(BQ) Part 2 book Management has contents: Human resource management, meeting the challenge of diversity, meeting the challenge of diversity, managerial and quality control, information technology and e business, operations and value chain management, teamwork,...and other contents.
bal, 240–242 implementation, 237–238, 247, 258–263 levels of, 244–246 multidomestic, 241–242 partnership, 255–257 Porter’s competitive forces and, 251–255 portfolio, 249 purpose of, 242–244 strength, 259 transnational, 242 Stream of meaning, 578 Strengths, 247–248 Stress, 176, 476–479 Stress management, 476–479 Stressors, 476 Stretch goals, 218, 228 Structural design approaches, 261, 315 Structures divisional structure, 316 factors shaping, 331–338 functional structure, 316 global matrix, 319 product structure, 316 program structure, 316 self-contained unit structure, 316 Styles participating style, 499 selling style, 499 telling style, 499 Submarine Kursk, sinking of, 29 Substitute, 504 Subsystems, 53 Subtle biases, 429 Superordinate goals, 615 Suppliers, 79 Supply chain management, 57, 700 Supportive leadership, 502 Supportive leadership approach, 513 Survey feedback, 359 Sustainability, 154, 178 Sustainable development, 154 Sustainer, 174 SWOT (strengths, weaknesses, opportunities, threats) analysis, 247–249, 364 teams, 261 Symbol, 87 Synergy, 53, 243 System, 52 Systems theory, 48, 52–53 T on-the-job training (OJT), 399 orientation training, 399 types and methods of, 400 Training and development, 357–358, 399 Traits, 494 Transactional leaders, 505 Transaction-processing systems (TPSs), 673 Transformation process, 52 Transformational leaders, 507–508 Transnational corporations, 126 Transnational strategy, 242 Transparency International Bribe Payers Index (2002), 247 Triple bottom line, 164 Trojan, 229 Turbulent times and changing workplace, 348 communicating during, 577–580 ethical challenges in, 162–165 implementation during, 262 innovative control systems for, 652–657 new decision approaches for, 292 Two-boss employees, 319 Two-factor theory, 528–529 Type diabetes, 152 Type A behavior, 476–477 Type B behavior, 476–477 U Uncertainty, 273–274, 366 Uncertainty avoidance, 117 Uncertainty avoidance, 119 Undercontrol, 656 Unethical behavior, 156 Unfreezing, 362 United Nations, 439 Unity of command, 45, 309 Unity of direction, 45 Upward communication, 570 U.S Treasury Secretary, 280 U.S.–Canada agreement (1989), 124 Use of rewards, 502 USS Dwight D Eisenhower, 334 USS Indianapolis, 146 Utilitarian approach, 142–143 V Valence, 532 Valero SAFE fund, 92 Validity, 395 Value, 243 Value chain management designing operations management systems, 701–711 inventory management, 711–716 lean manufacturing and productivity, 716–719 organization as a value chain, 696–701 Variable-interval schedule, 537 Variable-ratio schedule, 537 Venture capital firm, 190 Vertical team, 597 Vietnam war, 78 Virtual incubator, 193 Virtual Leadership Academy, 560 Virtual network approach, 325–326 Virtual network structure, 322 Virtual teams, 388, 599–600 Viruses, 229 Visionary leadership, 505 Vocational Rehabilitation Act, 384 VOIP (voice over Internet protocol), 402 Vroom-Jago model, 288–294 W Wage and salary surveys, 405 systems, 404–405 Wage gap, 426 Wall Street Journal, 192 WD-40, the jet engine, 181 Weaknesses, 247 Weberian bureaucracy, 43 Whistle-blowing, 161–162 Wholly owned foreign affiliate, 112 Wicked decision problem see Ambiguity Wiki, 671 Winning Workplaces, 402 Win-win solution, 616 Women’s ways of leading, 492–493 Woodward’s manufacturing technology, 335–337 Work redesign, 541 