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Management A Focus on Leaders Planning Organizing Leading Controlling Management A Focus on Leaders Planning Organizing Leading Controlling Annie McKee Teleos Leadership Institute Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao ˜ Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Chapter Opener Credits: Page 56: Image CDH Design/iStockphoto; Page 338: Image iQoncept/ShutterStock; Page 378: Image mosrafa fawzy/ShutterStock; Page 456: Image Devation/Edwin Verbruggen/ShutterStock Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Kim Norbuta Director of Editorial Services: Ashley Santora Editorial Project Manager: Claudia Fernandes Editorial Assistant: Carter Anderson Director of Marketing: Patrice Lumumba Jones Director of Development: Steve Deitmer Development Editor: Laura Town Marketing Manager: Nikki Ayana Jones Marketing Assistant: Ian Gold Senior Managing Editor: Judy Leale Operations Specialist: Arnold Vila Creative Director: John Christiana Interior and Cover Designer: Blair Brown Senior Art Director: Blair Brown MyLab Product Manager: Joan Waxman Editorial Media Project Manager: Denise Vaughn Production Media Project Manager: Lisa Rinaldi Full-Service Project Management/Composition: S4Carlisle Publishing Services Printer/Binder: Courier/Kendallville Cover Printer: Lehigh-Phoenix Color/Hagerstown Text Font: 10/12 Minion Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text Copyright © 2012 by Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458 All rights reserved Manufactured in the United States of America This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458 Many of the designations by manufacturers and seller to distinguish their products are claimed as trademarks Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed in initial caps or all caps Library of Congress Cataloging-in-Publication Data McKee, Annie, 1955Management: a focus on leaders/Annie McKee p cm Includes bibliographical references and index ISBN-13: 978-0-13-257590-4 (alk paper) ISBN-10: 0-13-257590-6 (alk paper) Leadership Management I Title HD57.7.M3959 2011 658.4—dc22 2010017698 10 www.pearsonhighered.com ISBN 10: 0-13-257590-6 ISBN 13: 978-0-13-257590-4 With admiration for his scholarship and his passion for the natural world, With respect for his strength, his humor, and the gifts of insight he gave to us, and With profound gratitude for the time we had together, the fun we had and the love we all shared, I dedicate this book to my brother, Robert Wigsten, 1961–2009 This page intentionally left blank Brief Table of Contents Chapter 1: Managing and Leading Today: The New Rules pg Chapter 2: The Leadership Imperative: It’s Up to You pg 16 Chapter 3: Motivation and Meaning: What Makes People Want to Work? pg 56 Chapter 4: Communication: The Key to Resonant Relationships pg 94 Chapter 5: Planning and Strategy: Bringing the Vision to Life pg 136 Chapter 6: The Human Side of Planning: Decision Making and Critical Thinking pg 176 Chapter 7: Change: A Focus on Adaptability and Resiliency pg 210 Chapter 8: Workplace Essentials: Creativity, Innovation, and a Spirit of Entrepreneurship pg 252 Chapter 9: Organizing for a Complex World: Structure and Design pg 292 Chapter 10: Teams and Team Building: How to Work Effectively with Others pg 338 Chapter 11: Working in a Virtual World: Technology as a Way of Life pg 378 Chapter 12: Organizational Controls: People, Processes, Quality, and Results pg 418 Chapter 13: Culture: It’s Powerful pg 458 Chapter 14: Globalization: Managing Effectively in a Global Economic Environment pg 496 Chapter 15: Sustainability and Corporate Social Responsibility: Ensuring the Future pg 544 Chapter 16: Managing and Leading for Tomorrow: A Focus on Your Future pg 590 vii Contents The World Has Changed Acknowledgments (pg xxxi) About the Author (pg 1) (pg xxi) Chapter 1: Managing and Leading Today: The New Rules (pg 2) Why Do Managers Have to Be Leaders? (pg 4) Today, Everyone Needs to Be a Leader (pg 4) What Being a Leader Means for You (pg 4) PERSPECTIVES: Dolores Bernardo (pg 5) What Is the Difference between a Manager and a Leader? (pg 7) PERSPECTIVES: John Fry (pg 7) Traditional Views of Managers and Leaders (pg 8) What Managers Actually Do (pg 9) PERSPECTIVES: Jill Guindon-Nasir (pg 11) What Is the Other Side of the Leadership Coin? (pg 11) A Final Word: Changing World, Changing Expectations of Managers and Leaders (pg 13) KEY TERMS (pg 14) VISUAL SUMMARY (pg 15) Chapter 2: The Leadership Imperative: It’s Up to You (pg 16) Leadership: Whose Responsibility Is It? (pg 18) We All Need to Become Great Leaders (pg 18) PERSPECTIVES: Lawton Fitt (pg 19) Leadership Is Learned (pg 19) What Is the Secret to Effective Leadership? (pg 20) Competencies Explained (pg 20) Five Components of Competencies (pg 21) Threshold and Differentiating Competencies (pg 21) Technical, Cognitive, and Relational Competencies (pg 22) Competency Models (pg 22) Social and Emotional Competencies and Resonant Leadership (pg 22) Self-Awareness: The Foundation of Social and Emotional Intelligence (pg 24) What Is the Secret to Influential Leadership? (pg 25) Sources of Power Exist in Different Forms (pg 26) Empowerment (pg 27) Empowered Employees and Empowering Organizations (pg 27) STUDENT’S CHOICE: Big City Leader in a Small-Town Plant (pg 28) Empowerment and Theories X, Y, and Z (pg 29) The Empowerment Movement Today (pg 29) viii What Is the Secret to Responsible Leadership? (pg 30) Developing Values and Ethics (pg 30) Levels of Ethics (pg 31) Individual Ethics (pg 31) Professional Ethics (pg 32) Organizational Ethics (pg 32) Societal Ethics (pg 32) Business Ethics: It’s Complicated (pg 33) Ethics in Business and the Role of Law (pg 33) Laws Often Follow Ethical Violations (pg 33) When Laws Force People to Change: The International Anticorruption and Good Governance Act of 2000 (pg 34) Dealing with Ethical Dilemmas at Work (pg 34) BUSINESS CASE: The Washington Post: A Lesson of Lasting Impact (pg 35) Defining Ethics through Leadership (pg 35) How to Handle Everyday Decisions Ethically (pg 36) What Happens When It Goes Wrong: The Slippery Slope (pg 36) Rationalizing Unethical Behavior (pg 37) When All Is Said and Done, Ethical Behavior Is Up to You (pg 38) How Do Theories and Models Explain Management and Leadership? (pg 39) Trait Theories of Leadership (pg 39) Behavior Models and Approaches to Leadership (pg 40) Ohio State Studies: Consideration and Initiating Structure (pg 40) University of Michigan Studies: Production- and Employee-Oriented Behavior (pg 40) Leadership Grid (pg 41) Contingency Approaches to Leadership (pg 42) Fiedler’s Contingency Theory (pg 42) Situational Leadership Theory (pg 42) Path-Goal Theory (pg 43) Leader Substitutes Model (pg 43) The Study of Leadership Continues (pg 43) Is It Time to Take a Stand for Transformational Leadership? (pg 44) What Is HR’s Role in Supporting Excellent and Ethical Leadership? (pg 45) The HR Cycle (pg 45) Ethical Leadership Development (pg 46) HR’s Leadership Roles (pg 47) Whistle-Blower Protection (pg 48) CONTENTS What Can We All Do to Become Great Leaders? (pg 48) Self-Aware Leaders Are Authentic (pg 49) Self-Aware Leaders Inspire Trust (pg 50) Inspirational Leaders: Integrity, Courage, and Ethical Leadership (pg 50) A Final Word on Leadership (pg 51) KEY TERMS (pg 52) VISUAL SUMMARY (pg 54) Chapter 3: Motivation and Meaning: What Makes People Want to Work? (pg 56) What Is Motivation? (pg 58) What Makes Work Meaningful? (pg 58) The Flow Experience (pg 59) Motivation: It’s Up to You (pg 60) PERSPECTIVES: Bonaventure Agata (pg 60) Great Leaders Inspire and Motivate Us (pg 60) What Is the Link between Motivation and Psychology? (pg 61) Intrinsic Motivation (pg 62) Extrinsic Motivation (pg 62) BUSINESS CASE: Google: Motivation for Innovation (pg 63) Locus of Control (pg 63) Motivation and the Big Five Dimensions of Personality (pg 64) Which Theories of Motivation Are Important to Know? (pg 65) What Are Basic and Higher-Order Needs Theories of Motivation? (pg 66) Hierarchy of Needs (pg 67) ERG Theory (pg 67) Two-Factor Theory (pg 68) Why Are the Three-Needs, Equity, Expectancy, and Goal-Setting Theories Popular? (pg 69) Three-Needs Theory (pg 69) Need for Achievement (pg 69) Need for Affiliation (pg 70) Need for Power (pg 70) Personalized versus Socialized Power (pg 71) Socialized Power, Prosocial Behavior, and Ubuntu (pg 71) Measuring Needs for Achievement, Affiliation, and Power (pg 71) Equity Theory (pg 72) Equity Theory and Cognitive Dissonance (pg 73) Is Equity Theory Relevant Today? (pg 73) Restoring Equity: What Managers Can Do (pg 74) Expectancy Theory (pg 75) Goal-Setting Theory (pg 76) Smart Goals (pg 77) “Doing” and “Being” Goals (pg 77) | What Are Learning Theories? (pg 78) Operant Conditioning Theory (pg 78) Positive Reinforcement (pg 78) Punishment (pg 79) “What Did I Do Wrong?” (pg 79) “Why Me?” (pg 79) “I Must Be an Awful Person.” (pg 80) “I Can’t Believe My Manager Did That in Front of Everyone.” (pg 80) Operant Conditioning: Does It Really Work? (pg 80) Social Learning Theory (pg 81) Vicarious Learning: The Bobo Doll Experiment (pg 81) Self-Reinforcement: Don’t Wait for Others to Reward You (pg 81) Self-Efficacy (pg 82) How Can We Integrate Theories of Motivation? (pg 83) STUDENT’S CHOICE: Lance Armstrong and LIVESTRONG (pg 83) What Role Does HR Play in Motivation? (pg 84) Compensation and Reward Programs (pg 84) The Job Characteristics Model (pg 85) What Can We All Do about Motivation? (pg 86) Self-Awareness and Motivation (pg 86) Empathy and Motivation (pg 87) A Final Word on Motivation and Meaning at Work (pg 88) KEY TERMS (pg 88) VISUAL SUMMARY (pg 91) Chapter 4: Communication: The Key to Resonant Relationships (pg 94) Why Is Communication Central to Effective Relationships at Work? (pg 96) PERSPECTIVES: Karen Lombardo (pg 96) How Do Humans Communicate? (pg 97) Language: Our Human Specialty (pg 97) Verbal and Sign Language (pg 98) Written Language (pg 99) Denotation and Connotation (pg 100) Nonverbal Communication: Our Bodies, Our Voices, and Pacing (pg 100) Body Language (pg 101) Vocal Intonation, Volume, and Pacing in Communication (pg 101) How Do We Communicate and Interpret Sophisticated Information? (pg 102) Expressing Emotions: How Nonverbal Behavior Gives Us Away When It Comes to Feelings (pg 102) A Sophisticated Skill: Interpreting Emotions, Opinions, and Facts at Work (pg 103) ix x | CONTENTS How We Manage Our Image through Communication (pg 103) Saving Face (pg 103) A Strategy for Saving Face and Keeping Relationships Healthy (pg 104) Making Sense of Information (pg 104) What Is the Interpersonal Communication Process? (pg 106) Models of Communication (pg 107) The Shannon-Weaver Model of Communication (pg 107) The Schramm Model of Communication (pg 107) The Berlo Model of Communication (pg 107) Effective and Efficient Communication (pg 108) Choosing “Rich” or “Lean” Communication Channels (pg 108) How Do We Use Information Technology to Communicate at Work? (pg 110) E-Mail and Text Messaging (pg 110) Web Conferencing and Videoconferencing (pg 110) BUSINESS CASE: IBM: IBM and Second Life (pg 111) What Are Common Barriers to Effective Communication? (pg 112) When Language Gets in the Way of Communication (pg 112) Dialects (pg 112) Jargon: A Shortcut to Communication That Can Backfire (pg 113) Poor Communication: It Happens Too Often! (pg 114) Selective Perception and Stereotyping: The Enemies of Communication (pg 114) The Interaction of Communication and Power (pg 115) Why Is It Challenging to Communicate in a Socially Diverse World? (pg 116) Communication and Culture (pg 116) Nonverbal Behavior in Cross-Cultural Communication (pg 116) Communication in High-Context and Low-Context Cultures (pg 117) Yes, Men and Women Communicate Differently (pg 117) Communication and the Age Factor (pg 118) What Is Organizational Communication? (pg 119) Direction of Communication Flow (pg 119) STUDENT’S CHOICE: Anthony Idle and Liberty Building Systems (pg 120) Organizational Communication Networks (pg 121) Formal vs Informal Communication (pg 122) PERSPECTIVES: Peter Oliver (pg 123) What Every Manager Deals with Sooner or Later: Crisis Communication (pg 124) The Power of Storytelling (pg 125) What Can HR Do to Ensure Effective Communication and Resonant Relationships in Organizations? (pg 126) Communicating Labor Laws (pg 127) Gathering and Communicating Employee Engagement Information (pg 127) What Can We All Do to Improve Communication and Build Resonant Relationships at Work? (pg 128) A Few Basic Rules for Sending Clear and Powerful Messages (pg 129) When to Break the Rules (pg 129) A Final Word on Communication and Leadership (pg 131) KEY TERMS (pg 132) VISUAL SUMMARY (pg 134) Chapter 5: Planning and Strategy: Bringing the Vision to Life (pg 136) How Do People Plan for the Future? (pg 138) Planning Defined (pg 138) Exploring How People Think about and Plan for the Future (pg 139) Goal-Oriented Planning (pg 139) Directional Planning (pg 139) Action-Oriented Planning (pg 140) What Does Planning Look Like in Organizations? (pg 141) Plans: More Than Goals and Metrics (pg 141) Types of Plans Used in Organizations (pg 142) How Do You Plan in Uncertain Times? (pg 143) Creating Plans That Can Change: A Modular Approach (pg 144) Goals, Subgoals, Milestones, and Action Steps: Mapping the Journey to Your Destination (pg 144) Modular Planning: What We Can Learn from Blackjack (pg 145) Scenario Planning (pg 146) What Is a Mission? Why Does Vision Matter? (pg 147) PERSPECTIVES: Luis Ottley (pg 147) Mission Clarity Leads to Better Choices (pg 147) Vision: Our Highest Aspiration (pg 149) What Is Strategy? (pg 150) Strategy Links Mission, Vision, Goals, and Actions (pg 150) BUSINESS CASE: 3M: Investing in the Future (pg 150) Types of Strategies (pg 151) Corporate Strategies (pg 152) Business Strategies (pg 155) Functional Strategies (pg 156) GLOSSARY/INDEX Destination goal, 140 Destination sites, 302 “Developing others” competency, 20 “Devil effect,” 184–185 Devolution principles, 441 Diagnostic control systems, 428 Dialects, 112–113 “Dichotomania,” 257 Diehards Followers who are passionate about an idea, a person, or both and will give all for them, 