Management an introduction by boddy 7th

www.ebookslides.com A01_BODD8594_07_SE_FM_copy.indd 9/20/16 4:45 PM www.ebookslides.com MANAGEMENT An Introduction A01_BODD8594_07_SE_FM.indd 9/6/16 5:15 PM www.ebookslides.com At Pearson, we have a simple mission: to help people make more of their lives through learning We combine innovative learning technology with trusted content and educational expertise to provide engaging and effective learning experiences that serve people wherever and whenever they are learning From classroom to boardroom, our curriculum materials, digital learning tools and testing programmes help to educate millions of people worldwide – more than any other private enterprise Every day our work helps learning flourish, and wherever learning flourishes, so people To learn more, please visit us at www.pearson.com/uk A01_BODD8594_07_SE_FM.indd 9/6/16 5:15 PM www.ebookslides.com David Boddy  University of Glasgow MANAGEMENT An Introduction   Seventh Edition Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan A01_BODD8594_07_SE_FM.indd 9/6/16 5:15 PM www.ebookslides.com Pearson Education Limited Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk First published 1998 under the Prentice Hall Europe imprint (print) Second edition published 2002 (print) Third edition published 2005 (print) Fourth edition published 2008 (print) Fifth edition published 2011 (print) Sixth edition published 2014 (print and electronic) Seventh edition published 2017 (print and electronic) © Prentice Hall Europe 1998 © Pearson Education Limited 2002, 2005, 2008, 2011 (print) © Pearson Education Limited 2014, 2017 (print and electronic) The right of David Boddy to be identified as author of this work has been asserted by him in a ­ ccordance with the Copyright, Designs and Patents Act 1988 The print publication is protected by copyright Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN The ePublication is protected by copyright and must not be copied, reproduced, transferred, d ­ istributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law Any unauthorised distribution or use of this text may be a direct infringement of the author’s and the publisher’s rights and those responsible may be liable in law accordingly Pearson Education is not responsible for the content of third-party internet sites The Financial Times With a worldwide network of highly respected journalists, The Financial Times provides global business news, insightful opinion and expert analysis of business, finance and politics With over 500 journalists reporting from 50 countries worldwide, our in-depth coverage of international news is objectively reported and analysed from an independent, global perspective To find out more, visit www.ft.com/pearsonoffer ISBN: 978–1–292–08859–4 (print) 978-1-292-08862-4 (PDF) 978-1-292-17766-3 (ePub) British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library Library of Congress Cataloguing-in-Publication Data Names: Boddy, David, author Title: Management : an introduction / David Boddy Description: Seventh Edition | New York : Pearson, 2016 | Revised edition   of the author’s Management, 2014 Identifiers: LCCN 2016030939 | ISBN 9781292088594 Subjects:  LCSH: Management Classification: LCC HD31 B583 2016 | DDC 658—dc23 LC record available at https://lccn.loc.gov/2016030939 10 22 21 20 19 18 17 Cover image © Lisa-Blue/Getty Images Print edition typeset in 10.5/12.5 pt Minion by SPi Global Printed and bound by L.E.G.O S.p.A., Italy NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION A01_BODD8594_07_SE_FM.indd 9/6/16 5:15 PM www.ebookslides.com BRIEF CONTENTS Preface to the seventh edition xiii Preface to the first edition xvii Acknowledgements xix PART 1  AN INTRODUCTION TO MANAGEMENT 3 1  MANAGING IN ORGANISATIONS 4 2  MODELS OF MANAGEMENT 36 Part Case: Apple Inc 70 Part Employability skills – preparing for the world of work 75 PART 2  THE ENVIRONMENT OF MANAGEMENT 83 3  ORGANISATION CULTURES AND CONTEXTS 84 4  MANAGING INTERNATIONALLY 112 5  CORPORATE RESPONSIBILITY 142 Part Case: BP 168 Part Employability skills – preparing for the world of work 173 PART 3  PLANNING 181 6  PLANNING 182 7  DECISION MAKING 206 8  MANAGING STRATEGY 238 9  MANAGING MARKETING 270 Part Case: The Virgin Group 298 Part Employability skills – preparing for the world of work 303 PART 4  ORGANISING 311 10  ORGANISATION STRUCTURE 312 11  HUMAN RESOURCE MANAGEMENT 346 12  INFORMATION SYSTEMS AND E-BUSINESS 372 13  CREATIVITY, INNOVATION AND CHANGE 402 A01_BODD8594_07_SE_FM.indd Part Case: The Royal Bank of Scotland 430 Part Employability skills – preparing for the world of work 435 9/6/16 5:15 PM www.ebookslides.com vi BRIEF CONTENTS PART 5  LEADING 443 14  INFLUENCING 444 15  MOTIVATING 472 16  COMMUNICATING 506 17  TEAMS 536 Part Case: British Heart Foundation 562 Part Employability skills – preparing for the world of work 567 PART 6  CONTROLLING 575 18  MANAGING OPERATIONS AND QUALITY 576 19  CONTROL AND PERFORMANCE MEASUREMENT 606 20  FINANCE AND BUDGETARY CONTROL 632 Part Case: Tesco 653 Part Employability skills – preparing for the world of work 659 Glossary 666 References 676 Index 692 A01_BODD8594_07_SE_FM.indd 9/6/16 5:15 PM www.ebookslides.com CONTENTS Preface to the seventh edition xiii Preface to the first edition xvii Acknowledgements xix PART AN INTRODUCTION TO MANAGEMENT  Summary 65 Test your understanding 67 Think critically 67 Develop a skill – self-awareness 67 Read more 68 Go online 69 Part Case:  Apple Inc 70 Part Employability skills – preparing for the world of work75 PART CHAPTER MANAGING IN ORGANISATIONS 4 Case study: Ryanair 5 1.0 Management knowledge and management skill 6 1.1 Introduction 7 1.2 Managing to add value to resources 8 1.3 Meanings of management 11 1.4 Specialisation between areas of management 13 1.5 Influencing through the process of managing 16 1.6 Influencing through the tasks of managing 21 1.7 Influencing through shaping the context 25 1.8 Thinking critically to develop knowledge and skill 28 1.9 Integrating themes 30 Summary 31 Test your understanding 33 Think critically 33 Develop a skill – networking 33 Read more 34 Go online 34 CHAPTER MODELS OF MANAGEMENT 36 Case study:  innocent drinks 37 2.1 Introduction 38 2.2 Why study models of management? 38 2.3 The competing values framework 42 2.4 Rational goal models 45 2.5 Internal process models 50 2.6 Human relations models 55 2.7 Open systems models 58 2.8 Integrating themes 63 A01_BODD8594_07_SE_FM.indd THE ENVIRONMENT OF MANAGEMENT CHAPTER ORGANISATION CULTURES AND CONTEXTS 84 Case study:  British Broadcasting Corporation (BBC) 85 3.1 Introduction 86 3.2 Cultures and their components 87 3.3 Types of culture 91 3.4 The competitive environment – Porter’s five forces 94 3.5 The general environment – PESTEL 98 3.6 Environmental complexity and dynamism 103 3.7 Stakeholders and corporate governance 104 3.8 Integrating themes 106 Summary 108 Test your understanding 109 Think critically 110 Develop a skill – present a reasoned case 110 Read more 110 Go online 111 CHAPTER MANAGING INTERNATIONALLY 112 Case study: Carlsberg 113 4.1 Introduction 114 4.2 Ways to conduct business internationally 115 4.3 The contexts of international business – ­PESTEL 118 9/6/16 5:15 PM www.ebookslides.com viii CONTENTS 4.4 Legal context – trade agreements and trading blocs 123 4.5 Socio-cultural context 125 4.6 Hofstede’s comparison of national cultures 127 4.7 Contrasting management systems 131 4.8 Forces driving globalisation 133 4.9 Integrating themes 137 Summary 138 Test your understanding 139 Think critically 140 Develop a skill – mindfulness 140 Read more 141 Go online 141 6.6 CHAPTER CHAPTER DECISION MAKING 206 CORPORATE RESPONSIBILITY 142 Case study:  The Co-operative Group 143 5.1 Introduction 144 5.2 Corporate malpractice 144 5.3 Corporate responsibility 145 5.4 Perspectives on individual responsibility 147 5.5 Perspectives on corporate responsibility 150 5.6 An ethical decision-making model 152 5.7 Stakeholders and corporate responsibility 154 5.8 Corporate responsibility and strategy 156 5.9 Managing corporate responsibility 161 5.10 Integrating themes 162 Summary 164 Test your understanding 165 Think critically 166 Develop a skill – clarifying values 166 Read more 167 Go online 167 Part Case: BP168 Part Employability skills – preparing for the world of work 173 PART PLANNING CHAPTER PLANNING 182 Case study: Crossrail 183 6.1 Introduction 184 6.2 Why people plan 185 6.3 The content of plans 186 6.4 Gathering information 190 6.5 Setting goals (or objectives) – the ends 193 A01_BODD8594_07_SE_FM.indd Specifying what has to be done to achieve the goals – the means 196 6.7 Implementing what has to be done, and monitoring progress 197 6.8 Rational and creative planning processes 199 6.9 Integrating themes 201 Summary 203 Test your understanding 204 Think critically 204 Develop a skill – defining a problem rationally 204 Read more 205 Go online 205 Case study: Ikea 207 7.1 Introduction 208 7.2 Managing decisions 209 7.3 Programmed and non-programmed decisions 214 7.4 Decision-making conditions 215 7.5 Decision-making models 218 7.6 Biases in making decisions 224 7.7 Group decision making 227 7.8 Integrating themes 231 Summary 233 Test your understanding 234 Think critically 235 Develop a skill – defining a problem creatively 235 Read more 235 Go online 236 CHAPTER MANAGING STRATEGY 238 Case study: GKN 239 8.1 Introduction 240 8.2 Strategy – process, content and context 241 8.3 Planning, learning and political perspectives 243 8.4 How managers develop strategies? 