, 15
Rule-based system
, 83
Schein’s classification
, 76
Scientific management
, 3, 22
Self-aggrandisement
, 50
Self-entitlement
, 50
Senior management structure
, 68
Sense-making
, 3–4
Service-oriented government (SOG)
, 93
Service-value
, 93
Shareholders
, 81
Sheffield Fairness Commission
, 38
Silence
, 39–41
Simple control
, 11
Situational theories
, 48
Social systems
, 5
Soft leadership
, 6–7
Soft power
, 14–16
Stakeholders
, 81
Storying
, 28
Structural change
, 70
Structural reorganisation
, 75
Structure
, 65
Sub-cultures
, 66
Symbols
, 75–76
Team learning
, 35
Technological control
, 11
Textbook approaches
, 91
Theory
, 98–99
Trait leadership
, 95
Trait theories of leadership
, 48
Transactional leadership
, 47–48, 95
Transformational leaders
, 55, 59
Transformational leadership
, 47
Unfreezing organisation
, 5
Values
, 5, 7, 81–82
of decency
, 99
public sector organisation contains distinctive values
, 82–86
putting espoused values into practice
, 86–87
Violation of cultural expectations
, 66
Voice and blame
, 27
bullying
, 28–31
knowledge, learning and whistleblowing
, 31–34
learning organisation
, 34–36
public organisations
, 36–39
silence, voice and blame
, 39–41
Whistleblowing
, 31–34
Word management
, 18
Working from home
, 18
Workplace bullying
, 28