Exploring management 5th schermerhorn

Exploring management 5th schermerhorn Exploring management 5th schermerhorn Exploring management 5th schermerhorn Exploring management 5th schermerhorn Exploring management 5th schermerhorn Exploring management 5th schermerhorn Exploring management 5th schermerhorn

Exploring Management FIFTH EDITION John R Schermerhorn, Jr Ohio University Daniel G Bachrach University of Alabama VICE PRESIDENT & DIRECTOR EXECUTIVE EDITOR EXECUTIVE MARKETING MANAGER PRODUCT DESIGN MANAGER SPONSORING EDITOR MARKET SOLUTIONS ASSISTANT SENIOR CONTENT MANAGER SENIOR PRODUCTION EDITOR DESIGN DIRECTOR SENIOR DESIGNER SENIOR PHOTO EDITOR COVER PHOTO George Hoffman Lisé Johnson Christopher DeJohn Allison Morris Jennifer Manias Amanda Dallas Dorothy Sinclair Valerie Vargas Harry Nolan Thomas Nery Mary Ann Price © Alfonso Cacciola/iStockphoto This book was typeset in 11/14 Kepler Std Regular at Aptara®, Inc and printed and bound by Courier/ Kendallville The cover was printed by Courier/Kendallville This book is printed on acid free paper ∞ Founded in 1807, John Wiley & Sons, Inc has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support For more information, please visit our website: www.wiley.com/go/citizenship Copyright © 2016, 2014, 2012, 2010, 2007 John Wiley & Sons, Inc All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during the next academic year These copies are licensed and may not be sold or transferred to a third party Upon completion of the review period, please return the evaluation copy to Wiley Return instructions and a free of charge return shipping label are available at www.wiley.com/go/returnlabel If you have chosen to adopt this textbook for use in your course, please accept this book as your complimentary desk copy Outside of the United States, please contact your local representative Library of Congress Cataloging-in-Publication Data: Schermerhorn, John R Exploring management / John R Schermerhorn, Jr., Ohio University, Daniel G Bachrach, University of Alabama — FIFTH EDITION online resource Revised edition of the author’s Exploring management Includes index Description based on print version record and CIP data provided by publisher; resource not viewed ISBN 978-1-119-14029-0 (pdf) — ISBN 978-1-119-14030-6 (epub) — ISBN 978-1-119-11774-2 (pbk : alk paper) Management Executive ability Industrial management I Bachrach, Daniel G II Title HD31 658—dc23 ISBN 13 978-1-119-11774-2 2015025127 The inside back cover will contain printing identification and country of origin if omitted from this page In addition, if the ISBN on the back cover differs from the ISBN on this page, the one on the back cover is correct Printed in the United States of America 10 I once again dedicate this book to the person who lovingly helps me explore and appreciate life’s wonders: My wife, Ann J.R.S For Julie, Sammy, Eliana, Jakey, Jessica, Caleb, and Lilah —I love you! D.G.B About the Authors Dr John R Schermerhorn Jr is the Charles G O’Bleness Emeritus Professor of Management in the College of Business at Ohio University He earned a PhD degree in organizational behavior from Northwestern University, after receiving an MBA degree (with distinction) in management and international business from New York University and a BS degree in business administration from the State University of New York at Buffalo Dr Schermerhorn’s teaching and writing bridges the gap between the theory and practice of management At Ohio University he was named a University Professor, the university’s leading campus-wide award for undergraduate teaching He has also won awards for teaching excellence at Tulane University and the University of Vermont He received the excellence in leadership award for his service as Chair of the Management Education and Development Division of the Academy of Management Dr Schermerhorn brings a unique global dimension to his scholarship He holds an honorary doctorate from the University of Pécs in Hungary, awarded for his international scholarly contributions to management research and education He served as a Visiting Fulbright Professor at the University of Botswana, Visiting Professor of Management at the Chinese University of Hong Kong, on-site Coordinator of the Ohio University MBA and Executive MBA programs in Malaysia, and Kohei Miura Visiting Professor at the Chubu University of Japan Presently he is a member of the graduate faculty at Bangkok University Thailand and Permanent Lecturer in the PhD program at the University of Pécs in Hungary Educators and students alike know Dr Schermerhorn as co-author of Management 13e (Wiley, 2015) and co-author of Organizational Behavior13e (Wiley, 2014) His many books are available in Chinese, Dutch, French, Indonesian, Portuguese, Russian, and Spanish language editions Dr Schermerhorn has also published numerous articles in publications such as the Academy of Management Journal, Academy of Management Review, Academy of Management Executive, Organizational Dynamics, Journal of Management Education, and the Journal of Management Development Dr Schermerhorn is a popular guest speaker His student and faculty workshop topics include high-engagement instructional approaches, management curriculum innovations, and scholarly manuscript development and textbook writing His latest projects include video-enhanced e-textbook development for flipped classroom environments iv About the Author Dr Daniel G Bachrach (Dan) is the Robert C and Rosa P Morrow Faculty Excellence Fellow and Professor of Management in the Culverhouse College of Commerce at the University of Alabama, where he teaches graduate and undergraduate courses in management Dr Bachrach earned a PhD in organizational behavior and human resource management—with a minor emphasis in strategic management—from Indiana University’s Kelley School of Business, an MS in industrial/organizational psychology from the University of Wisconsin-Oshkosh, and a BA in psychology from Bates College in Lewiston Me A member of the Academy of Management and the Society for Industrial and Organizational Psychology, Dr Bachrach serves on the editorial boards of the Journal of Applied Psychology and Organizational Behavior and Human Decision Processes He is co-editor of the Handbook of Behavioral Operations Management: Social and Psychological Dynamics in Production and Service Settings (Oxford University Press, 2014), co-author of Transformative Selling: Becoming a Resource Manager and a Knowledge Broker (Axcess Capon, 2014), and senior co-author of Becoming More Than a Showroom: How to Win Back Showrooming Customers (Palgrave-Macmillan, 2015) and 10 Don’ts on Your Digital Devices: The Non-Techie’s Survival Guide to Digital Security and Privacy (Apress, 2014) Dr Bachrach also has published extensively in a number of academic journals including Organization Science, Journal of Applied Psychology, Strategic Management Journal, Organizational Behavior and Human Decision Processes, Personnel Psychology, Journal of Management, Leadership Quarterly, Production and Operations Management, Journal of Operations Management, Journal of Supply Chain Management, and the Journal of Personal Selling and Sales Management v www.downloadslide.com Dear Colleague Welcome to Exploring Management, Fifth Edition You’ll quickly see that it is a bit different from traditional textbooks, we hope in a positive way It has all the content you expect, but • The writing voice is “personal”—students are made part of the conversation and asked to interact with the subject matter while reading • The presentation is “chunked”—short content sections that fit how students read are followed by study guides that check their learning and prompt career thinking • The content is “live”—pages are full of timely examples, news items, situations, and reflection questions that make management real and launch meaningful discussions Exploring Management is a reflection of how much we have learned from our students about what they value, where they hope to go, and how they like to study and learn It’s also a reflection of our desire to bring the real world into the management class, engage students in interesting discussions of important topics, and offer a variety of assignments and projects that promote critical thinking And if you are using the flipped classroom or plan to try it, this book is tailored from experience to make “doing the flip” easy Instructors have had a lot of success using Exploring Management to bring high student engagement to their classes Chances are that you will, too Take a moment to review the book’s design and built-in pedagogy Browse some pages to check the writing style, visual presentation, reflection features, and study guides Does Exploring Management offer what you are looking for to build a great management course? Could it help engage your students to the point where they actually read and think