Ebook Understanding management (6th edition) Part 2

(BQ) Part 2 book Understanding management has contents: Dynamics of behavior in organizations, leadership, motivation, communication, teamwork, productivity through quality control systems. (BQ) Part 2 book Strategic management has contents: Strategy generation and selection, strategy implementation, strategy execution, strategy monitoring, guidelines for case analysis.

Find more at www.downloadslide.com PA R T Leading If there was ever an industry in need people so they can their best and of transformational leadership, it’s create art today’s record business Columbia Until recently, powerful record Records hopes it’s found just such a company executives decided what leader in Rick Rubin, named co-chair music got created But now of the Sony division in 2007 musicians are using computer Arguably the most visionary software to produce their own producer of the past 20 years, Rubin high-quality recordings, and co-founded hip-hop record label Def consumers are flocking to file-sharing Jam However, unlike many record sites and online stores CD sales are company executives, he has no dropping fast as listeners download background in sound engineering, singles and create their own CDs of music, business, or law His most personal favorites So Rubin has his important credential is that he’s a work cut out for him as he tries to passionate fan Known for his help Columbia rethink its mission, unusually supportive, egalitarian strategy, and structure and come leadership style, the shaggy Rubin up with badly needed innovative sees his role as nurturing creative products and technologies 6838X_10_ch10_p368-407.indd 368 2/6/08 12:29:18 PM Find more at www.downloadslide.com 6838X_10_ch10_p368-407.indd 369 2/6/08 12:29:39 PM Find more at www.downloadslide.com c h a p t er 10 Dynamics of Behavior in Organizations L ea rni ng O bject ives After studying this chapter, you should be able to: Define attitudes, including their major components, and explain their relationship to personality, perception, and behavior Discuss the importance of work-related attitudes Identify major personality traits, and describe how personality can influence workplace attitudes and behaviors Define the four components of emotional intelligence, and explain why they are important for today’s managers Explain how people learn in general and in terms of individual learning styles Discuss the effects of stress, and identify ways individuals and organizations can manage stress to improve employee health, satisfaction, and productivity 370 6838X_10_ch10_p368-407.indd 370 2/6/08 12:29:51 PM Find more at www.downloadslide.com New Manager’s Questions chapt er o ut line Please circle your opinion below each of the following statements Assess Your Answer Job satisfaction is about getting a good paycheck and liking the work you strongly agree strongly disagree Managers should be outgoing and agreeable strongly agree 4 strongly disagree Organizational Behavior Attitudes Organizational Commitment Perception Perceptual Selectivity Perceptual Distortions Attributions Personality and Behavior Personality Traits Emotional Intelligence Attitudes and Behaviors Influenced by Personality Person-Job Fit Learning The Learning Process Learning Styles Continuous Learning Stress and Stress Management Type A and Type B Behavior Causes of Work Stress Innovative Responses to Stress Management As a manager, if one of your employees offends you, the best thing is to really let them have it, to teach them a lesson strongly agree strongly disagree 371 6838X_10_ch10_p368-407.indd 371 2/6/08 12:29:55 PM Find more at www.downloadslide.com 372 CHAPTER 10 Dynamics of Behavior in Organizations Managers’ attitudes, and their ability to understand and shape the attitudes of employees, can profoundly affect the workplace and influence employee motivation, morale, and job performance People differ in many ways Some are quiet and shy while others are gregarious; some are thoughtful and serious while others are impulsive and fun loving Employees— and managers—bring their individual differences to work each day Differences in attitudes, values, personality, and behavior influence how people interpret an assignment, whether they like to be told what to do, how they handle challenges, and how they interact with others People are an organization’s most valuable resource—and the source of some of managers’ most difficult problems Three basic leadership skills are at the core of identifying and solving people problems: (1) diagnosing, or gaining insight into the situation a manager is trying to influence; (2) adapting individual behavior and resources to meet the needs of the situation; and (3) communicating in a way that others can understand and accept Thus, managers need insight about individual differences to understand what a behavioral situation is now and what it may be in the future To handle this responsibility, managers need to understand the principles of organizational behavior—that is, the ways individuals and groups tend to act in organizations By increasing their knowledge of individual differences in the areas of attitudes, personality, perception, learning, and stress management, managers can understand and lead employees and colleagues through many workplace challenges This chapter introduces basic principles of organizational behavior in each of these areas Organizational Behavior TAKE ACTION No matter what job you have, strive to be a good corporate citizen, work hard, get along with others, and be the kind of colleague others want to work with organizational behavior an interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations organizational citizenship work behavior that goes beyond job requirements and contributes as needed to the organization’s success 6838X_10_ch10_p368-407.indd 372 Organizational behavior, commonly called OB, is an interdisciplinary field dedicated to the study of human attitudes, behavior, and performance in organizations OB draws concepts from many disciplines, including psychology, sociology, cultural anthropology, industrial engineering, economics, ethics, and vocational counseling, as well as the discipline of management The concepts and principles of organizational behavior are important to managers because in every organization, human beings ultimately make the decisions that control how the organization acquires and uses resources Those people may cooperate with, compete with, support, or undermine one another Their beliefs and feelings about themselves, their co-workers, and the organization shape what they and how well they it People can distract the organization from its strategy by engaging in conflict and misunderstandings, or they can pool their diverse talents and perspectives to accomplish much more as a group than they could ever as individuals By understanding what causes people to behave as they do, managers can exercise leadership to achieve positive outcomes By creating a positive environment, for example, managers can foster organizational citizenship, which refers to the tendency of people to help one another and put in extra effort that goes beyond job requirements to contribute to the organization’s success An employee demonstrates organizational citizenship by being helpful to co-workers and customers, doing extra work when necessary, and looking for ways to improve products and procedures These behaviors enhance the organization’s performance and help to build social capital, as described in Chapter 9.1 Organizational citizenship contributes to positive relationships both within the organization and with customers, leading to a high level of social capital and smooth organizational functioning Managers can encourage organizational citizenship by applying their knowledge of human behavior, such as selecting people with positive attitudes and personalities, helping them see how they can contribute, and enabling them to learn from and cope with workplace challenges ATTITUDES Most students have probably heard the expression that someone “has an attitude problem,” which means some consistent quality about the person affects his or her behavior in a 2/6/08 12:30:00 PM Find more at www.downloadslide.com Organizational Behavior negative way An employee with an attitude problem might be hard to get along with, might constantly gripe and cause problems, and might persistently resist new ideas We all seem to know intuitively what an attitude is, but we not consciously think about how strongly attitudes affect our behavior Defined formally, an attitude is an evaluation—either positive or negative—that predisposes a person to act in a certain way Understanding employee attitudes is important to managers because attitudes determine how people perceive the work environment, interact with others, and behave on the job Emerging research is revealing the importance of positive attitudes to both individual and organizational success For example, studies have found that the characteristic most common to top executives is an optimistic attitude People rise to the top because they have the ability to see opportunities where others see problems and can instill in others a sense of hope and possibility for the future.2 Good managers strive to develop and reinforce positive attitudes among all employees because happy, positive people are healthier, more effective, and more productive.3 A person who has the attitude “I love my work; it’s challenging and fun” will typically tackle work-related problems cheerfully, whereas one who comes to work with the attitude “I hate my job” is not likely to show much enthusiasm or commitment to solving problems Some companies, such as David’s Bridal, the nation’s largest bridal-store chain, are applying scientific research to improve employee attitudes—and sales performance As the example at David’s Bridal shows, sometimes negative attitudes can result from characteristics of the job, such as a high stress level, but managers can find ways to help people have more positive attitudes Managers should pay attention to negative attitudes because they can be both the result of underlying problems in the workplace as well as a contributor to forthcoming problems.4 373 C O N C E P T C O N N E C TION Baseball legend Hank Aaron is still hitting home runs Aaron has successfully made the transition from sports to business and built a BMW dealership from the ground up that now ranks in the top 50% in sales for BMW of North America, with revenue growth of 54.6% last year Aaron’s positive attitude played a large role in his success, first as a baseball player and now as a business leader “I believed if I could just get into something and keep it growing, I could well That’s when I looked at myself and said I was a businessman.” Components of Attitudes One important step for managers is recognizing and understanding the components of attitudes, which is particularly important when attempting to change attitudes Behavioral scientists consider attitudes to have three components: cognitions (thoughts), affect (feelings), and behavior.5 The cognitive component of an attitude includes the beliefs, opinions, and information the person has about the object of the attitude, such as knowledge of what a job entails and opinions about personal abilities The affective component is the person’s emotions or feelings about the object of the