Explore inspire exploring management 2nd by schemerhorn

Explore inspire exploring management 2nd by schemerhorn Explore inspire exploring management 2nd by schemerhorn Explore inspire exploring management 2nd by schemerhorn Explore inspire exploring management 2nd by schemerhorn Explore inspire exploring management 2nd by schemerhorn Explore inspire exploring management 2nd by schemerhorn Explore inspire exploring management 2nd by schemerhorn

JWCL198_FM_i-xxix.indd Page iv 11/5/09 1:56:12 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-fm JWCL198_FM_i-xxix.indd Page i 11/5/09 1:56:11 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-fm Exploring Management Second Edition John R Schermerhorn, Jr John Wiley & Sons, Inc JWCL198_FM_i-xxix.indd Page ii 11/6/09 11:32:27 PM user-s162 VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR DEVELOPMENTAL EDITOR ASSISTANT EDITOR ASSOCIATE DIRECTOR OF MARKETING ASSISTANT MARKETING MANAGER MARKETING ASSISTANT CREATIVE DIRECTOR INTERIOR DESIGNER PRODUCTION MANAGER SENIOR DESIGNER SENIOR PRODUCTION EDITOR EXECUTIVE MEDIA EDITOR ASSOCIATE MEDIA EDITOR PHOTO DEPARTMENT MANAGER PHOTO RESEARCHER SENIOR EDITORIAL ASSISTANT ILLUSTRATION EDITOR PRODUCTION MANAGEMENT SERVICES COVER PHOTO George Hoffman Lisé Johnson Susan McLaughlin Carissa Marker Doshi Amy Scholz Diane Mars Luella Finley Harry Nolan Brian Salisbury Dorothy Sinclair Maddy Lesure Sandra Dumas Allison Morris Elena Santa Maria Hilary Newman Teri Stratford Sarah Vernon Anna Melhorn Ingrao Associates ©Marina Filipovic Marinshe, www.marinshe.com This book was typeset in 10/12 Sabon Regular at Aptara®, Inc and printed and bound by Courier/ Kendallville The cover was printed by Courier/Kendallville The paper in this book was manufactured by a mill whose forest management programs include sustained yield harvesting of its timberlands Sustained yield harvesting principles ensure that the number of trees cut each year does not exceed the amount of new growth This book is printed on acid-free paper Copyright © 2010, 2007 by 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, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600 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 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 Outside of the United States, please contact your local representative ISBN 13 978-0470-16964-3 ISBN 13 978-0470-55671-9 Printed in the United States of America /Volumes/JWCL-New/JWCL198/JWCL198-fm JWCL198_FM_i-xxix.indd Page iii 11/5/09 1:56:12 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-fm I once again dedicate this book to the person who lovingly helps me explore and appreciate life’s wonders: My wife, Ann JWCL198_FM_i-xxix.indd Page iv 11/5/09 1:56:12 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-fm JWCL198_FM_i-xxix.indd Page v 11/6/09 11:32:44 PM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-fm About the Author Dr John R Schermerhorn Jr is the Charles G O’Bleness Professor Emeritus of Management in the College of Business at Ohio University where he teaches undergraduate and MBA courses in management, organizational behavior, and Asian business He also serves the university as Director of the Center for Southeast Asian Studies 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 Highly dedicated to instructional excellence and serving the needs of practicing managers, Dr Schermerhorn continually focuses on bridging the gap between the theory and practice of management both in the classroom and in his textbooks He has won awards for teaching excellence at Tulane University, The University of Vermont, and Ohio University, where he was named a University Professor, the university’s leading campus-wide award for undergraduate teaching He also 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’s international experience adds a unique global dimension to his teaching and textbooks He holds an honorary doctorate from the University of Pécs in Hungary, awarded for his international scholarly contributions to management research and education He has also served as a Visiting Professor of Management at the Chinese University of Hong Kong, as on-site Coordinator of the Ohio University MBA and Executive MBA programs in Malaysia, and as Kohei Miura visiting professor at the Chubu University of Japan Presently he is Adjunct Professor at the National University of Ireland at Galway, a member of the graduate faculty at Bangkok University in Thailand, Permanent Lecturer in the PhD program at the University of Pécs in Hungary, and advisor to the LaoAmerican College in Vientiane, Laos An enthusiastic scholar, Dr Schermerhorn is a member of the Academy of Management, where he served as chairperson of the Management Education and Development Division Educators and students alike know him as author of Management 10e (Wiley, 2010) and senior co-author of Organizational Behavior 10e (Wiley, 2009) 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 at colleges and universities His recent student and faculty workshop topics include innovations in business education, teaching the millennial generation, global perspectives in management, and textbook writing and scholarly manuscript development v JWCL198_FM_i-xxix.indd Page vi 11/5/09 1:56:13 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-fm Dear Reader: My career as a management educator began many years ago The journey has evolved into one of continuous exploration and tremendous learning, as I benefit from my work both in the classroom and with students and colleagues around the world I believe the study of management is also an exploration, a daily one, whether we are instructors or students After all, management is part of our everyday lives—at work, at school, at home, and even at leisure It is ever present as we sort through the challenges of multiple responsibilities, distant horizons, constantly changing opportunities, great potential, and the wonders of a diverse global community Perhaps these words from T S Eliot’s poem Little Gidding best describe the quest we all share: We shall not cease from exploration And the end of all our exploring Will be to arrive where we started And know the place for the first time The study of management is an ongoing journey, one full of enrichment and exploration But in the end we return to application, trying to use what we have learned through experience to better our lives and those of others This is really what this book, Exploring Management, Second Edition, is all about Take a minute to look at the book’s cover, browse through the book’s overall design, and just flip through some of the pages Does the art inspire you and the design attract you to consider not only what’s ahead in the book and in your management course, but also in your own life? I hope so Because after all, how well we manage our lives, careers, and organizations can make a big difference in our increasingly complex world Please join me in using Exploring Management, Second Edition, and your management course as great learning opportunities, ones that can have life-long career and personal benefits I believe you’ll find the experience rich with the potential for lasting personal and professional value Have a great course and learning experience Sincerely, vi About the Author JWCL198_FM_i-xxix.indd Page vii 11/5/09 1:56:13 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-fm Preface What makes Exploring Management, Second Edition, different? I have written Exploring Management, Second Edition, to help students embrace management in the context of their everyday lives, career aspirations, and personal experiences It is designed to meet and engage the new generation of students in their personal spaces, using lots of examples, applications, visual highlights, thoughtprovoking questions, and learning aids to convey the essentials of management My hope is that this book with its special approach and underlying pedagogy will be a useful asset to committed management educators as they work in many unique and innovative ways to enrich the learning experiences of their students • Exploring Management offers a more flexible, topic-specific presentation The first thing you’ll notice is that Exploring Management presents material in a way that meets student preferences for reading and studying “chunks” of material that can be digested in relatively short time periods, much like Internet news reports This is in response to my classroom experiences where I, and