246 8.5 Making sense – external analysis 249 8.6 Making sense – internal analysis 251 8.7 Making choices – deciding strategy at corporate level 254 8.8 Making choices – deciding strategy at business unit level 258 8.9 Making things happen – delivering strategy 260 8.10 Making revisions – implementing and evaluating 262 8.11 Integrating themes 263 Summary 265 Test your understanding 266 9/6/16 5:15 PM www.ebookslides.com CONTENTS Think critically 266 Develop a skill – setting clear goals 267 Read more 267 Go online 268 Develop a skill – coordinating work 343 Read more 343 Go online 343 CHAPTER 11 CHAPTER MANAGING MARKETING 270 Case study:  Manchester United FC 271 9.1 Introduction 272 9.2 Understanding customers and markets 273 9.3 The marketing environment 275 9.4 Segments, targets and the market offer 280 9.5 Using the marketing mix 282 9.6 The product life cycle 287 9.7 Customer relationship management 289 9.8 A marketing orientation 290 9.9 Integrating themes 293 Summary 294 Test your understanding 295 Think critically 296 Develop a skill – identifying customer needs 296 Read more 297 Go online 297 Part Case:  The Virgin Group298 Part Employability skills – preparing for the world of work 303 PART ORGANISING CHAPTER 10 ORGANISATION STRUCTURE 312 Case study:  GlaxoSmithKline (GSK) 313 10.1 Introduction 314 10.2 Strategy, organisation and performance 314 10.3 Designing a structure 316 10.4 Dividing work internally – functions, divisions and matrices 322 10.5 Dividing work externally – outsourcing and networks 326 10.6 Coordinating work 328 10.7 Mechanistic and organic forms 330 10.8 Learning organisations 337 10.9 Integrating themes 339 Summary 340 Test your understanding 342 Think critically 342 A01_BODD8594_07_SE_FM.indd ix HUMAN RESOURCE MANAGEMENT 346 Case study: BMW 347 11.1 Introduction 348 11.2 HRM and performance 348 11.3 What HR managers do? 353 11.4 Human resource planning 355 11.5 Job analysis 355 11.6 Recruitment and selection 357 11.7 Reward management 362 11.8 Equal opportunities and diversity 364 11.9 Integrating themes 367 Summary 368 Test your understanding 369 Think critically 370 Develop a skill – preparing for an interview 370 Read more 371 Go online 371 CHAPTER 12 INFORMATION SYSTEMS AND E-BUSINESS 372 Case study: Google 373 12.1 Introduction 374 12.2 Converging technologies – new ways to add value 375 12.3 Managing the new opportunities to add value 378 12.4 Types of information systems 383 12.5 The internet and e-business 384 12.6 IS, strategy and organisation – the big picture 392 12.7 Integrating themes 395 Summary 397 Test your understanding 398 Think critically 399 Develop a skill – setting a project agenda 399 Read more 399 Go online 400 CHAPTER 13 CREATIVITY, INNOVATION AND CHANGE 402 Case study: Dyson 403 13.1 Introduction 404 13.2 Creativity and innovation 405 13.3 Sources of innovation 409 13.4 Organisational influences on innovation 413 13.5 Implementing innovation and change 415 9/6/16 5:15 PM www.ebookslides.com REFERENCES 689 ses’, Journal of Applied Psychology, vol.  94, no.  6, pp. 1536–43 Teece, D.J (2009), Dynamic Capabilities and Strategic Management, Oxford University Press, Oxford Stern, N (2009), A Blueprint For a Safer Planet: How to manage climate change and create a new era of progress and prosperity, The Bodley Head, London Teerikangas, S and Very, P (2006), ‘The culture–performance relationship in M&A: From yes/no to how’, British Journal of Management, vol.  17, no.  S1, pp. S31–S48 Sternberg, R.J and Lubart, T.I (1999), ‘The concept of creativity: Prospects and paradigms’ in Sternberg R J (ed.), Handbook of Creativity, Cambridge University Press, Cambridge Stewart, R (1967), Managers and their Jobs, Macmillan, London Stiles, P (2009), ‘The changing nature of the Japanese business system and its impact on Asia’, Long Range Planning, vol. 42, no. 4, pp. 427–38 Stott, P A (2010), ‘Detection and attribution of climate change: a regional perspective’, Wiley Interdisciplinary Reviews – Climate Change, vol. 1, no. 2 Sturges, J (2012), ‘Crafting a balance between work and home’, Human Relations, vol. 65, no. 12, pp. 1539–59 Sull, D.N (2007), ‘Closing the gap between strategy and execution’, MIT Sloan Management Review, vol.  48, no. 4, pp. 30–8 Sull, D., Homkes, R and Sull, C (2015), ‘Why strategy execution fails – and what to about it’, Harvard Business Review, vol. 93, no. 3, pp. 57–66 Swartz, M and Watkins, S (2002), Power Failure: The rise and fall of Enron, Aurum, London Tambe, P., Hitt, L.M and Brynjolfsson, E (2012), ‘The extroverted firm: How external information practices affect innovation and productivity’, Management Science, vol. 58, no. 5, pp. 843–59 Tannenbaum, R and Schmidt, W.H (1973), ‘How to choose a leadership pattern: should a manager be democratic or autocratic – or something in between?’, Harvard Business Review, vol. 37, no. 2, pp. 95–102 Tapscott, D (2009), Grown Up Digital: How the Net Generation is Changing Your World, McGraw-Hill, New York Thomas, A.B (2003), Controversies in Management: Issues, debates and answers, (2nd edition) Routledge, London Thomas D.C and Inkson, K (2009), Cultural Intelligence: Living and Working Globally, Berret-Koehler Publishers, Inc San Francisco Thompson, J.D (1967), Organisations in Action, McGrawHill, New York Thompson, P and McHugh, D (2002), Work Organisations: A Critical Introduction, Palgrave, Basingstoke Timpson, J (2010), Upside Down Management: A Common Sense Guide to Better Business, Wiley, Chichester Torrington, D., Hall, L., Taylor, S and Atkinson, C (2008), Human Resource Management, (8th edition) Pearson, Harlow Tran, T and Blackman, M (2006), ‘The dynamics and validity of the group selection interview’, Journal of Social Psychology, vol. 146, no. 2, pp. 183–201 Tregaskis, O., Daniels, K., Glover, L., Butler, P and Meyer, M (2013), ‘High performance work practices and firm performance: A longitudinal case study’, British Journal of Management, vol. 24, no. 2, pp. 225–44 Trevino, L.K and Weaver, G.R (2003), Managing Ethics in Business Organisations: Social Scientific Perspectives, Stanford University Press, Stanford, Ca Trist, E.L and Bamforth, K.W (1951), ‘Some social and psychological consequences of the Longwall Method of coal getting’, Human Relations, vol. 4, no. 1, pp. 3–38 Trompennaars, F (1993), Riding the Waves of Culture: Understanding cultural diversity in business, The Economist Books, London Trought, F (2012), Brilliant Employability Skills, Prentice Hall, Harlow Tapscott, D and Williams, A.D (2006), Wikinomics: How Mass Collaboration Changes Everything, Viking Penguin, New York Truss, C and Gill, J (2009), ‘Managing the HR function: the role of social capital’, Personnel Review, vol. 38, no. 6, pp. 674–95 Taras, V., Steel, P and Kirkman, B.L (2011), ‘Three decades of research on national culture in the workplace: Do the differences still make a difference?’, Organisational Dynamics, vol. 40, no. 3, pp. 189–98 Tuckman, B and Jensen, N (1977), ‘Stages of small group development revisited’, Group and Organisational Studies, vol. 2, pp. 419–27 Taylor, F.W (1917), The Principles of Scientific Management, Harper, New York Turner, M.E and Pratkanis, A.R (1998), ‘Twenty-five years of groupthink theory and research: lessons from an evaluation of the theory’, Organisational Behaviour and Human Decision Processes, vol.  73, no.  2, pp. 105–15 Taylor, J.W (2008), ‘A comparison of univariate time series methods for forecasting intraday arrivals at a call centre’, Management Science, vol. 54, no. 2, pp. 253–65 Unsworth, K.L and Clegg, C.W (2010), ‘Why employees undertake creative action? Journal of Occupational and Organisational Psychology, vol. 83, no. 1, pp 77–99 Tayeb, M.H (1996), The Management of a Multicultural Workforce, Wiley, Chichester Z02_BODD8594_07_SE_REF.indd 689 9/6/16 6:10 PM www.ebookslides.com 690 REFERENCES Van der Heijden, K (1996), Scenarios: The art of strategic conversation, Wiley, Chichester Van der Vegt, G.S and Bunderson, J.S (2005), ‘Learning and performance in multidisciplinary teams: The ­importance of collective team identification,’ Academy of Management Journal, vol. 48, no. 3, pp. 532–47 Vecchi, A and Brennan, L (2011), ‘Quality management: a cross-cultural perspective based on the GLOBE framework’, International Journal of Operations and Production Management, vol. 31, no. 5, pp. 527–53 Vogel, D (2005), The Market for Virtue: The Potential and Limits of Corporate Social Responsibility, Brookings Institution Press, Washington, D.C Vroom, V.H (1964), Work and Motivation, Wiley, New York Vroom, V.H and Yetton, P.W (1973), Leadership and Decision-making, University of Pittsburgh Press, Pittsburgh, PA Walton, E.J (2005), ‘The persistence of bureaucracy: A meta-analysis of Weber’s model of bureaucratic control’, Organisation Studies, vol. 26, no. 4, pp. 569–600 Walton, R.E (1985), ‘Work innovations at Topeka: After six years’, Journal of Applied Behavioural Science, vol. 13, no.3, pp. 422–33 Wang, T and Bansal, P (2012), ‘Social responsibility in new ventures: profiting from a long-term orientation’, Strategic Management Journal, vol. 33, no.10, pp.1135–1153 Watson, T.J (1994), In Search of Management, Routledge, London Watts, S (2001), The Magic Kingdom: Walt Disney and the American Way of Life, Houghton-Mifflin, Boston, MA Weber, M (1947), The Theory of Social and Economic ­Organisation, Free Press, Glencoe, IL Whittington, R., Molloy, E., Mayer, M and Smith, A (2006), ‘Practices of strategising/organising: broadening strategy work and skills’, Long Range Planning, vol. 39, no. 6, pp. 615–29 Whyman, P.B., Baimbridge,M.J., Buraimo, B.A and Petrescu, A.I (2015), ‘Workplace flexibility practices and corporate performance: Evidence from the British private sector, British Journal of Management, vol.  26, no.  3, pp. 347–64 Wieder, H., Booth, P., Matolcsy, Z.P and Ossimitz, M-L (2006), ‘The impact of ERP systems on firm and business process performance’, Journal of Enterprise Information Management, vol. 19, no. 1, pp. 13–29 Williams, K., Haslam, C and Williams, J (1992), ‘Ford vs Fordism: the beginnings of mass production?’ Work, Employment and Society, vol. 6, no. 4, pp. 517–55 Willoughby, K.A and Zappe, C.J (2006), ‘A methodology to optimise foundation seminar assignments’, Journal of the Operational Research Society, vol.  57, no.  8, pp. 950–6 Wolf, A and Jenkins, A (2006), ‘Explaining greater test use for selection: the role of HR professionals in a world of expanding regulation’, Human Resource Management Journal, vol. 16, no. 2, pp. 193–213 Wolff, H-G and Moser, K (2009), ‘Effects of networking on career success: A longitudinal study’, Journal of Applied Psychology, vol. 94, no. 1, pp 196–206 Wolstenholme, A., Fugeman, I and Hammond, F (2008), ‘Heathrow Terminal 5: delivery strategy’, Proceedings of the Institution of Civil Engineers – Civil Engineering, vol. 161, no 5, pp. 10–15 Webster, K., Bleriot, J and Johnson, C (2013), A New Dynamic: Effective Business in a Circular Economy, ­ ­Ellen MacArthur Foundation, Cowes Wood, S., Van Veldhoven, M., Croon, M and de Menezes, L M (2012), ‘Enriched job design, high involvement management and organisational performance: The mediating roles of job satisfaction and well-being’, Human Relations, vol. 65, no. 4, pp. 419–45 Weill, P and Ross, J (2005), ‘A matrixed approach to designing IT governance’, MIT Sloan Management Review, vol. 46, no. 2, pp 26–34 Woodward, J (1965), Industrial Organisation: Theory and practice, Oxford University Press, Oxford (2nd edn 1980) Westphal, J.D and Bednar, M.K (2008), ‘The Pacification of Institutional Investors’, Administrative Science Quarterly, vol. 53, no. 1, pp 29–72 Worley, C.G., Feyerherm, A.E and Knudsen, D (2010), ‘Building a collaboration capability for sustainability: How Gap Inc is creating and leveraging a strategic asset’, Organisational Dynamics, vol. 39, no. 4, pp. 325–34 Whetten, D.A and Cameron, K.S (2011), Developing Management Skills, (8th edition) Prentice Hall International, Upper Saddle River, NJ Whipp, R., Rosenfeld, R and Pettigrew, A (1988), ‘Understanding strategic change processes: some preliminary British findings’, in A Pettigrew (ed.), The Management of Strategic Change, Blackwell, Oxford Whitley, R (1999), Divergent Capitalisms: The Social Structuring and Change of Business Systems, Oxford University Press, Oxford Z02_BODD8594_07_SE_REF.indd 690 Yeow, H., Nicholson, D., Bryant, C and Westbury, M (2012), ‘Achieving more for less at Canary Wharf Crossrail station, London’, Civil Engineering, vol.  165, no.  5, pp. 50–7 Yip, G.S (2003), Total Global Strategy II, Pearson Education, Upper Saddle River, NJ Yukl, G and Falbe, C.M (1990), ‘Influence tactics in upwards, downward and lateral influence attempts’, Journal of Applied Psychology, vol. 75, no. 2, pp. 132–40 9/6/16 6:10 PM www.ebookslides.com REFERENCES Yukl, G and Tracey, J.B (1992), ‘Consequences of influence tactics used with subordinates, peers and the boss’, Journal of Applied Psychology, vol. 77, no. 4, pp. 525–35 Zander, L., Zettinig, P and Mäkelä, K (2013), ‘Leading global virtual teams to success’, Organisational Dynamics, vol. 42, no. 3, pp. 228–37 Z02_BODD8594_07_SE_REF.indd 691 691 Zenger, T (2013), ‘What Is the theory of your firm?’ Harvard Business Review, vol. 91, no. 6, pp. 72–8 Zibarras, L D and Woods, S A (2010), ‘A survey of UK selection practices across different organisation sizes and industry sectors’, Journal of Occupational and Organisational Psychology, vol. 83, no. 2, pp 499–511 9/6/16 6:10 PM www.ebookslides.com INDEX 3M 417 ABN-Amro Bank 225, 649 absolute advantage, theory of 118–19, 674 academic knowledge achievement needs 486 achievement-orientated leadership style 456, 458 action centred leadership 458 activity plans 189 Adair, J 448, 458 Adams, J.S 492–3 adding value 8–11, 232 through communication 509–12 using information systems 375–83 converging technologies 375–8 online communities 380–1 traditional delivery systems 378–9 Adler, P.S 53–4 administrative management 52–3, 666 administrative model of decision making 220–1, 666 advertising 285 online 286, 511, 515 advisors, HR managers as 353 affiliation needs 486 age 364 ageing workforce 366 agency theory 105, 666 Aggreko 122 Akkermans, H.A 620–1 Alcatel 125 Alderfer, C 58, 485–6 alliances 261 Alzheimer’s sufferers 99 Amabile, T.M 406 Amaral, L.A.N 61 Amazon 257, 377, 382 Ambec, S 159 ambiguity 216–17, 666 Ambos, T.C 339 Anderson, C 450 Andrews, R 316 annual reports 636 Ansoff, H.I 243 Antorini, Y.M 289 appearance, and product quality 596 Apple Inc 38, 39, 70–4, 258, 290, 407, 599, 615–16 appraisal systems 614 arbitrariness (of corruption) 121, 666 Argenti, P.A 528–9, 531 Argos 258 Argyris, C 338 ARM Holdings 326, 327 artefacts, and organisation culture 89 Arthur Andersen 145 Asos 385 assessment centres 361, 666 assets 637, 666 current 641, 667 Z03_BODD8594_07_SE_IDX.indd 692 fixed (long-term) 641, 669 attitudes, and consumer behaviour 277, 278 authority 51, 53, 54 formal 319, 669 automated decision systems 220 autonomy 495 Babbage, C 46 Badham, R 422, 423 BAE Systems 317, 328, 409 balance sheet 640–1, 666 balanced scorecard 619–22, 666 Balon, A 37, 54 Bamforth, K 60 Banco Santander 117, 426 Bannister, D 114 Bansai, P 162 Barclays Bank 145 Barings Bank 108 Barkema, H.G 114 Barker, J.R 554 Barringer, B.R 106, 499 Barthélemy, J 245 Bartlett, C.A 340 BASF Group 633, 634, 640–1 batch operations 587 Batra, G 301 Baum, J.R 452 BBC (British Broadcasting Corporation) 85, 86, 94, 97, 101, 480 Beamish Museum 18 Bednar, M.K 468 Beer, M 353 behaviour 453, 666 behaviour modification 480–2, 666 behavioural models of influence/leadership 453–6 behavioural segmentation 281 behavioural theory of decision making 221 Belbin, M 544–6 beliefs and control process 615 and organisation culture 89–90 belongingness needs 483, 625 Bennis, W 448 Berle, A.A 105, 138 Bernoff, J 100, 380 big data 250, 390, 391–2, 666 big five personality traits 450, 467–8, 666 Biggs, L 48 Birkenshaw, J 339 Bititci, U 626 Blackcircles tyre company 524–5 Blake, R 454 blogs 376, 377, 666 Bloom, N BMW 347, 348, 356–7, 362, 366–7, 538, 541 boards of directors 15, 16 Boddy, D 221, 418, 419, 530 Body Shop 157 Boiral, O 164 Boisot, M.H 389 Bond, S.D 193 Bondy, K 137 Boonstra, A 389 Borys, B 53–4 Bosch 90 bounded rationality 221, 222, 666 Bowen, D 31 Boyne, G 316 Bozarth, C 389 BP 168–72, 339, 578 brand 283, 666 Branson, R 298, 299, 300, 301 break-even analysis 589, 666 Bremmer, I 121 Brennan, L 600 bribery 148, 154, 161 Brin, S 12, 373 Brinckmann, J 201 British Airways 39–40, 133, 446 British Broadcasting Corporation see BBC British Heart Foundation 10, 562–6 British Medical Association 10 British Museum 404, 445, 446, 452, 455–6, 462–3 Brookfield, S D 28 Browne, J 169 Bruce-Gardyne, L 64 BT 119, 241, 255–6 Buchanan, D 422, 423, 462 Buckingham, M 13–14 budgeting 642–7 by department 643 and decision making 646–7 employee performance 645–6 project 643–5 Budzier, A 374 bureaucracy 50–2, 53–4, 614, 666 Burgess, N 15 Burns, J 451 Burns, T 60, 331, 333–4, 422–3 Burton, G 513 business awareness Business in the Community 147 business plans 186, 666 buyer power 96, 394 Cachon, G.P 582 Cadbury 116 Caldwell, R 353 call centre example, behaviour ­ modification 481 Cameron, K.S 6, 200, 201, 222, 527–8 capabilities, strategic 251, 674 capacity 594 capital, raising 635–6, 647–8 capital budget 643 capital markets 635, 636, 666 career structure 51 9/8/16 3:46 PM www.ebookslides.com INDEX Carlsberg 113, 114, 130–1, 133, 136 Carlson, B 454 cash flow statement 636–8, 666 Castañer, X 421 Catmull, E 23, 331, 333, 415 cell or group layout 593 centralisation 53, 54, 320, 322, 613, 666 certainty 215–16, 666 chain of command 319 Chandler, A 314–15 change see organisational change change agents, HR managers as 354 channels of communication 515–20, 666 face-to-face communication 516–17 impersonal written communication 518 online communities 520 personally addressed written ­communication 517–18 spoken communication electronically transmitted 517 charismatic (referent) power 459–60, 461 charismatic (transformational) leaders 451, 467–8, 675 charitable organisations 10 see also British Heart Foundation Chatzidakis, A 293 Chester, J 156 chief executive officers (CEOs) 15 Child Base Nurseries 492 Child, J 61, 138, 336, 613 China 95 Hong Kong affiliates 61 influencing tactics 467 leadership styles 468 MNCs and environmental policy in 138 transition to capitalism 120 Choi, D 396 Choi, J.N 421 choice, managerial 27 Chua, R.Y.J 425 Circle Health 10, 263 Cisco Systems 260, 339, 514, 517, 537, 538, 542, 547, 550 Clegg, C.W 406–7 climate change 107, 201 closed innovation model 411 co-creation 666 and innovation 411 of value 376–8 Co-operative Group 10, 143, 144, 152, 157, 162 co-operatives 9–10, 94 coalitions 464 Coates, M 13 Coca-Cola 114, 133, 134 codes of practice 