Management 13th global edition by stepent robbin

Management Stephen P Robbins San Diego State University Mary Coulter Missouri State University Boston Columbus Indianapolis New York San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo 13E GE Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Senior Acquisitions Editor: Kris Ellis-Levy Senior Acquisitions Editor, Global Editions: Steven Jackson Program Manager Team Lead: Ashley Santora Program Manager: Sarah Holle Assistant Project Editor, Global Editions: Paromita Banerjee Editorial Assistant: Bernard Ollila Vice President, Product Marketing: Maggie Moylan Director of Marketing, Digital Services and Products: Jeanette Koskinas Senior Manufacturing Controller, Global Editions: Trudy Kimber Executive Product Marketing Manager: Anne Fahlgren Field Marketing Manager: Lenny Ann Raper Senior Strategic Marketing Manager: Erin Gardner Project Manager Team Lead: Judy Leale Project Manager: Kelly Warsak Operations Specialist: Diane Peirano Creative Director: Blair Brown Art Director/Program Design Lead: Janet Slowik Interior Designer: QT Design Cover Designer: Lumina Datamatics Vice President, Director of Digital Strategy & Assessment: Paul Gentile Manager of Learning Applications: Paul Deluca Digital Editor: Brian Surette Digital Studio Manager: Diane Lombardo Digital Studio Project Managers: Robin Lazrus, Alana Coles, Monique Lawrence, Regina DaSilva Media Production Manager, Global Editions: Vikram Kumar Full-Service Project Management and Composition: Integra Software Services Pvt Ltd Acknowledgements of third party content appear on the appropriate page within the text, which constitutes an extension of this copyright page Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsonglobaleditions.com © Pearson Education Limited 2016 The rights of Stephen P Robbins and Mary Coulter to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 Authorized adaptation from the United States edition, entitled Management, 13th Edition, ISBN 978-0-13-391029-2 by Stephen P Robbins and Mary Coulter, published by Pearson Education © 2016 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 or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS All trademarks used herein are the property of their respective owners The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners ISBN 10: 1-292-09020-0 ISBN 13: 978-1-292-09020-7 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Typeset in 10/12 Times New Roman MT Std by Integra Software Services Pvt Ltd Printed and bound by Courier Kendallville in The United States of America To my wife, Laura Steve To my husband, Ron Mary About the Authors Stephen P Robbins received his Ph.D from the University of Arizona He previously worked for the Shell Oil Company and Reynolds Metals Company and has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University He is currently professor emeritus in management at San Diego State Dr Robbins’s research interests have focused on conflict, power, and politics in organizations, behavioral decision making, and the development of effective interpersonal skills His articles on these and other topics have appeared in such journals as Business Horizons, the California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and The Journal of Management Education Dr Robbins is the world’s best-selling textbook author in the areas of management and organizational behavior His books have sold more than 6 million copies and have been translated into 20 languages His books are currently used at more than 1,500 U.S colleges and universities, as well as hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, and Europe Dr Robbins also participates in masters track competition Since turning 50 in 1993, he’s won 23 national championships and 14 world titles He was inducted into the U.S Masters Track & Field Hall of Fame in 2005 and is currently the world record holder at 100 m and 200 m for men 65 and over Mary Coulter received her Ph.D from the University of Arkansas She held different jobs including high school teacher, legal assistant, and city government program planner before completing her graduate work She has taught at Drury University, the University of Arkansas, Trinity University, and Missouri State University She is currently professor emeritus of management at Missouri State University In addition to Management, Dr Coulter has published other books with Pearson including Fundamentals of Management (with Stephen P Robbins), Strategic Management in Action, and Entrepreneurship in Action When she’s not busy writing, Dr Coulter enjoys puttering around in her flower gardens, trying new recipes, reading all different types of books, and enjoying many different activities with husband Ron, daughters and sons-inlaw Sarah and James, and Katie and Matt, and most especially with her two grandkids, Brooklynn and Blake, who are the delights of her life! Brief Contents Preface 25 Acknowledgments 33 Part 1  Introduction to Management Part 2  Basics of Managing in Today’s Workplace Chapter 1: Managers in the Workplace 34 Chapter 3: Managing the External Environment and the Organization’s Culture 102 Management History Module  58 Chapter 4: Managing in a Global Environment 128 Chapter 2: Making Decisions  72 Part Management Practice  98 Chapter 5: Managing Diversity  154 Chapter 6: Managing Social Responsibility and Ethics  182 Chapter 7: Managing Change and Innovation 212 Part Management Practice  240 Part 3  Planning Part 4  Organizing Chapter 8: Planning Work Activities 246 Chapter 10: Designing Organizational Structure—Basic Designs  320 Chapter 9: Managing Strategy  266 Chapter 11: Designing Organizational Structure—Adaptive Designs  344 Creating and Leading Entrepreneurial Ventures Module 292 Chapter 12: Managing Human Resources 368 Part Management Practice  316 Managing Your Career Module 400 Chapter 13: Creating and Managing Teams 404 Part Management Practice  430 Part 5  Leading Part 6  Controlling Chapter 14: Managing Communication 434 Chapter 18: Monitoring and Controlling 554 Chapter 15: Understanding and Managing Individual Behavior  460 Planning and Control Techniques Module 584 Chapter 16: Motivating Employees  492 Managing Operations Module 599 Chapter 17: Being an Effective Leader 522 Part Management Practice  614 Part Management Practice  548 Endnotes  618  •  Glossary  672  •  Name Index  684  •  Organization Index  703  •  Subject Index  708 This page intentionally left blank Contents Preface 25 Acknowledgments 33 Part Introduction to Management  34 Chapter 1: Managers in the Workplace  34 Why Are Managers Important?  36 Who Are Managers and Where Do They Work?  37 Who Is a Manager?  37 Where Do Managers Work?  38 What Do Managers Do?  39 Management Functions  40 Mintzberg’s Managerial Roles and a Contemporary Model of Managing  42 Management Skills  43 How Is the Manager’s Job Changing?  45 Importance of Customers to the Manager’s Job  46 Importance of Social Media to the Manager’s Job  47 Importance of Innovation to the Manager’s Job  48 Importance of Sustainability to the Manager’s Job  48 Why Study Management?  49 The Universality of Management  49 The Reality of Work  50 Rewards and Challenges of Being a Manager  50 Boxed Features It’s Your Career: The ABC’s of Managing Your Time  34 FYI 38 Future Vision: Is It Still Managing When What You’re Managing Are Robots?  39 Let’s Get REAL  42, 45 Leader Making a Difference: Ursula Burns  48 Preparing for: Exam/Quizzes  51 Chapter Summary by Learning Objectives  51 Review and Discussion Questions  53 Preparing for: My Career  53 Personal Inventory Assessments: Time Management Assessment  53 Ethics Dilemma  53 Skill Exercise: Developing Your Political Skill  54 Working Together: Team Exercise  54 Learning to Be a Manager  54 Contents Case Application 1: Who Needs a Boss?  55 Case Application 2: Building a Better Boss  56 Management History Module  58 Early Management  58 Classical Approach  60 Behavioral Approach  63 Quantitative Approach  65 Contemporary Approaches  67 Chapter 2: Making Decisions  72 The Decision-Making Process  73 Step 1: Identify a Problem  74 Step 2: Identify Decision Criteria  74 Step 3: Allocate Weights to the Criteria  75 Step 4: Develop Alternatives  75 Step 5: Analyze Alternatives  76 Step 6: Select an Alternative  76 Step 7: Implement the Alternative  76 Step 8: Evaluate Decision Effectiveness  77 Managers Making Decisions  77 Making Decisions: Rationality  78 Making Decisions: Bounded Rationality  78 Making Decisions: The Role of Intuition  79 Making Decisions: The Role of Evidence-Based Management  80 Types of Decisions and Decision-Making Conditions  81 Types of Decisions  81 Decision-Making Conditions  83 Decision-Making Styles  85 Linear–Nonlinear Thinking Style Profile  86 Decision-Making Biases and Errors  86 Overview of Managerial Decision Making  88 Effective Decision Making in Today’s World  88 Guidelines for Effective Decision Making  89 Design Thinking and Decision Making  90 Big Data and Decision Making  90 Boxed Features It’s Your Career: Problem Solving—Not A Problem  72 FYI  77, 81, 87, 90 Let’s Get REAL  80 Future Vision: Who Makes the Decisions, Person or Machine?  83 Leader Making a Difference: Elon Musk  85 Preparing for: Exam/Quizzes  91 Chapter Summary by Learning Objectives  91 Review and Discussion Questions  93 Preparing for: My Career  93 Personal Inventory Assessments: Solving Problems Analytically and Creatively  93 Contents Ethics Dilemma  93 Skill Exercise: Developing Your Creativity Skill  94 Working Together: Team Exercise  94 My Turn to Be a Manager  95 Case Application 1: Tasting Success  95 Case Application 2: The Business of Baseball  96 Part 1: Management Practice  98 A Manager’s Dilemma  98 Global Sense  98 Continuing Case: Starbucks—Introduction  98 Part Basics of Managing in Today’s Workplace  102 Chapter 3: Managing the External Environment and the Organization’s Culture  102 The Manager: Omnipotent or Symbolic?  