attitude, such as enjoying or hating a job The behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way Exhibit 10.1 illustrates the three components of a positive attitude toward one’s job The cognitive element is the conscious thought that “my job is interesting and challenging.” The affective element is the feeling that “I love this job.” These elements, in turn, are related to the behavioral component—an employee might arrive at work early because he or she is happy with the job Often, when we think about attitudes, we focus on the cognitive component However, it is important for managers to remember the other components as well The emotional (affective) component is often the stronger factor in affecting behavior When people feel strongly about something, the affective component may influence them to act in a certain way no matter what someone does to change their thoughts or opinions Recall the 6838X_10_ch10_p368-407.indd 373 attitude a cognitive and affective evaluation that predisposes a person to act in a certain way 2/6/08 12:30:00 PM Find more at www.downloadslide.com 374 David’s Bridal CHAPTER 10 Dynamics of Behavior in Organizations P lanning a wedding can be one of the most joyful experiences in a woman’s life—and one of the most nerve-wracking The salespeople at David’s Bridal, a 267-store chain owned by Federated Department Stores, bear the brunt of these intense emotions For many, dealing with those emotions can be overwhelming and exhausting, translating into negative attitudes and impatience with already-stressed customers Managers turned to new research on happiness to help employees cope and develop more positive attitudes Adaptiv Learning Systems, based in King of Prussia, Pennsylvania, conducted a pilot training program in four stores based on the work of psychologist Martin Seligman Salespeople were taught how to feel more cheerful with techniques such as “emotion regulation,” “impulse control,” and “learned optimism.” They learned coping techniques to use when dealing with a harried, indecisive bride-to-be, such as making a mental list of the top five things that bring them joy These techniques enable salespeople to be more calm and centered, which helps customers stay calm and centered as well That attitude/behavior translates into better sales, meaning employees make better commissions, which in turn contributes to more positive attitudes toward the job The success of the pilot project spurred David’s Bridal to consider various training options, such as online training, to expand the strategies to all of the company’s 3,000 employees.6 discussion of idea champions in Chapter When someone is passionate about a new idea, he or she may go to great lengths to implement it, even when colleagues and superiors say the idea is stupid Another example is an employee who is furious about being asked to work overtime on his birthday The supervisor might present clear, rational reasons for the need to put in extra hours, but the employee might still act based on his anger—by failing EXHIBIT 10.1 Components of an Attitude 6838X_10_ch10_p368-407.indd 374 2/6/08 12:30:01 PM Find more at www.downloadslide.com Organizational Behavior to cooperate, lashing out at co-workers, or even quitting In cases such as these, effective leadership includes addressing the emotions associated with the attitude Are employees so excited that their judgment may be clouded or so discouraged that they have given up trying? If nothing else, the manager probably needs to be aware of situations that involve strong emotions and give employees a chance to vent their feelings appropriately As a general rule, changing just one component—cognitions, affect, or behavior—can contribute to an overall change in attitude Suppose a manager concludes that some employees have the attitude that the manager should make all the decisions affecting the department, but the manager prefers that employees assume more decision-making responsibility To change the underlying attitude, the manager would consider whether to educate employees about the areas in which they can make good decisions (changing the cognitive component), build enthusiasm with pep talks about the satisfaction of employee empowerment (changing the affective component), or simply insist that employees make their own decisions (behavioral component) with the expectation that, after they experience the advantages of decision-making authority, they will begin to like it 375 TAKE ACTION As a new manager, remember that a positive attitude can go a long way toward helping others feel good about themselves and their work responsibilities TAKE ACTION High-Performance Work Attitudes The attitudes of most interest to managers are those related to work, especially attitudes that influence how well employees perform To lead employees effectively, managers logically seek to cultivate the kinds of attitudes that are associated with high performance Two attitudes that might relate to high performance are satisfaction with one’s job and commitment to the organization As a manager, make sure your employees have a reasonable workload and that they get enough help to organize their jobs Job Satisfaction A positive attitude toward one’s job is called job satisfaction job satisfaction In general, people experience this attitude when their work matches their needs and intera positive attitude toward one’s job ests, when working conditions and rewards (such as pay) are satisfactory, when they like their co-workers, and when they have positive relationships with supervisors You can take the quiz in Exhibit 10.2 to better understand some of the factors that contribute to job satisfaction Many managers believe job satisfaction is important because they think satisfied employees will better work In fact, research shows that the link between satisfaction and performance is generally small and is influenced by other factors.7 For example, the importance of satisfaction varies according to the amount of control the employee has; employees doing routine tasks may produce about the same output no matter how they feel about the job However, one internal study at Sears found a clear link between employee satisfaction, customer satisfaction, and revenue In particular, employCONCEPT CONNECTION ees’ attitudes about whether their work“To shake the hand of someone who was nearly dead—there’s no feeling like that in the loads were manageable and well orgaworld.” That’s how one physician assistant (PA) explained why he finds the profession so fulfillnized ranked among the top 10 indicators ing Job satisfaction is extraordinarily high for PAs, such as Jim Johnson, shown here helping of company performance.8 patients in a makeshift medical tent after Hurricane Katrina hit Gulfport, Mississippi A recent survey reported that 90 percent would make the same career choice all over again In addition Managers of today’s knowledge to good pay and flexible working conditions, PAs relish the autonomy of the job, a chance to workers often rely on job satisfaction to help others, the challenge of diagnosing and treating a variety of ailments, and working as keep motivation and enthusiasm for the part of a team 6838X_10_ch10_p368-407.indd 375 2/6/08 12:30:02 PM Find more at www.downloadslide.com 376 CHAPTER 10 Dynamics of Behavior in Organizations Think of a job—either a current or previous job—that was important to you, and then answer the following questions with respect to how satisfied you were with that job Please answer the six questions with a number 1–5 that reflects the extent of your satisfaction = Very dissatisfied = Dissatisfied = Neutral = Satisfied = Very satisfied Overall, how satisfied are you with your job? How satisfied are you with the opportunities to learn new things? How satisfied are you with your boss? How satisfied are you with the people in your work group? How satisfied are you with the amount of pay you receive? How satisfied are you with the advancement you are making in the organization? 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 Scoring and Interpretation: Add up your responses to the six questions to obtain your total score: The questions represent various aspects of satisfaction that an employee may experience on a job If your score is 24 or above, you probably feel satisfied with the job If your score is 12 or below, you probably not feel satisfied What is your level of performance in your job, and is your performance related to your level of satisfaction? SOURCES: These questions were adapted from Daniel R Denison, Corporate Culture and Organizational Effectiveness (New York: John Wiley, 1990); and John D Cook, Susan J Hepworth, Toby D.Wall, and Peter B.Warr, The Experience of Work: A Compendium and Review of 249 Measures and their Use (San Diego, CA: Academic Press, 1981) EXHIBIT 10.2 Rate Your Job Satisfaction Assess Your Answer organization high Organizations don’t want to lose talented, highly skilled workers In addition, most managers care about their employees and simply want them to feel good about their work—and almost everyone prefers being around people who have positive attitudes Regrettably, a survey by International Survey Research found that Gen X employees, those who are carrying the weight of much of today’s knowledge work, are the least satisfied of all demographic groups.9 Managers play an important role in whether employees have positive or negative attitudes toward their jobs.10 Job satisfaction is about getting a good paycheck and liking the work you ANSWER: Job satisfaction usually requires a number of things, such as decent pay, liking the work itself, but also having a good boss, positive relationships with co-workers, and some control over the job itself and working conditions ORGANIZATIONAL COMMITMENT Organizational commitment refers to an employee’s loyalty to and engagement with organizational commitment loyalty to and heavy involvement in one’s organization 6838X_10_ch10_p368-407.indd 376 the organization An employee with a high degree of organizational commitment is likely to say we when talking about the company Such a person likes being a part of the organization and tries to contribute to its success This attitude is illustrated by an incident at the A W Chesterton Company, a Massachusetts manufacturer of mechanical seals and pumps When two Chesterton pumps that supply water on Navy ship USS John F Kennedy failed on a Saturday night just before the ship’s scheduled departure, Todd Robinson, the leader of the team that produces the seals, swung into action He and his fiancée, who also works for Chesterton, worked through the night to make new seals and deliver them to be installed before the ship left port.11 Most managers want to enjoy the benefits of loyal, committed employees, including low turnover and willingness to more than the job’s basic requirements In addition, results of a survey of more than 650,000 employees in global organizations suggest that companies 2/6/08 12:30:05 PM Find more at www.downloadslide.com Organizational Behavior 377 EXHIBIT 10.3 Variations in Organizational Commitment: The World’s 10 Largest Economies with committed employees perform better The study found that companies with highly committed employees outperformed the industry average over a 12-month period by percent, whereas those with low levels of commitment underperformed the average by percent.12 Alarmingly, levels