my students, find the typical book chapters increasingly cumbersome and awkward to handle in the context of our course designs In Exploring Management students never read more than several pages before hitting a “Study Guide” section that asks and allows them to bring closure to what they have just read in a meaningful way And as users of the first edition confirm, when students can read and achieve closure on a “module” of material they tend to study it better, remember it better, and achieve better on tests and assignments dealing with it What a modular approach means for the instructor is that topics in the book are easily assignable and sized just right for a class session or a class discussion The book covers the traditional planning, organizing, leading, and controlling framework, but everything can be used in any order based on instructor preferences There are many options available for courses of different types, lengths, and meeting schedules, including online and distance learning formats It all depends on what fits best with your course design, learning approaches, and class session objectives • Exploring Management presents an integrated learning design Exploring Management offers an integrated pedagogy Every module opens with a clear visual presentation that helps students understand material right from the beginning An Opening Example highlights an issue or issues relevant to the module and its subtitle, while presenting a brief report on real organizations and people The two-page opening layout includes a Learning Outline presenting major headings as questions and answers This helps students frame their reading and also prepares them for reinforcement provided in the integrated Study Guide at the end of each major section This one-page checkpoint for learning and test preparation allows students to pause, consolidate, and check learning before moving on to the next section The study guide elements include • Rapid Review—bullet-list summary of concepts and points, • Terms to Define—glossary quiz for vocabulary development, vii JWCL198_FM_i-xxix.indd Page viii 11/5/09 1:56:13 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-fm • Be Sure You Can—checkpoint of major learning outcomes for mastery, • Questions for Discussion—questions to stimulate inquiry and prompt class discussions How will Exploring Management, Second Edition, motivate students to learn about management? The fact is that today’s students continuously deal with a wide variety of conflicting demands and distractions As I explore and learn about their world, I find that my teaching methods and instructional materials must constantly evolve That’s why I have taken special care to complement the modular approach of this book with a student-friendly writing style, emphasis on visual learning, inclusion of lots of timely features and examples, and an appealing design to the book’s pages I hope you’ll agree that I am writing and presenting material in ways that come closer to meeting our students in their spaces—rich, varied, colorful, spontaneous and digital • Exploring Management relates concepts to students’ experiences and interests I want students to embrace management in the context of their everyday lives, career aspirations, and personal experiences, and I constantly read and find materials that can this when presented as part of a textbook discussion To make this connection easier and highly visible, Exploring Management includes a number of special features that present additional and timely content reference points in a visually appealing and meaningful way If you flip through the pages of the book, you will find that these features are not only interesting and meaningful to the reader But don’t forget they are also prompts and frames that can be used as opportunities for class and online discussions as well as follow-up individual and team assignments Each chapter includes • Trendsetters–introducing a real person’s experience with the issues being discussed Examples include Ursula Burns, CEO of Xerox and the first African American woman to head a Fortune 500 firm; Evan Williams and Biz Stone, founders of Twitter; and Patricia Karter, founder and head of the small and socially responsible Dancing Deer Baking Co • News Feed–highlighting an actual news story and posing questions in reaction to it Topic examples include “Good and Bad News for Middle Managers,” “Millennials May Need Special Handling,” “Recession a Great Time for Prioritizing,” and “Internet Censorship Spurs Cultural Debate.” • Tips to Remember–offering short reminders and suggestions for how to apply the module content to one’s life and career The tips cover useful and relevant issues such as a “Checklist for Dealing with Ethical Dilemmas,” “How to Succeed in a Telephone Interview,” and “Ins and Outs of Negotiating Salaries.” • Stay Tuned–brief summary of data and facts that stimulate critical inquiry and offer fuel for class discussions and debates Examples include “Diversity Contradictions in Employment Trends,” “Office Romance Policies Vary Widely,” and “Corruption and Bribes Haunt International Business.” • Exploring Management uses a conversational and interactive writing style When writing Exploring Management I knew that to engage today’s students I needed to break away from the textbook norm of communicating as the “sage on stage.”So, I have tried to speak with students the way I in the classroom—conversationally, viii Preface JWCL198_ni_NI1-NI3.indd Page 11/4/09 1:57:29 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Keny-Guyer, Neal, 404 Kernaghan, Charles, 435 Kiichiro, Toyoda, 455 King, Lord, 278 King, Martin Luther, Jr., 244 Kinzer, Allen, 380, 393 Knight, Phil, 436 Kochan, Thomas, 361 Kohlberg, Lawrence, 57–58 Kotter, John, 11 Kroes, Neelie, 384 Kumar, Nirmalya, 420 L Lafley, A G., 5, 191, 214, 324 Lang, Ilene, 12, 361 Laskawy, Philip A., 9, 10 Lasseter, John, 449, 450 Lauren, Ralph, 147 Lawrence, Jasmine, 400 Ledbetter, Lilly, 211 Lee, Thea, 454 Leonardelli, Geoffrey, 277 Levinson, Sara, 245 Lewin, Kurt, 196, 197 Lewis, John L., 453–454 Li To-ming, 384 Locke, Edwin, 306 Losey, Michael R., 365 Lowe, Challis M., 286 Lucas, George, 449 Ludlow, Richard, 400 M Mackey, John, 417 Madoff, Bernard, 17 Marchionne, Sergio, 165 Mark, Reuben, 18 Marrs, Rebecca, 460 Marsh, Kristina, 207 Martin, Stephen, 265 Martinez, Angel, 195 Maslow, Abraham, 34–35, 296, 297 Mastroangelo, Andrew, 432 Mayo, Elton, 33 McAlinden, Sean, 456 McCartney, Heather, 399, 400 McClelland, David, 297–298 McDonald, Robert A., 12 McDowell, Mary, 266 McGregor, Douglas, 35–36, 122 McKinstry, Nancy, 268 McNabb, Donovan, 429 Meany, George, 454 Meisinger, Susan, 209 Merlino, Nell, 399, 400, 404 Michels, Paul, 164, 342 Milchionda, Gabrielle, 59 Mill, John Stuart, 51 Minoura, Teruyuki, 455–456 Mintzberg, Henry, 9, 11, 14, 158 Moayyad, Shirin, 381 Monroe, Lorraine, 234, 247 Mouton, Jane, 236 Mulally, Alan, 171 Mulcahy, Anne, 12 Mundie, Craig, 191 Murdoch, Rupert, 443 Murphy, Kathleen, 98–99 NI-2 Name Index Murray, Philip, 453–454 Myers, Colleen, 421 N Nalebuff, Barry J., 141 Nelson, Candace, 459, 460 Nelson, Charles, 459, 460 Newman, Ryan, 316, 452 Nixon-Gardiner, Bonnie, 390 Nooyi, Indra, 83 Norton, David P., 129–130 Novak, David, 309 Nueno, José Luis, 420 O Obama, Barack, 78, 211 Ohmae, Kenichi, 16 Olivan, Javier, 443 O’Reilly, Charles, 19 Ortega Gaona, Amancio, 420 Osterman, Paul, 17 Ouellette, Lynne, 294 P Pachter, Michael, 431 Parker, Mark, 436 Patel, Dilip, 419 Perchick, Wendy, 180 Perez, Bill, 436 Peters, Tom, 21, 43 Peugot, Roger, 406 Pfeiffer, Jeffrey, 19, 43, 208 Piette, Daniel, 419 Platt, Lewis, 99 Porter, Michael, 146–148, 150 Presley, Elvis, 105 Q Quimby, Roxanne, 422 R Ransler, Chip, 404 Ratner, Jeff, 442 Rauch, Doug, 417 Reichl, Ruth, 459 Replogle, John, 422 Reuther, Walter, 454 Reyes, Ricardo, 371 Rice, Christine, 360 Roddick, Anita, 400–401 Rodgers, T J., 108 Rokeach, Milton, 51 Rosener, Judith, 19 Rosette, Ashleigh Shelby, 277 Rossberg, Kirl, 460 Roussos, George, 408 Rust, Ed, 14 S Salbi, Zainab, 410 Sandberg, Sheryl, 208–209, 443 Sanderson, Catherine, 342 Sanford, Linda, 118 Santiago, Anita, 398, 400 Sardone, Deborah, 404 Sarkozy, Nicolas, 384 Schacht, Henry, 116 Schackart, Ralph, 449, 450 Schein, Edgar, 333 Schiavo, Beth, 207 Schiller, Vivian, 340, 341, 342–343 Schmidt, Eric, 193 Schultz, Howard, 433 Schwartz, Barry, 416 Scott, David Meerman, 424 Sculley, John, 438 Seator, Laine, 300 Segura, David, 360 Sehgal, Vikas, 359 