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Find more at http://www.downloadslide.com 14 Teams and Teamwork Two Heads Really Can Be Better Than One Management Live Team Contributions and Lost P icture a mysterious island and a group of random strangers brought together by a plane crash There is little hope of rescue You’ve probably been there before, at least ABC/Photofest vicariously It’s the setting for the hit television series Lost In episode of season a doctor, Jack Shephard (Matthew Fox), strikes off on his own to deal with personal demons He ends up discovering a source of clean water and realizes it is the key to keeping everyone alive Upon returning to the crash site, Jack finds several of the survivors fighting for control of the remaining bottled water He interrupts the fight and delivers what becomes the guiding mantra of the series—“live together, die alone.” Jack implores each person to figure out what they can contribute to the good of all, and then make the commitment to everyone else that they’ll really it If you watch old Lost episodes, you’ll find quite a bit going on about the lessons of teamwork and team contributions Team success always depends on members contributing in a wide variety of ways to help the team reach its goals Most teams underperform not because they lack talent and energy They poorly because members can’t overcome the difficulties of working together Pick a recent team experience of yours Make a good realistic assessment of what took place—the good parts and the rough spots, including your contributions This chapter has lots of ideas on teamwork and team success Make becoming a strong team contributor a personal development goal YOUR CHAPTER 14 TAKEAWAYS Understand the importance of teams and teamwork Identify the building blocks of successful teamwork Understand how managers create and lead highperformance teams W H AT ’ S I N S I D E Explore Yourself More on team contributions Role Models Amazon’s Jeff Bezos bets on two-pizza teams Ethics Check Danger! Social loafing may be closer than you think Facts to Consider Unproductive meetings are major time wasters Manager’s Library Crowdsourcing: Why the Power of the Cloud is Driving the Future of Business by Jeff Howe 337 Find more at http://www.downloadslide.com 338 EXPLORING MANAGEMENT Takeaway 14.1 Why Is It Important to Understand Teams and Teamwork? ANSWERS TO COME ■ ■ ■ ■ ■ ■ Teams offer synergy and other benefits to organizations and their members Teams often suffer from common performance problems Organizations are networks of formal teams and informal groups Organizations use committees, task forces, and cross-functional teams Virtual teams are increasingly common in organizations Self-managing teams are a form of job enrichment for groups We are all part of teams every day, and it’s time to recognize a basic fact: Teams are hard work, but they are mostly worth it The beauty of teams is accomplishing something far greater than what’s possible for an individual alone But even though two heads can be better than one, the key word is “can.” Have you ever heard someone say, “Too many cooks spoil the broth” or “A camel is an elephant put together by a committee”? There are good reasons why such sayings are well used Let’s start this discussion realistically On one level there seems little to debate Groups and teams have a lot to offer organizations But at another level you have to sometimes wonder if the extra effort is really worth it Sometimes teams can be more pain than gain There’s a lot to learn about them, their roles in organizations, and how we participate in and help lead them for real performance gains.1 ||| A team is a collection of people who regularly interact to pursue common goals Teamwork is the process of people actively working together to accomplish common goals Synergy is the creation of a whole greater than the sum of its individual parts Teams offer synergy and other benefits to organizations and their members A team is a small group of people with complementary skills who work together to accomplish shared goals while holding each other mutually accountable for performance results.2 Teams are essential to organizations of all types and sizes Many tasks are well beyond the capabilities of individuals alone.3 And in this sense, teamwork, people actually working together to accomplish a shared goal, is a major performance asset.4 The term synergy means the creation of a whole that exceeds the sum of its parts When teams perform well, it’s because of synergy that pools many diverse talents and efforts to create extraordinary results Check synergy and team success in the NBA Scholars find that both good and bad basketball teams win more the longer the players have been together Why? A “teamwork effect” creates wins because players know one another’s moves and playing tendencies Check synergy and team success in the hospital operating room. Scholars notice the same heart surgeons have lower death rates for similar procedures performed in hospitals where the surgeons did more Find more at http://www.downloadslide.com Teams and Teamwork ■ Chapter 14 339 operations Why? A teamwork effect—the doctors had more time working together with the surgery teams— Why Teams Are Good for anesthesiologists, nurses, and other surgical techniOrganizations cians They say it’s not only the surgeon’s skills that count; the skills of the team and the time spent work• More resources for problem solving ing together count too.5 • Improved creativity and innovation Don’t forget—teams are not only good for perfor• Improved quality of decision making mance, they’re also good for their members.6 Just as • Greater commitment to tasks in life overall, being part of a work team or informal • Increased motivation of members group can strongly influence our attitudes and be• Better control and work discipline haviors The personal relationships can help with job • More individual need satisfaction performance—making contacts, sharing ideas, responding to favors, and bypassing roadblocks And being part of a team often helps satisfy important needs that are unfulfilled in the regular work setting or life overall Teams provide members with social relationships, security, a sense of belonging, and emotional support ||| Teams often suffer from common performance problems We all know that working in teams isn’t always easy or productive Problems not only happen; they are common.7 Teams often suffer from personality conflicts and work style differences that disrupt relationships and accomplishments Sometimes group members battle over goals or competing visions Sometimes they withdraw from active participation due to uncertainty over tasks and relationships Ambiguous agendas or ill-defined problems can cause teamwork fatigue Motivation can fall when teams work too long on the wrong things and end up having little to show for it And, not everyone is always ready to jump in and a great job on a team These and other difficulties can easily turn the great potential of teams into frustration and failure One of the most troublesome team problems is social loafing—the presence Social loafing is the tendency of some people to avoid of one or more “free-riders” who slack off and allow other team members to responsibility by free-riding in most of the work For whatever reason, perhaps the absence of spotlight on pergroups sonal performance, individuals sometimes work less hard, not harder, when they are part of a group What can a team leader when someone is free-riding? The possibilities include a variety of actions to make individual contributions more visible—rewarding individuals for their How to Handle Social Loafing contributions, making task assignments more interesting, and keeping group size small so that free-riders • Reward individuals for contributions are more noticeable This makes the loafers more sus• Make individuals visible by keeping team size ceptible to pressures from peers and to critical leader small evaluations And if you’ve ever considered free-riding • Encourage peer pressure to perform as a team member, think again You may get away with • Make task assignments more interesting it in the short term, but your reputation will suffer, and sooner or later it will be “payback” time Find more at http://www.downloadslide.com 340 EXPLORING MANAGEMENT Quiet Noise Creative/ Getty Images { “I’LL BE ACTIVE IN DISCUSSIONS, BUT I CAN’T BE A LEADER OR VOLUNTEER FOR ANY EXTRA WORK.” Ethics Check ■ Danger! Social Loafing May Be Closer Than You Think Psychology study: A German researcher asks people to pull on a rope as hard as they can First, individuals pull alone Second, they pull as part of a group Results show people pull harder when working alone than when working as part of a team Such social loafing is the tendency to reduce effort when working in groups Faculty office: A student wants to speak with the instructor about his team’s performance on the last group project There were four members, but two did almost all the work The two loafers largely disappeared, showing up only at the last minute to be part of the formal presentation His point is that the team was disadvantaged because the two free-riders caused a loss of performance capacity Telephone call from the boss: “John, I really need you to serve on this committee Will you it? Let me know tomorrow.” In thinking about this, I ponder: I’m overloaded, but I ||| A formal team is officially recognized and supported by the organization don’t want to turn down the boss I’ll accept but let the committee members know about my situation I’ll be active in discussions and try to offer viewpoints and perspectives that are helpful However, I’ll let them know up front that I can’t be a leader or volunteer for any extra work YOU DECIDE Whether you call it social loafing, free-riding, or just plain old slacking off, the issue is the same What right