Ebook Management: Part 2 - Luis R. Gomez-Mejia, David B. Balkin

Ebook Management: Part 2 include all of the following chapter: Chapter 9 managing the structure and design of organizations; chapter 10 human resource management; chapter 11 managing employee diversity; chapter 12 leading and motivating others; chapter 13 managing teams; chapter 14 managing communication; chapter 15 operations management and management control.

PART FOUR ORGANIZATION MANAGEMENT Learning Objectives Identify the vertical and horizontal dimensions of organization structure Apply the three basic approaches— United and Continental Airlines Announce a Merger In 2010 United Airlines and Continental Airlines announced their intention to merge their operations in a functional, divisional, and matrix—to $3 billion deal to form the world’s largest airline The departmentalization merged combination of the two airlines will account for Develop coordination across departments and hierarchical levels Use organization structure and the three basic organization designs—mechanistic, organic, and boundaryless—to achieve strategic goals Develop an awareness of strategic events that are likely to trigger a change in the structure and design of an organization 40 percent of the U.S passenger traffic across the Atlantic and 53 percent of all traffic on Pacific routes In the U.S the two airlines have overlapping nonstop flights in 13 markets United is buying Continental, and the combined company will keep the United name and be based in Chicago Jeffrey A Smisek, Continental’s chief executive, would run the merged company The U.S airline industry in the first decade of the 21st century has accumulated $60 billion in losses and shed 160,000 jobs, according to the Air Transport Association, a Washington trade group United and Continental each suffered losses for the past two years, and as borrowers they have both received poor credit ratings The U.S airline industry has been plagued by a necessity to book over capacity, which has led to clogged airports and delays on the tarmac as planes wait to take off and for landing slots to open up Mergers are one way that airline executives can improve efficiency The synergy of an airline combining United and Continental could lead to improvements in 254 Managing the Structure and Design of Organizations determines which pilots get to operate higher-paying aircraft assignments and better working hours, sorting out the seniority roster can result in strong resistance from the pilots who fare worse under the combined roster US Airways, for instance, continues to fail to get workers to agree to unified contracts, five years after its merger with America West Maintaining two sets of work rules has kept US Airways from profiting from some of the planned economies of this merger The two chief executives of United and Continental revenue and costs, and give the airline better access to Airlines claim that the combined carrier should benefit credit and equity markets from savings of at least $1 billion a year and from substan- The logistics of running the merged airline can be expected to be enormously challenging The main fleets of tial extra revenues once operational integration is completed in 2013 the two carriers consist of 700 aircraft Continental flies only Boeing planes, while United flies both Boeing and Airbus planes Flying planes from different manufacturers requires separate maintenance procedures, staff training, and spare parts The combined workforces of the two carriers amount to more than 88,000 employees Other than Sources: “Love is in the Air: UAL and Continental Agree to Merge,” The Economist, May 8, 2010, p 64; M Schlangenstein, M Credeur, J Hughes, and J Bliss, “United and Continental Reach for the Sky,” Bloomberg BusinessWeek, May 10–16, 2010, pp.19–20; P Barrett, “The Departed: A Merger of United and Continental Makes Sense, but Can it Bring Back the Business of Flying? Bloomberg BusinessWeek, May 10–16, 2010, pp 7–8; J Mouawad and M de la Merced, “United and Continental Said to Merge,” The New York Times, May 2, 2010 www.nytimes.com/2010/05/ /03merger.html the consolidation of administrative personnel, management does not plan to have large cuts in staff Yet it still could CRITICAL THINKING QUESTIONS face difficult negotiations with the unions that represent What changes in the structure of the organization pilots, flight attendants, and maintenance workers which formed by the two combined airlines are related to the can create major stumbling blocks to a successful merger reasons for the merger? A key task in implementing a merger between airlines Which coordination mechanisms will be useful to align has been to synchronize work rules and consolidate union the units of the merged companies into a more coherent seniority lists into a single worker roster Since seniority and unified organization? 255 256 PART • ORGANIZATION MANAGEMENT SKILLS FOR MANAGING 9.1 Organization Structure and Design ᭹ ᭹ Understanding the chain of command Some organizations are structured in a hierarchical fashion In these organizations, employees are expected to respect and follow the chain of command, that is, the directives of top managers Other organizations are less hierarchical and permit individuals in the lower ranks to initiate and implement ideas without the approval of their bosses Understanding the dimensions of organization structure Some of the factors that affect the design of an organi- organizing The management function that determines how the firm’s resources are arranged and coordinated; the deployment of resources to achieve strategic goals zation include size (large or small), emphasis on teams or individuals, degree of change in the work environment, and broad versus narrow spans of supervisory control By understanding the key dimensions of organization structure, you can get an idea of what it would be like to work in an organization so that you can choose a work environment in which you can make your most valuable contributions At the end of the chapter in our Concluding Thoughts, we will revisit the critical thinking questions regarding the decision to merge United and Continental Airlines Many strategies and key business decisions have profound effects on the structures and designs of various organizations A change in strategic direction due to a merger or acquisition or a change in competitive strategy requires the management team to rethink how to deploy company resources Organizing is the deployment of resources to achieve strategic goals, and is reflected in: (1) the organization’s division of labor that forms jobs and departments, (2) formal lines of authority, and (3) the mechanisms used for coordinating diverse jobs and roles in the organization Organizing follows the formulation of strategy While strategy indicates what needs to be done, organizing shows how to it This chapter begins by examining the vertical and horizontal dimensions of organization structure It then examines ways to coordinate organizational units so that they move in the same direction toward meeting organization goals Finally, it identifies different approaches to organization design Skills for Managing 9.1 lists the key skills for managing organizing The Vertical Dimension of Organization Structure organization structure The formal system of relationships that determines lines of authority and the tasks assigned to individuals and units vertical dimension The element of who has the authority to make decisions and who supervises which subordinates horizontal dimension The element of dividing work into specific jobs and tasks and assigning jobs into units unity of command The management concept that a subordinate should have only one direct supervisor authority The formal right of a manager to make decisions, give orders, and expect the orders to be carried out Organization structure is a formal system of relationships that determines lines of authority (who reports to whom) and the tasks assigned to individuals and units (who does what task and with which department) The vertical dimension of organization structure indicates who has the authority to make decisions and who is expected to supervise which subordinates The horizontal dimension is the basis for dividing work into specific jobs and tasks and assigning those jobs into units such as departments or teams Unity of Command The concept of unity of command is based on one of Fayol’s 14 principles of management (see Chapter 1): a subordinate should have only one direct supervisor Multiple bosses may give a subordinate conflicting instructions or goals In unity of command, a decision can be traced back from the subordinates of the manager who made it Exceptions to the unity of command principle are sometimes necessary For example, computer programmers in software firms are often assigned to different projects as the need arises They are supervised by a project manager who coordinates the people and resources on the project and by a functional manager, the manager of information technology (IT), who supervises the IT department This violation of the unity of command principle makes it critical for both managers to coordinate goals and priorities to avoid causing confusion Authority, Responsibility, and Accountability Managers, teams, and employees have varying amounts of authority, responsibility, and accountability based on where they are in the vertical structure of the organization Authority is the formal right of a manager to make decisions, give orders, and expect those orders to be carried out A manager is CHAPTER • MANAGING THE STRUCTURE AND DESIGN OF ORGANIZATIONS an agent of the owners of the business The role of the manager encompasses decisionmaking authority to manage the workforce, resources, and assets of the business in the owners’ best interests Authority is given to the position of the manager, not the person It originates at the top of the organization based on the property rights of the owners and flows down the vertical organizational hierarchy from top executives to middle managers to supervisors and operative employees Consequently, positions at the top of the hierarchy have more authority than positions at lower levels Responsibility is the duty to perform assigned tasks All employees are expected to accept these responsibilities as a condition of employment Ideally, a manager’s responsibilities are matched with the appropriate amount of authority so that the manager is in “control” of the task The manager may delegate, or transfer responsibility to a subordinate or team, but the manager is still in control because the subordinate or team is subject to his or her authority Managers delegate decision-making authority for some tasks in order to give themselves more time to focus on the most important tasks and decisions Chapter 6, on decision making, listed the steps that lead to effective delegation skills Management Is Everyone’s Business 9.1 offers some advice on how you can manage your work responsibilities more effectively given a limited amount of time to them Sometimes managers are given responsibility without equal levels of authority This situation is common in organizations in which managers must work with managers of other units or with customers outside of the organization For example, the vice president of global learning solutions at Alcatel-Lucent, a manufacturer of telecommunications equipment, is responsible for disseminating employee development courses to various business units throughout the large corporation This MANAGEMENT IS EVERYONE’S BUSINESS 9.1 WORKING AS A MANAGER Here are some suggestions that should help you manage your work responsibilities more effectively ᭹ ᭹ ᭹ ᭹ Establish priorities Priorities include both urgent and important tasks Spend as much time as possible doing things that are important but not urgent Otherwise you will find you have neglected important tasks such as training and learning opportunities (and your skills become obsolete) because you’ve only attended to the urgent tasks as you “put out fires.” Schedule self-improvement and other learning opportunities as priorities in your weekly or monthly schedule If you don’t, you’ll find yourself attending to the less critical but more urgent activities that arise that will preclude improving your skills Delegate lower priority tasks to subordinates Tasks that are of a lower priority can be delegated to subordinates which frees up time for you to concentrate on more demanding ones However, it is important to be able to identify the right subordinates who have the skills and work habits to the delegated task effectively with a minimum amount of your supervision Otherwise you may end up spending more time reworking the delegated task, which is counterproductive Give yourself thinking time Close your door if possible and spend an hour each day working without the interruptions of people, phones, or e-mail Schedule the most crucial, creative tasks when you have the most energy, and use your downtime when you tend to tire to open mail or return phone calls Use the informal organization to get things done The informal organization is a network of social groups that are formed based on friendships or interests between employees Most typical, friendship groups within an informal organization are groups of employees who meet for lunch, or meet after work for drinks, sports, or other activities You can use the informal organization to solve work-related problems and gather information that may not be available through formal processes For example, you may learn while playing golf with some company executives who are part of a friendship group that corporate headquarters is about to enact a freeze on hiring new employees within a week Knowledge of this suspension of hiring may enable you to urgently conclude employment negotiations with a desirable employee being recruited and bring the