Selanikio, Joel, 404 Senge, Peter, 42 Sevush, Jeremy, 332 Seymour, Ruth, 341 Shaich, Ron, 447–448 Shannon, Christopher T., 427–428 Shavitz, Burt, 422 Siddall, Robert, 252, 253 Sinha, Manoj, 404 Smith, Adam, 28 Smith, Alvy Ray, 439, 449, 450 Solca, Luca, 420 Somers, Julie, 448 Spaulding, Jesse, 363 Spencer, Rod, 406 Spielberg, Steven, 449, 450 Spindler, Michael, 438 Stalker, George, 173 Stern, Andy, 454 Stoffel, Greg, 460 Stone, Biz, 256 Stringer, Howard, 192 Sullenberger, Chesley, 75–76 Sullivan, Todd, 458 Sutton, Robert, 43 Swasey, Steve, 440 Sweeney, John J., 454 Szaky, Tom, 199 T Taiichi, Ohno, 455 Tata, Ratan, 358 Tator, Robin, 199 Taylor, Frederick, 28–29 Taylor, Jeff, 72 Teerlink, Richard, 457 Thain, John, 78, 304 Thomas, David (Harvard), 361 Thomas, David (Wendy’s), 401 Thomas, R Roosevelt, 19, 360, 364–365 Thompson, Don, 102 Tindell, Kip, Tutu, Desmond, 50 U Ury, William, 350 V Vaghefi, M Reza, 455 Vasella, Daniel, 98 Vlchare, Ashok, 359 Vroom, Victor, 241–242, 304, 306 W Wada, Yoshihiro, 259 Walton, Sam, 257 JWCL198_ni_NI1-NI3.indd Page 11/4/09 1:57:29 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Waterman, Robert, 43 Weber, Max, 28, 29–30, 41, 173 Welch, Jack, 97, 196, 199, 247 Wexner, Leslie, 378, 379 Whitman, Meg, 182 Williams, Evan, 256 Winfrey, Oprah, 94–95, 275 Wolf, Charles, 439 Wolpert, John, 332 Wood, Beth, 408 Wood, John, 65 Wooden, John, 235 Woods, Tiger, 105, 429 Wozniak, Steve, 438 Wright, Ryan, 63 X Xerox, 361 Y Yang, Jerry, 371 Youn, Andrew, 189, 190 Yunus, Muhammad, 48–49 Z Zhang Ruimin, 393 Ziemer, Jim, 458 Zuckerberg, Mark, 442–443 Name Index NI-3 JWCL198_si_SI1-SI7.indd Page 11/4/09 1:59:30 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Subject Index 360 degree feedback, 218 A Absenteeism, 287 Accommodation, 345–346 Accountability, 5–6 Achievement, need for, 298 Active listening, 264 Affiliation, need for, 298 Affirmative action, 210, 364 After-action review, 116 Age bias, 210 Age Discrimination in Employment Act, 209, 210 Agenda setting, 11 Agreeableness, as Big Five personality trait, 281 Americans with Disabilities Act, 209, 210 Amoral managers, 60 Anchoring and adjustment heuristic, 87–88 Angel investors, 411 Antitrust laws, 384 Approach-approach conflicts, 344 Approach-avoidance conflicts, 344 Arbitration, 353 Area structures See Geographical structures Assertiveness, as project GLOBE dimension, 372, 373 Assessment centers, 215 Asset management, 129 Attitudes, 286 Attribution, 278 Authoritarianism, 282 Authority decisions, 241, 242 Autocratic leadership style, 236 Automakers, U.S., 171, 225, 383, 455–456 See also Ford Motor Co and General Motors in Organizations Index Availability heuristic, 87 Avoidance, 345 Avoidance-avoidance conflicts, 344 B B2B business strategies, 142 B2C business strategies, 142 Baby boomers, 267, 362 Backup plans, 105–106 Balanced scorecard, 129–130 Bankruptcy, 140 Bargaining zone, 351 BCG Matrix, 149 Behavioral decision model, 82 Behavioral management, 32–36 Behaviorally anchored rating scale (BARS), 217 Benchmarking, 106 Best practices, 106 Biculturalism, 364 Big Mac index, 387 Blackberry device, 188 Blake and Mouton leadership grid, 236 SI-1 Subject Index Bloggers encouraging, as advertising strategy, 191 in workplace, 266, 342 Board of directors attention to ethical issues, 18 defined, at Hewlett-Packard, 5–6 need for stronger corporate governance, 65–66 when CEO same person as Chairman of the Board, 159 Board of trustees, Bona fide occupational qualifications, 209 Bonus pay, 222 Brainstorming, 334 Breakeven analysis, 128–129 Breakeven point, 128–129 Bribery, 389 Brickhouse, 192 Budgets, 103 Bureaucracy, 29, 30, 173 Bureaucratic controls, 122 Burnout, job, 284 Business model innovation, 188 Business plans, 409 Business strategies, 139 Business-to-business (B2B) strategies, 142 Business-to-consumer (B2C) strategies, 142 Buy America, 384 C Capital, as reason for businesses to go international, 381 Career development, 218–219 Career placement, 72–73 Career planning, 219 Centralization, 172 Centralized communication networks, 330 CEOs (chief executive officers) as chief strategists, 150 executive pay issue, 78 place in organizational structure, 4, relationship to board of directors, 65, 66 role filled by same person as Chairman of the Board, 159 statistics on women as, 304 Certain environments, defined, 77 Change leaders alternative change strategies, 198–200 defined, 195 and resistance to change, 200 responsibilities in planned change, 196–198 Changing phase of planned change, 197 Channel richness, 259–260 Chapter 11 bankruptcy, 140 Charismatic leaders, 244 Child labor, 389 Chimneys See Functional chimneys problem China counterfeit brand issue, 383 Haier Group, 368 on Hofstede’s scale of national culture dimensions, 370 intellectual property issues, 384 Internet censorship, 371 joint ventures with U.S automakers, 383 motorcycle market, 458 and sustainable development issue, 390 Civil Rights Act of 1964, 209 Civil Rights Act of 1991, 209 Clan controls, 123 Classical decision model, 81 Classical view of CSR, 64 Coaching, 216 Codes of ethics, 60 Coercive power, 233 Cognitive dissonance, 286 Cognitive styles, 76 Cohesiveness, 328 Cola war, 106 Collaboration, 346 Collective bargaining, 224 Collectivism See Individualism-collectivism Commercializing innovation, 190–191 Committees, 320 Communication appropriate use of technology, 267–268 centralized networks, 330 channel choices, 259–260 cross-cultural, 268–269, 367, 368 decentralized networks, 329–330 defined, 254–255 effective, 255–256 efficient, 256 impact of perception on, 276 improving in workplace, 264–269 key elements in process, 255 major barriers, 259–262 as “must have” managerial skill, 14 nonverbal, 261 open channels for, 265–266 persuasive, 257 physical distractions, 261 quality of writing and speaking, 260 quick skill check, 254 restricted networks, 330 status differences, 262 tips for presentations, 260 Communication channels, 259 Comparable worth, 211 Compensation plans, 222–223 Competition, 346 Competitive advantage, 138, 360–361 Competitive strategies, 147–148 Competitors, strategic alliances with, 141–142 Compressed workweek, 174 Compromise, 346 Computer conferencing, 266 Concentration, 139 Conceptual skills, 13 Concurrent controls, 121 Confirmation errors, 88 JWCL198_si_SI1-SI7.indd Page 11/4/09 1:59:31 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Conflict resolution, 346 Conflicts approach-approach, 344 approach-avoidance, 344 avoidance-avoidance, 344 defined, 342 functional vs dysfunctional, 343–344 intergroup, 344–345 interorganizational, 344–345 interpersonal, 344, 345–346 lose-lose, 346 management styles in handling, 345–346 organizational sources, 344–345 resource-driven, 346 role of UN Secretary General, 352 structural approaches to handling, 346–347 substantive vs emotional, 342–343 types, 344–345 win-lose, 346 win-win, 346 Conscientiousness, as Big Five personality trait, 281 Consensus, 333 Constructive feedback, giving, 265 Constructive stress, 284 Consultative decisions, 241, 242 Contingency leadership perspective, 238 Contingency planning, 106 Contingency thinking, 41 Continuous improvement, 42, 126 Control charts, 126 Control equation, 118–119 Controlling defined, 10, 116 in global corporations, 391 integrating with planning, 123–124 as one of four functions of management, 10, 96, 98, 116–117 steps in process, 117–119 types of controls, 121–124 Co-opetition, 141 Core competencies, 146 Core culture, 184–185 Core values, 184–185 Corporate governance defined, 18, 65 and ethical issues, 18 need for strengthening, 65–66 when CEO same person as Chairman of the Board, 159 Corporate greens, 63 Corporate social responsibility arguments for and against, 63–64 classival view vs socioeconomic view, 63–64 defined, 62 examples, 63 and social businesses, 64–65 Corporate strategy, 138–139 Corporations, defined, 410 See also Global corporations Corruption, 389 Cost cutting, 150 Cost leadership strategies, 147 Cost-benefit analysis, 81 CPM/PERT, 127–128 Creativity, 85–86 Credible communication, 257 Crisis, 89 Critical path, 128 Critical thinking, as “must have” managerial skill, 14 Critical-incident technique, 218 Cross-cultural communication, 268–269, 367, 368 Cross-functional teams, 167, 320 Cultural comfort, premature, 352–353 Cultural etiquette, 269 Cultural intelligence, 368, 393 Cultural relativism, 53 Culture clusters, 371–373 Culture shock, 367, 368 Cultures See also Organizational cultures Hofstede’s five dimensions