of commitment in the United States are significantly lower than those in half of the world’s other large economies, as illustrated in Exhibit 10.3 U.S employees are less committed than those in Brazil, Spain, Germany, Canada, and Italy This low level of organizational commitment puts U.S firms at a serious disadvantage in the global marketplace.13 The high motivation and engagement that comes with organizational commitment is essential to the success of organizations that depend on employees’ ideas and creativity Trust in management’s decisions and integrity is an important component of organizational commitment.14 Unfortunately, in recent years, many employees have lost that trust, resulting in a decline in commitment Just 28 percent of employees surveyed by Fast Company magazine said they think the CEO of their company has integrity Another recent survey by Ajilon Professional Staffing found that only 29 percent of employees believe their boss truly cares about them and looks out for their interests.15 Managers can promote organizational commitment by keeping employees informed, giving them a say in decisions, providing the necessary training and other resources that enable them to succeed, treating them fairly, and offering rewards they value For example, recent studies suggest that employee commitment in today’s workplace is strongly correlated with initiatives and benefits that help people balance their work and personal lives.16 Conflicts Among Attitudes Sometimes people discover that their attitudes conflict with one another or are not reflected in behavior For example, a person’s high level of organizational commitment might conflict with a commitment to family members If employees routinely work evenings and weekends, their long hours and dedication to the job might conflict with their belief that family ties are important This conflict can create a state of cognitive dissonance, a psychological discomfort that occurs when individuals recognize inconsistencies in their own attitudes and behaviors.17 The theory of cognitive dissonance, developed by social psychologist Leon Festinger in the 1950s, says that people want to behave in accordance with their attitudes and usually will take corrective action to alleviate the dissonance and achieve balance 6838X_10_ch10_p368-407.indd 377 TAKE ACTION As a manager, if you want committed employees, make sure you are acting in a trustworthy fashion cognitive dissonance a condition in which two attitudes or a behavior and an attitude conflict 2/6/08 12:30:06 PM Find more at www.downloadslide.com Name Index E Earley, P Christopher, 105 Easen, Nick, 71 Eisner, Michael, 11 Eminem, 42 Eskew, Mike, 430 Evans, Janet Q., 147 Evans, Martin, 418 Ezrin, Hershell, 206 F Fackler, Martin, 159 Faerman, Sue R., 470 Fairey, Shepard, 126, 248 Fairfield, Kent, 551 Fayol, Henri, 31 Fiedler, Fred E., 420–422 Field, Andrew, 391 Finder, Alan, 337 Finn, Bridget, 291 Fiorina, Carly, 11, 70, 346 Firneno, Charles, 431 Fisher, Lawrence, 71 Fishman, Charles, 262 Follett, Mary Parker, Fong, Mei, 94 Ford, Henry, 31 Ford, Robert C., 470 Forrester, Russell, 551 Fottler, Myron D., 470 Frankel, Roger, 515 Franzblau, Bill, 538 Freeman, R.E., 132, 133 French, Michael, 329 Frevert, Barb, 459 Friedman, Milton, 136 Friedman, Scott, 329 Friedman, Thomas L., 221 Frucco, Giuseppe, 292 Fuller, Scott, 68 Fung, Victor, 88 Fung, WIlliam, 88 Furchgott, Roy, G Gabarino, James, 355 Gabarro, John J., 16 Galbraith, Jay R., 295 Galloway, Helen, 311 Galvin, Tammy, 339 Garcia, Julia, 465 Gates, Bill, 8, 383 Geffen, David, 353 Gehrke, Garry, 35 Gehrke, Julie, 35 Gehrke, Larry, 35 Gellene, Denise, 241 George, Philip, 421 Germain, David, 172 Gett, Bob, 27 Ghosn, Carlos, 248 Giambi, Jason, 121 6838X_22_Name Index.indd Gilligan, Carol, 128 Gillis, Mary, 514 Gilmour, Allan D., 353 Glass, Russell, 337 Glasser, Peny, 283 Glater, Jonathan D., 534 Glist, Alan, 447 Glist, Kathi, 447 Gogoi, Pallavi, 177 Goizueta, Roberto, 471 Goode, Kathy, 32 Gordon, Bruce, 349 Gottlieb, Lori, 385 Gottlieb, Mark, 590 Grace, Mark, 121 Graham, Bette Nesmith, 346 Graham, Jill W., 125 Graham, Katherine, 434 Graham, Lawrence Otis, 356 Grantham, Pjef, 230 Grealish, Alenka, 283 Greehey, Bill, 67, 72 Green, Elizabeth Weiss, 424 Green, Willard P., 77 Greenberg, Herb, 590 Greenblatt, Ken, 447 Greenblatt, Sandra, 447 Greenleaf, Robert, 433 Griffith, Victoria, 332 Grogan, Dale, 447 Gross, N., 58 Gupta, Rajat Kumar, 346 Guthrie, Tom, 578 Guyon, Janet, 67 H Hackman, Richard, 466 Haddad, Kamal M., 582 Hahn, Betty, 32 Hall, Douglas T., 326 Hamilton, Booz Allen, 70 Hamm, Steve, 167, 471 Handelsman, Mitchell M., 446 Handschiegel, Patricia, 329 Harlan, Raymond, 444 Harlos, Karen, 587 Harris, Jim, 512 Harris, Walker, 333 Harrison, Margaret, 311 Hart, David W., 470 Hart, Judge Jacob, 503 Harvey, Jerry, 540 Hassan, Palwasha, 13 Hastings, Donald, 590 Hastings, Reed, 296 Haughom, John, 396 Hawthorne, Nancy, 413 Hayes, Neil, 417 Heinzl, M., 58 Heiselman, Maria, 363 Hellervik, L.V., 342 Hellman, Curtis, 219 Hellriegel, Don, 571 Hemp, Paul, 242 NI-2 Hepworth, Susan J., 376 Hernandez, Ignacio, 515 Hersey, Paul, 418–420 Hertzog, Gen William, 506 Herzberg, Frederick, 451 Heskett, James L., 71 Higgins, James, 193 Hill, Linda A., 16 Hjorten, Lisa, 68 Hoffstetter, Bill, 538 Hofstede, Geert, 94–96, 105 Hogan, Craig, 488 Hollis, Harry N., 314 Holmes, Rupert, 538 Holpp, Lawrence, 470 Holson, Laura M., 52, 429, 577 Hopp, Jessica, 421 Hopper, Carolyn, 224 Horowitz, Adam, 89, 380, 496, 564 House, Robert, 97, 418 Houston, Lt Cmdr Mike, 495 Howe, Jeff, 315 Hubbard, Gwen, 351 Hunt, Dan, 485 Hunt, Edie, 392 Hurtado, Patricia, 487 Hyatt, Josh, 528 I Iacocca, Lee, 267 Iannaccone, Judy, 530 Iger, Roger, 198 Immelt, Jeff, 8, 13, 21, 298, 433, 452 Itzkoff, Dave, 304 Iverson, F Kenneth, 469 J Jackson, Roderick, 142 Jackson, Susan E., 571 Jacob, Jay, 183 Jacobs, Robert, 547 Jacobson, Henry, 88 Jago, Arthur, 214 Janssen, Jennifer, 460 Javidan, Mansour, 97 Jay, Antoney, 547 Jellicoe, Roger, 537 Jobs, Steven, 8, 52 Johnson, Cecil, 357 Johnson, David W., 415 Johnson, Frank P., 415 Johnson, Hillary, 493 Johnson, Jim, 375 Johnson, L.A., 411 Johnson, Rob, 364 Jones, Jerry, 205 Jung, Andrea, 346 Jung, Carl, 388–390 K Kaluzny, A., 428 Kanter, Rosabeth Moss, 291 2/8/08 10:51:49 PM Find more at www.downloadslide.com NI-3 Kaplan, Robert S., 582 Karol, Eric, 478 Katzenbach, Jeffrey, 527 Katzenbach, Jon R., 522 Kautz, Brian, 336 Kawamoto, Nobuhiko, 255 Kelleher, Herb, 423 Kelly, Gary, 423 Kelly, Gene, 509 Kelly, Terri, 413 Kennedy, Sam, 591 Kepler, Nick, 299 Kepner, Charles, 208 Kerner, Ian, 329 Killing, J Peter, 100 Kimble, Linda, 142 King, Dennis, 421 King, Randall, 171 Kircher, Everett, 284 Kirkpatrick, S.A., 416 Kirsner, Scott, 32 Klein, Gary, 204 Kleisterlee, Gerald, 483 Kline, Mitchell, 222 Knauer, Amanda, 92 Knight, Chuck, 220 Koerper, Gary, 295 Kohlberg, L., 125 Kohn, Alfie, 464 Kolata, Gina, 113 Koonce, Richard, 271 Kopp, Wendy, 392, 424 Kotter, John P., 71, 310 Kovacevich, Richard, 429–430 Kroc, Ray, 441 Kuhse, Patrick, 139 Kurtz, Kevin, 11 Kurtzman, Joel, 581 Kushner, David, 230 Kyle, Cynthia, 478 L LaDouceur, Bob, 417 Lafley, A.G., 294, 383 Lambert, Art, 565 Lancourt, Joan, 71 Land, Edwin, 290 Lane, Harry W., 515 Lasswell, Mark, 89, 496, 564 Latham, Gary, 459 Lay, Kenneth, 560 Leavitt, Harold J., 179 Lee, Cindy, 572 Lee-Young, Joanne, 88 Leeds, Jeff, 458 Lehmann-Haupt, Rachel, 385 Lehndorff, Johnny, 230 Lello, Kevin, 478 Lengel, R.M., 61 Levine, Andrew, 581 Levine, J.B., 58 Levy, Stuart, 563 Lewin, Kurt, 308 Lewis, Willard, 384 6838X_22_Name Index.indd Name Index Lickona, T., 125 Liddy, Ed, 366 Light, Alan, 181 Lim, Philip, 57 Liu, Ada, 88 Locke, E.A., 416 Locke, Edwin, 459 Lopez, Jennifer, 57 Loyalka, Michelle Dammon, 54 Lublin, Joann S., 357 Lunsford, Lynn, 357 Lurie, Glenn, 52 M Machiavelli, Niccolo, 388 Maciariello, Joseph, 590 Mackey, John, 219 Macur, Juliet, 121 Madewell, Chris, 421 Magner, Marge, 354 Maher, Kris, 565 Mailvaganam, Stefan, Malka, Ben, 159 Mallinger, Mark, 146 Mani, S., 572 Manning, George, 363 Marcic, Dorothy, 39, 94, 191, 240, 403, 404, 438, 454 Marder, Diana, 134 Marggraff, Jim, 49 Marley, Patrick, 77 Martin, Chuck, 171 Martínez, Juan Luis, 143 Masarech, Mary Ann, 69 Maslow, Abraham, 32, 448–449 Mason, Richard O., 239 Mayor, Tracy, 577 McCafferty, Joseph, 167 McCaffrey, David P., 470 McCanse, Anne Adams, 418 McClanaghan, Lillian, 114 McClelland, David, 452, 454 McCroskey, J.C., 490 McCuan, Jess, 134 McFayden, Shannon, 392 McGovern, Pat, 410, 413 McGregor, Douglas, 32, 446 McGuinness, Paul, 6, McGwire, Mark, 121 McKeever, Jeffrey, 220 McKinstry, Nancy, 200, 346 McMillen, Steve, 363 McNerney, James, 304, 306 Meiseles, Joanna B., 414 Mellon, Tamara, 562 Merck, George, 433 Mesenbourg, Zachary, 139 Meyer, Ron, 577 Michaels, Edward, 547 Michaels, Rob, 444, 445 Mickos, Mårten, 528 Middelhoff, Thomas, 84 Milken, Michael, 49 Mill, John Stuart, 121 Miller, Jonathan, 206 Miller, Naomi, 363 Milliott, Jim, 49 Milstein, Howard, 136 Mintzberg, Henry, 15, 17, 18, 483 Mitchell, Brooks, 462 Mitter, Swasti, 84 Mohan, Raymond, Moore, Diane, 124 Moran, Bill, 174 Morey, Nancy C., 191 Morgan, Philip, 494 Morita, Masashi, 159 Morris, David, 351 Morrison, Elizabeth W., 297 Mosakowski, Elaine, 105 Moseley, Keith, 230 Moss, Jonathan E., 326 Mottram, James, 429 Mount, Ian, 203 Mouton, Jane S., 418 Mulally, Alan R , 211 Mulcahy, Anne, 48 Mulqueen, Brig Gen Michael P., 416 Murphy, Hugh, 15 Murray, Matt, 14 Myers, David, 129 N Narelli, Bob, 323, 425 Needleman, Sarah E., 337 Nelson, Diane, 188 Newstrom, John W., 109 Ng, Cecilia, 84 Nicoson, Robert D., 365 Nix, John, 340 Nooyi, Indra K., 346, 352 Norton, David P., 582 Norton-Taylor, Richard, 301 Nourani, Neelam, 94 O O’Dell, Shannon Michelle, 222 Okum, Sherman K., 494 Oldham, Greg, 466 Olson, Ashley, 57 Olson, Mary Kate, 57 Olson, Mike, 496 O’Neal, Stanley, 346 Onishi,Norimitse, 106 O’Rourke, Ray, 25 Overby, Stephanie, 283 Owens, Darrell, 460 P Packard, David, 433 Palmeri, Christopher, 385 Palmiero, Rafael, 121 Panchak, Patricia, 469 Pareles, Jon, 21 Pasmore, W., 129 Passtor, Andy, 357 Patmore, Kim, 299 2/8/08 10:52:02 PM Find more at www.downloadslide.com Name Index Peretz, Evgenia, 562 Perot, H Ross, 64 Pfeffer, Jeffrey, 464 Phelps, Corey C., 297 Phumiwasana, Triphon, 581 Pierce, J., 133 Plank, Kevin, 183 Platt, Lew, 357 Poole, Marshall Scott, 295 Porter, Lyman W., 475 Porter, Michael E., 178–180, 273 Post, J.E., 132 Pottruck, David, 11 Powell, Colin, 154 Preston, L.E., 132 Price, Ann, 327 Pristin, Terry, 478 Pucik, Vladimir, 114 Purcell, Philip, 383 Purdue, Frank, 90 Puricelli, Brian, 503 Puth, David, 392 Putin, Vladimir, 23 Q Quadir, Iqbal, 91 Quinn, James Brian, 291 R Raines, Howell, 12 Ramirez, Marc, 359 Ray, J.J., 576 Read, Jim, 291 Reimann, Kathryn, 139 Reinemund, Steve, 352 Reinhardt, A., 58 Reinmoeller, Patrick, 290 Rennie, Janice, 444 Ressler, Cali, 460 Reynolds, George W., 228 Ricciardi, Larry, 395 Rice, Paul, 51 Richmond, V.P., 490 Ridge, Garry, 462 Ritchie, J.B., 240, 404, 437 Rittenberg, Sidney, 114 Rivlin, Gary, 296 Robertson, Brian, 19 Robinson, Scott, 471 Robinson, Todd, 376 Rodgers, T.J., 136 Rodin, Rob, 464 Rogers, E.M., 499 Rogers, James E., 482 Rogers, R.A., 499 Roper, Doc Otis, 174 Roper, Stu, 544 Rose, Axl, 458 Rose, Karol, 450 Rosenthal, Jeff, 69 Roth, John, 57 Rothstein, Lawrence R., 42 Row, Heath, 14 6838X_22_Name Index.indd Rowe, Alan J., 239 Rubin, Rick, 368 Ruffolo, Robert Jr., 