about topics before coming to class? As management educators we bear a lot of responsibility for helping students learn how to better manage their lives and careers, and help organizations make real contributions to society Exploring Management, Fifth Edition, is our attempt to make it easier for you to fulfill this responsibility in your own way, with lots of instructional options, and backed by solid text content Thanks for considering it Sincerely, John Schermerhorn Dan Bachrach vi www.downloadslide.com Preface WHAT MAKES EXPLORING MANAGEMENT DIFFERENT? Students tell us over and over again that they learn best when their courses and assignments fit the context of their everyday lives, career aspirations, and personal experiences We have written Exploring Management, Fifth Edition, to meet and engage a new generation of students in their personal spaces It uses lots of examples, applications, visual highlights, and learning aids to convey the essentials of management It also asks students thoughtprovoking questions as they read Our hope is that this special approach and pedagogy will help management educators find unique and innovative ways to enrich the learning experiences of their students Exploring Management offers a flexible, topic-specific presentation The first thing you’ll notice is that Exploring Management presents “chunks” of material to be read and digested in short time periods This is a direct response to classroom experiences where our students increasingly find typical book chapters cumbersome to handle Students never read more than a few pages in Exploring Management before hitting a “Study Guide” that allows them to bring closure to what they have just read This chunked pedagogy motivates students to read and study assigned material before attending class And, it helps them perform better on tests and assignments Topics are easily assignable and sized for a class session Although presented in the traditional planning, organizing, leading, and controlling framework, chapters can be used in any order based on instructor preferences Many options are available for courses of different types, lengths, and meeting schedules, including online and distance-learning formats It all depends on what fits best with course objectives, learning approaches, and instructional preferences Exploring Management uses an integrated learning design Every chapter opens with a catchy subtitle and clear visual presentation that quickly draws students into the topic The opening Management Live vignette hits a timely topic relevant to chapter material Key learning objectives are listed in Your Chapter Takeaways, while What’s Inside highlights four interesting and useful chapter features—Ethics Check, Facts to Consider, Hot Topic, and Quick Case Each chapter section begins with a visual overview that poses a Takeaway Question followed by a list of Answers to Come These answers become the subheadings that organize section content The section ends with a Study Guide This one-page checkpoint asks students to pause and check learning before moving on to the next section The Study Guide elements include: • • • • Rapid Review—bullet-list summary of concepts and points Questions for Discussion—questions to stimulate inquiry and prompt class discussions Be Sure You Can—checkpoint of major learning outcomes for mastery Career Situation: What Would You Do?—asks students to apply section topics to a problem-solving situation • Terms to Define—glossary quiz for vocabulary development Exploring Management makes “flipping” the classroom easy Flipped classrooms shift the focus from instructors lecturing and students listening, to instructors guiding and students engaging The first step in doing the flip is getting students vii www.downloadslide.com viii EXPLORING MANAGEMENT to read and study assigned materials before class When they come to class prepared, the instructor has many more options for engagement The chunked presentations and frequent Study Guides in Exploring Management, along with its video-enhanced flipped classroom learning package, help greatly in this regard Dan Bachrach has prepared an extensive Flipped Classroom Guide that includes authors’ videos that students can view before class to highlight core content for each section of every chapter It also provides easy-to-use lesson plans for engaging students in active discussions and interesting assignments based on chapter features Our goal with Dan’s Flipped Classroom Guide—packaged with the pedagogy of Exploring Management and WileyPLUS Learning Space—is to give instructors a ready-to-go pathway to implement an active, engaged, and flipped classroom Success in flipping the classroom requires a good short quiz and testing program to ensure student learning Dan has nicely integrated Exploring Management with the advanced WileyPLUS Learning Space online environment to make this easy Success in flipping the classroom also requires a solid inventory of discussion activities, projects, and quick-hitting experiences that turn class and online time into engaged learning time Dan has also prepared instructor’s guides for each feature in every chapter of Exploring Management so that they can be easily used for flipped classroom activities and discussions, and for individual and team assignments Imagine the possibilities for student engagement when using features like these: • Ethics Check—poses an ethical dilemma and challenges students with Your Decision? Examples include “Social Media Checks May Cause Discrimination in Hiring,” “My Team Leader is a Workaholic,” “Life and Death at an Outsourcing Factory,” and “Social Loafing May Be Closer Than You Think.” • Facts to Consider—summarizes survey data to stimulate critical inquiry and asks students What’s Your Take? Examples include “The “Ask Gap”—What It Takes for Women to Get Raises,” “Policies on Office Romances Vary Widely,” “Disposable Workers are Indispensable to Business Profits,” and “Ups and Downs for Minority Entrepreneurs.” • Hot Topics—presents timely, even controversial, issues framed for debate and discussion, and asks students How About It? Examples include “The $50,000 Retail Worker,” “Keep Your Career Plan Tight and Focused, or Loosen Up?” “Rewarding Mediocrity Begins at an Early Age” and, “Can Disharmony Build a Better Team?” • Quick Case—gives students a short, real-life, scenario that puts them in a challenging work situation and asks What Do You Do? Examples include “New Dads Say it’s Time for Paternity Leave,” “Removing the Headphones to Show Team Spirit,” “16 Hours to J-Burg,” and “It’s Time to Ask for a Raise.” Exploring Management uses a conversational and interactive writing style The authors’ voice in Exploring Management speaks with students the way you and we in the classroom—conversationally, interactively, and using lots of questions Although it may seem unusual to have authors speaking directly to their audience, our goals are to be real people and approach readers in the spirit of what Ellen Langer calls mindful learning.1 She describes this as engaging students from a perspective of active inquiry rather than as consumers of facts and prescriptions We view it as a way of moving textbook writing in the same direction we are moving college teaching—being less didactic and more interactive, and doing a better job of involving students in a dialog around meaningful topics, questions, examples, and even dilemmas Ellen J Langer, The Power of Mindful Learning (Reading, MA: Perseus, 1994) www.downloadslide.com Name Index A Acquisti, Alessandro, 18 Acton, Brian, 60 Adams, Barry, 35 Adams, J Stacy, 243, 248 Alderfer, Clayton, 237–238, 239, 242, 246 Amabile, Teresa M., 165 Anderson, Jerry, 323 Arum, Richard, 127 B Bahar, Nissan, 343 Bailard, Thomas, 294 Barra, Mary, 149 Bartz, Carol, 133 Bass, Bernard, 206 Bass, Bill, 313 Baum, Herb, 18 Beale, Scott, 338 Bennis, Warren, 194 Bezos, Jeff, 51, 67, 159 Blank, Steven, 345 Blumenthal, Neil, 346 Boden, Jennifer, 171 Branson, Richard, 219, 251 Briggs, Katherine, 222 Briggs Myers, Isabel, 222 Brown, Tim, 169 Buffet, Warren, 328 Burnett, Iris, 338 Burnison, Gary, 15 Burns, James MacGregor, 206 Burns, Tom, 142 Burns, Ursula, 303 Butler, Susan Bulkeley, 233 C Cameron, Kim, 269 Carr, Nicholas, 67 Carroll, Archie, 31, 35 Carter, Shawn Corey (Jay Z), 339 Carton, Andrew M., 217 Caulfield, Sara, 218 Cavanagh, Gerald, 58 Chambers, John, 321 Chang, Kat, 312 Chappell, Tom, 154 Chouinard, Yvon, 45 Christensen, Clay, 158 Clarkson, Martha, 294 Cobb, Liz, 351 Cohen, Herman, 35 Cohen, Jared, 335 Colbert, Stephen, 213 Connolly, Agnes, 35 Cook, Tim, 24, 78, 323 Cornwall, Deborah J., 289 Covey, Stephen R., 72 D D’Aloisio, Nick, 336 Davenport, Thomas, 87 Davidson, Arthur, 335 Davis, Steven A., 246 Day, Christine, 90 De Rond, Mark, 274 DePree, Max, 210 Devine, Denise, 338 Disney, Walt, 151, 236 Donaldson, Thomas, 30 Drucker, Peter, 40, 117, 156, 157 