of national value differences, 369–371 project GLOBE clusters, 371–373 silent languages in, 369 Cupcakes, 459–460 Currency risk, 391 Customer structures, 165–166 Customers as reason for businesses to go international, 381 treating employees as, 230–231 D Debt financing, 410 Decentralization, 172 Decentralized communication networks, 329–330 Decision making See also Problem solving by authority rule, 333 behavioral model, 82 causes of errors, 87–88 classical model, 81 by consensus, 333 creativity in, 85–86 in crisis, 89 defined, 333 in groups, 87 groupthink problem, 333–334 increasing team creativity, 334 leader’s choice of method, 241–242 by majority rule, 333 by minority rule, 333 need for ethical reasoning, 83 steps in process, 80–83 team methods, 333 types of environments for, 76–77 by unanimity, 333 Decision-making process identifying problem, 80–81 defining problem, 80–81 evaluating alternative courses of action, 81 deciding on preferred course of action, 81–82 implementing decisions, 82 evaluating results, 82–83 Ajax case, 80–83 defined, 80 steps in, 80–83 Decisions, defined, 78 Deficit principle, 34 Delegation, 172 Democratic leadership style, 236 Departmentalization, 163 Departments, as teams, 319 Destructive stress, 284 Differentiation strategies, 147 Disabilities See Americans with Disabilities Act Discrimination, 19, 209, 210–211, 363–364 Disruptive behaviors, 329 Distributive justice, 52 Distributive negotiation, 350 Diversification, 139, 140 Diversity among global cultures, 367–373 business case for, 360–361 defined, 18–19, 360, 361 as potential competitive advantage, 360–361 uneven distribution, 363–364 valuing, 364, 365 Divestiture, 140 Division of labor, 159 Divisional structures, 164–165 Divisions, as teams, 319 Downsizing, 140 Dysfunctional conflicts, 343–344 E EBM See Evidence-based management (EBM) E-business strategies, 142 Ecological fallacy, 371 Economic crisis of 2008 corporate governance issue, 65–66 effect on informal organizational structures, 161 employer cost-cutting strategies, 150 maintaining strategic control, 150 as planning opportunity, 105 Economic development, as reason for businesses to go international, 381 Economic order quantity, 128 Effective communication, 255–256 Effective managers, Effective negotiation, 349–350 Effective teams, 324 Efficient communication, 256 EI See Emotional intelligence Electronic grapevine, 267 Electronic meetings, 321 E-mail, 267, 268 Emotional conflicts, 342 Emotional intelligence defined, 13, 244, 288–289 as leadership trait, 244–245 and self-management, 21 Emotional stability, as Big Five personality trait, 281 Emotions, defined, 288 Employee assistance programs, 223 Employee engagement, 286–287 Employee involvement teams, 320 Employees alternative work schedules, 174–175 bloggers in workplace, 342 informal talk of job loss, 161 maintaining open communication channels with, 265–266 morale, ranked by country, 367 role of human resource management, 208–209 roles in innovative organizations, 193 satisfaction and retention survey, 33 stock options, 223 training, 216 treating as important customers, 230–231 Subject Index SI-2 JWCL198_si_SI1-SI7.indd Page 11/4/09 1:59:31 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Employment discrimination, 19, 209, 210–211, 363–364 Empowerment, 172, 247 Entrepreneurs See also Small businesses common myths, 400 defined, 400 necessity-based, 403 personal characteristics, 401–403 as risk-takers, 400, 402 social, 404 women and minorities as, 398–399, 403 Entrepreneurship defined, 400 Hispanic Entrepreneur of the Year, 360 social, 65 women in, 398–399, 403 Environment green economy, 63, 141 green innovation, 189 greenhouse-gas emissions, 88 Equal employment opportunity (EEO), 209–210 Equal Employment Opportunity Commission (EEOC), 210 Equal Pay Act of 1963, 209, 211 Equity financing, 410–411 Equity theory of motivation, 303–304 ERG theory, 296–297 Escalating commitments, 88 Esteem, as need, 34, 35 Ethical behavior cultural context, 53 defined, 50 individualism view, 52 in international business, 53–54 justice view, 52 managers as positive role models, 59–60 and moral leadership, 246 moral reasoning approaches, 51–53 moral rights view, 52 role of ethics training, 58 utilitarian view, 51–52 as values driven, 50–51 Ethical dilemmas “bad boss” behaviors, 54–55 defined, 54 spotlight questions, 58 tips for dealing with, 58 in the workplace, 54–55 Ethical frameworks, 57 Ethical imperialism, 53 Ethical leadership, 246 Ethics See also Corporate social responsibility; Ethical behavior and corporate governance, 18 in decision making, 83 defined, 17, 50 failures, 17–18 formal codes, 60 maintaining high standards in organizations, 57–60 in negotiation, 351–352 protecting whistleblowers, 59 rationalizing unethical behaviors, 55 workplace dilemmas, 54–55 Ethics training, 58 Ethnic subcultures, 362 Ethnocentrism, 268–269, 362, 368 Etiquette, cultural, 269 SI-3 Subject Index Evidence-based management (EBM), 43 Existence needs, 297, 298 Expatriate workers, 392 Expectancy, defined, 304 Expectancy theory, 304–306 Expert power, 234 Exporting, 382 External controls, 122 Extinction, 309 Extroversion, as Big Five personality trait, 281 F Facilities plans, 102 Family and Medical Leave Act, 211 Family business feuds, 407 Family businesses, 407–408 Family-friendly benefits, 223 Feedback, in communication, 265 Feedback controls, 121–122 Feedforward controls, 121 Female leaders, 245–246 See also Women, in workplace Fiedler contingency model, 238–239 The Fifth Discipline (Senge), 42 Filtering, 262 Financial budgets, 103 Financial plans, 102 Financial ratios, 129 First-line managers, First-mover advantage, 400 Fixed budgets, 103 “Fixed pie,” 352 Flexible benefits, 223 Flexible budgets, 103 Flexible working hours, 175 Flextime, 175 Focused cost leadership strategy, 147 Focused differentiation strategy, 147 Force-coercion change strategy, 198–199 Forecasting, 105 Foreign Corrupt Practices Act, 389 Foreign exchange rates, 391 Foreign subsidiaries, 383 Formal structures, 159 Formal teams, 319 Framing errors, 88 Franchising, 383 Free-agent economy, 20 Friendship groups, 320 Fringe benefits, 223 Functional chimneys problem, 164 Functional conflicts, 343 Functional plans, 102 Functional siloes problem, 164 Functional strategies, 139 Functional structures, 163–164 Fundamental attribution error, 278 Future orientation, as project GLOBE dimension, 372–373 G Gain sharing, 222 Gantt charts, 38, 127 Gender See also Women, in workplace egalitarianism as project GLOBE dimension, 372 and international job stereotype, 277 and leadership differences, 245–246 organizational subculture differences, 362 Gender similarities hypothesis, 245 General partnerships, 409–410 Generational subcultures, 362 See also Baby boomers; Millennials Geographical structures, 165 Glass ceiling, 18, 363 Global area structure, 391, 392 Global corporations compared with international businesses, 387 as controversial, 387–388 defined, 387 ethical challenges, 388–389 leadership challenges, 393 organizing in, 391–392 planning and controlling in, 391 staffing international operations, 392 and sustainable development issue, 390 Global economy, 380 Global managers, 393 Global outsourcing, 16 Global product structure, 391, 392 Global recession, 16–17 Global sourcing as common form of international business, 382 defined, 382 Limited Brands example, 378–379 Global strategic alliances, 383 Globalization defined, 16, 380 gap between large multinationals and everyone else, 388 impact on international businesses, 380–385 Limited Brands example, 378–379 Globalization strategy, 140–141 Goal setting, 108, 306 Good to Great (Collins), 43 Governance, 5, 17–18 See also Corporate governance Graphic rating scale, 217 Green economy, 63, 141 Green innovation, 189 Greenfield ventures, 383 Greenhouse-gas emissions, 88 Group decisions, 87, 241, 242 Group dynamics, 326 Group meetings, 266 Groups See Teams Groupthink, 333, 334 Growth needs, 297 Growth strategies, 139 H Halo effect, 277 Hawthorne effect, 34 Hersey-Blanchard situational leadership model, 239–240 Heuristics anchoring and adjustment, 87–88 availability, 87 representativeness, 87 Hierarchy of needs, 34–35, 296, 297 Hierarchy of objectives, 98 High-context cultures, 369 Higher-order needs, 296, 297, 298 High-performance organizations, 43 Human capital, 208–209 Human relations leadership style, 236 JWCL198_si_SI1-SI7.indd Page 11/4/09 1:59:31 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Human