Abstract
Ask for a diagrammatic representation of almost any UK public service organisation and almost invariably you will be presented with a chart (usually outdated) describing a hierarchical bureaucracy. The pattern will be that of a triangle rising to a senior management position — a chief executive role at the top and extending through numerous layers to teams and frontline staff at the bottom of the pyramid. Within the pyramidal structure you may find individual departments which will, in turn, be almost a fractal representation of the whole organisation — that is, they will be small hierarchical bureaucracies in their own right contained within the larger organisational entity. So common is this model that if you try and draw a new organisation using a standard software package the only option that you will be presented with is one that draws a hierarchical bureaucracy; and the only relationships you will be presented will draw a manager/subordinate relationship, and manager/assistant relationship, or a subordinate/co-worker relationship.KeywordsPublic SectorService DeliveryPublic ServicePsychological ContractOrganisational IntegrityThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
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