161 coercive bureaucracy 53, 54 coercive power 459, 460 Coeurderoy, R 137 Cohen, J 653 Cohen, W.M 489 Colbert, A.E 450 Coley, G 476–7 collaborative networks 326–7 collectivism 128, 666 Combined Code on Corporate Governance 232, 294, 340 Combs, J 498 communication 506–35, 666 adding value through 509–12 channels see channels of communication and corporate governance 532 Z03_BODD8594_07_SE_IDX.indd 693 defined 509–10 and entrepreneurship 531 failure 510, 523 and internationalisation 531–2 interpersonal skills for 525–8 for receivers 526–7 for senders 525–6 supportive communication 527–8 networks 520–5 centralised 522 decentralised 522 downward communication 521, 522, 523 employee opinion surveys 524 formal grievance procedures 524 grapevine 520 groups and teams 520–1 horizontal communication 524–5 suggestion schemes 524 team briefings 523 upward communication 522, 523 non-verbal 513–14, 672 and organisation structure 530 and power 530 process 512–15 and strategy 528–9 and sustainability 531 in teams 552 Companies Act 636 comparing as tool of control 610 competences 9, 251–2, 666 core 390, 667 competencies (in HRM) 356, 666 competing values framework 42–5, 63–4 and organisation culture 91 and performance measurement 624, 625 competitive advantage 258, 393 competitive environment (or context) 87, 94–8, 240, 667 and marketing 276 competitive strategy 242, 613, 667 competitors 276 complexity, environmental 103–4 complexity theory 61–3, 667 compliance, and influence attempts 449, 450 complimentarities model 382 concertive control 614, 667 Confederation of British Industry (CBI) conflict, attitudes to 127 Conger, J.A 451 consideration, in leadership behaviour 453, 667 consultation 463 consumer behaviour 277–8 content, of team tasks 552, 667 context see environment/context contextual intelligence 116 contingencies 331, 336–7, 613, 667 contingency management 60–1 contingency models of influence/leadership 456–8 contingency theories 336, 667 continuous flow manufacturing 587 control 21, 22, 23, 27, 42, 595, 608–16, 667 bureaucratic 614 comparing as tool of 610 concertive 614, 667 contingencies and choice of strategies for 613 and corporate governance 627 correcting as tool of 610 definition of 608 693 human considerations in 623–5 illusion of 225, 669 and internationalisation 627 measuring as tool of 609–10 mechanistic 612, 613 organic 612, 613 as political process 623 problems with formal systems of 624–5 tactics for control through machinery 614 direct supervision 613 human resource management control 614 management by objectives 614 organisation structure 613 rules and procedures 613 values and beliefs 615 technological 614 see also finance and budgetary ­control; operations management; ­performance measurement; quality control process 609, 667 control systems 609, 667 convergence of technology 375–8 Cook, T 71, 73–4, 599 coordination in organization structure 328–30 core competences 390, 667 Cornelius, P 192 Cornwall, M 186 corporate governance 31, 105–6, 108, 667 Combined Code 232, 294, 340 and communication 532 and control 627 and corporate responsibility (CR) 164 and decision making 232 and finance 649 and human resource management (HRM) 368 and influence 468 and information systems 397 and innovation 425–6 and international business 138 and marketing 293–4 mechanisms of 106 and models of management 65 and motivation 500 and operations management 601 and organisation structure 340 and performance measurement 627 and planning 202 and strategy 264–5 and team working 558–9 corporate malpractice 144–5 corporate mission 157 corporate responsibility (CR) 137, 145–7, 667 and corporate governance 164 discretionary responsibilities 151 economic responsibilities 150 and entrepreneurship 162 ethical responsibilities 151 improving operations 146, 147, 158 and internationalisation 163 legal responsibilities 151 managing 161 and performance 159–61, 162 philanthropy and enlightened self-­interest 145–6, 147, 151, 158 and shared value 146–7, 158–9, 163 and stakeholders 154–7 9/8/16 3:46 PM www.ebookslides.com 694 INDEX corporate responsibility (continued) and strategy 156–61 structures and reporting 161 and sustainability 163, 164 corporate scandals 31, 105, 144–5 corrective action 610, 667 corruption 121, 161 arbitrariness of 121, 666 pervasiveness of 121, 672 Corsi, E 299, 301 cost breakdown structure 644, 645, 667 cost leadership strategy 258, 332, 393, 667 costs, fixed and variable 589 craft system 11, 12, 332, 583, 598, 667 creative approach to decision making 211 creative planning process 199, 201 creative problem-solving 201, 222 creativity 404, 405–7, 667 KEYS factors 406 credit 639 critical success factors analysis 191, 667 critical thinking 6, 28–9, 42, 667 Crook, T.R 351 Crosby, P 596, 598 Crossrail 183, 184, 187–8, 198–9, 202–3, 446 crowds, distinguished from groups and teams 542 Culbertson, S.S 474 cultural diversity 125, 131 cultural intelligence 126, 667 culture 125, 667 and consumer behaviour 278 high context 127, 669 and institutions 125 low-context 127, 671 and managing internationally 125–7 task 92, 674 see also national culture; organisation culture; socio-cultural factors current assets 641, 667 Currie, G 15 customer relationship management (CRM) 289, 386–7, 667 customer satisfaction 273, 619, 667 customer-centred organisation 292, 667 customers 273, 276, 667 and balanced scorecard 620, 621 data about 387, 391–2 and divisional structure 324 needs, wants and demands 274, 292 power of 96 and service delivery 581–2, 587–8 customisation 588, 596 Cyert, R 221 Czarniawska, B 25 Daft, R.L 516 data 383, 387, 390, 667 ‘big’ 250, 390, 391–2 data mining 392 Davenport, T.H 220 Davies, Lord 365 De Wit, B 190 Deal, T.E 87–8 decentralisation 314, 320–1, 613, 667 decision criteria 211, 667 decision making 206–36, 667 automated systems 220 biases 224–7 danger of 227 emotional attachment 226 Z03_BODD8594_07_SE_IDX.indd 694 escalating commitment 226, 668 and illusion of control 225, 669 optimism bias 225, 672 prior hypothesis bias 224, 673 representativeness bias 224, 673 and budgeting 646–7 conditions ambiguity 216–17 certainty 215–16 dependency 217 risk 216 uncertainty 216 and corporate governance 232 creative approach to 211 defined 210 and entrepreneurship 213, 231 ethical 152–4, 668 group 227–31 and internationalisation 232 and leadership styles 227–9 models 218–24 administrative (behavioural) model 220–1, 666 garbage can model 223 incremental model 222, 669 intuitional model 222 political model 222–3 rational model 211, 212–13, 219–20, 673 and sustainability 231–2 decision support systems (DSS) 384, 667 decision tree 212, 667 decisional roles of managers 17, 18 decisions 209 goals (or objectives) of 211–12 implementation of 212 monitoring progress of 213 non-programmed 214–15, 671 programmed 214, 215, 673 decoding messages 513, 668 delegation 319, 462, 668 Dell Computers 258 Dell, M 529 demands 274, 292, 668 Deming, W.E 598 demographic segmentation 281 dependency 217 depreciation 638 design thinking 407–8 determinism 27, 336, 668 Devinney, T.M 155 Diageo 209–20 differentiation 668 and organisation structure 335 differentiation perspective on organisation culture 93 differentiation strategy 259, 332, 393, 668 Dimbleby, R 513 direct personal contact 330 direct supervision 328, 613 directional plans 189 directive leadership 456, 457 disabled people 365 discretionary responsibilities 151 disintermediation 385, 386, 668 Disney 120, 411, 583 disseminator role of managers 17 disturbance handler role of managers 17, 18 diversification 257 diversity managing 366 workforce 364–5, 668 division of labour 39, 46, 51, 54 divisional structure 325, 423, 668 Dixon, K.R 542 DixonsCarphone 315 Donaldson, L 331, 336 Dowling, G 155 Drucker, P 41, 273, 424–5, 531 Drummond, H 226 DSM 499 Du Pont 254 Dudley, B 170 durability of products 596 dynamic capabilities 252, 668 dynamism, environmental 103–4 Dyson Appliances 119, 403, 404, 407, 408, 414–15, 538 e-business 374, 384–92, 668 e-commerce 384, 668 e-health projects, satisficing in 221 easyJet 240 Eccles, R.G 159 economic factors 98, 99 and international business 118–20 economic man 57 economic model of rationality 219 economic responsibilities 150 economies of scale 258, 668 Eden Project 273, 361, 405, 467, 473, 474, 476–7, 486, 493 Edvardsson, B 218, 225 effectiveness, as performance measure 617–18, 668 efficiency 617, 668 ego strength 153 Eisenhardt, K.M 647 Ellemers, N 554 email 518 emergent models of change 421, 424, 668 emergent strategy 244, 245 emotional attachment 226 empathy 527 employee opinion surveys 524 employee turnover 349, 350 employee-centred supervisors 453 enabling bureaucracy 53, 54 encoding messages 512–13, 668 enlightened self-interest 146, 147, 151, 158, 668 Enomoto, T 553 Enquist, B 218, 225 Enron 145, 611–12 enterprise resource planning (ERP) systems 189, 387–9, 668 entrepreneurial role of managers 17, 18 entrepreneurs 14, 668 entrepreneurship 30, 106–7 and communication 531 and corporate responsibility (CR) 162 and decision making 213, 231 and finance 647–8 and human resource management (HRM) 367 and influence 466–7 and information systems 395–6 and innovation 424–5 and international business 137 and marketing 293 and models of management 63–4 and motivation 499 and operations management 599–600 and organisation structure 339 9/8/16 3:46 PM www.ebookslides.com INDEX and performance management 625–6 and planning 201 and strategy 263 and teams 557 environment (natural) influences on