12, 12, 14 Differentiating competency, 21 Differentiation A business strategy of providing a product or service that is perceived as unique by customers, 155, 155, 172 Digital cell phone, 391 Digital divide The lack of access to and lack of skill in using Internet communication technologies among various underprivileged groups and residents of lesser-developed countries, 414, 415 Directional planning The process of identifying a domain (general area of activity) and direction (preferred values and activities) rather than specific goals, 139–140, 172 Directive, in path-goal theory, 43 Disabled Veteran’s Act, 485 Discrimination caste system, in India, 523 job, 485 sexual harassment, 487 Divergent thinking A thought process that relies on the generation of many ideas, random connections, observations, and interpretations, 257, 288 Divergers, 357 Diversified company A company that has two or more distinct divisions that produce different products or services, 164, 173 Diversity cultures, 480, 481 Diversity The varied perspectives and approaches to work that members of different groups bring, 216, 249 communication and, 116–119 equal opportunity (EEO) laws, 485, 485–486 as a group dynamic, 356–358 learning styles, 357–358 organizational change and, 216–218 pay rate and, 217 personality types, 356–357 in the workforce, 480 in the workforce, promoting, 484–485, 485, 486 Divestiture strategy A corporate strategy in which a company sells off or folds a particular division, business, brand, product, or service line, 153, 155, 172 Division of labor The process of reducing work to the smallest, simplest, and most easily repeated tasks possible, 304, 334 Divisional structures (departmentalization), 318–319 “Doing business as” (DBA) name, 284 “Doing” goals, 77 Dominican Republic, 531, 570 Double binds, 118 Double-loop learning A process that focuses on changing underlying beliefs as well as behavior, 204–205, 207 Downward communication The flow of information from higher in an organizational hierarchy to lower, 119, 120, 133 Dress code, in Schein’s organizational culture model, 472 Dynamic inquiry, 477–478 Dysfunctional conflict Involves aggression, personal attacks, or ways of expressing differences that undermine group success, 366, 375 E East Germany, 500, 502 Eastern Europe, 501, 502, 517 E-business, 404 See also Virtual organizations Economic environment, 157 Economic recession expectancy theory and, 76 groupthink and, 365 See also Global economic recession Economic regulation See Global economic regulatory agencies Economic sustainability Term that refers to an economy’s capacity to regularly produce outcomes consistent with long-term economic development, 553, 572–574, 573, 585 Economy centrally planned, 516, 524, 526 free market, 383 green, 562–563 shift in balance of power, 218–219 Economy of scale The process of taking advantage of the power that comes with large operations to reduce costs and redundancy of efforts, 510, 540 Ecuador, 531, 574 Edgar Schein’s organizational culture model, 472, 472–473 Education diversity and, 216 in India, 523 in Russia, 519 on sexual harassment, 488 Effective communication The result of information conveyed accurately from sender to receiver, 108, 132 Efficiency, workforce, 421–422 Efficient communication Sharing information using the fewest possible resources (time, money, and effort), 108, 132 Effort A person’s input, which will be affected by the person’s perception about whether the effort will lead to an acceptable level of performance, 75, 89 Egypt, 465, 466 Eight-stage change model, 228–231, 229 Eight-step decision making model, 188–193 80/20 Rule, 195, 196 El Salvador, 531 E-learning, 406–407 Electronic communication, 411 See also E-mail E-mail advice on using, 392–393, 393 benefits of, 392 communication, 110 effective use of, 413, 413 emotions communicated in, 393, 394, 395, 415 human resources monitoring, 411 problems with, 392 tips for effective use at work, 413 Emergency Planning and Community Right-toKnow Act (1986), 559 Emerging markets See BRIC countries Emoticons Letters and symbols combined to represent emotions, 394, 395, 415 Emotion(s) | G-5 communicated through e-mail, 393, 394, 395 as contagious, 24 creativity and positive, 256 decision making and, 185 in group interactions, 364 interpreting, 103 managing, 450–451 related to change, 235–236, 236 in virtual relationships, 413 Emotional attractors, 236, 236 Emotional creativity, 258, 259 Emotional cultural intelligence, 490 Emotional expression(s) nonverbal behavior and, 102 six basic, 102 Emotional intelligence, 5, 11, 22, 235 See also Social and emotional intelligence Emotional self-control, control systems and, 450 Emotional stability (personality dimension), 64 Empathy Accurately interpreting the emotions, needs, and desires of others, 24, 49, 87, 90 active listening and, 372 cognitive dissonance and, 73 communication and, 114, 128 as a competency, 22, 23 effective listening with, 371 motivation and, 87 organizational change and, 244, 245–246 in organizational culture, 489 performance appraisal and, 450 reading nonverbal signals and, 101 as skills for leadership, 4, virtual work world and, 382, 393 Employee development, 46 Employee engagement surveys, 128 Employee morale The collective mood or spirit in an organization, 127–128, 133 Employee opinion surveys, 128 Employee Retirement Income Security Act (ERISA) (1974), 485 Employee service programs, 582–583 Employee-oriented behavior, 41 Employees adjusting to globalization, 536–537 Asian, 480 controlling, 254–255 diverse, 216 empowered, 27–28, 317, 318 expatriate, 535–537, 536 recruiting, 166–167 selecting the “right,” 167 sexual harassment of, 487, 487–488 telecommuting, 582 training and development of, 279–280 See also Organizational control(s); Workforce Empowerment Trusting employees to make decisions and to take responsibility for their decisions and actions, 27–30, 52 current movement, 29–30 employee, 317, 318 in employees, 27–28, 28 in organizations, 28 Theories X, Y, and Z, 29 Enacted values The values that are actually exhibited in an organization, 473, 492 Encoding The process of converting information from one format into another before sending it, 106, 132 Endangered species, 564 Endangered Species Act of 1973, 564 Energy efficiency, 158–159 England, 465, 466 English language, in India, 523 G-6 | GLOSSARY/INDEX Entrepreneur A person who starts a new business, 270, 288 avoiding common pitfalls and succeeding as an, 279–281 celebrities as, 272–273 community involvement by, 281, 281 different types of, 270–271 laws and regulations important to, 284 as managerial role, 10 profile of an, 273–274 Entrepreneurship The process of identifying an opportunity, developing resources, and assuming the risks associated with starting a new business, 270, 288 business plans, 276, 276–277 human resource’s role in supporting, 284–285 inspiring others toward, 255 investors for, 277 life cycle of a start-up business, 277–279 social, 274 starting a new business, 274–281 Environmental scanning The process of assessing social and natural conditions that have the potential to affect an organization, 157–159, 173 Environmental sustainability Term that refers to the preservation of environmental resources and biodiversity, creation of sustainable access to safe drinking water, and enhancement of quality of life among the most impoverished, 553, 585 Bhopal disaster (1984) and, 553–555 in China, 527 conservation/ecology movement in U.S., 556–557, 557 fossil fuel reliance and, 561–562 green economy, 562–563 green-collar jobs, 563 greenhouse gas emission reduction and, 558–560 Kyoto Protocol, 559–560 legislation on, 559 nuclear waste and, 563–564 organizational change and, 215, 220–221 overdependence on fossil fuels, 561–562 plants, animals, and, 564–565 pollution and, 563 telecommuting and, 582 Third Industrial Revolution and, 387 United Nations Climate Change Conference (2009), 561 waste and, 563 Environmental uncertainty A situation in which market conditions are changing rapidly or are unclear, 326–327, 335 Environmentalism as driver of change, 215, 215 history of, in U.S., 556–557, 557–558, 558 Equal Employment Opportunity Commission (EEOC) A federal commission created as part of the Civil Rights Act of 1964 that handles complaints of discrimination against organizations, 485, 487, 493 Equal opportunity (EEO) laws Federal regulations that ensure that organizations provide equal opportunities for all people, 485, 485–486, 493 Equine therapy, 247 Equity theory Theory stating that an individual’s level of motivation is a result of comparing personal inputs and outcomes, and also of comparing one’s efforts and rewards with others’ efforts and rewards, 65, 66, 72–75, 89 cognitive dissonance, 73 explained, 72–73 relevance of, 73–74 restoring equity and, 74–75 ERG theory Theory that people are motivated to satisfy needs related to existence, relatedness, and growth, and these needs can all be activated at the same time, 65, 66, 67, 89 Espoused values Explicit values that are preferred by an organization and communicated deliberately to the organization’s members, 473, 492 Ethical code A system of principles governing morality and acceptable conduct, 30, 52 Ethical cultures, 480–482 Ethical dilemma Situations in which it appears that acting ethically would prevent the achievement of an objective, 34–35, 53 Ethical leadership human resources role in supporting, 45–48, 47 integrity, courage and, 50–51 Ethics A set of values and principles that guide the behavior of an individual or group, 30–38, 52 business, 33–36 developing, 30–31 in everyday decisions, 36–38 globalization and, 537–538 individual, 31, 31–32 institutionalization of, 481–482 levels of, 31, 31–33 organizational, 31, 32, 480–482 personal responsibility for, 38 professional, 32 societal, 32–33 sustainability and, 551–552 Ethiopia, 576 Ethnicity, wage gap and, 217 Ethnography The systematic study of human cultures, 477–478, 493 Euro, the, 530 Europe, age demographics in, 218 European Union (EU) An economic and political union of 27 European nations (as of 2010), 305, 529–530, 540 United Nations Climate Change Conference (2009), 561 Evaluation of arguments, 197 Execution of plan, 165 Executive coach and adviser, 47 Executive Order 11246 (1965), 485 Executive Order 13045: Protection of Children from Environmental Health Risks and Safety Risks (1997), 559 Executive Order 13166 (2000), 486 Executive Order 13211: Actions Concerning Regulations That Significantly Affect Energy Supply, Distribution, or Use (2001), 559 Expatriate employees, 535–536, 536 Expectancy theory Theory stating that motivation is affected by the relationships among effort and performance, performance and outcomes, and the perceived value of outcomes, 65, 66, 75–76, 89 Expert power The ability to influence others through a combination of special knowledge and/or skills, 26–27, 52, 355 Exporters, 309 Exporting The transportation and sale of domestic goods to foreign markets, 503, 540 External analysis, 162–163 External communication Communication that occurs when members of an organization communicate with people on the outside, 121, 133 External environment, 326–327 External locus of control, 64 Extinction, 79 Extranet A computer network designed for an organization to communicate in a secure environment with certain external stakeholders, such as customers, 390, 415 Extraversion (personality dimension), 64 Extreme Blue internship program, 536 Extrinsic motivation Motivation that is the result of forces or attractions outside of the self, such as material rewards, social status, or avoidance of unpleasant consequences, 62–63, 88 Eye contact, 101 Eyjafjallojokull volcano, Iceland, 159 F Face The public representation of an aspect of our identity that we want others to accept, 103, 132 politeness and, 104 saving face, 103–104 Face-to-face communication, 109 Facial expressions, 100, 101 Fair Minimum Wage Act (2007), 486, 509 Fair trade, 499 Fair Trade seal, 568 Family and Medical Leave Act (FMLA) (1993), 486 Family systems theory, 343 Fantasy job exercise, 599–600 “Fast, low-road empathy,” 489 Federal Food, Drug, and Cosmetic Act (2002), 559 Feedback control Type of control in which information about performance is gathered and shared after the fact, 436, 453 Feedback loop The process of sharing information back and forth between sender and receiver, 106–107, 132 Feedback The process by which a receiver indicates to a sender through words or nonverbal signals that a message has been received or that more communication is desired, 106, 132 listening and, 371 organizational control and, 435–437 Feed-forward control Type of control system that anticipates potential issues or problems before they arise, 436, 453 Femininity/masculinity See Masculinity/femininity Fiedler’s contingency theory Theory stating that leadership effectiveness is dependent on the characteristics of the leader and the characteristics of the situation, 42, 53 Field theory, 224 Figurehead, as managerial role, 10 Figureplant, 310 Filtering The deliberate miscommunication of information, including changing the information or modifying, eliminating, or enhancing particular parts of a message, 120, 133 Finance, global, 504 Financial controls Controls that are used to plan how money is earned and spent, to track financial activities such as costs and revenues, and to provide guidelines to manage expenditures, 438, 453 Financial crisis, 2007, 221, 221–223 Financial performance, controlling, 437–441 Financial plans, 143 Finland, 391, 466 First Industrial Revolution, 382–383 Five forces model, 159 Flat organizations Organizations that have few levels of hierarchy, which drives a need for GLOSSARY/INDEX more people to make decisions, 29, 52, 317, 317–318, 322, 414 Flexibility, for starting up a business, 280 Flow A state of intense concentration and complete engagement in a task, along with full use of one’s talents to accomplish the task, 59, 62, 88 FMLA (Family and Medical Leave Act) (1993), 486 Folkways The routine conventions of everyday life, 460, 460, 492 Followers innovation and, 254–255 leaders learning how to be, 352 situational leadership theory and, 42 types of, 11–13 Followership, 11, 12, 322 Food Quality Protection