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F u n d a m en tals of M anagem ent Essential Concepts and Applications NINTH EDITION GLOBAL EDITION STEPHEN P ROBBINS San Diego State University DAVID A DECENZO Coastal Carolina University MARY COULTER Missouri State University PEA RSO N Boston Amsterdam Delhi Columbus Cape Town Mexico City Indianapolis Dubai São Paulo New York London Sydney Madrid San Francisco Milan Hong Kong Munich Seoul Upper Saddle River Paris Singapore Montréal Taipei Toronto Tokyo Editor in Chief: Stephanie Wall Head of Learning Asset Acquisition, Global Editions: Laura Dent Senior Acquisitions Editor, Global Editions: Steven Jackson Senior Acquisitions Editor: Kris Ellis-Levy Program Manager: Sarah Holle Program Manager Team Lead: Ashley Santora Director of Marketing: Maggie Moylan Senior Marketing Manager: Erin Gardner Project Manager Team Lead: Judy Leale Production Project Manager: Kelly Warsak Assistant Project Editor, Global Editions: Paromita Baneijee Operations Specialist: Michelle Klein Senior Manufacturing Controller, Production: Trudy Kimber Digital Editor: Brian Surette Digital Development Manager: Robin Lazrus Digital Project Manager: Alana Coles MyLab Product Manager: Joan Waxman Medial Project Manager: Lisa Rinaldi Senior Media Project Manager: Denise Vaughn Media Producer, Global Editions: Vikram Kumar Creative Director: Jayne Conte Cover Image: © Jirsak/Shutterstock Cover Designer: Karen Nofcri Full-Service Project Management: Integra Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsonglobaleditions.com © Pearson Education Limited 2015 The rights of Stephen P Robbins, David A DeCenzo and Mary Coulter, to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 Authorized adaptation from the United States edition, entitled Fundamentals o f Management: Essential Concepts and Applications, 9th Edition ISBN 978-0-J3-34999J-9 by Stephen P Robbins, David A DeCenzo and Mary Coulter, published by Pearson Education © 2015 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmittedin any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6-10 Kirby Street, London EC IN 8TS Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropri­ ate page within text Microsoft and/or its respective suppliers make no representations about the suitability of the information contained in the documents and related graphics published as part of the services for any purpose All such documents and related graphics arc provided “as is" without warranty of any kind Microsoft and/or its respective suppliers hereby disclaim all warranties and conditions with regard to this information, including all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a partic­ ular purpose, title and non-infringement In no event shall Microsoft and/or its respective suppliers be liable for any special, indirect or consequential damages or any damages whatsoever resulting from loss of use, data or profits, whether in an action of contract, neg­ ligence or other tortious action, arising out of or in connection with the use or performance of information available from the services The documents and related graphics contained herein could include technical inaccuracies or typographical errors Changes are periodi­ cally added to the information herein Microsoft and/or its respective suppliers may make improvements and/or changes in the product(s) and/or the program(s) described herein at any time Partial screen shots may be viewed in full within the software version specified Many of the designations by manufacturers and sellers, to distinguish their products, are claimed as trademarks Where those designa­ tions appear in this book, and the publisher was aware of a trademark claim, the designations have been printed in initial caps or all caps Microsoft® and Windows® arc registered trademarks of the Microsoft Corporation in the U.S.A and other countries Screen shots and icons have been reprinted with permission from the Microsoft Corporation This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation ISBN 10: 1-292-05654-1 ISBN 13: 978-1-292-05654-8 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library 10 14 Typeset in 10/12 Times, Integra Software Services Printed and bound by Courier Kendalville in The United States of America To m y wife, Laura Steve To m y fam ily who stands by me through thick and thin; whose unwavering support is the best g ift anyone could receive Thanks for all you to support me Dave To Brooklynn and B la ke w ith much love, Grandma M ary Brief Contents ' > -fr • _C Part Chapter History Module Chapter Chapter Part Chapter Quantitative Module Chapter Part Chapter Chapter Career Module Chapter Part Chapter Chapter 10 Chapter 11 Chapter 12 Chapter 13 Part Chapter 14 Chapter 15 Entrepreneurship Module Glossary Index 480 486 Introduction 24 Managers and Management 24 A Brief History of Management's Roots The Management Environment 56 Integrative Managerial Issues 76 Planning 102 Foundations of Decision Making 102 Quantitative Decision-Making Aids Foundations of Planning 142 Organizing 170 Organizational Structure and Design Managing Human Resources 202 Building Your Career 238 Managing Change and Innovation 49 131 170 242 Leading 268 Foundations of Individual Behavior 268 Understanding Groups and Managing Work Teams Motivating and Rewarding Employees 328 Leadership and Trust 356 Managing Communication and Information 384 Controlling 410 Foundations of Control 410 Operations Management 440 Managing Entrepreneurial Ventures 471 300 y wrm V Contents _ i i Highlighted content indicates that it is presented via a visual spread Preface 17 Instructor Supplements Student Supplements About the Authors Part History Module: A Brief History of Management's Roots 49 19 20 Early Management 22 Introduction C h a p te r 24 Managers and Management W ho Are M anagers and W here Do They W ork? Endnotes 28 28 60 61 61 62 Technology and the Manager's Job | Can T e ch n o lo g y Im p ro v e th e W ay M a n a g e rs M anage? 63 A Question of Ethics 65 W H A T IS O R G A N IZ A T IO N A L C U L T U R E ? 33 How Can Culture Be Described? 35 Where Does Culture Come From? 36 36 66 67 67 H o w Does O rganizational C ulture A ffe c t Managers? W hat Factors Are R eshaping and R edefining How Does Culture Affect What Employees Do? M anagem ent? How Does Culture Affect What Managers Do? 37 Why Are Customers Important to the Manager's Job? 37 Technology and the Manager's Job | Is It S till M anaging W hen W h a t Y o u 're M a n a g in g A re Robots? 38 Why Is Innovation Important to the Manager's Job? 39 Importance of Social Media to the Manager's Job 39 Importance of Sustainability to the Manager’s Job 40 Wrapping It U p 56 H ow Does the External E n viro n m e n t A ffe ct Managers? 31 32 Is the Manager's Job Universal? A Question of Ethics The Management Environment From the Past to the Present 1981-1987-1991-Today 33 And the Survey Says How Has the Economy Changed? 29 31 W hy S tu dy M anagem ent? C h a p te r What Role Do Demographics Play? W A Y S TO L O O K A T W H A T M A N A G E R S D O Skills and Competencies 53 55 W h a t Is th e E xternal E n v iro n m e n t and W h y Is It Im p o rta n t? 59 30 Management Roles Approach 52 27 From the Past to the Present 1588-1705-1911-Today Functions Approach 51 Contemporary Approaches 24 How Are Managers Different from Nonmanagerial Employees? 28 W hat Is M anagem ent? 50 Behavioral Approach Quantitative Approach What Three Characteristics Do All Organizations Share? What Titles Do Managers Have? 49 Classical Approaches 40 Review Chapter Summary 41 • Discussion Questions 41 • Management Skill Builder] Political Skill 42 • Experiential Exercise 44 • Case Application 1— Happier Employees -*■ Happier Customers = More Profit? 45 • Case Application 2— Building a Better Boss 45 • Case Application 3— Saving the World 47 • Endnotes 48 A nd the Survey Says 68 68 68 69 Review Chapter Summary 70 • Discussion Questions 70 • Management Skill Builder | Understanding Culture 71 • Experiential Exercise 72 • Case Application 1—China Zhongwang 73 • Case Application 2— Not Sold Out 74 • Case Application 3—Wild Ride 75 • Endnotes 75 C h a p te r Integrative Managerial Issues 76 W h a t Is G lo b a liza tio n and H ow Does It A ffe c t O rganizations? 79 What Does It Mean to Be "Global"? How Do Organizations Go Global? 80 80 10 C ontents W H A T A R E T H E D IF F E R E N T T Y P E S OF G L O B A L O R G A N IZ A T IO N S ? 81 W h a t Types o f D ecisions and D e cisio n -M a kin g C o n d itio n s Do M anagers Face? 114 How Do Problems Differ? 114 What Do Managers Need to Know About Managing in a Global Organization? 82 How Does a Manager Make Programmed Decisions? 115 From the Past to the Present 1970s—1980s-Today How Do Nonprogrammed Decisions Differ from Programmed Decisions? 