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