Duggan, Brian, 351 E Eddington, Rod, 161 English, Paul, 280 Erickson, Gary, 150 Erker, Scott, 141 F Graves, Earl, 339 Greenleaf, Robert, 210 H Haas, Robert, 29 Hackman, J Richard, 240 Hall, Edward T., 309–310 Hamel, Gary, 136 Handy, Charles, 19 Hansen, Morten, 299 Harley, William, 335 Harris, Jeanne, 87 Hayward, Tony, 81 Herlich, Richard, 292 Herzberg, Frederick, 239, 240, 242 Heymann, Jody, 191 Hillary, Sir Edmund, 58 Hirshberg, Gary, 40 Hofstede, Geert, 312, 313, 314, 315 Holmes, Deborah, 11, 12 Hopper, Grace, 194 House, Robert, 202 Howe, Jeff, 279 Hsieh, Tony, 2, 23, 129, 151, 213, 251 Huhman, Heather, 34 Huizenga, H Wayne, 338 Hunt, Andrew, 346 I Imbesi, Franky, 343 Fake, Caterina, 339 Farley, James D., 82 Federkeil, Ed, 349 Fertik, Michael, 295 Fiedler, Fred, 200–201, 202 Ford, Henry, 110 Friedman, Milton, 39 Fritz, Justin, Fry, Art, 157 G Gantt, Henry, 100 Garrity, Steve, 138 Gehry, Frank, 294 Gelfand, Michele J., 310 Gilboa, David, 346 Goings, Rick, 319 Goleman, Daniel, 14, 207, 229, 267 Gordon, Robert, 122 Gratton, Lynda, J Jacobs, Bert, 230 Jacobs, John, 230 Jain, Dipak C., 157 Janis, Irving, 275 Jaques, Elliot, 76 Jefferson, Thomas, 29 Jobs, Steve, 60 Johnson, Tory, 295 Jones, Dave, 35 Jordan, Michael, 274 Jung, Carl, 222 K Kanter, Rosabeth Moss, 195, 208, 320 Kaplan, Robert S., 103, 104 Katz, Robert L., 13 NI-1 www.downloadslide.com NI-2 NAME INDEX Kelly, Gary, 210 Khan, Salman, 108, 110 Kim, Phillip, 337 Ki-moon, Ban, 41 King, Martin Luther, 192, 206 Kochan, Thomas, 302 Kohlberg, Lawrence, 33–34, 37 Koum, Jan, 60 Kramer, Mark, 40 Kristof, Nicholas, 317 L Lambert, Susan J., 122 Lang, Ilene, 303 Laskawy, Philip A., 10, 11, 12 Latham, Gary, 84, 247 Lauren, Ralph, 119 Ledbetter, Lilly, 175 Lentz, Jim, 90 Levinson, Sara, 208 Lewin, Kurt, 162, 163 Lipmann, Stephen, 337 Livingston, Lord, 173 Locke, Edwin, 246, 247, 248 Locke, John, 29 Lowe, Challis, 226 Lynton, Michael M Machiavelli, Niccolo, 223 Mackey, John, 45 Madoff, Bernard, 18 Maguire, Chris, 350 Marchionne, Sergio, 133 Mark, Gloria, 290 Marsh, Kristina, Martin Zimmerman, 289 Maslow, Abraham, 236–237, 238, 239, 242, 246 Mattes, Andy, 173 Mayer, Marissa, 57, 144, 184 McClelland, David, 238, 239, 242, 246 McGregor, Douglas, 98 McKinstry, Nancy, 295, 296 Merlino, Nell, 338 Michaels, Paul, 133 Mill, John Stuart, 28 Mintzberg, Henry, 12, 15 Monroe, Lorraine, 196, 210 Morales, Evo, 325 Morison, Robert, 87 Mosse, Kate, 11 Murphy, Kathleen, 73 Mycoskie, Blake, 343 N Nadella, Satya, 62, 158 Nanno, Noro, 68 Nayar, Vineet, 294 Neath, Gavin, 41 Newman, Heather, Newsham, Margaret, 35 Nishii, Lisa H., 310 Nooyi, Indra, 42 Norton, David P., 103, 104 Novak, David, 251 Nussbaum, Karen, 216 O Oates, Tyrel, 235 Obama, Barack, 175, 187 Omidyar, Pam, 238 Osterman, Paul, 147 Overton, Rick, 237 P Panetta, Leon, 309, 310 Perman, Stacy, 355 Peters, Tom, 20, 193 Pfeffer, Jeffrey, 42, 172, 213 Pinera, Sebastian, 48 Pink, Daniel, 20, 255 Platt, Lewis, 74 Plouffe, David, 42 Porter, Michael, 40, 119–120, 122, 123 Prahalad, C K., 158 Presley, Elvis, 80 Schoppik, Haim, 350 Seator, Laine, 237 Segalen, Diane, 247 Seijts, Gerard, 84, 247 Sharp, David, 58 Sinha, Manoj, 343 Sisodia, Raj, 45 Skinner, B F., 249, 250 Smith, Megan, 11 Snyder, Esther, 355 Snyder, Harry, 355 Strand, Nat, 312 Strickler, Yancy, 352 Stumpf, John, 235 Sullenberger, Chesley, 51 Sullivan, John, 138 Sullivan, Maureen, 153 T Thanh, Phung Quang, 309 Thomas, R Roosevelt Jr., 302, 306 Thorndike, E L., 249 Tindell, Kip, 5, 8, 148 Turner, Juno, 34 Tutu, Desmond, 26 U Ulmer, Alexandra, 218 Urzúa, Luis, 46, 48, 63 R V Raftery, John, 338 Raider, Jeffrey, 346 Ransler, Chip, 343 Raver, Jana L., 310 Rivoli, Pietra, 320 Robb, Walter, 97 Robertson, Lacy, 92 Roddick, Anita, 339, 341 Rodgers, T J., 83 Rokeach, Milton, 27 Rosette, Ashleigh Shelby, 217 Rowling, J K., 234, 236 Ruth, Babe, 256 Vasella, Daniel, 73 Veiga, John F., 172 Vroom, Victor, 244, 248 S Saad, Leonide, 136 Samuelson, Paul, 39 Sandberg, Sheryl, 107 Sanderson, Catherine, 296 Sardone, Deborah, 343 Schacht, Henry, 90 Schein, Edgar, 273 Schiavo, Beth, Schmidt, Eric, 335 W Washington, Ilyas, 136 Webb, Maynard, 125 Weber, Max, 142 Welch, Jack, 83 Wiley-Little, Anise, 306 Wojick, John, 228–229 Wooden, John, 197, 256, 292 WuDunn, Sheryl, 317 Y Yunus, Muhammad, 40, 321 Z Zuckerburg, Mark, 60, 294, 295 www.downloadslide.com Organization Index A Abbot Laboratories, 92 Airbnb, 115, 348 Ajax Company, 54–58 Akeus Pharmaceuticals, 136 Allstate, 8, 91 Amazon.com, 51, 67, 114, 118, 123, 152, 156, 158, 159, 171, 186 American Express, 8, 317 AngelList, 352 Anheuser-Busch, 320 Anthropologie, 150 Apple, Inc., 11, 24, 52, 78, 111, 112, 113, 114, 152, 156, 261, 323, 328 Applebee’s, 186 Arizona State University, 41, 173 ASPCA (New York), 35 Atlas Corps, 338 AutoNation, 338 B Babble.com, 57 Babson College, 337 Bank of America, 57 Barnes & Noble, 123 Ben & Jerry’s Ice Cream, 343, 351 Berkshire Hathaway, 328 BeUrBest, 349 Black Enterprise magazine, 339 Blockbuster Video, 338 Bloomberg Business, 80 BMW, 82, 114, 328 Bob Evans Farms, 246 Body Shop PLC, 339, 341 Boeing, 78, 228, 320 Boston Consulting Group, 121, 323 BP, 39, 81 Bristol Myers, 113 British Airways, 161, 219 Businessweek, 143, 184, 185, 209, 230 C California Custom Sport Trucks, 349 CareerBuilder.com, 178, 295 Catalyst, 303 Caterpillar, 224, 328 Center for Creative Leadership, 292 Chery Automobile, Ltd., 324 Chipotle, 107, 111 Chrysler, 112, 133, 134 Cisco Systems Inc., 321, 322 Civco Medical Instruments, 103 Cleaning for a Reason, 343 Cleveland Symphony Orchestra, 91 Clif Bar, 150 Coca-Cola, 112, 120 Colgate-Palmolive, 113, 343 Container Store, 148, 150 The Container Store, 5, Count-Me-In, 338, 350 Coursera, 110 Cummins Engine Company, 90 Cypress Semiconductor Corp., 83 Financial Times, 328 Flickr, 339 Forbes, 328 Ford, 18, 322 Ford Motor Company, 82, 113, 165, 228, 289 Fortune magazine, 11, 34, 80, 97, 184, 213, 303, 317, 328, 339 Fox Searchlight Pictures, 34 Foxconn, 113 Frederick Douglas Academy, 196 D G Daimler, 114 Decca Records, 236 Dell Computer, 113, 114, 317 Deloitte & Touche, 8, 27, 326 Delta Airlines, 138 Development Dimensions International, Inc., 47, 141 Dial Corporation, 18 Diebold, 173 Digg.com, 279 Disney, 151, 180 Disney World, 165, 180, 319 Dogvacay, 115 Domino’s Pizza, 345 Dow Corning, Dropbox, 348 Duke University, 26 Dunkin’ Donuts, 125, 323 Gallup, 185, 227, 309 Gap Inc., 36 General Electric (GE), 18, 83, 91, 111, 120–121, 158 General Mills, General Motors (GM), 55, 112, 134, 149, 324 Giant Store, 120 Goodyear, 175, 188 Google, 11, 57, 114, 152, 159, 179, 335 Grameen Bank, 40, 321 Green Mountain Coffee Roasters, 322 E Eaton Corporation, 71 eBay, 92, 113, 114, 115 The Economist, 80, 323, 328 eHarmony, 114 Elance, 115 Element Bars, 351 Epinions, 114 Ernst & Young, 8, 10, 11, 12 Ethisphere Institute, 290 Etsy, 115, 350 Exxon, 112 Exxon Mobil, 328 F Facebook, 11, 18, 60, 107, 114, 115, 138, 143, 156, 175, 179, 219, 294, 295, 320 Fair Indigo, 313 Fast Company magazine, 110, 342 Federal Trade Commission, 78 FedEx, 309–310 Fiat, 133 H Häagen-Dazs, 328 Haier, 17 Harley-Davidson, 335 Harris Interactive, 207 Harvard University, 36, 119, 158, 165, 184, 195, 210, 216 HCL Industries, 294 Hearsay Social, Inc., 138 Herman Miller, 210 Hewlett-Packard, 17, 74, 113, 152, 329 Holacracy, 129 Hon Hai Precision Industry, 113 Honda, 320 Honest Tea, 153 HopeLab, 238 Husk Power Systems, 343 I IBM, 8, 40, 91, 111, 113, 320, 328, 331, 335 IDEO, 159, 169, 172 IKEA, 156, 322 InBev, 320 Incentive Systems, 352 ING US Wealth Management, 73 In-N-Out Burger, 355 Instagram, 261, 306 Institute for Global Labour and Human Rights, 330 Intel, 328 International Labor Organization, 318 Izod, 112 OI-1 www.downloadslide.com OI-2 ORGANIZATION INDEX J J Crew, 150 Jaguar, 320 JP Morgan Chase, 328 K Kauffman foundation, 340 Kayak.com, 280 KFC, 296 Khan Academy, 108, 110, 111 Kickstarter, 352 Korn/Ferry International, 15 KPMG, 295 L Levi Strauss, 29 Life Is Good, 230 Light Saver Technologies, 323 LinkedIn, 11, 62, 138, 178, 187, 261, 295 Long John Silver’s, 246 Lufthansa, 114 Lululemon, 90 Lyft, 42 M Mars, Inc., 133 McDonald’s, 209, 328 McKinsey & Company, 247 Mellon University, 18 Mercedes-Benz, 17 Miami Dolphins, 338 Miami University, 337 Microsoft, 52, 62, 143, 158, 294, 350 MIT, 302 Monster.com, 178 N NASCAR, 265 National Association of Women Business Owners, 342 National College Players Association, 187 National Partnership of Women & Families, 175 Nestlé, 40, 328 Netflix, 114, 156 NetJets, 120 New Balance, 322, 323 New Jersey Nets, 339 NFL Properties Inc., 208 Nike, 147, 156, 322, 335 Nissan, 17, 320, 328 Nordstrom, 87 Northwestern University, 122, 306 Novartis AG, 73 PC World, 158 Peet’s Coffee & Tea, 322 PepsiCo, 42, 111, 112, 120, 296 Pew Research, 170 Polo Ralph Lauren, 119 PriceGrabber, 114 Priceline, 114 PricewaterhouseCoopers, 115 Procter & Gamble, 40, 113, 115, 328 R Radicati Group, 290 Red Cross, 64, 210 Rivoli, 