104 The Omnipotent View  104 The Symbolic View  104 The External Environment: Constraints and Challenges  105 The Economic Environment  106 The Demographic Environment  106 How the External Environment Affects Managers  108 Organizational Culture: Constraints and Challenges  111 What Is Organizational Culture?  111 Strong Cultures  114 Where Culture Comes From and How It Continues  114 How Employees Learn Culture  116 How Culture Affects Managers  117 Current Issues in Organizational Culture  119 Creating an Innovative Culture  119 Creating a Customer-Responsive Culture  119 Spirituality and Organizational Culture  120 Boxed Features It’s Your Career: Reading an Organization’s Culture: Find One Where You’ll Be Happy  102 Future Vision: Tomorrow’s Workforce: More Diverse Than Ever  107 Let’s Get REAL  108, 115 Leader Making a Difference: Akio Toyoda  110 FYI 111 Preparing for: Exam/Quizzes  122 Chapter Summary by Learning Objectives  122 Review and Discussion Questions  123 Preparing for: My Career  123 Personal Inventory Assessments: What’s My Comfort with Change?  123 Ethics Dilemma  123 Skill Exercise: Developing Your Environmental Scanning Skill  124 www.downloadslide.net Organization Index A Abercrombie & Fitch, 158, 168 Abt Electronics, 185 Accentra, Inc., 78 Accenture, 258, 355–356, 511 Acxiom Corporation, 417 Adidas, 562 ADP, 326 African Union (AU), 134–135 AgSquared, 203 AICPA, 584 AIDS Red campaign, 203–204 Airbus, 135, 195 Air Force, 476 Alameda County Medical Center, 351 Alcoa of Australia, 610 Alibaba Group, 163 All Nippon Airways, 317 Alpha Chi Omega, 524 Amazon, 83, 90, 125, 127, 251, 255, 268, 280–281, 291, 346, 372, 411, 440, 465, 533, 569, 612 AMC Entertainment, 126–127 Ameren Corporation, 570 American Airlines, 74 American Cancer Society, 261 American Express, 324, 568, 611 American Medical Association, 569 American Standard, 606 Amerigas Propane, 392 AMR, 274–275 Anheuser-Busch InBev, 138 AOL, 392 Apache Corp., 117–118 Apple, 83, 90, 105, 114, 119, 199, 228–229, 239, 274, 279, 291, 316, 363, 398, 470, 523, 609 Applebee’s Restaurants, 513 ArcelorMittal, 352 Arizona Republic, 346 Arkadium, 458 ARM, 349 Asbury Automotive, 168 ASEAN See Association of Southeast Asian Nations Association of Professional in Business, 55 Association of Southeast Asian Nations (ASEAN), 132, 134, 134E4–2 A.S Watson Group, 237–238 Atos, 458 AT&T, 36, 156–157, 168, 226, 363, 470 AU See African Union Australian Stock Exchange, 98 AutoZone, 90 Avery-Dennison Corporation, 218, 324 Aviva Investors, 339, 443 Avon Products, 175, 533 B BAE, 195 Banco Santander, 118 Bang & Olufsen, 279 Bank of America, 158, 365 Bayer AG, 119, 334, 529 BBC Worldwide, 428 BCP Imports, 336 BearingPoint, 383 The Beatles, 408 Beckman Coulter, Inc., 273 Beijing Airport, 326 Beloit College, 483 Belu, 203 Benetton Group SpA, 149, 218 Bershka, 289 Best Buy, 48, 280, 354, 365, 483, 520–521, 603 Bethlehem Steel Company, 60 Better Business Bureau, 125 Black & Decker, 324, 392, 602 Black Jack Club, 406 Blockbuster, 290–291 BLS See U.S Bureau of Labor Statistics Blue Cross of California, 512 BMW, 105, 117, 316, 375, 610–611 The Body Shop, 274 Boeing, 135, 195, 248, 346, 349–350, 388, 418, 429, 545, 596 Boeing-Rocketdyne, 418 Bombardier, 133 Bon-Ton Stores Inc., 80 Bose Corporation, 273 Boston Beer Company, 311 Boston Consulting Group, 275 Boston Pizza International, 384 Boston Red Sox, 562 Boy Scouts of America, 502 BP, 139–140, 157, 158E5–2, 218, 453, 582–583 British Airways, 372 British Council, 131 Build-A-Bear Workshop, 117 Burson-Marsteller, 459 Business Ethics, 201 Business Roundtable, 577 Butler International, Inc., 308 C Cadbury Schweppes, 274 Cafe Blends: Blending Autism into the Workplace, 168 CAFTA See Central America Free Trade Agreement California Supreme Court, 390 Canadian Imperial Bank of Commerce, 601 Canon, Inc., 384 Carlsberg A/S, 508 Carlton and United Breweries, 610 CarMax, 115 Carmike Cinemas, 126–127 Carnival Corporation, 556 Carrefour, 237 Carrier-Carlyle Compressor Facility, 252–253 Catalyst, 164 Caterpillar, 393, 609–610 CEDC See Central European Distribution Center for Academic Integrity, 201 Center for Creative Leadership, 416 Centers for Disease Control, 556 Central America Free Trade Agreement (CAFTA), 133–134 Central European Distribution (CEDC), 300 CH2MHill, 377 Charles Schwab Bank, 342 Charles Schwab Corporation, 342 Chartered Management Institute, 571 Cheesecake Factory, 600 Chevron, 451 CHG Healthcare Services, 387 Chicago Cubs, 562 Chicco, 185 Chick-fil-A, 120, 185 Chico’s, 589 The Children’s Place, 299 Chobani, 88 Chrysler, 265 Cianbro, 226 Cinemark, 126–127 Cisco Systems, 46, 63, 104, 190, 200, 215, 322, 359 Citibank, 450 Citicorp, 226 Citigroup, 532 Cleveland Clinic, 569 CNET, 363 Coach, 279 Coca-Cola Company, 95–96, 165–166, 174, 187, 195, 279 Coleman, 596 Coleman Trust Inc., 409 Colgate-Palmolive, 202, 597 Columbus Company, Ltd., 436 Comcast, 47 Committee to Encourage Corporate Philanthropy, 204 Compaq Computer, 217 Conference Board, 464 Connected Energy, 215 Conrad & Co., 358 The Container Store, 283, 538–539 Continental Airlines, 256 Control Risks, 140 Corbis, 431 Cordis LLC, 500 Corning, 193, 418 Costa Cruises, 459 CPAC, Inc., 328 Cranium, 117 Credito Emiliano, 140 C R England, 371 CropScience, 529 Crown Beers, 138 CVS Caremark Corporation, 185 D Daihatsu Motor, 508 Daimler AG, 136, 281 Darden Restaurants, 524–525 David’s Bridal, 474 DAX 30 index, 181 Daxko, 221–222 D&B See Dun & Bradstreet DDB Stockholm, 219 Decision Lens, 418 Deere and Company, 605 703 www.downloadslide.net 704 Organization Index Def Jam Records, 292 Defy Ventures, 203 Dell Inc., 257, 354, 388, 534, 602, 611 Deloitte & Touche, 372, 378, 509–510 Delphi, 610 Denver Mint, 556, 566 Detroit Zoo, 411 Deutsche Bank AG, 137, 249 Deutsche Telekom, 98, 181 Dial Corporation, 202 DineEquity, 513 Discovery Communications Inc., 386–387, 391 DISH Network, 291 DiversityInc, 156–157, 170–171 Dodge, 265 Domino’s Pizza, 268, 556, 564, 609 Dom Perignon, 276 Donna Karan, 275 DotOrg, 204 DoubleClick, 274 Dow Chemical, 611 Dow Corning, 204 DreamWorks Animation, 448 Dropbox, 267 Dun & Bradstreet (D&B), 377, 585 Dunkin’ Donuts, 138 DuPont, 137, 188, 538 Dutch Kruidvat Group, 237 E East African Community (EAC), 135 eBay, 85, 274, 297, 388 Ecover, 189 EEOC See Equal Employment Opportunity Commission EGreetings, 462 Eichstaedt & Devereaux, 352 Electrolux, 216 Eli Lilly & Co., 214 Emerson Electric, 587 Emma Inc., 348–349 Employment Equality Directive, 169 EnCana, 249 Enron, 190, 196–197, 202, 210, 576–577 Enterprise Rent-a-Car, 575–576 Equal Employment Opportunity Commission (EEOC), 158, 167, 169, 242, 389 Ericsson, 350 Ernst & Young, 157, 159, 169, 210, 357–358 ESPN, 282 Ethos Water, 99 EU See European Union European Commission, 274, 389 European Union (EU), 132–133, 132E4–1, 169, 274, 372, 600 Evans Findings Company, 601 Evolution Fresh Inc., 98, 244 EV Rental Cars, 296 Exxon, 139–140 F Fab.com, 483 Facebook, 116, 173, 229, 277, 353–354, 365, 456, 458, 477 Fahrenheit 244, 253 Fair Labor Association, 199 Fairmont Hotel chain, 187 Families and Work Institute, 357 Family Dollar, 543 Fast Company, 255 Federal Aviation Administration, 435 Federal Reserve, 160 FedEx, 296, 355, 358, 376, 512, 536, 574 FedEx Ground Division, 358 FedEx Kinko’s, 334 Fiat, 137 Fiji Water, 188 Florida Power & Light, 417 Fluor, 376 Forbes, 136 Ford Australia, 324 Ford Motor Company, 65, 120, 137, 184, 541, 611 Fortune, 111, 115, 198, 389, 391, 468, 489–490, 524, 545, 551–552, 562E18–7 Four Seasons, 209 Foxconn Technology Group, 238–239 France Télécom, 238–239 Francital, 298 Free Trade Area of the Americas (FTAA), 134 Fresh Direct, 378 Frito-Lay, 137, 273, 352–354 FTAA See Free Trade Area of the Americas Fuller Brands, 328 G Gallup, 36, 165 Gamesa cookie plant, 329 Gap, 274, 289 GapKids, 299 Garmin Ltd., 265 GATT See General Agreement on Tariffs and Trade GCCC See Global Command and Control Center GE See General Electric GEM See Global Entrepreneurship Monitor General Agreement on Tariffs and Trade (GATT), 135 General Cable Corporation, 37, 330, 607, 610 General Electric (GE), 38, 63, 138–139, 255, 348, 470, 565, 611 General Mills, 588 General Motors, 377, 388 Genuine Scooter Co., 310 Giordano Holdings Ltd., 588 GlaxoSmithKline, 226, 354 Global Command and Control Center (GCCC), 257 Global Entrepreneurship Monitor (GEM), 293 Global Fleet Graphics, 256 Global Leadership and Organizational Behavior Effectiveness (GLOBE), 143–144, 509, 539 Global Reporting Initiative (GRI), 189 Global Witness, 188 Global Workforce Study, 372 GLOBE See Global Leadership and Organizational Behavior Effectiveness Glory Foods, 593 Goatse Security, 363 Goldman Sachs, 196, 568 Google, 38, 56–57, 63, 83, 173, 188, 204, 228–231, 279, 333, 365, 375, 377, 393, 449, 564–565, 567–568, 584 Graphic Laminating Inc., 302 Great Place to Work Institute, 563 Green Earth Gardening Supply, 559–560, 560E18–5 Green Gear Cycling, 312 Greenpeace, 188 GRI See Global Reporting Initiative Grupo Televisa, 256 Guerlain, 276 Gymboree, 299 H Habitat for Humanity, 204, 316, 366 Hackensack University Medical Center, 415 Haier Group, 333 Hainan Airlines, 384 Hallmark, 324 Harley-Davidson, 612 Harrah’s Entertainment, 119–120 Harris Interactive Poll, 96, 106 Hartford Distributors, 574 Harvard, 540 Hasbro Toy Company, 