some people have to sit back in team situations and let other people all or most of the work? Is this ethical? Does everyone in a group have an ethical obligation to his or her fair share of the work? Does the fact that John is going to be honest with the other committee members make any difference? Won’t he still be a loafer that gets credit with the boss for serving on the committee? Would it be more ethical for him to decline the boss’s request? Organizations are networks of formal teams and informal groups A formal team is officially designated for a specific organizational purpose You’ll find such teams described by different labels on organization charts—examples are departments (e.g., market research department), work units (e.g., audit unit), teams (e.g., customer service team), or divisions (e.g., office products division) Formal teams are headed by supervisors, managers, department heads, team leaders, and the like It is common, in fact, to describe organizations as interlocking networks of teams in which managers and leaders play “linking pin” roles.9 This means that they serve both as head of one work team and as a regular member in the next-higher-level one It’s also important to recognize, as shown here, that managers play more than one role in groups and teams In addition to serving as the supervisor or team leader, they also act as network facilitators, helpful participants, and external coaches Supervisor Network facilitator Helpful participant External coach Find more at http://www.downloadslide.com © Leontura/iStockphoto Teams and Teamwork ■ { Chapter 14 341 WORKERS AROUND THE WORLD SAY MOST MEETINGS ARE “INEFFECTIVE.” Facts to Consider ■ Unproductive Meetings Are Major Time Wasters A survey of some 38,000 workers around the world links low productivity with bad meetings, poor communication, and unclear goals • 69% of meetings attended are considered ineffective • 32% of workers complain about team communication • 31% complain about unclear objectives and priorities YOUR THOUGHTS? Do these data match your experiences with team meetings? Given the common complaints about meetings, what can a team leader to improve them? Think about the recent meetings you have attended In what ways were the best meetings different from the worst ones? Did your behavior play a significant role in both these cases? The informal structure of an organization also consists of informal groups They emerge from natural or spontaneous relationships and offer members opportunities for social satisfactions as well as contacts for getting work done Some are interest groups, whose members pursue a common cause, such as a women’s career network Some are friendship groups that develop for a wide variety of personal reasons, including shared hobbies and other nonwork interests Others are support groups in which members basically help one another out in work and personal affairs ||| An informal group is unofficial and emerges from relationships and shared interests among members Organizations use committees, task forces, and cross-functional teams Among the formal teams and groups in organizations, a committee brings together people outside their daily job assignments to work in a small team for a specific purpose.10 A designated head or chairperson typically leads the committee and is held accountable for the task agenda Organizations, for example, often have committees dealing with issues like diversity, quality, and compensation.11 Project teams or task forces put people together to work on common problems, but on a temporary rather than a continuing basis Project teams, for example, might be formed to develop a new product or service, redesign workflows, or provide specialized consulting for a client.12 A task force might be formed to address employee retention problems or come up with ideas for improving work schedules.13 The cross-functional team brings together members from different functional units.14 They are supposed to work together on specific problems or tasks, sharing information and exploring new ideas They are expected to help knock down the “functional chimneys” or “walls” that otherwise separate departments and people in the organization For example, Target CEO Gregg Steinhafel says that his firm uses cross-functional teams from “merchandising, marketing, design, A committee is designated to work on a special task on a continuing basis A project team or task force is convened for a specific purpose and disbands after completing its task A cross-functional team operates with members who come from different functional units of an organization Find more at http://www.downloadslide.com 342 An employee involvement team meets on a regular basis to help achieve continuous improvement A quality circle is a team of employees who meet periodically to discuss ways of improving work quality EXPLORING MANAGEMENT communications, presentation, supply chain and stores” to create and bring to customers new limited edition fashions.15 Some organizations also use employee involvement teams These groups of workers meet on a regular basis with the goal of using their expertise and experience for continuous improvement The quality circle, for example, is a team that meets regularly to discuss and plan specific ways to improve work quality.16 ||| Members of a virtual team work together and solve problems through computer-based interactions Virtual teams are increasingly common in organizations A vice president for human resources at Marriott once called electronic meetings “the quietest, least stressful, most productive meetings you’ve ever had.”17 She was talking about a type of group that is increasingly common in today’s organizations—the virtual team.18 Sometimes called a distributed team, its members work together and solve problems through computer-mediated rather than face-to-face interactions The constant emergence of new technologies is making virtual collaboration both easier and more common At home it may be Skype or Facebook; at the office it’s likely to be any number of in-house or other Web-based meeting resources.19 As you probably realize already from working in college study teams, virtual teamwork has many advantages It allows teamwork by people who may be located at great distances from one another, offering cost and time efficiencies It makes it easy to widely share lots of information, keep records of team activities, and maintain databases And, virtual teamwork can help reduce interpersonal problems that might otherwise occur when team members are dealing face-toface with controversial issues.20 { VIRTUAL TEAMS NEED THE RIGHT MEMBERS, GOALS, FEEDBACK, AND TECHNOLOGY Tips to Remember ■ Steps to Successful Virtual Teams • Select team members high in initiative and capable of self-starting • Select members who will join and engage the team with positive attitudes • Select members known for working hard to meet team goals • Begin with social messaging that allows members to exchange information about one another to personalize the process • Assign clear goals and roles so that members can focus while working alone and also know what others are doing • Gather regular feedback from members about how they think the team is doing and how it might better • Provide regular feedback to team members about team accomplishments • Make sure the team has the best virtual meeting technology Find more at http://www.downloadslide.com Teams and Teamwork ■ 343 Chapter 14 Are there any downsides to virtual teams? Yes, for sure, and often they’re the same as in other groups.21 Social loafing can still occur, goals may be unclear, meeting requests may be too frequent Members of virtual teams can also have difficulties establishing good working relationships The lack of face-to-face interaction limits the role of emotions and nonverbal cues in the communication and may depersonalize member relations.22 Even with these potential problems, however, teams working in virtual space rather than face-to-face are proving their performance potential.23 In fact, they’re becoming a way of organizational life ||| Self-managing teams are a form of job enrichment for groups In a growing number of organizations, traditional work units of supervisors and subordinates are being replaced with self-managing teams Sometimes called autonomous work groups, these are teams whose members have been given collective authority to make many decisions about how they work, ones previously made by higher-level managers.24 The expected advantages include better performance, decreased costs, and higher morale As shown in Figure 14.1, the “self-management” responsibilities of selfmanaging teams include planning and scheduling work, training members in various tasks, distributing tasks, meeting performance goals, ensuring high quality, and solving day-to-day operating problems In some settings the team’s authority may even extend to “hiring” and “firing” its members when necessary A key feature is multitasking, in which team members each have the skills to perform several different jobs Top manager Team management Planning and scheduling work Assignment of work tasks Training members Performance evaluation Quality control Middle manager Top manager Middle manager Supervisor Supervisor Members of a self-managing team have the authority to make decisions about how they share and complete their work done by Team Team leader Work unit Self-managing team Traditional Structure New Structure FIGURE 14.1 What Are the Management Implications of Self-Managing Teams? Members of self-managing teams make decisions together on team membership, task plans and job assignments, training and performance evaluations, and quality control Because they essentially manage themselves in these ways, they no longer need a traditional supervisor or department head Instead, the team leader performs this role with the support of team members The