116 83 W t Does S ociety Expect fro m O rganizations and M anagers? 85 A nd the Survey Says 116 How Can Organizations Demonstrate Socially Responsible Actions? 85 How Are Problems, Types of Decisions, and Organizational Levellntegrated? 116 Should Organizations Be Socially Involved? What Decision-Making Conditions Do Managers Face? 86 What Is Sustainability and Why Is It Important? A nd the Survey Says H ow Do G roups M ake D ecisions? 87 88 W h a t Factors D ete rm in e Ethical and U nethical B ehavior? 88 In What Ways Can Ethics Be Viewed? When Are Groups Most Effective? 89 How Can Managers Encourage Ethical Behavior? A Question of Ethics 89 91 What Types of Diversity Are Found in Workplaces? A Question of Ethics 92 How Does National Culture Affect Managers' Decision Making? 120 Chapter Summary 124 • Discussion Questions 124 • Management Skill Builder | Being a Creative Decision Maker 125 • Experiential Exercise 127 • Case Application 7—The Business of Baseball 127 • Case Application 2—Tasting Success 128 • Case Application 3— Decision Making, Saudi Style 129 • Endnotes 130 Chapter Summary 96 • Discussion Questions 96 • Management Skill Builder] You-*’Being Ethical 97 • Experiential Exercise 99 • Case Application 7— Dirty Little Secret 99 • Case Application 2—Spy Games 99 • Case Application 3— From Top to Bottom 100 • Endnotes 101 C hapter W h a t C o n te m p o ry D ecision-M aking Issues Do M anagers Face? 120 Review Review Planning Quantitative Module: Quantitative DecisionMaking Aids 131 102 Foundations of Decision Making H ow Do M anage rs M ake Decisions? 105 What Defines a Decision Problem? 105 102 P ayoff M atrices 131 D ecision Trees 132 Break-Even A n a lysis What Is Relevant in the Decision-Making Process? 106 Ratio A n a lysis 133 134 Linear P ro g m m in g 136 How Does the Decision Maker Weight the Criteria and Analyze Alternatives? 106 Q ueuing T h e o ry What Determines the Best Choice? E conom ic O rd e r Q u a n tity M odel 108 What Happens in Decision Implementation? 108 What Is the Last Step in the Decision Process? W H A T ARE THE A P P R O A C H E S M A N A G E R S C A N U S E T O M A K E D E C IS IO N S ? 110 111 From the Past to the Present 1945-1978-Today Intuition and Managerial Decision Making Technology and the Manager's Job | D ecisions w it h T e c h n o lo g y 113 138 141 C h a p te r Foundations of Planning 142 W h a t Is P la n n in g and W h y Do M a n a g e rs N eed to Plan? 145 Why Should Managers Formally Plan? 145 What Are Some Criticisms of Formal Planning and How Should Managers Respond? 146 110 Bounded Rationality Endnotes 138 108 What Common Errors Are Committed in the DecisionMaking Process? 109 Rational Model 119 119 Why Are Creativity and Design Thinking Important in Decision Making? 121 94 How Are Organizations and Managers Adapting to a Changing Workforce? 94 Part 118 How Can You Improve Group Decision Making? W h a t Is T o d a y's W o rkfo rce Like and H ow Does It A ffe ct th e W ay O rg a n iza tio n s A re M anaged? 91 What Is Workplace Diversity? 117 What Are the Advantages and Disadvantages of Group Decision Making? 117 112 112 M a k in g B etter Does Formal Planning Improve Organizational Performance? 147 W h a t Do M anagers Need to K n o w A b o u t S tra te g ic M anagem ent? 147 117 11 Contents What Is Strategic Management? 148 Why Is Strategic Management Important? From the Past to the Present 1965-1967-1984-Present 148 W h a t Are S om e C o m m o n O rg anizational Designs? What Are the Steps in the Strategic Management Process? 149 What Strategic Weapons Do Managers Have? Technology and the Manager's Job | 150 151 What Contemporary Organizational Designs Can Managers Use? 187 A nd the Survey Says 152 Functional Strategy How Do You Keep Employees Connected? 153 Technology and the Manager's Job W o rld o f W o rk 191 155 How Do M anagers Set Goals and D evelop Plans? 155 What Types of Goals Do Organizations Have and How Do They Set Those Goals? 155 From the Past to the Present 1954-1960s and 1970s-Present 157 What Types of Plans Do Managers Use and How Do They Develop Those Plans? 158 A nd the Survey Says 160 W h a t C o n te m p o ry P la n n in g Issues Do M an a g e rs Face? 161 How Can Managers Plan Effectively in Dynamic Environments? 161 How Can Managers Use Environmental Scanning? 162 Review Chapter Summary 163 • Discussion Questions 163 • Management Skill Builder | Being a Good Goal Setter 164 • Experiential Exercise 166 • Case Application 1— Flip Flop 166 • Case Application 2—Primark Takes on Burberry and Alexander McQueen 167 • Case Application 3—Shifting Direction 168 • Endnotes 169 Organizing C hapte r (1) What Is Work Specialization? 174 (2) What Is Departmentalization? 174 (3) What Are Authority and Responsibility? (4) What Is Span of Control? Size ->■ Structure 183 184 Technology -*■ Structure Environment > Structure Review Chapter Summary 195 • Discussion Questions 195 • Management Skill Builder | Increasing Your Power 196 • Experiential Exercise 198 • Case Application 7—A New Kind of Structure 198 • Case Application 2—Volunteers Work 199 • Case Application 3—You Work Where? 200 Endnotes 201 C h a p te r Managing Human Resources What Is the Legal Environment of HRM? 206 From the Past to the Present 1913-Present 208 A Question of Ethics 209 H ow Do M anagers Id e n tify and Select C om petent Em ployees? 209 209 184 211 212 How Do Managers Select Job Applicants? 212 H ow A re E m ployees P rovided w ith Needed Skills and K now ledge? 216 Technology and the Manager's Job D ig ita l HR 217 181 What Is Employee Training? | S ocial and 217 181 K E E P IN G G R E A T P E O P LE : W A Y S O R G A N IZ A T IO N S D O T H IS 2 Performance Management System 220 Should people be compared to one another or against a set of standards? 220 • Traditional manager-employee perfor­ mance evaluation systems may be outdated 222 • When employee's performance is not up to par 222 Compensating Employees: Pay and Benefits 184 202 W h a t Is the H um an Resource M a n a g e m e n t Process and W h a t Influences It? 205 180 W H A T C O N T IN G E N C Y V A R IA B L E S A F F E C T S T R U C T U R A L C H O IC E ? 183 191 How Can Managers Design Efficient and Effective Flexible Work Arrangements? 192 2B How Does a Manager Handle Layoffs? 176 181 Mechanistic OR Organic The C hanging How Are New Hires Introduced to the Organization? 216 (5) How Do Centralization and Decentralization Differ? (6) What Is Formalization? | 2A How Do Organizations Recruit Employees? W hat A re the S ix Key E lem ents in O rg anizational Design? 173 Strategy -*•Structure 190 How Do You Build a Learning Organization? What Is Employment Planning? 170 Organizational Structure and Design 170 A Question of Ethics 190 How Do Global Differences Affect Organizational Structure? 190 153 A Question of Ethics Part 189 W hat A re T oday's O rganizational Design Challenges? 152 Competitive Strategy 186 What Traditional Organizational Designs Can Managers Use? 186 IT and S tra te g y W H A T S T R A T E G IE S D O M A N A G E R S U S E ? Corporate Strategy 185 Compensation— Pay for doing a job Employees benefits 224 222 222 • Compensation— • 12 Contents W hat C o n te m p o ry HRM Issues Face M anagers? How Can Managers Manage Downsizing? A nd the Survey Says 224 H ow Can M anagers Encourage In n o v a tio n in an O rganization? 256 224 How Are Creativity and Innovation Related? 225 How Can Workforce Diversity Be Managed? What Is Sexual Harassment? W hat's Involved in Innovation? 225 How Can a Manager Foster Innovation? 226 What Is Workplace Spirituality? How and Why Are Organizations Controlling HR Costs? 229 Review Chapter Summary 231 • Discussion Questions 231 • Management Skill Builder | Being An Effective Interviewer 232 Experiential Exercise 234 • Case Application 1— Stopping Traffic 234 • Case Application 2—Resume Regrets 235 • Case Application 3—HRM in the Hong Kong Police Force 236 • Endnotes 237 Career Module: Building Your Career Practice Makes Perfect Stay Up to Date Network 239 268 Foundations of Individual Behavior 268 272 What Are the Three Components of an Attitude? 239 What Attitudes Might Employees Hold? 239 A nd the Survey Says 240 274 275 How Can an Understanding of Attitudes Help Managers Be More Effective? 275 240 240 W h a t Do M anagers Need to K n o w A b o u t Personality? 276 241 Opportunities, Preparation, and Luck = Success 241 How Can We Best Describe Personality? Managing Change and Innovation W hat Is Change and H ow Do M anagers Deal w ith It? Why Do Organizations Need to Change? Who Initiates Organizational Change? Can Personality Traits Predict Practical Work-Related Behaviors? 278 245 A Question of Ethics 279 How Do We Match Personalities and Jobs? 247 280 Do Personality Attributes Differ Across Cultures? 