individual on board before the hiring freeze is formally announced Sources: Based on J Welch, Winning (New York: HarperBusiness, 2005); S Covery and R Merrill, “New Ways to Get Organized at Work,” USA Weekend, February 6,1998, p 18; J Segal, L Horowitz, E Jaffe-Gill, M Smith, and R Segal, “How to Reduce and Manage Workplace Stress,” November, 2008 www.helpguide.org/mental/work_stress_management.htm 257 New York City Mayor Michael R Bloomberg promised voters an overhaul of the city’s troubled public school system, but his subsequent dismantling of the system’s central bureaucracy was controversial The principals’ union opposed the mayor’s plan on the grounds that it stripped principals of their authority responsibility The manager’s duty to perform assigned tasks 258 PART • ORGANIZATION MANAGEMENT accountability The expectation that the manager must be able to justify results to a manager at a higher level management by objectives (MBO) A goal-setting program for managers and subordinates line authority The manager’s control of subordinates by hiring, discharging, evaluating, and rewarding chain of command The superior–subordinate authority relationship line managers The management level that contributes directly to the strategic goals of the organization staff authority Management function of advising, recommending, and counseling line managers staff managers Mangers who assist line managers to achieve bottom-line results organization chart A graphic depiction that summarizes the lines of authority in an organization executive does not have the authority to control whether or how business-unit managers use the training services with their own employees Instead, the executive must “market” the training courses to various business units in order to effectively fulfill the responsibility of the position A manager may delegate responsibilities to subordinates, but he or she remains accountable for the actions of subordinates Managers hold the ultimate responsibility for tasks they delegate Accountability means that a manager or other employee with authority and responsibility must be able to justify results to a manager at a higher level in the organizational hierarchy One way managers are held accountable for the performance of their units is in periodic performance appraisals For example, a management by objectives (MBO) program can be used to compare planned goals with achieved results Employees receive rewards based on meeting or exceeding expected results There are two distinct types of authority: line and staff authority Line authority entitles a manager to directly control the work of subordinates by hiring, discharging, evaluating, and rewarding them It is based on superior-subordinate authority relationships that start at the top of the organization hierarchy and extend to the lowest level This provides what is called the chain of command Line managers hold positions that contribute directly to the strategic goals of the organization For example, the line managers of a manufacturing firm include production managers and sales managers who contribute directly to the bottom line Staff authority includes giving advice, making recommendations, and offering counsel to line managers and other members of the organization Staff authority is based on expertise and is not directly related to achieving the strategic goals of the organization Staff managers help line managers achieve bottom-line results, but they contribute only indirectly to outcomes For example, the accounting, legal, and human resource management staffs of a manufacturing firm provide specialized advice on cost control, federal regulations, and staffing requirements to line managers The key to knowing whether a position has line or staff status is the organization’s strategic objectives In an accounting firm, the accountants have line authority since their work directly contributes to the bottom line, whereas accountants in a manufacturing firm are used in an advisory capacity and thus are classified as having staff authority An organization chart summarizes the lines of authority in an organization In the organization chart seen in Figure 9.1, authority flows in a vertical downward direction starting with the president, who has authority over the vice president, who in turn supervises several department heads The department heads manage the supervisors, who have authority over the operatives Each box represents a position in the organization occupied by one person Each horizontal level FIGURE 9.1 A Formal Organization Chart President Vice President Dept head Dept head Vice President Dept head Dept head Supervisor Operative Dept head Supervisor Operative Vice President Dept head Supervisor Operative Dept head Dept head Supervisor Operative Operative Dept head CHAPTER • MANAGING THE STRUCTURE AND DESIGN OF ORGANIZATIONS 259 MANAGEMENT IS EVERYONE’S BUSINESS 9.2 WORKING AS AN INDIVIDUAL While formal power and influence in an organization are often structured to flow in a top-down direction, this does not mean that you cannot influence your boss by managing your relationship with him or her For example, you can ᭹ ᭹ ᭹ ᭹ Make yourself indispensable by anticipating your boss’s need for support and by providing it without being asked Look for ways to show loyalty by speaking well of your boss to others Develop a trusting relationship by being dependable, consistent, and honest Do your work well and look for ways to exceed your boss’s expectations Keep your boss well informed of boxes represents a level of authority in the organization Management Is Everyone’s Business 9.2 shows you how you can influence your boss despite the fact that authority flows in a vertical downward direction in an organization’s formal structure Span of Control A critical feature of the vertical structure of an organization is the number of subordinates who report to a manager This is called the span of control, and it determines the number of managers and number of levels of management in an organization A manager with a small span of control supervises a small number of subordinates (about five or six on average) and can closely monitor the work of each subordinate Small spans of control are usually associated with many levels of management, which gives rise to a tall vertical organization structure A tall vertical structure may have too many levels of management separating front-line employees from top executives It may cause the organization to perform inefficiently because the company is not being responsive to the needs of customers When a top executive is required to go through numerous intermediaries to learn what is happening at the operational level of the business, information often gets distorted and poor decisions result Larger spans of control (ranging from 10 to 20 or more subordinates) mean more responsibility is pushed to lower levels A manager with a large span of control may not be able to directly monitor the behavior of all subordinates However, using management information systems, which provide systematic feedback on employee performance, and work teams, in which monitoring activities are performed by peers on the team, managers can effectively supervise many subordinates Large spans of control result in fewer management levels Executives at well-managed companies such as General Electric and Nucor (one of the most productive steel companies in the world) take pride in having fewer levels separating top management from first-level operative employees who deal with customers or produce the product A large span of control works best when there are routine tasks, highly trained subordinates, competent managers, similar jobs with comparable performance measures, and subordinates who prefer autonomy span of control The feature of the vertical structure of an organization that outlines the number of subordinates who report to a manager, the number of managers, and the layers of management within the organization Centralization and Decentralization Centralization and decentralization are related to the degree of concentration of decision authority at various levels of the organization Centralization means that decision-making authority is located at the top of the organization hierarchy Centralized companies can coordinate activities in a consistent way across diverse units or departments of an organization With decentralization decision-making authority is pushed to lower levels in the organization Decentralization is often more effective in rapidly changing environments where it is necessary to be responsive to changing customer needs and tastes Decentralized decision-making authority spurs innovation and risk taking by allowing individuals to control resources and engage in experimentation without having to obtain the approval of higher authorities In recent years decentralized decision authority has become relatively common in organizations Decentralization permits greater utilization of the talents and abilities of managers and teams of employees and makes it possible to be more responsive to the needs of customers By maintaining a highly decentralized structure, the 3M Corporation has become one of the world’s most centralization The location of decision authority at the top of the organization hierarchy decentralization The location of decision authority at lower levels in the organization 260 PART • ORGANIZATION MANAGEMENT innovative companies with more than 60,000 diverse products such as Scotch Tape, Post-it Notes, video recording tape, reflective highway signs, and computer storage diskettes One of the keys to the high rate of innovation at 3M is its 40 autonomous product divisions and other business units that are purposely kept small Managers of these divisions and units have the authority to run their establishments as they see fit There is a trade-off between centralization and decentralization Centralization allows management to coordinate the various parts of the organization in a consistent manner Decentralization provides greater flexibility to respond to change IBM used a centralized structure for many years because building mainframe computers required the expenditure of vast sums of money and the coordination of units that built and designed hardware and software components However, IBM moved significantly in the direction of decentralization as its dependence on mainframe computers diminished and as its consulting services began to provide a significant portion of its total revenues Decentralized decision authority made IBM more flexible and responsive to customers Formalization When Sir Howard Stringer took over as CEO of the Sony Corporation, he quickly announced a series of important changes designed to stem losses at the huge Japanese electronics maker The biggest change was the creation of 13 productcategory units intended to centralize control of product development The new units are empowered to cross-fertilize ideas and communicate across Sony’s famously autonomous divisions The computer and entertainment subsidiary will build new PlayStation consoles, for instance, with microprocessors co-produced in the semiconductor division and content from Sony’s movie and music units The degree of written documentation that is used to direct and control employees is the level of formalization present An organization with high formalization provides employees with many documents that specify the “right way” to conduct business with customers or interact with other employees These documents include policy manuals, job descriptions, procedures, memos, and rule books A high degree of formalization encourages employees to their jobs in standardized and predictable ways Other organizations choose a low degree of formalization, with few rules and regulations, which encourages employees to improvise This is especially useful when customer needs and conditions are subject to change For example, Nordstrom, a retail store that serves affluent customers, has an employee handbook that consists of a single page with one rule: “Use your good judgment in all situations.” LOC-In Learning Objective Check-In Ballard Company has a strict management philosophy that each subordinate in the firm—at any level—should have only one direct supervisor Ballard also uses a goal-setting program, wherein managers and subordinates compare planned goals with achieved results When the employees meet or exceed expectations, they receive appropriate rewards The concept that a subordinate should have only one direct supervisor is called a unity of comnand b unity of management c span of control d accountability Ballard Company’s goal-setting program can also he called a line authority b control-based management c management by objectives d staff authority formalization The degree of written documentation that is used to direct and control employees departmentalization The horizontal basis for organizing jobs into units in an organization The Horizontal Dimension of Organization Structure The horizontal basis for organizing jobs into units in an organization is called departmentalization The three basic approaches to departmentalization are functional, divisional, and matrix CHAPTER • MANAGING THE STRUCTURE AND DESIGN OF ORGANIZATIONS FIGURE 9.2 Functional Departmental Structure President Engineering Production 261 Marketing Finance Functional Structure A functional structure places similar jobs into departments For example, the departments in Figure 9.2 are engineering, production, marketing, and finance The president integrates the activities of these departments so that each department’s efforts are aligned with organizational goals and objectives The functional approach works best in small to medium-sized companies operating in somewhat stable business environments without a great deal of change and uncertainty The functional structure has several advantages Decision authority is centralized at the top of