565, 566 S Sachs, S., 132 Salkever, Alex, 385 Samacki, Ray, 14 San Roman, Edwin, 84 Sandberg, Jared, 14 Sanders, Polly M., 487 Sanger, David, 121 Savage, Charles, 71 Schaefer, George, 252 Schein, Edgar, 505 Schellhardt, Timothy D., 14 Schilling, Curt, 121 Schlesinger, L.A., 310 Schlorman, Bob, 363 Schmit, Julie, 113 Schofield, Bill, 19 Schultz, Howard, 205 Schulze, Richard M., 393 Schwab, Charles, 383 Schwadel, Francine, 478 Schwartz, Pepper, 385 Schwartz, Peter, Scott, Susanne G., 313 Searles, Joseph L., 346 Seglin, Jeffrey L., 547 Seibert, Cindy, 32 Sellers, Patricia, 209, 392, 424, 428 Semler, Ricardo, 71 Senge, Peter, 25 Shaw, Karyll N., 161 Shaw, M.E., 499 Shell, Adam, 477 Shellenbarger, Sue, 329, 387 Shelly, M.W II, 179 Sherman, Ann, 565 Sherwin, Douglas S., 561 Shortell, S., 428 Shroeger, Jennifer, 320 Sibbet, David, 551 Siebel, Tom, 410 Simón, Cristina, 143 Simon, Herbert A., 203 Skilling, Jeffrey, 560 Skinner, Jim, 243 Slocum, John W Jr., 571 Smelzer, John, 52 Smet, Bob, 133 Smith, Chyanne, 573 Smith, Darwin E., 412 Smith, Douglas K., 522 Smith, Fred, 311 Smith, Katie, 88 Smith, Mark W., 337 Smith, Quincy, 304 Smithburg, William, 204 Soderbergh, Stephen, 429 Soeken, Don, 148 Solomon, Charlene Marmer, 514 Sosa, Sammy, 121 NI-4 Spade, Andy, 251 Spade, Kate, 251 Speer, Larry, 340 Spencer, Craig, 208 Spielberg, Steven, 383 Spitzer, Eliot, 120 Stair, Ralph M., 228 Stapleton, Ellen R., 552 Stein, Jeremy, 230 Steinberg, David, 203 Steiner, Gary A., 291 Steiner, Ivan, 529 Steinfeld, Trudy, 337 Stemberg, Tom, 60 Stepanek, Marcia, 166 Stevens, Greg, 391 Stewart, Martha, 142, 168 Stiles, Roger D., 137 Stine, Harry, 433 Stone, Brad, 174 Stonecipher, Harry, 357 Storey, Greg, 444 Story, Louise, 25 Straberg, Hans, 292 Strauss, Robert, 482 Strickland, Bill, 454 Stringer, Howard, 346 Suess, Dr., 242 Sullivan, Nora, 446 Sullivan, Todd, 458 Summers, Lawrence, 206, 420 Sutcliffe, Kathleen M., 61 Sutherland, Donald, 194 Sutherland, Susan, 194 Sutton, Robert, 219 Sutton, Robert I., 291 Swogger, Kurt, 391 Symonds, W.C., 58 T Tait, Richard, 290 Tam, Pui-Wing, 565 Tao, Amy, 148 Taverna, Eric, 472 Taylor, Frederick, 27, 28, 31, 445 Thiederman, Sondra, 508 Thiel, Peter, 174 Thomas, David, 350 Thomas, Jennie Carter, 314 Thomas, Kenneth, 543 Thomas, Owen, 89, 496, 564 Thompson, Paul, 240, 404, 437 Thurow, Roger, 268 Tilton, Glenn, 509 Tischler, Linda, 251 Tobias, Traci, 460 Torre, Joe, 22 Towler, Annette, 446 Trang, Mai Van, 107 Treacy, Michael, 180 Tregoe, Benjamin, 208 Trevino, Linda Klebe, 129 Trotter, Frank, 226 2/8/08 11:36:00 PM Find more at www.downloadslide.com NI-5 Tung, Rosalie, 114 Tweedy, Jeffrey, 487 U Unger, Frank, 515 Usman, Muhammed, 94 V Vacassin, Priscilla, 341 van Baardwijk, Nicole, 290 Van de Ven, Andrew H., 295 Van Dyne, Lynn, 105 Vasquez, Gil, 478 Victor, Bart, 129 Victor, Jeff, 102 Vincent, Robert, 295 Vogel, Harold, 577 Vogl, A.J., 464 Vroom, Victor, 214, 456 Vucetich, Maria del Carmen, 84 W Wagner, Rodd, 573 Wah, Louisa, 326 Waldmeir, Patty, 120 Wales, Jimmy, 256 Walker, Maggie Lena, 346 Walker, Rob, 126 Walker, Tom, 209 6838X_22_Name Index.indd Name Index Wall, Toby D., 376 Wallace, Don, 417 Wallace, Doug, 41, 283, 316, 405, 477 Walters, Larry, 573 Walton, Richard E., 571 Walton, Sam, 66 Wang, Vera, 57 Wardle, Kelly, 262 Ware, Lorraine Cosgrove, 565 Warr, Peter B., 376 Warren, Neil Clark, 385 Weber, J., 58 Weber, Kent, 76 Weick, Karl E., 61 Weil, Debbie, 337 Weinstock, Sylvia, 396 Weiss, Bill, 540 Welch, Jack, 8, 425, 572, 576 Wendling, Larry, 304, 306 Weston-Webb, Andy, 504 Wharton, Clifton R., 346 Wheelan, Susan, 551 Wheeler, D., 132 Wheeler, Daniel, 11 White, Chris, 262 White, Erin, 14, 565 White, Jack, 181 White, Meg, 181 Whitman, Meg, 293, 567 Wichser, Robert J., 487 Wicks, Judy, 134 Wiersema, Fred, 180 Williamson, James E., 582 Wilson, Eric, 57 Wilson, Melvin, 23–24 Winfrey, Oprah, 62, 125, 208 Wingfield, Nick, 565 Wolfe, Charles Jr., 114 Wonder, Jacquelyn, 224 Wood, Mike, 49 Woodman, R., 129 Woodward, Bob, 434 Woodward, Joan, 276–277 X Xin, Katherine, 114 Y Yago, Glenn, 581 Yang, Yuanqing, 82 Yukl, Gary, 440 Yunus, Muhammad, 91 Z Zander, Ed, 21 Zucker, Jeff, 213, 577 Zuckerberg, Mark, 174 Zutaut, Tom, 458 2/8/08 11:36:24 PM Find more at www.downloadslide.com Subject Index 0–9 2-boss employees, 261 2-factor theory, 451–452 5-15 reports, 498 Whys, 220 sigma quality control, 36, 170, 572, 576–579 360-degree feedback, 340 A accommodators, 394 accountability, 251–252 achievement cultures, 68 achievement-oriented leadership, 423–424 acquired needs theory, 452–455 acquisitions and mergers, 54, 62, 184 action plans, 163–164 activist approach to environmental issues, 133–134 adaptability cultures, 67–68 adaptive cultures, 66 adjourning stage of team development, 534 administrative model of decision making, 203–205 administrative principles, 31–32 adversarial orientation to partnership orientation, 61–62 advertising plans, 202 affirmative action current debates, 351–355 definition, 325 legal considerations, 332 agreeableness, 382 alliances among organizations, 20 alternatives and steps in decision-making development of alternative solutions, 209–210 implementation, 211 selection, 210 ambiguity and decision making, 201 analytical style, 212 application form for employment, 334 apprehension and communication, 491 approaches to culture change, 302 approaches to management behavioral sciences approach, 33–36 classical perspective, 30–33 human resources perspective, 33 Asleep at the Wheel, 6–7 Aspen Institute, 70 assertiveness and cultural differences, 96 assessment centers, 337 assessment differences and resistance to change, 308 assets, current and fixed, 569–570 assimilators, 394 attitudes affective component, 373 behavioral component, 373 cognitive component, 373 high-performance work attitudes, 375 influenced by personality, 387–391 job satisfaction, 375–376 attracting effective workforce application, 334 assessment centers, 337 employment tests, 336–337 human resource planning, 330 interviews, 334–337 legal considerations, 332 matching model, 329–330 organizational needs, 331 realistic job previews, 331–332 recruiting, 331–334 definition, 330 e-cruiting, 332–333 selection process, 334 strategic HRM, 322 validity, 334 attributions, 381–382 authoritarianism, 388 authority characteristics, 250–251 definition, 250 authority-compliance management, 418 avoidance learning, 461–462 B B2B (business-to-business e-commerce), 28 marketplaces, 233–234 B2C (business-to-consumer e-commerce), 28 backlash against globalization, 102–103 balance sheets, 569 balanced scorecard, 582–583, 584 bargaining power of buyers and suppliers, 179 bargaining zone, 545–546 barriers to communication individual, 506–507 language, 508 organizational, 507–508 overcoming, 508–509 BARS (behaviorally anchored rating scale), 342 BATNA (best alternative to a negotiated agreement), 546 behavior influenced by personality, 387–391 behavior modification, 460 behavioral approaches to leadership, 415–418 consideration, 416 initiating structure, 416 leadership grid, 417–418 Michigan Studies, 417 Ohio State Studies, 416–417 people-oriented behavior, 416 task-oriented behavior, 416 behavioral sciences approach to management contingency, 35 definition, 33 behavioral style, 212–213 behaviorally anchored rating scale (BARS), 342 belongingness needs, 448 benchmarking, 36, 575–576 benefits, 344 See also compensation best alternative to a negotiated agreement (BATNA), 546 Big Five personality factors, 382 blogs, 225 bottom line, 570 bottom-up budgeting, 569 boundary-spanning roles, 60 bounded rationality, 203–204 Bowie Bonds, 21 brainstorming definition, 218 electronic, 218 brainwriting, 218 breakdown of communications, 541 bribery, 128, 131 budgets bottom-up budgeting, 569 budgetary control, 569 feedback control model application, 569 responsibility center, 569 top-down budgeting, 569 bureaucracy, 32 bureaucratic control, 571 business, international See international business business intelligence, 60 business process reengineering, 270 business-to-business e-commerce (B2B), 28 business-to-consumer e-commerce (B2C), 28 C C2C (consumer-to-consumer), 28 cafeteria-plan benefits packages, 344 calendar-driven planning, 171 CAP (Cultural Assessment Process), 71 careers, changing nature changing social contract, 325–327 contingent workers, 327–328 downsizing, 328–329 employer of choice, 327–329 teams and projects, 327 technology, 328 telecommuting, 327, 328 temporary employees, 327–328 virtual teams, 328, 527–528 work/life balance, 328 centralization, 254–255 definition, 254 centralized network, 499 ceremonies, definition, 66 certainty and decision making, 199–200 chain of command, 250 champions, 295–296 change change agent, 302 changing workplace, 288–289 culture change, definition, 298 implementation tactics, 309–311 implementing, 307–311 internal forces, 304–306 model of planned organizational change, 303–307 need for change, 306–307 OD steps, 302–303 organizational See organizational change people and culture, 298–303 people change, definition, 298 product change, 289 products and technologies See new products and technologies resistance, 307–308 technology change, 289 SI-1 6838X_24_Subject Index.indd 2/8/08 10:57:42 PM Find more at www.downloadslide.com Subject Index changing nature of careers changing social contract, 325–327 contingent workers, 327–328 downsizing, 328–329 employer of choice, 327–329 teams and projects, 327 technology, 328 telecommuting, 327, 328 temporary employees, 327–328 virtual teams, 328, 527–528 work/life balance, 328 changing philosophy of control, 571–573 changing social contract, 325–327 changing workplace, 288–289 concerns, 583–584 diversity, 348–351 channels appropriate selection, 488–489 channel richness, 485, 486–488 definition, 484 formal communication, 495–499 personal communication, 500–503 team communication, 499–500 charismatic leaders, 427–428 chief ethics officer, 141 China growing economic power, 6, 51 innovation, 20 Internet subscribers, 84 new industries, 83 outsourcing, 89 research and development, 21 toy recalls, 25 U.S companies in China, 54, 82 Wal-Mart purchases, 131 classical model of decision making, 201–203 classical perspective on management administrative principles, 31–32 bureaucracy, 32 definition, 30 scientific management, 31 CMP (crisis management plan), 169 coalitions and coalition building, 205 codes of ethics, 139–140 coercion as implementation tactic, 310 coercive power, 430 cognitive component of cultural intelligence, 103 cohesiveness of teams cohesiveness, norms and productivity, 537 consequences, 535 determinants, 535 collaboration, 183 collaborative relationships, 22 collectivism as social value, 94 command teams, 523 commercial success and social responsibility, 143–144 committee, 524 communication apprehension, 491 barriers, 506–508 breakdown and team conflict, 541 channel richness, 486–488 channels, 484, 486–490 6838X_24_Subject Index.indd communication process, 484–485 crisis, 504–505 decoding, 484 definition, 484 dialogue, 504 downward, 495–497 encoding, 484 feedback, 485, 505–506 formal channels, 495–499 grapevine, 502 horizontal, 498–499 implementation tactic, 309 improving, 496 instant messaging (IM), 487 listening, 492–494, 508 messages, 484 non-native speakers, 508 nonverbal, 492 open communication, 503–504 organizational, 495–503 personal channels, 500–503 personal networking, 500 persuasion, 490–491 senders and receivers, 484 strategic