organisation 98, 101 and international business 122–3, 138 see also sustainability environment/context 25–8, 29, 86–7 complexity 103–4 and creativity 406 dynamism 103–4 historical 25–6 and innovation 410 of international business 118–27 and organisation structure 333–5, 336 perceptions of 103–4 and strategy 242–3 see also competitive environment (or context); external environment (or context); general environment (or context); internal environment (or context) environmental management schemes (EMS) 164 equal opportunities 364, 365–6 equity 53 equity theory of motivation 492–3, 598 ERG theory 485–6 escalating commitment 226, 668 esprit de corps 53 esteem needs 483, 625 ethical audits 161 ethical consumers 158, 668 ethical decision-making model 152–4, 668 ethical investors 154, 668 ethical relativism 154, 668 ethical responsibilities 151 ethics 147–50, 161 European Commission 96, 99, 123 European Union (EU) 123–4, 156 business system 132 corporate responsibility activity 163 evidence-based management 38–9, 65 exchange 275, 668 as influence tactic 464 executive information systems 384, 668 executive pay 500 existence needs 485, 486, 668 expectancy theory of motivation 490–2, 668 experiences 274–5 expert systems see decision support systems expertise power 459, 460, 461 exporting 116 external analysis, and strategy formulation 249–50 external environment (or context) 22, 26, 87, 668 external fit 350–1, 668 extranet 376, 668 extrinsic rewards 494, 668 Fabbe-Costes, N 600 face-to-face communication 516–17 face-to-face networks 21 Facebook 100, 156, 250, 357, 376, 404, 507, 508, 511, 515, 519 facility layout 590–3 factory production 45, 583, 598, 668–9 fairtrade products 144, 152, 163 Falbe, C.M 463, 467, 468 Z03_BODD8594_07_SE_IDX.indd 695 Farrell, C 316 ‘fast fashion’ system 582 Fayol, H 12, 52–3 feedback 495 in communication 513, 514, 669 performance 622 in systems theory 58, 669 in transformation process model 580 Fehrenbach, F 90 Feigenbaum, A.V 598 feminine societies 129, 669 Ferguson, Sir A 271, 446, 466–7 figurehead role of managers 17, 18 film-making teams 546 finance and budgetary control 621, 632–52 budgeting process 642–7 and corporate governance 649 and entrepreneurship 647–8 financial performance 620, 621, 634–5 balance sheet 640–1, 666 cash flow statement 636–8, 666 credit 639 depreciation 638 external reporting 636–42 internal management 642–5 measuring periodic performance 639–40 profit and loss statement (income statement) 638, 673 share values 641–2 warranty claims 639 and internationalisation 648–9 raising capital 635–6, 647–8 and sustainability 648 Financial Times on communication technologies 517 on competing values 44 on corporate responsibility 151 on decentralisation 321 on globalisation 134 on internet advertising 286 on leadership styles 455 on models of management 64 on motivation 40–1 on perks 364 on Polish Post Office 124 on recruitment via social media 357–8 on strategy 240, 250, 254 on women in the boardroom 365 Finkelstein, S 86, 226, 523 first-line managers 14–15, 352 five forces analysis 94–8, 190, 249, 393, 394, 669 fixed costs 589 fixed (long-term) assets 641, 669 fixed-position layout 591 flexibility, and control, tension between 42 flexible reward systems 363 flexible work practices 497–8 Floyd, S.W 464–5 Flyvbjerg, B 192, 374 focus strategy 259, 332, 393, 669 Follett, M.P 55–6, 482, 552, 553 football clubs 88 see also Manchester United Football Club Forbes, D.P 557 Ford 114, 119, 135 Highland Park plant 47–8 Ford, H 47, 583, 589 Ford, R.C 411 695 forecasting 192 and human resource planning 355 foreign direct investment (FDI) 116, 669 Forest Stewardship Council 55, 158 formal authority 319, 669 formal structure 316–17, 669 formal teams 540, 669 formalisation 321, 669 forming stage in team development 547–8, 550 ‘four Ps’ 282–6 Fox, A 39 Foxconn 45–6 fragmentation perspective on organization culture 93 franchising 116, 261, 326, 669 Freer, J 13 French, J 459 Friedman, M 150 Friedman, T 130 Fu, P.P 467 functional managers 13, 669 functional structure 322–3, 325, 669 functionality of products 596 Furst, S.A 549 Gabriel, Y 52 Gadhia, J.-A 301 Gamble, J 50 Gamma Chemical 489, 497 Gantt charts 198, 420 Gap 158–9 garbage can model of decision making 223 Garcia-Morales, V.J 451 Gardner, D.G 483 Gardner, R 260 Garengo, P 626 Garvin, D.A 12 Gates, B 146 Geely 23 Gemmell, B 64 gender issues 364 General Agreement on Tariffs and Trade (GATT) 123 General Electric (GE) 64, 339 general environment (or context) 87, 240, 669 PESTEL analysis 98–103, 672 international aspects 118–27 general managers 13, 669 General Motors 116 generation Y 100 Genius 64 geographic division 324 geographic segmentation 281 Germain, D 63 Ghoshal, S 340 Gilbreth, F and L 48 Gill, J 354 Gillette 119 GKN 239, 240, 246, 261, 404, 405, 538, 642 Glaister, S 202 Glastonbury 10 GlaxoSmithKline 153, 216, 251–2, 313, 314, 325–6, 327–8, 333, 404, 412, 508, 538 global companies 118, 133, 669 globalisation 133–6, 669 guarded 121 Globe theatre, London 147 goal-setting theory 493–4, 669 9/8/16 3:46 PM www.ebookslides.com 696 INDEX goals (or objectives) 185, 193–6, 622, 669 criteria for assessing 195 of decisions 211–12 hierarchy of 194 monitoring progress towards 198 real 194, 673 stated 194, 674 Goodwin, F 225, 430, 431, 432, 451 Google 12, 156, 219–20, 373, 374, 379–80, 382, 391, 404, 405, 519 governance see corporate governance Govers, M.J.G 389 Govindarajan, V 391 Grant, R.M 246, 247 grapevine 520 Greenwood, R.G 58 Greve, H.R 622 Grey, R 648 grievance procedures 524 Grosser, T.J 520 group decision-making 227–31 groups 542 communication processes 520–1 Follett (M.P.) on 55, 552, 553 informal 540, 670 structure 542 see also teams groupthink 229–31, 232, 559, 649, 669 growth needs 485, 486, 669 Gruber, M 407 Guest, D.E 349, 478 Guillaume, Y.R.F 364 Guler, I 226 Gupta, A.K 391 Guthrie, D 120 Hackman, J.R 494–5, 539, 540, 555–6 Hales, C 11 Hall, E 127 Hallen, B.L 647 Hamm, S 161 Handy, C 92 Hanson, J.R 541 harmony, attitudes to 127 Harridine, D 607 Harris, J.G 220 Harris, L.C 88, 93 Hartley, J 106 Hartley, J.L 599 Harvey, J 231 Hawken, P 30, 396 Hawthorne studies 56–8 Hayes, R.H 586 Hayward, T 169, 170 Healey, M.P 248 healthcare settings communication barriers in 530 hospital re-engineering 423–4 ‘named nurse’ concept in 324, 498 online forums 377–8 teams in 554, 556 Heath, M.T.P 293 Heathrow Terminal 193–4, 557–8 Heimans, J 460 Hendy, 94, 97, D.85 Heracleous, L 38 Herbert, B 357–8 Herzberg, F 487–9, 494 Heskett, J 93 heuristics 224, 669 Hewlett-Packard 208 hierarchy 51, 54, 328 Z03_BODD8594_07_SE_IDX.indd 696 high-context culture 127, 669 high-performance work practices 498, 669 Higon, D.A 395–6 Hill, C.W.L 104, 105 Hillman, A.J 465 Hiscox 281, 361 historical context 25–6 HM Revenue and Customs (HMRC) 325 Hodgetts, R.M 118 Hodgkinson, G.P 222, 254 Hofstede, G 64–5, 88, 125, 127–30, 202, 294, 500 Hofstede, G.J 125, 127, 128, 130, 202, 294 Hollins, P 563 Homburg, C 292 Hong Kong, companies in China 61 Hopkins, S 564 horizontal specialisation 318, 669 Hornburg, C 329 hospitality 148 House, R.J 127, 456–8 Howard, S 231 Huczynski, A.A 465 human capital 349, 350 and performance 351 human relations models 42, 43–4, 55–8, 669 and organisation culture 91 human resource management (HRM) 346–71, 669 and control process 614 and corporate governance 368 critical views of 353 defined 348 and entrepreneurship 367 equal opportunities and diversity 364–6 external fit 350–1 and human resource planning 355 internal fit 352 and internationalisation 367–8 job analysis 355–6 and performance 348–53 recruitment and selection 357–61 reward management 362–4 roles of managers 353–4 and sustainability 367 human rights 148, 149 Humphrey, S.E 496–7 Hunwick, N 214 Hutchinson, S 352 hygiene (or maintenance) factors 488, 494, 669 IBM 127 idea discovery 211 idea imposition 211 identification, with influence attempts 449 ideology 120, 669 Ihrig, M 390 Ikea 99, 114, 207, 208, 217–18, 225, 231–2, 245, 261, 272–3, 411, 480 illusion of control 225, 669 IMI 44–5 impersonality 51, 54 importing 116 Inamo 214 incentives 9, 153 see also rewards incremental model of decision making 222, 669 individual responsibility 147–50, 319, 673 individualism 128, 129, 148, 149, 163, 669 influence 444–71 behavioural models 453–6 and control 623 and corporate governance 468 defined 446, 670 and entrepreneurship 466–7 and internationalisation 467–8 managing and leading as dependent on 447–50 and networking 465–6 and power 459–62 and process of management 16–21 responses to 449–50 situational (or contingency) models 456–8 and sustainability 467 tactics 463–5, 467, 468 targets of 448–9 and tasks of management 21–5 through shaping context 25–8 traits models 450–2, 467–8 informal groups 540, 670 informal networks 541 informal structure 317 information 383, 390, 670 information richness 516, 525, 670 information systems 329, 372–84 adding value using 375–83 as control mechanism 614 and converging technologies 375–8 and corporate governance 397 customer relations 386–7 enterprise resource planning 189, 387–9 and entrepreneurship 395–6 and internationalisation 396 knowledge management 389–91 and organisational issues 395 and strategy 392–5 and sustainability 396 types of 383–4 information systems management 381, 670 informational role of managers 17–18 ingratiation 463 initiating structure 453, 670 initiative 53, 54 Inkson, K 126 innocent drinks 37, 38, 54–5, 63, 326, 520 innovation 404, 407–9, 670 and balanced scorecard 