team leader and team as a whole report to the next higher level of management and are held accountable for performance results Find more at http://www.downloadslide.com 344 EXPLORING MANAGEMENT STUDY Why Is It Important to Understand GUIDE Teams and Teamwork? Takeaway 14.1 Rapid Review Terms to Define Committee Cross-functional team Employee involvement team Formal team Informal group Project team • A team consists of people with complementary skills working together for shared goals and holding one another accountable for performance • Teams benefit organizations by providing for synergy that allows the accomplishment of tasks that are beyond individual capabilities alone • Social loafing and other problems can limit the performance of teams • Organizations use a variety of formal teams in the form of committees, task forces, project teams, cross-functional teams, and virtual teams • Self-managing teams allow team members to perform many tasks previously done by supervisors Quality circle Questions for Discussion Self-managing team Do committees and task forces work better when they are given short deadlines? Are there some things that should be done only by face-to-face teams, not virtual ones? Why people in teams often tolerate social loafers? Social loafing Synergy Task force Team Teamwork Virtual team Be Sure You Can • • • • • • • • define “team” and “teamwork” describe the roles managers play in teams explain synergy and the benefits of teams discuss social loafing and other potential problems of teams differentiate formal and informal groups explain how committees, task forces, and cross-functional teams operate describe potential problems faced by virtual teams list the characteristics of self-managing teams Career Situation: What Would You Do? It’s time for the initial meeting of the task force that you have been assigned to lead This is a big opportunity for you because it’s the first time your boss has given you this level of responsibility There are seven members of the team, all of whom are your peers and co-workers—no direct reports The task is to develop a proposal for increased use of flexible work schedules and telecommuting in the organization What will your agenda be for the first meeting, and what opening statement will you make? Find more at http://www.downloadslide.com Teams and Teamwork ■ Chapter 14 345 Takeaway 14.2 What Are the Building Blocks of Successful Teamwork? ANSWERS TO COME ■ ■ ■ ■ ■ ■ ■ Teams need the right members for the tasks to be accomplished Teams need the right setting and size to be effective Teams need the right processes to be effective Teams move through different stages of development Team performance is affected by norms and cohesiveness Team performance is affected by task and maintenance roles Team performance is affected by communication networks After talking about the types of teams in organizations, it’s time to focus on the teamwork that can make them successful.25 Look at Figure 14.2 It diagrams a team as an open system that, like the organization itself, transforms a variety of inputs into outputs.26 It also shows that an effective team should be accomplishing three output goals—task performance, member satisfaction, and team viability.27 The first outcome of an effective team is high task performance When you are on a team, ask: Did we accomplish our tasks and meet expectations? The second Inputs Membership composition Abilities Values Personalities Diversity Nature of task Clarity Complexity Organizational setting Resources Technology Structures Rewards Information Throughputs Outputs Team process Team effectiveness The way members work together to transform inputs into outputs • Norms • Cohesion • Roles • Communication • Decision making • Conflict Accomplishment of desired outcomes • Task performance • Member satisfaction • Team viability Team size Number of members Even-odd number Feedback FIGURE 14.2 What Are the Foundations of Team Effectiveness? An effective team achieves high levels of task performance and member satisfaction and remains viable for the future The foundations of effectiveness begin with inputs— things such as membership composition, nature of the task, resources and support in the organizational setting, and team size The foundations of effectiveness further rest with team process—how well the members utilize their talents and other inputs to create the desired outputs Key process factors on any team include the stages of development, norms and cohesion, task and maintenance activities, communication, and decision making An effective team achieves high levels of task performance, membership satisfaction, and future viability Find more at http://www.downloadslide.com 346 EXPLORING MANAGEMENT outcome of an effective team is member satisfaction Ask: Are we individually and collectively pleased with our participation in the process? The third outcome of an effective team is viability for future action Ask: Can this team be successful again in the future?28 You might hear an effective team described as one that has “the right players in the right seats on the same bus, headed in the same direction.”29 The open-systems model in Figure 14.2 shows this thinking A team’s effectiveness is influenced by inputs— getting the right players and putting them in the right seats, and by process—making sure everyone knows they’re on the same bus and headed in the same direction You can remember the implications with this team effectiveness equation Team Effectiveness ϭ Quality of Inputs ϩ (Process Gains Ϫ Process Losses) ||| Team diversity is the mix of skills, experiences, backgrounds, and personalities of team members Homogeneous teams have members with similar personal characteristics Teams need the right members for the tasks to be accomplished The foundations for team effectiveness are set when a team is formed The better or worse the inputs, you might say, the more or less likely are good teamwork and performance success.30 And when it comes to optimizing inputs for team success, the starting point is membership composition In other words, just who should you select as team members? Ability counts in team membership You want talent available to accomplish the task at hand In an ideal world, managers carefully form teams by choosing team members whose talents and interests fit well with the job to be done If you were in charge of a new team, wouldn’t you want to start this way? The talents needed for a team to accomplish relatively simple tasks are easy to identify It’s harder to identify those needed for more complex tasks And because complex tasks require more information exchange and intense interaction among team members, they put more pressure on teamwork Think complexity the next time you fly And check out the ground crews You should notice some similarities between them and teams handling pit stops for NASCAR racers In fact, if you fly United Airlines, there’s a good chance the members of the ramp crews have been through “Pit Crew U.” United is among many organizations sending employees to Pit Instruction & Training in Mooresville, North Carolina Real racing crews at this facility have trained United’s ramp workers to work under pressure while meeting the goals of teamwork, safety, and job preparedness The goal is better teamwork to reduce aircraft delays and service inadequacies.31 Team diversity also counts in team membership It represents the mix of skills, experiences, backgrounds, and personalities among team members The presence or absence of diversity on a team can affect both relationships among members and team performance And when diversity is present, just how well it is managed can make the difference between a team that struggles between failure or modest success and one that achieves something truly great It is easier to manage relationships among members of homogeneous teams—those whose members share similar characteristics But this sense of Find more at http://www.downloadslide.com OI-2 Organization Index Harley Owners Group (HOG), C-34 Harvard University, 40, 68, 290 Hay Group, C-22 HCL Industries, 382, 383 Hearsay Social, Inc., 207 Heidrick & Struggles, 327 Herman Miller, 25 Hewlett-Packard (HP), 19, 118, 164, 213, 372, 421, 424, C-16 Hitachi, 421 H&M, C-4, C-5 Honda Motor Company, 412, 422, C-11, C-34 Honest Tea, 214 Hon Hai Precision Industry, 164 HopeLab, 317 Human Rights Campaign, 397 Hunch.com, 435 Husk Power Systems, 441 I IBM, 7, 19, 77, 137, 139, 160, 161, 164, 165, 412, 422, C-19 IDEO, 221, 236 IKEA, 217, 414 InBev, 412 Incentive Systems, 451 Inditex Group, C-4, C-5 Infosys, 165, C-32 ING US Welath Management, 17 In-N-Out Burger, 440 INSEAD, 219 Institute for Global Labour and Human Rights, 423 Institute for the Development of Women Leaders, 292 International Labour Organization, 410 International Trade Commission (ITC), C-34 Intuit, C-13 Izod, 162 J J Crew, 210 Jaguar, 125, 412 Jamba, Inc., C-15 JetBlue Airways, C-30 K Kauffman Foundation, 438 Kayak.com, 366 Kenexa, 35 KFC, 385 Khan Academy, 158, 160, 161, 396 Kickstarter, 451, C-36 Kiva.org, 360, C-36 Kiva Systems, C-8, C-9 KPMG, 253, 301, 383 Kraft Foods, 280, C-3 L L L Bean, 128 Land Rover, 125, 412 Legal Aid Society Employment Law Center, San Francisco, C-20 Levi, 62 Life Is Good, 39 LightSaver Technologies, 431, C-35 The Limited, 370 LinkedIn, 233, 243, 246, C-18, C-19 LinkExchange, 24 Lions Gate Entertainment, C-8 Long John Silver’s, 326 Louis Vuitton, 55, C-4 Lufthansa, 165 Lululemon, 136 M McDonald’s, 17, 122, 142, 143, 162, 164, 179, 287, 311, 416, 421, 424, 440, C-12, C-15, C-24, C-25, C-30 McDonnell Douglas Company, 122 Mad Gab’s Inc., 69 Marriott, 342 Mars Inc., 189 Massey, 58 Massmart, 395 Mayo Clinic, 99 Medtronic, Mendoza College of Business, University of Notre Dame, 77 Mercedes-Benz, 19, 412 Merck, 213 Metro-Goldwyn-Mayer Studios Inc., C-8 Miami Dolphins, 435 Microsoft, 153, 164, 179, 201, 220–221, 