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Organizational awareness and responses to workplace bullying is in a state of change and innovation. While employees are gaining awareness, organizations are unable or unwilling to change rapidly enough for employee needs. This paper examines the dynamic between agency (individual influence) and structure (organizational forces) as applied to workplace bullying in a public organization. A case example involving the Royal Canadian Mounted Police is included to explore the organizational impediments, particularly resulting from structure, in addressing workplace bullying.

The differing perspectives of decision makers in a newly‐amalgamated municipality may hinder the reduction of costs or introduction of efficient organizational change. Accepting differences may be essential, at least initially, to achieve efficiencies. During amalgamation the pursuit of uniformity of services in combination with a weak and/or chaotic change process (lack of committee structure, poor information, vague deadlines, shifting relationships and assertion of power) may undermine efforts to obtain efficiencies.

When making decisions about budget expenditures, governments often confront stakeholders with dramatically opposing positions. These stakeholders attempt, through lobbying, to impress on politicians a preferred decision. Frequently forgotten in the process are issues of ethics. The bitter divide of a community over a funding decision would be improved if politicians incorporated the ethical principles of differing values, equal consideration, equitable participation, distributive justice and emphasis on non‐quantifiable factors into the decision process. These five principles are examined in this paper through the evaluation of the decision to build the Red Hill Creek Expressway in the region of Hamilton‐Wentworth in Ontario, Canada. The region's failure to consider these fundamental principles in their decision‐making process is highlighted by examples from this case.

Book reviewed in this article:Other: Institutional Racism in America. LOUIS L. KNOWLES and KENNETH PREWITT, edsOther: White Racism: A Psychohistory. JOEL KOVEL

AbstractThe rapid increase in non‐English‐speaking populations within the United States dictates the need for well‐translated instruments to reduce nonresponse and measurement error in surveys.