the organization hierarchy Career paths foster professional identity with the business function Because this approach permits employees to specialized tasks, it creates a high degree of efficiency.1 A functional form of structure causes employees to develop specialized expertise in a functional area of the business, such as finance or marketing In a company with a functional form of structure, an employee in the finance department of a telecommunications company, for example, can specialize in providing financial assistance to small-business clients who purchase small phone systems The employee can advance within the finance department by building a depth and breadth of knowledge in finance and identifying professionally with the field The individual may be promoted to a position that provides financing to corporate clients who purchase larger, more sophisticated phone systems The result of serving a variety of clients is that the employee eventually becomes a financial expert The disadvantages of the functional departmental structure include communication barriers and conflicts between functional departments It may be difficult to coordinate products and services, which could result in diminished responsiveness to the needs of customers When employees are assigned to functional departments, they tend to identify with the functional departmental goals rather than with organizational goals or customer needs This could lead to departmental conflict Anyone who has called a large corporation looking for service only to be put on hold and transferred several times by indifferent employees has experienced one of the disadvantages of a functional organization Engineers who work in an engineering department may provide a “state of the art” technical design that is difficult to manufacture and that contains features that are not desired by the targeted customer In this case, engineering goals are at odds with production and marketing goals If the top executive does not have time to manage the conflict among the engineering, marketing, and production departments, the product development cycle may slow down as the departmental managers try to work out their differences By the time these differences are ironed out the product may be late to market and potential sales revenues are lost functional structure A departmentalization approach that places similar jobs into departments Divisional Approach The divisional approach, sometimes called the product approach, organizes employees into units based on common products, services, or markets The divisional approach is used when a company produces many products or provides services to different types of markets, such as regional, domestic, and international markets, that require specialized knowledge In the divisional approach key functional activities are present in each division and are coordinated by a general manager responsible for generating divisional profits Figure 9.3 shows a hypothetical computer company structured into three divisions: computer, software, and consulting services The division structure allows employees to develop expertise in both a function and a line of products or services A salesperson in the computer division can develop specialized product knowledge in selling computer systems without divisional approach A departmentalization approach, sometimes called the product approach, that organizes employees into units based on common products, services, or markets 262 PART • ORGANIZATION MANAGEMENT FIGURE 9.3 Divisional Organization Structure President Computer division Production Marketing Software division Production Finance Production Consulting source division Marketing Marketing Finance Finance knowing about software or consulting services The salesperson is likely to produce more sales revenues by focusing on computer systems rather than trying to sell software and consulting General Motors was one of the companies that pioneered the division structure, creating divisions based on its different automobile brands (Chevrolet, Buick, and Cadillac) Hewlett-Packard has used the division structure to reinforce its entrepreneurial culture so that employees identify with smaller units within the large company Hewlett-Packard expects that keeping the divisions small will encourage employees to innovate new products Large consumer products companies such as PepsiCo, Procter & Gamble, Johnson & Johnson, and Colgate-Palmolive also use the division structure to create opportunities for managers to learn the skills of operating a unit of the company from a profit-and-loss perspective The most successful division managers (judged by the profitability of their divisions) are identified as likely candidates for executive leadership roles GEOGRAPHIC-BASED DIVISIONS A variation of the product-based divisional structure organizes geographic-based divisions A variation of the product-based departmentalization structure in which divisions are organized by geographic region divisions by geographic region Geographic-based divisions allow an organization to focus on customer needs that may vary by geographic region or market In this approach to organizing, the functional business activities are coordinated by a division manager, who is responsible for products or services provided to a specific area Figure 9.4 shows the organization of a fast-food company with United States and Canadian, Latin American, European, and Asian divisions This structure allows each division manager to satisfy customer tastes and preferences in the region Thus, American and Canadian menus may focus on hamburgers, a favorite North American food; the menu may add chicken burgers in India, since beef is a forbidden food for many Indians, and noodle soup in China; and the European menu may make wine available to French, Italian, and Spanish customers who customarily drink wine with meals CUSTOMER-BASED DIVISIONS Another variation of the product-based divisional structure organizes divisions by particular types of customers or clients Customer-based divisions allow an organization to focus on customer needs within a basic functional structure With customer divisions, each department contains employees who perform functional tasks for a specific type FIGURE 9.4 Geographic-Based Organization Structure President United States and Canada division Latin America division Europe division Asia division CHAPTER • MANAGING THE STRUCTURE AND DESIGN OF ORGANIZATIONS 263 of customer The division manager coordinates the business activities for a specific type of customer Figure 9.5 shows the organization of a bank that organizes its banking services into divisions that serve personal banking customers, small business banking customers, and corporate banking customers Each customer division provides a different array of services that are relevant to it For example, Wells Fargo Bank, a large San Francisco-based commercial bank, has organized its banking services into a customer-based structure CONGLOMERATE The conglomerate is another variation of the product-based divisional structure and is made up of a set of unrelated businesses Each business is run independently from the other businesses by a general manager who has profit and loss responsibility Figure 9.6 shows a conglomerate that consists of four business groups: aircraft engines, medical systems, financial services, and plastics Companies that use the conglomerate structure include United Technologies Corporation (helicopters, air conditioners, aircraft engines, and elevators), Honeywell (aerospace, automation and control solutions, specialty materials, and transportation systems), ITT (electronic components, defense electronics and services, fluid technology, and motion and flow control), and General Electric (financial services, media, health care, industrial products and infrastructure technologies) The executives in the company headquarters oversee all the businesses and make decisions concerning allocating corporate resources to businesses and decisions related to buying and selling businesses ADVANTAGES AND DISADVANTAGES OF THE DIVISIONAL APPROACH The divisional approach has several advantages, including: ᭿ ᭿ ᭿ ᭿ General Motors broke its corporate structure into several divisions based on automobile brands, each with its own management Coordination among different business functions Improved and speedier service Accountability for performance Development of general manager and executive skills.2 Bringing all the functional areas together to focus on a line of products reduces barriers that inhibit coordination among marketing, finance, production, and other functions Employees identify with products and customers rather than with professional business disciplines This allows the company to provide better quality products and services and employees are more responsive to customers Division managers have bottom-line profit responsibility, which FIGURE 9.5 Customer-Based Organization Structure President Personal customer division Small business customer division Corporate customer division FIGURE 9.6 Conglomerate-Based Organization Structure President Aircraft engines Medical systems Financial services Plastics Photo Credits Chapter 1, Page 3, Martinique/Shutterstock; Page 4, Monkey Chapter 8, Page 231, Yellowj/Shutterstock; Page 235, Andrew Business Images/Shutterstock; Page 6, (left) Cynthia Farmer/ Shutterstock, (right) Elzbleta Sekowska/Shutterstock; Page 20, Bartlomiej Magierowski/Shutterstock Taylor/Shutterstock; Page 242, Goodluz/Shutterstock; Page 246, BMCL/Shutterstock Chapter 2, Page 35, Nicole Gordine/Shutterstock; Page 36, stocklight/Shutterstock; Page 260, stocklight/Shutterstock; Page 263, Gary Paul Lewis/Shutterstock MADDRAT/Shutterstock; Page 41, Stefan Ataman/ Shutterstock; Page 43, Adriano Castell/Shutterstock; Page 53, Stanley Loong/Shutterstock; Page 54, Paul Prescott/ Shutterstock Chapter 3, Page 73, Kruchankova Maya/Shutterstock; Page 77, Mike Flippo/Shutterstock; Page 89, Corepics/Shutterstock; Page 90, africa924/Shutterstock Chapter 9, Page 255, Flashon Studio/Shutterstock; Page 257, Chapter 10, Page 283, Thinkstock Images/Thinkstock; Page 293, Edw/Shutterstock; Page 295, Jupiterimages/ Thinkstock; Page 308, Baloncici/Shutterstock Chapter 11, Page 319, duncan smith/Getty Images – Thinkstock; Chapter 4, Page 105, Dmitriy Shironosov/Shutterstock; Page Page 321, Robert J Daveant/Shutterstock; Page 323, Denise Kappa/Shutterstock; Page 325, Jupiterimages/Shutterstock; Page 339, Jupiterimages/Thinkstock 111, Alan Freed/Shutterstock; Page 117, Steve Lovegrove/ Shutterstock; Page 119, newphotoservice/Shutterstock Chapter 12, Page 349, 3777190317/Shutterstock; Page 350, Chapter 5, Page 133, Ivan Cholakov Gostock-dot-net/ Shutterstock; Page 138, yyyaotian/Shutterstock; Page 139, (top) Dan Howell/Shutterstock, (bottom) Catlin Mirra/ Shutterstock; Page 140, Losevsky Pavel/Shutterstock Chapter 6, Page 167, www.google.com; Page 175, Chris Shackleford/Shutterstock; Page 179, Caitlin Mirra/ Shutterstock; Page 184, Dmitriy Shironosov/Shutterstock; Page 186, Tessar TheTegu/Shutterstock Chapter 7, Page 195, (left) BMCL/Shutterstock, (right) M Dykstra/Shutterstock; Page 200, Chuck Wagner/Shutterstock; Page 201, Jason Stitt/Shutterstock; Page 204, kret87/ Shutterstock; Page 208, Boykov/Shutterstock Konstantin Shevstov/Shutterstock; Page 361, William Perugini/Shutterstock Chapter 13, Page 383, Thomas Northcut/Thinkstock; Page 387, Burcu Arat Sup/Shutterstock; Page 388, Olly/Shutterstock; Page 390, Jason Maehi/Shutterstock Chapter 14, Page 415, prism68/Shutterstock; Page 420, J C Fedele/Shutterstock; Page 423, Yuri Arcurs/Shutterstock; Page 432, (left) Getty Images/Thinkstock, (right) Getty Images/Thinkstock Chapter 15, Page 445, Danny E Hooks/Shutterstock; Page 448, Thomas Skopal/Shutterstock; Page 451, Getty Images/Thinkstock; Page 459, George Doyle/Thinkstock 511 This page intentionally left blank Index A A T Kearney Inc., 87 A W Chesterton, 428n AAMA See American Apparel Manufacturers Association Abelson, R., 308n Absolute judgment, 306 Academy culture, 116 Accenture, 6, 389, 427 Acceptance sampling, 452 Accommodation, 95 Accountability, 257–258, 337 Accounting manager, 26 Achievement need, 367 Achievement-oriented leader, 357 Ackerly, Leone, 378 Acquisition, 216–217, 274 Action, 135, 159 See also Affirmative action; Plan of action Active listening, 434 Adjourning stage, of team development, 391 Administrative management, 19–20 Administrative model of decision making, 179–180 Adobe Systems, 376 Adolph Coors Company, 140 Adriatics, 212 Adversarial relations, 291 Adverse impact, 288 Advisory board, 238 AES Corporation, 386, 387 Affiliation need, 367 Affirmative action, 287, 325–326 Affymetrix, Inc., 208 African Americans diversity and, 328–329 marketing to, 322 Agenda, for meetings, 423 Aggressive communication, 430 AIG See American International Insurance Airbus, 93, 255, 271 Air Transport Association, 254 Albertson, 197 Alcasa, 117 Alderfer, Clayton, 367, 368 Alderfer’s ERG theory, 367 All Metro Health Care, 378 Alpine Access, 426 Alster, N., 332n Altavista, 146–147 American Airlines, 93, 206 American Apparel Manufacturers Association (AAMA), 63 American Express, 92, 196–197, 322, 332, 338 American International Insurance (AIG), 100 American Marketing Association, 406 American Medical Systems, 308 American Teamsters Union, 203 America West, 255 Amodio, D M., 328n Amtrak, 329 Amway, 141 Analysis external, 200–207 force-field, 121–122 functional, 209 job, 294–295 make-buy, 447 Pareto, 452 portfolio, 214, 215 process flow, 452 of strengths-weaknesses-opportunities-threats, 198, 199, 219 value-chain, 210 Anderson, J., 344n Angen, 447 Anheuser-Busch, 89, 230, 274 Ante, S E., 11n Antilla, S., 344n AOL Time Warner, 351 APEC See Asia Pacific Economic Cooperation Apple, 113, 119, 141, 144, 194–195, 216, 223, 234, 235, 241, 243, 244, 250, 271, 359, 467–468 Applebee’s, 316 Arango, T., 