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