Act (1996), 558 For-cause termination The dismissal of an employee for breaking a company policy, failing to perform, or failing to adjust to company values, norms, or culture, 168, 173 Force field analysis model of change, 224–225, 225, 226, 227 Formal communication Communication governed by distinct and known rules about who can communicate with whom and how they should it, 122, 133 Forming The first stage of group development during which members start to get to know one another, are polite and friendly, avoid conflict, and seek common ground, 344, 375 For-profit organization, 308 Fortune 500 companies, 480 Forum for the Future Climate Change Challenge (2009), 274 Forward planning, 139 Fossil fuels, reliance on, 561–562 Framing, as trap in decision making, 200 France, 465 India and, 521 recycling of nuclear waste in, 563–564 Franchise An agreement in which the owner of a business grants an individual or group of individuals the right to sell or market products or services under that business name in exchange for a fee, 313–314, 334 Franchising A business agreement in which the owner of a business grants an individual or group of individuals the right to sell or market products or services under that business name in exchange for a fee, 506, 540 Fraud, 33–34, 37, 44, 48 Bernie Madoff and, 482 Sarbanes-Oxley Act and, 431 whistle-blowing and, 48 See also Ponzi scheme Free market economy, 383 Free trade, 504, 516, 531, 532, 534 French Sign Language, 98 Friendly business agreements, 312–313 Frog and scorpion parable, 226 Frog fable, 221 Frog parable, 225, 226 Functional conflict Involves allowing or encouraging differences of opinions among team members in order to yield better group outcomes, 366, 375 Functional departmentalization Method of grouping jobs based on the nature of the work being performed, 319, 319, 335 Functional strategies Departmental strategies that are developed to help an organization achieve its goals, 156, 172 Future orientation, 464, 465 Fuzzy logic, 169 G G-20 See Group of Twenty (G-20) Gareth Morgan’s metaphors, for organizations, 305, 306 GDP (gross domestic product) of Brazil, 514 of BRIC countries, 511, 512 economic shifts and, 218–219, 219 of the European Union (EU), 530 of India, 520, 522, 523 of Russia, 516, 518, 519 Gender communication and, 117–118 stereotypes, 183–184 wage gap and, 217 See also Women Gender differentiation, 464, 466 Generation Y, 118 Geographic departmentalization, 320, 320 Geographic departmentalization A method of grouping jobs based on their physical location, 320, 320, 335 Geography, organizational design and, 327–328 Germany age demographics in, 218 Cold War and, 500 ethics of child labor in, 32 GLOBE project dimensions in, 466 Gestalt cycle of experience A model that helps us to understand how to mobilize and sustain energy, direct our attention, and choose actions that result in change in ourselves and in groups, 238–240, 239, 242, 249 Ghana, 536, 570 Glasnost, 517 Global 100 Most Sustainable Corporations in the World, 555 Global business culture and, 506–508 developing a global strategy for, 505–508 economic factors affecting, 504–505 human resource’s role in supporting, 535–537 legal and organizational design issues for, 505–506 opportunities in, 508–509 risks in, 509–511 Global citizenship Involves understanding one’s place in and one’s impact on the world community and engaging in activities that support global environmental, social, and economic sustainability, 583, 583, 586 Global economic recession, 221, 221–223 Brazil and, 514 corporate social responsibility and, 546, 552 environmental scanning and, 157 environmental sustainability and, 565–566 GDP growth rate, 2006-2009, 219 global finance/debt and, 504–505 groupthink and, 365 organizational change and, 218–219 Russian and, 519 U.S economy and, 504–505, 509 workforce reduction and, 168 Global economic regulatory agencies Group of Twenty, 5337 International Monetary Fund (IMF), 533 United Nations Economic and Social Council (ECOSOC), 534–535 World Bank, 533 World Economic Forum, 533–534 | G-7 Global investment, 504 Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, 50, 462, 464, 465–466 Global logistics, 388–389 Global new ventures Start-up companies that open globally before firmly establishing a domestic presence, 506, 540 Global trade, 504 Global warming Term used to describe a fairly recent increase in the temperature of Earth’s lower atmosphere (the air we breathe) and the land and water that make up Earth’s surface, 548–549, 549, 551, 585 current and potential effects of, 550 debate over, 548–549 Kyoto Protocol and, 559–560 personal responsibility for, 551 potential effects of, 549 reliance on fossil fuels and, 561–562 Zambia and, 528 Globalization The global flow of money, products, information, services, and expertise, 498, 539 Cold War and, 500–502 competencies for, 538 deregulation of trade, 504 developing a global business strategy, 505–508 emerging markets See BRIC countries ethics of, 33, 537–538 example of, 498 global finance and debt, 504–505 global investment and, 504 global regulators and, 533–535 impact of, 499–500 informational and communications technologies related to, 388 international trade deregulation and, 504 job migration and, 388 language barriers and, 112 opposition to, 499 organizational change and, 214 political changes and, 502–503 protests against, 499, 499 social/economic changes and, 503 technology’s role in, 498–499 worldwide trade alliances and, 529–532 See also Global business GLOBE project, 464, 465–466 Goal-oriented planning The process of determining the activities and steps from an existing state to a clearly defined end state, 139, 139, 141, 172 Goals defined, 144 review of, 162 SMART, 77, 144 Goal-setting in organizational planning, 139, 141 terminology, 144–145 Goal-setting theory Theory which states that people are motivated by the process of identifying and achieving goals, and that the characteristics of these goals will have an impact on motivation, performance, and results, 65, 66, 76–78, 89 Golden Personality Type Profiler, 356, 357 “Golden rule,” 38 Golf course, 116 “Good Samaritan” laws, 34 Google Code of Conduct, 35–36 Governmental organizations, 308 Grammar, 114 G-8 | GLOSSARY/INDEX Grapevine An informal process of sharing information among and between coworkers about what is happening in an organization, 123–124, 133 Great Britain ethics of child labor in, 32 India and, 521 Great Leap Forward, 525 “Great Man Approach,” 39 Greece, 465, 466, 530 Green economy An economic model that focuses on development and use of renewable energies such as wind, biofuels, and so on to displace traditional fossil fuels and move businesses and communities toward environmental sustainability, 562–563, 586 Green Revolution, 215 Green-collar jobs Jobs related to providing environmentally friendly products or services, 563, 586 Greenhouse effect Term used to describe how air, water, and land temperatures are affected by certain gases in Earth’s atmosphere These gases trap infrared energy, which leads to an increase in the planet’s atmospheric and surface temperatures, 548, 549, 585 See also Global warming Greenhouse gas emissions, 558–560, 561 Gregory Shea’s work systems model of organizational change, 231–232, 232 levers of change, 232–233 selection of what to change, 233–235 Gross domestic product (GDP) See GDP (gross domestic product) Group compensation A plan that bases an individual’s compensation on the performance of a group or groups and/or the organization as a whole, 84, 90 Group development models limitations of, 347–348 Tuckman’s, 344–345 a whole, 84, 90 Group dynamics changing over time, 344–348 diversity and, 356–358 impacting team effectiveness, 349–358 leadership behavior affecting, 342–343 norms in, 351–353, 352, 353 personal power and, 355–356 roles in, 349–351 social status and, 354 Group norms Informal but powerful standards that guide group members’ behavior, 344, 351–353, 375 Group of Twenty (G-20) Representatives of 20 major economies who meet at least once a year to help secure global economic cooperation, 533, 541 Group roles Shared expectations among members about who does what, 344, 349–351, 375 development of, 350 Stanford prison experiment on, 350–351 types of, 349–350 Groups big six challenges faced in, 362–364 challenges of working in, 362–366 as complex and mysterious, 341–342 conformity in, 364–365, 364–366 groupthink in, 365 individual performance vs performance in, 373–374 norms in, 351–353 paradoxes experienced in, 358 role of conflict in, 366–368 See also Team Groupthink “A collective pattern of defensive avoidance that leads people in a group to adopt a singular view even when there is evidence to the contrary,” 365, 375 Groupware A wide variety of software and technological applications that enable people to work collaboratively via information and communication technologies, 395, 415 Growth strategy A corporate strategy that involves expansion of operations and/or an increase in market share, 152–153, 153, 172 Guatemala, 531 Guitar Hero, 266 H Haiti earthquake (2010), 221 Halo effect The phenomenon in which we judge something or someone positively based on a previous positive experience or association with someone or something we admire, 184–185, 206 Han Dynasty (China), 569 Hand gestures, 101, 117 Hawai’i, 564–565 Hawthorne effect, 423 Hawthorne Studies A series of research projects demonstrating that when workers perceived that management cared about them and/or when they felt they were getting special treatment, both morale and productivity improved, 422–423, 452 HDTV, 266 Health care, ethics over access to, 33 Health Insurance Portability and Accountability Act (HIPAA) (1996), 486 Hearing, listening vs., 371 Hero A legendary person who embodies the highest values of a culture, 474, 492 Hierarchy A way of organizing people and groups according to formal authority, 295, 333 in organizational structures, 295–297, 296, 317, 321–322 virtual organizations and, 401 Hierarchy culture A culture that has an internal focus and encourages stability and control, 469, 469, 492 Hierarchy of needs theory A model stating that people are motivated to satisfy physiological, then safety and security, then love and belonging, then self-esteem, and finally self-actualization needs in that order, 65, 66, 67, 89 High-context cultures, 117 High-performance team A team that performs beyond “all reasonable expectations,” as compared with other teams in similar situations, 361, 375 HIPAA (Health Insurance Portability and Accountability Act), 486 Hispanic/Latino employees, 480 HIV/AIDS, 241 Hofstede’s dimensions of culture, 462–464, 463 Honduras, 531 Hong Kong, 466 Hope A state of mind that includes optimism, an image of a future that is challenging but realistic, and a belief that we can something to move toward this vision, 61, 88; The emotional experience of looking forward to a future that seems feasible and enticing, 237, 247, 247, 249 Horizontal communication The flow of information between individuals at the same or similar levels of an organizational hierarchy, 4, 120, 133 Horses, as healers, 247, 247 Hoteling, 399 Housing boom, 223 HR (human resources) See Human resources (HR) (roles of) HR cycle, 45–46, 46 HR inventory An internal system that maintains information about people within an organization, including skills, training needs, career plans, and other information about employees, 166, 173 Hub-and-spoke network, 121–122, 403–404 Human population demographics, 217–218, 218 growth of, 4, 4, 551 Human relations movement A movement that started around the beginning of the twentieth century and emphasized placing people, interpersonal relationships, and group behavior at the center of workplace studies, 422, 452 Human resources (HR) (roles of) in change, 242–244 in corporate social responsibility and sustainability, 581–583 in decision-making, 201–202 in development of positive organizational cultures, 484–489, 485, 486 in ethical leadership development, 47 in gathering and communicating employee engagement information, 127–128 labor laws and, 127 in leadership competency development, 243–244 leadership roles, 47–48 organization development interventions by, 242–243 organizational communication and, 127–128 in organizational design and structure, 329–330 in performance management, 447–450, 448, 449 in planning and strategy, 166–168 responsibilities of, 45–46 role in motivation, 84–86 in supporting creativity, innovation and entrepreneurship, 284–285 in supporting ethical and excellent leadership, 45–48 in supporting global business, 535–537 in team performance, 369–370 virtual work and, 411 whistle-blower protection by, 48 Human rights, in China, 527 Human trafficking, 569–570 Humane orientation, 464, 466 Hungary, 501 Hurricane Katrina, 124 Hybrid automobiles, 157, 565 Hybrid organizations, 402 Hybrid structure, 321–322, 322, 335 Hybrid structure A structure that incorporates more than one type of structure in the overall organization, 321–322, 322, 355 Hybrid worker, 399 Hybridization, 506 Hygiene factors Both physical and psychological aspects of a job that can lead to dissatisfaction, including salary, working conditions, supervision, relationships with coworkers, and level of job security, 68, 89 GLOSSARY/INDEX Hypercompetition A state of constant and escalating competition, 254, 288 Hyperinflation, 513, 514 I Iceberg metaphor, 20, 20–21 Iceland, 159 Idea incubator Part of the research and development (R&D) branch of an organization that focuses on the development of entrepreneurial ideas, 269, 288 Ideal self, 238 Ideas, building support for, 283 Importers, 309 Importing The transportation and sale of foreign goods to a domestic market, 503, 540 Impoverished Management leadership style, 41 Inclusion, in group development, 345, 346 Income statement See Profit and loss statement Incremental change, 220–223 India, 154, 519 advantages and disadvantages of doing business with, 523, 523 age demographics in, 217, 218 Bhopal disaster (1984) in, 553–554 buying power in, 508 cell phones in, 391 Copenhagen Accord and, 561 economic growth in, 218–219 during era of industrialization, 385 GLOBE project dimensions in, 465, 466 in Group of 20, 533 Intel in, 388 key events in