351n Aristide, Jean-Bertrand, 64 Armour, S., 415n Armstrong, Lance, 361 Arthur Andersen, The Art of War (Sun Tzu), 12 ARTRON, 223 ASEAN See Association of Southeast Asian Nations Asian Americans, 329 Asia Pacific Economic Cooperation (APEC), 41 Assertive communication skills, 416, 429–430 Assessing, 200 Assessment phase of career development, 303 Association of Southeast Asian Nations (ASEAN), 41 Atari, 233 ATC Macros, 107 AT&T, 54, 271 Attribution theory, 358 Auntie Anne’s, 250–251 Authority, 256, 258 Autocratic leadership style, 354 Aveni, R A D., 199n Averill, R., 308n Avoiding conflict management style, 402 Avon, 322 Awa, H O., 199n Ayers, Charlie, 30 B Back, A., 31n Balkin, D B., 268n, 297n, 298n, 397n Ballard Company, 260 Ballmer, Steve, 226 Banana Republic, 201 Bankruptcy, 242 Barile, Steve, 143 Barnard, Chester I., 23 Barnes & Noble, 117 Le Baron, M., 439n Barraclough, C., 343n Barrett, P., 255n Barriers, in communication process communication channel/encoding/sender, 418 feedback/noise/perception/receiver, 419 Barrow, John, 409 Baseball team culture, 116 Base compensation, 307 Basic economic order quantity (EOQ) model, 16 Baxter International, 418 Bazerman, M., 101n, 191n BCG Matrix See Boston Consulting Group’s Growth-Share Matrix Bear, Steams & Co., Becker, C., 383n Behavioral anchored rating scales, 306 Behavioral appraisal instruments, 306 Behavioral perspective Follett and, 20 Hawthorne studies and, 20–21 human relations approach to, 21–22 Behavioral theory consideration/employee-oriented behaviors, 353 initiating structure/production-oriented behaviors, 353 managerial grid and, 353 Beiler, Anne, 250–251 Beiler, Jonas, 251 Belarus Software House Group, 42 Belforti, R K., 68n Bellesi, Dennis, 248 Bell Laboratories, 16, 54, 323 Benchmarking, 210 Benefits, 307 of group decision making, 181–182 of planning, 135–140 of social responsibility, 88–89, 90 of teams, 384–386 Ben & Jerry’s Ice Cream, 90, 91 Bennett, B., 394n Berchtold, M., 297n Bergquist, Jim, 127 BERI See Business Environment Risk Intelligence Bernhard, Wolfgang, 210 Berstein, A., 68n Best Buy, 112, 190, 200, 295, 332 BFOQ See Bona fide occupational qualification Bildner, James L., 243 Bingham, Alpheus, 142 Bird, Shelley, 124, 125n Black & Decker, 207 Black Enterprise, 235 Blake, R R., 353n, 354n Blink: The Power of Thinking without Thinking (Gladwell), 178 Bliss, J., 255n Blockbuster, 136, 140, 141, 218 Bloomberg, Michael R., 257 Blue Water, Inc., 448 Blumenthal, R., 314n Blu-Ray, 204 BMW, 207, 451 Body, of presentation, 430 Body movement/gestures, in nonverbal communication, 432 Body Shop International, 377 Boedecker, R R., 276n Boeing, 42, 81, 93, 201, 213, 255, 307, 343, 386 Bona fide occupational qualification (BFOQ), 288 Bonaparte, Napoleon, 353 Borders, 343 Boston Beer Company, 230–231, 235, 247 Boston Consulting Group’s Growth-Share Matrix (BCG Matrix), 214–215 Bottom-up change, 122 Boundaryless organization, 268, 271–272 Bovée, C., 439n Boyatzis, R., 182n Boyd, S., 434n Boyle, M., 227n BP, oil spill of, 444–445, 464–465 Brad-sher, Keith, 134n Brainstorming, 183 Brake, D., 426n, 440n Bram, J., 171n Brand Keys, 127 513 514 INDEX Brand managers, 268 Brandstätter, Geobra, 34 Branson, Richard, 50, 233 Break-even analysis, 16 Breeden, Richard C., Bribery, ethics and, 62–63 Bridgestone/Firestones, 122, 307 Bright Horizons Family Solutions, 339 Brinckmann, J., 140n British Airways, 271 Broadbands communication technology Internet and, 414 outsourcing by, 414–415 Brodie, D., 422n Bronfman, Edgar, 180 Brown, Garrett, 377 Brown, L David, 400n Brunk, K H., 63n Bryant, Andy, 275–276 Bryson, B P., 328n Bucher, R D., 335n Buchholtz, A K., 76n, 92n Budgeting, 150 moving, 151 variable, 151 Buerhaus, Peter, 343 Burdeau, C., 140n Bureaucratic control, 461 concurrent control, 464 corrective action and, 462–463 establishing standards for, 461–462 feedback control, 464 feedforward control, 463–464 performance measurement for, 462 shortcomings identification, 462 types of, 463–464 Bureaucratic management, 18–19 Burger King, 54, 188–189, 201, 316 Burnett, Leo, 188 Burrows, P., 350n, 360n Burt, S., 43n Buschhorn, Drew, 143 Bush, George, 203 Bush, J., 43n Bushnell, Nolan, 233 Business Environment Risk Intelligence (BERI), 44 Business ethics, 4, 74–75 company-customer relations, 76 company-local and global communities and, 76 company-shareholder relations, 76 decision making in, 84 eight steps to, 97 employee-employer relations, 76 employer-employee relations, 76 of teams, 84 Business network, 237 Business process, 386 Business unionism, 290 BusinessWeek, 3, 25, 31, 155, 378 Butler, Brett, 398 C CAFTA See Central American-Dominican Republic Free Trade Agreement Caillier, J., 314n Califf, Robert, 68 California Employment Development Department, 341 Call center jobs, outsourcing of, 414–415 Cameron, K S., 186n Campagnino, John, 427 Campbell, A., 273n Campbell Soup, 140, 339 Cannella, C., 410n Canon, 55, 208, 215, 272 Capacity, 447 Carbajal, Roxana, 340–341 Cardy, R L., 268n, 297n, 298n Career development process assessment for, 303 development of, 303–304 direction for, 303 Career path, 303, 304 Carolina Company, 268 Carroll, A B., 76n, 92n Carroll, Darren J., 143 Carsey, Marcy, 398 Cascading objectives, 364 Case, Stephen M., 351n Cash flow crisis, 243 Castells, M., 63n Caterpillar Inc., 40, 42, 55, 217 Cause-and-effect diagrams, 452 Central American-Dominican Republic Free Trade Agreement (CAFTA), 41 Centralization, 24, 259–260 Cerrito, J C., 297n Certainty, in decision making, 169 Chaim, E., 39 Chain of command, 258 Chambers, John, 104, 124 Change See Organizational change Change agents, 122 Chao, L., 31n Charismatic leadership, 358–359 Charles Schwab, 117, 294 Chavez, Cesar, 353 Check sheets, 452 Chenault, Kenneth, 197 Chesterton, Jim, 428 Chevron, 211 Chez Panisse Foundation, 73, 74, 96 Chief Operating Officer (COO), 26 Childs, T., 320n China international business and, 51 internet market of, 166–167, 187 Chirac, Jacques, 44 Chiu, J., 109 Chrysler Corporation, 2–3, 45, 113, 350, 393 Chugh, D., 191n Ciba Specialty Chemicals, 428 Circuit City, 190–191, 200, 201 Cisco Systems, 5, 104, 108, 124, 241 Citicorp, 274, 376 Citigroup, 94, 435–436 Civil law, 45 Civil Rights Act, 287 Clancy, H., 415n Clark, A E., 295n Clifford Chance, 100 Clinical drug trials, 68 Clinton, Bill, 181 Cliques, 428–429 Closed systems, 23 Club culture, 116 CNN, 192 Coaching, 303 Coalitions, 176 Coca-Cola, 41, 45, 95, 116, 137, 169, 199, 200, 208, 329 Cochlear Ltd., 201 Code of ethics, 79–80 Coercive power, 351 Cognitive dissonance, 371 Cohen, A., 434n Cohen, Ben, 91 Cohesiveness, of team, 324, 393–394 Colgate-Palmolive Company, 95, 115, 200, 262 Collective bargaining, 290 Colvin, G., 140n, 279n Commitment, motivation and, 372 Commitment escalation, 178–179 Common law, 45 Communication aggressive, 430 downward, 420, 424 effective forms of, 440 electronic, 425–427, 440 face-to-face, 423, 427 horizontal, 420–421 informal, 428 international, 427 nonverbal, 431–433 one-way, 418, 424 open, 428 passive/passive-aggressive, 430 segmented, 324 social networking tools for, 427 two-way, 418, 424 upward, 420 written, 424 Communication channels barrier, 418 information richness in, 422–423 of organizations, 416–417 sender and, 417 types of, 417 Communication process, 416–419 barriers in, 418 decoding in, 417 encoding in, 417 facts in, 416, 436 feedback in, 417 feelings and, 416 knowledge workers and, 416 model of, 417–418 noise and, 418 receiver in, 417 sender and, 417 Communications international breakdown of, 60 technological innovation and, 42 Communication skills, 419, 429–434 assertive, 416, 429–430 listening skills, 416, 433–435 nonverbal, 416, 431–433 presentation skills, 430–431 Communications manager, 27 Company, open communication in, 428 Company newsletters, one-way/interactive, 424 Compaq, 216, 242, 349–350 Compatible Technology International (CTI), 64–65 Compel Communications, 55 Compensable factors, 309 Compensation, 311, 314 base, 307 benefits as, 307 components of, 307 employee contribution and, 309, 312 external equity and, 309, 312 factors for, 309 firm’s strategic objectives and, 307–308, 311 firm’s unique characteristics/environment and, 308, 311 internal equity and, 308–309, 312 pay incentives as, 307 strategic, 307 Competitive behaviors, of team, 395 Compromising conflict management style, 402 Concentration strategy, 216 Concentric diversification strategy, 216 Conclusion, of presentation, 430 Concurrent control, 464 Conflict, 169–170 Conflict management, 384 dysfunctional conflict, 401–403 functional conflict, 400–401 negotiation skills for, 403–404 problem solving style application, 402 styles of, 401–403 INDEX Conflict management styles avoiding/compromising, 402 dominating, 401–402 integrating/obliging, 401 selection of, 403 Confrontation strategy, 95 Conglomerate diversification, 216 Conglomerates, 263 Conlin, M., 6n, 415n Conlin, P., 6n Consideration, 353 Constructive feedback, 305 Consumer preferences, 41 Consumer Reports, 93, 467 Contemporary management perspectives, 22–24 contingency theory as, 24 learning organization approach, 24 systems approach as, 22–23 Content validity, 296 Continental Airlines, 93, 254–255, 256 Contingency plan, 140 Contingency theory, 24, 291, 354–357 Fiedler’s contingency model, 355 path-goal theory, 355–357 Continuous improvement See Kaizen Control, 10, 235, 461 Control charts, 452, 463 Control Risks Information Services, 44 Conversion process, in operations management, 446, 465 designing in, 449–452 monitoring in, 452–453 partial productivity, 453 total factor productivity, 453 COO See Chief Operating Officer Cooperation, of team, 395 Cooperative strategies, 220 Coordination mechanisms liaison roles and, 267 manager integration and, 267–268 for organizational structures, 265–268 reward systems and, 266 strategic meetings and, 266 for task force/teams, 266 Copelan, Anne, 61 Corcoran, Bob, 343 Core competencies, 135 Corporate/business-unit meetings, 423 Corporate credo, 79 Corporate culture, 106 Corporate entrepreneurship/innovation, 221 Corporate-level strategy, 213 Corporation, 240–241 Corrective action, in bureaucratic control, 462–463 Costco, 190 Cost-leadership strategy, 217 Costs, of team, 385 Couette, Yves, 91 Coulter, M., 268n Coutu, D., 385n Covery, S., 257n Cox, Taylor, 324 Craig, J., 232n Crandall, Robert, 206 Credeur, M., 255n Crisis situations, decision making and, 171–172 Crispin Porter + Bogusky, 188 Crittenden, V., 439n Crosby, Phillip, 16 Cross-cultural management, international business and, 42–44 Cross-disciplinary teams, Cross-functional teams, Crovitz, L., 31n Crystal Shores, 454 CTI See Compatible Technology International Cultural environment dimensions of, 46 economy following, 31 international business and, 46–49, 65 Culture See also Organizational culture formalization v., 115 mono-, 324 national v organizational, 115 physical distance, in nonverbal communication and, 433 strong v weak, 115 types of, 115–116 uniformity v heterogeneity, 114–115 Culture shock, 46 Customer, 4, 17, 456 Customer-based division, 262–263 Customer driven, quality management, 454 Customer service, emphasis on, CVS, 227 Cyberagents, home workers as, 414–415 D Daft, R L., 84n, 127n, 177n, 182n Daft, Richard L., 393n, 394n, 422n DaimlerChrysler, 204 Daly, J., 231n Damage control strategy, 95 Dana Corporation, 428 Dance Strong Inc., 457 Darlin, Damon, 195n Data quantitative/qualitative, 462 subjective, 462 Davidson, Andrew, 199 Davies, E., 394n Davies, P G., 328n Davis, A K., 328n Davis, G F., 213n Davis, Kristin, 344 Debt financing, 242 Decentralization, 24, 259–260, 279 Decision(s) acceptance of, 173 classification of, 174 criteria for, 174 operational, 171 quality of, 173 scope of, 170–171 strategic, 170 tactical, 170 Decisional roles of managers, 11–12 Decision making See also Group decision making administrative model of, 179–180 alternative evaluation and, 173–174, 188 alternative solution generation and, 173 analytical/behavioral/directive style of, 180 best alternative choice and, 175, 188 commitment intuition/escalation and, 178–179 conceptual style of, 180 conflict in, 169–170 control illusion and, 178 in crisis situations, 171–172 emotions/personal preferences and, 177 evaluation of, 188–189 garbage can model of, 180 in groups, 181–184 implementation of, 175, 188 limits of, 176–179 nonprogrammed/programmed, 168 nonrational models of, 179–180 optimizing/satisficing of, 175 organizational politics and, 176–177 personal styles of, 180–181 problem identification/diagnosis and, 172–173 programmability and, 168–169 result evaluation and, 175–176 risk and, 169 scope of, 170–171 515 skills for, 185–187 stages of, 172–176 uncertainty/certainty and, 169 Decision making skills delegation as, 185–187 time management as, 185 Decision quality, 173 Decoding, 417, 418 Delegation, 186–187 Delegation skills, 351 Dell, 235, 236 Dell, Michael, 233, 235, 236 Deloitte & Touche, 207 Delphi Automotive Systems, 37 Delphi technique, 184 Delta Airlines, 93, 116, 206 Deming, W Edwards, 16–18, 385, 454–455 Deming wheel, 455 Democratic leadership style, 354 Demographics external environment and, 201–202 of international business, 38–39 Denissen, A M., 334n Denizer-Guillet, B., 134n Denning, L., 3n Denning, S., 431n Denzler, D., 452n Departmentalization, 7–8, 260 Deresky, H., 60n Designing, of conversion process, 449–452 facilities layout, 451 flexible manufacturing, 451–452 Gantt charts for, 450 load chart, 450 PERT network, 451 deStefano, Robert, 158–159, 223–224 Deutsche Bank, 68 Development phase of career development, 303–304 Deviations control chart for, 452, 463 in performance measurement, 462 Devil’s advocate, 183 Diener, E., 295n Differentiation strategy, 217 Dinallo, Eric R., Direction phase of career development, 303 Directive leader, 355–356 Direct TV, 136 Disabled Americans, 329–330 Disaggregated corporation, 25 Disney, 158, 199 Disneyland Paris, 132 Disparate treatment, 288 