620, 621 closed 411 and co-creation 411 and communication 510 and control strategy 613 and corporate governance 425–6 employees involvement in 412 and entrepreneurship 424–5 and environment/context 410 implementation of 415–19 and internationalisation 425 open 412–13, 672 and organisation culture 414 and organisation structure 413 paradigm 409 position 409 process 408 product 408 radical 404, 673 and regulation changes 410 sources of accidents and the unexpected 409–10 knowledge push and other internal pressures 411–12 9/8/16 3:46 PM www.ebookslides.com INDEX market pull and other external ­pressures 410–11 and speed in R&D teams 414 and sustainability 425 input measures 616, 670 inspirational appeal 463 institutions, and culture 125 instrumentality 491, 670 intangible resources 9, 22, 251, 670 integration, subsystem 335, 670 integration perspective on organisation culture 93 intended strategy 244 interaction approach to context 27–8 interaction model of change 670 Intergovernmental Panel on Climate Change (IPCC) 107 internal analysis, and strategy formulation 251–4 internal environment (or context) 25, 86–7, 87, 670 and organisational change 416–19 variables in 39–40 see also organisation culture internal fit 352, 670 internal process models 42, 43, 50–4 administrative management 52–3 bureaucracy 50–2, 53–4 modern applications of 54 and organisation culture 91 principles of 54 internalisation, and influence attempts 449, 450 international business and corporate governance 138 and economic context 118–20 and entrepreneurship 137 and environmental context 122–3 forms of organisation 117–18 and globalisation 133–7 and legal context 123–4 and political context 120–1 and socio-cultural context 125–7 and sustainability 137 and technological context 121–2 ways to conduct 115–18 international financial reporting standards (IFRS) 649 international management 114–15, 670 internationalisation 32, 107–8, 138 and communication 531–2 and control systems 627 and corporate responsibility (CR) 163 and decision making 232 and finance 648–9 and human resource management (HRM) 367–8 and influence 467–8 and information systems 396 and innovation 425 and marketing 293–4 and models of management 64–5 and motivation 500 and operations management 600 and organisation structure 339–40 and planning 202 and strategy 264 and team working 558 internet 115, 276, 286, 357, 374–5, 376, 378–80, 670 and e-business 384–92 user-generated content 285–6, 377, 675 Z03_BODD8594_07_SE_IDX.indd 697 interpersonal roles of managers 17, 18 interviews 359–60 preparing for 360 intranet 376, 670 intrinsic rewards 494, 670 intuitional model of decision making 222 Ireland, R.D 106, 499 Iris (advertising agency) 107–8, 336, 386 Ive, J 71, 74 Iyengar, S.W 212 Janis, I 229–30 Japan and individuals’ place in groups 553 kaizen 408, 412 management system 132–3 quality management 598 Javidan, M 31 Jenkins, A 361 Jensen, N 547 Jeppesen, H.J 554 Jiang, K 6, 349, 350 job analysis 355–6, 670 job characteristics theory 494–7, 670 job descriptions 613 job enrichment 494 job performance 478 job satisfaction/dissatisfaction 488 job-centred supervisors 453 job-shop systems 587 Jobs, S 39, 70–1, 332–3, 599 John Lewis Partnership 10 John, O.P 450 Johnson, G 117, 241, 242, 251 Johnson, L 213 Johnson, S 410 joint ventures 117, 125, 261, 670 Jones, D.A 160 Jones, O 47 Jones, R 293 Jones, R.A 418 Jones, T.M 104, 105 Jønsson, T 554 Jozkowiak, J 124 Juran, J 598 just-in-time inventory systems 408, 421, 594–5, 670 Kahneman, D 192, 225, 227 kaizen (continuous improvement) 408, 412 Kanter, R.M 460, 462 Kanungo, R.N 451 Kaplan, R.S 619, 620 Kaplan, S 92 Katzenbach, J.R 543 Kaynak, H 599 Keller, K.L 281, 282 Kelly, J Kelman, H.C 449 Kennedy, A.A 87–8 Kering 321 Kerridge, K 361 Ketokivi, M 421 key performance indicators (KPIs) 619, 670 Khanna, T 116 Kiechel, W 42 King, G 90 Kipnis, D 463 Kirkman, B.L 127 Kirkpatrick, D 519 Kissinger, H 423 Klein, G 222 697 Klein, G.D 93 knowledge 389–90, 670 and creativity 405 explicit 390, 391 tacit 222, 390 knowledge management (KM) systems 389–91, 670 knowledge management portals 390 knowledge push, and innovation 411 knowledge systems see decision support systems Kochan, T.A 366 Kodak 404 Komaki, J 481 Konzelmann, S 368 Kotler, P 273, 281, 282, 283 Kotter, J.P 93, 448 KPMG 321 Krackhardt, D 541 Kraft 116 Kramer, M.R 146, 158, 163 Kullman, E 254 Kumar, V 276, 291 Lamb, M 44 Lanoie, P 159 Lashinsky, A 71–2, 599 Latham, G.P 493–4 Lawler, E.E 339, 347, 497, 499, 624 Lawrence, P 60, 335 Lawson, P 363 layout planning 590–3, 670 Le Meunier-FitzHugh, K 322–3 leader role of managers 17, 18 leadership 448, 670 action centred 458 behavioural models of 453–6 consideration 453, 667 continuum of behaviour 456, 457 decision-making and styles of 227–9 initiating structure 453, 670 and management distinguished 448 path—goal model of 456–8 situational (or contingency) models of 456–8 traits models of 450–2, 467–8 transactional 451, 675 transformational (charismatic) 451, 467–8, 675 leadership grid 454–5 leading 21, 22, 27 Leahy, T 653, 654, 655 learning and balanced scorecard 620, 621 and consumer behaviour 278 from experience 23 single- and double-loop 338–9 learning organisations 337–9, 670 learning view of strategy 243, 244–5 Lechner, C 464–5 Leeson, N 108 legal factors 98, 102 and international business 123–4 legal responsibilities 151 legitimate power 459 legitimating tactics 464 Lego 289 Lengel, R.H 516 Leone, E.L 626 Lepper, M.R 212 Levitt, T 133, 291 Levy, S 12, 373 9/8/16 3:46 PM www.ebookslides.com 698 INDEX Lewis, D 653 Li, C 100, 380 Li, S 23 liabilities 641, 670 liaison role of managers 17, 18 licensing 116, 261, 670 life cycle, and organisation structure 335–6 life cycle models of change 419–21, 424, 670 Likert, R 453, 553 limited liability companies 635–6, 670 Lindblom, C 222, 245 line managers 13, 671 linear systems 62, 671 Linn Products 584–5 Lisbon Treaty (2009) 124 listening skills 526–7 Liu, L.A 531–2 Lloyd, C 15 Lloyds Banking Group 241 lobbying 99, 155–6 Lock, D 420 Locke, E.A 452, 493–4 locus of control 153 London Stock Exchange, Taurus project 226, 232 London Underground 40–1 long-term orientation 130, 162 L’Oréal 157, 314 Lorenz, A 246, 252 Lorsch, J.W 60, 335 Louis Vuitton 555 Lovallo, D 192, 225 low-context culture 127, 671 Lubart, T.I 405 Lucent 125 Luthans, F 21, 465 MacCormick, J.S 512 MacGregor, N 445, 446, 452, 455–6, 462–3 Macmillan, I 390 macro-environment and marketing 276 see also general environment Madoff, B 144–5 Maersk 114, 186, 259 Magretta, J 8, 9, 39 Mallin, C.A 106, 138 management as adding value to resources 8–11 definition of 11, 671 as a distinct role 12–13, 671 hierarchies 14–16 innovation of and leadership distinguished 448 meanings of 11–13 specialisation between areas of 13–16 as universal human activity 11, 671 management by objectives 614, 671 management information systems (MIS) 384, 671 management skills and competing values 43–4 management systems, contrasts across countries 131–3 management tasks 21–5 managerial grid model 454–5 managers 11, 105, 671 decisional roles 17, 18 functional specialisation 13–14, 669 influence of through process of managing 16–21 Z03_BODD8594_07_SE_IDX.indd 698 through shaping the context 25–8 through tasks of managing 21–5 informational roles 17–18 interpersonal roles 17, 18 as networkers 21 and stakeholders 155–6 as subordinates 20 versus the managed 12–13 as workers 20 managing directors (MDs) 15 Manchester United Football Club 271, 272, 278–9, 288 March, J 221 market offer 274–5, 671 market pull, and innovation 410 market segmentation 280–2, 671 marketing 270–97 and consumer behaviour 277–8 and corporate governance 293–4 and customer relationship management 289 defined 273, 671 and entrepreneurship 293 and internationalisation 293–4 PESTEL factors and 276, 277 product life cycle 287–8 and sales, coordination of 329 and sustainability 293 marketing environment 275–80, 671 marketing information systems 279–80, 671 marketing mix 282–6, 671 marketing myopia 291 marketing orientation 290–2, 671 markets 275 Markkula, M 71 Marks & Spencer 16, 158, 201–2, 214, 290, 636–7 Mars (confectioner) 158 Martin, J 93 masculine societies 129, 671 Maslow, A 58, 482–5, 494, 553 mass production 587 mass services 588 materials management 594–5 matrix structure 324–5, 671 Matten, D 163 Mattila, A.S 532 Mayo, E 56–8, 482 McBride, B 564, 565 McCall, C 240 McCallum, G 301 McClelland, D 486–7 McDonald’s 133, 134, 217, 355, 582 McGregor, D 58, 474, 482, 490, 494, 500 McHugh, D 45, 93–4, 477 McKee, R.K 454 McRae, R.R 450 Means, G.C 105, 138 mechanistic control 612, 613 mechanistic structure 331, 332, 334, 335, 671 mergers and acquisitions 260 message(s) 512, 671 decoding 513, 668 encoding 512–13, 668 metaphors 671 as representations of organisations 41–2 Metcalf, J 447 Metcalfe’s law 377, 671 Meyer, R 190 micro-environment see competitive environment (or context) Microsoft 156, 260 middle managers 15 Miles, R.E 327 Miller, S 197 mindfulness 126–7, 671 Mintzberg, H 6, 17, 19, 244, 245, 421, 508 mission statement 255, 671 model (or theory) 38, 671 models of management 36–69 competing values framework 42–5, 63–4 and corporate governance 65 and entrepreneurship 63–4 human relations models 42, 43–4, 55–8 internal process models 42, 43, 50–4 and internationalisation 64–5 open systems models 42, 43, 58–62, 63, 74 rational goal models 42, 43, 45–50 and sustainability 64 value of 38–42 monitor role of managers 17 monitoring Moon, J 163 