320 Roc Nation, 339 Rocawear, 339 Rolls-Royce, 45 Royal Dutch/Shell, 81 Rypple, 182 S UnderArmour, 153 UNICEF, 331 Unilever, 41, 113, 320, 343 United Airlines, 114 United Nations, 29, 41 United Way, 237 University of Chicago, 122 University of Virginia, 343 UPS, 92, 134 US Airways, 51 U.S Army, 90 U.S Bureau of Labor Statistics, 122 U.S Census Bureau, 19 U.S Department of Commerce, 342 U.S Equal Employment Opportunity Commission, 175, 304, 306 U.S Navy, 194 U.S Small Business Administration, 340, 348 U.S State Department, 338 U.S Veterans Affairs, 83, 247 USAA, 143 V Safeway, 120 Salesforce.com, 156, 255 Salo LLC, 153 Samsung, 52, 328, 335 Save-A-Lot, 120 School Leadership Academy, 210 7-Eleven, 84 Shopzilla, 114 Skype, 113, 114, 261 Society for Human Resource Management (SHRM), 130, 172, 184 Sociometric Solutions, 144 Sony, 322, 328 Sony Pictures, 50, 80 South African Airways, 326 Southwest Airlines, 156, 210 Starbucks, 41, 125, 173, 322, 324, 331 Stonyfield Farm, 33, 40 Stop & Shop, 120 Subway, 323, 345 Summly, 336 Verizon, 317, 328 Virgin Airlines, 219 Virgin Group, 219, 251 W Wall Street Journal, 45, 143, 149, 180, 294, 313, 332 Walmart, 95, 96, 105, 111, 114, 120, 329 Warby Parker, 346 Wells Fargo, 235 WhatsApp, 60 Whole Foods Market, 33, 45, 97, 153 Wikipedia, 279 Williams-Sonoma, 150 Wolters Kluwer, 295 Women for Hire Inc., 295 Working Mother magazine, 8, 144, 184 World Business Council for Sustainable Development, 41 World Trade Organization (WTO), 325, 327 T X Xerox, 82, 303 One Acre Fund, 158 TaskRabbit, 115 Tata Group, 17, 320 TechnoServe, 322 Tesla, 153 Tetley Tea, 320 Threadless.com, 115 3M Corporation, 134, 157, 158 TOMS, 343 Tom’s of Maine, 154, 343 Toyota, 17, 90, 133, 320, 328 Trader Joe’s, 23 Tropicana, 112 Tupperware, 319 Twitter, 57, 115, 138, 156, 219, 261, 299, 306, 320 P U Pandora, 11 Panera Bread, 233 Patagonia, 33, 45, 114, 122, 351 Uber, 19, 42, 111, 115, 156 UCLA, 191, 197, 256, 292 Udacity, 110 O Y Y Combinator, 348 Yahoo! 57, 114, 133, 144, 184 Yelp, 114 Yum! Brands, Inc., 113, 251 Z Zappos, 2, 23, 129, 151, 152, 173, 213, 251 Zara, 82 Zynga, 114, 156 www.downloadslide.com Subject Index A Absenteeism, 227 Academically Adrift (Arum), 127 Accommodation, 276 Accountability, Achievement-oriented leadership, 203 Active listening, 292–293 Advertising model, 114 Affective (emotional) component, attitudes, 226 Affirmative action, 174, 306 African Americans, 19 After-action review, 90 Age discrimination, 175 generational subcultures, 306 Agenda setting, 13 Agreeableness, 221 Alderfer’s ERG theory, 237–238 All-channel (star) structure, 270 The Amazing Race (television series), 312 Ambiguity, tolerance for, 166 Ambition, 219 Amoral managers, 35 Analytical competency, 49 Analytics at Work: Smarter Decisions, Better Results (Davenport, Harris, Morison), 87 Anchoring and adjustment heuristic, 62 Angel investors, 351–352 Application, 157 Asians, 19 Asia-Pacific Economic Cooperation (APEC), 326 Assessment centers, 179 Asset management, 103 Attitudes, 226–227 Attribution defined, 218 errors, 218–219 Authoritarianism, 223 Authority decisions, 204 Autocratic leaders, 197 Autonomous work groups, 262 Availability heuristic, 62 Avoidance, 276 B B2C business strategies, 114 Backward vertical integration, 112 Balance sheets, 102 Balanced scorecard, 103–104 BARS (behaviorally anchored rating scale), 181 BCG Matrix, 121 B-Corps, 350–351 Behavior See also Ethical behavior emotions and moods and, 228–230 ethical, 26–30 individual, 214–233 online, 295 open office designs and, 290 organizational citizenship, 227 performance and, 151 unethical, 31 withdrawal, 227 Behavioral component, attitudes, 226 Behavioral decision model, 56 Behaviorally anchored rating scale (BARS), 181 Benchmarking, 81–82 Benefit corporation, 350–351 Benefits, 186–187 Best practices, 82 Bias against black leaders, 217 in decision making, 61–63 diversity, 19, 303–305 against minorities and women, 303–305 self-serving, 218 Biculturalism, 305 Big-C, 60 Birth stage, small business, 345–346 Blogging, 296 Board of directors, Board of trustees, Bona fide occupational qualifications, 175 Bonus pay, 186 Breakeven analysis, 102 Breakeven point, 101 Breakthrough stage, small business, 346 Bribery, 330 Brokerage model, 114 Budgets defined, 77 types of, 78 zero-based, 78 Bullying, 227 Bureaucracy, 142 Bureaucratic control, 95 Business incubator, 348 Business knowledge, as leadership trait, 197 Business model, 345 Business model innovations, 156 Business ownership, 350 Business plans, 348–349 Business strategy, 111 C C2B business strategies, 114 C2C business strategies, 114 Career development, 182 Career planning, 182 Cash cows, BCG Matrix, 121 Centralization, 140 Centralized communication network, 271 Certain environment, 52 Change See Organizational change Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation (Brown), 169 Change leaders characteristics of, 161 defined, 161 resistance to change and, 165–166 Changing phase, of change, 163 Channel richness, 288 Chapter 11 bankruptcy, 112 Charisma, 206, 285 Charismatic leaders, 206 Charismatic leadership tactics, 285 Chief executive officer (CEO), 5, Chief financial officer (CFO), Chief information officer (CIO), Chief operating officer (COO), Child labor, 330–331 China, 323 Clan control, 95 Classic entrepreneurs See Entrepreneurs Classical decision model, 56 Classical view of CSR, 39 Coaching, 180 Coacting teams, 271 Code of ethics, 36 Coercive power, 195 Cognitive ability, as leadership trait, 197 Cognitive component, attitudes, 226 Cognitive dissonance, 226–227 Cognitive limitations, 56 Cognitive styles, 51 Cohesiveness, 269 Collaboration, 144, 276 Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results (Hansen), 299 Collective bargaining, 188 Commercializing innovation, 157–158 Committees, 261 SI-1 www.downloadslide.com SI-2 SUBJECT INDEX Communication, 281–299 active listening and, 292–293 barriers, 287–291 in building social capital, 282 credible, 285 cross-cultural, 295–296 defined, 282–283 effective, 283 efficient, 284 feedback and, 293–294 improving, 292–297 information filtering, 289 major elements of, 283 as managerial skill, 15 mixed messages, 289 networking and, 285 noise, 287 nonverbal, 289 online behavior and, 295 open spaces and, 294 openness and, 294 overloads and distractions and, 290 perception and, 216 persuasive, 284–285 poor written or oral, 288–289 presentation success, 288–289 proxemics, 294 Communication channels, 287–288 Communication networks centralized, 271 decentralized, 270 restricted, 271 team performance and, 270–271 Communication transparency, 294 Community model, 114 Community service, 210 Commutative justice, 29 Compassion, 269 Compensation plans, 185–186 Competition, 276 Competitive advantage, 110 Complacency trap, 72 Compressed workweek, 143 Compromise, 276 Concentration, growth through, 111 Conceptual skill, 14 Concurrent controls, 94 Confirmation error, 63 Conflict management, 275–276 Conflict resolution, 276 Conflicts defined, 275 emotional, 276 of interest, 31 substantive, 275–276 Conscientiousness, 221 Conscious Capitalism: Liberating the Heroic Spirit of Business (Mackey and Sisodia), 45 Consensus, 274 Constructive stress, 224 Consultative decisions, 204 Consumer privacy, 31 Contingency model of leadership (Fiedler), 200–201 Contingency planning, 81 Contingency workers, 185 Continuous improvement, 99 Control charts, 99 Control equation, 92 Controlling defined, 11–12, 90 in global corporations, 331 as management function, 11, 90–91 Control(s) balanced scorecard and, 103–104 bureaucratic, 95 clan, 95 concurrent, 94 corrective action and, 92 CPM/PERT and, 100 external, 95 feedback, 94–95 feedforward, 94 financial performance and, 102–103 Gantt charts and, 100 internal, 95 inventory, 101 market, 95–96 objectives and, 91, 92 performance measurement and, 91 planning and, 73 quality, 99–100 resiliency and, 103 standards and, 91, 92 strategic, 103–104 Conventional stage, of moral development, 34 Cooperation strategies, 114 Co-opetition, 114 Core characteristics model, 240–241 Core competencies, 118 Core culture, 153 Core values, 153 Corporate culture See Organizational culture Corporate governance, failure of, 18–19 Corporate social responsibility (CSR) classical view of, 39 defined, 38 discretionary responsibility, 41 economic responsibility, 41 ethical responsibility, 41 legal responsibility, 41 perspectives of, 39 shared value integration, 39–40 social businesses and, 40 social entrepreneurs and, 40 social responsibility audits and, 41 socioeconomic view of, 39 sustainability as goal, 41 Ps of organizational performance and, 39 triple bottom line and, 38 virtuous circle and, 39 Corporate strategy, 111 Corporations benefit, 350–351 defined, 350 global, 328–333 limited liability (LLC), 351 transnational, 328 Corruption, 329–330 Cost leadership strategy, 120 Cost-benefit analysis, 55 Counteracting teams, 271 Co-working center, 