253, 372, 381, 449, C-7, C-22, C-31 Millward Brown Optimor, 71 Minority Business Developmoent Agency (MBDA), 440 Mint.com, C-13 Moe’s Southwest Grill, C-13 Monster.com, 243 Morgan State University, 436 Motorola, C-33 Mozilla Firefox, C-26 TheMuse.com, 243 N NASA, 358 NASCAR, 346, 357 National Association of Black Journalists, 436 National Commission on Writing, 375 National Partnership of Women & Families, 240 National Public Radio (NPR), C-33 NBA, 338 Nestlé, 77, 107, 421 Netflix, 165, 217, 253, C-8, C-9 NetJets, 172 New Balance, 414, 416 New Jersey Nets, 372, 436 NFL Properties Inc., 280 Nieman Marcus, 301 Nike, 217, 412, 414, 427, C-30 to 5, 290 Nissan, 19, 412, 421, C-11 Nokia, 422 Nordstrom, 133, C-10, C-11 Northrop Grumman, 122 Novartis AG, 17 NPD Group, C-6 O Odeo, C-30 One Acre Fund, 219 One for One, 441 One World Café, 78 One World Everybody Eats Foundation, 78 Open Education Foundation, 396 Oprah Winfrey Leadership Academy, 49 Oracle, 254 P Paramount Pictures, C-8 Patagonia, 67, 85, 166, 174, 450, C-6, C-7 Patriot Contractors, 434 PayPal, C-18 Pear Analytics, C-30 Pebble, C-36 Peet’s Coffee & Tea, 414 PepsiCo, 81, 92, 99, 161–163, 172, 385 Petrobas, 421 PetroChina, 421 Pigtronix, C-35 Pittsburgh Pirates, 215 Polaroid Corporation, 192 Polo Ralph Lauren, 171 PriceGrabber, 165 Priceline, 165 Procter & Gamble, 12, 77, 164, 166, 246, 249, 421 Project Joy, 39 Propser.com, C-36 Q Qdoba, C-13 Quiznos, 443 R Red Cross, 107 reputation.com, 384 RetiredBrains.com, 434 Roc-A-Fella Records, 372 Rocawear, 436 Roc Nation, 372, 436 Roundtable for Sustainable Palm Oil, 107 Royal Dutch/Shell, 126–127 Rubio, C-13 Rypple, C-26 S Safeway, 172, C-2 Salesforce.com, 217, 335, C-26, C-27 Samsung, 161, 421 San José Copper and Gold Mine, 88 SAP, C-19 Sara Blakely Foundation, 301 Save-A-Lot, 172 Schwab, 253 7-Eleven, 128 Shopzilla, 165 Skype, 153, 164, 165 Sleep Foundation, C-21 Socialnet, C-18 Society for Human Resource Management (SHRM), 186, 235, 237, 249, 252, C-21 Sony, 19, 414, 421 Southern Africa Development Community (SADC), 419 Southwest Airlines, 217, 282 Spanx, 301 Square, C-30 Star Alliance network, 165 Starbucks, 19, 179, 414, 418, C-15, C-30 Stars Restaurant, C-12 State Farm, 16 Find more at http://www.downloadslide.com Organization Index Stonyfield Farm, 67, 75 Stop & Shop, 172, C-15 Subway, 416, 443 Survey Monkey, 253 Syracuse University, 434 T Talbott’s Tea, C-15 Target, 341–342, C-19 Tata, 19, 125, 412, 421–422, C-32 Teach for America, 162 TechnoServe, 414 TerraCycle, 218 Tesla, 214 Tetley Tea, 412 Threadless.com, 166 3M Corporation, 191, 219, 221 Tom Online, 153 TOMS, 327, 441 Tom’s of Maine, 214, 441 Total, 421 Toyota, 19, 136, 190, 412, 421, C-11 Trader Joe’s, 29, C-2 Translation, 372 Tropicana, 162 Twitter, 111, 166, 203, 215, 217, 243, 294, 389, 412, C-18, C-30, C-31 United Nations (UN), 62, 77, 81, 139, 441 United Parcel Service, 33 U.S Army, 137 U.S Bureau of Labor Statistics, 174 U.S Census Bureau, 22 U.S Department of Agriculture, 21 U.S Equal Employment Opportunity Commission (EEOC), 240, 394 U.S Securities and Exchange Commission, 451 U.S Small Business Administration (SBA), 438, 443, 446, 448 United Way, 315–316 UPS, 140, 191 Upstart.com, 455 USAA, 201 US Airways, 91 V Verizon, 409, C-32 Viacom Inc., C-8 Vigin Mobile, 294 Virgin Airlines, 293 Virgin Atlantic, 294 Virgin Galactic, 294 Virgin Group, 293, 294 Vodafone Foundation, 441 Volvo, 125 U W UCLA, 267 Udacity, 160 Under Armour, 213 Unilever, 80, 164, 412, 441 Uniqlo, C-5 United Airlines, 165, 346 Wal-Mart, 145, 162, 165, 171, 218, 237, 395, 421, 423, C-6, C-9, C-15 WarbyParker, 444 Waste Management, 435 Western Electric Company, 40 Wharton, C-16 OI-3 WhatIF, 29 Whole Foods Market, 67, 78, 143, 213, 365, C-28, C-30 Wikipedia, 360 Williams College, 51 Williams-Sonoma, 210 Wolters Kluwer, 384 Women for Hire Inc., 383 World Business Council for Sustainable Development, 81 Worldcom, 58 World Health Organization, 441 World Trade Organization (WTO), 418 X Xerox Corporation, 12, 13, 128, 253, 393 Y Yahoo!, 111, 153, 165, 183, 189, 203, 252, 261, 396, 435, C-20, C-21 Yahoo! China, 153 Yammer, C-31 Y Combinator, 448 Yelp, 165 Yogen Früz, C-15 Yoplait, C-3 Yum! Brands, Inc., 326 Z Zappos, 2, 24, 29, 210, 211, 213, 243, 331, C-8, C-9, C-17 Zara International, 55, 128, C-4, C-5 Zongshen Motorcycle Group, C-34 Zynga, 165, 217 Find more at http://www.downloadslide.com This page is intentionally left blank Find more at http://www.downloadslide.com Subject Index A Accommodation, 360, 361 Accountability, 6, 64 Achievement, need for, 316, C-27 Acquired needs, 316–317 Action orientation, planning for, 116 Active listening, 379–380 Adaptive organizations, 201, 202 Administration Industrielle et Générale (Henri Fayol), 36 Administrative principles, 36, 43 Affiliation, need for, 316 Affirmative action, 239, 397 Affirmative action plans, 239 Africa, 219, 414 African Americans, 22, 291, 393, 394 After-action review, 137 Age discrimination, 239, 240 Age Discrimination in Employment Act of 1967, 239 Agenda setting, 14 Alternative work schedules, 202–203 The Amazing Race (television series), 411 Ambition, 289, 307 Americans with Disabilities Act of 1990, 239 Amoral mangers, 69, 70 Analytics, 45, 116 Analytical competency, 89 Analytical thinking, 16 Analytics at Work (Davenport, Harris, and Morison), 116 Anchoring and adjustment heuristic, 105 Asian Americans, 22 Assessment center, 245 Assumptions (Theory X and Theory Y), 42 Attitudes, 303–306 Attribution, 293 Australia, 400, 403, 404 Authoritarianism, 299 Authority, 43, 266 Authority decisions, 275, 276 Autocratic leaders, 269 Autonomous work groups, 343 Availability heuristic, 105 Avatar ( film), 57 Avoidance, 360, 361 B Baby Boomers, 35, 213 Balanced scorecard, 152–153 Balance sheet, 151 Bangladesh, 415 BCG Matrix, 173 Behavioral decision model, 97 Behaviorally anchored rating scale (BARS), 247 Behavioral management approaches, 38–44 Benchmarking, 127, 128 Benefits, 255–256, C-21 Bermuda, tax strategies and, 179 Best practices, 128 SI-1 Beyond Race and Gender (R Roosevelt Thomas Jr.), 392 Biasagainst black leaders, 291 in decision making, 104–106 diversity, 23, 393–394 and diversity maturity, 391, 397 gender, 144, 240 against minorities and women, 393–394 against pregnant women in the workplace, C-20 self-serving, 293, 311, C-24, C-25 Biculturalism, 394 Big-C creativity, 102 Big Five personality traits, 298 Blogging, 385 Boards of directors, 6, 327 Board of trustees, Bolivia, 418 Bona fide occupational qualifications, 239 Bonus pay, 255, 261 Brazil, 403 Breakeven analysis, 151 Breakeven point, 150–151 Britain, 327, C-30 B2B business strategies, 165 B2C business strategies, 166 Budgets, 123 Bureaucracy, 34–35, 43, 48, 201 Bureaucratic control, 145 Business models, Web-based, 165 Business model innovations, 217 Business process outsourcing (BPO), 409, C-32, C-33 Business strategy, 76, 77, 161 C Canada, 400, 401, 414 Capital, 14, 24, 25, 81, 237, 368–369 Capitalism, 78, 218, C-7 Careersin free-agent economy, 23, 25 happiness in, 39 for managers, 19–26 networking for career opportunities, C-18, C-19 planning, 4, 133 power for success in, 266 strategy for, 166 success qualities for, 50 Career development, 249, 250 Career planning, 249, 250 Censorship, 153 Centralization, 198, 199 Centralized communication network, 353, 354 Certain environment, 92–93 Change by Design (Tim Brown), 227 Change leaders, 223, 225, 226, 229 Change leadership, 223–230 Changing phase (in planned change), 225 Channel richness, 375, C-30 Chapter 11 bankruptcy, 163 Charisma, 279, 372 Charismatic leaders, 278, C-22 Charismatic leadership tactics, 372 Chief executive officers (CEOs), 5, 175, 254, 292, 393 Chief financial officers (CFOs), 5, 64 Chief information officer (CIO), Chief operating officer (COO), Chief Talent Officer, 237 Child labor, 62–63 Children, medication schedules of, 317 Chile, 86, 88, 106 China, 20, 153, 164, 401, 414–418 Civil Rights Act of 1964, C-33 Civil Rights Act of 1991, 238 Clan control, 145 Classical decision model, 97 Classical management approaches, 32–37 Classical view of CSR, 76 Coaching, 246 Code of ethics, 72 Coercive power, 265 Cognitive dissonance, 303–304 Cognitive styles, 91–92 Cohesiveness, 351–352 Collaboration, 361, 381, 382 Collaboration (Morten Hansen), 382 Collective bargaining, 257 Command, 36 Commercializing innovation, 219–220 Commitment, 24, 25, 106, 128 Committee, 341 Communication, 367–386 active listening, 379–380 barriers in, 374–378 in building social capital, 368–369 and business process outsourcing, C-32 constructive feedback, 380–381 credible, 372 cross-cultural, 384–385 effective, 369–370, 374–378 efficient, 370, 371 as essential managerial skill, 17 nonverbal, 376 office space design encouraging, 381 online, 383–384 persuasive, 371, 372, 389 scalar chain principle for, 36 silent language skills, 401, 402 transparency and openness in, 382–383 via Twitter, 389, C-30, C-31 Communication and networking skills, 367, 371 Communication channels, 375, C-30 Communication networks, 353–354 Communication transparency, 382 Commutative justice, 61 Compensation, 254–257, 261 Competencies, 24, 25, 88–89, 170, 405 Competition, 360, 361 Competitive advantage, 161, 173 Competitive strategies, 171–172 Find more at http://www.downloadslide.com Subject Index Competitive strategies model (Porter), 172 Complacency trap, 116 Compressed workweek, 202 Compromise, 360, 361 Concentration, growth through, 162 Conceptual skill, 16 Concurrent controls, 142, 143 Confirmation error, 106 Conflict, 359–361, 396 Conflict management, 359–361 Conflict resolution, 361 Conscious capitalism, 78 Conscious Capitalism (John Mackey and Raj Sisodia), 78 Consensus decisions, 357, 358 Constructive stress, 300 Consultative decisions, 275, 276 Contingency leadership perspective, 271 Contingency leadership theories, 271–277 Contingency model of leadership (Fiedler), 271–272 Contingency planning, 126, C-11 