Moon, W.J 421 moral development 153 moral principle 148, 149 Morey, T 387 Morgan, G 41–2 Morgan, N.A 291 Moritz, M 70–1 Morris, J 251, 316 Moser, K 21 Moss, D 13 motivation 40–1, 349, 350, 472–504, 671 and behaviour modification 480–2 and consumer behaviour 277, 278 content theories of 482–90 Alderfer’s ERG theory 485–6 Herzberg’s two-factor theory 487–9 McClelland’s affiliation, power achievement 486–7 Maslow’s hierarchy of needs 482–5 and control 623 and corporate governance 500 and creativity 406 and entrepreneurship 499 and flexible work practices 497–8 and high-performance work practices 498 and internationalisation 500 process theories of 490–4 equity theory 492–3, 668 expectancy theory 490–2, 668 goal-setting theory 493–4 and psychological contract 478–80 and sustainability 499 and work design 494–7 motivator factors 488, 494, 671 Motorola 86 Mottram, S 14 Mouton, J 454 Mulally, A 135 Multi-show Events 318 multinational companies 117, 133, 135, 137, 339–40, 671 Murphy, G 194 Murphy, G.D 388 Murphy, S 299, 300 9/8/16 3:46 PM www.ebookslides.com INDEX ‘named nurse’ concept 324, 498 Nanus, B 448 national culture 64–5, 127–30, 293–4 and control systems 627 individualism/collectivism 128, 129 and influence tactics 467 long-term and short-term orientation 130 masculinity/femininity 129 and motivation 500 power distance 128, 129 uncertainty avoidance 128, 129 National Farmers Union 96 National Health Service (NHS) 263, 607, 615, 618, 623 natural resources 101, 122–3 needs 477–8, 671 achievement 486 affiliation 486 belongingness 483, 625 and control systems 624–5 customer 274, 292 ERG theory of 485–6 esteem 483, 625 existence 485, 486, 668 growth 485, 486, 669 hierarchy of 482–5 McClelland’s affiliation, power, achievement 486–7 physiological 482, 625 power 486 relatedness 485, 486, 673 safety/security 482, 625 negotiator role of managers 17, 19 Nestlé 118, 120, 134 ‘net generation’ 100 network structure 332, 671 networking 21, 30, 671 and influence 465–6 see also social networking sites networks collaborative 326 communication 520–5 informal 541 Metcalf’s law of 377, 671 new (potential) entrants 95, 276, 394 New York Times 121 niche strategy 259 Nissan 116 noise 513, 671 Nokia 86 non-linear systems 62, 671 non-programmed (unstructured) decisions 214–15, 671 non-receptive contexts, and organisational change 418, 671 non-verbal communication 513–14, 672 Nonaka, I 337 norming stage in team development 548, 550, 551 Norton, D.P 619, 620 Nutt, P.C 105 objectives see goals (or objectives) observation, team 552, 672 office automation systems 384, 672 offshoring 115, 672 Ogbonna, E 88, 93 O’Gorman, C 20 Ohio State University model of manager behaviour 453 Oldham, G.R 494–5 Z03_BODD8594_07_SE_IDX.indd 699 O’Leary, M 5, 7, 18, 19–20, 24 online communities 287–8, 376, 377, 520 adding value through 380–1 in healthcare 377–8 see also social networking sites Oorschot, K.E van 620–1 open innovation 412–13, 672 open systems models 42, 43, 58–62, 63, 64, 672 and organisation culture 91, 414 operational plans 187, 672 operational research (OR) 49, 672 operations four Vs of 585–6 improving 146, 147, 158 operations information systems 383–4 operations management 576–95, 578–9, 672 and corporate governance 601 and entrepreneurship 599–600 and internationalisation 600 main activities of operations 594–5 operations processes production systems 486–7 service systems 587–8 practice of 582–6 and four Vs of operations 585–6 operations strategy 584–5 process management 582–4 process design 589–93 facility layout 590–3 process selection 589–90 span of processes 589 and sustainability 600 transformation process model of 579–82, 675 operations strategy 584, 672 opportunity recognition 106–7 optimism bias 192, 225, 672 organic control 612, 613 organic structure 331, 332, 334, 335, 672 organisation charts 316–17, 672 organisation culture 86–7, 87–94 and competing values framework 91 components of 89–90 development of 87–8 differentiation perspective on 93 fragmentation perspective on 93 and innovation 414 integration perspective on 93 multiple cultures 93 open systems models 91, 414 and organisational change 417–18 and performance 93–4 types 92 organisation structure 312–44 collaborative networks 326 and communication 530 and control 613 coordination 328–30 and corporate governance 340 defined 316, 672 designing 316–22 centralisation 53, 54, 320, 322 chain of command 319 decentralisation 314, 320–1 formalisation 321, 669 organisation charts 316–17 span of control 319 work specialisation 317–18, 322–5 differentiation 335 divisional structure 324, 325, 668 699 and entrepreneurship 339 and environment/context 333–5, 336 functional structure 322–3, 325, 669 and innovation 413 integration 335 and internationalisation 339–40 matrix structure 324–5, 671 mechanistic and organic forms 330–7, 671, 672 mixed forms 327 outsourcing 326 and size and life cycle 335–6 and strategy 314–16, 332, 337 and structural choice 336 and sustainability 339 and technology 332–3 organisation-based self-esteem (OBSE) 483 organisational change 415–19, 672 emergent models of 421, 424, 668 interaction model of 670 and internal context 416–19 life cycle models of 419–21, 424, 678 and organisation culture 417–18 participative model of 421–2, 424, 672 political models of 422–4 receptive and non-receptive contexts for 418, 671, 673 and stakeholders 419 organisational citizenship behaviour 474, 478, 479, 672 organisational performance 622, 672 organisational readiness 197, 198, 672 organisations 8, 672 and information systems 395 metaphors as representations of 41–2 organising 21, 22, 23, 26 Orlitzky, M 159 O’Toole, T 40–1 output measures 617, 672 outsourcing 326, 672 overhead budget 643 Page, L 12, 373 Paik, Y 396 Panteli, N 542 Parada, P 117 paradigm innovations 409 participative leadership style 456, 458 participative model of change 421–2, 424, 672 partnerships 261 path—goal model of influence/leadership 456–8 Patterson, G 255–6 Payne, J 15 Peloza, J 155 Pennycook, R 413 Pentland, A 208 perceived organisational support (POS) 479, 672 perceived performance gap 416, 672 perception 478, 514–15, 672 and consumer behaviour 277, 278 performance and corporate responsibility (CR) 159–61, 162 correcting 610 feedback systems 622 financial see under finance and ­budgetary control and human capital 351 9/8/16 3:46 PM www.ebookslides.com 700 INDEX performance (continued) and human resource management (HRM) 348–53 and organisation culture 93–4 organisational 622 of products 596 range of variation 610, 673 standard of 609, 674 and sustainability 159–60, 626–7 targets 609 performance imperatives 416, 672 performance management 607 and entrepreneurship 625–6 performance measurement 609–10, 611, 616–18, 672 balanced scorecard 619–22, 666 choice of measures 618–19 and competing values 624, 625 and corporate governance 627 effectiveness 617–18, 668 input measures 616, 670 output measures 617, 672 process measures 616–17, 673 and sustainability 626–6 performance-related pay 363, 672 performing stage in team development 549, 550 perks 363 person culture 92, 672 personal selling 285 personality, and leadership/influence 450–2, 467–8 personality tests 361, 672 personnel management 348 see also human resource management persuasion 463 pervasiveness (of corruption) 121, 672 PESTEL analysis 98–103, 190, 248, 249, 672 and international business 118–27 and marketing 276, 277 Peters, T.J 93, 349 Petersen, J.A 293–4 Pettigrew, A 418, 422 Pfeffer, J 38–9, 65, 422, 423 philanthropy 145–6, 147, 158, 672 physiological needs 482, 625 Pierce, J.L 483 Pierce, L 153 Piercy, N.F 322–3 Pinkham, B.C 376 Pinto, M 37 Pirola-Merlo, A 414 Pisani, G.P 299, 301 Pixar 23, 331, 332–3, 414, 415 place, and marketing mix 282, 286 plans/planning 21, 22, 23, 26, 182–205, 672 activity 189 business 186 communication of 196–7 content of 186–90 and corporate governance 202–3 creative approach to 199, 201 critical success factors analysis 191 directional 189 and entrepreneurship 201 fallacy (in large projects) 192 forecasting 192 goals see goals (or objectives) hierarchy 188–9 implementation of 197–8 information gathering 190–3 and internationalisation 202 Z03_BODD8594_07_SE_IDX.indd 700 operational 187, 672 rational approach to 199, 200 reasons for 185–6 rolling 187 scenario 192–3, 248, 673 sensitivity analysis 192 specific 189 standing 189 strategic 186, 187, 246–7, 674 and sustainability 201–2 SWOT analysis 190–1 pluralist perspective 39 policy 214, 672 Polish Post Office 124 political behaviour 460, 462, 672–3 political factors 98, 99 and control process 623 and international business 120–1 political models 673 of change 422–4 of decision making 222–3 political risk 120, 673 political view of strategy 243, 245–6 Polman, P 101–2, 292 Porter, M.E 146, 158, 163, 253, 258, 260, 332 five forces analysis 94–8, 190, 249, 392, 393 position innovations 409 post-bureaucratic organisations 316 Potter, D 60 power 673 and communication 530 and control 623 and influence 459–62 old versus new 460 perceptions of 461–2 positional 460–1 sharing 462 sources of 459 power culture 92, 673 power distance 128, 129, 202, 673 power needs 486 Pralahad, CK 41 Prastacos, G 416 preferred team roles 546, 673 Premji, A 161 pressure tactics 464 Pret A Manger 50, 447 price, and marketing mix 282, 284–5 principal—agent problem 105 prior hypothesis bias 224, 673 problem(s) 200 creative way of defining 201, 222 rational way of defining 200 procedures 214, 613, 673 process control