specialization, 309 stress, 477–478 team effectiveness model, 595 Workforce 2020, 435 diversity, 418 optimization, 401 Work-in-process inventory, 712 Work/life balance, 388 Workplace e-mail in, 223 HR issues in new, 386–387 innovative technology in, 58–59 new, 25 old, 25 transition to a new, 25 World Trade Organization (WTO), 122 World War II, 50–51, 54, 146 World Wide Web (WWW), 676 Worms, 229 Z Zero inventory systems, 715 815 Subject Index Tacit knowledge, 686 Tactical goals, 211, 215 Tactical plans, 215 Talent acquisition, 391 Tall structure, 313 Task demands, 477 environment, 72 force, 327–328, 597 identity, 542 oriented behavior, 495 oriented leader, 500–501 significance, 542 specialist role, 604 Team norm carryover behaviors, 610 critical events, 610 explicit statements, 610–611 primacy, 610 Team processes adjourning, 607 five stages of team development, 606 forming, 605 norming, 606 performing, 606 storming, 605 team cohesiveness, 607–608 team development stages, 605 team norms, 609–611 Teams, 387, 594 approach, 325 based structure, 56, 320 building, 359 building skills, 27 cohesiveness, 607–608, 620–621 command team, 597 committee, 597 communication channels, 572–573 competence, 290 cross-functional team, 597 fast-cycle teams, 597–598 formal teams, 596–598 functional team, 597 global teams, 600–602 horizontal team, 597 interaction, 608 management, 496 member roles, 604 in new workplace, 599 problem-solving teams, 598 project teams, 597 self-directed teams, 598, 598–599 special-purpose teams, 597–598, 598 task force, 597 vertical teams, 597 virtual teams, 599–600 Teamwork managing team conflict, 611–617 team characteristics, 602–605 team processes, 605–611 teams at work, 594–596 types of teams, 596–602 work team effectiveness, 617–619 Technical complexity, 336 Technical core, 696 Technical skill, 12 Technological dimension, 74, 77 Technology, 26, 178, 388 Technology change, 349 Telecommuting, 388 Telling leadership style, 513 Telling style, 499 Temporary employees, 387 Termination, 406–407 The evolving world of, 670–676 The Prince, 469 Theories acquired needs theory, 529–530 content theories, 524 equity theory, 530–531 ERG, 526–528 expectancy theory, 532–533 Herzberg’s two-factor theory, 528–529 hierarchy of needs, 525–526 process theories, 524–525, 530 reinforcement theories, 525 X scale, 49, 61, 524 Y scale, 49–50, 61, 524 Thinking, 471 Threats, 247–248 Time and motion studies, 42 Tolerance for ambiguity, 184–185 Top leader, 319 Top management support, 369 Top managers, 14 Top-down budgeting, 640 Total factor productivity, 718 Total quality management (TQM), 54 benchmarking, 647 continuous improvement, 649–650 importance of quality improvement programs, 648 qualtity circles, 647 reduced cycle time, 648–649 Six Sigma, 648 TQM success factors, 650 TQM techniques, 646 T–P leadership questionnaire, 514–515 Training classroom training, 399 computer-based training, 399 cross-training, 399 e-training, 399 mentoring, 399 ... theory, 529 –530 content theories, 524 equity theory, 530–531 ERG, 526 – 528 expectancy theory, 5 32 533 Herzberg’s two-factor theory, 528 – 529 hierarchy of needs, 525 – 526 process theories, 524 – 525 , 530... challenges in, 1 62 165 implementation during, 26 2 innovative control systems for, 6 52 657 new decision approaches for, 29 2 Two-boss employees, 319 Two-factor theory, 528 – 529 Type diabetes, 1 52 Type A... process, 52 Transformational leaders, 507–508 Transnational corporations, 126 Transnational strategy, 24 2 Transparency International Bribe Payers Index (20 02) , 24 7 Triple bottom line, 164 Trojan, 22 9