resource management (HRM) career development task, 218–219 compensation plans, 222–223 current issues, 221–225 defined, 208 employee training task, 216 fringe benefits, 223 legal context, 209–212 new employee orientation task, 215–216 performance appraisal task, 217–218 planning task, 102, 214 purpose, 208–209 recruitment and selection task, 214–215 strategic aspect, 209 Human resource planning, 102, 214 Human skills, 13 Humane orientation, as project GLOBE dimension, 372, 373 Hygiene factors, 299 I Immoral managers, 60 Importing, 382 Impression management, 278–279 Improvement objectives, 124 In Search of Excellence (Peters and Waterman), 43 Inclusivity, 361 Incremental change, 196 Independent contractors, 212 India on Hofstede’s scale of national culture dimensions, 370 Husk Power Systems, 404 Nano automobile, 188, 358–359 Individualism view of ethical behavior, 52 Individualism-collectivism, 370–371, 373 Industrial Revolution, 28 Industry attractiveness model, 146–148 Informal groups, 320 Informal structures, 159–161 Information competency, 74 Information technology (IT), and virtual organizations, 169 In-group collectivism, as project GLOBE dimension, 372, 373 Initial public offerings (IPOs), 411 Innovation business model, 188 commercializing, 190–191 defined, 188 organizational support for, 188–193 process, 188 product, 188 staffing roles, 193 Input standards, 118 Insourcing, 380 Institutional collectivism, as project GLOBE dimension, 372, 373 Instrumental values, 51 Instrumentality, 304, 305 Integrative negotiation, 350–351 Integrity, 246 Intellectual capital, 19–20 Intellectual property, 384 Interactional justice, 52 Interactive leadership style, 245–246 Interest groups, 320 Intergroup conflicts, 344–345 Kindle e-book reader, 188, 193, 424, 425 Knowledge management, 42 Knowledge workers, 20, 74 Laissez-faire leadership style, 236 Law of effect, 308 Leader-member exchange (LMX) theory, 241 Leaders See Change leaders Leadership approaches to diversity, 364–365 Blake and Mouton grid, 236 challenges in global corporations, 393 contingency theories, 238–242 defined, 232 developmental issues, 244–247 and emotional intelligence, 244–245 ethical, 246 Fiedler’s LPC scale, 238 follower-centered, 247 Hersey-Blanchard situational model, 239–240 House’s path-goal theory, 240 interactive style, 245–246 leader-member exchange (LMX) theory, 241 moral, 246 as “must have” managerial skill, 14 and organizational change, 195–200 role of personal power, 234 role of position power, 233–234 styles, 235–236 substitutes for, 240 traits, 235 transactional vs transformational, 244 and transformational vs incremental change, 195–196 universal facilitators of success, 393 universal inhibitors of success, 393 Leadership styles in Blake and Mouton grid, 236 defined, 235–236 in Fiedler’s contingency model, 238–239 in Hersey-Blanchard situational model, 239–240 House’s path-goal theory, 240 in leader-member exchange (LMX) theory, 241 Leading, as one of four functions of management, 10, 96, 232 Learning organizations, 42–43 Least-preferred co-worker scale (LPC), 238 Legitimate power, 233–234 Leverage, 129 Licensing, 382–383 Lifelong learning, 14 Limited liability corporations (LLCs), 410 Limited partnerships, 410 Liquidation, 140 Liquidity, 129 Listening, active, 264 LMX (leader-member exchange) theory, 241 Locus of control, 282 Long-range plans, 101 Lose-lose conflicts, 346 Low-context cultures, 369 Lower-order needs, 296, 297, 299 L M Labor, as reason for businesses to go international, 381 See also Employees Labor contracts, 224 Labor unions, 223–224, 225, 253, 454 Labor-management relations, 224–225 Lack-of-participation error, 82 Machiavellianism, 283 Maintenance activities, 329 Management evidence-based, 43 value-based, 185–186 Management by exception, 119 Internal controls, 122 International businesses See also Global corporations common forms, 382–383 compared with global corporations, 387 and culture shock, 367 defined, 381 ethical challenges, 388–389 impact of globalization, 380, 381, 382–385 joint ventures, 383 legal and political complexities, 384–385 Internet See also Amazon.com; Facebook; Google; Monster.com and Twitter in Organizations Index blogging, 191, 266, 342 Chinese censorship, 371 e-business strategic use, 142 impact on small business, 406 impact on workplace communication, 267–268 shortening of planning horizons, 100 Interorganizational conflicts, 344–345 Interpersonal communication See Communication Interpersonal conflicts, 344, 345–346 Intrapersonal conflicts, 344 Intrapreneurs, 401 Intuitive feelers, 76 Intuitive thinking, 75, 76 Inventory control, 128 IPhone, 86, 188, 438 ISO (International Standards Organization) certification, 42, 126 J Japan attitudes toward gender, 371 on Hofstede’s scale of national culture dimensions, 370 proxemics, 369 JIT See Just-in-time (JIT) scheduling Job burnout, 284 Job content, 298 Job context, 299 Job design, 299–300, 301 Job discrimination, 19, 209, 210–211, 363–364 Job dissatisfaction, 299 Job enrichment, 300, 321–322 Job migration, 16–17 Job placement, 72–73 Job satisfaction, 286–288, 298, 299 Job sharing, 175 Job swapping, 191 Joint ventures, 383 Justice view of ethical behavior, 52 Just-in-time (JIT) scheduling, 128 K Subject Index SI-4 JWCL198_si_SI1-SI7.indd Page 11/4/09 1:59:32 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Management by objectives See Managing by objectives Management by wandering around (MBWA), 265 Management process, 9–10, 11 Management science, 38 Managers accountability, 5–6 agenda setting, 11 as decision makers, 74–78 decisional roles, 11 defined, and delegation, 172 effective, essential skills, 12–13 as ethical role models, 59–60 expectations of, 6–7 first-line, foundations for effective leadership, 232–236 global, need for, 393 informational roles, 11 interpersonal roles, 11 leading organizational change process, 195–200 learning from experience, 13–14 maintaining open communication channels with employees, 265–266 middle, 4–5 Mintzberg’s view of roles, 11 “must have” skills list, 14 as problem solvers, 74–78 role in upside-down pyramid, sources of power, 233–234 top, types and levels, 4–5 what they do, 8–15 Managing by objectives (MBO), 123–124, 306 Managing diversity, 364–365, 365 Market controls, 123 Marketing plans, 102 Masculinity-femininity, 371, 372 Matrix structures, 166–167 MBO See Managing by objectives (MBO) MBWA (management by wandering around), 265 Means-ends chain, 98 Mechanistic design, 173 Mediation, 353 Meetings electronic, 321 group, 266 online, 321 unproductive, 320 Membership composition, 325 Mentoring, 216 Merit pay, 222 Micro-finance, 404, 410 Middle managers defined, essential skills, 13 examples, Osterman’s views, 17 Millennials, 262, 267, 362 Mining industry, and sustainable development, 390 Minorities, 363–364 See also Diversity Minority-owned businesses, 403 Mission, 144–145 SI-5 Subject Index Mixed messages, 261 Monochronic cultures, 369 Mood contagion, 289 Moods, 289 Moral development, Kohlberg’s three stages, 57–58 Moral managers, 60 Moral rights view of ethical behavior, 52 Most favored nation status, 385 Motivation Alderfer’s ERG theory, 296–297 core characteristics model, 299–300 deficit principle, 296 defined, 296 equity theory, 303–304 expectancy theory, 304–306 goal-setting theory, 306 Herzberg’s two-factor theory, 298–299 hygiene factors, 299 and job design, 299–300, 301 Maslow’s hierarchy of needs, 296, 297 McClelland’s acquired needs, 297–298 progression principle, 296 role of reinforcement, 308–310 satisfier factors, 298–299 Multicultural organizations, 361 Multinational corporations (MNCs), 381, 387, 388, 392 See also Global corporations Multinational organizations, 387 Multi-person comparisons, 218 Myers-Briggs Type Indicator, 281–282 Myth of the “fixed pie,” 352 N Nano (automobile), 188, 358–359 National cultures, Hofstede’s five dimensions of value differences, 369–371 National subcultures, 362 Necessity-based entrepreneurs, 403 Need for achievement, 298 Need for affiliation, 298 Need for power, 298 Needs, Maslow’s hierarchy, 34–35, 296 Negative reinforcement, 308 Negotiation bargaining zone, 351 common pitfalls, 352–353 defined, 349 distributive vs integrative, 350 effective, 349–350 ethics in, 351–352 over salaries, 349 between parties from different cultures, 352–353 role of UN Secretary General, 352 third-party, 353 Network structures, 168–169 Networks, 12, 329–330 See also Social networking Noise, in communication, 259 Nominal group technique, 