106, 269 Hawthorne Studies, 464 Hay Consulting Group, 545 HBO, 291 HCL Technologies, 490–491 Headwaters MB, 45 Health Net Inc., 360 Heartland Payment Systems, 567–568 Herman Miller, Inc., 309 Hewlett-Packard (HP), 120, 139, 141–142, 189, 217, 229–230, 258, 274–275, 316, 388, 418 Hilton Baltimore BWI Airport, 381 Hilton Hotels, 259 hiSbe, 194 H.J Heinz Company, 137 H&M, 274 HOB Entertainment, 274 Hollister, 168 Home Depot, 283 HON Company, 40 Honda Motor, 138–139, 316, 372 Honeywell, 388 Hoover’s Inc., 377 The Horn Group, 306 Hospitality Management Corp., 197 House of Blues Clubs, 274 HP See Hewlett-Packard Hulu, 291 Hutchinson Whampoa, 237 Hyundai, 90 Hyundai Heavy Industries Inc., 599 Hyundai Motor, 257 I Iams, 283 IBM, 115, 137, 142, 169–170, 194, 222, 256, 258, 359, 372, 393, 505, 588 IBM Global Services, 569 IBM India, 164 ICICI Bank, 527 IdeaNet, 230 IDEO, 119, 348, 451–452 IHOP International, 513 IKEA, 88–89, 139, 604 Il Giornale, 99 IMAX Corporation, 127 IMF See International Monetary Fund Inditex SA, 289 Industrial Workers of the World, 432 Industry Week, 562E18–7 Institute of Certified Professional Managers, 55 Institute of Global Ethics, 198 Integrated Information Systems Inc., 570 Intel Corporation, 188, 377, 495 Intel’s India Development Center, 511 Internal Revenue Service (IRS), 199–200, 358 International Association of Business Communicators, 436, 454 International Monetary Fund (IMF), 106, 136 www.downloadslide.net Organization Index International Organization for Standardization (ISO), 189–190, 610–611 International Rice Research Institute, 501 Intuit, 232, 353 IRS See Internal Revenue Service ISO See International Organization for Standardization ITT Industries, 611 J J.B Hunt Transport Services, 597 J C Penney Company, 274–275, 281, 299, 398–399 J Crew, 274 J.D Power, 378 Jeep, 265 Jimdo, 463 J M Smucker, 387 John Lewis Partnership, 387 Johnson Controls Inc., 603 Johnson & Johnson, 226, 611 Josephson Institute of Ethics, 202 Just Born, 505 K Kellogg Company, 176, 276 Kelly Services, 464, 512 KFC, 513 Khayelitsha Cookie Company, 295 Khmer Internet Development Services (KIDS), 297 Kirin, 138 Kiva Systems, 276 Kmart Corporation, 268 Kodak, 169 Korean Air, 222 Korn/Ferry International, 158 KPMG, 357 Kraft Foods, 416, 524 Kroger, 223 Kwintessential, 130 L La Boulange, 98–99 Large Hadron Collider, 348 Latex Foam International, 601 Law Commission, 195 Lego, 275 Lehman Brothers, 151, 190, 210 Lenovo, 138 Levi Strauss, 611 Limited Brands, 588 LinkedIn, 229 LinkExchange, 125 Live Nation, 274 Livestrong Foundation, 264–265 L.L Bean, 89, 465 Lockheed Martin Corporation, 151, 200, 415, 448 Lonely Planet Publications, 428 L’Oreal, 274 Louis Vuitton, 275–276, 346, 612 Lucent Technologies, 475–476 Lululemon Athletica Inc., 614–615 LVMH-Moët Hennessy Louis Vuitton SA, 36, 275–276, 612 M Macy’s, 332 Maersk, 397–398 Mandarin Oriental, 209 Marks & Spencer, 588 Marque, Inc., 310 Marriott International, 45, 163, 173, 588 Marsh, 512 Maruichi Bagel, 298 Mary Kay Cosmetics, 116, 534 Massachusetts General Hospital, 138 Massachusetts Institute of Technology (MIT), 406 Massimo Dutti, 289 MasterCard, 84–85, 228, 532 Mattel, 230–231, 611 Mayo Clinic, 38 McDonald’s, 318, 323, 346, 357, 378–379, 388–389, 453, 565, 588, 599, 601, 608–609 McKinsey & Co, 165, 170 Meade Instruments Corporation, 298 Men’s Wearhouse, 120 Mercedes-Benz, 610 Merck, 388 Mercosur, 134 Merrill Lynch, 137 MGM Mirage, 156 Miami International Airport, 382 Miami Marlins, 96 Michael Waltrip Racing, 557 Michelin, 276, 328 Microsoft Corporation, 222, 307, 354, 378, 511, 584, 596 Midvale Steel Company, 60 Mine Safety Appliances Company, 309 Missouri State Employees’ Retirement System, 137 MIT See Massachusetts Institute of Technology Mohawk Industries, 188 Molson-Coors, 204 Mondelez International, 524 Monsanto Company, 450 Morning Star Company, 37 Moscow Ballet, 524 MotionWorks, 557 Motorola, Inc., 346, 611 Motorola Mobility, 274 Motown Records, 251 MTV, 110 Mugaritz, 407 MWH Global, 423 N NAFTA See North American Free Trade Agreement NASCAR, 417, 543, 557 NASDAQ Stock Exchange, 170 National Autistic Society, 396 National Football League, 322 National Hockey League, 47, 307 National Labor Relations Board, 432 National Rural Electric Cooperative Association, 483 National Speleological Society, 568 National Transportation Safety Board, 220 Natura Cosmeticos SA, 190 NBC, 268 NEC Lenovo Japan Group, 138 Nest Labs, Inc., 274, 292 Nestlé, 105–106, 137, 431, 450, 532 Nestlé USA, 605–606 Netflix, 127, 227, 290–291 New Balance Athletic Shoes, 283 New Ventures Group, 417 New York City Fire Department, 379 New York Mets, 96 705 New York Times, 151, 556 Neyret, 298 NHL.com, 307 Nichols Foods, 512 Nielsen Media Research, 215 Nike, 85, 119, 187, 249, 264, 354 Nissan Motor Company, 131, 136, 176, 569, 588 Nokia, 354, 388, 453 Nomura Holdings Inc, 151–152 Nordson Corporation, 606 Nordstrom, 119, 279 North American Free Trade Agreement (NAFTA), 133–134 Northrup Grumman Corporation, 610 Norwich Union, 451 Novartis AG, 373 Novo Nordisk A/S, 190 Nvidia Corporation, 565 O O’Bryant’s Kitchens, 240 OCE See Operations Center East Ocean Spray Cranberries, 228 OECD See Organization for Economic Cooperation and Development Office Depot, 269, 558 Ohio State, 525–526 Olympic Games, 209 Operations Center East (OCE), 581–582 Organization for Economic Cooperation and Development (OECD), 136, 195, 430 Organization for European Economic Cooperation, 136 Outward Bound School, 540 Oxford University, 524 Oysho, 289 Oyster, 83 P Pactiv Corporation, 605 Palm, 119 Panera, 346 Parrish Medical Center, 512 Patagonia, 188, 519 PATH See Program for Appropriate Technology in Health Pathmark, 552 Paychex, 392 Payless Shoe Source, 588 PayPal, 85, 274 Peer Hosting, 119 Pella Corporation, 601 Penske Truck Leasing, 350 PepsiCo Americas Beverages, 273 PepsiCo Americas Foods, 273 PepsiCo Asia/Middle East/Africa, 273 PepsiCo Europe, 273 PepsiCo Inc., 95, 137, 258–259, 329, 352, 418, 431, 471, 532 Pew Research Center, 164, 397 Pfizer, 343, 352, 445, 605 Phat Farm, 292 Philips Professional Luminaires, 417 Pike Place Market, 241 Pinterest, 110 Pitney Bowes, 230 Pizza Hut, 513 Pocket Gems, 37 Pollo Campero, 138 Polytechnic Institute of New York, 48 www.downloadslide.net 706 Organization Index PricewaterhouseCoopers (PwC), 180, 204 Procter & Gamble Company, 38, 119, 136, 228, 254, 268, 283–284, 351, 354, 385, 388, 431, 494, 585–586 Program for Appropriate Technology in Health (PATH), 203 PSA Peugot Citroen, 131 Pull and Bear, 289 PwC See PricewaterhouseCoopers Q Qantas Airways, 46 Quaker Oats, 273 Qualcomm, 354, 387 Qwikster, 291 R Radio City Rockettes, 481 RadioShack, 264 Randstad USA, 383 Randy’s Photocopying Service, 593–594 Raytheon Company, 445 Real Madrid, 209 Reckitt Benckiser, 136–137 Recording Industry Association of America, 570 Recreational Equipment, Inc (REI), 248 Red Box, 291 Red Bull, 47 Red Robin Gourmet Burgers, 277 Regal Entertainment Group, 126–127 REI See Recreational Equipment, Inc Reimers Electra Steam, 39 Renault, 131, 136 Ritz Carlton Hotels, 276, 452 Rockwell Automation, 417 Rowe Furniture, 608 Royal Dutch/Shell PLC, 137, 335 R R Donnelley & Sons Company, 279 RSA Security, 296 R&S Information Services, 467 Rullko, 372 Rush Communications, 292 Russell Simmons Argyle-Culture, 292 Ruth’s Chris Steak House, 383 S SAARC See South Asian Association for Regional Cooperation Sabre Holdings, 359 Sage Group PLC, 190 Saint-Gobain Performance Plastics, 605 SAIT Polytechnic, 436 Saks Fifth Avenue, 573 Salo LLC, 117 Samsung Electronics, 63, 316 San Francisco Giants, 584 San Francisco Opera, 479 SAP, 45 Sapient Corporation, 308 Sara Lee, 274 SAS Institute, Inc., 489–490, 499, 511, 533, 596 Savers Health & Beauty, 237 SCAN Health Plan, 355, 357 Schering-Plough, 609 Schlotzky’s, 138 Schlumberger, 377 S C Johnson & Sons, Inc., 169 Scotiabank, 218 Scribd, 83 Seagate Technology, 524 Sealed Air Corporation, 586 Seaport Hotel & World Trade Center, 379 Sears, 196 Sears Holdings, 268 Seattle’s Best Coffee, 98–99 Second Life, 348 Seven & iHoldings, 136 Shakey’s Pizza, 138 Siemens AG, 388, 422, 602 Siemens Energy, 422 SIFE See Students in Free Enterprise Simplex Nails Manufacturing, 601 Singapore Airlines, 283, 468 Skinny Improv, 415–416 SkipDr, 297 Skip Hop, 297 Skoda, 601 Skype, 447 Smart Balance Inc., 229, 349 SMG Connected, 451 Social Investment Forum, 187 Social Security, 107, 358 Société Générale, 466 Society for Human Resource Management, 167 Sodexo, 171 SolarCity, 85 Solidares Unitaires Démocratiques, 238 Sony Corporation, 112, 137, 268, 611 South Asian Association for Regional Cooperation (SAARC), 135 Southern Common Market, 134 Southwest Airlines, 112, 116, 120, 276, 279, 370, 435–436, 465, 576 Space Exploration Technologies (SpaceX), 85 Spartan Motors, 281 Sport Otto, 311 Springfield Remanufacturing Company (SRC), 44, 512 Staff Builders, 326 Stagee, 409 Starbucks Access Alliance, 242 Starbucks Armed Forces Support Network, 242 Starbucks Black Partner Network, 242 Starbucks Coffee Agronomy Company, 550 Starbucks Coffee Trading Company, 550 Starbucks Corporation, 98–100, 231, 241–244, 317–319, 346, 354, 430–432, 449, 465, 550–552, 615–616 Starbucks Entertainment, 99 Starbucks Leadership Lab, 546 Starbucks Tata Limited, 431 Starcom MediaVest Group, 451 Starwood Hotels, 137, 141, 259 St Jude Children’s Research Hospital, 466 St Louis Cardinals, 38 Stradivarius, 289 Stryker Corporation, 309 StubHub, Inc., 307 Students in Free Enterprise (SIFE), 201 Suburban Hospital (Bethesda, Maryland), 352, 418 Subway, 417, 597 SuccessFactors, 450 SuperValu, 47 Svenska Handelsbanken, 589 Swingline, 79 Sylvania, 417 