Disruptive high performers, 397 Disseminator, 11 Distributive justice, 77 Disturbance handler, 11 Diversification strategy, 214, 216–217 Diversity African Americans and, 328–329 apprenticeships and, 338 Asian Americans and, 329 audits for, 337 building on, 336–340 business strategies/objectives linked to, 336–337 challenges to, 323–326 developmental activities for, 337–338 disabled Americans and, 329–330 family needs accommodation and, 339–340 foreign-born Americans and, 330–331 homogenization pressures and, 324 homosexuals and, 331–332 interpersonal conflict/tension from, 324–325 learning labs, 338 lower cohesiveness from, 324 management responsibility/accountability and, 337 516 INDEX Diversity (Continued) managers and, 321 meaning of, 320 networks for, 339 older workers and, 332–333 in present day, 326–335 religious, 333 senior mentoring and, 337–338 stereotype counteracting and, 327–328 top management commitment and, 336 training for, 337, 338 undocumented workers and, 333–334 women and, 334–335 Divestiture, 274 Divisional approach advantages/disadvantages of, 263–264 conglomerate, 263 customer-based, 262–263 geographic-based, 262 Division of labor, 13, 150 Dolan, M., 3n Dollinger, M J., 237n Dominating conflict management style, 401–402 Domino’s Pizza, 124 Donnelley, S., 394n Dorning, M., 377n Dow Chemical, 343 Dow Corning, 82, 264 Downsizing, 274 Downward communication, 420, 424 Doyle, J Patrick, 124, 127n Drug-Free Workplace Act, 288 Drug trials, clinical, 68 Dunkin’ Donuts, 245 Dunnette, M D., 403n DuPont, 143, 146, 212, 323 Durfee, Don, 276n DWL, Inc., 377 Dysfunctional team conflict, 397, 401 E EAP See Employee Assistance Program Earl G Graves Ltd., 235 Earth Grains, 275 Easterbrook, C., 163n Eastman Chemical, 42 Ebbers, Bernard, 77 Economic Control of Quality (Juran), 16 Economic environment clinical drug trials and, 68 global, 37 international business and, 45–46, 65 Economic market, integrated, 40–41 Economic risk, 44 Economist Intelligence Unit (EIU), 44 Edmondson, G., 69n, 343n Education, of home workers, 415 Edwards, C., 350n Edwards, Irving, 378 EEOC See Equal Employment Opportunity Commission Effective leadership, 350–352 Effort-performance relationship, 370 Eichenberg, J., 397n Einhorn, B., 31n Eisenhandler, J., 308n Electronic communication e-mail, 420, 425–427, 440 Fax, 440 voice mail, 425, 440 Elgin, Ben, 167n Eli Lilly and Company, 6, 80, 139, 142, 211, 251, 343 E-mail advantages/disadvantages of, 440 in horizontal communication, 420 smiley emoticon, for emotion in, 426–427 suggestions for, 425–426 Embassy Suites Hotel, 340–341 Emergency Operations Center (EOC), 162 Emerson, Martin J., 308 Emotional intelligence, leadership and, 361 Empirical validity, 296 Employee blogs, 438–439 departmentalization of, 7–8 empowerment, 455 empowerment of, individual characteristics of, -oriented behaviors, 353 quality and, 456 Employee Assistance Program (EAP), 315 Employee discipline, 85–86 Employee diversity advantages of, 321–323 affirmative action v., 325–326 challenges of, 323–326 international competition of, 323 market access and, 321–322 multiple identities and, 327 team performance and, 323 teamwork and, 325 view point multiplicity and, 323 Employee self-management, 108–109 Employment at will, 289 Empowerment, 361 Encoding, 417, 418 Encounter stage of socialization, 110 Engardio, P., 343n Enron, 4, 82, 89, 92, 219 Enterprise resource planning (ERP), 460 Entrepreneur, 11, 27 age of, 233 characteristics of, 235 corporate, 221 creation of, 232 leadership skills of, 237 money and, 232–233 negotiation skills of, 235–236 networking skills of, 236–237 skills of, 235–237 small business v., 233 success of, 233 Entrepreneurship alternative forms of, 244–245 business plan and, 239 corporation and, 240–241 failure of, 238–239 financial resources and, 242 growth management and, 243–244 importance of, 233–234 innovation and, 233–234, 245–249 job creation by, 233 legal forms for, 239–241 myths of, 232–233 new business ideas and, 238 opportunities and, 234 partnership and, 239–240 proprietorship and, 239 starting/managing, 238–244 teamwork and, 241 Environmental forces for change, 117 Environmental Protection Agency (EPA), 92 EOC See Emergency Operations Center Eogoi, P., 275n EOQ See Basic economic order quantity model EPA See Environmental Protection Agency Epstein, F., 308n Equal Employment Opportunity Commission (EEOC), 288, 330 Equifinality, 23 Equity financing, 242 Equity theory cognitive dissonance in, 371 inputs/outcomes in, 371 ERG theory existence group, 367 growth, 367 relationship group, 367 ERP See Enterprise resource planning Eskew, Michael L., 171 Esmond, Don, 282–283 Espoused values, 107 Esteem needs, 366 Ethical decision making, 77 Ethical dilemmas, in workplace, 85–88 Ethical policy statements, 79 Ethical structure, 82 Ethics, 7, 74 bribery and, 62–63 cheating among college business students and, 30 corrupt countries and, 88 hotlines for, 63 of international managers, 62–63 laws v., 74 management of, 81–84 managers and, 78 pay incentives and, 100 personal, 83, 85 social responsibility and, 88–90 tolerance of, 81 training for, 81 Ethics approaches comparison of, 77–78 individualism, 75–76 justice, 77 rights, 76–77 utilitarianism, 75 Ethics committee, 82 Ethics officer, 82 Ethics training, 81 Ethnocentric approach to international business, 56 Ethnocentrism, 324 Ethos Water, 90 EU See European Union European Union (EU), 40, 45 Evaluation, 173–176, 188–189, 302, 308 Evaluserve Inc., Evans, Joi, 334 Ewing, George, 64–65 Exchange rate, 45 Exide Technologies, 63 Existence group, 367 Expatriates, 56 See also International managers advantages/disadvantages of, 58 training of, 61 Expectancy theory effort-performance relationship, 370 performance-outcome (reward) relationship, 371 subjective in, 370 valences (importance of rewards to achieve personal goals), 371 Expert power, 352 Exporting, 53 External analysis assessing and, 200–201 components of, 200–201 forecasting/monitoring/scanning and, 200 scope of, 201–207 External environment competitors and, 206, 207, 224 customers and, 206, 224 demographic trends and, 201–202 economic conditions and, 202–203 general environment and, 201 globalization and, 204 industry environment and, 204–205 new entrant threat and, 205–206, 224 political/legal forces and, 203 sociocultural conditions and, 203–204 strategic groups and, 207 substitute threat and, 206, 224 INDEX suppliers and, 206, 224 technological changes and, 204 External equity, 309, 312 External locus of control, 235 Extinction, 365 Exxon, 89, 140 Eye contact, in nonverbal communication, 432 F Face-to-face communication, 390, 423, 427 Facial expressions, in nonverbal communication, 432 Facilities, layout design, 448, 451 Facts, in communication process, 416, 436 Fair Labor Standards Act (FLSA), 311 Faivre de’ Arcier, C., 69n Fallon, Gayle, 314 Fax, 440 La Fayette, Justin, 377 Federal Emergency Management Agency (FEMA), 161, 171 Federal Express (FedEx), 145, 266 Federico, S., 6n FedEx See Federal Express Feedback, 23 assertive communication skills and, 429 barrier, 419 in communication process, 417, 420, 421 constructive, 422 control, 464 loop, 455 one-way communications, 418 two-way communications, 418 written communication and, 424 Feedforward control, 463–464 Feelings, in communication process, 416 Feigenbaum, Arnand V., 16 Fellows, J M., 328n FEMA See Federal Emergency Management Agency Femininity, 46 Ferraro, G., 328n Fiedler’s contingency model key findings from, 355 leader-member relations, 355 position power, 355 relationship-oriented leadership, 355 task-oriented leadership, 355 task structure, 355 Financial manager, 26 Financial meltdown, of 2008-2011, causes of, 377–378 Financial resources, 242 Fine Host Corp., 378 Fink, S., 434n First-mover advantage, 50 Fishbone diagrams See Cause-and-effect diagrams Fisher, A., 343n Fisher, George, 157 Fisher-Price, 213 Fixed-interval reordering system, 449 Fixed-point reordering system, 449 Fixed-position layout, 451 Flexibility skills, 351 Flexible manufacturing, 451–452 FLSA See Fair Labor Standards Act Flynn, Laurie J., 195n Focus groups, 428 Fogle, Jared, 201 Follett, Mary Parker, 20 Follower leader relationship with, 361–362 personality characteristics of, leadership and, 357 Fooled by Randomness (Taleb), 139 Force-field analysis, 121–122 Ford, Bill, 196 Ford, Henry, 15, 196 Ford Motor Company, 17, 45, 196, 198, 204, 207, 266, 307, 339, 385, 460 Forecasting, 200 Foreign-born Americans, 330–331 Forelle, C., 65n Forester Research, 439 Formalization, 115, 260 Formal planning process action course charting as, 148–152 implementation and, 152–158 objective setting as, 145–148 operational action plans and, 151–152 strategic action plans and, 149 tactical action plans and, 150–151 Forming stage, of team development, 390 Fortress culture, 116 Fortt, J., 213n Foster, S., 394n, 411n Fox, J., 377n Franchise, 54, 245 Francois, Jenni, 343 Franklin, Ben, 138 Freedman, T., 423n Free riders, 397–398 French, J., 351n Freudenheim, M., 343n Friedman, Milton, 90 Friedman, Scott, 152 Fry, S., 195n, 360n Fujitsu, 210 Fuji-Xerox, 54, 55 Fuller, R L., 308n Functional analysis, 209 Functional conflict creativity and, 400 poor solutions, avoidance of, 401 team members, energized, 401 Functional structure, 261 The Functions of the Executive (Barnard), 23 G Galinsky, A., 101n Galuszka, P., 279n Gandhi, Mohandas, 353 Ganesan, S., 43n Gantt, Henry, 15, 450 Gantt charts, for designing process, 450 Garbage can model of decision making, 180 Gates, Bill, 112, 198, 204, 233, 349, 425 GATT See General Agreement on Tariffs and Trade GE See General Electric Geary, Brendan, 310–311 Genentech, 137, 293 General Agreement on Tariffs and Trade (GATT), 39 General Dynamics Corporation, 4, 80, 82 General Electric (GE), 55, 117, 127, 137, 138, 145, 208, 220, 244, 247, 259, 263, 271, 274, 337, 338, 343, 454 General manager, 26 General Mills, 376 General Motors (GM), 2–3, 41, 45, 55, 69, 92, 95, 117, 119, 140, 141, 142, 197, 262, 263, 264, 325, 332, 350, 385, 388, 393, 448 Geocentric approach, 58 Geographic-based division, 262 George, Camille, 64–65 George, J M., 364n George, M., 43n Gerdes, L., 5n Gerstner, Lou, 123–124, 172 Gewaltig, Natascha, 35n Gift giving, 86–88 Gilbreth, Frank, 15 Gilbreth, Lillian, 15 Gillette, 177 517 Gillis, J., 445n Gladwell, Malcolm, 178 Glass ceiling, 324 GlaxoSmithKline, 88 Global economy competition for, 31 as knowledge-intensive, 37 Globalization, external environment and, 204 human resources and, 286, 311 Global shift, 36 Global Wealth Management Division, of Citigroup, 435 Gloeckler, G., 5n Glove Corporation, 464–465 GM See General Motors Gnazzo, Patrick J., Goals attributes of, 362–363 setting of, failures for, 363 Goal-setting theory, 362–363 goal-setting failures, 363 MBO and, 363 Goldberg, J., 7n Golden, Beth L, Goldfield, N., 308n Goldhar, J., 273n Goldman Sachs, 35, 378 Goleman, D., 182n, 361 Gollwitzer, P M., 328n Golub, Harvey, 197 Gomez-Mejia, L., 48, 59n, 268n, 287n, 289n, 292n, 297n, 298n, 300n, 301n, 303n, 309n, 320n, 397n Gompers, Samuel, 291 Google, 5, 12, 30, 31, 80, 166–167, 168, 187, 204, 218, 241 Goold, M., 273n Gorman, M F., 227n Grant, R M., 214n, 215n Gratz, D B., 314n Graves, Earl G., 235 Green, J., 3n Greenblatt, Jonathan, 90 Greene, J., 350n, 439n Greenfield, Jerry, 91 Grichnik, D., 140n Grossman, L., 195n, 360n Group decision making benefits/problems of, 181–182 brainstorming and, 183 creativity stimulation and, 183–184 Delphi technique and, 184 devil’s advocate role and, 183 leadership style and, 182–183 NGT and, 183–184 storyboarding and, 183 teamwork and, 182 Groupthink, 323, 397, 401 Grove, Andrew, 113, 191–192, 192n, 276 Grow, B., 227n, 322n Gryphon, M., 314n Guard Smart Inc., 386 Guidelines, for implementation, 135 Gutierrez, Carlos, 154 H Haas, Robert, 90 Hackman-Oldham model, 368–370 Haddad, C., 171n Hagan, J., 161n Hall, K., 43n Hamel, Gary, 247 Hampton Inn, 186–187 Hancock, C., 202n Hannah, B., 39 Hardwig, J., 63n Harley, William, 199 518 INDEX Harley-Davidson, 198, 199, 208 Harper, C., 378n Harris, Ford W., 16 Hasting, Mark, 465–466 Hawthorne effect, 20 Hawthorne studies, 20–21 The Hay Group, Inc., 387 HBO See Home Box Office HCL Technologies Ltd., Health Care Act, 203 Health Care Reform Act, 289 Heinitz, K., 358n, 360n Helliwell, J F., 295n Helm, B., 3n Helyar, J., 199n, 343n Hempel, J., 427n, 468n Hennens, J., 343n Henson, Jim, 112 Hequet, M., 394n Herbst, M., 6n Herzberg, Frederick, 368 Herzberg’s two-factor theory, 368–369 Hewitt Associates, 340 Hewlett, William, 356 Hewlett-Packard (HP), 44, 55, 139, 208, 216, 233, 262, 266, 272, 294, 332, 337, 356–357, 386, 420, 428 Hickory, Norman & Schultz (HN&S), 149 Hierarchy of needs model, 21 Hilton Hotel Corporation, 340–341 Hire-A-Hero program, 282–283, 310 Hispanic Americans marketing to, 322 profile of, 331 in workforce, 321, 325 Hisrich, R., 240n Hitt, M., 273n HN&S See Hickory, Norman & Schultz Ho, Doris, 134n Hodgetts, R M., 236n, 241n, 252n Hof, R D., 143n Hofstede, Gert, 46 Holiday Inn, 212 Holland, Robert, 91 Hollinger International Inc., Holmes, S., 213n Home Box Office (HBO), 270 Home Depot, 93, 233, 343, 376 Home workers as cyberagents, 414–415 education of, 415 Homosexuals, 331–332 Honda, 53, 197, 207 Honeywell, 263, 338, 365 Hong Kong Disneyland, 132–134 Horizontal communication, 420–421, 436 Horizontal dimension, of organizational structure, 260–265 Horovitz, Bruce, 127n, 189n Horowitz, L., 257n Hough, L M., 403n House, Robert, 355 HP See Hewlett-Packard HR See Human Resources HRP See Human resource planning Hughes, J., 255n, 410n Hughes, S B., 276n Human capital, 208–209 Humanism, 21 Human relations approach employee motivation and, 21–22 leadership style and, 22 Human relations perspective, 367–368 Human resource planning (HRP) labor demand and, 292 labor supply and, 294 Human resources (HR), 406 environment of, 285–291, 311 globalization and, 286, 311 interview guidelines for, 289 legislation