history of, 520 Kyoto Protocol and, 5607 past (2500 B.C.E to 1900), 521 post-Cold War, 502 present (1991-2009), 521–522 sex tourism in, 570 slave labor in, 570 Indifference, to change, 245 Indirect communication, 104 Indirect requests, 130–131 Individual change, 235–242 culture and, 227 difficulties with, 235 emotions related to, 235, 236 gestalt cycle of experience model, 238–240 intentional, 236–238, 238 intentional change model, 236–238, 238 psychology and neuropsychology of, 235–236 Individual compensation A plan in which compensation is determined by considering an individual’s performance, 84, 90 Individual ethics A personal code of conduct when dealing with others, 31, 31–32, 53 Individualism The degree to which people prefer to act in their own self-interest instead of acting on what is best for the group as a whole, 463, 463, 492 Indonesia, 466, 533 Industrial Revolution The period in the eighteenth and nineteenth centuries during which major advances in technology, manufacturing, and transportation changed people’s way of life, mainly in England, the United States, and parts of continental Europe, 382, 415 Africa during era of, 384–385 China during era of, 386 First Industrial Revolution, 382–383 India during era of, 385 Second Industrial Revolution, 383–384 South America during, 385–386 Third Industrial Revolution, 387–389 world economic stage during waning of western, 386–387 Industry A collective group of companies that provide the same or similar products and services, 159, 173 Industry environment, 159 Inference, 197 Inflation in Brazil, 513, 514 in India, 522 Influence, in groups, 363 Informal communication Communication that moves through channels other than those that have been explicitly defined within an organization, 122–124, 123, 133 Informal organizations, 330–332, 331–332 Information differences in processing, 356 making good decisions with incomplete, 194–196 Wilbur’s model for categorizing, 104–106 Information overload, 408–409 Information and communication technologies (ICTs) All of the hardware and software related to electronic communication and information sharing, 380, 415 in banking, 404–405 in consumer sales, 406 in education and training, 406–407 e-mail See E-mail evolution of, 389–392 global logistics and, 388–389 groupware, 395 interaction between people and, 380–381 multimedia, 396–397 social change and, 387–388 social networks, 396 sociotechnical systems theory on, 381 teleconferences, 394 text messaging, 110, 394 Third Industrial Revolution and, 387 used for communicating, 110–111, 111 videoconferences, 394 virtual teams and, 399 virtual work and, 397 web conferencing, 394 working in a virtual world and, 381–382 Informational roles, of manager, 10 In-group collectivism, 464, 466, 470 In-groups, 470 Initiating structure Behaviors related to task and goal orientation, such as giving clear directions, monitoring employees’ performance, and planning and setting work schedules and deadlines, 40, 53 Innovation The process of implementing new ideas, 262, 288 as company strategy, 150–151 examples of, 263–264, 264 human resource’s role in supporting, 284–285 importance of, 262–263 inspiring others toward, 255 list of innovative products, 266 long-term outlook for, 254–255 most innovative companies/products, 265, 265, 266 One Laptop per Child Campaign (OLPC), 262, 263 outside of bureaucratic hierarchy of organization, 269–270 personal perspectives on, 267–268 structures promoting, 268–269 | G-9 student perspective on, 262, 263 Innovative organizational cultures, 479 Inspirational leaders, 50–51 Inspirational leadership, 22 Institutional collectivism, 464, 465 Institutionalization of ethics, 481 Instrumental values Preferred behaviors or ways of achieving our terminal values, 31, 52 Instrumentality A person’s belief about the degree to which performance will result in realizing certain outcomes, 75, 89 Integrity The quality of steadfastly holding to high moral principles and professional standards, 50–51, 53 Intellectual property The ownership of a creative thought or idea and legal control over the representation of the thought or idea, 284, 289, 313 Intelligence, competence and, 20 Intentional change model, 236–238, 238, 596–597, 597, 599 lottery exercise, 597 my fantasy job exercise, 599–600 my learning edge exercise, 605 my life in the year 20 exercise, 598 my values exercise, 601–602 personal balance sheet exercise, 604 strengths I see in myself exercise, 602–603 Internal analysis, 162–163 Internal communication Communication that moves through channels other than those that have been explicitly defined within an organization, 121, 133 Internal locus of control, 64 International Anticorruption and Good Governance Act (2000), 34 International Monetary Fund (IMF) A United Nations agency that promotes currency stability and lends reserve currencies to nations with trade deficits, 533, 541 International organization, 309 International Organization for Standardization (ISO) 9000, 445–446 14000, 445–446 International Sign Language, 99 International trade, deregulation of, 504 Internet banking, 405 Internet The global system of interlinked, hypertext documents contained within an electronic network that connects computers and computer networks around the world, 389–391, 415 human resources monitoring searches on, 411 technological environment and, 158 Interpersonal relationships, in Schein’s organizational culture model, 472 Interpersonal roles, of manager, 10 Interpretation, 197 Interruptions, in group communication, 363 Intranet An internal company network that is usually accessible only to employees, 390, 415 Intrepreneur An employee who behaves like an entrepreneur inside his or her own organization, 282, 288 Intrepreneurship, 282–283 Intrinsic motivation An internal sense of satisfaction derived from the work itself and/or the desire to engage in activities even in the absence of external rewards in order to feel a sense of satisfaction, to use or improve one’s abilities, or to learn, 61, 62, 88 in flat organizations, 318 job characteristics model, 85–86, 85 G-10 | GLOSSARY/INDEX Introversion-extraversion personality dimension, 357 Intuiting-sensing personality dimension, 356 Intuition Tacit knowledge, or knowledge that we have access to at an unconscious level, 182, 186–187, 206 Investment, global, 504 Investment banks Institutions that raise capital, trade securities, and assist with mergers and acquisitions, 222, 249 Investor Someone who provides money as a loan and is, in return, paid back with interest, 277, 288 Iran, religious fundamentalism and, 503 Iraq, religious fundamentalism and, 503 Ireland, 388, 465 Iron Curtain The seemingly impenetrable physical and political boundary that existed during the Cold War and separated democracy-favoring Western Europe from Communism-favoring Eastern Europe and the Soviet Union, 500, 502, 539 ISO 9000, 445–446 ISO 14000, 445–446 Isolates Followers who are nonresponsive or indifferent to leaders, 12, 14 Israel, 388, 465, 466 Italy, 465, 466 Ivory Coast, 570 J Japan, 312–313 China and, 524, 524 “face” in, 103 GLOBE project dimensions in, 465 in Group of 20, 533 United Nations Climate Change Conference (2009), 561 Jargon Terminology that has been specifically defined in relation to certain activities, professions, or groups, 113, 132, 472 Job A group of tasks and responsibilities related to accomplishing organizational objectives, 324–325, 335 Job analysis The systematic process of gathering and analyzing information about jobs and the acknowledge, skills, and competencies needed to perform these jobs, 329–330, 330, 335 Job changes, frequency of, 213 Job characteristic model Framework that states that people need certain qualities in their job to be intrinsically motivated and satisfied with their work, 85–86, 90 Job description A written document that lists the major tasks and responsibilities of a particular job, 330, 335 Job discrimination, 485 Job enlargement Combining several simple jobs into one larger job, 85, 90 Job enrichment Building intrinsic motivators, such as opportunities for learning, more control over how tasks are accomplished, and leadership opportunities, into the structure of a job, 85, 90 Job loss, globalization and, 511 Job migration, 388 Job rotation Moving employees from one job to one job site to another to increase satisfaction and productivity, 85, 90 Job satisfaction surveys, 128 Job satisfaction/dissatisfaction, 68 Job specification A written document that lists all of the necessary knowledge, skills, and abilities that a person must possess in order to perform a particular job, 330, 335 Jobs for Veterans Act (2002), 486 Joint implementation (JI) projects, 560 Joint venture A formal arrangement between two or more entities to engage in activities together and to share risk, 154, 154, 172 Jordan, 570 Judging-perceiving personality dimension, 357 K Kaizen, 443, 443 Kansei, 443 Kazakhstan, 570 Kenya, 274, 547 Key stakeholders, 160 Kindle, 266 Knowledge competency and, 21 creativity and, 256 Knowledge domain, 258, 259 Knowledge management, 409–410, 410 Korean War, 501 Kotter’s eight-stage change model, 228–231, 229 Kyoto Box, 274 Kyoto Protocol An international agreement drafted during the 1997 United Nations Framework Convention on Climate Change for the purpose of supporting and enforcing the reduction of greenhouse gas emissions, 559, 561, 586 L Labor laws, 126, 127 Labor relations, by human resources, 46 Laissez-faire leader A leader who remains at a distance from the decision-making process, allowing the group to make decisions without leadership intervention, 343, 375 Land conservation, 556 Language A systematic form of communication that is composed of a set of sounds and symbols shared by people, 98, 132 body, 101 connotative meaning, 100 defined, 98 denotative meaning, 100 dialects, 112–113 evolution of, 97–98 getting in the way of communication, 112–114 jargon, 113–114 in a multicultural environment, 461 in organizational culture, 476–477 pitch, 101 rate of speech, 101 in Schein’s organizational culture model, 472 sign, 98–99 verbal, 98 vocal intonation, 101 voice volume, 101 written, 99–100 Language barriers, 112 Language variation, 112–114 Latin America age demographics in, 217, 218 during era of industrialization, 385–386 in Group of 20, 533 industrialization and, 385–386 trade alliances and, 530–532 See also individual Latin Amercian countries Latin American Integration Association (ALADI), 515 Latinos/Hispanic employees, 480 Law(s) business ethics and role of, 33–34 cap and trade, 560 for entrepreneurs, 284 equal opportunity, 485, 485–486 for not-for-profits, 309 organizational control and, 430–431 Layoff A termination with the possibility of rehire once conditions improve, 168, 173 Lead customers methodology, 151 Leader(s) A person who is out in front, influencing and inspiring people to follow, 7, 14 autocratic, 343 characteristics of great, 374 democratic, 343 as ethnographers, 477–478 expectations of, 4–5, 13–14 global strategy and, 507–508 inspirational, 50–51, 61 management of emotions by, 450–451 manager vs., 7–8 meaning for you, in the workplace, 4–5 motivating others, 60–61 in a multicultural environment, 461 need for, 4, 18–19 need for teams, 340–342 personal perspectives on, 5, 7–8, 237 profile of, 592 reaction to change, 220–221 resonant, 11 roles of, seeing yourself as a, 5–7 traditional views of, 8–9 transformational, 44–45 trust in, 50 word origin, Leader substitutes model A contingency model of leadership that states that certain characteristics of people or of the situation can make direct leadership unnecessary, 43, 53 Leaderless group, power and influence in, 355–356 Leadership behavior models and approaches to, 40–42 contingency approaches to, 42–43 for corporate social responsibility and sustainability, 584 defining ethics through, 35–36 description of great, 19 effective, 20–22 entrepreneurship and, 279 ethics and, 30–38 five styles of, 41–42 focusing on goal of developing, 596 human resource’s role in supporting ethical and excellent, 45–48 impact on group dynamics, 342–343 in informal organizations, 331–332 intentional change model for developing, 596–605 as learned, 19 “Moon Shots for Management,” 593, 593–594, 594 motivation and, 60 power and, 25–30 of resonant teams, 372–373, 373 responsibility for, 18–19 self-awareness and, 48–50 See also Self-awareness three styles of, 342–343 trait theories of, 39–40 for virtual teams, 413–414 Leadership development architect, 47 Leadership grid, 41, 41–42 Lean communication channel, 109 GLOSSARY/INDEX Lean Management A management approach that organizes manufacturing and logistics to maximize efficiency and eliminate waste by reducing variation in every process, 141, 422, 445, 453 Learning, lifelong, 595 Learning edge exercise, 605 Learning styles, 357–358 Learning theories, 78–83 operant conditioning theory, 78–81, 79 social learning theory, 81, 81–82 Left vs right brain, 257 Legal and tax environment, 157–158 Legal issues for entrepreneurs, 284 global business and, 505–506 in relationships with outside entities, 312–315 See also Law(s) Legal structures of corporations, 312 of organizations, 309 Legitimate power The ability to influence others by right of one’s position in an organization, the office held, or formal authority, 26, 26, 52, 355 Leveraging money A practice that allows financial institutions to increase the amount of debt they handle in proportion to the amount of money they hold, 222, 249 Levers of change (work system model), 232–233 Levers of control A control system that relies on various levers such as organizational values, rules, feedback systems, and focused involvement in decision making, 427–428, 428, 452 Lewin’s formula, 342, 343 Liaison, as managerial role, 10 Licensing A business agreement in which the owner of trademarked or otherwise branded material authorizes an individual or company to use that material to sell or market products or services in exchange for a fee, 505, 540 Licensing agreement A business agreement in which the owner of trademarked material authorizes an individual or company to use that material to sell or market products or services in exchange for a fee, 313, 334 Life in the Year 20 exercise, 598 Lilly Ledbetter