Contingency thinking, 48 Contingency workers, 253, 254 Contingent reinforcement, law of, 331 Continuous improvement, 50, 143, 148, C-4, C-5 Controls, 142–147 balanced scorecards, 152–153 breakeven analysis, 150–151 financial ratios, 151–152 project management and control, 149–150 quality control, 148–149 Control charts, 148–149 Control equation, 140 Control function (controlling), 12–13, 135–154 balanced scorecards for, 152–153 breakeven analysis for, 150–151 Chipotle case, C-12, C-13 comparing results with objectives/ standards in, 140 corrective action in, 140 as duty of management, 36 financial ratios for, 151–152 of global corporations, 424–425 inventory controls for, 150 as management function, 136–137 measurement in, 139 objectives and standards in, 137 planning for, 117 project management and control for, 149–150 quality control for, 148–149 steps in, 137–140 strategic, 175 for success, 266 types of controls for, 142–147 Cooperation strategies, 165 Co-opetition, 165 Coordination, 36, 117 Core characteristics model, 319–320 Core competencies, 170 Core culture, 214 Core values, 213–214 Corporate governance, 20, 21 Corporate social responsibility (CSR), 74–82, C-6, C-7 Corporate strategy, 161 Corrective action, 140 Costa Rica, 404 Cost-benefit analysis, 97 Cost leadership strategy, 171 Counterfeiting, 416 Co-working centers, 203 CPM/PERT, 149–150 Cradle-to-grave manufacturing, 80 Creating a World Without Poverty (Muhammad Yunus), 415 Creativity, 102–103 Credible communication, 372 Crises, 106, 126, 186 Crisis management, 106–107 Critical-incident technique, 248 Critical path, 150 Critical thinking, 16, 159, 163 Amazon.com case, C-8, C-9 Apple, Inc case, 23, C-22 blame for failures, C-24, C-25 business process outsourcing case, C-32, C-33 Chipotle case, C-12, C-13 Chobani case, C-3 Dunkin’ Donuts case, C-14, C-15 emotional intelligence, C-25 as essential managerial skill, 17 Federal Reserve Board decision making case, C-29 gamification, C-19 Jamba, Inc case, C-15 LinkedIn case, C-18, C-19 Marissa Mayer case, 21, C-20 Mint.com case, C-13 napping at work, C-21 Netflix case, C-9 new structures for law firms, C-16, C-17 Nordstrom case, C-10, C-11 officeless offices, C-17 Patagonia case, C-6, C-7 philanthrocapitalism, C-7 Salesforce.com case, C-30, C-31 Trader Joe’s case, C-2, C-3 Twitter case, C-30, C-31 Uniqlo case, C-5 views of diversity, C-33 Whole Foods case, C-28, C-29 women in leadership, C-23 Yammer case, C-31 Zara case, C-4, C-5 Cross-cultural communication, 384–385 Cross-functional teams, 191, 193, 221, 341–342 Crowdsourcing, 51, 166, 207, 360, C-3 Crowdsourcing (Jeff Howe), 360 Cultural awareness, 411 Cultural differences, in ethical behavior, 62–63 Cultural etiquette, 385 Cultural intelligence (CQ), 395, 400 Cultural relativism, 63 Culturecorporate, see Organizational culture global, 399–406 human, impact of Internet on, 98 Culture shock, 399 Customer structures, 191 D Dead Ringers (Shehzad Nadeem), C-32 Decentralization, 198–200, 207, C-29 Decentralized communication network, 353, 354 Decision(s), 90 SI-2 and motivation, 322–328 types of, 90, 91, 97, 275, 276, 357, 358 Decision making, 87–108, 357 at Amazon.com, C-8, C-9 analytics in, 45, 116 breakeven analysis in, 151 causes of errors in, 104–106 cognitive styles in, 91–92 in crises, 106–107 encouraging creativity in, 102–103 ethical reasoning in, 100 at the Federal Reserve Board, C-29 group, 104 on high-performance teams, 357–358 at Netflix, C-9 programmed and nonprogrammed, 90–91 quantitative approaches to, 45–47 in shared value model, 77 in solving problems, 88–94 steps in process of, 95–101 in Vroom-Jago leader-participation model, 275–276 Decision-making process, 95–100 Deepwater Horizon oil spill, 76, 126 Deficit principle, 41–42, 314 Delegating leadership style, 273 Delegation, 199–200 Delivering Happiness (Tony Hsieh), 24 Demand planning, C-10 Democratic leaders, 269 Denmark, 400 Departmentalization, 188 Design thinking, 227 Destructive stress, 300 The Devil Wears Prada ( film), 367 Differentiation strategy, 171 Discrimination, 22–23, 72, 238–240, 394, C-20, C-21, C-33 Disruptive behaviors, 353 Disruptive innovation, 220 Distractions, 138 Distributed leadership, 352–353 Distributed teams, 342 Distributive justice, 61 Diversification, growth through, 162 Diversification strategy, C-14, C-15 Diversity, 391–406 See also Workforce diversity among global cultures, 399–406 and bias against minorities and women, 393–394 and cultural intelligence, 400 and cultural tightness/looseness, 402–404 and cultural value differences, 404–405 and culture shock, 399 and inclusion, 392–394 and intercultural competencies, 405 managing, 396, 397 in multicultural organizations, 393 and organizational subcultures, 395–396 and “silent” languages of cultures, 401, 402 team, 346 Diversity bias, 23, 393–394 Diversity maturity, 391, 397 Divestiture, 163, 164 Divisional structures, 190–192 Downsizing, 163 Drive (Daniel H Pink), 332 Duties of management (Fayol), 36 Find more at http://www.downloadslide.com SI-3 Subject Index E E-business strategies, 165–166 Eco-capitalism, 218 Ecological fallacy, 405 Economic order quantity, 150 Educationavailability of, 396 in business schools, 77 cheating on exams, 60 cheating vs collaboration in, 68 crowdsourced grades, 51 at Khan Academy, 158, 160, 161 Teach for America program, 162 Effective communication, 369–370, 374–378 Effective leaders, 268–269, 272 Effective managers, Effective teams, 345–348 Efficient communication, 370, 371 Effort-performance expectancy, 324 See also expectancy Egypt, 402, C-30 Electronic monitoring, 384 Emerging markets, C-14 Emotions, 306–307 Emotional conflict, 359 Emotional intelligence (EI), 16, 279, 306, 348, C-25 Emotional intelligence quotient (EQ), 279 Emotionally intelligent leadership, 279, C-22 Empathy, emotional intelligence and, 16 Employee assistance programs, 256 Employee engagement, 305 Employee involvement teams, 342 Employee ownership, 39 Employee privacy, 240 Employee reviews, crowdsourcing of, 207 Employee value proposition (EVP), 242–243 Employment discrimination, 238–240 Empowerment, 181, 199–200, 279, 283, C-28 Engagement, 186, 305, 313, 320 Entrepreneurial cultures, 212 Entrepreneurship, 40, 78–79, 218–219, 305 Environmental capital, 81 Equal employment opportunity (EEO), 238–240 Equal Employment Opportunity Act of 1972, 238 Equal Pay Act of 1963, 239 Equity theory, 322–324 ERG theory, 315–316 Escalating commitment, 106 Ethics, 20, 57–73 in blogging, 385 censorship, 153 cradle-to-grave manufacturing, 80 cyberslacking, 36 and equity theory, 323 and ethical behavior, 58–66 e-waste disposal, 127 and Facebook postings, 215 failure of, 20 fair trade, 402 at farmers’ markets, 21 of flat organizational structure, 198 in following orders, 287 and individual character, 57 and integrity, 21 in managing global corporations, 423–424 of Mt Everest climbers, 100 of nationalization, 418 outsourcing, 164 at Patagonia, C-6, C-7 and personal character/moral development, 67–68 personality testing, 297 social loafing, 340 standards of ethical conduct, 67–73 and whistleblowers, 71, 72 Ethical behavior, 58–66 managers as role models for, 69–70 in moral leadership, 281, 282 standards for, 67–73 training for, 70 Ethical dilemmas, 63–64, 70 Ethical frameworks, 67–68 Ethical imperialism, 63 Ethics training, 70 Ethiopia, 139 Ethnic subcultures, 395 Ethnocentrism, 385, 395 Europe, 327 Evidence-based management (EBM), 50–51 E-waste disposal, 127 Existence needs, 315 Expectancy, 324 Expectancy theory, 324–326 Expectations, 7–8, 40, 55 Expert power, 266 Exporting, 416 External control, 144 Extinction (operant conditioning), 329, 330 Extrinsic motivation, 332 F Facilities plans, 121 Fair trade, 402 Family and Medical Leave Act of 1993, 239, C-20 Family-friendly benefits, 256 Family values, 253 Fast Future (David Burstein), 250 Feedback, 369, 380–381, C-26, C-27 Feedback controls, 142, 143 Feedforward controls, 142 Fiedler’s contingency model, 271–272 Financial budgets, 123 Financial management, C-13 Financial plans, 121 Financial ratios, 151–152 First-line managers, 4–5 Five forces model (Porter), 170–171 Fixed budgets, 123 Flameout, 300 Flexible benefits, 256 Flexible budgets, 123 Flexible work arrangements, 252–253 Flexible working hours ( flextime), 202–203 Focus, planning for, 116 Focused cost leadership strategy, 172 Focused differentiation strategy, 172 Force-coercion strategy, 226 Forced labor, 72 Forecasting, 125 Foreign subsidiary, 417 Foresight, 36 Formal structure, 183 Formal teams, 340–342 Forrest Gump ( film), 135 Fractal plan, 121 Framing error, 105 France, 327, 404, 414 Franchising, 416 Free-agent economy, 23, 25 Freedom of association, 72 Free-riding, 339, 340, C-28 Fringe benefits, 255–256, C-21 Frustration-regression principle, 316 Functional chimneys or silos problem, 189 Functional plan, 121 Functional strategy, 161 Functional structures, 188–189, 192 Fundamental attribution error, 293 G Gain sharing, 255 Gamification, C-19 Gantt chart, 149 Gender bias, 144, 240 Gendercide, 403 Gender differences, 22–23, 105, 280, 281 Gender similarities hypothesis, 280 Gender stereotyping, 391 Gender subcultures, 395–396 Generational differences, 35, 40, 213, 233, 246 Generational subcultures, 396 Generation X, 35 Generation Y, see Millennials Geographical structures, 191 Germany, 401 Ghana, C-32 Giganomics, 23–24 Glass ceiling, 394 Glass ceiling effect, 22–23 Global (multinational) corporations (MNCs), 421–428 Global cultures, 399–406 Global economy, 413 Globalization, 19–20, 413 global sourcing, 414–416 and interdependence of economies, 413 international businesses affected by, 412–420 and international business opportunities, 414 Globalization strategy, 164 Global sourcing, 20, 414–416 Global strategic alliances, 417 Global strategies, 164 Global supply chain, 415 Goals, 129, 139 Goal setting, 326, C-27 Goal-setting theory, 326–327 Good to Great (Jim Collins), 