247 From the Past to the Present 1943-1944-1947-Present H ow Do M anagers M anage Resistance to Change? Why Do People Resist Organizational Change? A nd the Survey Says 276 242 246 How Does Organizational Change Happen? 248 250 251 251 W h a t Is Perception and W h a t Influences It? What Influences Perception? 282 282 283 How Can an Understanding of Perception Help Managers Be More Effective? 285 From the Past to the Present 1927-1971-Present W H A T R E A C T IO N D O E M P L O Y E E S H A V E TO O R G A N IZ A T IO N A L C H A N G E ? 252 What are the symptoms of stress? What Causes Stress? 253 Job-related factors 253 A Question of Ethics 253 Personal factors Operant Conditioning 254 How Can Stress Be Reduced? 255 254 263 H O W D O L E A R N IN G T H E O R IE S E X P L A IN B E H A V IO R ? Social Learning Theory • 281 How Can an Understanding of Personality Help Managers Be More Effective? 281 How Do Managers Judge Employees? What Are Some Techniques for Reducing Resistance to Organizational Change? 251 What Is Stress? 273 Do Individuals' Attitudes and Behaviors Need to Be Consistent? 274 Leverage Your Competitive Advantage Chapter 273 273 What Is Cognitive Dissonance Theory? It's OK to Change Jobs 272 W h a t Role Do A ttitu d e s Play in J o b Perform ance? 239 240 Don't Shun Risks Leading What Are the Goals of Organizational Behavior? 239 240 Seek a Mentor Part What Is the Focus of OB? 239 240 Stay Visible Chapter Summary 261 • Discussion Questions 261 • Management Skill Builder | Controlling Workplace Stress 262 • Experiential Exercise 264 • Case Application 1—The Next Big Thing 264 • Case Application 2—GM's Latest Model 265 • Case Application 3— Stress Kills 266 • Endnotes 267 W h a t are th e Focus and G oals o f O rg a n iza tio n a l B ehavior? 271 Take Responsibility for Managing Your Own Career Develop Your Interpersonal Skills 260 Review C h a p te r 238 238 Assess Your Personal Strengths and Weaknesses Identify Market Opportunities • 238 W h a t W as Career D e ve lo p m e n t Like, H istorically? H ow Can I Have a S uccessful Career? 258 How Does Design Thinking Influence Innovation? 227 W h at Is Career D e ve lo p m e n t Like, Now? 257 257 Shaping Behavior 286 287 287 How Can an Understanding of Learning Help Managers Be More Effective? 288 488 Index Chandler, Alfred, 183 change agents 247 changes/changing See also organizational change chaotic, 249 constant, 249 economic, 60-61, 246 government laws and regulations for 246 o f jobs, 241 organizational 245 organizational interests and, 251 people 246, 250 planned, implementing, 249-250 rapid, 429 structure, 245 technologies, impact/role of 245 uncertainty to, 251 unpredictable, 429 work, environment of, 191 channel 388 chaotic change, 249 charismatic leaders/leadership, 369-370 charistmatic-visionary leadership, 368 Chatter 154 Cheesecake Factory, 444 Chevron, 399 China, 167-168 China Zhongwang, 73-74 choices, 108, 131 Chouinard, Yvon, 353 Chrysler, 169 Cinemark, 74 Circuit City, 36, 57 Cisco Systems, 37, 63, 89, 114, 159, 166-167, 173 Citibank, 398 citizenship behavior, 271-272, 369 Civil Rights Act, Title VII of, 92, 93 classical approaches, 50 classical conditioning theory, 285 Cleveland Clinic, 27 closing the deal, 215-216 clothing factories, 467 CNN 161 C oca-C ola Com pany (Coke), 80, 128-129 176, 450 code of ethics, 90 coercion, 256 cognitive component, 273 cognitive dissonance theory, 274-275 collaboration 450-451 collectivism, 83-85, 392 Combs, Sean “Diddy,” 167 command chain of, 176-177, 177E6-3, 475 in groups 303E10-1 unity of, 50E H M -1, 178 commitment 336 concept of, 160 escalation of, 112, 114 of organizations, 273 communication See also communication barriers attitudes, affected on, 387 as a core competency, 236-237 current issues with, 398-402 customer service, role in, 400-401 defined, 387 destructive, 429 effective, 387-398 employee input, methods of getting 40 ^4 ,402E 13-4 ethical, 402 face-to-face, 372 frequent 258 grapevine, method of, 389 on Internet, 398-399 Internet-based voice/video, 397 jargon and, 398 knowledge management, affect on 399-400 knowledge resources and, 400 networked, 395-397 new world of, 372 nonverbal, 389-390 oral, 389 proactive 455 process of, 387-388, 388E13-I resistance to, technology and, 395-397 verbal, 389 wireless, 397 written, 389 communication barriers, 391-393, 1E13 -2 emotions, affect on, 392 filtering, affect on, 391 gender, affect on, 392 information overload, affect on, 392 language, affect on 392 national culture, affect on 392-393 nonverbal cues, affect on, 389-390 overcoming, 393-398, 3E I3-3 selective perception, affect on, 391-392 compensation, 222-224 competencies, 34, 150, 375 competition, 75 competitive advantage 154, 240 competitive intelligence 162 competitive strategy, 153-154 compressed workweeks, 193-194 computer, control/controlling, 427 concentration, 152 conceptual skills, 34 concurrent, 428 concurrent control, 420 424 confidence 376E12-7 conflict, 253, 316, 319 323-325 conformity, 307, 318 conscientiousness, 277 consensus 283 consideration style 362 consistency, 274, 283 375, 376E12-7 constant change, 249 constraints, 252, 394 398 consultation process, 250 Container Store The 372 contemporary approaches 53-54 contemporary theories, 336-343, 343E 11-9 context analysis of, 473 economic 60-61 of jobs, 334 Continental Airlines, 160 contingency approach, 54 contingency theories of leaders/leadership 63-368 Fiedler, 363-364 364E12-2 leader-participation model, 366 366E12-3 path-goal theory, 367-368 367E12-4 situational leadership theory, 364-366 contingency variables, 183-184, 284 contingent workers/workforce, 95, 194, 346 control/controlling, 69, 69E2-5 concurrent, 420, 424 contemporary issues with, 425—430 Index cultural differences and 425-^127 decision-making/process for, approaches to, 110, 110E4-6 defined 32, 413 entrepreneurs, issues of, 477-478 feedback, 425 feedforward, 420 financial, 421 foundations of 410-430 of human resources management costs 229-230 implementing, 420, E -5 ,424-425 importance of, 413-414, 4J4E14—1 locus of, 279, 368 managers, functions of, 32 process of, 415-419 415E14—2 o f qualities 456-458 span of 180, 475 tool for 422 types of, 419^125 workplace, ^ , E -7 ,4 E -8 Cook, Scott, 260 Cook, Tim, 33 Cook County Stroger Hospital, 305 Cooperative Printing, 278 coordination 450 core competencies, 150 Core Systems, 415 corporate rituals, 67 corporate social responsibility (CSR) 86 corporate strategy, 152-154 corporate values 73-74 corporations, 80-81, 474 corrective action, 419 Costco, 454 cost leadership strategy 153-154 counseling for employees, 222 courses of action, 419 creative-thinking skills, 122 creativity, 121,257-258 in decision-making/process, 125-127 credibility, 375 critical incidents, 221E 7-8 critical path, 460-461 cross-cultural leadership, 372-374 373E12-6 cross-functional teams, 176, 303E10-1, 312 cultural attitudes 453-454 cultures See also organizational culture conformity within, 318 controlling differences in, 425-427 employee-friendly, 297 innovation, affect on, 259 motivation, affecting efforts for 344-345 national 83-84, 337 of organization, reading an, 71-72 organizational 66, personality, differences across, 281 “ready-aim-fire," 69 social loafing within 318 status within 318 of violence, 430 current ratio, 135 customers departmentalization of, 176 managers, factors important to, 37-38 services for, 400-401 value, providing to, 448 D Dalgaard Lars 398 Dali Salvador, 121 Dallas Cowboys, 27 data, 123, 154,473 Dave & Barry’s, 36 Davis, Keith, 390 DDB Stockholm, 250 Dean, J W„ 456 debt to assets ratio, 136 decentralization, 181,475 decisional roles, 33 Decision Lens, 312 decision-making/process, 105E4-1 See also decisions; quantitative decision-making approaches to, 110-113, 113E4-7 conditions for, 117 creativity in, 125-127 errors committed in, common, 109-114 109E4-5 in groups, 248 integration with problems in, 116 116E4-8 intuitive, 112-114 organizing, approaches to, 110, 110E4-6 problems faced during, types of, 106, 114—117 process for, 105 rational, 110, 114 skills for, 314 steps to, 106-109, 107E4-2-3, 108E4-4 technology’s role in improving, 113 decision problem 105-106 decisions See also decision-making/process criteria for, 106 implementation of, 108 integration with, 116 116E4—8 nonprogrammed, 116 programmed, 115-116 decision trees, 132-133, 133QM -3 decoding, 388 Deepwater Horizon oil spill, 437 Deere & Company, 451 defensive attitudes, 429 D ef Jam Records, 471 Deininger, Erwin, 38 delegating style, 365 delegation 476 Dell, Michael, 370 Della Valle, Diego, 112 Dell Inc 80, 159, 161, 224, 450-451, 453 demand forecasting, 451 demands, 252-253, 455 Deming, William Edwards, 52, 445^446 democratic style, 362 demographics, 61-62, 455 age cohorts, 62 population