Fair Pay Act (2007), 486 Limbic resonance Refers to the fact that emotions are contagious and a powerful driver of our feelings, thoughts, and behaviors, 24, 52, 100 Limbic system, 235 Listening, 114, 371–372, 372 Live Aid, 576 LIVESTRONG campaign, 83 LLC (limited liability company) A hybrid form of ownership that provides limited personal liability to the owners of a business, 310, 312, 334 Local organizations, 309 Locus of control Our perception of the degree to which we have control over what happens in our lives, 63–64, 88 Logic, in decision making, 181–182 Long tail, concept of, 216 Long-term orientation Refers to a greater concern for the future and for values such as thrift, perseverance, and avoidance of shame, 463, 464, 492 Long-term plans, 143 Lottery exercise, 597 Low-context cultures, 117 Lying, cognitive behavior conveying, 102 M Maasai people (Kenya and Tanzania), 547 Maintenance roles, in groups, 350 Malaria, 303 Malawi, 274, 570 Malaysia, 388, 409, 570 Malcolm Baldridge National Quality Award, 446–447 Mali, 570 Management corporate governance and, 429 “Moon Shots for Management,” 593, 593–594, 594 scientific, 421–422 Management by objectives (MBO), 448 Management by walking around, 124 Management competency model, 22, 22 Management of meaning, 245 Manager(s) An individual who makes plans, organizes and controls people, production and services, and who regulates or deploys resources, 7, 14 adjusting to globalization, 536–537 changing expectations of, 13–14 as ethnographers, 477–478 leader vs., 7–8 performance appraisal by, 449–450 punishment used by, 79–80 reaction to change, 220 restoring equity, 74–75 roles and activities of, 9–11 traditional views of, 8–9 of virtual teams, 414 word origin, Managing up A followship tool that enables followers to influence leaders, 12, 14, 332 Market alliance model, of virtual organizations, 404 Market culture A culture that has an external focus and encourages stability and control, 469, 469, 492 Market growth rate A measure of growth in the market for given products or services, 164, 173 Market share The percentage of the market that a product, service, or business unit has captured, 164, 164–165, 173 Marketing, for start-up businesses, 280 Markov process, 145, 145 Mars Climate Orbiter, 108 Masculinity/femininity The extent to which society values achieving (masculine) versus nurturing (feminine), 463, 463–464, 492 Matrix A structure in which departments within an organization are linked directly to one unit in the vertical organization and to another unit in the horizontal organization, 320–321, 321, 335 “McDonaldization,” 506 Meaningful work, 58–59 Mechanistic organization An organization characterized by routine job functions, a high degree of specialization, and division of labor, 304, 334 Membership, group, 362 Merit-based compensation A plan in which compensation is determined by the level of performance of an individual or group, 84, 90 Meritocracy A system in which people are granted power, responsibilities, and roles because of superior intellect, talent, and competencies, 353, 375 Message Information, 106 | G-11 Metaphors, for organizations, 305, 306 Metrics, planning focusing on, 141 Mexico, 388 economic sustainability and, 573 GLOBE project dimensions in, 465 in Group of 20, 533 NAFTA and, 530–531 Microblogging, 395 Microfinance The practice of providing financial services on an extremely small scale, 405–406, 415 Micromanagement The practice of overcontrolling others and their work, as well as paying far too much attention to details and how employees their work, 28, 52 Micromanagers People who try to everything themselves and criticize everyone else’s efforts, 70, 89 Middle of the Road Management leadership style, 41 Migrant and Seasonal Agricultural Worker Protection Act (MSPA) (1983), 485 Migratory Bird Treaty Act, 154 Milestones, 144 Millennials (Generation Y), 118–119 Mind mapping, 286, 286 Mindfulness A state in which we are awake, aware, and attuned to ourselves, others, and our environment, 203, 207 creativity and, 256 decision making and, 203–204 facing change with, 247 pattern recognition and, 169–170 Miryokuteki hinshitsu, 443 Mission, 141, 142, 147–149, 152, 162, 174 Mission statement A statement that describes what an organization is, what it does, and what it stands for, 138, 147, 148, 148, 172 Mobile telecommunications, 391–392 Models of communication, 107 Modular approach to planning, 144–145 “Moon Shots for Management,” 593, 593–594, 594 Mores Norms that are central to the functioning of society, 460, 492 Motivation, theories of, 65–78 equity theory, 72–75 ERG theory, 67 expectancy theory, 75–76 goal-setting theory, 76–78 hierarchy of needs, 67 integration of, 83 three-needs theory, 69–72 time line of, 65 two-factor theory, 68 visual summary of, 66 Motivation The result of a complex set of psychological influences and external forces or conditions that cause a person to behave in a certain way while maintaining a certain level of effort and degree of persistence, 58, 88 Big Five dimensions of personality and, 64–65 empathy and, 87 explained, 58 extrinsic, 62–63 at Google, 63 hope and, 61 human resource’s role in, 84–86 intrinsic, 61, 62 leadership and, 60 learning theories and, 78–83 locus of control and, 63–64 operant conditioning and, 78–81 psychology and, 61–65 G-12 | GLOSSARY/INDEX self-awareness and, 86–87 self-efficacy and, 82 self-reinforcement and, 81 as up to each individual, 60 Motivator-hygiene theory (Two-factor theory), 65, 66, 68 Motivators Factors that positively impact motivation, such as the needs for recognition, responsibility, achievement, and opportunities for growth and development, 68, 89 Motives, competency and, 21 MSPA (Migrant and Seasonal Agricultural Worker Protection Act ) (1983), 485 Multicultural work environment, 461 Multimedia, 396–397 Multinational corporation, 309 Multinational parent companies, 314 Must-win battles, 165 My Fantasy Job exercise, 599–600 My Learning Edge exercise, 605 My Life in the Year 20 exercise, 598 My Values exercise, 601–602 Myanmar, 570 Myers-Brigg Type Indicator (MBTI), 356–357 Myths Exaggerated stories that are told and retold to communicate values and to emphasize norms, 474, 492 N NAFTA (North America Free Trade Agreement), 530–531 National debt, U.S., 504–505 Nationalist Party (China), 524, 524 Natural environment, 158–159 Nazi Germany, 37 Need for achievement (nAch) The desire to engage in challenging and complex activities, meet and exceed personal goals, and to seek excellence, 69, 71, 89 Need for affiliation (nAff) The desire for warm, fulfilling, and close personal relationships, 69, 70, 71, 89 Need for power (nPow) The desire to have influence, control, and responsibility, either directly or through social status, 69, 70–71, 89 Needs theories, 66–68 ERG theory, 67 hierarchy of needs theory, 67 two-factor theory, 68 Negative emotional attractor A psychological state characterized by negative emotions that is linked to the sympathetic nervous system and that can cause people to feel defensive, threatened, and stressed, 236, 236, 249 Negative politeness, 104 Negative reinforcement, 79 Negotiator, as managerial role, 10 Nepal, 361, 570 Nepotism, 34 Net capital rule Rule that guides how much debt an institution can hold, 222, 249 Netflix Prize, 264 Netherlands, 465 Network structure, 322, 323 Networks communication, 115–116 organizational, 121–122 Neurophysiology, competencies and, 24 New business See Small businesses New Guinea, 547 “New world order,” 502 Nicaragua, 531 Niche strategy A business strategy that caters to a narrow segment of the market, 155, 155–156, 172 Nigeria, 409, 510, 570 Noise Anything that interferes with the transmission or receipt of a message, 107, 108, 132 Nongovernmental organizations (NGOs), 308, 361 Nonprogrammed decisions Decisions that are not routine and/or involve unique information or circumstances, 179, 180, 206 Nonverbal communication Any gesture, expression, physical action, or vocal intonation, pitch, or volume that communicates a message either intentionally or unintentionally, 100, 132 body language, 101 cross-cultural communication and, 117 emotional expression with, 102 interpreting emotions, 103 in organizational culture, 477 reading nonverbal signals, 100–101 Normative control A control system that involves sharing and embedding an organization’s values and beliefs so they act as a guide for employees’ behavior, 427, 452 Norming The third stage of group development, when the group agrees common “rules” of behavior for members (group norms), who does what (group roles), and how best to work together, 344, 375 Norms Internalized standards for behavior that support agreed-upon ways of doing things and what people expect of one another within a cultural group, 459, 492 culture and, 459–460 folkways, 460 group, 351–353, 352 mores, 460 North American Free Trade Agreement (NAFTA) An accord between the United States, Canada, and Mexico that lifts tariffs and other trade barriers among the three nations, 530–531, 540 North Korea, 570 Not-for-profit organization, 308, 309 Nuclear waste management, 563–564 O Observable artifacts, in Schein’s organizational culture model, 472, 472 Obstructionist approach to corporate social responsibility, 580 Occupational Safety and Health Act (1970), 559 Offshoring A form of outsourcing in which companies transfer jobs to countries other than their own to reduce labor and other expenses, 509, 540 Ohio State Studies, 40 Oil, globalization and, 502–503 Oil producing and exporting countries (OPEC), 562 Oil reserves, in Nigeria, 510 Oil spill, Gulf of Mexico (2010), 302, 553 Oil use and production, 561–562 One Laptop per Child campaign (OLPC), 262, 263 One-child policy, in China, 527 One-on-one conversation, 109 Online banking system, 405 Online grocers, 160 Open systems theory A theory stating that any human system, such as an organization, is constantly influenced by and is influencing its environment, 301–304, 302, 303, 334 Openness to experience (personality dimension), 64 Open-source software, 307 Operant conditioning theory Theory that learning and behavior changes occur when behavior is reinforced, and when behavior is not reinforced or is punished, it will eventually cease, 65, 66, 78, 80–81, 89 Operational plans, 143 Operations management The transformation of inputs—materials, labor, and ideas—into outputs, such as products or services, 442, 453 See also Quality control Opportunity Any situation, condition, or event that is favorable to an organization, 163, 173 Optimism A positive outlook on life coupled with the belief that good things will come, and that bad things are only temporary and can be overcome, 45, 61, 237, 249 organizational change and, 237 planning and, 139 self-efficacy and, 82 Oral language, 98, 98 Organic organization An organization characterized by a high degree of flexibility, low levels of specialization, less formality, and decentralized decision-making processes, 304, 334 Organization(s) A group of people assembled to perform activities that will allow the entity to accomplish a set of strategic and tactical goals and to realize its mission, 294, 333 adaptive, 304–305 classification, 308–309 common types of, 308, 309 defined, 294 empowered, 28 formal, 330–331 forms of ownership, 310, 310–312 informal, 330–332, 331–332 mechanistic, 304 metaphors for, 305, 306 as open systems, 301–304, 302, 303 organic, 304 relationships with outside entities, 312–315 resonant, 23, 52, 232 spider, 305–306 as spiders and starfish, 305–307 starfish, 306–307 values of, 458–459 virtual services offered by, 404–407 Organization design The process of creating an organizational structure, 295, 333 emergent, 328 geography and, 327–328 human resource’s role in, 46, 329, 329–330, 337 in virtual organizations, 401 without planning, 328 Organization development (OD), 242–243 Organizational awareness building support for new ideas and, 283 cognitive dissonance and, 73 organizational change and, 244 Organizational change agent, 47 Organizational change anticipating, 220–221 becoming an agent of, 245 bottom-up, 220 caring for others during, 245–246 competing values model of, 468–469, 469 eight-stage change model of, 228–231, 229 gestalt cycle of experience, 239, 239–240, 241, 242 human resource’s role in fostering effective, 242–244 incremental vs transformational, 220–223 GLOSSARY/INDEX permanent white-water metaphor of, 227–228 personal contribution to, 244–248 reasons for, 214–219 responses to, 245, 245–246 smart way to lead, 246 top-down, 220 work systems model of, 231–234, 232 Organizational chart A visual representation of how roles, jobs, authority, and responsibility are distributed within an organization, 299, 299–301, 300, 334 Organizational communication, 119–128 communication flow in, 119–121, 120–121 crisis, 124–125 formal, 122 grapevine, 123–124 human resources and, 127–128 informal, 122–124, 123 of labor laws, 127 networks, 121, 121–122, 122 storytelling, 125–126 Organizational control(s) audits and, 430 company example of, 424, 425 comparing performance to standards, 434 control process, 420 conventions and forces guiding, 429–433 corporate governance and, 429–430 corrective actions, 435 customer control, 432, 432–433 customer relationship and, 441, 441–442 emotional self-control/self-management and, 450–451 feedback processes, 435, 435–437 financial and accounting, 437–441, 439, 440 historical perspective on, 421–424 human resource’s role in, 447–450 laws/regulations and, 430–431 performance measurement, 434 problems with, 451 quality control and, 442–447 Sarbanes-Oxley Act (2002) and, 431, 431 steps in process of, 433–437 systems for See Organizational control systems Organizational control systems behavior control, 427 bureaucratic, 425–426 levers of control, 427–428, 428 normative control, 427 output control, 426–427 Organizational culture A set of shared values, norms, and assumptions that guide peoples’ behavior within a group, business, or institution, 462, 492 change in, 467 cultural intelligence and, 489–490 customer service, 479–480 diversity, 480, 481 ethical, 480–481 ethnographic approach to, 477–478 heroes in, 474 human resource’s role in creating an inclusive, 484–489, 485, 486 innovative, 479 language