Sysco, 605 T Taco Bell, 268, 513, 556 TAG Heuer, 276 Target, 203, 289, 564, 569 Target Technology Innovation Center, 215 Tata Global Beverages, 431 Tata Group, 274 Tazo Tea, 98–99 Teavana, 98 TechForum, 350 Technogym, 209 Tecnologico de Monterrey, 252 Ted’s Malibu Surf Shop, 524 Tefron, 296 Tennessee Valley Authority, 468 Terex Corporation, 330 Tesco, 237, 350 Tesla Motors, 85, 255 Texas Instruments, 534, 589 Texas Rangers, 480 Thermo Fisher Scientific, 606 Thomson SA, 137 3M Company, 216, 229–230, 256, 279, 334, 350–351, 470, 545, 611 Sisters Adventure Trekking Company, 473 Timberland, 193 Timken, 602 T-Mobile, 89, 378–379 Tom’s Of Maine, 119 TOTAL, SA, 188 Towers Watson, 36, 372, 446 Toyota Motors Corporation, 110, 316, 350, 372, 608 Trader Joe’s, 576 TripAdvisor, 261 Trunk Club, 277 Tsingtao Brewery, 217 Turner Industries Group LLC, 170–171 Twitter, 47, 49, 365, 458 Tyson Foods, 120 U UA See Under Armour Uber Technologies, Inc., 276 UBS AG, 197 Ugg, 603 Unilever, 137, 268, 274 UniRush, 292 Unisys, 388 United Airlines, 256, 568, 588 United Nations, 195, 196E6–6 United Parcel Service (UPS), 43, 185, 187–188, 227, 358, 444, 612 United Plastics Group, 139 United Technologies Corporation (UTC), 197 United Way, 38 Unity, 448 Univenture Inc., 295 Universal Music Group, 292 University of Arizona, 251 University of Cambridge, 524 University of Iowa, 525 University of Maryland, 215 University of Michigan, 171, 526–527 University of Wisconsin Madison, 41 UPS See United Parcel Service US Airways, 383 U.S Armed Forces, 470 U.S Army, 352, 378, 437 www.downloadslide.net Organization Index USA Today, 292, 614 U.S Bankruptcy Court (Southern District of New York), 210 U.S Bureau of Labor Statistics (BLS), 54, 160–161, 388, 400 U.S Cellular, 458 U.S Census Bureau, 166 U.S Congress, 597 U.S Department of Education, 271 U.S Department of Justice, 195 U.S Department of Labor, 167, 574 U.S Federal Trade Commission, 274 U.S Military, 588 U.S National Institute of Occupational Safety and Health, 574 U.S Postal Service (USPS), 269 U.S Small Business Administration, 293 U.S Supreme Court, 374 UTC See United Technologies Corporation Uterqüe, 289 U2, 530 V Valeo Klimasystemme GmbH, 610 Van Halen, 556 Verismo, 99 Verizon, 366–367, 391 Virgin America, 448 Virgin Group, 79 Visa, 84–85, 581 Volkswagen AG, 388, 601 Volkswagen Sweden, 219 Volvo, 416, 589 Volvo Construction Equipment, 588 Vurv Technology, 494 VZ-LIFE, 391 W Wachovia, 204 Walgreens, 167–168, 283 Wall Street Journal, 390 Walmart, 48, 149, 151, 237, 256, 268, 273, 276–277, 280, 283, 289, 337, 500, 556, 569, 604–605 Walt Disney Company, 125, 569 Warby Parker, 283 Waste Management, 543 Watson Wyatt, 357 Wayfair.com, 513 Weber Shandwick, 458 Wellmark Blue Cross Blue Shield, 226, 611 Wellness Corporate Solutions, 218 The Wellness Foundation, 209 Wells Fargo & Co., 277, 611 Wendy’s, 556, 603, 608–609 Western Electric Company Works, 64 Western Provident Association, 451 Whirlpool, 334 White Castle, 543 Whole Foods Market, 66, 297, 451, 534 Wild Oats Markets, 451 William Wrigley Jr Co., 452 Wilson Sporting Goods, 322 707 Wipro Limited, 258 W L Gore & Associates, 111, 114, 346, 370, 416 World Bank Group, 136 World Business Council for Sustainable Development, 49 WorldCom, 190, 210 World Cup, 571 World Economic Forum, 106, 190 WorldNow, 117 World Trade Organization (WTO), 135, 145 Wormald Security, 610 WTO See World Trade Organization Wyeth, 498 X Xerox, 48, 272, 346, 352, 418 Xerox Innovation Group, 228 Y Yahoo!, 333, 365–366, 479 Yamaha Corporation of America, 393 YouTube, 127, 274, 450 Yum Brands Inc., 150, 513 Z Zappos.com, 55–56, 125–126, 440, 465, 508, 603 Zara, 274, 289–290 Zebra, 557 Zimmer Holdings, 296 Zippo Manufacturing, 109 Zynga, 268, 493 www.downloadslide.net Subject Index A B Absenteeism, 463 job satisfaction and, 464–465 Acceptance theory, of authority, 326 Accountability, 56 Achievement need, 508–509 Achievement oriented leader, 530 Across Asia on the Cheap (Wheeler, T & Wheeler, M.), 428 Active listening, 442–443, 443E14–3 Activist approach, to green organizations, 189 Activities, 591, 592EPC–8 Activity ratios, 566 ADA See Americans with Disabilities Act Ad hoc committees, 352 Affective component, of attitudes, 464 Affirmative action, 374 Age, 163–164 Age Discrimination in Employment Act of 1967, 163 Aggression, 484 Aging, 160 population, 162–163 world, 162E5–4 Agreeableness, 471 Alcohol, 579 Alternative decisions, 75–76, 76E2–3, 77E2–4 Ambiguity, 231 American Idol, 268–269 Americanization, 145 Americans, 142E4–4 Americans with Disabilities Act (ADA), 166–167, 242 Anchoring effect, 86 Anti-Bribery Convention, 195 Antisocial actions, 409 Artificial intelligence, 83 Asch’s cards, 410E13–4 Assertiveness, 144 Assumed similarity, 480 Attentional processes, 482 Attitudes, 463–469 behavioral component of, 464 cognitive component of, 463–464 consistency and, 467 cultural, 607–608 managers and, 469 polycentric, 131 surveys, 468, 468E15–2 value chain management strategies and, 607 Attractiveness of reward, 504 Attribution theory, 478–479, 479E15–6 Audit committees, 577 Authority, 324–326 acceptance theory of, 326 line, 326, 327E10–4, 327E10–5 staff, 326–327, 327E10–5 Autism, 396 Autocratic style, 525 Automation, 218 Autonomy, 501 Availability bias, 87 Baby boomers, 106 Balanced scorecard, 569 Bankruptcy, 210, 268 Baseball, 96–97 Basic corrective action, 560 BCG matrix, 275 Behavior, 462 See also Organizational behavior; Organizational citizenship behavior group, 462 individual, 462 negative, 484–485 shaping, 482 theories, 524–525, 526E17–2 Behavioral approach, 63–65 Behavioral component, of attitudes, 464 Benchmarking, 569–570, 588 internal, 570E18–11 steps, 588EPC–2 Benefits, 386–387, 388E12–11 family-friendly, 391 Best practices, 569–570 Biases, 86–87, 87E2–11, 171–173 self-serving, 87, 479 Big data, 90–91, 277 Big Five Model, 471 Billboard, 279 Black Book model, 95–96 Blog-Hub, 453 Blogs, 451 Bloomberg BusinessWeek, 95 Board representatives, 375 Boards of directors, 577 Body language, 438 Boeing 737-800, 429 “Boiled frog” phenomenon, 313 Boundaryless organizations, 348–350 Bounded rationality, 78–79 Bragging boards, 512 Breakeven analysis, 593–594, 594EPC–10 Bribery, 150–151, 195 Budgeting, 567, 589 analysis, 566 improving, 590EPC–4 types, 589EPC–3 Building construction, 592EPC–8, 593EPC–9 Bureaucracy, 62–63, 63EMH–4 Business description, 302 Business model, 268 Business planning skill, 287 Business plans, 301–302 Business valuation, 313 708 C Calm waters metaphor, 215 Camaraderie, 519 Canadian Human Rights Act, 374 Capabilities, 271 Career opportunities in management, 400 Caring, Serving, and Giving, 507 Caring Unites Partners (CUP), 551 Casual dress, 409 C corporation, 303 CDO See Chief diversity officer Centralization, 329–330, 330E10–7 CEO See Chief executive officer Cerealtop, 295 Certainty, 83 CEs See Commissioning editors CFO See Chief financial officer Chain of command, 324–328, 327E10–4 dual, 346 Change agents, 216–217 forces for, 214E7–1 managing, 221–227, 235 organizational, 216–219 organizations and, 227E7–8 process, 214–216 resistance to, 219–221, 221E7–5 stimulating, 306–307 successful, 226–227 three-step process, 215E7–2 types of, 217–219, 217E7–3 Channels, 437 Charismatic-visionary leadership, 533–534 Cheaper by the Dozen (Gilbreth, F B & Gilbreth, L M.), 61 Cheating, 201 Chief diversity officer (CDO), 180 Chief executive officer (CEO), 280 Chief financial officer (CFO), 280 Chief information officer (CIO), 280, 536 Chief operating officer (COO), 280 CIO See Chief information officer Civil Rights Act of 1964, 163, 168–169 Classical approach, 60–63 Classical view, of social responsibility, 184 Client relationships, 502 Closed systems, 67 Coaching skills, 404–405, 426–427 Codes of ethics, 197–199, 198E6–7 Coercion, 221 Coercive power, 536 Coffee, 98–100, 615–616 Coffee industry, 430–432 Cognitive component, of attitudes, 463–464 Cognitive dissonance theory, 467–468 Cohesiveness of global teams, 422 of groups, 411–412, 412E13–5 Collaboration, 350–355, 351E11–3, 604–605 developing your skill, 149 internal, 351–352 workplace design and, 447 Collectivism, 144 Colony Collapse Disorder, 187 Commissioning editors (CEs), 428 Commitment concept, 256 escalation of, 79 organizational, 466 unified, 419 www.downloadslide.net Subject Index Communication, 221 See also Interpersonal communication; Organizational communication barriers to, 440–441 in creating effective teams, 419 in crisis, 459 customer service and, 452–453 downward, 444 ethical, 453–454 flow direction, 444–445 formal, 444 function of, 436–437 gender differences, 434 informal, 444 Internet and, 450–451 issues, 450–454 IT and, 448–450 lateral, 445 leadership and, 551 managerial, 448–449 methods of, 439E14–2 nature of, 435–437 nonverbal, 438 online, 450–451 organizational, 436, 445E14–4 overcoming barriers to, 441–443 process, 437 technology, 359 upward, 444–445 workplace design and, 447–448 workplace violence and, 574 Communities of practice, 352, 353E11–4 Community service projects, 507 Company rankings, 562–563, 562E18–7 Company-mandated experiment time, 229 Comparability, 571 Compensation, 386–387, 388E12–11 Competence, 537 Competitive advantage, 276–278 Competitive strategies, 275–279 Competitor intelligence, 259, 585 Competitors, 299–300 Compressed workweeks, 357–358 Computerization, 218 Conceptual skills, 44 Concurrent control, 565 Confirmation bias, 86 Confirmation screens, 608–609 Conflict, 413 dysfunctional, 413 functional, 413, 416 groups and, 414E13–7 management, 413–415, 415E13–8 role, 224 task, 413 tolerating, 231 Conformity, 410 Connectedness, of employees, 359–360 Conscientiousness, 471 