characteristics, 60-61 DeNA Company 249 dense demographics, 61 Denver Mint, 413, 425 departmentalization, 174-176, E -2 ,475 DePree, Max, 477 descriptive organizational culture 66-67 design See also organizational structure and design of jobs, 338-339 339E 11-5 of organizations 173 work, 316, 337 design thinking, 122, 260 desperation hustle, 279 destructive communication 429 D ick’s Sporting Goods, 264 differentiation strategy, 153-154 digital human resources 217 DineEquity, Inc., 347 489 490 Index direction, 50EH M -1, 331 directional plans, 159 directive leaders/leadership, 367-368 disabilities, 93 discipline, 50E H M -1.222 discretion, 116 dissatisfaction, 334-335 3 E I1-3 dissonance, 274-275 distance power, 83-84 distinctiveness, 283 distributive justice, 340 diversification, 152 diversity, 91-92 management of, I (X)-101 managers, adapting to, 94-95 motivation, methods for, 345-346 organizations, adapting to, 94-95 in teams, 315 types of, 92-94, 92E 3-4 workforce, 91-92, 225 Diversitylnc., 100 divisional structure, 187 division o f labor, 49, 54 division of work, 50EHM -1 dj Orthopedics de Mexico, 156-157 documentation, supporting, 473 Dodge, 169 dominant personalities, 281 D om ino’s Pizza, 408.413 Dorsey, Jack, 123 double standards, 429 Dow Chemical, 458 downsizing 212, 212E7-4, 224-225, 225E 7-10 downturns, 478 Dreamliner, 468 drive, trait of leadership, 361E 12—1 Drucker, Peter, 157 Dubai Holding, 199 D unkin’ Donuts, 82 DuPont, 227 Duran, Joseph M., 52 E Eastern Airlines, 36 Economic Espionage Act, 162 economic order quantity (EOQ) model, 138-141, 139QM -8 economy changes in, 246 context of, 60-61 inequalities in, 60-61 rewards programs, restraints of, 348 Edison, Thomas, 121,257 EDS, 162 education, 251 EEOC, 226 effective communication, 387-398 effective leadership, 359 effectiveness/efficiency defined, 30 increasing, 445 of managers, 30-31, 30E 1-3 organizational, 198-199 of teams, 310-317 effort-performance linkage, 341 Einstein, Albert, 121 Electronic Arts (EA), 336 electronic data interchange (EDI), 396 electronic meeting, 119 Eli Lilly, 245 Ellerth, Kimberly, 227 Elliott, Missy, 392 Ellison, Jay, 407 e-mail, 396, 407 Emaar, 199 embezzlement, 427 Emirates o f Dubai, 199 Emma Inc., 190 emotional constraints, 394 398 emotional intelligence (El), 278, 374 emotions, 277, 292-294, 392, 429 empathy, 278, 374 employee-friendly cultures, 297 employee initiatives, 200 employee oriented style, 362 employees assistance programs for, 255 attitudes of, 247, 273-274 benefits for, 224 compensation for, 222-224, 223E7-9 counseling for, 222 emotionally troubled, 429 employment planning for, 209-211 empowering, 371-372, 414, 476-477 engagement of, 40, 273 fraud by, 427 identifying, 209-216 input of, methods o f getting, 401-402, 402E 13-4 judging, 283-285 keeping them connected, 190 knowledge of, 216-219 layoffs for 212, 212E7-4, 225, 225E 7-10 monitoring, 426 motivation of, methods for 476-477 needs of, determining future, 210-211 nonmanagerial, 28 organizational change, reactions to, 252-255 (See also stress) organizational culture, impact on, 67-68 orientation for, 216 performance tracking of, 423 perks for, 355 personalities of, 254 productivity of, 272 recognition programs for, 347-348 recruiting, 211-212, 1E7-3 selecting 209-216, 213E7-5 skills of, 216-219 theft by, 427-428, 428E 14-7 training of, 217-219, I8 E -6 , I9 E -7 452-453 value chain management, requirements for successful, 452-453 Employees First, 298-299 employment, 62-63, 209-211 See also employees Employment Equality Directive 93 empowering/empowerment, 371-372, 414 476-477 encoding, 387-388 energy, elements o f motivation 331 English-Boswell Chenille, 226 Enron, 36, 57, 85, 399 enterprise resource planning software (ERP) system, 450 entitlement, 345 ENTJ (Extraversión— Intuition— Thinking— Judging) personalities, 277 entrepreneurial personality, 476 entrepreneurial ventures, 471-479 See also entrepreneurs defined, 471 exiting, 478 growth of, 478 issues involved in organizing 474-475 Index legal forms o f organization for 474 organizational structure for, 474-475 starting ^ entrepreneurs See also entrepreneurial ventures controlling issues of, 477-478 employee motivation, methods for, 476-477 empowerment of, 476 human resources management issues of 475 as leaders, 477 leading, issues faced when, 475-477 personal challenges as, 478-479 personality of, 476 planning by, 472-474 role of, 472 entrepreneurship 471 environment complexity of, 64 contingency variables 184 external 60 hazardous work, 430 plans/planning in dynamic 161-162 results-only work, 30 scanning of, 162 uncertainty in, 63-64, 64E 2-2 equal employment opportunity (EEO), 207 equipment, faulty and unsafe, 430 equitable treatment, 340 equity, 50E H M -1, 339-341, 340E 11-7 equity theory, 340, 342, 345 Ericsson 190 Ernst & Young, 194, 225, 400 errors accept, 213 decision-making and making, 109-114 109E4-5 fundamental attribution 284 reject, 213 sunk costs, 114 ESFP (Extraversión— Sensing— Feeling— Perceiving) personalities, 277 ESPN, 39, 150 esprit de corps, 50EHM -1 ethical behavior, 88-91, 90E3-3 ethical communication, 402 ethical leadership, 90, 90E3-3 Ethical Trading Initiative, 167-168 ethics code of 90 defined 88 questions of, 454 rights view of, 89 standards of, 97-98 theory of justice view of, 89 training on, 91 utilitarian view of, 89 ethnicity, 92-93 European Aeronautics & Space Co., 147 Evans, J R„ 456 Evans Findings Company, 445 events, 460-461 executive summary, 472-473 expectancy, 341-342, 341 E l 1-8 expectancy theory, 340-342 experience, openness to, 277 expert systems, 113 exporting, 82 external analysis, 149-150 external environment, 60 See also organizational culture changing economy in, 60-61 components of, 59E2-1 defined, 60 demographics, 61-62 importance of, 59-62 managers, impact on, 62-68 externally caused behavior, 283 extinction, 288 exttanet, 397 extraversión, 277, IE 12-1 E xtraversión versus Introversion (El) personalities, 277 Exxon, 277 F Fab.com, 289 Facebook, 39 65, 121, 154 180, 200, 209, 256 355 371, 390, 398, 406 407,408 face-to-face communication, 372 facilitation, 256 facilitator 370 Fadell, Tonv, 257 fairness, 340, 376E12-7 family-friendly benefits, 94 Fannie Mae, 88 Fashion Bug, 57 fax machines, 396 Fayol, Henri, 31, 50, 173 Federal Aviation Administration (FAA), 468 FedEx 227, 230, 346, 371 feedback, 393 concept of 428 defined, 388 jobs, core dimension of, 338 positive, 259 providing, 434-435 survey, 250 feedback control, 425 feedforward, 428 feedforward control, 420 “feeling out” period, 305 feelings, expressing, 376E12-7 See also emotions Ferrari, 457 Festinger, Leon, 274 Fiedler, Fred, 54 363-364 367 Fiedler contingency model, 363-364, 364E12-2 filtering 391 financial control, 421 financial data, 473 financial projections, 473 financial ratios, 421, 421 E l4 -6 finished goods, 444 first-line managers, 29-30, 1E l- Fitzgerald Patrick 47 fixed-point reordering system, 138 flexibility 345, 354 452 flexible work, 63, 192-194 flexible work hours 194 flextime, 193-194 Flip, 166-167 focus strategy, 153-154 Follett, Mary Parker, 51 Folli Follie China 373 followers, 367-369 Ford, Henry 49, 417 Ford, Tracey, 275 Ford Australia, 174 Ford M otor Company, 39, 52 79 81 106 108 227 forecasting demand, 451 491 492 Index Foreign Corrupt Practices Act (FCPA), 99 foreign subsidiary, 82 formal groups, 303, 303E10-1 formalization, 181, 185,475 formal plans/planning, 145-147, 160 forming stage, 304 Fortune, 380 functions approach, 32 Foxconn, 266, 342 France Telecome, 266-267 franchising, 82 fraud, 427 Freddie Mac, 88 frequent communication 258 “friends” on social networks, 371 Fry Tim 407 Fuentes, Maggine, 415 Fulks, Kip, 264 full business plan, 472—4-74 functional departmentalization 175 functional strategy, 153, 155 functional stress, 252 functional structure, 186-187 Functions o f the Executive, The (Barnard), 53 fundamental attribution error, 284 Furon Company, 450 future orientation, 84 G Gabriel, Caitlynn, 187 Gallup Organization 40, 331 Gallup poll, 94 Galyan, 264 Gantt, Henry, 50 459 Gantt chart, 459-460, 459E15-5 Gap, 114,467 Garmin Ltd., 168-169 Garvin D., 456 Gass, Michelle, 259 Gates, Bill, 239, 241,476 gender 84, 92, 392 gender identity, 93-94 general administrative theory, 50, 54 General Cable Corporation, 457 General Electric (GE), 82, 180, 189, 208, 400, 424, 458 genera] interest, 50EHM -1 General Mills, 227 General Motors (GM), 60, 80 86, 224, 265-266 general partnership, 474 generational differences, 95, 289-290 Generation C, 62 Gen X 62 Gen Y, 62, 95 289-290 290E9-6 297-298, 345 geographic departmentalization, 176 Georgia Tech 455 Germany, 167-168, 209 Gevrey, Dominic 100 Ghosn Carlos, 100, 154, 393,417 Gigwalk 37 Gilbreth, Frank and Lillian, 50 Gim bel’s, 36 Giuliani, Rudolph, 374 GLBT (gay, lesbian, bisexual, and