144 CPM/PERT, 100 CQ (cultural intelligence), 308–309 Creating a World Without Poverty (Yunus), 321 Creativity Big-C, 60 in decision making, 60–66 defined, 60 as leadership trait, 197 Little-C, 60 Credible communication, 285 Crisis decision making, 63–64 defined, 63 management, rules for, 63 Critical path, 100 Critical thinking, 15, 127 Critical-incident technique, 182 Cross-cultural communication, 295–296 Cross-functional teams, 135, 261 Crowdfunding, 352 Crowdsourcing, 115, 138 Crowdsourcing: Why the Power of the Cloud Is Driving the Future of Business (Howe), 279 Cultural awareness, 312 Cultural differences, 301 Cultural etiquette, 296 Cultural intelligence (CQ), 308–309 Cultural relativism, 29, 30 Culture ethics and, 29–30 global, 308–315 high-context, 310 loose, 311 low-context, 310 monochronic, 310 national, 312–314 organizational, 150–154 polychronic, 310 tight, 311 Culture shock, 308 Currency risk, 331 Customer satisfaction, 104 Customer structures, 134 D Debt financing, 351 Decentralization, 140–141 Decentralized communication network, 270 Decision acceptance, 204 Decision making anchoring and adjustment heuristic, 62 availability heuristic, 62 behavioral decision model, 56 www.downloadslide.com Subject Index biases in, 61–63 classical decision model, 56 confirmation error, 63 creativity, 60–61 crisis, 63–64 environments, 51–52 errors, causes of, 61–63 escalating commitment, 63 ethical reasoning in, 58 framing error, 62–63 group, 61 judgmental heuristics in, 61–63 leadership and, 204 representativeness heuristic, 62 results, evaluating, 57–58 self-confidence and, 64 teams and, 273–274 video games and, 61 Decision quality, 204 Decision time, 204 Decisional roles, 12 Decision-making process alternative course of action, 55–56 cost-benefit analysis in, 55 decision implementation, 56–57 defined, 54, 273 evaluation, 57–58 illustrated, 54 preferred course of action decision, 56 problem identification and definition, 55 steps in, 54–59 Decisions authority, 204 by authority rule, 274 by consensus, 274 consultative, 204 group, 204 implementation of, 56–57 by lack of response, 273 by majority rule, 274 by minority rule, 274 nonprogrammed, 50 optimizing, 56 programmed, 50 satisficing, 56 team, 61 by unanimity, 274 Deep-level diversity, 302 Deficit principle, 236 Delegation, 141 Delivering Happiness: A Path to Profits, Passion, and Purpose (Hsieh), 23 Democratic leaders, 198 Departmentalization, 132 Destructive stress, 224 Differentiation strategy, 119 Difficulty, goal, 246 Directive leadership, 202 Discretionary responsibility, 41 Discrimination age, 175 code of ethics and, 36 as continuing social priority, 19 defined, 19 employment, 173–175 pay, 175 pregnancy, 175 social media and, 18 as unethical behavior, 31 Disposable workers, 122 Disruptive behaviors, 270 Disruptive innovation, 158 Distractions, communication and, 290 Distributed leadership, 270 Distributed teams, 261–262 Distribution alliances, 114 Distributive justice, 29 Diversification, 112 Diversity, 301–317 bias, 19, 303–305 as continuing social priority, 19 cultural differences and, 301 deep-level, 302 defined, 302 gender, 109 gender subcultures and, 305 generational subcultures and, 306 inclusion and, 302–303 managing, 306 multicultural organizations and, 303 occupational subcultures and, 305 organizational subcultures and, 305–306 racial and ethnic subcultures and, 305 surface-level, 302 team, 265 team development and, 267 tech industry and, 11 valuing, 306 Divestiture, 113 Division of labor, 129 Divisional structures advantages of, 133 customer, 134 defined, 133 geographical, 134 matrix structures and, 135 product, 133–134 Dogs, BCG Matrix, 121 Double-bind dilemma, 305 Downsizing, 113 Drive, as leadership trait, 197 Drive: The Surprising Truth about What Motivates Us (Pink), 255 E e-business strategies, 114–115 Economic order quantity, 101 Economic responsibility, 41 EEO (equal employment opportunity), 174 Effective communication, 283 Effective managers, 6–7 Effective teams, 264–272 Efficient communication, 284 Effort-performance expectancy, 245 Emotional conflicts, 276 Emotional intelligence, 14, 207–208, 229 Emotional intelligence quotient (EQ), 207 Emotional stability, 221 Emotions, 229 Employee assistance programs, 186–187 Employee disengagement, 309 Employee engagement, 227 Employee involvement teams, 261 Employee privacy, 175 Employee value propositions, 173, 175 Employment discrimination affirmative action and, 174 age, 175 defined, 174 equal employment opportunity and, 174 laws protecting against, 173–175 pay, 175 pregnancy, 175 Empowerment creation of, 210 defined, 142, 210 transformational leaders and, 206 Engagement, 252 Engineering comparisons, 92 Entrepreneurial cultures, 151 Entrepreneurs See also Small business characteristics and backgrounds, 340 common myths about, 340 defined, 338 first-mover advantage, 339 personality traits, 340–341 serial, 338 social, 342–343 social good and, 343 veteran’s advantage, 340 women and minority, 341–342 Entrepreneurship defined, 338 Etsy and, 350 necessity-based, 341 risk taking and, 350 Environmental capital, 42 EQ (emotional intelligence quotient), 207 Equal employment opportunity (EEO), 174 Equity dilemma, 244 Equity financing, 351 Escalating commitment, 63 Ethical behavior defined, 26 individualism view, 28 justice view, 28–29 moral rights view, 29–30 unethical behavior and, 31 utilitarian view, 28 as values driven, 26–27 views of, 27–29 Ethical decision making moral development and, 33–34 personal character and, 33–34 training in, 35 SI-3 www.downloadslide.com SI-4 SUBJECT INDEX Ethical dilemmas checklist for dealing with, 35 defined, 30 as test of personal ethics and values, 30–31 Ethical frameworks, 33–34 Ethical imperialism, 30 Ethical reasoning, 58 Ethical responsibility, 41 Ethics, 25–37 blogging and, 296 code of, 36 culture and, 29–30 defined, 18, 26 ethical dilemmas as test, 30–31 failure of, 18–19 global corporations and, 329–331 managers as inspiration and, 34–35 standards of ethical conduct and, 36 whistleblowers and, 35–36 Ethics training, 35 Ethnocentrism, 296, 305 European Union (EU), 326 Evaluation, in decision-making process, 57–58 e-waste, 82 Existence needs, 237 Expectancy defined, 244 effort-performance, 245 high, 246 low, 245 performance-outcome, 245 Expectancy theory, 244–246 Expert power, 195–196 Exporting, 323 Extinction, 250 Extraversion, 221 F Facilities plans, 77 Failure of corporate governance, 18–19 small business, 347–348 Family business feud, 347 Family businesses, 347 Family values, 154 Family-friendly benefits, 186–187 FCPA (Foreign Corrupt Practices Act), 329 Feedback, 293–294 Feedback controls, 94–95 Feedforward controls, 94 Financial budgets, 78 Financial performance in balanced scorecard, 104 measurement of, 102–103 Financial plans, 77 Financing angel investors, 351–352 crowdfunding, 352 debt, 351 equity, 351 small business, 351–352 venture capitalists, 351 First-line managers, 4–5 First-mover advantage, 339 Fixed budgets, 78 Flameout, 224 Flexibility, as leadership trait, 197 Flexible benefits, 186–187 Flexible budgets, 78 Flexible working hours ( flextime), 95, 143 Focused cost leadership strategy, 120 Focused differentiation strategy, 120 Force-coercion strategy, 164 Forced labor, 36 Forecasting, 80 Foreign Corrupt Practices Act (FCPA), 329 Foreign subsidiary, 324 Forgiveness, 269 Formal structure, 129 Formal teams, 260 Forward vertical integration, 112 Framing error, 62–63 Franchises, 345 Franchising, 323 Freedom of association, 36 Freelancers and independent contractors, 19 Freemium model, 114 Friendship groups, 260 Fringe benefits, 186–187 Frustration-regression principle, 238 Functional chimneys, 133 Functional plans, 76–77 Functional silos problem, 133 Functional strategy, 111 Functional structures, 132–133, 135 Fundamental attribution error, 218 G Gain sharing, 186 Gallup-Healthways Well-Being Index, 345 Gaming skills, Gantt charts, 100 Gender diversity, 109 Gender similarities hypothesis, 208 Gender subcultures, 305 General partnership, 350 Generational subcultures, 306 Geographical structures, 133–134 Giganomics, 19 Glass ceiling, 303, 304 Glass ceiling effect, 19 Glass closet, 305 Global area structure, 331 Global corporations actions as controversial, 328–329 child labor and, 330–331 corruption and, 329–330 currency risk, 331 defined, 328 ethics challenges, 329–331 global area structure, 331 global product structure, 332 international business and, 328 leading in, 332 operations in other countries, 328 organizing in, 331–332 planning and controlling in, 331 political risk, 331 sweatshops and, 330 Global cultures cultural awareness and, 312 cultural intelligence and, 308–309 culture shock and, 308 ecological fallacy, 314 employee disengagement and, 309 high-context, 310 Hofstede’s model, 312–314 individual-collectivism, 313 intercultural competencies and, 314 low-context, 310 masculinity-femininity, 313 monochronic, 