in, 476–477 leading change in, 490–491 learning to study, 472–478 long-term loyalty, 470 myths in, 474 normative control and, 427 sacred symbols in, 475, 475–476 Schein’s levels of, 472, 472–473 supporting sustainability and service, 482–483 supporting the whole person, 483–484 taboos in, 474–475 Organizational cybernetics, 243 Organizational development, 343 Organizational ethics The values and principles that an organization has chosen that guide the behavior of people within the organization and/or what stakeholders expect of the organization, 31, 32, 53, 480–482 Organizational learning, 125, 266, 594 Organizational planning complexity of, 142 focusing on goals and metrics, 141 goal-setting and, 139, 141 mission and vision statements, 147, 148 mission clarity for, 147–148 modular approach, 144–145 scenario, 146 terminology, 144–145 thinking about the future and, 138 types of plans, 142–143 in uncertain times, 143–146 vision for, 147, 149 See also Planning; Strategic planning Organizational politics Involve many things, including internal competition and the pursuit of personal goals at the expense of others or the organization, 25, 52 Organizational structure The way in which the division of labor, communication, and movement of resources among the parts of an organization are coordinated to accomplish tasks and goals, 295, 333 centralized decision making in, 298 common contemporary, 315–323 company size and, 327 concepts related to, 294–295 departmentalization and, 318–320 external environment and, 326–327 factors affecting design of, 325–328 hierarchy in, 295–297, 296 human resource’s role in, 329–330 hybrid structure, 321–322, 322 jobs in, 324–325 matrix structure, 320–321, 321 networked, 322, 323 organizational chart showing, 299, 299–301, 300 reasons for studying, 294 span of control in, 297–298 strategy and, 325–326 tall vertical, 316, 316–317 tasks in, 324 technology and, 327 virtual, 403–404, 404 work in, 323–325 working effectively within, 330–333 OSHA regulations and guidelines, 571, 572 Out-groups, 470 Output control Type of control in which outcomes are measured against financial performance and other clearly articulated metrics, such as customer retention, 426–427, 452 Outsourcing The process by which companies subcontract specific jobs or work functions to non-employees or other companies, 506, 509, 540, 582 Overlapping authority conflict, 367 P Pacing, in speech, 101 Pakistan, 522, 570, 583 Panama, 531 | G-13 Paradoxes, of group life, 358 Paraguay, 570 Parent company, 314 Pareto principle, 196 Participants Followers who are actively engaged and make an effort to be supportive and have impact, 12, 12, 14 Participation, group, 362–363 Participative, in path-goal theory, 43 Participatory style of leadership, 42 Partner Market Agreements, 507 Partnership An ownership model in which two or more individuals share the ownership of a business, 310, 311, 334 Passive resistance, to change, 245 Patent A legal grant given by the U.S Patent and Trademark Office that prevents anyone other than the grant holder from manufacturing, selling, or utilizing a particular invention, 284, 289 Path goal, 140 Path-goal theory A contingency approach to leadership stating that the leader is responsible for motivating employees to attain goals, 43, 53 Pattern recognition, 21, 22, 169, 257, 298 Peer-to-peer network (P2P), 230, 307, 403–404 People surveys, 128 Perestroika, 517 Performance appraisal Process of sharing an evaluation of an employee’s performance in (ideally) a face-to-face meeting that usually takes place between an employee and his or her manager, although in some organizations this appraisal is delivered by a human resources manager, 449, 453 Performance management process, 46 function of, 447 gathering performance data, 448–449 management by objectives (MBO), 448 performance appraisal, 449–450 steps in, 447, 448 Performance measurement, 434 Performance orientation, 40, 464, 466 Performance The extent to which a task or work is completed successfully, 75, 89 Performing The fourth stage of group development, during which the group channels energy into tasks rather than into building relationships, resolving conflicts, or deciding how to work together, 344–345, 375 Permanent white marker Metaphor that refers to the fact that organizational systems face unrelenting turbulence and constant change, 227–228, 249 Personal Balance Sheet exercise, 604 Personality, motivation and, 64–65 Personality tests, 356–357 Personalized power A need for power that drives people to seek control through assertive or aggressive behavior, often for personal gain, 71, 89 Peru, 531, 570 Pessimism, planning and, 139 Pharmaceutical industry, 229–230 Philanthropy Giving money, time, services, or products in the service of supporting people’s well-being, 575, 575–576, 577, 586 Philippines, the, 388, 536 Physical cultural intelligence, 490 Physical space, virtual work and, 398 Physical touch, 101 Pidgin A language that uses signs, words, or phrases from more than one language, allowing G-14 | GLOSSARY/INDEX people to communicate without learning one another’s language, 99, 132 Planning The cognitive, creative, and behavioral process of developing a sequence of activities intended to achieve a goal or move toward an imagined future state, 138, 172 action-oriented, 140 defined, 138–139 directional, 139–140 goal-oriented, 139 human resource’s role in, 166–168 probability and, 145 thinking about the future and, 138, 139 See also Organizational planning; Strategic planning Plano Real, in Brazil, 513 Platinum-Level Leadership in Energy and Environmental Design, 563 Pluralistic evidence, 37–38 Poland, 388, 465, 466 Political environment, 158, 509–510 Politeness, 104 Political theory, 343 Pollution, 556, 563 Pollution Prevention Act (1990), 558 Polygamy, 460 Pony express, 110 Ponzi scheme, 18, 36 Population demographics, 217–218, 218, 527 Portugal, 385 Positive emotional attractor A psychological state of well-being and hope that engages the parasympathetic nervous system and can counter the effects of stress, 236, 236, 249 Positive politeness, 104 Positive reinforcement, 78–79 Post-industrial society, 387 Poverty economic sustainability and, 573 in India, 523 Power distance The extent to which people in societies accept the idea that power is distributed unequally, 463, 463, 465, 492 Power Influence over or through others, 25, 52 coercive, 26 communication and, 115–116 expert, 26–27 in groups, 355–356 influential leadership and, 25–30 in a leaderless group, 355–356 legitimate, 26 need for, 70–71 need to understand, 25 personalized, 71 referent, 27 resonant leadership and, 595 reward, 26 socialized, 71 sources of, 26, 26–27 in spider organizations, 306 “with” vs “over” people, 423 Power stress, 69–70 Predatory lending, 223 Presence, 45 Primary stakeholders, 160 Prius automobile, 157 Privacy, electronic communication, 411 Private foundations, 309 Privately held company A company that is wholly owned by an individual or group of individuals and does not sell shares of ownership on the open market, 429, 452 Proactive approach to corporate social responsibility, 580 Probability, planning and, 145 Process conflict, 367 Process departmentalization A method of grouping jobs based on the sequential steps of the work people to produce products or services or engage in other business activities, 319–320, 320, 335 Processing mode, 258, 259 Product departmentalization, 319, 319 Product departmentalization A method of grouping jobs based on the products made or services offered, 319, 319, 335 Production-oriented behavior, 40–41 Productivity and work stage (Susan Wheelan’s stages of group development), 346, 347 Professional ethics Standards that outline appropriate conduct in a given profession, 32, 53 Profit and loss statement Also called a P&L or an income statement, this document itemizes revenues and expenses and provides insight into what can be done to improve a company’s results, 439, 440, 453 Programmed decisions Decisions that are routine in nature and occur with some frequency, 179, 206 Project plan, 143 Project Scorpion, 268 Propaganda Various forms of communication that are meant to further a specific agenda and/or weaken the position of a competing party, 501, 540 Prosocial behavior Any behavior that seeks to protect the welfare of society or the common good, 71, 89 Protests, anti-globalization, 499, 499 Proximity to others, 101 Proxy wars Wars that are encouraged or triggered by powerful nations but in which those nations don’t necessarily participate in combat Instead, the nations use less-powerful third parties to represent their competing interests, 501, 540 Psychology of individual change, 235–236 motivation and, 61–65 Public charity, 309 Public Company Accounting Reform and Investor Protection Act (2002), 34, 431 Public limited corporation, 310 Publicly traded company A company that issues shares of ownership, or stocks, that are traded on the open market, 429, 453 “Pull” strategy, in developing organizational culture, 488–489 Punishment, in operant conditioning, 79–80 Punting, 113 “Push” strategies, in creating an inclusive organizational culture, 484–488, 485, 486 Q Qualitative controls, 433, 434 Qualitative research A process of gathering and analyzing subjective data, such as information from conversations, interviews, or answers to open-ended questions on a survey, 127, 133 Quality control Baldridge Award, 446–447 business process reengineering, 442–443 ISO 9000, 445–446 ISO 14000, 445–446 Lean Management, 445 Six Sigma, 444, 444–445, 445 Total Quality Management, 443, 443 Quantitative controls, 433, 434, 434 Quantitative research A process of gathering information that can be converted to numbers, then analyzed using statistics and other mathematical tools, 127–128, 133 R Rainforests, 159 Rambling, 363 Readiness, in situational leadership theory, 42 Real self, 238 Reason, in decision making, 181–182 Receiver A person who receives and decodes a message, 106, 132 Recession See Economic recession; Global economic recession Recognition of assumptions, 197 Re-creation, as response to change, 220, 220 Recruiting The process of attracting qualified candidates for jobs, 46, 166–167, 173 Recycling, 563 Referent, in equity theory, 72–73 Referent power Power that comes from personal characteristics that people value and want to emulate and that cause people to feel respect or admiration, 26, 27, 52, 355 Regulatory agencies See Global economic regulatory agencies Rehabilitation Act (1973), 485 Reinforcement Consequences associated with behavior, 78–79, 89 Relational competencies, 22 See also Empathy; Self-awareness; Selfmanagement Relationship conflict, 367 Relationship management, 23, 49 Relationship-oriented leaders Leaders who emphasize good relationships and being liked by employees, 42, 53 Relationships communication as essential to work, 96–97 improving communication, 128–131 resonant, 97 saving face in, 103–104 virtual, 400, 408, 412–413 Relativism, in business ethics, 33 Religious fundamentalism, 503 Reorientation, 220, 220 Research action, 243, 243 Asch conformity studies, 364–365 behavioral approaches to leadership, 40–41 Hawthorne Studies, 422–423 qualitative, 127 quantitative, 127–128 on traits, 39–40 Resonant environment A work environment characterized by excitement, energy, optimism, efficacy, and hope, 23, 29, 61, 61, 63, 88 characteristics of, 61 organizational control and, 424, 424, 425 organizational culture and, 490 positive reinforcement and, 78–79 Resonant leaders Socially and emotionally intelligent, visionary people who lead and manage in ways that enable everyone to contribute their very best, 23, 52 continuing your journey for becoming, 595 social and emotional intelligence of, 22–25, 23 Resonant leadership, 6, 11 GLOSSARY/INDEX Resonant organization Organizations characterized by a powerful and positive culture in which people have a shared sense of excitement and commitment to mutual goals, 23, 52 Resonant relationships Vibrant and supportive relationships that foster respect, inclusion, and open and honest dialogue, 97, 132 communication and, 96, 97, 128–131 See also Communication human resources ensuring effective, 126–128 Resonant teams building, 369–370 creating and sustaining, 370–373 leading, 372–373, 373 Resource allocator, as managerial role, 10 Resource conflict, 367 Resource Conservation and Recovery Act (1976), 557 Responsibility The obligation to satisfactorily accomplish the tasks associated with a job, 297, 333 Retrenchment strategy A corporate strategy that is adopted when a company needs to regroup and defend itself while turning the business around, 153, 155, 172 Reward conflict, 367 Reward power The ability to influence others by giving or withholding rewards such as pay, promotions, time off, attractive projects, learning experience, and the like, 26, 26, 52, 355 Rich communication channel, 108–109 Risk, entrepreneurs embracing, 273 Rituals, in Schein’s organizational culture model, 473 Rockefeller Center, Manhattan, 405 Roles group, 349–351 managerial, 9–11 Romania, 502, 536 Russia, 388 advantages and disadvantages of doing business with, 518, 519 age demographics in, 218 centrally planned socialist economy of, 516 future (2010 and beyond), 518 GLOBE Project dimension in, 465, 466 in Group of 20, 533 key events in history of, 517 Kyoto Protocol and, 560 past (1917-1989), 515 present (1989-2009), 515–518 slave labor in, 570 as a superpower, 529–530 See also Union of Soviet Socialist Republics (USSR) Rwanda, 37 S S corporation A type of corporation that has 100 or fewer shareholders and does not pay federal income taxes, 312, 334 Sacred symbols Things, people, and events that are untouchable and unquestionable within a culture, 475, 475–476, 493 Safe Drinking Water Act (1974), 557 Safety standards, 305 Same-sex marriage, 467, 467–468 Samoa, 509 Sarbanes-Oxley Act of 2002 Formally known as the Public Company Accounting Reform and Investor Protection Act, this act sets new or enhanced standards for publicly traded companies’ boards, managers, and public accounting firms, 33–34, 431, 431, 453 SARS (severe acute respiratory syndrome), 305 Satellite tracking technology, 388 Satisficing Choosing an alternative that is adequate but not