334 Non-monetary budgets, 103 Nonprofit organizations, Nonprogrammed decisions, 78 Nonverbal communication, 261 Norms, 328 O Objectives defined, 96 defining, 96–97 hierarchy, 98 improvement, 124 managing by, 123–124, 306 as means-ends chain, 98 operating, 145 personal development, 124 writing, 124 Observable culture, 183 Occupational Health and Safety Act, 209 Occupational qualifications, 209–210 Occupational subcultures, 362 Office romances, 103 Office spaces, designing to encourage communication, 266–267 Online meetings, 321 Open systems, 39–40 Openness to experience, as Big Five personality trait, 281 Operant conditioning, 308 Operating budgets, 103 Operating objectives, 145 Operational plans, 101 Operations management, 39 Operations research, 38 Opportunities See SWOT analysis Optimizing decisions, 81 Organic designs, 173 Organization charts, 159 Organization structures customer, 165–166 decentralized, 172 defined, 159 designing, 171–175 divisional, 164–165 formal vs informal, 159–160 functional, 163–164 geographic, 165 matrix, 166–167 network, 168–169 product, 165 support for innovation, 192 team, 167–168 types, 163–169 Organizational citizenship behaviors, 286 Organizational cultures defined, 182 impact on performance, 182–183 inclusive, 361 observable, 183–184 subcultures as challenge, 361–362 support for diversity, 361 support for innovation, 192 tips on understanding, 183 Organizational design, 171 Organizational subcultures, 361–362 Organizations See also Organization structures high-performance, 43 innovative, 188–193 leadership of change process, 195–200 mechanistic vs organic designs, 173–174 as networks of subsystems, 40 as open systems, 39–40 phases of planned change, 196–198 social network analysis, 160 stakeholders, 62 transformational vs incremental change, 195–196 JWCL198_si_SI1-SI7.indd Page 11/4/09 1:59:32 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Organizing defined, 9, 10, 158 in global corporations, 391–392 as one of four functions of management, 9, 10, 96, 158 Orientation, 215 Output standards, 117 Outsourcing, 16, 141, 168–169, 381 P Participatory planning, 107 Partnerships, 409–410 Path-goal theory, 240 Perceived negative inequity, 303 Perceived positive inequity, 303 Perceptions as cause of attribution errors, 278 defined, 276 influence on individual behavior, 276–279 and racial bias, 277 selective, 277 Performance appraisal critical-incident technique, 218 defined, 217 rating scales, 217 Performance objectives See Objectives Performance opportunities, 74–75 Performance orientation, as project GLOBE dimension, 372, 373 Performance threats, 74 Permatemps, 212 Personal development objectives, 124 Personal integrity, 246 Personal power, 298 Personal wellness, 284 Personality Big Five traits, 281 defined, 281 and Myers-Briggs Type Indicator, 281–282 traits that influence work behavior, 281–283 Persuasion See Rational persuasion change strategy Persuasive communication, 257 Physiological needs, 34, 35 Pit crews, 316–317, 325 Planned change, 196–198, 199 Planning contingency, 105–106 defined, 9, 10, 96 forecasting for, 105 in global corporations, 391 impact on performance, 97–99 integrating with controlling, 123–124 as one of four functions of management, 9, 10, 96 participatory, 107 role of staff planners, 107 scenario, 106 steps in process, 96–97 Plans budgets as, 103 defined, 97 functional, 102 and goal setting, 108 long-range, 101 operational, 101 policies and procedures as, 102–103 short-range, 101 strategic, 101 tactical, 101 types, 101–102 Policies, 102 Political risk, 391 Political-risk analysis, 391 Polychronic cultures, 369 Portfolio planning, 148–149 Positive reinforcement, 308 Post-It Notes, 190 Power defined, 233 need for, 298 personal, 234 personal vs social, 298 position, 233–234 Power distance, 370, 372 Pregnancy discrimination, 212 Pregnancy Discrimination Act, 209, 211 Prejudice, 19 Presentations, tips for making, 260 Problem solving See also Decision making defined, 73 performance opportunities, 74–75 performance threats, 74 programmed vs nonprogrammed decisions, 78 Procedural justice, 52 Procedures, 102–103 Process innovation, 188 Product innovation, 188 Product structures, 165 Production plans, 102 Professionalism, as “must have” managerial skill, 14 Profit sharing, 222 Profitability, 129 Profits, as reason for businesses to go international, 381 Programmed decisions, 78 Progression principle, 34 Project GLOBE (Global Leadership and Organizational Behavior Effectiveness), 371–372 Project management, 127–128 Project teams, 320 Projection, 277 Projects, 127 Protectionism, 384, 385 Proxemics, 267, 369 Punishment, 309, 310 Q Quality circles, 320 Quality control, 126–127 Quality of work life (QWL), QWL See Quality of work life (QWL) R Racial subcultures, 362 Rating scales, for performance appraisal, 217 Rational persuasion change strategy, 199 Rationalization, 55 Realistic job previews, 215 Reality team building, 332 Recession, 16–17 Recruitment, 214 Referent power, 234 Refreezing phase of planned change, 197–198 Reinforcement continuous schedule, 310 intermittent schedule, 310 positive vs negative, 308–310 Relatedness needs, 297 Relationship goals, 349 Reliability, in employment tests, 215 Representativeness heuristic, 87 Restricted communication networks, 330 Retrenchment strategies, 140 Reverse discrimination, 210 Reverse mentoring, 216 Reward power, 233 Risk, as reason for businesses to go international, 381 Risk environments, 77 Roman Empire, 28 Rules See Procedures S Safety needs, 34, 35 Salaries, negotiating, 349 Sarbanes-Oxley Act, 65 Satisficing decisions, 82 Satisfier factors, 298, 299 Scenario planning, 106 Scientific management, 28–29 Selection, 214 Selective perception, 277 Self-actualization, as need, 34, 35, 296 Self-fulfilling prophecies, 35–36 Self-management, 14, 21 Self-managing teams, 321–322 Self-monitoring, 283 Self-serving bias, 278 Sensation feelers, 76 Sensation thinkers, 76 Servant leadership, 247 Sexual harassment, 363–364 Shamrock organizations, 20 Shaping, 309–310 Shared power change strategy, 199–200 Short-range plans, 101 Silent languages, 369 Siloes See Functional siloes problem Situational leadership model, 239–240 Six Signs, 127 Skunkworks, 192 Small businesses defined, 406 failure rate, 408 family-owned, 407–408 life cycle stages, 406–407 need for sound business plan, 409 reasons for failure, 408 types of ownership, 409–410 ways to finance, 410–411 Social businesses, 49, 64 Social entrepreneurs, 404 Social entrepreneurship, 65, 189–190 Social loafing, 319 Social needs, 34, 35 Social network analysis, 160 Social networking, 265–266, 267, 268 See also Facebook in Organizations Index Social power, 298 Social responsibility See Corporate social responsibility Socialization, 183, 215 Subject Index SI-6 JWCL198_si_SI1-SI7.indd Page 11/4/09 1:59:32 AM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Socioeconomic view of CSR, 64 Sole proprietorships, 409 Span of control, 171 Spirituality, workplace, 185 Spotlight questions, 58, 83 Staff planners, 107 Stakeholders, 62 Standard operating procedures (SOPs), 102–103 Stereotypes, 276 Stock options, 223 Strategic alliances, 141, 168–169 Strategic control, 150 Strategic human resource management, 209 Strategic intent, 138 Strategic leadership, 150 Strategic management defined, 144 portfolio planning, 148–149 steps in process, 144–146 SWOT analysis, 145–146 Strategic plans, 101 Strategies cooperative, 141–142 defined, 138 for e-business, 142 formulating and implementing, 144–150 functional, 139 global, 140–141 growth, 139 for retrenchment, 140 types, 138–142 Strategy formulation, 144 Strategy implementation, 144 Strengths See SWOT analysis Stress consequences, 283–284 constructive, 284 defined, 283 destructive, 284 Stretch goals, 97 Strong cultures, 182 Subcultures, organizational, 361–362 Substance goals, 349 Substantive conflicts, 342 Substitutes for leadership, 240 Subsystems, 40 Succession plans, for family businesses, 408 Succession problem, in family businesses, 407–408 Supplier alliances, 141 Suppliers, as reason for businesses to go international, 381 Support groups, 320 Sustainable development, 390 Sweatshops, 389, 390 SWOT analysis, defined, 145–146 Symbolic leaders, 186 Synergy, 318 Systematic thinking, 75 T Tactical plans, 101 Take Our Daughters to Work Day, 399 Tariffs, 385 TARP (Troubled Asset Relief Program), 78 Task activities, 329 Task forces, 320 See also Teams TAT (Thematic Apperception Test), 297–298 SI-7 Subject Index