310 polychronic, 310 power distance, 313 proxemics and, 310 silent language of, 309–310 tightness and looseness, 310–311 time orientation, 313 uncertainty avoidance, 313 Global economy, 320 Global managers, 332 Global product structure, 332 Global sourcing, 17, 322–323 Global strategic alliances, 324 Global strategy, 113 Global supply chain, 323 Globalization defined, 17, 320 interdependence of economies and, 320–321 international business and, 320–327 Globalization gap, 329 Goals difficulty, 246 downsides of, 83–84 learning, 84 making them work, 246 management of, 83–84 outcome, 84 planning and, 83 specificity, 246 stretch, 83 sustainability, 41–42 Goal-setting theory, 246–247 Governance, Graphic rating scale, 181 Green innovation, 156 Greenfield venture, 324 Group decisions, 61, 204 Groups autonomous work, 262 informal, 260 Groupthink, 275 Growth needs, 237 Growth strategies concentration, 111 defined, 111 diversification, 112 vertical integration, 112 www.downloadslide.com Subject Index H Half the Sky: Turning Oppression into Opportunity for Women Worldwide (Kristof and WuDunn), 317 Halo effect, 217 Hersey-Blanchard situational leadership model, 201–202 Heterogeneous teams, 265 Heuristics, 62–63 Hierarchical cultures, 151 High commitment, 227 High involvement, 227 High-context cultures, 310 Higher-order needs, 236 Hiring discrimination, 18 Hispanics, 19 Historical comparisons, 92 Homogeneous teams, 265 Horizontal structures, 132 House’s path-goal theory, 202–203 How to Succeed in Business Without Being White (Graves), 339 Human capital, 173, 352 Human relations leaders, 198 Human resource management (HRM) career development, 182 compensation plans, 185–186 contingency workers and, 185 core tasks/responsibilities, 172 current issues, 184–189 defined, 172 employee value propositions, 173, 175 employment discrimination and, 173–175 essentials in, 177–183 fringe benefits, 186–187 human capital and, 173 independent contractors and, 184–185 labor relations/collective bargaining and, 187–188 onboarding, 180 performance measurement, 180 performance reviews, 181–182 person-culture fit, 173 person-job fit, 173 psychological contracts and, 177–178 recruitment, 178–179 selection, 179 strategic, 173 training, 180–181 work-life balance and, 184 Human resource plans, 77 Human skill, 13–14 Human sustainability, 42 The Human Equation: Building Profits by Putting People First (Pfeffer), 172 Hygiene factors, 239 Hypernorms, 30 I Immoral managers, 35 Importing, 323 Impression management, 219 Improvement objectives, 97 Improvisational change force-coercion strategy, 164 rational persuasion strategy, 164–165 shared power strategy, 165 Incivility, 227 Inclusion, diversity and, 302–303 Income statement, 102 Incremental change, 162 Independent contractors, 184–185 Individual behavior attitudes, emotions, moods and, 226–231 perceptions and, 216–220 personalities and, 221–225 Individual-collectivism, 313 Individualism view (ethical behavior), 28 Infomediary model, 114 Informal groups, 260 Informal structures defined, 129 good points/downsides of, 130 shadow organization and, 130 Information filtering, 289 Informational competency, 48–49 Informational roles, 12 Initial public offering (IPO), 351 Innovation in balanced scorecard, 104 business model, 156 commercializing, 157–158 defined, 156 disruptive, 158 green (sustainable), 156 leadership and, 159 organization characteristics and, 158–159 process, 156 product, 156 reverse, 157 skunkworks and, 159 social, 156 Input standards, 91 Insourcing, 321 Instrumental values, 27 Instrumentality, 245, 246 Integrity, 197, 198, 206, 209, 269 Intellectual capital, 20 Intellectual capital equation, 20 Intellectual stimulation, 206 Interacting teams, 270 Interactional justice, 29 Interactive leadership, 208–209 Intercultural competencies, 314 Interest groups, 260 Internal control, 95 Internal process improvement, 104 International business defined, 322 exporting/importing and, 323 franchising and, 323 global corporations and, 328–333 SI-5 global sourcing, 322–323 globalization and, 320–327 joint ventures and, 324 legal and political systems and, 324–325 licensing and, 323 with regional economic alliances, 325–326 wholly owned subsidiaries and, 324 Interpersonal roles, 12 Intuitive feelers, 51 Intuitive thinkers, 51 Intuitive thinking, 50–51 Invention, 157 Inventory controls, 101 IPO (initial public offering), 351 ISO 14001, 42 J JIT (just-in-time scheduling), 101 Job audition, 179 Job burnout, 224 Job design, 240 Job discrimination, 174 Job enrichment, 240 Job migration, 17 Job performance, 228 Job satisfaction defined, 227 job performance and, 227 work behaviors and, 227 Job sharing, 144 JOBS Act of 2012 - Jumpstart Our Business Startups, 352 Joint ventures, 324 Judgmental heuristics, 61–63 Justice view (ethical behavior), 28–29 Just-in-time scheduling (JIT), 101 K Knowledge workers, 19, 48 L Labor contracts, 188 Labor unions, 187–188 Lack-of-participation error, 57 Laissez-faire leaders, 198 Law of contingent reinforcement, 251 Law of effect, 249 Law of immediate reinforcement, 251 Leader-member exchange (LMX) theory, 203, 208 Leaders authority decisions, 204 autocratic, 197 business knowledge, 197 change, 161, 165–166 charismatic, 206 cognitive ability, 197 consultative decisions, 204 creativity, 197 www.downloadslide.com SI-6 SUBJECT INDEX Leaders (continued) democratic, 198 drive, 197 effective, traits of, 197 flexibility, 197 honesty, 197 human relations, 198 integrity, 197, 198 laissez-faire, 198 in LMX theory, 203 motivation, 197 power and, 195–196 quest for effectiveness, 197–198 self-confidence, 197 shortcomings of, 207 strategic, 121 visionary, 196–197 Vroom-Jago participation model, 203–204 as workaholics, 223 Leadership achievement-oriented, 203 charismatic tactics, 285 contingency perspective, 200 current issues and directions, 206–211 decision making and, 204 defined, 194 directive, 202 distributed, 270 emotionally intelligent, 207–208 foundations for, 194–199 in global corporations, 332 importance of, 194–195 innovation and, 159 inspiration and, 196 interactive, 208–209 as management function, 15, 194–195 moral, 209–210 participative, 203 servant, 210 strategic, 121–122 substitutes for, 203 supportive, 202–203 traits, 197 transactional, 206 transformational, 206–207 universal faciliators/inhibitors, 332 visionary, 197 Leadership styles defined, 197 Fiedler’s contingency model, 200–201 Hersey-Blanchard situational model, 201–202 House’s path-goal theory, 202–203 types of, 197–198 Leading, 11 See also Leadership Leaking pipeline problem, 304 Lean In: Women, Work and the Will to Lead (Sandberg), 107 Learning in balanced scorecard, 104 goals, 84 lifelong, 15 Learning agility, 15 Least-preferred co-worker scale (LPC), 200 Legal responsibility, 41 Legitimate power, 195 Leverage, 102 Licensing, 323 Lifelong learning, 15 Limited liability corporation (LLC), 351 Limited liability partnership, 350 Limited partnership, 350 Liquidation, 112 Liquidity, 102 Little-C, 60 Locus of control, 223 Long-range plans, 76 Loose cultures, 311 Low-context cultures, 310 Lower-order needs, 236 M Machiavellianism, 223 Maintenance activities, 270 Management human resource, 171–191 impression, 219 job titles and levels of, open-book, 294 organizing function, 128–129 perception, 314 project, 100 relationship, 314 self-, 15, 20, 207–208, 314 strategic, 117–123 time, 73–74 value-based, 154 Management by exception, 92 Management process controlling function, 11–12 DEFINED, 10 leading function, 11, 194–195 organizing function, 11 planning function, 10 Managerial performance, 6–7 Managers, 3–23 accountability, agenda setting, 12 amoral, 35 analytical competency, 49 as coaches, coordinators, and supporters, 7–8 cognitive styles, 51 communication, 15 conceptual skill, 14 crisis decision making, 63–64 critical thinking, 15 decision conditions, 51–52 decisions, 50 defined, delegation skills, 141 effective, 6–7 emotional intelligence, 14 ethical behavior modeled by, 27 first-line, 4–5 functions of, 10–13 global, 332 human skill, 13–14 immoral, 35 informational competency, 48–49 informational roles, 12 interpersonal roles, 12 intuitive thinking, 50–51 as knowledge workers, 48 lack-of-participation error, 57 learning from experience, 14–15 middle, moral, 35 networking, 12–13 as positive role models, 34–35 as problem avoiders, 49 as problem seekers, 49 as problem solvers, 49 professionalism, 15 skills of, 13–14, 15 social capital, 13 systematic thinking, 50 teamwork and, 15 technical skill, 13 technological competency, 48 top, types and levels of, 4–6 upside-down pyramid in mindset for, 7–8 Managing by objectives (MBO), 96–97 Managing diversity, 306 Market control, 95–96 Marketing plans, 77 Masculinity-femininity, 313 Maslow’s hierarchy of needs, 236–237 Matrix structures, 135 Maturity stage, small business, 346 MBTI (Myers-Briggs Type Indicator), 222 Mechanistic design, 142 Mediocrity, rewarding, 