transgender) people, 93-94 Global Comm and and Control Center (GCCC), 161 global corporation, 80-81 global differences, 190-191 global groups 319 globalization, 79-85, 455 See also global organizations global laws, 208-209 Global Leadership and Organizational Behavior Effectiveness (GLOBE), 84-85, 373 global organizations defined, 80 management of, 82-85 process of becoming, 80, 80E3-1, 82 global positioning systems (GPS), 168-169 global sourcing, 80 global strategic alliance, 82 global teams, 317-319, 318E10-8, 326-327 global village, 79 GLOBE research program, 373 goals defined, 155 o f organizational behavior, 272 planned, 418-419, 418 E 14-3 of plans/planning, 155-161 qualities and pursuing, 458 real, 156 setting, 156-158, 164-165 stated, 155-156 of teams, 316 traditional 156-157, 156E5-5 types of, 155-156 of value chain management, 449 well-written, 158, 158E5-6 goal-setting theories, 336-338, 337E 11-4 342 Goldman Sachs, 89 goods, finished, 444 Google 36, -4 66, 74 148, 155, 159, 187, 200, 209 229 241,312, 355.4 Gore, W L., 310 gossip 394 Gou, Terry 342 government laws/regulations for change, 246 grapevine, 388-390 Great Recession, 60 Green Earth Gardening Supply, 418 grievances, 429 Groupon, 114 group-order ranking, 221 groups See also teams acceptance in, 310, 310 E 10-4 behaviors in, 272, 306-308 cohesiveness of, 308-309, 309E 10-3, 319 command, 303E10-1 decision-making in, 248 defined, 303-304 development of, stages of 304-305, E I0 -2 dynamic entities of, 305 formal, 303, 303E10-1 global, 319 informal, 303 large, 308 motivation, methods for, 345-346 size of, 308 small, 308 stages of, 305 task, 303E10-1 groupthink, 118 growth o f entrepreneurial ventures, 478 needs for, 338-339 strategies for, 152, 154 Grupo Televisa, 160 GS Yuasa o f Kyoto, 468 Index H habits, 251 Hackman J Richard 338 Hallmark, 174, 277 halo effect, 285 Hamilton, Chrislyn, 345 Harley-Davidson 176 Harrah’s Entertainment, 151 Harris Interactive Poll, 60, 127 Harris v Forklift Systems, Inc., 227 harvesting, 478 Hawthrone Studies, 51, 54, 275, 337 Hay Consulting Group, 380 HCL Technologies, 298-299 health care costs, 229 408 Health Net Inc., 191 Henderson Fritz, 265 Henmans, 298-299 Hennes & Mauritz (H&M), 467 Herman Miller 227 Hernandez, Ibis, 214 Hersey, Paul, 363-365 Herzberg, Frederick 337, 345 heuristics, 109 Hewlett-Packard, 79, 82, 187, 217, 225, 227, 312, 400 hierarchy of needs theory, 332-333, 332E 11-1 Hi5, 371 Hilton Hotels, 162 hindsight bias, 114 Hitt M A., 456 Hobbit, The, 74 Hobean, Claire, 38 Hofstede, Geert, 83, 84 Holland, John, 280 Hollister, 93 Hollywood Video, 36 Home Depot, 28, 246 Home Shopping Network (HSN) 193 Honda Motor 82, 106 honesty, 361E12-1, 375 Hong Kong Police Force, 236-237 Hong Kong Stock Exchange, 73-74 horizontal integration, 152 Hoskisson, R E„ 456 Hostess, 57 House Robert 366-367 HRM, 236-237 Huang Jen-Hsun 424 Huffington Post, 408 Hulu 246 humane orientation, 85 human resources (HR), 217 assessment of, 210 innovation, variables affecting, 259 inventory by, 210 value chain management, requirem ent for successful, 452-453 human resources management (HRM), 202-230, E -I See also employees components of, 205-209 contemporary issues in, 224-230 costs of, controlling, 229-230 defined, 205 entrepreneurs, issues of, 475 influences on, 205-209 legal environment of, 206-209, 207E 7-2 supply and demand, importance to, 209 Human Rights Act 208 Hunger Games, The, 74 493 Hurricane Dennis, 437 hygiene factors, 334 Hyundai Motor, 106, 161 I lAmExec, 37 IBM, 80, 83, 162, 225, 230, 241, 341, 390 idea champions 259 identifiable tasks, 316 IDEO, 188-189,400 ¡Generation, 62 Iger Bob 28 IKEA Group 147, 450 immediate corrective action, 419 Immelt, Jeff, 424 importing, 82 impracticality, 259 Inc., 471 incubation, 257 Inditex SA, 467 individual behavior, personalities influence on 314-315 individual interests, 50EHM -1 individualism, 83-85, 326 individual ranking approach, 221 industrial-organizational psychology, 208 Industrial Revolution 49 54 inequalities, 60-61, 340 informal groups, 303 informal plans/planning, 145 information, 392, 422-423 informational roles, 33 information technology (IT) 63 See also technologies, impact/role of INFP (Introversion— Intuition— Feeling— Perceiving) personalities, 277 in-group collectivism, 85 iniiiating structure style, 362 initiative, 50EHM -1 innovation, 256-260, 264-266 creativity and, 257 cultures affect on, 259 design thinking, influence on, 260 fostering 258-259 human resource variables affecting, 259 managers, factors im portant to, 39 process of, 257 structural variables affecting, 258, 258E8-5 inputs, 258, 443^144 of employee, methods of getting, 401^402, 402E 13-4 inspiration, 257 Instagram, 121, 180 instant messaging (IM), 396 Institute for Global Ethics, 90 instrumentality, 341 Integrated Information Systems Inc., 425 integration, 116, 116E4-8, 152 integrity, 361 E l 2-1 375 Intel, 326-327 346 intellectual property 454 intelligence, 162, 278 361E 12-1, 374 interests, 50E H M -1 251 intergroup development, 250 internal analysis, 150 internally caused behavior, 283 International Association o f Business Communicators, 402 International Atomic Energy Agency, 318 Internet, 398-399 security on, 47-48 interpersonal demands, 254 interpersonal roles, 33 494 Index interpersonal skills, 34, 239, 314, 372 interviewer, being a successful, 215 interviews, 214-215 developing skills for, 232-234 intranet, 396 intrinsic task motivation, 122 Intuit, 260 intuition, 112-113, 13E4-7 intuitive decision-making, 112-114 inventor)' of human resource, 210 inventory turnover ratio, 136 Investors in People, 298-299 Ipsen, Laura 114 Ireland, 167-168 Ireland R D 456 ISO 9000 458 Israel Development Center (IDC), 326-327 ISTJ (Introversion— Sensing— Thinking— Judging) personalities, 277 ITT Industries, 458 Ive Jonathan ‘Jonyy 122 J Jack in the Box, 28, 45 Jago, Arthur, 366 Jaguar 79 Jamason, John 414 Janis Irving 118 jargon 392, 398 J.C Penney, 234-235, 467 Jean Emilio Azcdrraga, 160 Jeep 106, 169,429 Jeopardy, 38 job characteristics model (JCM), 338 job-person compatibility, 281 jobs analysis of, 210 attitudes related to 273-274 changing, 241 characteristics of, 338, 339E 11-5 context of 334 core dimensions of, 338 description of, 210 design of 338-339, 339E 11-5 external environment, impact on 62-63 involvement in, 273 knowledge relevant to, 361E 12—1 orientation of, 216 performance on the 273-276 (See also attitudes) redesign of, 339, 339E 11-6 satisfaction of, 272-273 sharing, 193-194 specialization of, 49 (See also division o f labor) specification of, 210 stress related to, 253, 255, 266-267 Jobs, Steve, 241,370 382 John Deere, 81 John Lewis Partnership, 347 Johnson, Kara, 400 Johnson, Ron, 234-235 Johnson & Johnson, 187, 225, 458 joint venture, 82 Jones, Todd, 37 Judging versus Perceiving (JP) personalities, 277 judgments/judging 107, 283-285 justice, 340 K Kaiser Aluminum, 180 Kaplan, Jonathan, 167 Kaplan, Marjorie, 68 Kataoka Fuminori, 458 Katz, Robert, 33 KB Toys, 57 Keller Williams, 217 Kelly Services 347 Ken Blanchard Companies, 416 Kent, Muhtar 450 Kenyi Stella 289 Kerviel, Jérôme, 88 KeyBank 217 KFC, 82, 347 Khan, Hani, 93 Kia, 106, 108 King Martin Luther Jr., 370 Kirobo Project 458 Knapp Sean 355 Knight, Rick, 436 knowledge communication, restriction of, 387-388 of employees, 216-219 job-relevant, 361 E l 2-1 management of, 399-400 resources for, 400 knowledge, skills, and abilities (KSAs) 223 Kodak, 340 KPMG 193-194 Kraft Foods 105, 310 Krogmann, Wolfgang, 167-168 L Labatt, 82 labor, division of, 49, 54 labor markets, 246 laissez-faire style, 362 Land Rover, 282 language, 390 392, 394 large businesses, 34-35, 35E1-7 large groups, 308 Latex Foam International, 445 Lautenberg Frank R„ 155 laws global 208-209 for human resources management 206-208 in U.S 206-208 layoffs 212, 212E7-4, 225, 225E 7-10 layoff-survivor sickness, 225 Lazaridis, Mike 259 leader-member exchange (LMX) theory, 368-369 Ieader-member relations 363 leader-participation model, 366, 366E 12-3 leadership, 236-237 Leadership Jazz (DePree), 477 leaders/leadership/leading, 69, 69E2-5 achievement-oriented, 367-368 authoritarian, 429 behavior/behavioral theories of, 360-362 charismatic, 369-370 charistmatic-visionary, 368 contemporary views on, 368-374 contingency theories of, 363-368 cross-cultural, 372-374 373E 12-6 current issues faced by, 371-374 Index decision-making/process, approaches to 110, 110E4-6 defined 32, 359-360 desire of, 361 E l2-1 directive, 367-368 effective, 359 emotional intelligence, affect on, 374 of employees, 371-372 entrepreneurs, issues faced when, 475^477 followers, interactions w ith, 368-369 (See also leader-member exchange (LMX) theory) growing, 380-381 importance of, 376 influences of, 376 legacy of, 382 managers, functions of, 32 market, 156 