51 Governance, 6, 20, 21 Government policies, for job migration, 20 Graphic rating scale, 247 Greenfield venture, 417 Green innovation, 217–218 Green production, C-6 Green supply chains, 80 Group decisions, 275, 276 Group decision making, 104 Groupthink, 358–359 Growth needs, 315 Growth strategies, 161–163, C-14, C-15, C-19 H Half the Sky (Nicolas Kristof and Sheryl WuDunn), 403 Halo effect, 291 Harry Potter books (J K Rowling), 314 Hawthorne effect, 40 Hersey-Blanchard situational leadership model, 273 Find more at http://www.downloadslide.com Subject Index Heterogeneous teams, 347 Heuristics, 105 Hierarchical cultures, 212 Hierarchy of needs (Maslow), 41–42, 314–315 Hierarchy of objectives, 117 High-context cultures, 401 Higher-order needs, 314, 315 High-performance teams, 356–362 Hiring, 236–237, 243–245, 254 Hispanics, 22, 394 Homogeneous teams, 346–347 Horizontal design, 201, 202 “Hotelling,” C-17 House’ path-goal theory, 273–274 How the Mighty Fall (Jim Collins), 51 Human capital, 237 The Human Equation (Jeffrey Pfeffer), 236 Human needs, 314–321 acquired, 316, 317 in core characteristics model, 319–320 ERG theory of, 315–316 Maslow’s hierarchy of, 314–315 two-factor theory of, 318–319 Human relations leaders, 269 Human resource management (HRM), 235–258 career development, 249, 250 current issues in, 252–257 employee value proposition in, 242–243 legal context of, 238–240 main responsibilities of, 237 performance management, 247, 248 purposes of, 236–237 recruitment, 243–244 retention, 249 selection, 245 socialization and orientation, 245 training, 246 Human resource plans, 121 The Human Side of Enterprise (Douglas McGregor), 42 Human skill, 15–16 Human sustainability, 81 Hungary, 403 Hygiene factors, 318 I Iceland, 327 Immediate reinforcement, law of, 331 Immoral mangers, 69 Importing, 416 Impression management, 293–294 Improvement objectives, 146 Improvisational change, 226 Incivility, 409 Inclusion, 392–394 Inclusivity, 392, C-33 Income statement, 151 The Incredibles ( film), 313 Incremental change, 224 Independent contractors, 253 India, 20, 404, 409, C-32, C-33 Individual behavior, 289–308 and attitudes, 303–306 and blame for failures, C-24, C-25 and emotions or moods, 306–307 perceptions influencing, 290–295 and personality, 296–302 Individual character, 57, 65, 67–68, 282 Individualism-collectivism, 404, 405 Individualism view (moral reasoning), 61 Industry attractiveness, five forces of, 170–171 Influence, 265–267 Informal groups, 341 Informal structures, 184–186 Information age, 25 Information competency, 89 Information filtering, 377 Information processing styles, 91–92 Information technology (IT), 194–195 In-groups, 274–275 Innovation, 217–222, C-18 Input standards, 138 Insourcing, 413 Instrumentality, 60, 324–326 Instrumental values, 59 Integrity, 21, 263, 279, 282, 283 Intellectual capital, 24, 25 Intellectual capital equation, 24 Intellectual property issues, 418 Intelligenceand career success, 50 cultural, 395, 400 emotional, 16, 279, 306, 348, C-25 emotionally intelligent leadership, 279 Interactional justice, 61 Interactive leadership, 280–281 Intercultural competencies, 405 Internal control, 144 International business, 414 and different legal and political systems, 417–418 direct investment approaches to, 416–417 ethical questions in, 62–63 ethics codes in, 72 global (multinational) corporations, 421–428 globalization’s effect on, 412–420 global sourcing, 414–416 market entry approaches to, 416 opportunities for, 414 and regional economic alliances, 419 Internet, 98, 243, 360, 384, 396 Internet usage policies, 36 Interviews, 244, 374 Intrinsic motivation, 332 Intuitive thinking, 91 Inventory control, 150 Inventory planning, C-10, C-11 Iran, C-30 Ireland, 179, 400 Iron Man ( film), 235 ISO 14001, 81 J Japan, 112, 194, 400, 402–405, 414, 415, C-11 Jobs, 242–243, 252–255, 413 See also Human resource management (HRM) Job boards, 243 Job burnout, 300 Job content, 318 Job context, 318 Job design, 319–320 Job discrimination, 238 Job enrichment, 319 Job market, 105 Job migration, 20 Job satisfaction, 304–306, 346 Job sharing, 203 Joint ventures, 416–417 SI-4 Justice view (moral reasoning), 61 Just-in-time production, C-4, C-11 Just-in-time (JIT) scheduling, 150 K Key employees, C-20 Knowledge process outsourcing (KPO), C-32 Knowledge workers, 25, 89 Korea, 400, 403 L Labor contracts, 257 Labor unions, 256–257 Lack-of-participation error, 98 Laissez-faire leaders, 269 Law firms, new structures for, C-16, C-17 Law of contingent reinforcement, 331 Law of immediate reinforcement, 331 Leadersblack, 291 change, 223, 225, 226 charismatic, 278 diversity management by, 396, 397 effective, 268–269, 271–276 female, 292 “linking pin” role of, 340 and performance, 264 power of, 266 and self-serving bias, C-24, C-25 styles of, 269 symbolic, 214, 215 visionary, 262–263, 267 workers’ views of, 281 Leader–member exchange (LMX) theory, 274–275 Leader-participation model (Vroom-Jago), 275–276 Leadership, 264 change, 223–230 charismatic, C-22 charismatic leadership tactics, 372 contingency leadership theories, 271–277 distributed, 352–353 emotional intelligence in, C-25 emotionally intelligent, 279, C-22 as essential managerial skill, 17 foundations for, 264–270 of global corporations, 426 of highly innovation organizations, 221 interactive, 280–281 as management function, 264–265 Mindful Leadership Program (General Mills), 311 moral, 281, 282 persuasion in, 389 servant, 283 strategic, 162, 174, 175 substitutes for, 274 traits for effectiveness in, 268 transactional, 278 transformational, 278–279, 283 visionary, 268, C-22 Leadership styles, 268–269, 271–276, 280, C-22, C-23 Leading, 12 Leaking pipeline problem, 394 Lean In (Sheryl Sandberg), 144 Learning style, 31, 43 Least-preferred co-worker scale (LPC), 271 Find more at http://www.downloadslide.com SI-5 Subject Index Legal systems, international business and, 417–418 Legitimate power, 265 Licensing, 416 Lifelong learning, 16–17 Liquidation, 163 Listening, 379–380 Little-C creativity, 102 Locus of control, 299 Long-range plans, 120 Loose cultures, 402–404 Lost (television series), 337 “Love contracts,” 123 Love Happens ( film), 263 Low-context cultures, 401 Lower-order needs, 314, 315 M Machiavellianism, 299 Maintenance activities, 352, 353 Malaysia, 403 Management, 139, 382 Management learning, 31–52 behavioral approaches, 38–44 classical approaches, 32–37 and learning style, 31 modern approaches, 45–52 at Zara International, C-4, C-5 Management process, 11–13 Management science, 45–46 Managers, 3–26 accountability of, career/workplace issues for, 19–26 communication skills of, 368 diversity management by, 396, 397 effective, ethical behavior modeled by, 59, 69–70 expectations for, 7–8 functions of, 11–13 lifelong learning for, 16–17 “linking pin” role of, 340 responsibilities of, 10–11 roles of, 13 and self-management, skills of, 15–17, 202 at Trader Joe’s, C-2, C-3 types and levels of, 4–6 workday realities for, 13–14 workers’ views of, 281 Managerial power, 265 Managing by objectives (MBO), 145, 146 Managing diversity, 397 Market control, 145 Market entry approaches, 416 Marketing plans, 121 Masculinity-femininity, 404, 405 Maslow’s hierarchy of needs, 41–42, 314–315 Maternity leave, C-20 Matrix structure, 191–192 Measurement, 139, C-13 See also Control function (controlling) Mechanistic designs, 201, 202 Mentoring, 166, 246, 292 Merit pay, 254, 255 Mexico, 404 Microblogging, C-30, C-31 Microcredit loans, 415 Middle managers, 5, 195 Millennials (Generation Y), 35, 40, 213, 233, 246, 250 Millennium Development Goals (UN), 139 Mindful Leadership Program (General Mills), 311 Minorities, 22–23, 392–394 See also Diversity Mission, 169, 173 Mixed message, 376 Modern management approaches, 45–52 Monochronic cultures, 401 Moods, 306–307 Mood contagion, 307 Moral absolutism, 63 Moral development, 68 Moral leadership, 281, 282 Moral mangers, 69 Moral overconfidence, 282 Moral reasoning, 60–62, 67–68 Moral rights view, 62 Most favored nation status, 418 Motion study, 33, 34 Motivation, 313–333 effect of thoughts/decisions on, 322–328 and emotional intelligence, 16 and engagement, 313, 320 extrinsic and intrinsic, 332 for following medication schedules, 317 human needs influencing, 314–321 Maslow’s hierarchy of needs, 41–42 and reinforcement, 329–333 at Salesforce.com, C-26, C-27 of teams, 339 Mr Holland’s Opus ( film), 31 Multicultural organizations, 393 Multinational corporations (MNCs), 421–428 Multiperson comparison, 248 Myers-Briggs Type Indicator (MBTI), 296–297 N Nationalism, 418 National subcultures, 395 Natural capital, 81 The Nature of Managerial Work (Henry Mintzberg), 10 Needs, 41–42, 314–320 Need for achievement, 316, C-27 Need for affiliation, 316 Need for personal power, 317 Need for power, 316 Need for social power, 317 Negative inequity, perceived, 323 Negative reinforcement, 329, 330 Netherlands, 179, 400, 404 Networking, 14, C-18, C-19 Network structures, 193–195 Noise, 374 Nonmonetary budgets, 123 Nonprogrammed decisions, 90–91 Nontariff barriers, 418 Nonverbal communication, 376 Norms, 350–352, 389 Norway, 327 O Objectives, 115, 117, 137, 140, 146, 169, 170 Observable organizational culture, 212, 213 Occupational subcultures, 395 The Office (television show), 238 “Officeless” offices, C-17 Office space design, 381 One for One business model, 330 Online profile, 383–384 Online résumés, 243 Online surveys, 253 Open-book management, 382, 383 Openness, 382–383 Open systems, 47–48 Operant conditioning, 329–330 Operating budgets, 123 Operating objectives, 169, 170 Operational plan, 121 Operations management, 46–47, C-4 Operations research, 45–46 Optimizing decision, 97 Organic designs, 201, 202 Organizationsas open systems, 47–48 3Ps of organizational performance, 75 as upside-down pyramids, Organization, as duty of management, 36 Organizational Change Pyramid, 224 Organizational citizenship behaviors, 305 