conversations, 483 team channels, 499–500 upward, 497–498 writing skills, 488, 503 communication breakdown and conflict, 541 compensation benefits, 344 compensation equity, 343 definition, 342 pay for performance, 343–344 wages and salary, 343 See also wages and salaries compensation programs, motivational, 468 compensatory justice, 123 competency-based pay systems, 343 competitive strategies competitive advantages, 173 cost leadership, 181–182 differentiation, 180–181 focus, 182–183 competitors, 56 conceptual skills, 10–11 conceptual style, 212 concurrent control, 563 conflict and teams causes, 540–542 cooperation, 540, 541 definition, 540 handling, 543–544 negotiation, 544–546 conscientiousness, 382 consideration, 416 consistency cultures, 68 consolidations and acquisitions, 54, 62, 184 consumer-to-consumer (C2C), 28 containment and crisis management, 168–170 contemporary approach to motivation, 447 content perspectives on motivation acquired needs theory, 452–455 content theories, 447 SI-2 ERG theory, 449–451 frustration-regression principle, 449 hierarchy of needs theory, 33, 448–449 hygiene factors, 451 motivators, 451 two-factor theory, 451–452 contingency approaches to leadership contingency approach, definition, 418 Fiedler’s contingency theory, 420–422 Hersey and Blanchard’s situational theory, 418–420 path-goal theory, 423–426 situational theory, definition, 418 substitutes for leadership, 426 contingency plans crisis planning, 168–170 definition, 166 scenario building, 166–167 contingent workers, 327–328 continuous improvement with TQM, 36, 578 continuous learning, 395 continuous process production, 276–277 continuous reinforcement schedule, 462 control balanced scorecard, 582–583, 584 bureaucratic, 571 changing philosophy, 571–573 concurrent control, 563 controlling, definition, corporate governance, 583 decentralized, 572 feedback control, 564 feedback control model See feedback control model feedforward control, 561, 562–563 financial control, 569–571 international business, 107 open-book management, 580–582 organizational control, definition, 561 overcontrol, 584 preliminary or preventive control, 562 systems for turbulent times, 580–584 TQM See TQM undercontrol, 583–584 controlling definition, conventional level of moral development, 125 convergers, 394 cooperation and conflict in teams, 540, 541 cooperation stage, new products and technologies, 292 coordination, 267 coordination model for innovation, 293 core competence, 173 Corporate Culture and Performance (Kotter and Heskett), 71 corporate cultures, 62–64 See also cultures corporate governance, 583 corporate social responsibility commercial success, 143–144 definition, 130 evaluating, 135–137 corporate universities, 338 2/8/08 10:58:04 PM Find more at www.downloadslide.com SI-3 Subject Index Corruption Perception Index, 93 cost leadership strategies, 181–182 countertrade, 87 country club management, 418 courage, 434 CQ (cultural intelligence), 103–105 components, 103, 105 culture shock, 105 definition, 103 creativity creative people and organizations, 291 definition, 290 crisis communication, 504–505 crisis EQ , 387 crisis management, 22–25 communication, 504–505 crisis EQ , 387 crisis management plan (CMP), 169 crisis planning, 168–170 See also contingency planning crisis management plan (CMP), 169 CRM (customer relationship management), 29, 235 cross-cultural management, 105–107 cross-functional teams, 261, 269 cross-training, 338 crowdsourcing, 314–315 Cultural Assessment Process (CAP), 71 cultural differences, 96–100 cultural intelligence (CQ) components, 103, 105 culture shock, 105 definition, 103 cultural leadership, 72 culture change, 298 approaches, 302 culture shock, 105 cultures achievement cultures, 68 adaptability cultures, 67–68 adaptive cultures, 66 consistency cultures, 68 corporate, 62–64 definition, 63 differences, 96–97 high-performance cultures, 71 involvement cultures, 68 other characteristics, 97–100 strategy implementation, 188 values and performance, 69–71 currency, European, 102 current assets, 569–570 current debt, 570 customer relationship management (CRM), 29, 235 customers, 55–56 cycle time and TQM, 578 D daily flextime, 398 dashboards, performance, 171 data, definition, 226 debate, encouraging, 220 decentralization, 254–255 6838X_24_Subject Index.indd decentralized control, 572 decentralized network, 499 decision making administrative model, 203–205 alternatives, 209–210 ambiguity, 201 bounded rationality, 203–204 certainty, 199–200 classical model, 201–203 definition, 198 descriptive approach, 204 diagnosis, 208–209 encouraging debate, 220 ethical, 120–123 evaluation and feedback, 211–212 group, 219 implementation, 211 international business, 106 intuition, 204–205 model characteristics, 207 new approaches, 218–220 normative, 202 political model, 205–206 recognition of necessity, 207–208 risk, 200 satisficing, 203–204 steps, 207–212 styles, 212–213 uncertainty, 200–201 decision styles, 212–213 decisional category of manager roles, 15 decisions definition, 198 programmed and nonprogrammed, 199 decoding and communication, 484 delegation, 252 deliberately structured organizations, 10 demographics, 53, 349 departmentalization customer-based divisions, 259–260 definition, 256 divisional approach, 258–259 geographic-based divisions, 259–260 matrix approach, 260–261 structural design, 257 team approach, 261–262 vertical functional approach, 258 virtual network approach, 263–264 descriptive approach to decision making, 204 developing effective workforce corporate universities, 338 on-the-job (OJT) training, 338 performance appraisals, 340–342 promotion from within, 338–339 strategic HRM, 322 training and development, 338–340 training types and methods, 339 workforce optimization, 339–340 devil’s advocate, 220 diagnosis decision-making step, 208–209 definition, 208 dialogue, 504 differentiation strategies, 180–181 digital technologies, 20, 278–279 directive leadership, 423 directive style, 212 discretionary responsibilities, 136–137 discrimination, 325 affirmative action See affirmative action distributive justice, 123 distributive negotiation, 545 divergers, 394 diversity affirmative action, 351–355 attitudes, 347–348 challenges for managers, 347, 350–351 challenges for minorities, 349 changing workplace, 348–351 current responses, 355 demographics, 349 discrimination, 325 ethnocentrism, 347 ethnorelativism, 348 generational, 20 global, 358–359 milestones, 346 monocultures, 347 organizations, 345 pluralism, 348 teams and teamwork, 530–531 valuing, 345–347 division of labor, 250 divisional approach to departmentalization, 258–259 advantages and disadvantages, 264–265 divisional structure, definition, 258 DMAIC (define, measure, analyze, improve, control), 577 downsizing, 328–329 downward communication, 495–497 driving forces, 308–309 dual roles on teams, 531 E e-business B2B marketplaces, 233–234 changing world, 27–28 definition, 27–28, 228 digital technology, 278–279 e-commerce, 27–28, 228 e-marketplaces, 233–234 EDI, 230 extranets, 230 implementing strategies, 232–233 international business, 233 Internet See Internet Internet businesses, 230 intranets, 230 market expansion, 231–232 productivity and efficiency, 232 e-coli bacteria, 172, 488 e-commerce, 27–28, 228 e-cruiting, 332–333 e-file tax returns, 289 e-mail in workplace, 167, 487, 488 e-marketplaces, 233–234 2/8/08 10:58:19 PM Find more at www.downloadslide.com Subject Index EcoBook 100, 134 economic development, 91 economic dimensions of general environments, 53–55 economic environment and international business, 90–92 economic forces, definition, 30 economic growth of China and India, 6, 51 economic man, 445 economic responsibilities, 136 economic value-added (EVA), 580 EDI (electronic data interchange), 230 See also e-business education as implementation tactic, 309 EEO (equal employment opportunity), 324–325 EEOC (Equal Employment Opportunity Commission), 325, 358 effective goals, 162–163 effective listening, 494 effective meetings, 547 effectiveness, organizational, 10 efficiency, organizational, 10 electronic data interchange (EDI), 230 emotional component of cultural intelligence, 103 emotional intelligence (EQ), 384–387 emotional stability, 382 employees compensation See compensation employee-centered leaders, 417 employee empowerment, 26–27 employee engagement, 472 employee growth-need strength, 467 employee involvement, 36 employers of choice, 327–329 employment tests, 336–337 human resource management See HRM immigrants, 53, 168, 346, 347, 349, 351 motivation See motivation productivity See productivity teams See teams and teamwork temporary, 327–328 work/life balance, 328 workplace relationships emotional intimacy, 357–358 sexual harassment, 358 workplace stress, 396–397 See also entries beginning “workforce” employment tests, 336–337 empowerment continuum, 470–471 definition, 26, 468 employee empowerment, 26–27 information, 468–469 knowledge and skills, 469 power, 469–470 rewards, 470 encoding and communication, 484 engagement, employee, 472 enterprise resource planning (ERP), 28–29 entrepreneurship stage, new products and technologies, 295–298 environmental forces for change, 303–304 environmental issues, 55, 133–135, 137 Environmental Protection Agency (EPA), 55, 137 6838X_24_Subject Index.indd environments adapting, 60–62 environmental uncertainty, 59, 274 external, 48–59 general, 49, 50–55 internal, 49 mechanistic and organic responses, 274–275 organization-environment relationships, 59–62, 274–276 organizational, 48 task, 49 E P expectancy, 456 EPA (Environmental Protection Agency), 55, 137 EQ (emotional intelligence), 384–387 Equal Employment Opportunity Commission (EEOC), 325, 358 equal employment opportunity (EEO), 324–325 equity compensation equity, 343 definition, 455 equity theory, 455–456 ERG theory, 449–451 ERP (enterprise resource planning), 28–29 escalating commitments, 219 esteem needs, 448 ethical dilemmas, 119 ethics codes of ethics, 139–140 definition, 118 ethical decision making, 120–123 ethical dilemmas, 119 ethical responsibilities, 136 ethics committee, 141 individuals, 137–138 leadership, 138–139 managers, 124–128 managing company ethics, 137–142 organizations, 128–130 training programs, 141 Ethics and Compliance Officers Association, 141 ethnocentrism, 100, 347 ethnorelativism, 348 EU (European Union), 55, 101–102 euro, 102 EVA (economic value-added), 580 evaluation of decisions, 211–212 event-driven planning, 170–171 Evergreen Project, 183 exchange rates, 92 existence needs, 449 exit interviews, 344 expectancy theory E P expectancy, 456 major elements, 457 manager responsibility, 458 P O expectancy, 456 valence, 457 experiential learning cycle, 393 expert power, 431 explicit knowledge, 236 exploration stage, new products and technologies, 290–292 exporting, definition, 87 SI-4 external attributions, 381 external coordination, 293–295 external environments, 48–59 mechanistic responses, 274–275 organic responses, 274–275 external leaders, 526 external recruiting, 331 extinction, 462 extranet, 230–231 extrinsic rewards, 445 extroversion, 382 F face validity, 334 Facebook, 174, 337 fair trade products, 51 fast-cycle teams, 293, 525 fast food franchises, 88 federal legislation related to HRM, 324–325 feedback 360-degree feedback, 340 communication and feedback, 485, 505–506 feedback on decisions, 211–212 feedback control, 564 feedback control model actual performance, 566 budget