and, 286–287, 311 management for, 284–285 strategies of, 221 tactics of, 291 unions and, 289–291 workforce diversity and, 285–286 Human resources management process, 292 compensation and, 307–309 employee assistance and, 315 employee training and, 301–302 overview of, 291 performance appraisal and, 304–306 staffing process and, 294–296, 297–300 Human resources manager, 26–27 Humer, Franz, 293 Humphrys, Bruce, 64–65 Hunsaker, P L., 422n Hunsberger, B., 379n Hyatt, J., 231n Hymowitz, C., 99n I Iacocca, Lee, 113, 350 IBM, 42, 52, 55, 92, 93, 112, 116, 123–124, 141, 172, 192, 208, 213, 237, 244, 260, 318–319, 332, 340, 350, 418 Ihiwan, M., 6n Ikea, 30, 42, 43 Illusion of control, 178 Immunex Corporation, 447 Implementation authority and, 154 of decision making, 175 feedback mechanism and, 155 for formal planning, 152–158 guidelines for, 135 means of, 154–155 persuasion and, 154–155 planning and, 159–160 Independence Air, 206 Individualism, 46, 75–76 career mobility and, 62 high v low, 48 Industry environment, 204–205 Influence, power and, 359 Influence skills, 351 Informal communication cliques and, 428–429 grapevine as, 428 MBWA, 428 Informational roles of managers, 11 Information richness, 422–423 Information technology (IT), 389, 409 Initiating structure, 353 Inland Steel, 337 InnoCentive Inc., 142, 143, 251 Innovation, 213, 293 capability for, 248 cash/recognition for, 248–249 corporate, 221 culture for, 248 customer orientation for, 249 cut losses and, 249 definition of, 245 entrepreneurship and, 233–234, 245–249 importance of, 246 on internet, 251 process of, 246–247 Innovation, of team, 386 Inoue, K., 3n Inputs, 23, 446, 448–449 in equity theory, 371 inventory, 49 in JIT system, 459 MRP, 448 Intangible organization, 25 Intangible resources, 208 Integrating conflict management style, 401 Integration manager, 267 Intel, 12, 113, 191–192, 207, 208, 211, 233, 242, 275–276, 332 Intent, strategic, 211–212 Interdependence, of team pooled/sequential, 395 reciprocal, 396 types of, 396 Internal environment, resource-based view of, 207 Internal equity, 308, 312 Internal forces for change, 117–118 Internal locus of control, 235 International business changing pattern of, 36 consumer preferences and, 41 country choice and, 49–50 cross-cultural management and, 42–44 cultural environment and, 46–49, 65 demographics changing of, 38–39 economic environment and, 45–46, 65 entry mode for, 52–56 entry strategy for, 49–52 entry timing for, 50–51 environment of, 36–44 ethics/social responsibility and, 62–65 general environment for, 44–45, 64 integrated economic markets and, 40–41 involvement scale and, 52 legal systems and, 45, 64–65 lower trade barriers for, 39 major factors influencing, 44–49 management of, 56–62 Playmobil as, 34–35 political/economic/legal risk of, 44 production and, 41 technological innovations and, 41–42 U.S domination of, 36–37 world output/world trade picture of, 36–38 International communication, 427 International managers approaches for, 56–58 career development of, 61 communication breakdown and, 60 compensation for, 61–62 ethics/social responsibility of, 62–63 failure of, 58, 59 selection of, 58–59 statistics for, 58 training for, 60–61 International Organization for Standardization (ISO), 456 International strategy, 217 Internet broadband communications linked to, 414 employee blogs and, 438–439 Facebook, 468 for international communication, 427 social networking tools of, 427 Internships, 299 Interpersonal roles of managers, 11 Interpersonal skills, of SMT, 388 Interviews, 298 common problems with, 300 manager skills for, 299 Intrapreneurship, 244 Introduction, in presentation, 430 Intuit, 203 Intuit QuickBase, 152 Inventory, reordering systems for, 449 iPad, 194, 223 INDEX iPhone, 113, 223, 234, 271, 467 iPod, 113, 194–195 Ishikawa charts See Cause-and-effect diagrams ISO See International Organization for Standardization IT See Information technology ITT, 263 iTunes, 113 Iverson, Allen, 398 J J Bildner & Sons Inc., 243 Jackson, Jason, 162 Jacobs, K., 332n Jaffe-Gill, E., 257n Jago, A G., 182n Janssen, Jennifer, 295 Jap, S., 43n Japan, international business and, 51–52 JetBlue Airways, 235, 414 JIT See Just-in-time systems Job Accommodation Network, 330 Job analysis, 294–295 Job-based unionism, 290 Job description, 295 Job evaluation, 308 Job performance, 296 Job preview, 295 Job relatedness, 288 Job rotation, 303 Jobs, Steve, 113, 233, 234, 243, 246, 359, 360, 467 Job specification, 294 Jockey International, 63 Johnson Controls, 112 Johnson & Johnson, 5, 79, 80, 262, 279 JOIN See Joint Initiative on Corporate Accountability and Worker Rights Joint Initiative on Corporate Accountability and Worker Rights (JOIN), 63 Joint ventures, 54–55 Jones, A., 378n Jones, G R., 364n Juran, Joseph M., 16 Justice, ethics and, 77 Justice Department, 351 Just-in-time (JIT) systems, for quality management drawback of, 460 kanban, 459–460 K Kabo, F W., 213n Kahneman, D., 295n Kaisha Senshi, 110 Kaizen (continuous improvement), 459 implementation of, 458 maintenance step in, 457 waste reduction by, 458 Kalu, S E., 199n Kanban, 459–460 Kanetsar, R., 377n Kaplan, D A., 377n Kapsa, D., 140n Katzenbach, J R., 385n Kauffman Foundation, 233, 242 Kaufman, L., 445n Kavilanz, P., 191n Kelleher, Herb, 112, 113, 233 Kelley, Mary, 158–159, 223–224 Kellogg, 40, 154 Kennedy, John F., 350 Kentucky Fried Chicken (KFC), 50, 188, 233, 280 Kerley, Richard, 378 KFC See Kentucky Fried Chicken Khurallah, D R., 377n Kiger, P J., 295n Kikuchi, M., 328n Kirkpatrick, D., 350n Kirwan, B., 140n Kjerulf, A., 295n Klehe, Christine, 297n Klepper, K., 439n Kluger, J., 163n Kmart, 207 Knight, Bob, 354 Knowledge workers, communication process and, 416 Koch, Jim, 230, 235, 247 Kodak, 137, 138, 157, 205, 206, 386 Kolko, J., 202n Konig, C J., 297n Kontogiannis, T., 140n Kotter, J P., 81n Kranthammer, C., 32n Kranz, G., 434n Kristoff, Nicholas, 167n Kuratko, D F., 236n, 241n, 252n L L A Nicola, 251–252 Labich, K., 394n Labor contract, 290 Labor demand, 292 Labor division, 13 Labor supply, 294 Laissez-faire leadership style, 354 Landler, Mark, 35n Landrum-Griffin Act (1959), 290 Lang, S., 334n Langbein, L., 314n Latif, L., 468n Lavelle, L., 377n Law, ethics v., 74 Law of effect, 363 Lay, Kenneth, 82 Leader, 11, 355–357, 392–393 Leader-member exchange, leaders/followers relationships, 361–362 Leader-member relations, 355 Leaders, followers relationship with, 361–362 Leadership, 348–379 contemporary issues of, 357–362 effective, 350–352 emotional intelligence and, 361 as entrepreneur skill, 237 as group decision making style, 182–183 laissez-faire, 354 Machiavellian, 12, 13 management vs., 351 motivation and, 362–372 power and, 351–352 practices associated with, 352 strategic, 218 vision and, 351 Leadership and the New Science (Wheatley), 248 Leadership issues, contemporary, 357–362 attribution theory, 358 charismatic leadership, 358–359 leader-member exchange, 361–362 leadership, emotional intelligence and, 361 leadership substitute view, 358 postheroic leadership perspective, 361 self-leadership, 361 transformational vs transactional leadership, 359–361 Leadership style, 354 Leadership substitute view, 358 Leadership theories, 353–357 behavioral theory, 353 contingency theory, 354–357 leadership style, 354 trait theory, 353 Learning organization, 24 519 Lee, C., 109 Legal risk, 44 Legislation, 286–287, 311 Legitimate power, 352 Lei, D., 273n Lengel, Robert H., 422 Leo, Pamela, 202 Leonard, D., 162n Leonhardt, D., 191n Lester, Bill, 283 Levering, R., 377n Levine, J., 202n Levi Strauss, 41, 90, 385 Levy, Steven, 167n Lewin, Kurt, 120 Lewis, M., 378n Li, Charlene, 439 Liaison, 11, 267 Liana, Joe, 171 Licensing, 54 Likierman, A., 101n Limbaugh, Rush, 94 Lincoln Electric, 12 Lindenauer, P., 68n Lindsay, N., 232n Line authority, 258 Linebaugh, K., 3n Line managers, 258 Lippie, Jim, 409 Listening skills, 416, 433–435 Load chart, 450 Logel, C., 328n Long-term orientation, 46 L’Oreal, 94 Low-wage workers, motivation of, 378–379 Loyd, L., 447n Lubell, Michael, 31 Lubin, Charles, 275 Lundwall, B A., 213n Lustgarten, A., 68n Lyons, D., 468n M Machiavelli, Niccolò, 12 Machiavellian leadership, 12, 13 Macif, 343 Macintosh, 113, 141 MacMillan, D., 31n Mahoney, J., 273n Mail One Corporation, 114 Maintenance, improvement, by Kaizen, 457 Make-buy analysis, 447 Malakis, S., 140n Management characteristics of effective, cross-cultural, 42–44 ethical decision-making skills of, 75 of ethics, 81–84 four functions of, 9–10 intangible organization for, 25 of international business, 56–62 leadership in, 348–379 leadership vs., 351 modular organization for, 25 in new millennium, 4–8 for organizational change, 116–120 proactive, 185 quality philosophy and, 455 reactive, 185 stakeholder analyzing of, 75 of stockholders, 94–96 of teamwork rewards, 411 Management by objectives (MBO), 147, 148, 258, 363 Management by wandering around (MBWA), 428 Management control, 461–464 520 INDEX Management of change, Management skills, influence/delegation/ flexibility/motivational, 351 Management strategy, early ideas about, 12–13 Management thought administrative perspective on, 19–20 behavioral perspective on, 20–22 bureaucratic perspective on, 18–19 contemporary perspective on, 22–24 evolution of, 12 historical background of, 12–14 operational perspective on, 14–18 Managerial grid, 353–354 Managers See also International managers accounting/financial, 26 brand, 268 decisional roles of, 11–12 diversity and, 321 effective, 373 ethics and, 79 general/operations, 26 human resources, 26–27 informational roles of, 11 integration, 267 interpersonal roles of, 11 interviewing skills and, 299 line, 258 listening skills of, 435 marketing/communications, 27 meetings of, 423 planning and, 157–158 product, 267 project, 267 responsibility management and, 257 role of, 10–12 staff, 258 strategic/tactical/operational, strategic thinking of, 219 successful characteristics of, time management/delegation skills of, 168 time management practices and, 186 Mandel, M., 32n, 377n Mandela, Nelson, 353 Mark, J., 192n Marketing manager, 27 Marks & Spencer, 207, 210 Marren, P B., 140n Marriott, 338 Martin-Herran, G., 227n Marvel Enterprises, 188 Mary Kay Cosmetics, 112 Masculinity, 46, 47 Maslow, Abraham, 21, 365, 368 Maslow’s hierarchy of needs, 365–367 esteem needs, 366 physiological needs, 365 safety/security needs, 365 self-actualization, 366 social needs, 366 Massachusetts General Hospital, 389 MasterCard, 196–197 Material requirements planning (MRP), 16, 448 Mathews, C., 191n Matlack, C., 343n Matrix organizational structure, 264–265 Matsushita Electric, 53, 54, 81, 208 Mattel, 42, 203–204, 213 Matthew, F., 39 May, Ken, 308 Maynard, R., 379n Mayo, Elton, 20 Mayo Clinic, 213 Maytag, 217 MBO See Management by objectives MBWA See Management by wandering around McCanse, Anne Adams, 354 McClelland, David, 367, 368 McClelland’s needs, 367 need for achievement, 367 need for affiliation, 367 need for power, 367 McConnon, A., 427n McCullough, E C., 308n McCune, J C., 428n McDonald’s, 41, 44, 52, 54, 63, 92, 95, 201, 203, 245, 270, 280, 316 McGinn, D., 411n McGregor, Douglas, 22, 22n, 368 McGregor, J., 376n McKee, A., 182n McKee, Jake, 143 McKinney, E., 241n McKinnon, R., 31n McKinsey & Co., 218 McKinsey-General Electric Portfolio Analysis Matrix, 214 McLaughlin, Andrew, 167 McLean, G N., 297n McNerney, James, 279 Mechanistic organizations, 268, 269–270 Medtek, 155 Medtronic, 112 Meetings agenda for, 423 corporate/business-unit, 423 plan of action and, 423 productive, managing of, 423 staff, 423 task force, 423 team, 423 Megginson, W., 241n Mehta, S M., 360n Meir, Golden, 353 Melnyk, S., 452n Memos, 424 Mendoza, S A., 328n Menefee, Amy, 189n Mental revolution, 14 Mentoring, 303 de la Merced, M., 255n Merck, 68, 89, 96, 191, 339, 358 Mercosur, 41 Merger, 216–217, 273–274 Merrill, R., 257n Merrill Lynch, 117, 322, 344, 376 Metamorphosis stage of socialization, 110 MetLife, 343 Mexico, international business and, 51 Michelli, J., 128n Micron Technology, 208 Microsoft, 5, 23, 38, 52, 93, 112, 166–167, 168, 187, 199, 203, 208, 211, 226, 233, 237, 241, 242, 249, 376, 386, 395, 425, 438–439, 468 Midas, 245 Midvale Steel Company, 14 Mighton, Mark, 377 Miller, Bob, Milo, M., 105n Mini Maid Inc., 378 Mini-multinationals, 37 Mintzberg, Henry, 10 Mission, strategic, 211–212 Mitarai, Fujio, 215 Mitchell, M A., 109 Mitsui-General Electric, 55 Mobil, 388 Modular organization, 25 Mohr, A., 140n Molyneux, J., 383n Money, as motivation, 376 Mongiol, F T., Jr., 293n Monitoring, in conversion process, 452–453 acceptance sampling, 452 statistical process control, 452 Monoculture, 324 Montclair Company, 135 Moody’s Investor Services, 44 Moore, Dave, 247–249 Morgan Stanley, 7, 38, 344 Morris, B., 293n Morris Air, 235 Morristown Motors, 294 Morse, J., 394n Moskowitz, M., 377n Motivation, 21–22, 362–372 commitment and, 372 commitment/work associations with, 372 goal-setting theory, 362–363 human relations perspective, 367–368 of low-wage workers, 378–379 money and, 376 need theories, 365–367 people’s perceptions, role of, 370–372 reinforcement theory, 363–365 skills for, 351 work design theories, 368–370 Motivators, 368 Motorola, 17, 38, 52, 137, 207, 216, 386 Mouawad, J., 255n, 445n Mouton, J S., 353n, 354n Moving budget, 151 MRP See Material requirements planning Mulcahy, Anne, 350 Mullaby, Allan, 196 Mullaney, C A., 302n N NAFTA See North American Free Trade Act Nalgen, 153 Narpovich, A., 134n NASA See National Aeronautics and Space Administration Nasser, Jacques A., 196 National Aeronautics and Space Administration (NASA), 153, 162–163, 264, 343, 349 National Broadcasting Company (NBC), 244 National Education Association (NEA), 94 National Institute of Standards and Technology (NIST), 399 National Labor Relations Board (NLRB), 290 National Organization for Women (NOW), 94 National Starch & Chemical, 343 Naughton, N., 3n Naval Publications and Forms Center, 391 Navistar