perfect, 192, 206 Saudi Arabia, 503, 533 Saving face, 103–104 SBIC (Small Business Investment Company) A financial institution that makes loans to entrepreneurs under the auspices of the Small Business Administration, a U.S federal government agency, 277, 288 Scenario planning A dynamic, systematic process in which people envision all of the “what if ” scenarios for given situations and plan for several likely possibilities, 146, 172 Schein’s organizational culture model, 472, 472–473 Schemas, 46, 73, 182–183, 410 Schramm Model of Communication, 107 Scientific management An approach that involves organizing work for maximum efficiency, 324, 421–422, 442, 452 Scorpion and frog parable, 226 Search for Yourself program, 592 Second Industrial Revolution The period from the mid-nineteenth century through approximately 1915 that was marked by the development of several life-altering technologies, including electricity, motors, synthetics, internal combustion, and mass production techniques, 383–384, 415 Second Life environment, 111 Secondary stakeholders, 160 Selection The act of choosing whom to hire from among a group of qualified applicants, 167, 173 of employees, 167 Selective perception Consciously or unconsciously focusing on certain parts of a message and ignoring others, 114–115, 132 Self-actualization, 67 Self-awareness The ability to notice and understand one’s emotions and their effects, 23, 52 authenticity and, 49–50 cognitive dissonance and, 73 as a competency, 23 equity theory and, 73 in leaderless groups, 356 motivation and, 60, 86–87 nonverbal signals and, 101 organizational controls and, 425 performance management and, 451 power in communication and, 115 response to change and, 246 as skill for leadership, 4–5, 48–49 social and emotional intelligence and, 24–25 trust and, 50 Self-concept, 21 Self-determination theory (SDT) Theory of motivation that is concerned with people’s need for empowerment (to feel competent and have a reasonable degree of autonomy) and their need for relatedness (to care for and be related to others), 6, 62, 66, 88 Self-directed work teams Teams in which there is no formally designated leader and members organize their own activities, 359, 375 Self-efficacy The degree to which a person believes that he or she is capable of successfully performing a behavior, accomplishing a task, or achieving a goal, 82, 89, 90, 89, 490 Self-esteem authenticity and, 50 creativity and, 256 in entrepreneurs, 273 | G-15 Self-management, 20, 21, 23, 49 control systems and, 450 in leaderless groups, 356 non-verbal signals and, 101 organizational controls and, 450 power in communication and, 115 response to change and, 246 social and emotional intelligence and, 22, 24 Self-reinforcement, 81 Self-starters, 273 Selling style of leadership, 42 Sender A person who encodes and sends a message through a communication channel, 106, 132 Senegal, 460 September 11th terrorist attacks, 167, 340, 503 Servant leadership A leadership style in which the leader seeks to serve followers and stakeholders, as opposed to dominating them, 584, 586 Service Giving of oneself without any expectation of a return, 482–483, 582, 586 Service industries, in India, 522 Severe acute respiratory syndrome (SARS), 305 Sex trafficking, 570 Sexual harassment “Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature such that submission to or rejection of this conduct explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates an intimidating, hostile, or offensive work environment,” 485, 487, 487–488, 493 Shakti amma, 573 Shannon-Weaver Model of Communication, 107 Shea’s work systems model See Gregory Shea’s work systems model of organizational change Short-term orientation Refers to a desire for gratification of personal needs, as well as a focus on tradition and meeting social obligations, 463, 464, 492 Short-term plans, 143 Sierra Leone, 570 Sign language, 98, 98–99, 99 Silence, in teams, 363 Silo mentality, 317, 321 Singapore, 465, 466, 592 Single-loop learning A process that results in taking in feedback and changing behavior, but not changing underlying beliefs about one’s self, others, or the environment, 204, 207 Single-use plans, 143 Situational leadership theory Contingency model that links leader style with followers’ readiness for tasks, 42–43, 53 Six Sigma A management strategy that employs quality management methods in a specific sequence to either reduce costs or increase profits, 422, 444, 444–445, 445, 453 Skills, competency and, 21 Skunk Works® A term used in business to describe a group within an organization that is given a high degree of autonomy and is unhampered by bureaucracy The term is trademarked by Lockheed Martin, 268, 288 Slave trade, 385, 385, 569 Slavery, 568–571, 569 Slippery slope argument, 36–37 Slovenia, 465 Small Business Investment Companies (SBICs), 277 Small businesses, 309 characteristics of a successful, 279–281 funding sources for, 277 G-16 | GLOSSARY/INDEX importance of, to economies, 271–272 See also Entrepreneur; Entrepreneurship SMART goals Term describing goals that are specific, measurable, achievable, results-based, and time-specific, 77, 77, 89, 144 Social and emotional intelligence Competencies linked to self-awareness, selfmanagement, social awareness, and relationship management that enable people to understand and manage emotions in social interactions, 22, 23, 52 active listening and, 372 change and, 235, 244, 245, 246 cognitive dissonance and, 73 communication and, 101, 128, 129 competencies and, 20, 21, 22–25, 23, 49 cultural intelligence, 489–490 as essential to good leadership, 49 group norms related to, 352–353, 353 human resources leadership roles and, 47 informational and communicational technologies and, 381–382 in organizational culture, 489 performance reviews and, 450–451 resonant leadership and, 22–25 self-awareness and, 24–25, 49–50 working abroad and, 538 See also Self-awareness; Self-management Social awareness, 20, 23, 49, 244 See also Empathy Social change celebrities working for, 272–273 changes at work from, 388–389 combatting spread of HIV, 241 diversity and, 216–218 informational and communications technologies related to, 387–388 sustainability and, 215 See also Sustainability Social entrepreneurs, 567 Social entrepreneurship The activity of identifying opportunities to help society in some way, with financial gain taking a secondary position if it factors in at all, 274, 288 Social learning theory Theory stating that people learn new behaviors by observing others and that self-reinforcement and self-efficacy support learning and behavior change, 65, 66, 81–82, 89, 90 Social loafing, 364 Social networks, 396, 396–397, 411 Social responsibility, organizational cultures supporting, 482–483 Social status The relative standing or prestige you have compared with others in groups to which you belong, 354, 375 Social sustainability Term that refers to the improvement of daily life for the greatest number of people through improving fair income distribution; promoting gender equality; ensuring equal access to land ownership, employment, and education; investing in basic health and education; and enlisting the participation of beneficiaries, 553, 554, 585 child labor and, 567–568 example of organization’s approach to, 567, 567 explained, 566–567 OSHA regulations and guidelines, 571–572, 572 slavery, 568–571, 569 workplace safety, 571–572, 572 Socialization The process of teaching new members about a culture, 474, 493 Socialized power An expressed need for power that is based on a desire to support the welfare of others, a group, society, or the common good, 71, 89 Societal ethics Principles and standards that guide members of society in day-to-day behavior with one another, 31, 32–33, 53 Sociocultural environment, 157 Sociocultural systems theory, 381 Socioeconomic status, 354 Sociotech, 381 Sociotechnical systems theory Theory that examines both social and technical characteristics of tasks and how work is organized, focusing on the interaction between people and technologies, 381, 415 Software piracy, in China, 527 Sole proprietorship An ownership model in which a single individual owns a business, 310, 310–311, 334 Somalia, 158 SOPs (standard operating procedures), 113, 304, 427 Soto, 470 South Africa, 465 Copenhagen Accord and, 561 in Group of 20, 533 South America See Latin America South Korea, 466, 533 Soviet Union See Union of Soviet Socialist Republics (USSR) SOX (Sarbanes-Oxley Act) (2002), 431 Space race (Cold War), 501–502 Space Shuttle Challenger disaster, 365, 365 Spain, 385, 465 Span of control The number of jobs that report to a position at the next higher level in a hierarchy, 297–298, 334 Span of leadership The number of jobs reporting to a person who is responsible for influencing, inspiring, and developing the people who hold those jobs, 297, 334 Spanish Sign Language, 98 Species invasion, 564 Spider organizations, 305–306 Spirituality, workforce, 483–484 Spokesperson, as managerial role, 10 Stability strategy A corporate strategy that is intended to maintain a company’s current position, 153, 154–155, 172 Stakeholder analysis An audit of all stakeholders and an analysis of how each stakeholder will be affected by an organization’s decisions, and/or how the stakeholder can affect the organization, 159–161, 173 Stakeholders Any constituent potentially impacted by an organization’s actions, either inside or outside the organization, 160, 173, 573 in business ethics, 33 corporate governance and, 429 Standard operating procedures (SOPs) Detailed and specific instructions for carrying out routine tasks, 113, 304, 334, 427 Standards and metrics Measures established to define quality and efficiency criteria, 433, 433–434, 453 Standing plans, 143 Stanford prison experiment, 350–351 Star alliance model, of virtual organizations, 404 Starfish organizations, 306–307 Status quo challenging, creativity and, 259–260 decision making and, 199–200, 200 Stereotypes Rigid and often negative biases used to describe or judge individuals based on their membership in a social group, 115, 132 cognitive processing and, 183–184 communication and, 115 Stock indexes, of BRIC countries, 511 Storming The second stage of group development, which is characterized by disagreements about how to work together, bids for power, and conflict with leaders, 344, 375 Storytelling, 125, 125–126, 126 Strategic alliances Agreements between two or more parties to work together to achieve a common goal, 314–315; Business agreements in which two companies temporarily team up for their mutual benefit in creating or distributing products or services, 506, 540 Strategic approaches to change, 220–221 Strategic business partner, 47 Strategic planning The process of examining an organization’s internal and external environments and determining major goals that will help the company realize its mission and move toward its vision, 143, 156, 172 environmental scanning process, 157–159 improving your skills in, 169–170 pattern recognition skills and, 169 personal vision and, 170 process of, 156–161 stakeholder analysis, 159–161, 161 steps in, 161, 161–165 Strategic support, by human resources, 46 Strategy(ies) of 3M, 150–151 acquisition, 153–154 business, 155–156 components of, 152 corporate, 152–155, 153 crafting, 163–164 defined, 150 evaluation of, 165 functional, 156 human resource’s role in, 166–168 implementation of, 165 organizational structure and, 325–326 stability, 154–155 types of, 151–156 Strengths Any positive characteristic or activity that an organization possesses that can have a positive impact on the organization, 162–163, 173 Strengths I See in Myself exercise, 602–603 Stress cognitive dissonance and, 73 need for power and, 70 negative/positive emotional attractors and, 236 Strong culture A culture in which central values and norms are shared and strongly upheld by most members of the organization, 469–470, 470, 492 Structure, organizational structure and, 325–326 Subcultures, 467 Subgoals, 144, 145 Subprime lending The practice of lending money to people who normally would not qualify for a mortgage because they have maxed-out credit cards, a poor debt-to-income ratio, or bad credit, 223, 249 Sub-Saharan Africa, age demographics in, 218 Succession plan A plan for filling management positions in the event those positions are vacated, 167, 173 Sudan, 158 Sunk costs, 200, 200–201 Superfund (Comprehensive Environmental Response, Compensation, and Liability Act), 557, 559, 563 GLOSSARY/INDEX Supervisors, 40–41 Supply chain All of the resources, products, services, and operations that contribute to producing and selling goods or services, 156, 172 Supranationalism A type of structure in which members transfer a portion of their power to the union in exchange for certain benefits, 530, 540 Susan Wheelan’s integrated model of group development A model of group development that shows how groups progress through four stages as members gain experience communicating and working together; a fifth stage, termination, can also be included in this model, 345, 346, 347, 375 Sustainability The process of meeting present needs without compromising the ability of future generations to meet their needs, 547, 585 climate change/global warming and, 548–549, 550, 551 defined, 546–547 economic, 553, 572–574, 573 ethics and, 551–552 global economic crisis and, 552–553 history of, 547 importance of, 546 leadership for, 584 leadership supporting, 584 organizational cultures supporting, 482–483 three major issues related to, 547–548 three pillars of, 553, 554 top five green U.S companies for, 555 tracking companies focusing on, 555 Zambia and, 528 See also Environmental sustainability; Social sustainability Sustainable development, 546 Sweden, 464, 465, 466 Switzerland, 529 SWOT analysis A technique that examines strengths, weaknesses, opportunities, and threats that may affect achievement of strategic mission and vision, 162–163, 173 Sympathetic nervous system, 185 Systems theory See Open systems theory; Sociotechnical systems theory Systems thinking, 21, 22, 149, 169, 298, 382, 594 T Taboos Strong prohibitions against certain activities, 474–475, 493 Taiwan, 466 Tajikistan, 570 Tall organizational structures, 316, 316–317, 317 Tanzania, 