applications, 569 compare standards and performance, 566–567 corrections, 567–568 responsibility center, 569 standards of performance, 564–566 feedforward control, 561, 562–563 femininity as social value, 95 Fiedler’s contingency theory contingency approaches, 418 favorable and unfavorable situations, 420–421 leader style-situation fit, 421–422 least-preferred co-worker (LPC), 422 Fifth Discipline: The Art and Practice of Learning Organizations (Senge), 25 financial control balance sheets, 569 financial statements, 569–571 income statements, 570 first-line managers, 11 Five-Fifteen reports, 498 Five Whys, 220 fixed assets, 569–570 flat structure, 253–254 definition, 253 flexible scheduling, 328 focus strategies, 182–183 force-field analysis, 308–309 forces, influential, 29–30 formal communication channels, 495–499 formal teams, 523–525 forming stage of team development, 533 franchising, 87–88 free rider, 530 free trade, 100–101 Friendster, 225 frustration-regression principle, 449 functional approach to structural design, 258 2/8/08 10:58:38 PM Find more at www.downloadslide.com SI-5 Subject Index functional structure, 258 functional teams, 523 fundamental attribution errors, 382 future orientation and cultural differences, 96 G Gallup Q12, 472 GATT (General Agreement on Tariffs and Trade), 100–101 gender differentiation and cultural differences, 96 femininity as social value, 95 See also women’s issues general environments, 49, 50–55 Generation X, 29–30 Generation Y, 29–30 generational diversity, 20 glass ceiling, 352–353 global diversity, 358–359 global outsourcing, 86, 87, 102–103 global teams, 528–529 globalization, 20, 86 backlash, 102–103 HRM, 321 GLOBE (Global Leadership and Organizational Behavior Effectiveness) Project, 96–97, 105 goals, achievement and rewards, 163 definition, 154 effective, 162–163 goal-setting theory components, 459 definition, 459 management by objectives (MBO), 163–165 motivation, 156 operational, 154–155, 160 purposes, 155–157 resistance to change, 308 setting, 163 single-use plans, 165 standing plans, 165 strategic, 154–155, 158–160 stretch goals, 162, 170 superordinate, 544 tactical, 154–155, 158–160 team conflict and goal differences, 542 government regulations, 17, 48, 55 grapevine, 502 Great Man approach, 414 Green Day, Grokster, 28 group decision making, 219 groups and teams distinction, 522 groupthink, 218, 540 Growth and Leadership Center (GLC), 299 growth needs, 449 GTE, 139 Guns ’N Roses, 458 H halo effects, 342, 380 handling conflict, 543–544 Harvard University, 66, 206 6838X_24_Subject Index.indd Hawthorne Studies, 32, 445 headhunters, 331 heroes, 64–66 definition, 64 Hersey and Blanchard’s situational theory contingency approaches, 418 leader style and follower readiness, 419–420 situational theory, definition, 418 hierarchy of leadership, 412 hierarchy of needs theory, 33, 448–449 high-performance cultures, 71 horizontal communication, 498–499 horizontal coordination coordination, definition, 267 cross-functional teams, 269 need, 267–268 process, 270 project managers, 269–270 reengineering, 270–271 task forces, 269 horizontal linkage model, 292–293 horizontal teams, 524–525 HRM (human resource management) building human capital, 322–323 competitive strategy, 322–325 definition, 320 environmental influences, 322–325 federal legislation, 324–325 human capital, definition, 323 human resource information system, 324 information technology, 324 planning, 330 strategic role, 321–322 human relations approach to motivation, 445–446 human resource approach to motivation, 446–447 human resource management See HRM human resources perspective on management, 33 human skills, 10–11, 24 humane orientation and cultural differences, 96–97 humility, 412 Hurricane Katrina, 23–24, 67, 118, 136, 220, 254, 431, 560 hygiene factors, 451 I idea champions, 295 idea incubators, 292 IM (instant messaging), 487 IMF (International Monetary Fund), 55, 102 immigration, 53, 168, 346, 347, 349, 351 implementation stage of decision-making, 211 implementing changes, 307–311 impoverished management, 418 incentive pay, 343 incentive pay systems, 445 incentives and motivation, 464, 467–468 income statements, 570 Index of Economic Freedom, 93 India growing economic power, 6, 51 innovation, 20 new industries, 83 outsourcing, 89, 103 individual barriers to communication, 506–507 individual collectivism and cultural differences, 96 individualism approach to ethical decisions, 122 individualism as social value, 94 individuals, ethical, 137–138 industry rivalry, 179 inequity, 455 influential forces, 29–30 information, definition, 226 information fatigue syndrome, 225 information overload, 224–225 information systems management information systems (MIS), 227–228 office automation systems, 227 operations information systems, 226–227 process control systems, 227 transaction processing systems (TPSs), 227 See also information technology (IT) information technology (IT) CRM, 29, 235 data, definition, 226 e-business See e-business effectiveness, 222–223 efficiency, 223 implications for managers, 222 information, definition, 226 Internet See Internet knowledge management, 29, 235–236 strategy implementation, 188 types of information systems, 226–228 informational category of manager roles, 15 infrastructure, definition, 91 initiating structure, 416 instant messaging (IM), 487 integrative negotiation, 544 interactive leadership, 413 interim managers, 20 internal attributions, 381 internal coordination, 292–293 internal environments, 49 internal forces for change, 304–306 internal recruiting, 331 Internal Revenue Service (IRS), 289, 298 internal strengths and weaknesses, 176–177 international business cultural intelligence (CQ), 103–105 e-business, 233 economic environment, 90–92 global outsourcing, 86, 87, 102–103 global teams, 528–529 international management, 89 international quality standards, 579–580 key factors, 90 legal-political environment, 92–93 Managing Across Borders (Bartlett), 86 managing cross-culturally, 105–107 motivation, 106–107 online companies, 82–83 sociocultural environment, 93–100 U.S companies in China, 54, 82 international dimensions of general environments, 50–51 international management, 89 2/8/08 10:58:52 PM Find more at www.downloadslide.com Subject Index international quality standards, 579–580 Internet blogs and social networking, 225–226 competitive strategies, 178–179 contact with customers, 60 definition, 228 e-business, 27–28 impact on business-level strategy, 178–179 Internet businesses, 230 outsourcing issues, 87 partnerships, 183–184 recruiting job applicants, 332–333 strategy implementation, 188 subscribers in China, 84 workplace Internet use, 565 WWW (world wide web), 228 interpersonal category of manager roles, 15 interpersonal demands, 397 interpersonal influence tactics, 431–433 interview questions, 336 interviews appropriate and inappropriate questions, 336 computer-based, 336 exit, 344 face validity, 334 intranets definition, 230 knowledge management portals, 236 value, 236 intrinsic rewards, 444 intuition and decision making, 204–205 involvement cultures, 68 ISO 14001, 135 ISO certification, 579 iTunes, J JIT (just-in-time) inventory control systems, 308–309 job analysis, 330, 331 job-based pay, 343 job-centered leaders, 417 job description, 331 job design for motivation core job dimensions, 466–467 critical psychological states, 467 definition, 463 employee growth-need strength, 467 job characteristics model, 466–467 job enlargement, 465 job enrichment, 465–466 job rotation, 465 job simplification, 464–465 personal and work outcomes, 467 work redesign, 466 job evaluations, 343 job flexibility, 450 job satisfaction, 375–376 job specification, 331 joint ventures, 20, 62, 184 just-in-time (JIT) inventory control systems, 308–309 justice approach to ethical decisions, 123 6838X_24_Subject Index.indd K knowledge management, 29, 235–236 knowledge management portals, 236 knowledge work, 29 L labor markets, 56–57 language barriers, 508 large-group interventions and OD, 301–302 law of effect, 460 leader behavior in path-goal theory, 423–424 leaders and leadership approaches, 433–434 behavioral approaches, 415–418 charismatic, 427–428 crisis management skills, 23–25 cultural, 72 definition, 411 directive, 423 ethical, 138–139 humility, 412 interactive leadership, 413 leader styles in situational theory, 419 leadership grid, 417–418 level leadership, 412–413 versus management, 413–414 Michigan Studies, 417 moral leadership, 433–434 Ohio State Studies, 416–417 people-oriented behavior, 416 personal characteristics, 416 post-heroic leadership, 411–412 qualities, 414 servant leadership, 433 substitutes for leadership, 426 task-oriented behavior, 416 traits, 414–415 transactional leaders, 427 transformational leaders, 429–430 visionary, 427–428 women’s styles, 413 leadership grid, 417–418 leading definition, lean manufacturing, 573 learning continuous, 395 definition, 393 experiential learning cycle, 393 learning process, 393 learning styles, 394 style types, 394 learning from mistakes, 219 learning organizations, 22 characteristics, 26–27 definition, 26 The Fifth Discipline: The Art and Practice of Learning Organizations, 25 least-preferred co-worker (LPC), 422 legal approach to environmental issues, 133–134 legal considerations and recruitment, 332 legal environment and international business, 92–93 legal-political dimensions of general environments, 55 SI-6 legal responsibilities, 136 legitimacy and goals, 155–156 legitimate power, 430 level leadership, 412–413 liabilities, 569–570 licensing, 87–88 likeability, 383–384 line authority, 252–253 linguistic pluralism, 97 listening, 492–494, 508 locus of control, 387–388, 389 Long Tail (Anderson), long-term debt, 570 long-term orientation as social value, 95 M Machiavellianism, 388 maintaining effective workforce benefits, 344 compensation, 342–344 compensation equity, 343 job evaluation, 343 pay-for-performance, 343–344 strategic HRM, 322 termination, 344–345 wage and salary surveys, 343 wage and salary systems, 343 management behavioral sciences approach, 33–36 classical perspective, 30–33 crisis See crisis management cross-cultural, 105–107 definition, 8–9 human resources perspective, 33 versus leadership, 413–414 organizational performance, 9–10 process, qualities, 414 skills, 10–11 total quality management, 36 management by objectives (MBO), 163–165 benefits and problems, 164 management by wandering around (MBWA), 502–503, 509 management information systems (MIS), 227–228 managers ethical behavior, 124–128 See also ethics international See international business mistakes, 11–12 new, 12–13 roles, 15 Managing Across Borders (Bartlett), 86 market approach to environmental issues, 133–134 masculinity as social value, 95 mass production, 276 matching model, 329–330 matrix approach to departmentalization advantages and disadvantages, 265–266 definition, 260 matrix boss, 261 top leader, 261 two-boss employees, 261 2/8/08 10:59:05 PM Find more at www.downloadslide.com SI-7 Subject Index matrix boss, 261 MBO (management by objectives), 163–165 benefits and problems, 164 means-ends chain, 160 measuring effectiveness in nonprofits, 18 measuring productivity, 574 mechanistic responses to external environments, 274–275 mediation, 544 medical research and technology, 52 meetings, effective, 547 member satisfaction and team effectiveness, 546–547 mentoring, 338 mergers and acquisitions, 54, 62, 184 messages