250 Meetings standup, 257 unproductive, 260 Mentoring, 180–181 Merchant model, 114 Merit pay, 185 Middle managers, Minorities See also Diversity bias against, 303–305 entrepreneurs, 341–342 work discrimination, 19 Mission, 110 Mixed messages, 289 Mompreneurs, 338 Monochronic culture, 310 Monroe Doctrine, 252 Mood contagion, 230 Moods, 229–230 Moral absolutism, 30 Moral development, 33–34 Moral leadership, 209–210 Moral managers, 35 Moral overconfidence, 210 www.downloadslide.com Subject Index Moral rights view (ethical behavior), 29 Most favored nation status, 325 Motherhood wage gap, 304 Motivation acquired needs and, 238–239 Alderfer’s ERG theory and, 237–238 core characteristics model and, 240–241 defined, 236 equity theory and, 243–244 expectancy theory and, 244–246 goal-setting theory and, 246–247 Herzberg’s two-factor theory and, 239–240 human needs influence, 236–242 as leadership trait, 197 Maslow’s hierarchy of needs and, 236–237 reinforcement influence of, 249–253 thoughts and decisions and, 243–248 video games and, 238 Motivator factors, 239 Multicultural organizations, 303 Multidomestic strategy, 113 Multinational corporations (MNCs) See Global corporations Multiperson comparisons, 182 Multitasking, 218, 262 Myers-Briggs Type Indicator (MBTI), 222 N NAFTA (North American Free Trade Agreement), 325–326 Native Americans, 19 Natural capital, 42 Necessity-based entrepreneurship, 341 Need for achievement, 238 Need for affiliation, 238 Need for personal power, 239 Need for power, 238 Need for social power, 239 Needs acquired, 238–239 defined, 236 existence, 237 growth, 237 higher-order, 236 lower-order, 236 Maslow’s hierarchy of, 236–237 power, 239 relatedness, 237 Negative reinforcement, 250 Network structures See also Organization structures advantages of, 137 defined, 137 problems with, 138 strategic alliances and outsourcing and, 137 virtual organization, 138 Networking communication and, 285 defined, 12–13 The New Digital Age: Reshaping the Future of People, Nations and Business (Schmidt and Cohen), 335 Noise, 287 Nonmonetary budgets, 78 Nonprogrammed decisions, 50 Nontariff barriers, 325 Nonverbal communication, 289 Normative re-education strategy, 165 Norms defined, 268 performance, 268 team virtuousness, 269 North American Free Trade Agreement (NAFTA), 325–326 O Objectives in control process, 91, 92 defined, 71 defining, 71 hierarchy of, 73 improvement, 97 managing by, 96–97 operating, 118 performance, writing, 97 personal development, 97 Observable culture, 152–153 Occupational subcultures, 305 The Office (television show), 173 Onboarding, 180 On-demand economy, 185 On-demand workers, 42 Online behavior, 295 Open office designs, 290 Open spaces, 294 Open-book management, 294 Openness to experience, 221 Operant conditioning behavior influence, 249 defined, 249 reinforcement strategies, 250 Operating objectives, 118 Operational (tactical) plans, 76 Opportunities, SWOT and, 118 Optimism, 269 Optimizing decisions, 56 Organic design, 143 Organization structures customer, 134 defined, 129 departmentalization, 132 divisional, 133–134 flattening, 138 formal, 129 functional, 132–133 geographical, 134 horizontal, 132 informal, 129–130 matrix, 135–136 network, 137–138 organizational chart and, 129 product, 133–134 team, 136–137 Organizational change change leaders, 161 changing phase, 163 frame-bending side to, 162 hidden agendas in, 165 improvisational, 164 incremental, 162 phases of, 162–163 refreezing, 163 resistance to, 165–166 transformational, 161–162 unfreezing stage, 163 Organizational charts, 129 Organizational citizenship behaviors, 227 Organizational culture alternative, 151–152 behavior and, 151 core, 153 defined, 150 entrepreneurial, 151 family values and, 154 hierarchical, 151 main components of, 152 observable, 152–153 performance and, 151 as personality of organization, 150–151 rational, 151 socialization and, 151 strong, 151 team, 151 at Zappos, 151 Organizational design alternative work schedules, 143–144 decentralization, 140–141 defined, 140 delegation, 141 empowerment, 142 flattening, 140 horizontal and adaptive, 142–143 mechanistic, 142 organic, 143 span of control and, 140 Organizational resources, 31 Organizational subcultures, 305–306 Organizations innovation and, 156–160 key operating objectives of, 118 multicultural, 303 social responsibilities of, 38–43 stakeholders of, 38 strategy use, 111 upside-down pyramid view of, 7–8 virtual, 138 Organizing defined, 11, 128 in global corporations, 331–332 importance of, 128 as management function, 11, 128–129 Orientation, 180 Output standards, 91 Outsourcing, 137, 321 Outsourcing alliances, 114 Overloads, communication and, 290 SI-7 www.downloadslide.com SI-8 SUBJECT INDEX P P2P business strategies, 115 Parenting, as managing, 104 Participative leadership, 203 Participatory planning, 84 Partnerships, 349–350 Path-goal theory (House), 202–203 Pay discrimination, 175 Pecuniary ethic, 28 Perceived negative inequity, 243 Perceived positive inequity, 244 Perception attribution errors, 218 communication and, 216 defined, 216 distortion, 216–218 impression management and, 219 selective, 217 Perception management, 314 Perceptual distortions, 216–217 Performance behavior and, 151 job, 228 managerial, 6–7 team, 259, 268–271 work hours and, 25 Performance appraisal, 181 Performance measurement control and, 91 financial, 102–103 in human resource management (HRM), 180 Performance objectives, 97 Performance opportunity, 49 Performance reviews behaviorally anchored rating scale (BARS), 181 critical-incident technique, 182 crowdsourcing, 138 defined, 181 graphic rating scale, 181 multiperson comparisons, 182 360° feedback, 182 in work accomplishment assessment, 181–182 Performance threat, 49 Performance-outcome expectancy, 245 Permanent full-time employees, 19 Permatemp economy, 185 Personal brand, 19 Personal character, in ethical decision-making, 33–34 Personal conception traits, 222–223 Personal development objectives, 97 Personal wellness, 224 Personalities influence on personal behavior, 221–225 Myers-Briggs Type Indicator (MBTI), 222 personal conception traits, 222–223 traits, 221 Type A, 223–224 variation on personal conception traits, 222–223 Person-culture fit, 173 Person-job fit, 173 Persuasion charisma and, 285 credibility and, 284 influence and, 284 Persuasive communication, 284–285 Planning action orientation, 72 benchmarking and, 81–82 career, 182 complacency trap and, 72 contingency, 81 coordination and control and, 73 defined, 10, 70 fallacy, 74 focus and flexibility and, 72 in global corporations, 331 goals in, 83 as management function, 10, 70–71 objectives, defining and, 71 participatory, 84 process, steps in, 71 scenario, 81 time management and, 73–74 Plans backup, 80–81 budgets as, 77–79 career, 72 defined, 71 facilities, 77 financial, 77 functional, 76–77 human resource, 77 implementing, 71 involvement and, 84 long-range, 76 making, 71 marketing, 77 operational (tactical), 76 participation and, 84 policies as, 77 procedures as, 77 production, 77 short-range, 76 strategic, 76 types of, 76–79 Pluralism, 303 Policies, 77 Political risk, 331 Political-risk analysis, 331 Polychronic culture, 310 Porter’s five forces model, 119 Portfolio planning, 120–121 Positive reinforcement, 250, 251 Post-action controls, 94 Postconventional (principled) stage, of moral development, 34 Posting, online, 295 Poverty, 321 Power coercive, 195 defined, 195 expert, 195–196 legitimate, 195 personal, 239 referent, 196 relationship, 196 reward, 195 social, 239 Power distance, 313 Power needs, 239 Power: Why Some People Have It and Others Don’t (Pfeffer), 213 Preconventional stage, of moral development, 34 Pregnancy discrimination, 175 Prejudice, 19 Preliminary controls, 94 President, 5, Privacy, 295 Probabilities, 52 Problem avoiders, 49 Problem seekers, 49 Problem solvers, 49 Problem solving, 48 Problems, 55 Procedural justice, 29 Procedures, 77 Process innovations, 156 Product innovations, 156 Product structures, 133–134 Production plans, 77 Professionalism, 15 Profit at the Bottom of the Ladder: Creating Value by Investing in Your Workforce (Heymann), 191 Profit sharing, 186 Profitability, 103 Programmed decisions, 50 Progression principle, 236 Project management, 100 Project teams, 261 Projection, 217–218 Projects, 100 Protectionism, 325, 329 Proxemics, 294, 310 Psychological contracts, 177–178 Punishment, 250, 252 Q Quality circle, 261 Quality control, 99–100 Quality of work life (QWL), 6–7 Question marks, BCG Matrix, 121 Quotas, 247 R Racial and ethnic subcultures, 305 Rational cultures, 151 Rational persuasion strategy, 164–165 Rationalization, 31 Realistic job preview, 178–179 Rebooting Work: Transform How You Work in the Age of Entrepreneurship (Webb), 125 Recruitment compensation plans and, 185–186 defined, 178 www.downloadslide.com Subject Index online, 178 realistic job preview and, 178–179 Referent power, 