536, 547 Task interdependency conflict, 367 Task Management leadership style, 41 Task-oriented leaders Leaders who focus on accomplishments and seek to ensure that employees perform well on the job, 42, 53 Tasks, 324 TAT (Thematic Apperception Test), 71–72 Tax environment, 157–158 “Taylorism,” 324, 421–422, 442 Team A small group (ideally to 10 individuals) whose members share a common purpose, hold themselves individually and collectively responsible for goals, and have complementary skills and agreed-on processes for working together, 341, 374 common descriptions for, 359, 360 creating and sustaining resonant, 370–373 groups and, 341 high-performance, 360–361 human resource’s support for, 369–370 impact of group dynamics on, 349–358 leaders of, 374 need for, 340–342 self-directed work, 359 structure of, 341 virtual, 399–401, 413–414 See also Groups Team Management leadership style, 41 Technical competencies, 22 Technological environment, 158 Technology The use of tools and knowledge to influence the environment, 382, 415 First Industrial Revolution and, 382–383 impacting organizational structure, 327 as reason for organizational change, 214 role in fostering globalization, 498–499 in Schein’s organizational culture model, 472 Second Industrial Revolution and, 383–384 Telecommunications, 391–392 Telecommuting, 398, 582 Teleconferences, 394 Telling style of leadership, 42 Tense-calm, 357 Terminal value Personal commitments we make to ourselves in relation to our life’s goals, 30–31, 52 Termination stage (Susan Wheelan’s stages of group development), 346, 347 Terminations, 168 Terrorism, 503 Text messaging, 110, 394, 411 Thailand, 571 Thematic analysis, 488–489 Thematic Apperception Test (TAT), 71–72 Theories learning See Learning theories of motivation See also Motivation, theories of Theory X A belief system that holds that the average employee is inclined to be lazy, without ambition, and irresponsible, 29, 52 Theory Y A belief system that holds that workers are inherently ambitious, responsible, and industrious, and that they will work hard to help an organization reach its goals, 29, 52 Theory Z A belief system that holds that in organization with strong, relational cultures, employees have discretionary freedom in local decision-making and are trusted to work autonomously, 29, 52 Thinking outside the box, 286 Thinking-feeling personality dimension, 357 Third Industrial Revolution The period beginning in the mid- to late twentieth century through today when economic activities are marked by an increased focus on information and communication technologies, along with greater attention to issues of environmental sustainability and economic competition, 387–389, 415 Thought processes, 182–185 Threats Any situation, condition, or event that can negatively impact an organization, 163, 173 360-degree review A review process in which a picture of an employee or manager is created through self-assessment along with feedback from peers, managers, customers, and other relevant stakeholders, 448–449, 449, 453 Three-needs theory Theory stating that people are motivated by needs for achievement, affiliation, and power, 65, 66, 69–72, 89 measuring needs, 71–72 need for achievement, 69–70 need for affiliation, 70 need for power, 70–71 | G-17 Threshold competency, 21 Tiananmen Square massacre, 525–526 Time wasters, in work system model of change, 233–234 Title IX Sex Discrimination in Educational Programs and Federally Funded Activities (1972), 485 Top 50 Most Diverse Companies of 2009, 480 Top-down changes Changes that are introduced by leaders and managers, who define the agenda and create the overarching plan for the change effort, 220, 249 Total Quality Management (TQM) A quality control philosophy that supports the elimination of deficiencies and removes variation in output quality through employee involvement in decision making, continuous improvement in processes, and a strong focus on the customer, 359, 422, 443, 443, 453 Tourism, in Zambia, 528 Toxic Substances Control Act (1976), 557 Trade in Africa, 384 by Brazil, 515, 515 by China, 386, 525 deregulation of international, 504 environmental sustainability and, 564 globalization and, 498, 503, 504, 529 by India, 521 labor exploitation and, 568 slave, 385, 569 See also Trade alliances Trade alliances Asia Pacific Economic Cooperation (APEC), 532 Association of Southeast Asian Nations (ASEAN), 532 Central American Free Trade Agreement, 531 European Union (EU), 529–530 North American Free Trade Alliance (NAFTA), 530–531 Union of South American Nations (UNASUR), 531–532 United States-Dominican Republic-Central America Free Trade Agreement (CAFTA), 531 World Trade Organization (WTO), 529 Trademark Any distinctive sign, image, slogan, etc., used to identify a product or service as originating from a particular individual, business, or legal entity, 284, 289, 505 Traffic control sites, 403 Trait theories Models that attempt to explain leadership effectiveness by articulation of physical, psychological, and social characteristics, as well as abilities, knowledge, and expertise, 39–40, 53 Traits Enduring and distinguishing personal characteristics that may be inherited, learned, or developed, 39, 53 competency and, 21 Transactional leaders People who follow a traditional approach to management in which leader and follower behavior is an instrumental exchange, 44, 53 Transformational leaders People who have social and emotional intelligence and who can inspire others to seek an extraordinary vision, 44–45, 53 Treaty of Paris, 530 Trust as conflict resolution strategy, 368 in groups, 346, 347 self-aware leaders and, 50 in virtual teams, 400, 400 G-18 | GLOSSARY/INDEX Trust and structure stage (Susan Wheelan’s stages of group development), 346, 347 Tuckman’s model of group development See Bruce Tuckman’s model of group development Tuna industry, 509 Tuning, as response to change, 220, 220 Turkey, 533, 536 2G public network, 391 Two-factor theory (motivator-hygiene theory) Theory that two distinct sets of factors, called motivators and hygiene-factors, affect job satisfaction, motivation, or job dissatisfaction, 65, 66, 68, 89 U Ubuntu, 71 Uchi, 470 UNASUR (Union of South American Nations), 531–532 Uncertainty avoidance The degree to which people can tolerate unpredictable, ambiguous, or uncertain situations, 463, 463, 465, 492 Unethical behavior Ponzi scheme, 36 rationalizing, 37–38 See also Ethics Uniformed Services Employment and Reemployment Rights Act (USERRA) (1994), 486 Union of South American Nations (UNASUR) A political alliance that moves South America closer to its overall goal of forming an EU-like bloc with a common currency, parliament, and passport, 515, 531–532, 541 Union of Soviet Socialist Republics (USSR), 500–502, 516, 517, 517, 571 United Kingdom, 217, 218, 305 United Nations Climate Change Conference (2009), 561 United Nations Framework Convention on Climate Change, 559 United States age demographics in, 217, 218 Central America Free Trade Agreement and, 531 Cold War and, 500 compared with four BRIC nations, 512 Copenhagen Accord and, 561 economic growth in, 218 ethics of child labor in, 32 gender and wage gap in, 217 global finance and, 504 GLOBE project dimensions in, 465, 466 in Group of 20, 533 history of conservation and ecology movements in, 556–557, 557–558, 558 Kyoto Protocol and, 560 NAFTA and, 530–531 national debt of, 504–505 oil consumption in, 561 recycling in, 563 sex trafficking in, 570 shift in economic growth of, 218, 219 slavery in, 569 as a superpower, 529–530 United Nations Climate Change Conference (2009) and, 561 United States–Dominican Republic–Central America Free Trade Agreement (CAFTA) A trade agreement among seven nations: the United States, the Dominican Republic, Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua, 531, 540 University of Michigan Studies, 40–41 Upward communication The flow of information from lower in an organizational hierarchy to higher, 119, 120, 133 U.S Spirit Award, 583 USERRA (Uniformed Services Employment and Reemployment Rights Act ) (1994), 486 Uskoreniye, 517 USSR See Union of Soviet Socialist Republics (USSR) Uzbekistan, 571 V Valence The value placed on outcomes, 75 Value alliance model, of virtual organizations, 404 Value engineering, 471 Values Ideas and person or a group believes to be right or wrong, good or bad, attractive or undesirable, 30, 52, 458–459 competencies and, 24 culture and, 458–459 developing, 30–31 enacted, 473 espoused, 473 globalization and, 537–538 instrumental, 31 resonant leadership and, 595 in Schein’s organizational culture model, 473, 473 terminal, 30–31 Venezuela, 465, 466, 531 Venture capitalist firm A company that seeks to earn a profit through investments in start-up firms or companies that are undergoing dramatic change, 277, 288 Verbal language, 98 Vertical integration A business strategy of acquiring or developing businesses along the supply chain, 155, 156, 172 Vertical organizational structures, 316–317 Veterans Benefits and Health Care Improvement Act (VBHCIA), 486 Veterans Employment Opportunities Act (1998), 486 Vicarious learning, 81 Videconferencing, 110–111, 412 Video rental business, 263–264 Videoconferences, 394 Vietnam, 388, 536 Vietnam Era Veteran’s Readjustment Assistance Act (1974), 485 Vietnam War, 501, 502 Virtual, 397 Virtual banking, 404–405 Virtual broker model, of virtual organizations, 404 Virtual consumer sales, 406 Virtual education and training, 406–407, 407 Virtual face model, of virtual organizations, 404 Virtual organizations Organizations that consist of diverse people, groups, and networks that are geographically dispersed and that rely on information and communication technologies for communication and coordination of activities, 401, 415 Avon, 401–402, 402 components of, 402, 403 models of, 403–404, 404 organizational design of, 401 Virtual space(s), 398, 404 Virtual team A group of individuals who collaborate on work projects while operating from different locations and using ICTs to establish shared goals, coordinate work, manage work processes and outcomes, and build effective relationships and team norms, 399–401, 415 effectiveness of, 399–400 leading, 413–414 trust and accountability in, 400, 400–401 Virtual work world challenges of, 408–410 communication in, 111 downsides of, 408 global implications of, 414 human resources’s role in, 411, 417 hybrid workers, 399 knowledge management in, 409–410, 410 relationships in, 308, 412–413 setting for, 397–398 technology and information overload in, 408–409 telecommuting, 398 Vision A description of what an organization wants to become—its future identity—which can be realized through the successful accomplishment of its mission, 147, 149, 172 getting groups to creative a collective, 370 personal, 170 review of, 162 Vision statement An articulation of a company’s vision, 147, 148, 172 Vocal intonation, 101 Voice volume, 101 W Waste management, 563 Waste of time (work systems model of change), 233–234 Watson-Glaser Critical Thinking Appraisal, 197 Weak culture A culture in which the values and norms are shared by a limited group of people and employees’ goals may not be in line with management’s goals, 471 Weaknesses Any negative characteristic or activity that an organization possesses that can have a negative impact on the organization, 163, 173 Weather patterns, strategic planning and, 159 Web 2.0 The second generation of Web technology and software development that allows for increased interactivity, user design and control, and collaboration, 390 Web conferencing, 110–111, 394, 412 “Weird rules of creativity,” 260, 261 West Germany, 500, 502 Western Europe, age demographics in, 217, 218 Wheel network (hub-and-spoke network) A communication network in which one person acts as a central conduit for all information, 121, 133 Wheelan’s integrated model of group development See Susan Wheelan’s integrated model of group development Whistle-blower protection, 48 Whistleblower Protection Act (2007), 48 Whole person, organizational cultures supporting, 483–484 Wholly owned affiliate or subsidiary A company whose stock is completely owned by a second company, referred to as a parent or holding company, 314, 334 Wholly owned affiliates Companies that are controlled by another company, most commonly through ownership of all common stock, 506, 540 Wikipedia, 198–199 Wikis, 395 Women communication of, 118 in Fortune 500 positions, 480 marketing images of, 483 pay equity gap for, 217 in the workforce, statistics, 217 GLOSSARY/INDEX Work “flow” experiences in, 59 meaningful, 58–59 structure of, 323–325 Work systems model of change, 231–234, 232 Workforce diversity in, 480 growth and reductions in, 166–167 multicultural, 461–462 Workforce data, 127 Workforce Investment Act (1998), 486 Workforce spirituality, 483–484 Working memory, creativity and, 256 Workplace safety, 571–572, 572 Workspace, in Schein’s organizational culture model, 473 World Bank An international banking organization that provides capital supplied by member governments to underdeveloped nations, 525, 533, 541 World Economic Forum A not-for-profit organization that claims no ties to political, partisan, or national agendas and brings together business, political, social, and intellectual leaders from around the world, 533, 541 World Trade Center bombing (1993), 503 World Wide Web (WWW), 390 Worldwide recession See Global economic recession Written language, 99–100 X Xhosa culture, 71 Y Yellowstone, 556 Yucca Mountains, 564 Z Z organizations, 29 Zambia, 272, 272–273, 528 cooperatives in, 271–272 malaria in, 303 Zero E-Mail Fridays, 409 Zero-sum negotiation, 368 | G-19 .. .Management A Focus on Leaders Planning Organizing Leading Controlling Management A Focus on Leaders Planning Organizing Leading Controlling Annie McKee Teleos Leadership Institute Prentice Hall... practical application that will support you both in life and at work • Integration of the foundations of management As management changes, how we view management must also change Scholars and... North American Free Trade Agreement (pg 530) Central America Free Trade Agreement (pg 531) South American Trade Alliances (pg 531) Asian Trade Alliances (pg 532) Association of Southeast Asian Nations