Team building, 332–333 Team process, 326 Team structures, 167 Teams assessing process maturity, 327 benefits for organizations, 318 cohesiveness, 328, 329 creating and leading, 332–334 cross-functional, 167, 320 decision-making methods, 333 defined, 318 distributed leadership, 329 diversity factor, 326 effect of communication networks on performance, 329–330 effect of task and maintenance roles on performance, 329 effective, 324–330 formal, 318–319 free-riding by some members, 319 and group norms, 328, 329 high-performance characteristics, 332–334 impact of disruptive behaviors, 329 increasing decision-making creativity, 334 life cycle, 326–328 manager’s role, 319–320 measuring effectiveness, 324 membership composition, 325 organizational support, 325–326 organizations as networks of, 319–320 performance problems, 318–319 self-managing, 321–322 size considerations, 326 stages of development, 326–328 types, 320 virtual, 321 Teamwork building blocks, 324–330 defined, 318 as “must have” managerial skill, 14 Technical skills, 12 Telecommuting, 175 Telephone interviews, 214, 215 Terminal values, 51 Text messaging, 267 Thematic Apperception Test (TAT), 297–298 Theory X, 35, 36 Theory Y, 35, 36, 122 Thievery, corporate, 118 Threats See SWOT analysis, defined Time management, 98–99 Time orientation, 371, 373 Top managers, 5, 13 Total quality management (TQM), 42, 126 TQM (total quality management), 42, 126 Trade barriers, 385 Training, 216 Transactional leadership, 244 Transformational change, 195–196 Transformational leadership, 244 Transnational corporations, 387 See also Global corporations Triple bottom line, 63 Troubled Asset Relief Program (TARP), 78 Turnover, 287 Two-tier wage systems, 224 Type A personality, 283 U Uncertain environments, defined, 77 Uncertainty avoidance, 370, 372 Unfreezing phase of planned change, 196–197 Unions, labor, 223–224, 225, 253, 454 Universal Declaration of Human Rights, 53 Universalism, 53 Unproductive meetings, 320 Unrelated diversification, 140 Upside-down pyramid, U.S auto industry, 171, 225, 383, 455–456 See also Ford Motor Co and General Motors in Organizations Index Utilitarian view of ethical behavior, 51 V Valence, 304, 305 Validity, in employment tests, 215 Value-based management, 185–186 Values, 50–51 Venture capitalists, 411 Vertical integration, 140 Video game therapy, 309 Videoconferencing, 266 Virtual organizations, 169 Virtual teams, 321 Virtuous circle, 64 Vision, 235 Visionary leadership, 235 Volunteering, 300 Vroom-Jago model, 241–242 W Weaknesses See SWOT analysis Web 2.0, 273 Wellness, personal, 284 Whistleblowers, 59 Wi-Fi, 448 Winfrey, Oprah, 459 Win-lose conflicts, 346 Win-win conflicts, 346 Withdrawal behaviors, 286 Women, in workplace See also Diversity best employers for working mothers, 206 and diversity bias, 363–364 as entrepreneurs, 398–399, 403 and glass ceiling, 363 and international job stereotype, 277 as leaders, 245–246 organizational subculture differences, 362 Work sampling, 215 Work units, as teams, 319 Workforce See Diversity; Employees Working mothers, best employers for, 206 Work-life balance, 221 Workplace privacy, 212 Workplace rage, 284 Workplace spirituality, 185 World trade See Globalization; International businesses World Trade Organization (WTO), 385 Y YouTube videos, 267, 268, 371 Z Zero-based budgets, 103 Zero-sum game See Myth of the “fixed pie” JWCL198_oi_OI1-NI2.indd Page 10/30/09 10:06:23 AM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net Organization Index 3M Corporation, 166, 190 7-Eleven, 107 A A & W Root Beer, 148 Academic Earth, 400 Activision, 430 Adidas, 436 AFL-CIO, 357, 453–454 Africa-America Institute, 379 AIG, 159 Ajax Company, 80–83 Alcoa, 389 Allstate Corporation, 105, 117 Amazon.com, 75, 93, 184, 188, 189, 193, 424–426 American Electric Power (AEP), 332 American Machine and Foundry (AMF), 457 Anglo-American PLC, 390 Anheuser-Busch, 380 AOL (America Online), 267 Apple Computer, 86, 184, 188, 189, 204, 424, 425, 429, 436, 438–439 Applebee’s, 222 Athleta, 175 AT&T, 388 Au Bon Pain, 447 Audible.com, 425 AutoNation, 400 B b&a advertising, 267 Bank of America, 78 Bath & Body Works, 378 Bellisio Foods, 63 Ben & Jerry’s, 40 Berkery, Noyes & Co., 428 Best Buy, 332 Bill & Melinda Gates Foundation, 381 BlackEnterprise.com, 401 Blockbuster Video, 400, 441 BMW, 387 Bob Evans Farms, 306 The Body Shop, 400–401 Boeing, 103, 380 Boston Consulting Group, 149, 284 BP, 387 Bristol Myers, 140 British Airways, 278 Build-A-Bear Workshop, 156–157 Burberry Group, 419 Burt’s Bees, 422 Business Week, C California Custom Sport Trucks, 409 Campbell Soups, 103 CareerBuilder.com, 72 Case Western Reserve University, 181 Catalyst, 12, 246, 360, 361 Caterpillar, 387 Center for Creative Leadership (CCL), 252–253 Central American Free Trade Agreement (CAFTA), 454 Chick-fil-A, 114–115 Chrysler, 165, 195 Cisco Systems, 268, 381 Citibank, 159 Citigroup Inc., 78 Civco Medical Instruments, 129 Cleaning for a Reason, 404 Cleveland Clinic, 166 Cleveland Orchestra, 117 Clorox Company, 422 C.O Bigelow, 378 Coca-Cola, 106, 138, 140, 148 Colgate-Palmolive, 18, 422–423 Container Store, 2–3 Count-Me-In for Women’s Economic Independence, 399, 404 Cypress Semiconductor Corp., 108 D Dancing Deer Bakery, 119 DataDyne, 404 Davos World Economic Forum, 390, 410 DeBeers, 390 Dell, 147 Dell Computer, 387, 391 Deloitte & Touche, 51, 63 Delta Air, 169 Dial Corporation, 17 Digital Equipment Corporation, 438 Disney Company, 78, 106, 183, 185, 186, 199, 216, 449, 450 Domino’s Pizza, 267–268 Dow Corning, 207 Dowling, Michael, 430 DreamWorks, 449, 450 Dunkin’ Donuts, 154, 432–434 E Fiat, 165 Fisher-Price Toys, 86 Flip camcorder, 188 Ford Motor Co., 106, 171, 225, 259, 360, 380 Frederick Douglass Academy, 234 G Gap Inc., 60, 419, 420 Gates Foundation, 381 Gazprom, 387 General Electric (GE), 118, 148, 196, 199, 267 General Motors, 74, 80, 159, 165, 195, 383, 453, 455 Gillette, 140 GLOBE (Global Leadership and Organizational Behavior Effectiveness), 371–372 Gmarket Inc., 140 Goodyear, 211, 224 Google, 40, 42, 63, 188, 191, 192, 193, 209, 215, 267, 371, 390, 411, 443 Grameen Bank, 48–49 Green Mountain Coffee Roasters, 381 H Haagen-Dazs, 387 Hacienda Mexican Foods, 360 Haier Group, 368, 393 Harley-Davidson, 397, 457–458 Henri Bendel, 378 Herman Miller, 19, 20, 185, 247 Hewlett-Packard, 5–6, 16, 99, 147, 184, 384, 390 Hitachi, 387 H&M, 420 Home Depot, 209 Honda, 182, 380, 387, 393 HopeLab, 309 HotJobs, 72 Husk Power Systems, 404 I Earl G Graves Ltd., 401 Eastman Kodak, 365 Eaton Corporation, 96 eBay, 140, 182, 188, 371, 406 Eden Body Works, 400 EDS, 140 Electronic Arts, 134, 429–431 Enron Corporation, 60 Enterprise Rent-A-Car, 268 Equal Employment Opportunity Commission (EEOC), 363–364 Ernst & Young, 9, 10, 207 Ethnic Edibles, 399 European Union, 384 Evans (Bob) Farms, 306 Exxon/Mobil, 140, 388 IBM, 21, 63, 117, 118, 138, 140, 142, 182, 360, 380, 387, 391, 438 IDEO Inc., 180–181, 192, 214 IKEA, 381 InBev, 380 Incentive Systems, 411 Indeed.com, 72 Inditex, 419, 420 Industria de Diseño Textil, 420 Infosys, 140 ING US Wealth Management, 98 Intel, 384, 390 International Federation of Red Cross and Red Crescent Societies, 387 International Standards Organization (ISO), 42, 126 Izod, 140 F J Facebook, 188, 209, 266, 273, 442–444 Falcon Products Inc., 382, 387 Johnson & Johnson, 193 Johnson (S.C.) Company, 294 Organization Index OI-1 JWCL198_oi_OI1-NI2.indd Page 10/30/09 10:06:24 AM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-index www.downloadslide.net K O KFC, 269 Kodak See Eastman Kodak KPMG, 267, 284 Kroger, 148 Kyoto Box Oven, 189 Ogilvy Public Relations Worldwide, 254 One Acre Fund, 189–190 Oprah Winfrey Leadership Academy, 94–95 L La Senza, 378 Lands’ End, 112, 427–428 Li & Fung, 384 Life Is Good brand, 26–27 Limited Brands Inc., 378–379, 381 LinkedIn, 72 L.L Bean Inc., 106 Long John Silver’s, 306 Lucent Technologies, 389 M Mad Gab’s Inc., 59 Mail Boxes Etc., 402 Major League Baseball (MLB), 430 Mars Inc., 164, 342 Mary Kay Cosmetics, 186 Mattel Inc., 86 Mazda, 259 McDonald’s, 102, 121, 139, 368, 383, 387, 432 McKinsey & Co., 246 Mercedes, 380 Merck, 185 Mercy Corps, 404 Merrill Lynch, 304 MetLife, 267 Miami Dolphins, 400 Microsoft, 65, 174, 191, 438 Mitsubishi, 188 MLB (Major League Baseball), 430 Monster.com, 72–73 Motorola, 188, 438 MySpace, 442, 443 N NASCAR, 316–317, 325, 338, 452 National Basketball Association (NBA), 318, 430 National Football League (NFL), 245, 429, 430 National Foundation for Women Business