Organizational culture, 209–216 of Chipotle, C-12 of fear failure-find fault, C-24 of fun, 29 of highly innovation organizations, 221 at Trader Joe’s, C-2 at Whole Foods, 143 at Zappos, 24, 29 Organizational design, 197–204, C-17 Organizational subcultures, 395–396 Organization charts, 183 Organization structures, 181–196 divisional, 190–191 formal, 183 functional, 188–189 of highly innovation organizations, 221 informal, 184–186 in law firms, 17, C-16 matrix, 191–192 network, 193–195 organization charts, 183 team, 192–193 Organizing, 11, 182–184, 425 Orientation, 245 Out-groups, 274–275 Outliers (Malcolm Gladwell), 50 Output standards, 138 Outsourcing, 164, 193–195, 409, 413, C-32, C-33 P Participating leadership style, 273 Participatory planning, 128 Partnerships, C-14, C-16 Patch Adams ( film), 181 Path-goal theory (House), 273–274 Pay discrimination, 239, 240, 394 Perceived negative inequity, 323 Perceived positive inequity, 323 Perception, 290–295 Perception management, 405 Perceptual distortions, 291–293 Performanceand attribution errors, 293 common problems on teams, 339 engagement and, 186 feedback on, C-26, C-27 and job satisfaction, 306 of leaders, 264 recognition and, C-26 Find more at http://www.downloadslide.com Subject Index task, 345, 346 team, 350–354, 356–362 and women in companies, 292 Performance management, 236, 247, 248 Performance measurement, 139, 247, 248 See also Control function (controlling) Performance norm, 351 Performance objectives, 146 Performance opportunity, 90, 139 Performance-outcome expectancy, 324, 325 Performance reviews/performance appraisals, 247–248 Performance threat, 89 Permalancers, 40 Personal development objective, 146 Personality, 296–302, 339 Personality and Organization (Chris Argyris), 43 Personal power, 266, 267, 317 Personal wellness, 301 Person-job fit, 242 Person-organization fit, 242 Persuasive communication, 371–372, 389 Philanthrocapitalism, C-7 Philanthrocapitalism (Matthew Bishop and Michael Green), C-7 Philanthropy, 49 Philippines, 20, 404, 409, 415, C-32 Plans, 115, 120, 121 Planning, 11, 113–130 benchmarking in, 127, 128 career, 249, 250 for Chobani brand, C-3 contingency, 126 for coordination and control, 117 for focus and action orientation, 116 forecasting in, 125 of global corporations, 424–425 goals in, 129 integration of controlling and, 145 as management function, 114 at Nordstrom, C-10, C-11 objectives in, 115 participatory, 128 portfolio, 173 scenario, 126–127 steps in process of, 115 in time management, 117–118 types of plans used in, 120–124 Poland, 400 Policies, 121–123 Political systems, 417–418 Polychronic cultures, 402 Portfolio planning, 173 Position power, 265 Positive inequity, 323 Positive reinforcement, 329–331 Post-it Notes®, 219 Power, 265–267, 299, 316, 317 Power (Jeffrey Pfeffer), 266 Power distance, 404 Pregnancy discrimination, 239, 240, 394, C-20, C-21 Pregnancy Discrimination Act of 1978, 239 Prejudice, 23 President, The Prince (Niccolo Machiavelli), 299 The Principles of Scientific Management (Frederick W Taylor), 32 Privacy, 240, 384 Problem solving, 88–94 Procedural justice, 61 Procedures, 121–122 Process innovations, 217 Product innovations, 217 Production plans, 121 Productivity, 43, 341 Product structures, 190–191 Professionalism, 17, 235, 249 Profit sharing, 255 Programmed decisions, 90–91 Progression principle, 41–42, 314 Projects, 149 Projection, 291, 292 Project management, 149–150 Project team, 341 Protected groups, 239 Protectionism, 418 Proxemics, 381, 402 Public-sector workers, 256 Punishment, 329–332, 409 Q Quality circle, 342 Quality control, 148–149 Quality management, 49, 50 Quality of work life (QWL), Quantitative analysis, 45–47 R Rational cultures, 212 Rational persuasion strategy, 227, 228 Realistic job previews, 244 Rebooting Work (Maynard Webb), 166 Recruitment, 243–244, 370, 371 Red Eye ( film), 87 Referent power, 267 Refreezing phase (change), 225 Regional economic alliances, 419 Reinforcement, 329–333 Relatedness needs, 315 Relationship management, 279, 405 Reliability, 245 Re-Mission (video game), 317 Representativeness heuristic, 105 Reshoring, 20, 416 Resiliency, 135, 140 Restricted communication network, 354 Restructuring, 163, 199 Résumés, 243–244 Retention, 249 Retrenchment strategy, 163 Reverse discrimination, 239 Reverse innovation, 219, 220 Reverse mentoring, 246 Revolving door syndrome, 392 Reward power, 265 Risk environment, 92–93 Rwanda, 414 Rypple software, 248 S Satisficing decision, 97 Satisfier factors, 318 Saudi Arabia, 400 Scalar chain principle, 36 Scenario planning, 126–127 Scheduling, 150, 202–203 Scientific management, 33, 43 SI-6 Selection, 245 Selective perception, 291, 292 Self-actualization, 43 Self-awareness, 3, 16, 279 Self-confidence, 87, 103 Self-control, 144 Self-efficacy, 325 Self-employment, 305 Self-fulfilling prophecies, 42 Self-management, 3, 17, 25, 279, 405 Self-managing teams, 343 Self-monitoring, 299 Self-regulation, 16 Self-serving bias, 293, 311, C-24, C-25 Selling leadership style, 273 Servant leadership, 283 Sex discrimination, 394 Shadow organization, 184 The Shallows (Nicholas Carr), 98 Shamrock organization, 23–24 Shaping, 331 Shared power strategy, 228 Shared value, 76–77 The Shift (Lynda Gratton), Short-range plans, 120 Silos, 189 Situational leadership model (HerseyBlanchard), 273 Six Sigma, 149 Skills, 15–17, 246, 371 See also specific skills Skunkworks, 221 Slumdog Millionaire ( film), Social awareness, 279 Social business, 78–79 Social capital, 14, 368–369 Social entrepreneurs, 78–79 Social entrepreneurship, 218–219, 330 Social grooming, C-30 Social innovation, 218–219 Socialization, 211, 245 Social loafing, 339, 340, 343, C-28 Social media, 107, 243, 389, C-18, C-19, C-30, C-31 Social media strategy, 166 Social needs, 42 The Social Network ( film), 289 Social network analysis, 185 Social norms, 389, 402, 403 Social power, need for, 317 Social responsibility audits, 79, 80 Social skills, 16 Socioeconomic view of CSR, 76 South Africa, 395 Spain, 327 Span of control, 197 Spotlight questions, 70, 100 Staffing, 221 Stakeholders, 74 Standards, 137, 140 Status differences, communication and, 376–377 Stereotype, 291 Stock options, 255, 261 Strategic alliances, 165, 193–195 Strategic control, 175 Strategic human resource management, 237 Strategic leadership, 162, 174, 175 Strategic management, 168–176, C-14, C-15 Strategic partnerships, C-14, C-15 Strategic plan, 120, 121 Find more at http://www.downloadslide.com SI-7 Subject Index Strategy(-ies), 160–167 aligning human capital and, 237 for change leaders, 226–228 for dealing with resistance to change, 229 of highly innovation organizations, 221 Strategy formulation, 168, 169 Strategy implementation, 169 Stress, 299–301, 311 Stress management, 300, 301 Stretch goals, 129 Strong cultures, 211 Subcultures, organizational, 395–396 Substantive conflict, 359 Substitutes for leadership, 274 Subsystems, 47–48 Success, 266, 292 Supervisors, Supply chain management, 80, 415, C-5, C-11 Sustainability, 57, 80–81, C-12, C-13 Sustainable business, 81 Sustainable competitive advantage, 161 Sustainable development, 81 Sustainable innovation, 217–218 Sweden, 404, 414 Switzerland, 400 SWOT analysis, 169, 170 Symbolic leaders, 214, 215 Synergy, 338–339 Syria, C-30 Systematic thinking, 91 T Tariffs, 418 Task activities, 352, 353 Task force, 341 Task performance, 345, 346 Taxes, minimizing, 179 Teams, 338 at Amazon, 348 communication networks for, 353–354 cross-functional, 191, 193 disharmony on, 365 effective, 345–348 formal, 340–342 heterogeneous, 347 high-performance, 356–362 homogeneous, 346–347 informal groups, 341 for innovation, 221 organizational benefits of, 339 organizational settings for, 347 performance of, 350–354 project, 341 selecting members of, 346–347 self-managing, 343 size of, 347 stage of development for, 349–350 two-pizza, 348 understanding, 337–344 virtual, 342–343 at Whole Foods, C-28 Team building, 356 Team contributions, 337, 351 Team cultures, 212 Team diversity, 346 Team effectiveness equation, 346 Team IQ, 348 Team leaders, 4–5 Team process, 347, 348 Team structures, 192–193 Teamwork, 337, 338 building blocks of, 345–355 complexities of, 193 as essential managerial skill, 17 at NASCAR, 357 at Whole Foods, 365, C-28, C-29 Technical skill, 15 Technological competency, 89 TechnologyChipotle’s use of, C-12 and decentralization, 198, 199 electronic monitoring, 384 and employee privacy, 240 and global corporations, 426–427 and international joint ventures, 417 Telecommuting, 203 Telling leadership style, 273 “10,000 hour rule,” 50 The Terminal ( film), 209 Terminal values, 59, 60 Thailand, 400, 404, 415 The Theory of Social Economic Organization (Max Weber), 34 Theory X, 42 Theory Y, 42, 144 There Is an I in Team (Mark du Rond), 365 Thinkinganalytical, 16 contingency, 48 critical, see Critical thinking design, 227 groupthink, 358–359 intuitive, 91 systematic, 91 Thoughts, motivation and, 322–328 3Ps of organizational performance, 75 360Њ feedback, 248 Tight cultures, 402–404 Time management, 113, 117–118 Time orientation, 404, 405 Title VIII, Civil Rights Act of 1964, 238–239, C-20 Tolerance for ambiguity, 209, 228 Top managers, 5–6 Total quality management (TQM), 49, 50, 148 Training, 70, 246 Transactional leadership, 278 Transformational change, 223–224 Transformational leadership, 278–279, 283 Transnational firms, 164 Transparency, 382–383 The Transparent Leader (Herb Baum), 21 The Travels of a T-Shirt in the Global Economy (Pietra Rivoli), 412–413 Triple bottom line, 75 Tron: Legacy ( film), 159 The Truth About Middle Managers (Paul Osterman), 195 Tunisia, C-30 27 Dresses ( film), 113 Two-factor theory of needs, 318–319 Two-tier wage systems, 257 Type A personality, 299, 300 Unemployment, 240 Unfreezing phase (change), 224–225 Unions, 256–257 United Kingdom, 400, 414 See also individual countries United States, 22, 327, 358, 359, 392, 400–402, 404, 