International, 123 Navran, F., 85n NBC See National Broadcasting Company NEA See National Education Association Needleman, David, 235 Needleman, S., 5n Needs assessment, 301 Need theories Alderfer’s ERG theory, 367 Maslow’s hierarchy of needs, 365–367 McClelland’s needs, 367 Negative reinforcement, 363 Negotiation skills, 235–236, 384 commonalities/differences emphasis, 407 mistakes of, 405 needs/objectives of other party, 406 negotiation preparation, 405 for pay raise, 404 relationship building, 407 solution search, 407 win-lose style, 404–405 win-win style, 403–404 Negotiator, 11 Nestlé, 94, 208 INDEX Netflix, 218 Netscape Communication Corp., 203 Network business, 237 personal, 236 skills of, 237 Neuman, C., 213n New Belgium Brewing Company, 100, 124 New Jersey Bell Telephone Company, 23 New Jersey State Police, 329 NGT See Nominal group technique Nicola, Larry, 251–252 Niederman, F., 423n Nissan Motor, 49, 197 NIST See National Institute of Standards and Technology Nixon, Richard, 178 NLRB See National Labor Relations Board Nocera, Joe, 195n Noise, 418, 419 Nokia, 38, 208, 216 Nominal group technique (NGT), 183–184 Nonconforming high performer, 397–399 Nonprogrammed decision making, 168 Nonverbal communication skills, 416, 431–433 body movements/gestures, 432 eye contact, 432 facial expressions, 432 physical distance and, 432–433 tone of voice and, 433 touch, 432 Nordstrom, 260 Norming stage, of team development, 390–391 Norms, of teams, 394–395 North American Free Trade Act (NAFTA), 40–41 Northrop Grumman, 343 Northwest Banks, 273–274 NOW See National Organization for Women Nucor, 259 Nuttavuthisit, K., 199n O Oak Industries, 140 Obama, Barack, 326 Objectives, for planning, 135, 145–148, 158–159 Obliging conflict management style, 401 O’Connor, M., 7n Office romance, 86 Off-the-job training, 301 Oh, A., 30n Ohio State Highway Patrol, 323 Ohnsman, A., 3n OJT See On-the-job training O’Keefe, E., 283n “Old boys’ network,” 334 Older population, business implications of, 202 Olympic Commission, 62 O’Neill, J., 163n One-way communications, feedback, lack of, 418 Onifade, A., 7n Onstor Inc., On-the-job training (OJT), 301, 302 Oosterwal, D., 199n Open communication, 428 Open systems, 23 Operating manager, 26 Operational action plan, 151–152 Operational decisions, 171 Operational managers, Operational perspective, 14–16 Operations and Cost (Harris), 16 Operations management, 444–461 conversion process, 446, 449–453 facilities, 448 inputs in, 446, 448–449 outputs, 446, 453 planning in, 446–448 process decisions, 448 quality management in, 454–461 service, 453 Opportunistic planning, 145 Optimizing, 175 Oracle, 42, 356, 376 Order review/release (ORR) activity, 453 Ordonez, L., 101n Organic organization, 268, 270 Organizational change, 106 coercion and, 123 employee involvement and, 123 force-field analysis and, 121–122 forces for, 117–118 implementing, 122 introduction tactics for, 122–123 Lewin’s three step model for, 121 managing of, 116–120 mechanisms to deal with, 156–157 models of, 120–123 negotiation and, 123 political dynamics of, 156–157 resistance to, 118–119, 157 top management support and, 123 transition control and, 157 types of, 116–117 Organizational chart, 258–259 Organizational communication diverse channels of, 416–417 downward, 420 horizontal, 420–421 patterns of, 420 upward, 420 Organizational communication management, 422–429 face-to-face communication, 423 informal communication, 428 information richness in, 422–423 written communication, 424 Organizational control system planning and, 156 strategic management and, 219 Organizational culture, 268 as business tool, 109 characteristics/types of, 114–116 core values and, 108 employee involvement, 115 employee self-management and, 108–109 espoused value and, 107 heroes/stories/language/leadership for, 113 importance of, 108 key effects of, 109 national v., 115 negative aspects of, 111 organization strategy implementation and, 111 policies/decision making and, 113–114 process management of, 111–112 rituals/ceremonies for, 112 socialization and, 110–111 stability and, 109–110 symbols for, 112 traditional control, 115 as visible culture, 106 Organizational problem solving, 155–156 Organizational structures authority/responsibility/accountability and, 256–258 centralization/decentralization of, 259–260 control span and, 259 coordination mechanisms and, 265–268 departmentalization and, 260 divisional approach to, 261–262 formalization and, 260 functional structure of, 261 horizontal dimension of, 260–265 matrix approach to, 264–265 strategic management and, 219–220 understanding of, 256 521 unity of command and, 256 vertical dimension of, 256–260 Organization design, 268–274 acquisition and, 274 boundaryless, 268 divestiture and, 274 downsizing and, 274 functionality of, 273 mechanistic, 268, 269–270 merger and, 273–274 organic, 268, 270 redesigning of, 273–274 strategic factors for, 269 working environments from, 272 Organization politics, 176–177 Organizing, 10, 256 Orientation, 300 ORR See Order review/release Orr, J., 171n Osborne, Jon, 376 Outcome appraisal instruments, 306 Outcomes in equity theory, 371 strategic management and, 222–223 Out of the Crisis (Deming), 16, 18 Outputs, 23, 446, 453, 465 Outsourcing, 6, 67 of call center jobs, 414–415 P Pachikov, Stepan, 42 Pachter, B., 440n Palm, Inc., 216 Palmatier, R W., 43n Palmer, A J., 43n Palmeri, C., 213n Palmisano, Sam, 318 Palo Alto Research Center (PARC), 244 ParaGraph International, 42 Parallel team grievance committee, 389 problem-solving team and, 389 safety team, 389 selection committee, 389 special-purpose/suggestion/safety team, 389 suggestion team, 389 PARC See Palo Alto Research Center Pareto analysis, 452 Partial productivity, 453 Partido Revolucionario Institucional (PRI), 290 Partnership, 239–241 Passive-aggressive communication, 430 Passive communication, 430 Path-goal theory achievement-oriented leader, 357 directive leader, 355–356 participative leader, 356–357 personal characteristics, of follower and, 357 situational context, 357 supportive leader, 356 Pay incentives, 307 PDCA cycle, in quality management approach, 455 Pekow, P., 68n Penske, People for the Ethical Treatment of Animals (PETA), 94 People’s perceptions equity theory, 371 expectancy theory and, 370–371 Pepsi-Co Inc., 45, 113, 137, 200, 262, 280 Perception barrier prejudgment, 419 selective perception and, 419 Performance appraisal, 85, 304–306 feedback skills for, 305 judgment approaches to, 305–306 measurement approaches to, 306–307 522 INDEX Performance measurement, 462 Performance-outcome (reward) relationship, 371 Performing stage, of team development, 391 Personal ethics, 83, 85 Personal network, 236 PERT See Program evaluation and review technique network PETA See People for the Ethical Treatment of Animals Peters, M., 240n Pfeiffer, Eckhard, 349–350 Pfizer, 68, 136 Phillip Morris, 89 Photon Dynamics, 348–349 Physical distance, nonverbal communication and, 432–433 Physiological needs, 365 Pieffer, J., 387n Pierpont Stores, 221 Pillsbury, 275 Piluso, J., 140n Pioneering costs, 50 Pitney Bowes, 343 Piturro, M., 376n Pizza Hut, 280 Planning, 10, 134 actions and, 135, 159 benefits of, 135–140 core competencies as, 135 formal/opportunistic, 145 good v bad, 144 implementation and, 159 individual success and, 148 key elements to, 134 keys for successful, 143–144 managers and, 157–158 objectives and, 135, 145–148, 158–159 in operations management, strategic, 446–448 organizational control systems and, 156 pitfalls of, 140–142 resource allocation and, 135, 150 teamwork and, 154 Planning, successful adaptation and, 143–144 analysis paralysis avoidance and, 144 decentralizing powers and, 143 manageable issues and, 144 numerical/judgmental methods for, 143 Planning benefits adequate resource availability ensured by, 137 direction/purpose development as, 136 efforts coordination as, 136–137 external force assessment for, 136 implementation guidelines for, 135 management development as, 138 organizational control systems support as, 138 organization factors influence as, 136 participation encouragement and, 136 performance standards establishment and, 137–139 priority establishment as, 137 success/failure understanding contribution as, 137 time horizons and, 137 “what if” scenarios development and, 138, 139–140 Planning pitfalls bureaucratization as, 141 objective/process inflexible adherence as, 141–142 plans imposed from above as, 141 poor forecasts of future conditions as, 140–141 as self-contained activity, 141 Plan of action meetings and, 423 operational, 151–152 strategic, 149 tactical, 150–151 Playmobil, 34–35, 36 Polaris, 451 Polaroid, 205 Policy, 153 Political risk, 44 Polycentric approach, 56 Pooled interdependence, 395 Population trends, 38–39 Porter, Michael, 205, 210 Portfolio analysis, 214, 215 Position power, 355 Positive reinforcement, 363 Pospero, Michael, 189n Post, Denny Marie, 188–189 Postheroic leadership perspective, 361 Power, leadership and, 351–352 coercive power, 351 expert power, 352 influence and, 359 legitimate power, 352 referent power, 352 reward power, 352 Power distance, 46, 47 Power need, 367 Pratt & Whitney, 137 Prearrival stage of socialization, 110 Prejudgment, 419 Prejudice, 327 Presentation, 436 introduction/body/conclusion in, 430 visual aids in, 431 Presentation skills, 416 guidelines for, 430–431 suggestions for, 431 PRI See Partido Revolucionario Institucional Price Waterhouse Coopers, 240, 326 The Prince (Machiavelli), 13 Principal Financial, 343 Proactive management, 185 Proactive strategy, 95–96 Problem solving, organizational, 155–156 Problem solving conflict management style, 402 Problem solving team, 266, 389 Procedural justice, 77 Process capability measures, 452 Process decisions, in operations management, 448 Process flow analysis, 452 Process layout, 451 Process reengineering, 460 Process team See Self-managed team Procter & Gamble, 6, 38, 116, 142, 213, 220, 247, 251, 262, 343 Product approach, 261 Production-oriented behaviors, 353 Production process quality and, 456 six-sigma philosophy and, 456 Productive meetings, management of, 423 Productivity, team and, 385 Product layout, 451 Product managers, 267 Profit-sharing, 266 Program evaluation and review technique (PERT) network, 451 Programmed decision, 168 Project manager, 267 Project team, 388–389 Proprietorship, 239, 251–252 Protected class, 287 Psychological states, 369 Public offerings, 242 Punishment, 365 Pure Digital Technologies, 104 Q Qualitative data, 462 Quality circles, 456 Quality gap, 456 Quality improvements, of teams, 385 Quality Inn, 245 Quality Is Free (Crosby), 16 Quality management, 16–18 approach, 454–456 customer driven, 454 employee empowerment and, 455 ERP, 460 JIT systems, 459–460 Kaizen and, 457–458 process reengineering, 460 Quality management approach, 454–456 customers, TQM and, 456 employees and, 456 management, quality philosophy and, 455 PDCA cycle/Deming Wheel, 455 production process and, 456 suppliers and, 456 TQM, 455 Quality philosophy, 455 Quantitative data, 462 Quantitative management, 15–16 Quinn, J., 127n Qwest, 86–87 R Racanelli, V J., 320n Radio Shack, 4, 245 Rainforest Action Network (RAN), 94 Raisanen, M., 428n Raj Communications, 108 RAN See Rainforest Action Network RAND Corporation, 184 Rapid-response team, 382–384, 406 Rappaport, C., 171n Rauch, Doug, 175 Raven, B., 351n RCA, 54 RCAI See Research by the Center for Academic Integrity Reactive management, 185 Reagan, Ronald, 181, 350 Realistic Orientation Programs for New Employee Stress (ROPES), 300 Rebates, 227 Receiver, 417, 419 Reciprocal interdependence, 396 Recruitment, 294–295 Red Bull, 200 Red Cross, 78 Reductionism, 23 Referent power, 352 Reh, J., 11n Reilly, D., 63n Reinforcement consequences of, 364 negative, 363 positive, 363 Reinforcement theory, 363–365 extinction, 365 negative reinforcement, 363 positive reinforcement, 363 punishment, 365 Relationship-building role, of team member, 392 Relationship-oriented leadership, 355 Relative judgments, 305 Reliability, 296 Religious diversity, 333 Renault, 41, 49, 68–69 Reordering systems, for inventory, fixed-point/fixed-interval, 449 INDEX Research by the Center for Academic Integrity (RCAI), 30 Research in Motion, Ltd (RIM), 216 Resistance to change communication/education and, 122–123 perspective/goal and, 119 self-interest as, 118–119 sources of, 118 trust/understanding lack as, 119 uncertainty as, 119 value traditions and, 119–120 Resource allocation, 11, 135, 159 Resourced-based view, of internal environment, 207 Resources, 208–209 Responsibility, 256–257, 337 Resume skills, 120 Reward power, 352 Reynolds, R J., 89 Rifkin, G., 177n Rights approach to ethics, 76–77 RIM See Research in Motion, Ltd Riner, R N., 308n Risk, 169 RJR Nabisco, 91 Robbins, S P., 268n, 422n Roberts, D., 43n Roberts, S., 344n Rodgers, M., 232n Roethlisberger, Fritz, 20 Roha, R R., 252n Role modeling, 361 Rolex, 218 Rolls Royce, 50, 137, 207 Roosevelt, Franklin Delano, 353 ROPES See Realistic Orientation Programs for New Employee Stress Rosenbloom, S., 191n Roth, Anne, 406 Rothberg, M., 68n Rowley, I., 343n Rowntree, 208 Rowold, J., 358n, 360n Rubbermaid, 200 Ruutel, Arnold, 38 S S C Johnson & Son, 339, 428 Saavedra, Abelardo, 314 Saekel, Karola, 74n Safety/security needs, 365 Safety team, 389 Safeway, 197 SAIC Motor Corp., 271 Sains, A., 43n Sales Operations, 377 Salomon Smith Barney, 344 Saltzman, Jeff, 316 Samsung Electronics, 208, 216 Samuel Adams Boston Lager, 230 Sanchez, R., 273n Sanders, Harland, 233 Sandoval, Christian, 322 Saporito, B., 3n Sara Lee, 63, 275 Sarbanes-Oxley Act, 82, 219 Satisficing, 175 Saturn, 95, 119, 264, 323, 388, 393 Sauer, P., 423n Scanning, 200 Schauer, Andrea, 34–35 Schering-Plough, 323 Schlangenstein, M., 255n Schlender, B., 350n Schlumberger, 42 Schrage, E., 99n Schwab, Charles, 427 Schwartz, B., 101n Schweitzer, M., 101n Scientific Atlanta, 104 Scientific management, 14–15 Scientific