and communication, 484 metacategories, 416 Michigan Studies, 417 middle managers, 11 middle-of-the-road management, 418 Milwaukee Journal Sentinel, 139 minorities, challenges, 349 MIS (management information systems), 227–228 mission definition, 157 importance, 170 mission statements, 66, 158 mistakes by managers, 11–12 modular approach and outside suppliers, 263–264 monocultures, 347 moral agent, 120 moral development stages, 124–128 moral leadership, 433–434 moral-rights approach to ethical decisions, 122–123 most favored nation status, 100 motivation acquired needs theory, 452–455 behavior modification, 460 contemporary approach, 447 content perspectives, 447–455 content theories, 447 definition, 444 empowerment, 468–471 E P expectancy, 456 equity theory, 455–456 ERG theory, 449–451 expectancy theory, 456–458 extrinsic rewards, 445 frustration-regression principle, 449 goal-setting theory, 458–460 hierarchy of needs theory, 33, 448–449 human relations approach, 445–446 human resource approach, 446–447 hygiene factors, 451 international business, 106–107 intrinsic rewards, 444 job design, 463–467 law of effect, 460 motivation and goals, 156 motivators, 451 P O expectancy, 456 process perspectives, 455–460 process theories, 455 6838X_24_Subject Index.indd reinforcement, 460 reinforcement perspective, 460–463 reinforcement theory, 460 traditional approach, 445 two-factor theory, 451–452 valence, 457 motivators, 451 Mursal, 13 Muslim immigrant, 347 Myers-Briggs Type Indicator, 390–391, 400–403 MySpace, 174, 225, 337 MySQL, 528, 529 N NAFTA (North American Free Trade Agreement), 102 nanotechnology, 52, 306 National Commission on Writing, 503 need for change, 306–307 needs, 448–449, 452 negotiation distributive, 545 implementation tactic, 310 integrative, 544 team conflict, 544–546 neutralizer, 426 new products and technologies cooperation, 292 entrepreneurship, 295–298 exploration, 290–292 external coordination, 293–295 internal coordination, 292–293 product change, 289 technology change, 289 new-venture fund, 298 new-venture team, 296 New York Times, 12, 498 nonparticipator roles on teams, 532 nonprofits, 17–18 nonprogrammed decisions, 199 nonverbal communication, 492 normative approach to decision making, 202 norming stage of team development, 534 norms and teams carryover behaviors, 539 critical events, 539 explicit statements, 539–540 primacy, 539 team norms, definition, 538 North American Free Trade Agreement (NAFTA), 102 O OB (organizational behavior) attitude, definition, 373 components of attitudes, 373–375 job satisfaction, 375–376 OB, definition, 372 organizational citizenship, 372 organizational commitment, 376–378 Occupational Safety and Health Administration (OSHA), 55 OD (organization development) approaches to culture change, 302 change agent, 302 changing, 302–303 definition, 299 large-group interventions, 301–302 refreezing, 303 steps, 302–303 survey feedback, 300–301 team building, 300 unfreezing, 302 office automation systems, 227 offshoring, 86 O’Hare International Airport, 15 Ohio State Studies, 416–417 OJT (on-the-job training), 338 old workplace, 18–19 open-book management, 580–582 open communication, 503–504 open information, 27 open innovation, 293–294 openness to experience, 382 operational plans and goals, 154–155, 160 operations information systems, 226–227 opportunities and threats, external, 177 opportunity, definition, 207 opt-out trend, 353–354 organic responses to external environments, 274–275 organization charts, 249 organization development (OD) approaches to culture change, 302 change agent, 302 changing, 302–303 definition, 299 large-group interventions, 301–302 refreezing, 303 steps, 302–303 survey feedback, 300–301 team building, 300 unfreezing, 302 organization-environment relationships, 59–62, 274–276 organization structures definition, 249 structures and environment, 274–276 structures and strategy, 273–274 structures and technology, 276–279 organizational barriers to communication, 507–508 organizational behavior (OB) attitude, definition, 373 components of attitudes, 373–375 job satisfaction, 375–376 OB, definition, 372 organizational citizenship, 372 organizational commitment, 376–378 organizational change changing workplace, 288–289 definition, 289 entrepreneurship, 295–298 exploration, 290–292 external coordination, 293–295 internal coordination, 292–293 planned change model, 303–307 roles, 295 2/8/08 10:59:18 PM Find more at www.downloadslide.com Subject Index organizational citizenship, 372 organizational commitment cognitive dissonance, 377 country variations, 377 definition, 376 organizational communication, 495–503 organizational control focus concurrent control, 563 feedback control, 564 feedforward control, 561, 562–563 organizational environments, 48 organizational needs and recruiting, 331 organizational stakeholders, 131–132 organizational strengths and weaknesses, 176–177 organizations creative, 291 definition, effectiveness, 10 efficiency, 10 organizations and ethics, 128–130 organizing definition, 8, 248 OSHA (Occupational Safety and Health Administration), 55 OTJ (on-the-job training), 338 outsourcing, 20, 29 clinical trials, 248 departmentalization, 263 global outsourcing, 86, 87, 102–103 overcoming communication barriers, 508–509 overcoming resistance to change, 310 overcontrol, 584 owners’ equity, 570 P P2P (peer-to-peer) file sharing, 28 panel interviews, 336 parallel approach, 293 partial productivity, 574 partial reinforcement schedule, 462 participation as implementation tactic, 309–310 participative leadership, 423 partnership orientation from adversarial orientation, 61–62 partnership paradigm, 62 partnership strategies, 183–184 path-goal theory contingency approach, definition, 418 leader behavior, 423–424 path-goal theory, definition, 423 rewards, 424–425 pay-for-performance, 343–344 peer-to-peer (P2P) file sharing, 28 people change, 298 people-oriented behavior, 416 perception attributions, 381–382 definition, 378 halo effect, 380 perceptual defense, 380 perceptual distortions, 379–380 perceptual selectivity, 378–379 process, 378 6838X_24_Subject Index.indd projection, 380 stereotyping, 380 performance, definition, 10 performance appraisals 360-degree feedback, 340 accurate assessments, 340–341 definition, 340 errors, 341–342 management by objectives, 164 review ranking systems, 341 performance dashboards, 171 performance gap, 306 performance orientation and cultural differences, 96 performance review ranking systems, 341 performing stage of team development, 534 permanent teams, 262 person-environment fit, 391, 392 person-job fit, 391–392 personal communication channels, 500–503 personal networking, 500 personal power, 431 personality and behavior attitudes influenced by personality, 387–391 authoritarianism, 388 Big Five personality factors, 382 emotional intelligence (EQ), 384–387 locus of control, 387–388, 389 Machiavellianism, 388 Myers-Briggs Type Indicator, 390–391, 400–403 person-job fit, 391–392 personality, definition, 382 personality traits, 382–384 problem-solving styles, 388–391 personality clashes and team conflict, 541 personality testing, 384 personality traits, 382–384 persuasion and communication, 490–491 physical component of cultural intelligence, 105 physiological needs, 448 planned organizational change model, 303–307 planning, definition, 8, 154 planning task force, 171 plans contingency, 166 crisis, 168–170 definition, 154 event-driven, 170–171 management by objectives (MBO), 163–165 operational, 154–155, 160 planning task force, 171 purposes, 155–157 single-use, 165 standing, 165 strategic, 154–155, 158–160 tactical, 154–155, 158–160 pluralism, 348 P O expectancy, 456 point-counterpoint, 220 policy-based statements, 139 political environment and international business, 92–93 political forces, 30 SI-8 political instability, 93 political model of decision making, 205–206 political risk, 92–93 population diversity, 20, 53 Porter’s Five Forces, 178–179 position power, 430 positive reinforcement, 461 post-heroic leadership, 411–412 postconventional level of moral development, 125–126 power and influence coercive power, 430 expert power, 431 influence, definition, 430 interpersonal influence tactics, 431–433 legitimate power, 430 personal power, 431 position power, 430 power, definition, 430 referent power, 431 reward power, 430 power distance and cultural differences, 96 power distance as social value, 94 preconventional level of moral development, 124–125 Predictive Index (PI), 336 preferred supplier contracts, 183–184 preparation and crisis management, 168–169 pressure groups, 55 prevention and crisis management, 168–169 principle-based statements, 139 problem, definition, 207 problem-solving styles, 388–391 problem-solving teams, 525 procedural justice, 123 process control systems, 227 process perspectives on motivation E P expectancy, 456 equity, 455 equity theory, 455–456 expectancy theory, 456–458 goal-setting theory, 458–460 P O expectancy, 456 process theories, 455 valence, 457 process theories, 455 product change, 289 product structure, 258 productive output and team effectiveness, 546 productivity definition, 574 lean manufacturing, 573 measuring, 574 partial productivity, 574 total factor productivity, 574 products and technologies, new cooperation, 292 entrepreneurship, 295–298 exploration, 290–292 external coordination, 293–295 internal coordination, 292–293 product change, 289 technology change, 289 2/8/08 10:59:36 PM Find more at www.downloadslide.com SI-9 Subject Index program structure, 258 programmed decisions, 199 progress reviews, 164 project managers, 269–270 project teams, 525 projection, 380 promotion to manager, 12–13 protected groups, 332 punishment, 462 pythons, 22 Q Q12, 472 qualities of leadership, 414 quality circles, 525, 575 quality control EVA (economic value-added), 580 international standards, 579–580 ISO certification, 579 quality improvement, 576–578 Six Sigma, 36, 170, 572, 576–579 trends, 579–580 quiet rooms, 398 R racial diversity, 20 Radar magazine, 231–232 RC2, 25 realistic job previews (RJP), 331–332 recognition of decision requirement, 207–208 recruiting, 331–334 reengineering, 270–271 referent power, 431 reinforcement perspective on motivation avoidance learning, 461–462 behavior modification, 460 continuous reinforcement schedule, 462 extinction, 462 law of effect, 460 partial reinforcement schedule, 462 positive reinforcement, 461 punishment, 462 reinforcement, 460 reinforcement theory, 460 schedules of reinforcement, 462–463 reinforcement theory, 460 relatedness needs, 449 relationship awareness, 385–386 religious issues, 325, 332, 345, 347, 355, 630 cultural characteristics, 97 freedom of conscience, 122 resistance to change, 307–308 overcoming, 310 resources and goals, 157 resources and team conflict, 541 responsibility, definition, 251 responsibility center, 569 restraining forces, 308–309 return on quality (ROQ), 71 reverse discrimination, 325 reward power, 430 6838X_24_Subject Index.indd rewards and goal achievement, 163 rewards and motivation, 464, 467–468 rewards in path-goal theory, 424–425 RFID (radio-frequency identification), 221 risk and decision making, 200 risk propensity, 210 rivalry among competitors, 179 RJP (realistic job previews), 331–332 roles ambiguity, 397 conflict, 397 definition, 15 Rolling Stones, ROQ (return on quality), 71 S safety needs, 448 San Diego Zoo, 569 Sarbanes-Oxley Act (2002), 17, 