196 Referral model, 114 Refreezing phase, of change, 163 Reinforcement contingent, 251 immediate, 251 negative, 250 operant conditioning and, 249–250 positive, 250, 251 scheduling, 251 Related diversification, 112 Relatedness needs, 237 Relationship management, 314 Relationship power, 196 Relative comparisons, 92 Reliability, 179 Remote work, 144 Representativeness heuristic, 62 Reshoring, 18, 323 Resiliency, 103 Resistance to change, 165–166 Restricted communication network, 271 Restructuring, 112 Retrenchment strategy, 112 Reverse innovation, 157 Reverse mentoring, 181 Revolving door syndrome, 302 Reward power, 195 Risk environment, 52 Risk taking, 350 Rules See Procedures S SADC (South Africa Development Community), 326 Satisficing decisions, 56 Satisfier factors, 239 Scenario planning, 81 Selection, 179 Selective perception, 217 Self-confidence, 64, 197 Self-control defined, 96 for life success, 89 Self-efficacy, 246 Self-management as career skill, 15, 20 defined, 20, 207–208 intercultural competencies, 314 as managerial skill, 15 Slumdog Millionaire and, 20 Self-managing teams, 262 Self-monitoring, 223 Self-regulation, 207–208 Self-serving bias, 218 Sensation feelers, 51 Sensation thinkers, 51 Serial entrepreneurs, 338 Servant leadership, 210 Sexual harassment, 31 Shadow organization, 130 The Shallows: What the Internet Is Doing to Our Brains (Carr), 67 Shamrock organization, 19–20 Shaping, 251 Shared power strategy, 165 Shared value, 39–40 Shark Tank (television show), 351 The Shift (Gratton), Short-range plans, 76 Six Sigma program, 99–100 Skunkworks, 159 Slumdog Millionaire, 20 Small business See also Entrepreneurs; Entrepreneurship assistance in getting started, 348 birth stage, 345–346 breakthrough stage, 346 business plan, 348–349 defined, 345 as economy mainstay, 345 failure of, 347–348 family-owned, 347 financing, 351–352 franchise, 345 life-cycle stages, 345–346 maturity stage, 346 ownership types, 349–350 start-ups, 345, 346 succession problems/plans, 347 Small Business Development Centers, 348 Social business, 40 Social capital, 13, 282 Social entrepreneurs, 40, 157, 342–343 Social innovation, 157 Social loafing, 259 Social media discrimination in hiring and, 18 strategy, 115 Social network analysis, 130 Social responsibility See Corporate social responsibility (CSR) Social responsibility audit, 41 Social view of CSR, 39 Socialization, 151, 180 Sole proprietorship, 349 South Africa Development Community (SADC), 326 Span of control, 140 Specificity, goal, 246 Spotlight questions, 35, 58 Stakeholders, 38 Standards in control process, 91, 92 of ethical conduct, 36 input, 91 output, 91 Standup meetings, 257 Stars, BCG Matrix, 121 Start-ups, 345, 346 Steering controls, 94 Stereotypes, 217 Stock options, 186 Strategic alliances SI-9 defined, 114 network structures and, 137 Strategic control, 103–104, 122 Strategic human resource management, 173 Strategic intent, 110 Strategic leadership, 121–122 Strategic management BCG Matrix, 121 defined, 117 Porter’s competitive strategies model, 119–120 Porter’s five forces model, 119 portfolio planning, 120–121 steps in process of, 117 strategic leadership and, 121–122 SWOT analysis, 118 Strategic plans, 76 Strategies business, 111 cooperation, 114 corporate, 111 cost leadership, 120 defined, 110 differentiation, 119 divestiture, 113 e-business, 114–115 focused cost leadership, 120 focused differentiation, 120 functional, 111 global, 113 growth, 111–112 mission, 110 multidomestic, 113 restructuring, 112–113 retrenchment, 112 social media, 115 transnational, 113 types of, 110–116 Strategy formulation, 117 Strategy implementation, 117 Strengths, organizational, 118 Stress constructive, 224 defined, 223 destructive, 224 performance and health consequences, 224 Type A personalities and, 223–224 Stretch goals, 83 Subscription model, 114 Substantive conflicts, 275–276 Substitutes for leadership, 203 Succession plan, 347 Succession problem, 347 Supplier alliances, 114 Support groups, 260 Supportive leadership, 202–203 Surface-level diversity, 302 Sustainability as business goal, 41 defined, 41 as development goal, 42 human, 42 as social responsibility goal, 41–42 www.downloadslide.com SI-10 SUBJECT INDEX Sustainable business, 41 Sustainable competitive advantage, 111 Sustainable development, 42 Sustainable innovation, 156 Sweatshops, 330 SWOT analysis, 118 Symbolism, 206 Synergy, 258 Systematic thinking, 50 T Tactical plans, 76 Talent, 19–20 Tariffs, 325 Task activities, 270 Task forces, 261 Team building, 273 Team cultures, 151 Team diversity, 265 Team effectiveness equation, 266 Team IQ, 267 Team leaders, 4–5 Team performance cohesiveness and, 269 communication networks and, 270–271 norm, 268 problems, 259 task and maintenance activities and, 270 Team process, 266 Team spirit, 266 Team structures, 136–137 Team virtuousness, 269 Teams adjourning stage, 267, 268 agility, 257 coacting, 271 conflict management, 275–276 counteracting, 271 cross-functional, 135, 261 decision-making methods, 273–274 defined, 258 disharmony and, 274 disruptive behaviors, 270 distributed leadership, 270 effective, 264–272 employee involvement, 261 formal, 260 forming stage, 267 groupthink and, 275 heterogeneous, 265 homogeneous, 265 input foundations for effectiveness, 265 interacting, 270 maintenance activities, 270 member satisfaction, 264 members, 265 “must have” contributions, 265 norming stage, 267–268 performing stage, 267, 268 process maturity assessment, 268 project, 261 self-managing, 262 setting, 266 silent members, 311 size of, 266 social loafing, 259 stages of development, 267 storming stage, 267 synergy, 258 task activities, 270 task performance, 264 viability for future action, 264 virtual, 261–262 Teamwork building blocks of, 264–272 defined, 258 as managerial skill, 15 team building and, 273 Technical skill, 13 Technological competency, 48 Telecommuting, 57, 144 Temporary part-timers, 19 Terminal values, 27 Threats, SWOT and, 118 Ps of organizational performance, 39 360° feedback, 182 Tight cultures, 311 Time management guidelines, 74 as must-have skill, 74 planning and, 73–74 Time orientation, 313 Title VII (Civil Rights Act of 1964), 174 Tolerance for ambiguity, 166 Top managers, Total quality management (TQM), 99 Transactional leadership, 206 Transformational change, 161–162 Transformational leadership, 206–207 Transnational corporations, 328 Transnational strategy, 113 The Transparent Leader (Baum), 18 The Travels of a T-Shirt in the Global Economy (Rivoli), 320 Triple bottom line, 38 Trust, 269 The Truth About Middle Managers: Heroes, Villains, and the Reinvention of Middle Management (Osterman), 147 Turnover, 227 Two-factor theory (Herzberg), 239–240 Two-tier wage systems, 188 Type A personalities, 223–224 U Uncertain environment, 52 Uncertainty avoidance, 313 Unethical behavior, 31 Unfreezing phase, of change, 163 Universal Declaration of Human Rights (United Nations), 29 Universal faciliators/inhibitors of leadership, 332 Upside-down pyramid, 7–8 Utilitarian view (ethical behavior), 28 V Valence, 245, 246 Validity, 179 Value-based management, 154 Values core, 153 defined, 26–27 ethical behavior and, 26–27 ethical dilemmas as test, 30–31 family, 154 instrumental, 27 shared, 39–40 terminal, 27 Valuing diversity, 306 Venture capitalists, 351 Vertical integration, 112 Veteran’s advantage, 340 Vice president, Video games in decision making, 61 in motivation, 238 Virtual networks, 136 Virtual organizations, 138 Virtual teams, 261–262 Virtuous circle, 39 Vision, 76, 196, 197, 206 Visionary leadership, 197 Vroom-Jago leader-participation model, 203–204 W Weaknesses, organizational, 118 Web-based business models, 114 Wheel (chain) structure, 271 Whistleblowers, 35–36 Wholly owned subsidiaries, 324 Withdrawal behaviors, 227 Women diversity challenges, 303–304 entrepreneurs, 341–342 glass ceiling effect and, 19 mompreneurs, 338 motherhood wage gap, 304 retention rates for, 12 Women Count: A Guide to Changing the World (Bulkeley Butler), 233 Work sampling, 179 Workforce diversity, 19 Work-from-home, 144 Working conditions, 36 Work-life balance, 184, 215 Workplace rage, 224 Workplace spirituality, 154 World Trade Organization (WTO), 325 Z Zero-based budget, 78 www.downloadslide.com WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley’s ebook EULA ... of Operations Management, Journal of Supply Chain Management, and the Journal of Personal Selling and Sales Management v www.downloadslide.com Dear Colleague Welcome to Exploring Management, Fifth... www.downloadslide.com xviii EXPLORING MANAGEMENT Human Resource Management 171 9.1 WHAT ARE THE PURPOSE AND LEGAL CONTEXT OF HUMAN RESOURCE MANAGEMENT? ■ Human resource management attracts, develops,... local representative Library of Congress Cataloging-in-Publication Data: Schermerhorn, John R Exploring management / John R Schermerhorn, Jr., Ohio University, Daniel G Bachrach, University of Alabama