Owners (NFWBO), 403 National Labor Committee, 435 National Public Radio (NPR), 340–341, 342–343 NBA (National Basketball Association), 318, 430 Nestlé, 387 Netflix, 229, 440–441 New Balance, 381, 383, 436 New Unity Partnership (NUP), 454 Newmont Mining, 390 NFL (National Football League), 245, 429, 430 Nielsen Entertainment, 430 Nike, 179, 188, 368, 380, 381, 387, 389, 435–437 Nissan, 380 Nokia, 266 Nordstrom, 185 Novartis AG, 98 NPR (National Public Radio), 340–341, 342–343 Nucor, 265 OI-2 Organization Index P Panera Bread, 293, 447–448 Patagonia, 136–137, 149, 189 Payless ShoeSource, 156 Peet’s Coffee & Tea, 381 PepsiCo, 106, 140, 148, 269 Petrobas, 387 PetroChina, 387 Philips, 436 Pink (store), 378 Pixar Animation Studios, 314, 438, 439, 449–451 PixArts, 402 Polaroid Corporation, 168 Procter & Gamble, 5, 12, 63, 140, 188, 191, 214, 219, 324, 387 Productos Cementeros Mexicanos, 181 Public Company Accounting Oversight Board, 65–66 Pure Digital, 188 R Ralph Lauren, 147 Red Hat, 142 Research in Motion, 188 Rio Tinto Group, 390 Rockport Company, 195 Rocky Boots, 16 Room to Read, 65 S Samsung, 387 S.C Johnson Company, 294, 436 School Leadership Academy, 247 Sears, 427–428 Service Employees International Union (SEIU), 454 Shell Oil, 106 Shoney’s, 363 Sierra Nevada Brewing Company, 189 Skype, 140, 371 Sloan-Kettering Cancer Center, 180 Small Business Administration (SBA), 406 Society for Human Resource Management (SHRM), 209, 284, 365 Sony, 192, 381, 387 Southwest Airlines, 188, 224–225, 230–231, 246, 251, 445–446 Spanx, 274–275 Sprinkles Bakery, 415, 459–460 S&S Sports Cards, 406 Stanford University, 181 Starbucks, 188, 381, 383, 384, 432, 433 Starwood Hotels and Resorts, 103 State Farm, 14 Stop & Shop, 433 Subaru, 63 Sun Microsystems, 267 TechnoServe, 381 Telsey Advisory Group, 420 TerraCycle, 199 Think Global, 141 3M Corporation, 166, 190 TIAA-CREF, 139 Timberland Company, 63 Tom’s of Maine, 70, 186, 421–423 Topshop, 420 Total (French oil and gas producer), 387 Toyota, 164, 188, 225, 377, 380, 387, 388, 455–456 Toys ‘R’ Us, 424 Trader Joe’s, 25, 416–418 Transparency International, 389 Twitter, 256, 266, 267, 268 U Unilever, 140 United Airlines, 325 United Automobile Workers Union, 225, 453 United Nations, 53, 352, 387, 404 United Parcel Service (UPS), 29 United Way, 300 University of New Hampshire, 63 UPS (United Parcel Service), 29 US Airways Flight 1549, 75–76 USAA, 174 V Victoria’s Secret, 378 Virgin Group, 188, 278, 279, 309 VisionIT Inc., 360 Vivendi SA, 430 Vodafone, 189, 404 W Wal-Mart, 123, 138, 139, 147, 199, 257, 387, 400, 418, 420, 433, 435 Wayne State University, 360 Wendy’s, 401 Western Electric Company, 33–34 The White Barn Candle Co., 378 Whole Foods, 400, 416, 417 Wieden + Kennedy, 435 Williams-Sonoma, 460 Wine.com, 424 Wolters Kluwer, 268 Women for Hire Inc., 267 Women for Women International, 410 Working Mother magazine, 206–207 World Bank, 387 World Health Organization, 404 WTO (World Trade Organization), 385 X Xerox, 12, 106 Y Yahoo, Inc., 41, 72, 159, 164, 188, 192, 371, 442 Yum Brands, 306, 309 T Z Take-Two Interactive Software, 430 Target, 138, 420, 424 Tata Group, 188, 358–359, 380, 387 Zappos.com, 93, 182, 184, 425 Zara International, 47, 419–420 ZoomInfo, 72 JWCL198_FRONT_EP2-EP3.indd Page ii 11/6/09 1:07:31 PM user-s155 www.downloadslide.net MODULE OPENERS The Container Store, Kip Tindell Life Is Good, Burt & John Jacobs Grameen Bank, Muhammad Yunus Monster.com, Jeff Taylor Oprah Winfrey Leadership Academy Chick-fil-A, Truett Cathy Patagonia, Yvon Chouinard Build-A-Bear, Maxine Clark IDEO, Tim Brown 10 Working Mother Magazine 11 Southwest Airlines 12 Center for Creative Leadership 13 Spanx, Sara Blakely 14 Charlie Butcher 15 NASCAR 16 NPR, Vivian Schiller 17 Tata Motors, Ratan Tata 18 Limited Brands Inc., Leslie Wexner 19 Anita Santiago Advertising /Volumes/JWCL-New/JWCL198/JWCL198-endpaper JWCL198_FRONT_EP2-EP3.indd Page iii 11/6/09 1:07:32 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-endpaper www.downloadslide.net BRIEF CONTENTS MANAGERS AND MANAGEMENT PLANNING AND CONTROLLING CHAPTER CHAPTER Managers and the Management Process CHAPTER CHAPTER CHAPTER Managers as Decision Makers CHAPTER CHAPTER Ethics and Social Responsibility Plans and Planning Techniques Controls and Control Systems Strategy and Strategic Management Organization Structure and Design CHAPTER Organizational Culture, Innovation, and Change CHAPTER 10 Human Resource Management ORGANIZING CHAPTER LEADING CHAPTER ENVIRONMENT Management Learning 11 CHAPTER 12 CHAPTER 13 CHAPTER 14 CHAPTER 15 CHAPTER 16 Leadership CHAPTER 17 Diversity and Global Cultures Communication Individual Behavior Motivation Teams and Teamwork Conflict and Negotiation 18 Globalization and International Business CHAPTER 19 Entrepreneurship and Small Business CHAPTER CASES Exploring Management Cases JWCL198_BACK_EP2-EP3.indd Page ii 11/6/09 10:47:10 PM user-s162 /Volumes/JWCL-New/JWCL198/JWCL198-endpaper www.downloadslide.net EXPLORING MANAGEMENT, 2E SPECIAL FEATURES TRENDSETTERS STAY TUNED NEWS FEED Ursula Burns, Xerox Carol Bartz, Yahoo John Wood, Room to Read Indra Nooyi, Pepsi Don Thompson, McDonalds USA Patricia Karter, Dancing Deer Roger W Ferguson, TIAA-CREF Alan Mulally, Ford Tom Szaky, TerraCycle Susan Arnold, Procter & Gamble Lorraine Monroe, Leadership Institute Evan Williams & Biz Stone, Twitter Richard Branson, Virgin Group Pat Christen, HopeLab Jeff Bezos, Amazon.com Ban Ki-Moon, UN David Segura, VisionIT Victor Fung, Li & Fung Zainab Salbi, Women for Women International Employment Contradictions in Workforce Diversity Employee Satisfaction and Retention Behavior of Managers Key to Ethical Workplace Greenhouse-Gas Emissions Join List of Executive Priorities Policies on Office Romances Vary Widely Bad Economy Brings Out More Corporate Thieves Cost-Cutting Abounds When Times Get Tough What Recession Means in Job Losses Union Membership Declines in U.S U.S Workers Report Concerns about Leaders Employees Have Cause to Worry about Electronic Monitoring Job Satisfaction Trends Women Still Behind in Pay and Top Jobs Unproductive Meetings Are Major Time Wasters Work-Family Conflict Rises for Men, Falls for Women Employee Morale Varies Around the World Corruption and Bribes Haunt International Business Minority Entrepreneurs Lead the Way Good and Bad News for Middle Managers Practice Beats Intelligence among Super Achievers Welcome Corporate Greens and the New ECOnomics Shareholders Push to Regulate Executive Pay Recession Is a Good Time for Setting Priorities Elsewhere Class Struggles to Balance Work and Leisure Clean Energy Hurt by Financial Crisis Job Fears the Talk of Informal Structure Google and Procter & Gamble Swap Workers to Fuel Innovation Age Bias Complaints Are on the Rise Why Peter Drucker’s Leadership Advice Still Matters Millenials May Need Special Handling Racial Bias Embedded in the Perception of Many Volunteers Find They Do Well by Doing Good Reality TV Rubs Off on Reality Team Building Blogger’s Rights a Growing Point of Conflict Internet Censorship Fuels Global Debate More Global Firms Employ Sweatshop Hunters Social Entrepreneurs Turn Dreams into Progress JWCL198_BACK_EP2-EP3.indd Page iii 11/6/09 1:49:42 PM user-s155 /Volumes/JWCL-New/JWCL198/JWCL198-endpaper www.downloadslide.net SPECIAL RESOURCES CASES SELF-ASSESSMENTS Trader Joe’s Zara International Tom’s of Maine Amazon.com Land’s End Electronic Arts Dunkin’ Donuts Nike Apple Netflix Southwest Airlines Facebook Panera Bread Pixar NASCAR AFL-CIO Toyota Harley-Davidson Sprinkles Personal Management Foundations Managerial Assumptions Terminal Values Survey Intuitive Ability Time Management Profile Internal/External Control Facts and Inferences Organizational Design Preferences Tolerance for Ambiguity Performance Appraisal Assumptions Least Preferred Co-Worker Scale Feedback and Assertiveness Stress Test Two-Factor Profile Team Leaders Skills Conflict Management Strategies Diversity Awareness Global Readiness Entrepreneurship Orientation ... 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... /Volumes/JWCL-New/JWCL198/JWCL198-fm Preface What makes Exploring Management, Second Edition, different? I have written Exploring Management, Second Edition, to help students embrace management in the context of their... Aptara®, Inc and printed and bound by Courier/ Kendallville The cover was printed by Courier/Kendallville The paper in this book was manufactured by a mill whose forest management programs include sustained