national culture, affect on, 372-374, 373E 12-6 organizational, 254 power of, 364 qualities of, 360.457 styles of, 378-380 substitutes for, 376 supportive, 367-368 of teams, 30, 314, 368, 370-371, 37 IE 12-5 theories of, 360-362 training, 381 trait theories of, 360-361, 361 E l -1 ,4 transactional, 369 transformational, 369 transformational-transactional, 368 trust, essence of, 375-376, 376E12-7 value chain management, requirements for successful, 452 virtual, 372 visionary, 369-370 learning, 286-288 learning organization, 191-192, 192E6-12 least-preferred coworker (LPC) questionnaire, 363-364 Lechleiter, John, 245 Lee, 467 Lee, Julia, 194 Lehman Brothers, 57 Lepe, Bismarck and Belsasar, 355 leverage ratios, 135-136, 421E 14-6 Lévi-Strauss, 227 Levitt, Rael, 406 Lewin, Kurt, 247-248 Lewis, Trevor, 305 Liaoning Province, 73-74 Li Beibei, 73-74 Libert Coaster, 75 licensing, 82 limited liability company (LLC), 474 lim ited lia b ility partnership (L L P ), linear programming, 136-137, 137Q M -6-7 line authority, 177-178, 177E6-3, 178E6-4 Linkedln, 39, 240 Lipowich, Dina, 338 liquidity, 135 liquidity ratios, IE ]4 -6 listening, 394, 404-405 Liu Zhongtian, 73-74 L iv e O p s, 194 load chart, -4 ,459E 15-6 Lockheed Martin, 230, 317 locus of conưol, 279 368 Logan International Airport 468 495 Logitech, 120 Lombard, Didier 266 London Heathrow Airport 438 long-term orientation, 83 long-term plans/planning, 159 Löscher, Peter, 90 Lotus, 225 Louis Vuitton, 187 Lowe’s, 246 loyalty, 375 M Machiavellianism (“Mach”), 279 Mackey, John P 399 Maher, Bill, 408 management See also managers; operations management; organizations; value chain management (VCM) across national borders, 35 concepts of, 35 defined, 30 diversity, 100-101 factors reshaping and redefining, 37-40 of global organizations 82-85 history of, 29, 49-54 knowledge, 399-400 levels of, 29E 1-2 omnipotent view of, 61 open, 181 open-book, 347 people, 445 principles of, 50, 50EH M -1, 54 of projects, 458-463 o f robots, 38 scientific, 29, 50, 54 strategic, 148 stress, programs for 254 studying, 36 symbolic view of, 61 technology’s role in improving, 63 theory of, 61 top quality, 52, 54 transitioning into, 36 management by objectives (M BOs), 157 management by walking around (MBWA), 416 management information systems (MIS), 422 management roles approach 33 managerial grid, 362 managers, 27-30 See also management; organizations characteristics of, 45 -4 competencies of, 34 decision-making/process for, 105-114 (See also decision-m aking/ process) defined, 28 diversity, adapting to, 94-95 efficiency and effectiveness of, 30, 30E 1-3, 31 ethical behavior, role in encouraging, 89-91 external environment, impact on 62-68 factors important to, 37-40 first-line, 29-30, 31 E l^4 functions of, 32 history of, 29 importance of good, 36 managerial roles of 33-35 33E1-6, 35E 1-7 middle, 28-29, 31 E l- nonmanagerial employees vs., 28 operations management, role in, 443 496 Index managers ( Continued) organizational culture, impact on, 68-69, 69E2-5 organizational setting of, 27-30 organizing, functions of, 32 roles of, 33 skills of, 34-35, 35E 1-7 societies expectations of 85-88 successful 282 sustainability, factors important to, 40 time, 479 titles of, 28-30 top, 28, 31E 1-4 universal job of, 31 manipulation, 256 manufacturing organizations, 444 marijuana, medical, 209 market leadership, 156 market opportunities, 239 marketplace, 246 Marriott International 225 Mars Chocolate North America, 115 Mary Kay Cosmetics, 336, 370 Maslow, Abraham, Mason, Andrew, 114 Massachusetts General Hospital 80 M assachusetts Institute of Technology, 390 mass production/productivity, 185 MasterCard, 256 matrix structures, 188-189, 189E 6-11 Mattel, 68, 194, 257 Matthews, Viv, 298-299 maxi max choice, 131 maximin choice, 131 Mayer, Marissa, 200 Mayo, Elton, 51 Mayo Clinic, 154 Mazda, 106 MBO, 22 IE -8 McCain, John, 89 M cDonald's Corporation, 36, 79, 80, 145, 155, 159, 174, 345, 420, 443, 445, 455 McGregor, Douglas, McNealy, Scott, 241 McNcrney, Jim, 380 means-ends chain, 157 mechanistic organizations, 182-183, I82E6-7 medical marijuana, 209 M edtech, 365 Memorial Sloan-Kettering Cancer Center, 34 M enard’s, 246 mentor, 240 M ercedes, 457 Merck, 224 Mitchells and Butlers, 298-299 Mitsubishi Motors, 121 226 M&Ms, 331 Moats, Maria Castanon 101 Modelo, 82 Mohammed Taha 199 Moneyball, 127 monitoring employees 426 Moritz, Bob, 100-101 Moriyasu, Isao, 249 Morse, Samuel, 54 Mothers Against Drunk Driving, 155 motivation See also motivation theories; rewards concepts of, 350-352 culture, effect efforts for, 344—345 current issues with, 343-348 defined, 331-332 diversity, methods for, 345-346 elements of, 331 employee, methods for, 476-477 groups, methods for, 345-346 intrinsic task, 122 job design, influence on, 338-339, 339E 11-5 methods for, 344 task, intrinsic, 122 motivation-hygiene theory See two-factor theory motivation theories, 332-335 contemporary, 336-343, 343E 11-9 equity, 339-341, 340E 11-7 expectancy, 341-342, 341 E l 1-8 goal-setting, 336-338, 337E 11-4 hierarchy o f needs theory, 332-333, 3 E I1-1 Theory X, 333 Theory Y, 333 three-needs theory 335 two-factor theory, 333-335, 334E 11-2 motivators 334 Motorola, 187, 230, 458 motor reproduction processes, 287 Motown Records 159 movie theaters, 74—75 Mozart, Wolfgang Amadeus, 121, 239 MTV, 64 Mulally, Alan, 39 multidomestic corporation, 80-81 multinational corporation (M NC), 80 multiperson evaluation, 221E 7-8 Munsterberg, Hugo, 51, 208 MXit, 406 Mycoskie Blake 85 Myers-Briggs Type Indicator (M BTI), 276-277 MySpace, 212 Meritor Savings Bank v Vinson 226 message, 388 Metro Bank, 401 Mexican Federal Labor Law, 208 Mexico, 208-209 MGM Mirage, 91 Miami Marlins, 127 Microsoft, 39, 224, 241, 315 476 Middle East, 129-130 middle managers, 28-29, 31E 1—4 Midvale Steel Company, 417 Mintzberg, Henry, 32 misbehavior in workplace, 272 mission, 149 identification of, 149, 149E5-3 N NAACP, 65 Nahum Berlin, 365 NASCAR 311-321 National Aeronautics and Space Administration (NASA) 105, 429, 458 National Basketball Association, 180 national borders, management across, 35 national culture, 83-84, 337 communication, affect on, 392-393 leadership, affect on, 372-374, 373E 12-6 National Football League (NFL), 127, 174, 264 National Heart Foundation o f Australia, 149 Index National Rural Electric Cooperative Association, 289 NCR, 230 need for achievement (nAch), 335 need for affiliation (nAff), 335 need for power (nPow), 335 needs for achievement, 342, 344-345 o f employees, determining future, 210-211 growth 338-339 for organizational change, 246-247 for power, 335 negative behavior, 290 negative reinforcement, 288 negotiation 256 Neil Huffman Auto Group, 219 Nelson, Shannon, 336 Nest Labs, 257 Nestlé USA, 27, 120.451 Netherlands 167-168 Net-lingo, 398 networked communication, 395-397 network organizations, 190 networks/networking, 113, 240, 479 See also social networks neural networks, 113 Newport Beach Medical Associates, 214 New York Mets, 127 New York Times, 99, 408 NFL, 88 Nicolosi, Michelle 37 Nike, 39, 175,264 Nissan Motors, 27, 59, 106, 154, 155, 256, 393, 417 Nokia Corporation, 27, 212, 246,401, 458 nominal group technique, 119 non-cash compensation, 224 nonmanagerial employees, 28 nonprogrammed decisions, 116 nonverbal communication, 389-390 nonverbal cues, 389-390 Nooyi, Indra, 374 norming stage, 304 norms, 306 North American Tool, 251 Northern Council for Further Education, 298-299 Northrup Grumman Corporation, 457 Norton Antivirus Software, 115 Norwich Union, 399 not-for-profit organizations, 31 Novell, 241 Nvidia, 424 O obesity, 94 objectives See goals Office The, 46 Oglesby, Roger 37 Ohio State, 362 Oldham, Greg R., 338 Olsen, Mary-Kate and Ashley, 85 “One World Futbol Project,” 86 on-the-job performance, 273-276 See also attitudes on-the-job training 218-219 219E 7-7 open-book management, 347 open management, 181 openness, 277, 375, 376E12-7 open systems, 53-54 53EH M -2, 259 operant conditioning, 285-286 operating ratios 136 497 operational business plan, 472^473 Operations C enter East (OCE), 436 operations management, 440-463, 4 E -I See also value chain management (VCM) contemporary issues with, 454-463 defined 443-444 importance of, 443-446 managers role in, 443 of manufacturing organizations 444 productivity and, improving, 444-446 project management and, 458-463 quality and, 456E 15-4 o f service organizations 444 strategy of organization, role in, 446 technology, role in 455-456 opportunities, 252 analysis of, 473 defined, 150 market, 239 oral communication, 389 oral reports, 416 order 50EHM -1 organic organizations, 182-183 182E6-7 organic-type structure, 258 organizational behavior (OB), 51 54, 271-272, 271E9-1 challenges of understanding, 271 consistency of, 274 contemporary issues with, 289-290, 298-299 