Consensus, 478–479 Consideration, 526 Consistency, 537 attitudes and, 467 attribution theory and, 479 Contemporary approaches, 67–69 Context, analysis of, 302 Contingency approach, 68 Contingency factors, in planning, 256 Contingency planning, 597 Contingency theories, of leadership, 527–531 Contingency variables, 68EMH–8 Contingent workers, 358–359 motivating, 511 Controlling, 41, 556–557 coffee, 615–616 concurrent, 565 cultural attitudes and, 607 customer interactions, 575–576 decision making and, 560 employee performance, 563–564 employee theft, 573, 573E18–12 feedback, 565–566 feedforward, 565 financial, 566–567 information, 567–569 issues, 310–314, 570–577 planning-controlling link and, 557E18–1 for quality, 610 technology and, 571 types of, 565E18–9 workplace violence, 575E18–13 Control process, 557–560, 558E18–2 decision making and, 561E18–6 Convenience, quality compared to, 117 COO See Chief operating officer Co-optation, 221 Coordination, 604–605 Core competencies, 271 Corporate governance, 576–577 Corporate philanthropy, 203–204 Corporate strategies, 273–275 Corporate symbols, 102 Corrective action basic, 560 immediate, 560 Costs, 593 fixed, 593 health care, 392–393 HR, 392–393 pension, 393 sunk, 87 variable, 593 Counseling, 226 Creativity, 119 developing your skill, 94 innovation versus, 228 Credibility, 537 Crises, recognizing, 313 Critical path, 591 Cross-cultural differences, 570–571 See also Cultural differences Cross-functional teams, 324, 351–352 Cultural attitudes, 607–608 Cultural differences, 89, 509 Cultural environment, 141–144 Cultural Health Index, 468 Cultural intelligence, 146 Cultural variables, 230–231 Cultures, 102–103 See also National culture; Organizational culture assessing, 143–144 blending, 151–152 changing, 223, 223E7–6 customer-responsive, 119–120, 120E3–10 environment and, 241 establishing, 114E3–8 ethical, 193 growth-oriented, 312EEV–5 innovative, 119 leadership across, 539–540, 539E17–7 learning, 116–118 maintaining, 114E3–8 managers and, 117–118, 118E3–9 motivation and, 508–509 personality types and, 473–474 reading in an organization, 102 ROWE and, 520 source of, 114–116 strong versus weak, 114, 114E3–7 weak, 223 CUP See Caring Unites Partners Currency exchange rates, 141 Customer-responsive culture, 119–120, 120E3–10 Customers, 66 interactions, 575–576 managers and, 46–47 satisfaction, 465 technology and, 612 transactions, 615–616 value chain management and, 602–603 Customer service, 342 communication and, 452–453 organizational volunteers and, 366–367 strategies, 283 Cyberattacks, 567–568 D DAT See Digital Acceleration Team Data, 568 big, 90–91, 277 comparability and, 571 financial, 302 production, 595EPC–11 Death from overwork See Karoshi Decentralization, 329–330, 330E10–7 Decisional roles, 42 Decision makers, 77–78 Decision making biases, 86–87, 87E2–11 big data and, 90–91 conditions, 83–85 controlling and, 560 control process and, 561E18–6 design thinking and, 90 effective, 88–91 group, 412–413, 413E13–6 guidelines, 89–90 intuitive, 79 managerial, 88, 88E2–12 process, 73–77, 75E2–1 rational, 78 style, 85–88 Decisions, 74 alternative, 75–76, 76E2–3, 77E2–4 criteria, 74–75, 76E2–2 EBMgt and, 80–81 effectiveness of, 77 of managers, 77–81, 77E2–5 nonprogrammed, 82, 82E2–7 programmed, 81 technology and, 83 types of, 81–82 Decruitment, 377–378, 379E12–5 Deep-level diversity, 156 Deepwater Horizon, 582–583 Defensiveness, 441 709 www.downloadslide.net 710 Subject Index Delegating, 320, 529 See also Empowerment Democracy, 490 Democratic style, 525 Demographic environment, 106–108 Demographics, 297 Demographic trends, 375–376 Dennis (hurricane), 582–583 Departmentalization, 324 forms of, 325E10–3 Design thinking, 90, 232 as competitive advantage, 276–277 Desperation hustle, 487 D&I See Diversity and inclusion Difficult people, dealing with, 402, 579 Digital Acceleration Team (DAT), 450 Direction, 494 Directional plans, 251 Directive leader, 530 Disabilities, 166–168, 168E5–6 Disasters, 582–583 Disciplinary actions, 563–564 Discipline problems, 563E18–8 Discrimination, 171–172, 172E5–7, 379 laws, 374–375 Disney Difference, 569 Distinctiveness, 478 Distributive justice, 504 Diversification, 274 Diversity, 107, 156–160 See also Workplace ­diversity; Global diversity and inclusion accomplishments, 174 deep-level, 156 inclusion and, 242 initiatives, 173–176 managing, 170–173 motivation and, 510–511 surface-level, 156 in teams, 430–432 tomorrow’s workforce, 107 training, 175–176, 432 valuing, 178 Diversity and inclusion (D&I), 170 Divisional structure, 337 Division of labor, 59–60 Documentation, supporting, 302 Downsizing, 388, 389E12–12 Downturns, 312–313 Dress code, 489 Driving forces, 215 Dysfunctional conflicts, 413 E E See Extraversion Earnings per share (EPS), 291 EBMgt See Evidence-based management E-business strategies, 282–283 Economic circumstances, challenging, 508 Economic context economic inequality and, 106 global economy and, 106 Economic development, 614 Economic environment, 106, 140–141 Economic inequality, 106 Economic recession, 508 Economy free market, 141 global, 106 HRM and, 372 planned, 141 Education, 221 Effectiveness, 40, 40E1–3 decision, 77 of forecasting, 586–588 organizational, 343, 562 Efficiency, 40, 40E1–3, 430 Effort-performance linkage, 504 Ego strength, 192 EI See Emotional intelligence Electronic payments, 581–582 E-mail, 448, 451 bans, 458 decline of, 449 Emotional expression, 437 Emotional intelligence (EI), 474–476 Emotional stability, 471 Emotions, 440 constrained, 443 emotional intelligence and, 474–476 Empathy, 475 Employees assessment, 377 benefits, 386–387 compensation, 386–387 connectedness of, 359–360 empowerment of, 121, 330, 538–539 engagement, 466–467 expression, 121 health care costs, 392–393 input from, 453, 453E14–5 job satisfaction and, 464 learning culture, 116–118 low-skilled, 512 pension costs, 393 performance, 563–564 performance management, 385–386 prioritizing, 490–491 productivity, 463 protection for, 202 recognition programs, 512–513 recruitment of, 306 relationship with, 241 resource groups, 176 retention of, 306 selection, 197, 376–382 skills for, 382–384 stress and, 223–226 theft, 573, 573E18–12 training, 383–384 value chain management strategies and, 606–607 volunteer efforts, 204 workplace violence and, 574–575 work teams, 310 Employment, 108–109 Employment Nondiscrimination Act (ENDA), 169 Empowerment, 308–309, 340 See also Delegating of employees, 121, 330, 538–539 leadership, 231 Encoding, 437 ENDA See Employment Nondiscrimination Act Energy, 494 Engagement, with employees, 466–467 Entrepreneurial ventures, 292 Entrepreneurship, 292–293 ethics and, 295 global, 293 importance of, 293 leadership and, 309–310 personality characteristics in, 307–308 process, 294 social, 203 social responsibility and, 295 Environment See also Global environment; Legal environment assessing, 584–588 cultural, 141–144 culture and, 241 demographic, 106–108 dynamic, 258 economic, 106 external, 105, 108–111 Environmental complexity, 109–110 Environmental footprint, 616 Environmental scanning, 258–259, 584–586 developing your skill, 124 Environmental uncertainty, 68, 109, 109E3–3, 334–335 EPS See Earnings per share Equal Opportunity Directive, 169 Equal opportunity employment laws, 174E5–8 Equity theory, 503–504, 504E16–7, 509 Escalation of commitment, 79 Esteem needs, 495 E-tailers, 125–126 Ethical behavior being ethical, 182 encouraging, 196–201 factors determining, 190–195, 191E6–3 leadership and, 199 managers and, 190–195 Ethical communication, 453–454 Ethical Culture, 193 Ethical dilemmas, 199E6–8 Ethical hacking, 363 Ethical lapses, 201–202 Ethics, 190 codes of, 197–199, 198E6–7 entrepreneurship and, 295 international, 195 leadership and, 202, 202E6–9 legality and, 585 protective mechanisms in, 201 social networks and, 456 social responsibility and, 201–204 training, 200 Ethisphere, 199 Ethnicity, 165–166 Ethnocentric attitude, 131 Euro, 133 Evaluating results, 272 Events, 591, 592EPC–8 Evidence-based management (EBMgt), 80–81 Executive summary, 301 Exiting ventures, 313–314 Expectancy theory, 504–505, 505E16–8, 514 Expected value, 84E2–8 Experimentation, 229 Expert power, 536 Exporting, 138 External analysis, 271 External controls, 231 External environment, 105, 105E3–2, 108–111 Extinction, 482 Extraversion (E), 469–471 F F See Feeling Facilitation, 221 Fairness, 503 Family-friendly benefits, 391 www.downloadslide.net Subject Index FarmVille, 493 Fashion, 289–290 FCPA See Foreign Corrupt Practices Act Feasibility region, 595 Feasibility studies, 298–299, 300EEV–2 Feedback, 441–442 channels, 502 controls, 565–566 giving effective, 554 JCM and, 501–502 performance, 563 positive, 231 self-generated, 499 Feedforward controls, 565 Feeling (F), 470 Fiedler contingency model, 527–529, 528E17–3 Filtering, 440 Financial collapse, 210 Financial controls, 566–567 Financial data, 302 Financial projections, 302 Financial ratios, 567E18–10 Financial reporting, 577 Financing, 300 options, 301EEV–3 First-line managers, 37–38 First movers, 284, 284E9–6 Five forces model, 278 Five Year Business Plan (USPS), 269 Fixed costs, 593 Flexibility job design and, 606 in leadership, 540 in manufacturing, 611 project management and, 596 of work arrangements, 355–358 Flexible organizations, 349 Flextime, 357–358 Focused work, 447 Forecasting effectiveness of, 586–588 qualitative, 586 quantitative, 586 rolling, 588 techniques, 586, 587EPC–1 technology, 449 Foreign Corrupt Practices Act (FCPA), 195 Foreign subsidiary, 139 Formalization, 331–332 Formal planning department, 257 Framing bias, 86 Franchising, 138 Free market economy, 141 Functional conflicts, 