Methods, Inc., 354 Scott, C., 293n Scott Learning Company, 449 Scottsdale Company, 274 Seagate Technology, 390 Seagram, 180, 214 SEC See Securities and Exchange Commission Securities and Exchange Commission (SEC), 7, 351, 378 Segal, J., 257n Segal, R., 257n Segmented communication, 324 Selection committee, 389 Selection tools, 297, 298 Selective perception, 419 Self-actualization, 366 Self-leadership, 361 Self-managed team (SMT), 373, 387–388, 393 Self-management opposition, 397 Semaphore Communications, 244 Sender, 417, 418 Seneca Foods, 275 Seniority, 288 Sephora perfume store, 451 Sequential interdependence, 395 Sequins International, 113 Servant leadership, 458 Serve, A., 99n ServiceMaster, 378 Service operations management, 453 Serwer, A., 236n Sexual harassment, 288, 335 Shaklee, 140 Shambora, J., 279n Shane, S., 232n Shannon, E., 39 Shannon, J Susan, 39 Sharpe, F., 379n Shellenberger, S., 5n, 316n Sherman Act, 203 Shewhart, Walter A., 16 Shirouzu, N., 3n Shook, D., 447n Shortcomings, identification of, 462 Short-term orientation, 46 SHRM See Society for Human Resource Management SHRP See Strategic HR planning Siebel, Thomas M., 356 Siebel Systems Inc., 354 Siemens, 216 Silicon Graphics, 321, 376 Silver Springs Gardens, 448 Simmons, A., 431n Simon, Herbert, 179 Simon-Pierre, S., 227n Sinclair, A., 397n Singer, J., 140n Single-use plans, standing plans v., 153–154 Sirota Survey Intelligence, 316 Situational context, 357 Six-sigma philosophy, 456 Skills inventory, 294 Slater, D, 101n Sleep Garden, Inc., 158–159, 223–224 Slevin, Martin, Sloan, Alfred, 350 Small business, entrepreneur v., 233 SMECO, 111 Smiley emoticon, in e-mail, 426–427 Smisek, Jeffrey A., 254 Smith, Adam, 12, 13, 18, 75 Smith, D K., 385n Smith, G., 65n, 343n Smith, M., 257n Smith-Hams, Denise, 293 SMT See Self-managed team Snapple, 179 Socialization, 110–111 Social needs, 366 Social networking tools, 427 Social responsibility, 99, 100 benefits of, 88–89, 90 costs of, 89–90 ethics and, 88–90 of international managers, 62–63 of stakeholders, 96 Social Security Administration, 169, 425 Society for Human Resource Management (SHRM), 333 Soldiering, 14 Solitto, Vincent, 348–349 Sony, 41, 49, 53, 54, 207, 208, 260 SOP See Standard operating procedure Southwest Airlines, 112, 113, 139, 217, 233, 235, 386 Span of control, 259 Sparks, D., 377n Specialization of labor, 18 Special-service team, 389 Speed, of team, 386 Spencer, S., 328n Spin-off, 244 Spitzer, Eliot, Spors, K., 100n Sprint, 332 Srinivasan, J., 213n St Paul Companies, 79 Staff authority, 258 Staffing Industry Analysts, 376 Staffing process, 294–296, 297–300 orientation and, 300 recruitment as, 294–295 selection as, 296 selection tools and, 297 Staff managers, 258 Staff meetings, 423 Stakeholders, 91–94, 222 categories of, 92 community as, 93 competitors as, 93 customers as, 93 employees as, 92 government as, 92–93 management of, 94–96 owners as, 92 social activist groups as, 94 social responsibility of, 96 Stakeholders management, 94–96 accommodation strategy for, 95 confrontation strategy for, 95 damage control strategy for, 95 proactive strategy for, 95–96 Standard and Poor’s Rating Group, 44 Standard operating procedure (SOP), 153 Standards, establishment of, 461 Standing plans, single-use plans v., 153–154 Starbucks, 49, 90, 93, 99, 376 StarKist, 94 Statistical process control tools cause-and-effect diagrams, 452 check sheets, 452 control charts, 452, 463 Pareto analysis, 452 process capability measures, 452 process flow analysis, 452 Stearns, Robert, 349 Steckler, D E., 308n 523 524 INDEX Steelcase, 213 Steingraber, Fred, 87 Stereotype, 327–328 Sterilite, 200 Stern, J., 377n Steverman, B., 6n, 65n, 68n Storming stage, of team development, 390 Storyboarding, 183 Strategic action plan, 149 Strategic alliances, 55–56 Strategic compensation, 307 Strategic decisions, 170 Strategic HR planning (SHRP), 291 Strategic intent, 211–212 Strategic leadership, 218 Strategic management business-level strategy and, 217–218 capability analyzing from, 209–211 competitiveness of, 196–197 components of, 197 cooperative strategies and, 220 diversification strategy and, 214, 216 external analysis components and, 200–201 external analysis scope and, 201–207 external environments and, 198 industry collapse and, 202 internal environments and, 198, 207–208 organizational controls and, 219 organizational structures and, 219–220 outcomes and, 222–223 resource types and, 208–209 strategic intent/mission and, 211–212 strategy formulation and, 213–218 strategy implementation and, 218–221 sustainability and, 196 teamwork and, 220 Strategic managers, Strategic meeting, 266 Strategic mission, 211–212 Strategic planning, 446–448 Strategizing, 10 Strategy formulation, 213–218 at corporate-level, 213–214 innovation as, 213 portfolio analysis and, 214 Strategy implementation, 218–221 Strengths-weaknesses-opportunities-threats analysis (SWOT), 198, 199, 219 Stringer, Howard, 260 Structured observation, 10 Subjective, in effort-performance relationship, 370 Subjective data, 462 Subsystems, 23 Subway, 201, 245 Suggestion team, 390 Sullivan, L., 162n Sunk-cost trap, 178 Sun Microsystems, 122, 241, 376, 428 Sun Tzu, 12 Supervisors, insecure, 397 Suppliers ISO and, 456 JIT inventory system and, 459 quality and, 456 Supportive leader, 356 Suprel Group, 146 Swainson, John, Swearingen, J., 427n Swinburn, Peter, 372–373 Swinton, L., 422n SWOT See Strengths-weaknesses-opportunitiesthreats analysis Synergy, 23, 384 Syntax-Brillian, 349 Systems approach, 22–23 T Taco Bell, 41, 245, 280, 316 Tactical action plan, 150–151 Tactical decisions, 170 Tactical managers, Taft-Hartley Act (1947), 290 Taleb, Nassim Nicolas, 139 Talking from to (Tannen), 335 Tan, B., 109 Tandem Computers, 112 Tangible resources, 207 Tannen, Deborah, 335 Target, 207, 227, 465–466 Tasci, A D A., 134n Task-facilitating role, of team member, 392 Task force, 266 Task force meetings, 423, 465 Task-oriented leadership, 355 Task structure, 355 Tata Consultancy Services Ltd., Tata Group, 42 Tatge, M., 279n Taylor, A., 91n Taylor, Frederick Winslow, 14 Team(s) behavioral dimensions of, 393–397 benefits of, 384–386 coordination of, 267 cross-disciplinary, cross-functional, leader of, 392–393 meetings, 423 problem-solving, 266 rapid-response, 382–384 size of, 394 synergy for, 384 Whole Foods Inc approach of, 410–411 work group vs., 384–385 Team development stages adjourning stage of, 391 forming stage, 390 norming stage of, 390–391 performing stage of, 391 storming stage of, 390 Team management skills conflict management, 384, 400–403 for difficult members, 384 negotiation, 384 Team members energized, 401 relationship-building role of, 392 task-facilitating role of, 392 Team performance employee diversity and, 323 team development stages and, 390–391 team leader role and, 392–393 team member roles in, 391–392 Team performance problems dysfunctional team conflict, 397 free riders, 397–398 groupthink, 397 nonconforming high performer, 397–399 self-management opposition, 397 supervisors, insecure, 397 teamwork rewards, lack of, 397, 399 Teams, behavioral dimensions of cohesiveness, 393–394 competitive behaviors, 395 cooperation, 395 interdependence, 395–396 norms, 394–395 teamwork encouragement, 409–410 trust, 396–397 Teams, benefits of costs/productivity, 385 innovation, 386 quality improvements, 385 speed, 386 Teams, types of parallel team, 389 project team, 388–389 SMT, 373, 387–388, 393 virtual team, 389–390 Teamsters Union, 92, 95 Teamwork, employee diversity and, 325 entrepreneurship and, 241 group decision making and, 182 planning and, 154 reward lack of, 397, 399 reward management of, 411 strategic management and, 220 Technical skills, of SMT, 388 Technological innovations communications and, 42 international business and, 41–42 TelePresence, 104 Tenet Healthcare Corporation, 148, 382–384, 406 Texas Instruments, 55 Thatcher, Margaret, 353 Theory X, 22, 368 Theory Y, 22, 368 Thill, J., 439n Thilmany, Jean, 65n Third-country nationals, 58 Thomas, Clarence, 117 Thomas, K W., 403n Thompson, L., 385n Thomson, Todd S., 435–436 Thorndike, Edward, 363 Thottam, J., 295n 3M, 113, 115, 207, 238, 244, 245, 259–260, 279, 332, 338 360-degree feedback, 337 Thrive Networks, 409 Time allocation, 148 Time management, 185, 186 Time Warner, 216, 270 Tip Tops, Incorporated, 272 Tkaczyk, C., 377n Tone of voice, 433, 434 Top-down change, 122 Toro, 140 Toshiba, 55, 208 Total factor productivity, 453 Total Quality Control (Feigenbaum), 16 Total quality management (TQM), 17–18, 455, 456, 459, 460 Touch, in nonverbal communication, 432 Toyota, 2–3, 17, 39, 45, 53, 89, 204, 207, 217, 310, 339, 420 Toyota Motor Sales, 282–283 Toys ‘R’ Us, 217 Tozzi, J., 91n TQM See Total quality management TRABON, 316 Trade barriers, international business and, 39 Trader Joe’s, 175 Training phase development/conduct of, 301 evaluation and, 302 needs assessment and, 301 presentation techniques for, 301–302 Trait appraisal instruments, 306 Trait theory, 353 Transactional leadership characteristics of, 360 transformational vs., 359–361 Trans Alaska Pipeline, 82 Transformational leadership characteristics of, 360 INDEX transactional vs., 359–361 vision and, 359–360 Transformation process, 23 Trask, L D., 302n Travelers Group, 274 Trent, R J., 68n Trotman, Alex, 196 Trust, in team, 396–397 Tuition assistance programs, 303 Turner Broadcasting, 216 Turnkey projects, 53 Tushman, Michael, 245 Twentieth Century Fox, 271 Two-way communication, 418, 424 Tyco, U UAW See United Auto Workers Uncertainty avoidance, 46, 169 Unifi, Inc., 217 Unilever, 91 Union Carbide, 95 Union Pacific Corporation, 216 Unions, 289–291 Unisys, 398 United Airlines, 206, 254–255, 256 United Auto Workers (UAW), 95 United Parcel Service (UPS), 92, 95, 116, 171 United States Postal Service (USPS), 12, 145 United Students Against Sweatshops (USAS), 67 United Technologies Corporation, 263 United Way, 89 Unity of command, 256 Universal Insurance, 411 Universal Pictures, 180 Unocal Corporation, 211 Upward communication, 420 Uris, Auren, 299n U.S Airways, 206, 255 USAS See United Students Against Sweatshops Useem, Michael, 435 USPS See United States Postal Service Utilitarianism, 75 V Valences, 371 Validity, 296 Value-chain analysis, 210 Vanguard, 425 Varadarajan, T., 328n Variable budget, 151 Vascellaro, J., 31n Venture capitalist, 242 Vergano, D., 32n Verizon, 123 Vertical dimension, of organizational structure, 256–260 Vertical integration strategy, 216 Vertrees, J C., 308n Villepin, Dominique, 44 Virgin Records, 233 Virtual team, 389–390 Visa, 196–197 Visible culture, 106 Vision, 351, 359 Visual aids, in presentation, 431 Voice mail, 425, 440 Volkema, R., 423n Volkswagen (VW), 3, 93, 210 Voluntary contracts, 290–291 Vonk, N., 439n Voss, C A., 199n Vroom, V H., 182n, 370 VW See Volkswagen W Wagner Act (1935), 290 Walgreen Co., 5, 227, 343 Wall, M S., 68n Wal-Mart, 45, 50, 56, 63, 93, 106, 161–162, 171, 200, 207, 233, 237, 266, 343, 428, 459 Walsh, M W., 343n Walt Disney Company, 106, 109, 112, 332 Walton, Sam, 428 Wang Computer, 238 Wang Laboratories, 140 Ward, Matt, 376 Warner Brothers, 216, 270 Warner-Lambert, 136, 376 Waste reduction, by Kaizen, 457 Waters, Alice, 72–74, 96 Watkins, Bill, 390 Watkins, M., 191n Watkins, Sherron, 82 Watson, B., 127n Watson, J., 112 Watson, Thomas, 318, 350 Wattenberg, Ben, 31 The Wealth of Nations (Smith), 13, 75 WEBB Enterprises, 145 Weber, J., 7n, 213n Weber, Max, 18 Weill, Sandy, 436 Weiss, J., 410n Weitz, B., 43n Welch, D., 3n Welch, J., 117, 127, 145, 257n, 271 Weld, J., 378n Weldon, William, 279 Wells Fargo, 273–274 Welsul, K., 202n Werner, Tom, 398 Wessel, D., 32n Western Electric Company, 20 Wharton Center for Leadership and Change Management, 435 Wheatley, Margaret, 248 Whetten, D A., 186n Whistleblower policy, 82–83 White, E., 316n Whole Foods, 197, 410–411 Wholly owned subsidiaries, 56 Wilkerson, Jim, 67 Williams, Rudi, 283n Willow, 415 Wilson, C., 439n Wilson, Kenmons, 211 Wineman, J D., 213n Winfrey, Oprah, 112, 433 Win-lose style, of negotiation, 404–405 Win-win style, of negotiation, 403–404 Wolfe, A., 192n Wolfson, Nate, 409 Women, 334–335 Work design theories Hackman-Oldham model, 368–370 Herzberg’s two-factor theory, 368 Workforce diversity of, 285–286 Hispanic Americans in, 321, 325 new entrants into, 321 Work group, team vs., 384–385 Work Out program, 127 Workplace ethical dilemmas, 85–88 employee discipline as, 85–86 gift giving as, 86–88 office romance as, 86 performance appraisals as, 85 WorldCom, 4, 77, 82, 92, 219 World output, 36–38 World Trade Organization (WTO), 39 World trade picture, 36–38 World Wide Web, 427 Wozniak, Steve, 234 Wratney, G R., 7n Wrigley, 213, 214 Write Smart Co., 173 Written communication advantages/limitations of, 424 company newsletters, 424 feedback and, 424 memos, 424 types of, 424 WTO See World Trade Organization Wu, C., 439n Wyatt, Watson, 312 X Xerox, 17, 54, 183, 210, 244, 294, 325, 350, 376, 399 Xratz, E F., 162n Y Yahoo!, 5, 31, 147, 166–167, 168, 187, 241 Yarborough, Deborah, 321 Yarrow, J., 468n Yates, D., 109 Yokoyama, John, 127, 128n You Just Don’t Understand, That’s Not What I Meant (Tannen), 335 Z Zaccour, G., 227n Zahorsky, D., 252n Zappos, 201, 202 Zebrowitz, L A., 328n Zeller, Tom, Jr., 167n Zomerdijk, L G., 199n Zuckerberg, Mark, 233 Zuckerman, G., 378n 525 ... Improvement, 49 (2) , 29 –35; L R Gomez-Mejia, D B Balkin, and R Cardy, Managing Human Resources (20 12) , Upper Saddle River, NJ: Prentice Hall Learning Objective Check-In Sydney Corp’s engineering department... http://www.globalbestpractices.com/Home/Document aspx?Q =27 3,4537 ,20 5, D39Fo85F-3BCD-4C5C-B6FC-6859i8BC2iB6; R R Boedecker, and S B Hughes, “Best Practices in Finance: How Intel Finance Uses Business Partnerships to Supercharge... are HIV-positive or have AIDS Source: From Managing Human Resources by Gomez-Mejia, et al Copyright © 20 12 Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ 29 0 PART •