48, 142, 584 satisficing, 203–204 saving face, 105 scalar principle, 250 scenario building, 166–167 See also contingency plans schedules of reinforcement, 462–463 scientific management, 31 SEC (Securities and Exchange Commission), 131, 199 Second City, 42–43 selection of potential employees, 334 self-actualization needs, 448 self-awareness, 384 self-contained unit structure, 258 self-directed teams, 525–526 self-efficacy, 468 self-interest and resistance to change, 307 self-management, 384 self-serving bias, 382 semantics, 507 Seminole Tribe of Florida, 317 servant leadership, 433 service technology, 278 sexual harassment, 325 sexual orientation and the workplace, 353 short-term orientation as social value, 95 simultaneous linkage, 293 single-use plans, 165 situation analysis, 175–176 situational theory definition, 418 Hersey and Blanchard theory, 418–420 Six Sigma, 36, 170, 572, 576–579 size of teams, 529–530 skill-based pay systems, 343 skills and management, 10–11 skunkworks, 296–297 slogans, 66 small-batch production, 276 small businesses, 17–18 social awareness, 384–385 social capital, 323 social contract, 29 changing, 325–327 social entity, social facilitation, 546 social forces, 29 social man, 446 social networking, 225 social responsibility, corporate commercial success, 143–144 definition, 130 evaluating, 135–137 managing company ethics, 137–142 social values, 94–97 societal collectivism and cultural differences, 96 sociocultural dimensions of general environments, 53 sociocultural environment and international business, 93–100 socioemotional roles on teams, 531 span of control, 253 span of management, 253–254 definition, 253 special-purpose teams, 525 specialization of work, 250 Spongebob Squarepants, 411 spyware, 120 staff authority, 252–253 stakeholders approach to environmental issues, 133–134 definition, 131 organizational, 131–132 standing plans, 165 stereotyping, 342, 380 steroids in sports, 121 stigma of incompetence, 352 stories, definition, 64 storming stage of team development, 533–534 strategic conversations, 483 strategic goals and plans, 154–155, 158–160 strategic management definition, 172 process, 175–177 situation analysis, 175–176 strategy formulation, 175 strategy implementation, 175, 184–188 strategies competitive, 178–179, 180–182 definition, 172 formulation, 175 implementation See strategy implementation organization structure, 273–274 strategy implementation corporate culture, 188 definition, 175 global mind-set, 187–188 human resources, 187 information and control systems, 185 information technology, 188 leadership, 185–186 turbulent times, 187–188 strengths and weaknesses, organizational, 176–177 stress definition, 395 interpersonal demands, 397 negative consequences, 395–396 role ambiguity, 397 role conflict, 397 2/8/08 10:59:48 PM Find more at www.downloadslide.com Subject Index stress management, 398 stressors, 395 task demands, 397 Type A behavior, 396 Type B behavior, 396 workplace stress, 396–397 stressors, 395 stretch goals, 162, 170 String Cheese Incident, 230 structural design divisional approach, 258–259 five approaches, 257 vertical functional approach, 258 structure See organization structure styles of handling conflict, 543–544 substitute products, 179 substitutes for leadership neutralizer, 426 substitutes, 426 superordinate goals, 544 suppliers, 56 supply chain management, 28 supportive leadership, 423 survey feedback and OD, 300–301 sustainability, 134 SWOT (strengths, weaknesses, opportunities, threats), 175–176 symbols, definition, 64 synergy, 173 T tacit knowledge, 236 tactical goals and plans, 154–155, 158–160 tactics, interpersonal influence, 431–433 TagWorld, 225 tall structures, 253–254 tariffs, 100–101 task demands, 397 task environments, 49, 55–59 competitors, 56 customers, 55–56 labor markets, 56–57 suppliers, 56 task forces, 269, 524 task-oriented behavior, 416 task specialist roles on teams, 531 Teach For America, 392, 424 teams and teamwork causes of conflict, 540–542 cohesiveness, 535–537 committee, 524 communication, team channels, 499–500 conflict and cooperation, 540, 541 departmentalization, team approach to advantages and disadvantages, 265–266 cross-functional teams, 261 permanent teams, 262 team-based structure, 262 development, 532–535 diversity, 530–531 dual roles, 532 effectiveness model, 523 formal, 523–525 6838X_24_Subject Index.indd 10 global, 528–529 groups and teams distinction, 522 handling conflict, 543–544 horizontal, 524–525 nonparticipator roles, 532 norms, 538–540 problem-solving, 525 self-directed, 525–526 size, 529–530 socioemotional roles, 531 special-purpose, 525 task specialist roles, 531 team, definition, 521 team building and OD, 300 team delay, 219 team management, 418 teams and projects, 327 vertical, 523–524 virtual, 527–528 work team effectiveness, 522–523, 546–548 technical complexity, 277 technical skills, 10–11 technological dimension of general environments, 52 technology change, 20–21, 289 changing careers, 328 medical research, 52 technology-driven workplace, 27–29 See also e-business; information technology; Internet; technology and organization structure technology and organization structure continuous process production, 276–277 digital technology, 278–279 mass production, 276 relationship, 277 service technology, 278 small-batch production, 276 technical complexity, 277 Woodward’s Manufacturing Technology, 276–277 telecommuting, 327 temporary employees, 327–328 termination of employment, 344–345 terrorism contingency plans, 166 crisis management, 22–25, 168–170 crisis management plans (CMP), 169 FBI resource allocation, 157 London explosions, 301 management skills, need for information, 208 virtual network approach, 266 The Fifth Discipline: The Art and Practice of Learning Organizations (Senge), 25 The Long Tail (Anderson), The New York Times, 12, 498 The Washington Post, 434 Theory X and Theory Y, 33 top-down budgeting, 569 top leader, 261 top management support as implementation tactic, 310–311 SI-10 total factor productivity, 574 total quality management (TQM) benchmarking, 575–576 continuous improvement, 578 cycle time, 578 definition, 36, 575 important elements, 36 quality circles, 575 Six Sigma, 576–578 success factors, 578–579 techniques, 575–578 toy recalls, 25 TPSs (transaction processing systems), 227 TQM (total quality management) benchmarking, 575–576 continuous improvement, 578 cycle time, 578 definition, 36, 575 important elements, 36 quality circles, 575 Six Sigma, 576–579 success factors, 578–579 techniques, 575–578 traditional approach to motivation, 445 training corporate universities, 338 cross-training, 338 developing effective workforce, 338–340 mentoring, 338 on-the-job training (OJT), 338 training and development for change, 299 types and methods, 339 workforce optimization, 339–340 traits of leadership, 414–415 transactional leaders, 427 transformational leaders, 429–430 “triple bottom line,” 143 trust and resistance to change, 307 truth and openness, 25 turbulent times changing workplace, 288–289 communication, 503–506 control systems, 580–584 crisis management, 22–25 crisis planning, 168–170 decision making, 218–220 ethical questions, 142 implementing strategy, 188, 218 leadership, 411–412 scenario building, 166–167 use of IT, 220 two-boss employees, 261 two-factor theory, 451–452 Type A behavior, 396 Type B behavior, 396 U U2, uncertainty decision making, 200–201 environmental, 59, 274 resistance to change, 307–308 2/8/08 11:00:00 PM Find more at www.downloadslide.com SI-11 Subject Index uncertainty avoidance cultural differences, 96 social value, 94 undercontrol, 583–584 unity of command, 250 University of Texas Medical Branch, 202 upward communication, 497–498 USS Dwight D Eisenhower, 274, 275 utilitarian approach to ethical decisions, 121 V valence, 457 validity, 334 value, definition, 173 value systems by country ranking, 95 vertical functional approach to departmentalization advantages and disadvantages, 264–265 functional structure, 258 vertical structure accountability, 251–252 authority, 250–251 centralization, 254–255 chain of command, 250 characteristics, 249 decentralization, 254–255 delegation, 252 flat structure, 253–254 line authority, 252–253 organization chart, 249 organization structure, 249 organizing, 249–255 responsibility, 251 span of management, 253–254 staff authority, 252–253 tall structure, 253–254 vertical functional approach to departmentalization, 258 work specialization, 250 vertical teams, 523–524 virtual network approach to departmentalization advantages and disadvantages, 265–267 modular approach, 263–264 virtual network structure, 263 virtual teams, 328, 527–528 visibility in crisis situation, 23–24 vision, 428 visionary leaders, 427–428 6838X_24_Subject Index.indd 11 Vroom-Jago Model diagnostic questions, 215 leader participation styles, 214–215 selecting decision style, 215–217 W wages and salaries surveys, 343 systems, 343 wage gaps, 353 See also compensation Washington Post, 434 whistle-blowing, 141–142 White Stripes, 181 whole person, 446 wicked decision problem, 201 Wikipedia, 226, 256 women styles of leadership, 413 women’s issues advantages, 354–355 education, 354 femininity as social value, 95 glass ceiling, 352–353 Muslim women’s religious beliefs, 347 opt-out trend, 353–354 sexual harassment, 325, 358 wage gap, 353 women and leadership, 413 work/life balance, 328 work redesign, 466 work specialization, 250 work teams See teams and teamwork workforce See also employees workforce, attracting application, 334 assessment centers, 337 employment tests, 336–337 human resource planning, 330 interviews, 334–337 legal considerations, 332 matching model, 329–330 organizational needs, 331 realistic job previews, 331–332 recruiting, 331–334 definition, 330 e-cruiting, 332–333 selection process, 334 strategic human resource management, 322 validity, 334 workforce, developing corporate universities, 338 on-the-job (OJT) training, 338 performance appraisals, 340–342 promotion from within, 338–339 strategic HRM, 322 training and development, 338–340 training types and methods, 339 workforce optimization, 339–340 workforce, maintaining benefits, 344 compensation, 342–344 compensation equity, 343 job evaluation, 343 pay-for-performance, 343–344 strategic HRM, 322 termination, 344–345 wage and salary surveys, 343 wage and salary systems, 343 workforce diversity, 20 workforce optimization, 339–340 workplace e-mail, 167 Internet use, 565 stress, 396–397 workplace, changing concerns, 583–584 diversity, 348–351 HR issues, 327 management and new workplace, 18–19 transition, 19 turbulent times, 288–289 workplace relationships emotional intimacy, 357–358 sexual harassment, 358 World Trade Organization (WTO), 55, 100–101, 102–103 writing skills, 488, 503 WWW (world wide web), 228 Y YouTube, 226 2/8/08 11:00:11 PM ... (February 20 , 20 06), www.businessweek.com/magazine/content/06_08/b39 721 11.htm?campaign_id=search; and Alex Salkever, “Finding Love Online, Version 2. 0,” BusinessWeek Online (June 10, 20 03), www.businessweek... preferences that seem to be most strongly associated with effective management in a variety of organizations 2/ 6/08 12: 30 :22 PM Find more at www.downloadslide.com Personality and Behavior 391... Thee?” The Atlantic Monthly (March 20 06): 58–70; Rachel Lehmann-Haupt, “Is the Right Chemistry a Click Nearer?” The New York Times (February 12, 20 06): Sec 9, 2; Christopher Palmeri “Dr Warren’s