413, 416 Functional strategies, 279 Functional structure, 337 The Functions of an Executive (Barnard), 67 Fundamental attribution error, 479 Future orientation, 144 G The Game of Life, 269 Gantt charts, 590, 590EPC–5 Gender differentiation, 144 gaps, 181 glass ceiling and, 172–173 identity, 169–170 managers and, 164–165 quotas, 181 General administrative theory, 61–63 General partnership, 303 Generational differences, 483–484 Gen X, 164 Gen Y, 106–107, 164, 376, 483–484 Geocentric attitude, 131 Gift cards, 616 Glass ceiling, 172–173 Global company, 137 Global diversity and inclusion, 170 See also Diversity Global economy, 106 Global environment, 132–136 business in, 136–139 and the Internet, 140 Global mind-set, 146, 146E4–6 Global perspective, developing, 128 Global positioning systems (GPS), 265, 608 Global scanning, 585–586 Global sense, 240, 430, 549, 614 Global sourcing, 138 Global structural issues, 360 Global teams, 421E13–11 management of, 421–422 managers of, 422 processes, 422 resources, 421 structure of, 421 Global trade mechanisms, 135–136 Global turmoil, 570–571 Global workforce, 146 changes, 161–163 Goals See also Path-goal model clear, 419 job, 199–200 of OB, 463 planning and, 249–251 quality, 610–611 real, 249–250 sales, 559–560 setting, 246, 252–255, 262 stated, 249 stretch, 255 types of, 249–250 of value chain management, 603 well-written, 254, 254E8–4 Goal-setting theory, 498–499, 500E16–5 Google Glass, 449 GPS See Global positioning systems Grapevine, 446–447 Green approaches, 188E6–2 Green management, 187 Grievances, unresolved, 574 Group development, 406–407 adjourning stage of, 407 forming stage of, 406 norming stage of, 406 performing stage of, 406–407 stages of, 407E13–2 storming stage of, 406 Groups, 406–407 behavior, 462 cohesiveness, 411–412, 412E13–5 command, 406E13–1 conflict and, 414E13–7 cross-functional, 406E13–1 decision making, 412–413, 413E13–6 as effective teams, 416–420 employee resource, 176 external conditions imposed on, 408 formal, 406 informal, 406 711 performance, 408–416 processes, 412 resources, 408 satisfaction, 408–416 self-managed, 406E13–1 size, 411 structure, 409–415 tasks, 406E13–1, 415–416 teams versus, 417E13–9 unique, 509–512 Groupthink, 410 Groupware, 451 Growth controlling for, 312 culture and, 312EEV–5 managing, 311–312 organizing for, 311–312 planning for, 311 strategies, 273 H Hacking, ethical, 363 Halo effect, 480 Harvesting, 313–314 Hawthorne Studies, 64–65 Health care costs, 392–393 Heuristics, 86–87 Hierarchy, 335 Hierarchy of needs theory, 494–495, 495E16–1 High-high leader, 526 High-involvement work practices, 503 High-performance work practices, 370, 371E12–1 Hindsight bias, 87 Hispanic-Americans, 107 HMAS Sheean, 536 Holacracy, 55–56 Horizontal integration, 274 Hostility, 484 House of Cards, 291 HR See Human resources HRM See Human resource management Human Capital Index, 370 Humane orientation, 144 Human relations view, of conflict, 413 Human resource management (HRM), 306, 370 economy and, 372 external factors affecting, 371–376 laws, 373E12–3 legal environment of, 373–375 process, 370–376, 371E12–2 Human resources (HR) costs, 392–393 manual, 103 planning, 376–377 value chain management strategies and, 606–607 variables, 231–232 Hygiene factors, 496 I I See Introversion ICU See Intensive care unit Idea champions, 231 Ideas evaluating, 298–299, 299EEV–1 generating, 298 iGeneration, 107 Immediate corrective action, 560 Immediate gratification bias, 86 www.downloadslide.net 712 Subject Index Importing, 138 Impracticality, 231 Inclusion, 432 diversity and, 242 Incongruities, 296 Individual development, 121 Individual differences, 68 Individualism, 508–509 leadership and, 550–551 Industrial revolution, 59–60 Industry rankings, 562–563, 562E18–7 Industry structures, 297 Industry Week, 310 Inflation rates, 141 Information, 568 controls, 567–569 feedback control and, 566 overload, 441 Information age, 69 Informational roles, 42 Information technology (IT) communication and, 448–450 organizations affected by, 450 In-group collectivism, 144 Initiating structure, 525–526 Innovation, 236–238, 243–244 characteristics, 231 continuing, 307 creativity versus, 228 culture and, 119 design thinking and, 232 entrepreneurship and, 293 managers and, 48 open, 354, 354E11–5 stimulating, 228–232 strategies, 283–284 variables, 230E7–9 Institutional collectivism, 144 Instrumentality, 504 Integration, 392 Integrity, 537 testing, 197 Intellectual property, 607 Intelligence gathering, 585 Intensive care unit (ICU), 352 Interactionist view, of conflict, 413 Internet, 140 access, 449 communication and, 450–451 Interpersonal communication, 436 effective, 440–443 methods of, 437–440 process, 437E14–1 Interpersonal demands, 224 Interpersonal roles, 42 Interpersonal skills, 44 Interview, how to, 368, 396 Introversion (I), 469–470 Intuition (N), 79–80, 79E2–6, 470 Islam, 168–169 ISO 9000, 610–611 Issue intensity, 194–195, 194E6–5 IT See Information technology J J See Judging Jargon, 441 JCM See Job characteristics model Job analysis, 377 Job characteristics model (JCM), 501–502, 502E16–6 Job creation, 293 Job depth, 501 Job description, 377 Job design, 500 approaches, 503 flexibility and, 606 Job enlargement, 500–501 Job enrichment, 500–501 Job goals, 199–200 Job interview, 379 Job involvement, 466 Job motivation, 500–503 Job performance, 463–469 Jobs, 108–109 Job satisfaction, 463–466 two-factor theory and, 496 Job scope, 500–501 Job sharing, 357–358 Job specialization, 59–60 Job specification, 377 Joint venture, 139 Judging (J), 470 Judgment, 479–480 Justice, 504 K Karoshi (death from overwork), 226 Katrina (hurricane), 551 Knowledge, 297–298 resources, 451–452 L Labor unions, 372–373, 432 Laissez-faire style, 525 Language, 117, 441, 607 body, 438 simplified, 442 Leader-member exchange (LMX) theory, 532 Leader-member relations, 528 Leaders, 523–524 charismatic, 522–523, 533 directive, 530 effective, 540–541 employee-oriented, 526–527 growing, 545–546 high-high, 526 managers compared to, 545–546 path-goal model and, 530 production-oriented, 527 training of, 540–541 transactional, 532–533 transformational, 532–533 Leadership, 523–524 behavior theories, 524–525, 526E17–2 changing, 222–223 charismatic-visionary, 522–523, 533–534 communication and, 551 contemporary views of, 532–535 contingency theories of, 527–531 in creating effective teams, 420 across cultures, 539–540, 539E17–7 early theories, 524–527 effective style, 544 empowering, 231 entrepreneurship and, 309–310 ethical, 202, 202E6–9 ethical behavior and, 199 flexibility in, 540 fostering, 552 individualism and, 550–551 issues, 307–310, 536–541 motivation and, 551–552 organizational, 224 path-goal model and, 530–531 strategic, 280–281, 281E9–4 substitutes for, 541 team, 534–535, 535E17–5 training, 540–541, 546 traits, 525E17–1 trait theories, 524–527 value chain management strategies and, 606 visionary, 534 workplace violence and, 574 Leadership Jazz (DePree), 309–310 Leading, 41 for quality, 610 Lean In (Sandberg), 173 Lean organization, 611–612 Learning, 480–483 cultures, 116–118 environment, 116–118 managers and, 482–483 organizations, 350 reinforcement and, 481 social, 481–482 workplace design and, 447 Least-preferred coworker (LPC) questionnaire, 527–528 LEED standards, 431 Legal approach, to green organizations, 188 Legal environment, 139–140 of HRM, 373–375 Legal issues, with online communication, 451 Legality, ethics and, 585 Legitimate power, 536 Leverage ratios, 566 Licensing, 138 Limited liability company (LLC), 305 Limited liability partnership (LLP), 303 Linear programming, 594–595, 595EPC–12 Linear thinking style, 75 Liquidity ratios, 566 Listening, active, 442–443, 443E14–3, 457 LLC See Limited liability company LLP See Limited liability partnership LMX theory See Leader-member exchange theory Load charts, 591, 591EPC–6 Locus of control, 192, 471 Long-term plans, 250 Loyalty, 537 LPC questionnaire See Least-preferred ­coworker questionnaire M Machiavellianism, 472 Management See also Human resource ­management; Operations management; Strategic management; Value chain management approaches to, 59EMH–1 behavioral approach to, 63–65 bottom-up, 110 of change, 221–227 classical approach to, 60–63 contemporary approaches to, 67–69 definition of, 39 of diversity, 170–173 diversity accomplishments of, 174 early, 58–59 www.downloadslide.net Subject Index effectiveness in, 40E1–3 efficiency in, 40E1–3 employee performance, 385–386 functions, 40–41, 41E1–4 of generational differences, 483–484 in global environments, 139–146 of global teams, 421–422 green, 187 of growth, 311–312 levels of, 38E1–1 omnipotent view of, 104 open-book, 512 people, 157 of power, 536 principles of, 62, 62EMH–3 project, 596–597 quantitative approach to, 65–66 scientific, 60–61, 61EMH–2 self, 475 skills, 43–44, 43E1–6, 44E1–7 study of, 49–51 sustainability and, 187–190 symbolic view of, 104–105 of teams, 421–423 universality of, 49–50 universal need for, 49E1–9 values-based, 193 by walking around, 565 women in, 181 Management by objective (MBO), 226, 253–254, 254E8–3 Management information system (MIS), 568 Management science, 65 Managerial action, 560 Managerial discretion, 105E3–1 Managerial grid, 527 Managerial roles, 42–43, 43E1–5 Managers See also specific manager types attitudes and, 469 challenges of, 50–51, 50E1–10 changing job of, 45–49, 46E1–8 culture and, 117–118, 118E3–9 customer interactions and, 576 customers and, 46–47 decisions of, 77–81, 77E2–5 definition of, 37–38 duties of, 39–44 ethical behavior and, 190–195 external environment and, 108–111 first-line, 37–38 gender and, 164–165 of global teams, 422 importance of, 36–37 