defined, 271 explaining, 272 focus of, 272 goals of, 272 influencing, 272 organizational aspects of, 272 predicting 272 psychological factors influencing, 272 {See also jobs: learning; perception; personalities) shaping, 287-288 organizational change, 245-246 categories of, 245-256, 246E8-1 consequences of, 244 employees reactions to, 252-255 (See also stress) initiating, 247 innovation and, 256-260 need for 246-247 process of, three-step, 247-250, 248E8-2 resistance to, 250-256 organizational citizenship behavior, 272 organizational culture, 66-67, 391 See also external environment defined, 66 descriptive, 66-67 dimensions of, 67, 67E 2-4 employees, impact on, 67-68 guardrails of, 68 managers, impact on, 68-69, 69E 2-5 origins of, 67 perceived, 66 shared, 66 value chain management, requirements for successful, 453 organizational development (OD), 249-250 organizational effectiveness, 198-199 organizational interests 251 organizational leadership, 254 organizational levels, 116, 116E4-8 160, 160E5-8 organizational orientation, 216 organizational performance, 147 organizational processes, 451 organizational stakeholders, 65E2-3 498 Index organizational strategy, 152-153, 152E5-4 organizational structure and design, 254 challenges of, 190-194 common types of, 186-190 contemporary 187-190, 188E6-10 elements in, 173-185 for entrepreneurial ventures, 474-475 technologies impact on, 185 traditional, 186-187, 186E6-9 Organization for Economic Cooperation and Development, 60 organizations See also global organizations boundaryless, 189-190 characteristics of 27E1-1, 28 commitment of, 273 cultures of, reading an, 71-72 defined, 27 design of, 173 diversity, adapting to, 94-95 globalization, impact on, 79-85 learning, 191-192, 192E6-12 levels in, 31, 31 E l -4 manufacturing, 444 mechanistic, 182-183 182E6-7 network 190 not-for-profit, 31 as open system, 53EH M -2 organic, 182-183, 182E6-7 profit, 31 service, 444 size of 34-35, 35E1-7 societies expectations of, 85-88 strategy of 246-247 transnational, 80, 81 virtual, 190 organizing, 69 69E2-5 decision-making/process for approaches to, 110, 110E4—6 defined, 32, 173 managers, functions of, 32 for qualities 457 orientation, 83-85, 216 Otsubo, Eri, 444 outcome, appraisal of 108-109 outputs, 258 443-444 outsourcing, 447 Owen, Robert, 51 Oxford, 298-299 P Page, Ellen 167 Page Larry 187, 355 paired comparison approach, 221 Palm Beach County Emergency Operations Center, 414 Panasonic, 212 Panay, Panos, 315 Papa John's Pizza, 408 parochialism 84 participating style, 365 participation, 256 partnership 474 Pasin, Robert, 75 passion, 353 Patagonia, 353 Patel Keyur, 192 path-goal theory 367-368, 367E12-4 Patient Protection and Affordable Care Act 246, 408 Patterson Katie, 289 Patterson, Neal L., 394, 398 Paychex, 229 pay-for-performance programs 348 payoff matrices, 131-132, 131QM -I PayPal, 235 Peach Aviation Ltd., 444 Pelata, Patrick, 100 Pella Corporation, 445 Penney’s in Dublin, 167-168 pension plan costs, 230 Penske Truck Leasing, 190 people changing, 246, 250 concern for, 362 management, 445 value chain management obstacles to, 454 PepsiCo, 312, 374 perceived organizational culture, 66 perception, 257 defined, 282 employees, judging, 283-285 factors influencing, 282-283, 282E9-3 selective, 284 understanding, effectiveness of, 285 perceptual shortcuts, 284-285, 284E9-5 performance appraisal system for, 234-235 concerns for, 344-345 correcting, 19 employee, tracking of, 423 evaluation of, 314 management system for, 220-224, 221E7-8 measuring, 415—418 on-the-job, 273-276 (See also attitudes) planned goals, comparison with, 418^419, 418 E 14-3 standards for, revising, 419 performance orientation, 85 performance-reward linkage, 341 performance-simulation tests, 214 performing stage, 304 persistence, 331 personal achievement, 28 personal interaction on Internet, 399 personalities Big Five model of, 277-278 cultures, differences across, 281 defined 276 describing, 276-278 dominant, 281 emotional intelligence and 278 of employees, 254 ENTJ, 277 entrepreneurial, 476 o f entrepreneurs, 476 ESFP 277 Extraversión versus Introversion, 277 individual behavior, influence on 314—315 INFP, 277 ISTJ, 277 Judging versus Perceiving 277 Myers-Briggs Type Indicator of, 276-277 personality-job fit, 280-281 280E9-2 reading, 294—296 Sensing versus Intuition 277 theories of, 276-282 Thinking versus Feeling, 277 type A, 254 type B, 254 understanding, effectiveness of, 281-282 work-related behaviors, predicting, 279-280 personality-job fit, 280-281, 280E9-2 personal loss, 251 personal observation 416 Index personal strengths and weaknesses, 239 personal stress, 254, 255 personnel, stability of, 50EHM -1 PERT network analysis, 460-463,461 E l -7 , 46 E 15-8-9 Pfizer C onsum er Healthcare, 198-199 451 Phat Farm, 471 phone apps, 155 Pizza Hut, 347, 408 plan, organize, command, coordinate, and control (POCCC) 32 Plank, Kevin, 264 planned change, implementing, 249-250 planned goals, 418-419, 41 E 14-3 planning, organizing, leading, and controlling (POLC), 32 plans/planning, 69, 69E 2-5, 414 See also strategic management breadth of, 159 business, 472-474 contemporary issues with, 161-162 decision-making/process, approaches to 110, 110E4—6 defined, 32, 145, 155 developing, 159-161, 160E5-8 directional, 159 effective, challenges of, 161-162 employment 209-211 by entrepreneurs, 472-474 environments for, 161-162 formal, 145-147 frequency o f use of, 159 goals of, 155-161 implementation of, 147 informal 145 long-term, 159 managers, functions of, 32 nature of, 145-147 organizational levels of, 160, 160E 5-8 organizational strategies for, 152-153, 152E5-4 purpose of, 145-147 quality of 147, 457 short-term 159 single-use, 159 specificity of, 159 standing, 159 strategic, 159 tactical, 159 for teams, 316 time frame for, 159 tools for, 422 types of, 158-159, 158E5-7 Pocket Gems, 28 Polaroid, 57 policy, 115 political skills, 34, 42^44 Poly Virginia, 161 Poly Placements, 161 Popchips 194 Pop-Tarts, 154 Porsche, 155 Porter, M E., 153 Portugal, 167-168 position power, 363 positive feedback, 259 positive reinforcement, 288 Post-Millennials 62 power authority vs., 178-180 179E6-5 defined, 178 developing, 196-197 o f leaders, 364 need for, 335 position, 363 types of 180, 180E6-6 in value chain, 448 power distance, 83-84 Practice o f Management, The (Drucker), 157 practice/practicing 239-240 communities of, 400 openness, 376E12-7 Prada, 151 PricewaterhouseCoopers (PwC), 100-101 Primark, 167-168 Principles o f Scientific Management (Taylor), 50 proactive communication 455 proactive personality 476 problems decision, 105-106 decision-making, integration with 116, 116E4—8 defined, 105 importance of identifying 106 structured 114 unstructured, 114 problem-solving skills, 314 problem-solving teams, 312 procedural justice, 340 procedure, 115 process consultation 250 process departmentalization 176 processes, 185 See also specific types of processes attentional, 287 defined, 30 organizational, 451 of organizational change, 247-250, 248E 8-2 reinforcement, 287 retention, 287 selection, 209-216, 213E7-5 o f teams 319 transformation, 258, 444 of value chain management, 450-454 production oriented style 362 production/productivity concern for, 362 of employees, 272 improving, 445^446 increasing, 445 mass 185 operations management, improving, 444—146 process, 185 ramping up, 325 unit, 185 products dematerializing, 455 departmentalization of, 175 quality dimensions of, 456E15^4 professional advice, 479 professionals, methods for motivating, 346 profitability ratios, IE 14-6 profit margin on revenues ratio, 136 profit organizations, 31 profits, 45 programmed decisions, 115-116 projects, 458 management of, 458^463 465-^466 structures of, 188-189 promises, 376E12 -7 Prophet, Tony, 79 protection in workplace, 414 psychology, industrial-organizational, 208 Publix Super Markets, 37 punishment, 288 Pure Digital Technologies, 166-167 499 500 Index Q Qatar Real Estate Investment, 199 qualities, 456E 15-4 achieving, 457 controlling, 456-458 goals and pursuing, 458 leading for, 360, 457 of life, 83 organizing for, 457 of plans/planning, 147,457 as strategic weapons, 150-154 quantitative approaches, 52, 54 quantitative decision-making, 131-141 break-even analysis, 133-134, 134Q M ^l decision trees, 132-133, 133QM -3 economic order quantity model, 138-141, I39Q M -8 linear programming, 136-137, 137Q M -6-7 payoff matrices, 131-132, 13IQM -1 queuing theory, 138 ratio analysis, 134-136, 135QM -5 quantity of life, 83 Queen Elizabeth II 438 questions of ethics, 454 queuing theory, 138 R race, 92-93 Radio Flyer 75 Rana Plaza, 467 randomness bias, 114 Randstad Holding NV, 297-298 Randstad USA, 297-298 range o f variation, ,4 E 14-4 ranking, 221 rapid change, 429 rational decision-making, 110, 114 rationality, bounded, 