405, 413, C-30 Unity of command principle, 36 Universal Declaration of Human Rights (United Nations), 62 Unproductive meetings, 341 Upside-down pyramid, 8, C-2 Utilitarian view (moral reasoning), 60–61 U Z Uncertain environment, 92–93 Uncertainty avoidance, 404 Zamzee (website), 317 Zero-based budget, 123 V Valence, 324–326 Validity, 245 Values, 59–60, 63–64, 76, 77, 253 Value-based management, 214, 215 Value differences, 404–405 Values statements, 214 Vertical integration, 162–163 Vice president, Vietnam, 401 Virtual organizations, 194–195 Virtual teams, 342–343 Virtuous circle, 76 Vision, 120, 267–268, 279, C-10 Visionary leadership, 268, C-22 Vroom-Jago leader-participation model, 275–276 W Wal-Mart v Dukes, 238 Whistleblowers, 71, 72 Withdrawal behaviors, 305 Women, 393 See also Diversity; Gender differences career control by, 144 as CEOs, 292, 393 and diversity bias, 393–394 European quotas for female board members, 327 and gender stereotyping, 391 gender subcultures, 395–396 glass ceiling effect for, 22–23 leadership development for, C-23 leadership styles of, 280, 281 “Mommy drain,” 203 oppression of, 403 and performance of companies, 71 pregnancy discrimination, 239, 240, C-20, C-21 and pregnancy discrimination, 239, 240 retention rates for, 11, 13 and revolving door syndrome, 392 Women Count (Susan Bulkeley Butler), 292 Workforce diversity, 22–23 See also Diversity Working conditions, 72 Work-life balance, 234, 252–253 Work-life trends, 213 Workplace rage, 300 Workplace spirituality, 215 Work sampling, 245 Work schedules, 202–203 Writing skills, 375 Find more at http://www.downloadslide.com This page is intentionally left blank Find more at http://www.downloadslide.com { B RIE F CO N T ENT S Chapter Managers and the Management Process Chapter Management Learning Chapter Ethics and Social Responsibility Chapter Managers as Decision Makers Chapter Plans and Planning Techniques Chapter Controls and Control Systems Chapter Strategy and Strategic Management Chapter Organization Structure and Design Chapter Organizational Cultures, Innovation, and Change Chapter 10 Human Resource Management Chapter 11 Leadership Chapter 12 Individual Behavior Chapter 13 Motivation Chapter 14 Teams and Teamwork Chapter 15 Communication Chapter 16 Diversity and Global Cultures Chapter 17 Globalization and International Business Chapter 18 Entrepreneurship and Small Business Managers and Management Planning and Controlling Organizing Leading Environment Find more at http://www.downloadslide.com { CHAPT E R OP ENE R S Self-Management and Slumdog Millionaire Learning Style and Mr Holland’s Opus Individual Character and Avatar Self-Confidence and Red Eye Time Management and 27 Dresses Resiliency and Forrest Gump Critical Thinking and Tron: Legacy Empowerment and Patch Adams Tolerance for Ambiguity and The Terminal 10 Professionalism and Iron Man 11 Integrity and Love Happens 12 Ambition and The Social Network 13 Engagement and The Incredibles 14 Team Contributions and Lost 15 Communication/Networking and The Devil Wears Prada 16 Diversity Maturity and Finding Forrester 17 Cultural Awareness and The Amazing Race 18 Risk Taking and The Bourne Ultimatum Find more at http://www.downloadslide.com { S PECI AL C HAPT ER FE AT U R E S MANAGER’S LIBRARY ETHICS CHECK ROLE MODELS FACTS TO CONSIDER Delivering Happiness: A Path to Profits, Passion, and Purpose by Tony Hsieh Outliers: The Story of Success by Malcolm Gladwell Conscious Capitalism: Liberating the Heroic Spirit of Business by John Mackey and Raj Sisodia The Shallows: What the Internet is Doing to Our Brains by Nicholas Carr Analytics at Work: Smarter Decisions, Better Results by Thomas Davenport, Jeanne Harris, and Robert Morison Lean In: Women, Work and the Will to Lead by Sheryl Sandberg Rebooting Work: Transform How You Work in the Age of Entrepreneurship by Maynard Webb The Truth About Middle Managers: Heroes, Villains, and the Reinvention of Middle Management by Paul Osterman Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation by Tim Brown Fast Future: How the Millennial Generation is Shaping Our World by David Burstein Power: Why Some People Have It and Others Don’t by Jeffrey Pfeffer Women Count: A Guide to Changing the World by Susan Bulkeley Butler Drive: The Surprising Truth About What Motivates Us by Daniel H Pink Crowdsourcing: Why the Power of the Cloud is Driving the Future of Business by Jeff Howe Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results by Morten Hansen Half the Sky: Turning Oppression into Opportunity for Women Worldwide by Nicholas D Kristof and Sheryl WuDunn The New Digital Age: Reshaping the Future of People, Nations and Business by Eric Schmidt and Jared Cohen In-N-Out Burger: A Behind-the-Counter Look at the Fast-Food Chain that Breaks all the Rules by Stacy Perman Watch out for bad apples at farmers’ markets Cyberslackers find company time great for internet surfing Signing on to a green supply chain Left to die on Mt Everest E-waste graveyards offer easy way out Global privacy and censorship worries Life and death at an outsourcing factory Flattened into exhaustion Facebook follies versus corporate culture CEO gets $96.1 million pay package When the boss asks too much Is personality testing in your future? Information goldmine is an equity dilemma Danger! Social loafing may be closer than you think Blogging is easy, but bloggers beware Fair-trade fashion Nationalism and protectionism Entrepreneurship and social good Ursula Burns—Xerox Oprah Winfrey—Oprah’s Angel Network Gary Hirshberg—Stonyfield Farms Indra Nooyi—Pepsi Don Thompson—McDonald’s Bill Gates—Microsoft Wendy Kopp—Teach for America Alan Mulally—Ford Tom Szaky—TerraCycle Dave Goldberg—Survey Monkey Lorraine Monroe—Leadership Academy Richard Branson—Virgin Group Blake Mycoskie—TOMS Jeff Bezos—Amazon Linda Heasley—The Limited Salman Khan—Khan Academy Muhammad Yunus—Grameen Bank David Gilboa, Niel Blumenthal, Andrew Hunt, Jeffrey Raider—Warby Parker Employment contradictions in workforce diversity Generations differ when rating their bosses Manager behavior key to an ethical workplace Workers report shortcomings of leaders and top managers Survey shows dissatisfaction and pessimism in lower economic classes Europe turns to quotas to increase female board members Unproductive meetings are major time wasters Employees should worry about electronic monitoring Employee morale varies around the world Corruption and bribes haunt global business Minority entrepreneurs are on the move American workers talk about their biggest fears Policies on office romances vary widely Distractions can be goal killers Disposable workers are indispensible to business profits Bosses may be overestimating their managing skills Organization cultures face up to work-life trends Human resource executives worry about performance measurement Find more at http://www.downloadslide.com { ACTIV E L E ARNI NG R ES OU R C ES Trader Joe’s Zara International Patagonia Amazon.com Nordstrom Chipotle Dunkin’ Donuts Law Firms LinkedIn 10 11 12 13 14 15 16 17 18 Chief Executive Mom Apple, Inc Businesses in Trouble Salesforce.com Whole Foods Twitter Cultural Charades Harley-Davidson Angel Investors CASES FOR CRITICAL THINKING Personal Career Readiness Managerial Assumptions Terminal Values Survey Intuitive Ability Time Management Profile Internal/External Control Handling Facts and Inferences Empowering Others Tolerance for Ambiguity Performance Review Assumptions Least-Preferred Co-Worker Scale Stress Test Two-Factor Profile Team Leader Skills Feedback and Assertiveness Diversity Awareness Global Intelligence Entrepreneurship Orientation SELF-ASSESSMENTS My Best Manager Evidence-Based Management Quiz Confronting Ethical Dilemmas Lost at Sea The Future Workplace Stakeholder Maps Strategic Scenarios Organizational Metaphors Force-Field Analysis Upward Appraisal Leading by Participation Job Satisfaction Preferences Why We Work Understanding Team Dynamics Communication and Teamwork Dilemmas Alligator River Story American Football Entrepreneurs Among Us CLASS EXERCISES Managing Millennials Management in Popular Culture Organizational Commitment to Sustainability Crisis Management Realities Personal Career Planning After Meeting/Project Review Contrasting Strategies “Network U” Organizational Culture Walk The Future of Labor Unions Leadership Believe-It-or-Not Difficult Personalities CEO Pay Superstars on the Team How Words Count Job Satisfaction Around the World Globalization Pros and Cons Community Entrepreneurs TEAM PROJECTS Time to turn the workplace into a fun place? Raising expectations and getting better feedback Sustainability ranks low among chief executive challenges Stuck-in-rut executive finds creativity in the cloud Keep the career plan tight and focused, or loosen up? Should parents pay for children’s grades? How about a “double Irish” with a “Dutch sandwich”? Crowdsourcing evaluations as a way to flatten structures “Move over old timer, time to make room for GenY.” When the boss says “Do it.” consider saying “No!” Some employers provide time for Yoga and meditation Does disharmony help build a better team? Gain influence by tapping the science of persuading Use punishment to sting incivility in the workplace Avoid China problems by reshoring our manufacturing HOT TOPICS ... degree to which members are attracted to and motivated to remain part of a team Find more at http://www.downloadslide.com 3 52 EXPLORING MANAGEMENT High Low Team Cohesiveness Figure 14.4 shows that... can make them successful .25 Look at Figure 14 .2 It diagrams a team as an open system that, like the organization itself, transforms a variety of inputs into outputs .26 It also shows that an effective... http://www.downloadslide.com 346 EXPLORING MANAGEMENT outcome of an effective team is member satisfaction Ask: Are we individually and collectively pleased with our participation in the process?