increased productivity and, 601 innovation and, 48 leaders compared to, 545–546 learning and, 482–483 in organizations, 38–39 organizing by, 430 perception and, 480 personality and, 476–477 rewards for, 50–51, 50E1–10 social media and, 47–48 sustainability and, 48–49 top, 38 turnover and, 98 women and, 98 Manipulation, 221 Manufacturing flexibility in, 611 lean, 429 lights-out, 601 organizations, 600 technology and, 602 Market approach, to green organizations, 188 Market structures, 297 Masculinity, 509 Mass Career Customization, 509–510 Mass customization, 611–612 Mass production, 334 Material artifacts, 117 Matrix structure, 346–348, 347E11–2 Maximax choice, 84 Maximin choice, 84 MBO See Management by objective MBTI See Myer Briggs Type Indicator MDRs See Multidisciplinary rounds Means-ends chain, 253 Mechanistic organizations, 332–333, 332E10–8 Medicare, 358 Mentor, be a great, 154 Mentoring, 175, 175E5–9, 180, 480 Messages, 437 Mexican Federal Labor Law, 374 Microchronometer, 61 Middle managers, 38 Minimax choice, 84–85 MIS See Management information system Missions, 254, 270 Mission statements, 270E9–2 M&Ms, 556 MNC See Multinational corporation Mobile computing, 359 Moneyball, 96 Monolingualism, 131 Moral development, 191, 191E6–4 Motivation, 493–494 in challenging economic circumstances, 508 contemporary theories of, 498–507 for contingent workers, 511 cultures and, 508–509 current issues in, 507–514 developing your skill, 517 diversity and, 510–511 early theories of, 494–497 feedback control and, 566 integrated theories of, 505–507, 506E16–9 job, 500–503 leadership and, 551–552 for low-skilled employees, 512 of professionals, 511 self, 475, 492 for unique groups, 509–512 Motivation-hygiene theory, 496 Motivators, 496 Motor reproduction processes, 482 Movie theater industry, 126–127 Multidisciplinary rounds (MDRs), 415 Multidomestic corporation, 137 Multinational corporation (MNC), 137 Myer Briggs Type Indicator (MBTI), 469–471 personality types, 470E15–3 N N See Intuition nAch See Need for achievement nAff See Need for affiliation National culture, 142, 143E4–5, 441 See also Cultures goal-setting theory and, 499 Need for achievement (nAch), 497 Need for affiliation (nAff), 497 713 Need for power (nPow), 497 Negative reinforcement, 482 Negotiating skills, 419 Negotiation, 221 Networked systems, 449 Network organizations, 349–350 9/11 terrorist attacks, 598 Noise, 437 Nonlinear thinking style, 75 Nonprogrammed decisions, 82, 82E Nonverbal communication, 438 Nonverbal cues, 443 Norms, 409–410 nPow See Need for power O OB See Organizational behavior Objective function, 594 OCB See Organizational citizenship behavior Occupations, categories of, 471 OD See Organizational development The Office, 383 Office attire, 484 Office of the Future (OOF), 343 Office of tomorrow, 449 Offshore drilling, 582–583 Offshoring, 614 Onward: How Starbucks Fought for Its Life Without Losing Its Soul (Shultz, H.), 551 OOF See Office of the Future Open-book management, 512 Open innovation, 354, 354E11–5 Openness, 121, 537 to experience, 471 in global environments, 145–146 Open-system focus, 231 Open systems, 67, 67EMH–7 Operant conditioning, 480–481 Operating agreement, 305 Operational plans, 250 Operations management, 600–602 issues in, 608–612 technology and, 608–609 using value chain management, 604–608 Operations system, 600EMO–1 Opportunities, 271 analysis of, 301 Orange Is the New Black, 291 Orange juice, 95–96 Organic organizations, 332–333, 332E10–8 Organizational barriers, 607 Organizational behavior (OB), 63–65, 64EMH–5 contemporary issues of, 483–485 focus of, 462–463 goals of, 463 Organizational change, 216–219 Organizational chart, 322 Organizational citizenship behavior (OCB), 463 job satisfaction and, 465–466 Organizational commitment, 466 Organizational communication, 443–448 all-channel networks, 446 chain networks, 445 networks, 445–447, 445E14–4 wheel networks, 445–446 Organizational culture See also Cultures challenges, 111–118 changing, 222–223 constraints, 111–118 www.downloadslide.net 714 Subject Index Organizational culture (continued ) contrasting, 113E3–6 definition of, 111–112 dimensions of, 112E3–5 ethical behavior and, 192–193 value chain management strategies and, 607 Organizational design, 305–306, 322 challenges, 359–360 contemporary, 346–350, 347E11–1 traditional, 336–337, 336E10–10 Organizational development (OD), 218, 219E7–4 Organizational effectiveness, 343, 562 Organizational leadership, 224 Organizational level, 256E8–5 Organizational orientation, 383 Organizational performance, 561 measures of, 562–564 tools for measuring, 564–570 workforce diversity and, 158–159 Organizational processes, 605–606 Organizational productivity, 562 Organizational structure, 224, 305–306, 430–432 contingency factors affecting, 333–335 designing, 321–332 divisional, 337 environmental uncertainty and, 334–335 functional, 337 simple, 336 size and, 334 technology and, 334 Organizations, 38–39 borderless, 137 boundaryless, 348–350 change-capable, 227E7–8 characteristics of, 38E1–2 flexible, 349 global, 138E4–3 green, 188–189 as iceberg, 462E15–1 IT, affected by, 450 lean, 611–612 learning, 350 legal forms of, 303–305, 304EEV–4 managers in, 38–39 manufacturing, 600 mechanistic, 332–333, 332E10–8 network, 349–350 organic, 332–333, 332E10–8 service, 600 size of, 68 social responsibility and, 185–187 transnational, 137 virtual, 348–349 Organizing, 41, 322 for growth, 311–312 issues, 302–307 by managers, 430 purposes of, 322E10–1 for quality, 610 Orientation, 144, 382–383 Outsourcing, 614 Overconfidence bias, 86 P P See Perceiving Parochialism, 131 Participating, 529 Participation, 221 Participative leader, 530 Path-goal model, 530–531, 531E17–4 Patient Protection and Affordable Care Act (PPACA), 374 Pay-for-performance programs, 513–514 Payoff matrix, 84E2–9 Pension costs, 393 People changing, 218–219 management, 157 as obstacle to value chain management, 608 People First, 357 Perceived organizational support, 466 Perceiving (P), 470 Perception, 477–480, 478E15–5 Perception changes, 297 Performance, 248–249 See also Organizational performance appraisals, 199–200, 385–386, 386E12–10, 398–399 controlling, 561–564 definition of, 561 employee, 563–564 feedback, 563 groups, 408–416 management system, 385–386 measuring, 558–559, 558E18–3 orientation, 144 top box, 575–576 Performance-reward linkage, 504 Persistence, 494 Personal interaction, 451 Personality, 469 characteristics, in entrepreneurship, 307–308 insights, 471–473 managers and, 476–477 proactive, 308, 473 traits, 408, 473 traits, of Big Five Model, 471 type A, 225 type B, 225 types, in different cultures, 473–474 types, MBTI, 470E15–3 Personality-job fit theory, 476–477 Personal life, 314 PERT networks analysis, 591–593 for building construction, 593EPC–9 developing, 592EPC–7 PfizerWorks, 343 Physiological needs, 494 Planned economy, 141 Planning, 41, 248 approaches to, 256–257 contingency, 597 contingency factors in, 256 developing, 252–257 formal, 257 goals and, 249–251 for growth, 311 HR, 376–377 issues, 257–259, 295–302 long-term, 250 organizational level and, 256E8–5 performance and, 248–249 process, 596EPC–13 project, 596EPC–13 for quality, 609–610 scenario, 597–598 single-use, 251 strategic, 250 techniques, 596–598 types of, 250–251 Planning-controlling link, 557E18–1 Policies, 82 Political environment, 139–140 Political skill, 54 Polycentric attitude, 131 Population aging, 162–163 characteristics, US, 160–161, 161E5–3 total world, 161 Position power, 528 Positive feedback, 231 Positive reinforcement, 482 Post-Millennials, 106–107 Power acquiring, 363 coercive, 536 distance, 144 expert, 536 managing, 536 need for, 497 position, 528 referent, 536 reward, 536 PPACA See Patient Protection and Affordable Care Act Predictive maintenance, 609 Prejudice, 171 Price Is Right, 269 Principles of Scientific Management (Taylor, F W.), 60 Privacy, in workplace, 571–572 Proactive personality, 308, 473 Problem solving, 72–73 Problems discipline, 563E18–8 identifying, 74 structured, 81–82 unstructured, 82 Procedural justice, 504 Procedures, 81 Process conflict, 413 Process need, 296–297 Process production, 334 Production data, 595EPC–11 Productivity, 430 definition of, 562 employee, 463 group cohesiveness and, 412E13–5 increased, 601 job satisfaction and, 464 managing, 600–601 organizational, 562 ROWE and, 520 Professionals, motivating, 511 Profitability ratios, 566 Programmed decisions, 81 Project management, 596–597 Project managers, 597 Project Oxygen, 56–57 Project planning process, 596EPC–13 Projects, 596 Project structure, 346–348 Protégé, 180 be a great, 154 Pulse lunches, 450 Punishment, 482 Purpose, sense of, 121 www.downloadslide.net Subject Index Q Qualitative forecasting, 586 Quality, 609 as competitive advantage, 276 controlling for, 610 convenience compared to, 117 goals, 610–611 initiatives, 609–610 leading for, 610 organizing for, 610 planning for, 609–610 Quantitative approach, 65–66 Quantitative forecasting, 586 QuickBooks, 353 R Race, 165–166 Randomness bias, 87 Range of variation, 559–560 acceptable, 559E18–4 Ratio analysis, 566 Rationality, 78–79 R&D See Research and development Readiness, 529 Real goals, 249–250 Realistic job preview (RJP), 381–382 Recalls, 614 Recruiting resources, 378E12–4 Recruitment, 306, 377–378 Referent power, 536 Referents, 503–504 Regional trading alliances, 132–135 Regret, 85 Regret matrix, 85E2–10 Reinforcement, 481 negative, 482 positive, 482 processes, 482 theory, 499–500, 513 Reinforcers, 499 Relationship conflict, 413 Relevant skills, 419 Reliability, 380 Religion, 168–169 Remote diagnostics, 609 Remote work programs, 