111-112, 114 rational model, 110-111 ratios, 135-136 activity, IE 14-6 analysis of 134—136, I35Q M -5 421 financial 421, IE 14-6 leverage, 135-136,421 E l -6 liquidity, IE 14-6 profitability, IE 14-6 readiness, 365 “ready-aim-fire” culture, 69 real goals, 156 realistic job preview (RJP), 215-216 recognition programs, 347-348 Recording Industry Association of America, 425 recruiting/recruitment, 211-212, 1E7-3 Redbox, 159 Red Cross, 34 Red Robin Gourmet Burgers, 154 referent, 340 Regal Entertainment Group, 74 regret matrices, 132, 132Q M -2 Reid, Harry, 155 Reimers Electra Steam, 38 reinforcement, 287-288, 342 reject errors, 213 relationship oriented style, 363 relevant factors, 106 reliability, 213 religion, 93 remuneration, 50EHM -1 Renault SA, 99-100, 393 renewal strategy, 153-154 Reno-Tahoe International Airport, 119 repetition, 429 representation bias, 114 Research In Motion, 155, 259 resources adequate, 314 availability of, 258 defined, 150 for knowledge, 400 responsibility, 86, 176-177 Ressler, Cali, 354 results evaluation 150 results-only work environment (ROWE) 30 resume, 235-236 retention processes, 287, 355 Re-Time Pty Ltd., 38 retrenchment strategy, 153 return on investment ratio, 136 Revlon, Inc., 186 rewards 314 attractiveness of, 341 behavior, role in, 317 dissonance, involved in, 274-275 programs for, designing, 346-348 Reyes, Jose, 127 Rhone, Sylvia, 159 Richard Ste'phanie, 267 rights view of ethics, 89 ringisei, 120 risks d e fin e d ,117 degree of, 344-345 taking, 240-2 ,2 tolerating 259 rituals, corporate, 67 Ritz-Carlton Hotels, 401, 416 Roberts, H V., 456 robots, management of, 38 Rockwell Automation, 11 Rogers, Matt, 257 role ambiguity 253 role conflicts, 253 role demands, 253 role overload 253 roles, 33, 253, 306 in teams, 315, 315 E 10—7 Rollerblade, Inc., 450 Rosedale, Philip, 190 Rovello, Jessica, 407 rules, 115 Rush Communications, Russell Simmons Argyle Culture s Saint-Gobain Performance Plastics, 451 Salmon, Stacy, 193 Sarkozy, Nicolas, 100 SAS Institute Inc 297, 346 satisfaction, 272-273, 334-335, 334E 11-3 satisfice, 111, 112, 114 Saudi Arabia, 129-130 scalar chain, 50EHM -1 SCAN Health Plan, 193 Schering-Plough 456 Schmidt Eric, 241 Schnatter, John, 408 Schultz, Howard, 53,469 Schumer, Charles E., 155 Science network, 68 scientific management, 29 50 54 S corporation 474 Sears Holdings Corporation 467 Seattle Post-Intelligencer (P-I), 37 Seattle's Best Coffee, 259 Second Life, 190 Index secrets in business, 99 Securities and Exchange Commission, 99 security issues, 399, 436 selection process, 209-216, 213E7-5 behavior, role in, 316 closing the deal, 215-216 devices for, 214—215 reliability, 213 validity, 213 selective perception, 284, 391-392 self-abilities, 93 self-actualization, 338 self-awareness, 278, 374 self-confidence, 1E l 2-1 self-efficacy, 336 self-esteem (SE), 279, 338 self-managed teams, 303E10-1 self-managed work teams, 312 self-management, 278, 374 self-monitoring, 279 self-motivation 278, 374 Selfridges, 228 self-serving bias, 114, 284 selling style 365 Senizergues Pierre-Andre, 156 Sensing versus Intuition (SN) personalities, 277 Sergesketter, B F., 456 service organizations, 444 services, 444 customer, 0 -4 quality dimensions of, 456E15—4 Seven and i Holdings, 425-426 7-Eleven, 425-426 sexual harassment, 226-227 sexual orientation 93-94 shared history, 67 shared organizational culture, 66 sharing job, 193-194 Sharjah, 199 Sharper Image, 57 Sheahan, Casey, 353 Shepherd, Dulcie 298-299 short-term orientation, 83 short-term plans/planning, 159 Siemens, 90, 224 Siemens AG, 447 significance, 418 similarity, assumed, 284 Simmons, Russell, 471 Simon, Herbert A., 112 simple structure, 186 Simplex Nails Manufacturing, 445 simplified language, 394 Singapore Airlines, 36 single-use plans/planning, 159 Sinofsky, Steven, 315 situational approach, 54 situational leadership theory (SLT), 364—366 Six Sigma 458 size contingency variables, 184 of groups, 308 of organizations, 34-35, 35E1-7 o f teams, 315 skill-based pay systems, 223 skills conceptual, 34 creative-thinking, 122 decision-making, 314 interpersonal 34, 239, 314, 372 of managers, 34 political, 34 problem-solving 14 social, 278, 374 technical, 34, 314 variety of, 316, 338 Skinner, B F., 285 Skipper, John, 150 Skoda 445 Skyfall, 14 Skype 246 slack time, 462 small business, 34—35, 35E1-7 471 Small Business Administration 472 small groups, 308 Smart Grid, 114 SMG Connected, 399 Smith, Adam, 49, 50EHM -1 smoking 94 social cultural system, 388 social human resources, 217 social learning theories, 287 social loafing, 308, 316, 318 social media, 39, 154, 215, 399 social networks, 371, 399 See also networks, networking social obligation, 86 social responsibility 85-86 87E 3-2 social responsiveness, 86 social skills, 278, 374 Société Générale, 88 Society for Industrial and Organizational Psychology, 208 Sodexo, 93, 225 SOHO China, 148 sole proprietorship, 474 Sole Technology, 156 Solidares Unitaires Démocratiques, 267 Sony Corporation, 67, 81, 458 sourcing, global, 80 South Africa, 406 Southwest Airlines, 67 154, 227 span of control, 180, 475 specialization job, 49 (See also division o f labor) work, 174, 475 specific plans/planning, 159 spirituality, 227-229, 2 E -1 Spoke, 240 Springfield Remanufacturing Company (SRC) 347 spying, 99-100 Square 123 stability emotional, 277 o f personnel 50EHM -1 strategies for 152, 154 staff authority, 177-178, 178E6-4 Staff Builders 177 stakeholders, 64-65, 65E 2-3, 68 standing plans/planning, 159 Starbucks Coffee Company, 36, 65, 82, 259, 381, 453, 469 Starcom MediaVest Group, 399 Starwood Hotels 162 stated goals, 155-156 statistical reports, 416 status systems, 307 status within culture, 318 Steele, Erica, 276 stereotyping, 284—285 Steve & Barry’s, 57 501 502 Index Stewart, Julia, 347 stocking out, 138 storming stage, 304 strategic alliance, global, 82 strategic business units (SBUs), 154 strategic management 147-154 See also plans/planning defined, 148 importance of, 148 process of, 149-150, 149E5-2 strategic weapons for, 150-154 technology's role in, 151 strategic plans/planning, 159 strategic weapons, 150-154 strengths, 150 stress causes of, 253-254 defin ed ,252 functional, 252 job-related, 253 255 266-267 levels of, 479 management programs for 254 organizational change, as consequences of 244 personal, 254-255 reducing, 255 262-264 symptoms of, 253E8-3 stressors, 253 structured problems, 114 structures See also organizational structure and design changing, 245 creativity and supporting, 258 divisional, 187 functional, 186-187 innovation, variables affecting, 258, 258E8-5 matrix, 188-189, 189E 6-11 organic-type, 258 organization, 254 project, 188-189 simple, 186 task, 363 tasks, 363 team, 187 teams, 314 of teams 187-188.318-319 Suburban Hospital, 312 Subway, 82 success, 241 SuccessFactors, 398 sugary drink ban, 65 SuUenberger Chesley, 217 summary business plan, 472 sunk costs error, 114 Sun Microsystems, 241 SuperValu, 39 supply and demand, 209 supply chain, globalization of 455 supporting documentation 473 supportive leaders/leadership, 367-368 survey feedback 128-129 250 suspension, 222 sustainability, 40, 87-88 sweethearting, 413 SWOT analysis, 150 Symantec, 34 Symantec Corporation, 47^48 synopsis, 472 systems expert 113 fixed-point reordering 138 open, 53-54, 53EH M -2, 259 status, 307 variable pay, 223 systems approach, 53-54 systems model, 258 T Taco Bell, 347 tactical plans/planning, 159 Talkbiznow, 240 Tan, Yuki, 373 Tanner Chris, 418^4-19 Target, 226 task oriented style, 363 TaskRabbit, 37 tasks demands of, 253 groups, 303E10-1 identifiable, 316 identity of, 338 motivation during, 122 significance of, 338 structure, 363 whole, 316 Tata Global Beverages 36 79 82 TATA Starbucks Ltd., 82 Taylor, Frederick Winslow, 29, 50, 123, 208, 417 team-building, 250 team effectiveness model, 313E10-6 teams 310-317 behavior of, shaping, 316-317 benefits of, 319 composition of, 314—315, 317-318 conflict in, 316 cross-functional, 176, 303E10-1, 312 current issues in managing, 317-319 disadvantages of, 319 diversity in 315 effective, 310-317 efficacy of, 316 global, 317-319, 318E10-8, 326-327 goals of 316 leaders/leadership of, 30, 314, 368, 370-371, 371 E l -5 plan for, 316 preferences o f members of, 315 problem-solving, 312 processes of, 319 purpose of, 316 roles in, 315, 315 E 10-7 self-managed 303E10-1 size of, 315 social loafing in, 316 structure of, 187-188, 314, 318-319 virtual, 312, 319 work 311-313, 1E10-5 working with, 321-323 technical language, 392 technical skills, 34, 314 technologies, impact/role of, 63 changing, 245 communication, 395-397 contingency variables, 284 decision-making/process, 113 management, 63 operations management, 455-456 organizational change, needs for, 246 organizational structure and design, 185 strategic management, 151