365–366 Renewal, 274–275 Repo 137, 210 Representation bias, 87 Required capabilities, 608 Research and development (R&D), 243 Resilience, 473 Resources, 271 allocating, 589–595 global team, 421 group, 408 knowledge, 451–452 recruiting, 378E12–4 Responsibility, 327 See also Social responsibility Restraining forces, 215 Results-Only Work Environment (ROWE), 520–521 Retailing, 398–399 Retention processes, 482 Reverse engineering, 585 Reverse pyramid, 65 Reward power, 536 Rewards, individualized, 510 Rewards programs, 512–514 Risk, 83–84 propensity, 308 tolerating, 231 Risk-taking, 472 Rita (hurricane), 551 Rituals, 116–117 RJP See Realistic job preview Robots, 39 Role ambiguity, 224 Role conflicts, 224 Role overload, 224 Roles, 409 Romances, in workplace, 390–391 Routineness, of task technology, 68 ROWE See Results-Only Work Environment Rudeness, 484 Rules, 81 S S See Sensing Safety needs, 494 Safety Training Observation Program (STOP), 538 Sales goals, 559–560 Sarbanes-Oxley Act, 200–202, 577 Satisfaction-dissatisfaction, 497E16–3 Satisfice, 78 SBU See Strategic business unit Scenario planning, 597–598 Scenarios, 597 Scheduling, 589–590 Scientific management, 60–61, 91 S corporation, 303–305 SE See Self-esteem Secrecy, 581–582 Security, 581–582, 615–616 Selection, 378–379 employee, 197, 376–382 outcomes, 380E12–6 tools, 380, 381E12–7 Selective perception bias, 86 Self-awareness, 460–461 EI and, 475 Self-efficacy, 499 Self-esteem (SE), 472 Self-management, 475 Self-monitoring, 472 Self-motivation, 475 Self-serving bias, 87, 479 Selling, 529 Sensing (S), 470 Service jobs, 47 Service organizations, 600 Service profit chain, 576 Sexual harassment, 388–392 Sexual orientation, 169–170 Shaping behavior, 482, 488 Short-term plans, 251E8–1 Simple structure, 336 Single-use plans, 251 Situational factors, 222–223 Situational leadership theory (SLT), 529–530 Six Sigma, 611 Skill-based pay, 387 Skill variety, 501 Slack time, 591 SLT See Situational leadership theory Slumdog Millionaire, 491 Small business, 292–293 SNOPA See Social Networking Online Protection Act 715 Social audits, 200–201 Social change promotion, 203–204 Social entrepreneurship, 203 Social irresponsibility, 201–202 Socialization, 116 workplace design and, 447 Social learning theory, 481–482 Social loafing, 411, 422 Socially responsible investing (SRI), 187 Social media, 448 as competitive advantage, 277 managers and, 47–48 Social needs, 495 Social Networking Online Protection Act (SNOPA), 374 Social networks ethics and, 456 structure, 423 Social obligation, 184 Social responsibility, 184–187, 186E6–1 entrepreneurship and, 295 ethics and, 201–204 Social responsiveness, 184–185 Social screening, 187 Social Security, 358 Social skills, 475 Socioeconomic view, of social responsibility, 184 Sole proprietorship, 303 South-East Asia on a Shoestring (Wheeler, T & Wheeler, M.), 428 Span of control, 329, 329E10–6 Specific plans, 251 Spirituality, 120–121 Sponsor See Mentor SRI See Socially responsible investing Stability strategy, 274 Stakeholder approach, to green organizations, 189 Stakeholders, 110–111, 111E3–4 Standards, 559–560 SWOT analysis, doing a personal SW analysis, 266 Standards of Business Conduct, 243 Standing plans, 251 Start-ups, 293 Stated goals, 249 Status systems, 410–411 Stereotyping, 171, 480 STOP See Safety Training Observation Program Stories, 116 Strategic alliance, 138–139 Strategic business unit (SBU), 276 Strategic flexibility, 281–282, 282E9–5 Strategic management, 268–269 issues, 279–284 process, 270–273, 270E9–1 Strategic partnerships, 354–355 Strategic plans, 250 Strategies, 268 choosing, 278–279 competitive, 275–279 corporate, 273–275 cost leadership, 278 customer service, 283 differentiation, 278–279 e-business, 282–283 focus, 279 formulating, 272 functional, 279 growth, 273 www.downloadslide.net 716 Subject Index Strategies (continued ) implementing, 272 innovation, 283–284 organizational, 273E9–3, 282–284 retrenchment, 275 stability, 274 turnaround, 275 value chain management, 604–607, 604EMO–2 workplace diversity and, 159–160 Strengths, 271 Stress, 224, 238–239 causes of, 224–225 employee, 223–226 managing, 212 reduction of, 226 symptoms of, 225–226, 225E7–7 Stressors, 224 Stretch goals, 255 Strikes, 432 Strong cultures, 114, 114E3–7 Structural components, 217 Structural design, 217–218 Structural variables, 229–232 Structured problems, 81–82 Suggestion box, 453 Sunk costs error, 87 Supervisors, 37–38 Support, 221 in creating effective teams, 420 documentation, 302 perceived organizational, 466 Supportive leader, 530 Surface-level diversity, 156 Surveys, 475, 575 Sustainability management and, 187–190 managers and, 48–49 SWOT analysis, 271, 275 Symbols corporate, 102 material, 117 Systems, 67, 568 See also specific systems types T T See Thinking Talent development, 180 Task conflict, 413 Task forces, 352 Task identity, 501 Tasks combining, 502 complexity, 416 group, 415–416 interdependence of, 416 Task significance, 501 Task structure, 528 Task technology, routineness of, 68 TAT See Thematic Apperception Test Tax policies, 141 Teams See also Global teams building skills, 423 characteristics of, 419E13–10 creating effective, 418–420 cross-functional, 418 diversity in, 430–432 employee work, 310 groups as effective, 416–420 groups versus, 417E13–9 leadership, 534–535, 535E17–5 management of, 421–423 problem-solving, 417 self-managed work, 417–418 structures, 346 types of, 417–418 virtual, 418 work, 417 Technical expertise, 57 Technical skills, 43–44 Technology See also Information technology changing, 218 communication, 359 control and, 571 customers and, 612 forecasting, 449 generational differences in, 484 investment in, 605 managerial communication and, 448–449 manufacturing and, 602 operations management and, 608–609 organizational structure and, 334 task, 68 wearable, 572 Telecommuting, 344, 355–357, 365–366 Telegraph, 69 Telling, 529 Theft, 573, 573E18–12, 616 Thematic Apperception Test (TAT), 497 pictures, 498E16–4 Theory X, 495–496 Theory Y, 495–496 Therbligs, 61 Thinking (T), 470 See also Design thinking Thinking styles, 75 Threats, 271 Three-needs theory, 497 Time estimates, 596 Time management, 34 programs, 226 To-do list, 262 Top box performance, 575–576 Top managers, 38 Tornadoes, 597–598 Total quality management (TQM), 66, 232 Town hall meetings, 444 TQM See Total quality management Trade alliances, 132–135 Trade sanctions, 135–136 Traditional goal-setting, 252–253, 252E8–2 Traditional view, of conflict, 413 Training diversity, 175–176, 432 employees, 383–384 ethics, 200 leadership, 540–541, 546 methods, 385E12–9 types, 384, 384E12–8 Trait theories, 524 Transactions, 615–616 Transnational organization, 137 Travel advice guides, 428 Trust, 121 building, 207, 538E17–6 cultural attitudes and, 607 development of, 536–538 mutual, 419 Turnover, 98, 463 job satisfaction and, 465 low, 489–490 ROWE and, 520 Tweets, 451 Two-factor theory, 496, 496E16–2 “Two-pizza” philosophy, 411 Type A personality, 225 Type B personality, 225 U U&I, 491 Uncertainty, 84–85 avoidance, 144 environmental, 68, 109, 109E3–3, 334–335 Undercover Boss, 543 Unexpected, 296 United Nations Global Compact, 195, 196E6–6 United States (US) equity theory and, 509 population characteristics, 160–161, 161E5–3 Unit production, 334 Unity of command, 328 Unstructured problems, 82 US See United States USA Today, 292 Utility cost savings, 609 V Valence, 504 Validity, 380 Value, 603 chain, 603 expected, 84E2–8 Value chain management, 602–603, 616 benefits of, 604 goal of, 603 obstacles to, 607–608, 607EMO–3 operations management using, 604–608 strategy, 604–607, 604EMO–2 Values, 191 Values-based management, 193 Variable costs, 593 Variable pay systems, 387 Venice, Italy, 59 Verbal intonation, 440 Vertical expansion, 502 Vertical integration, 274 Violence, in workplace, 574–575, 575E18–13, 580, 616 Virtual organizations, 348–349 Visibility, 447 The Voice, 268 Volunteers efforts, 204 organizational, 366–367 W Walking around, management by, 565 Weaknesses, 271 The Wealth of Nations (Smith, A.), 59 Wearable technology, 572 Web-conferencing, 356 Web surfing, 572 Wellness programs, 226 Whistle-blowers, 202 White-water rapids metaphor, 215–216 www.downloadslide.net Subject Index Wi-Fi, 449 WiMax, 449 Wireless capabilities, 449 Women in management, 181 managers and, 98 Work arrangements, flexible, 355–358 Work councils, 375 Work design proactive perspective of, 503 relational perspective of, 503 Work-life balance, 391–392 Workplace camaraderie and, 519 changing, 160–163 concerns, 571–573 density, 447 design, 447–448 future, 449 hierarchy, 335 negative behavior in, 484–485 open, 447 privacy, 571–572 romances, 390–391 spirituality, 120–121 violence, 574–575, 575E18–13, 616 Workplace diversity, 156–160, 157E5–1 benefits of, 158E5–2 legal aspects of, 173–174 types of, 163–170, 163E5–5 Workplace hierarchy, 335 Workplace misbehavior, 463 job satisfaction and, 466 Work practices, high-involvement, 503 Work specialization, 322–324, 323E10–2 Work units natural, 502 orientation, 383 World Factbook, 160 World War II, 602 World wide web (WWW), 140 Y Yoga, 614 717 ... Authorized adaptation from the United States edition, entitled Management, 13th Edition, ISBN 978-0-13-391029-2 by Stephen P Robbins and Mary Coulter, published by Pearson Education © 2016 All rights... California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and The Journal of Management Education Dr Robbins... management at Missouri State University In addition to Management, Dr Coulter has published other books with Pearson including Fundamentals of Management (with Stephen P Robbins), Strategic Management