systems 384, 673 process innovations 408 process layout 591–2 process management 582–4, 599 see also scientific management process measures 616–17, 673 Procter & Gamble 626–7 product innovations 408 product layout 592–3 product life cycle 287–8, 673 product—market matrix 256 product—process matrix 586 production orientation 290, 291 production systems 586–7 product(s) 274–5 convenience 284 design 599 and marketing mix 282, 283–4 nature of 580–1 orientation 290, 291 quality 595–9 shopping 284 speciality 284 unsought 284 professional services 588 profit and loss statement 638, 673 profitability, and five forces analysis 94–8 programmed (or structured) decisions 214, 215, 673 project budgeting 643–5 project managers 13–14, 673 project systems 586–7 promotion, and marketing mix 282, 285–6 Provident insurance company 518 Prowle, M 607 psychological contract 478–80, 673 publicity 285 Purcell, J 352 Putt, P 211 PwC 147, 260 Pye, A 264–5 quality 595–9 order-qualifying criteria 597 order-winning criteria 597 standards 594, 601 Quality of Communications Experience (QCE) 531–2 quality management 597–8, 600 quality systems and procedures 598–9 Quinn, R.E 42, 44, 91, 102 racial and ethnic minority groups 365 radical innovations 404, 673 radical perspective 39 Rainforest Alliance 55, 158 Ramirez, R 411 Rangan, K 145, 146, 157, 159 range of variation 610, 673 Rapha 14 rational goal models 42, 43, 45–50 modern applications of 49 operational research (OR) 49 and organisation culture 91 principles of 49 scientific management 46–7, 48, 51 rational model of decision making 211, 212–13, 219–20, 673 rational planning process 199, 200 rationality 51, 54 bounded 221, 222 Raven, B 459 real goals 194, 673 realised strategy 244 receptive contexts, and organisational change 418, 673 Reckitt Benckiser 241 recruitment 357 Reed, R 37, 54, 63, 519 reference groups 277, 278 referent (charismatic) power 459–60, 461 regionalization 135 regulation changes, and innovation 410 regulators, HR managers as 354 reintermediation 386, 673 relatedness needs 485, 486, 673 relational resources 251, 673 9/8/16 3:46 PM www.ebookslides.com INDEX reliability of products 596 representativeness bias 224, 673 resistance, to influence attempts 449, 450 resource allocator role of managers 17, 19 resources 251–2 intangible 9, 22, 251, 670 natural 101, 122–3 relational 251, 673 tangible 9, 22, 251, 674 unique 251, 675 responsibility individual 147–50, 319, 673 see also corporate responsibility Restubog, S.L.D 478 reward management 362–4 reward power 459, 460 rewards and control process 614 extrinsic and intrinsic 494, 668, 670 team-based 557, 674 Riccaboni, A 626 risk 216, 673 political 120, 673 risk assessment 294 rivalry, competitive 95–6, 394 Roberts, J 16 Roberts, P 155 Roche 321 Roddick, A 157 Rodriguez, P 121 Roeder, M 87 role 12, 673 role culture 92 rolling plans 187 Rosen, S 508 Rosenzweig, P 217 Ross, J 397 Rothbard, N 364 Rousseau, D.M 478 Rowley, J 293 Royal Bank of Scotland (RBS) 108, 145, 225, 320, 430–4, 578, 649 Royal Mail 19 Rugman, A.M 118, 135 rules 51–2, 54, 153, 214, 329, 613, 673 Ryanair 5, 7, 19–20, 24–5, 28, 187, 251, 258 safety needs 482 Sainsbury, Lord 146 Salas, E 538 sales, and marketing, coordination of 329 sales orientation 290, 291 sales promotions 285 Samsung 226 Sandhurst selection process 358–9 satisficing 221, 673 Sauermann, H 489 scandals, corporate 31, 105, 144–5 scenario planning 192–3, 248, 673 Schaefer, A 164 Schalk, R 478 scheduling 595 Schein, E 89, 92 Schmidt, E 104 Schmidt, W 456, 457 Schwartz, B 212 scientific management 46–7, 48, 51, 494, 583, 673 Sculley, J 71 security needs 625 segmentation, market 280–2, 671 selection 358–9 Z03_BODD8594_07_SE_IDX.indd 701 selective attention 514, 673 self-actualisation 483–4, 625 self-awareness 44, 673 self-managing teams 540–1, 673 Senge, P 64 senior managers 15 sensitivity analysis 192 service providers, HR managers as 353 service shops 588 service systems 587–8 services 274–5, 580–1 delivery, and customer presence 581–2, 587–8 design 599 as heterogeneous and inseparable 284 intangibility of 284, 582 perishability of 283 582 quality 597 Shao, L 467–8 share issues 635 share values 641–2 shared value 146–7, 158–9, 163, 673 shareholders 635, 636, 673 shareholders’ funds 641, 674 Shaw, E 30 Shaw, M.E 520–1 Sheehan, M 367 Shell 13, 187, 193, 260, 324 Gamechanger process 411–12 short-term orientation 130 Simon, H 214, 220, 221, 222 Simpson, B 318 Single European Act (1986) 123–4 situational (or contingency) models of influence/leadership 456–8 Six Sigma 417 size, and organization structure 335–6 skill variety 495 Skilling, J 612 Skinner, B.F 480–1, 485 Skoll, J 146 Slack, N 578 small businesses 14, 20–1, 231, 395–6, 625–6 SMART goal setting 195 smartphones 512 Smit, T 467, 473, 486, 493 Smith, A 45, 149 Smith, D.K 543 Smith, E 189 Smith and Nephew 594–5 Snyder, J 153 social awareness social class, and consumer behaviour 278 social contract 151 social man 57, 58 social media 21, 250, 276, 279, 285–6, 376–7 and recruitment 357–8 social networking sites 100, 376, 520, 674 see also Facebook; Google socio-cultural factors 98, 99–100 and international business 125–7 socio-technical systems 60, 674 socioeconomic segmentation 281 Søderberg, A.-M 136 Sony 404 Southbank Centre span of control 319, 674 span of processes 589, 674 Sparrow, P 368 specialisation horizontal 318, 669 vertical 318, 675 701 work 317–18, 322–5 specific plans 189 spokesperson role of managers 17–18 Stachowski, A.A 551 staff managers 13, 674 stakeholder theory 106 stakeholders 16, 104–5, 674 and corporate responsibility 154–6 and organisational change 419 Stalker, G.M 60, 331, 333–4 Standard Oil 314 standard of performance 609, 674 standardising inputs and outputs 328–9 standards financial reporting 649 quality 594, 601 work performance 594 standing plans 189 Starbuck’s 134 Starkey, K 137 stated goals 194, 674 stereotyping 515, 674 Stern, N 107 Stern, S 41 Sternberg, R.J 405 Stewart, R 11, 16, 508 Stiles, P 132–3 store managers 13 storming stage in team development 548, 550 Strachan, A 546 strategic business units (SBUs) 186, 674 strategic capabilities 251, 674 strategic misrepresentation 192, 674 strategic plans 186, 187, 246–7, 674 strategy 238–68 at business unit level 258–60 cost leadership 258, 332, 393, 667 differentiation 259, 332, 393 focus 259, 332, 393, 669 functional level strategy 260 and communication 528–9 content 242 and context 242–3 and corporate governance 264–5 at corporate level 254–8 corporate mission 255 existing markets 256–7 new markets 257–8 strategic direction 255–8 and corporate responsibility (CR) 156–61 defined 241, 674 delivering internal development 260 joint ventures and alliances 261 merger and acquisition 260 development 246–9 and entrepreneurship 263 external analysis 249–50 implementing and evaluating 262–3 and information systems 392–5 internal analysis 251–4 and internationalisation 264 learning view of 243, 244–5 loop 248–9 operations 584–5 and organisation structure 314–16, 332, 337 planning view of 243–4 political view of 243, 245–6 processes 241, 243–9 and sustainability 263–4 workshops 248 9/8/16 3:46 PM www.ebookslides.com 702 INDEX structural choice 336, 674 structure unit/group 542, 674 see also organisation structure subjective probability (in expectancy theory) 490, 674 subsidiaries, wholly-owned 117 substitutes 276 threat of 97, 394 subsystems 59–60, 674 suggestion schemes 524 Sull, D.N 248, 262 Suma 10 Sunseeker 584 supervision, direct 328, 613 supplier quality management 599 suppliers 276 bargaining power of 96–7, 394 supply chain management 589, 674 supportive leadership style 456, 457 sustainability 30–1, 64, 101–2, 107, 674 and communication 531 and corporate responsibility (CR) 163, 164 and decision making 231–2 and finance 648 and human resource management (HRM) 367 and influence 467 and information systems 396 and innovation 425 and international business 137 and marketing 293 and models of management 64 and motivation 499 and operations management 600 and organisation structure 339 and performance 159–60, 626–6 and planning 201–2 and strategy 263–4 and team working 557–8 Sutton, R.I 38–9, 65 Svanberg, C.-H 170 Swatch 283, 288 Swinney, R 582 SWOT analysis 190–1, 248, 254, 674 system 58, 674 system boundary 58, 674 tacit knowledge 222, 390 Taiwan, MNCs and environmental policy in 138 Takeuchi, H 337 Tambe, P 382 tangible resources 9, 22, 251, 674 Tannenbaum, R 456, 457 Tapscott, D 100, 377 Taras, V 65 target markets 282, 674 targets 9, 609 task culture 92, 674 task identity 495 task significance 495 Tata 99, 114 Tate Modern 10 Tayeb, M.H 127 Taylor, F.W 46–7, 482, 583 team briefings 523 team-based rewards 557, 674 teams 352, 536–61 categories of communication 552 common approach 544, 551 common purpose 543 Z03_BODD8594_07_SE_IDX.indd 702 complementary skills 543 composition 544–7 in context 556–7 and corporate governance 558–9 defined 543, 674 and entrepreneurship 557 evaluation of effectiveness 555–6 formal 540, 669 functions of 539 and internationalisation 558 and job analysis 356 meetings 551 mutual accountability 544 observing 552, 672 outcomes for the organisation 554–6 outcomes for team members 552–5 roles 544–6 self-managing 540–1, 673 size 543 stages of development 547–50 types of 539–42 virtual 541–2, 549–50, 558, 675 technological controls 614 technological factors 98, 100 and international business 121–2 technology 332–3, 674 convergence of 375–8 Teece, D.J 252 Tellis, G.J 117 Tesco 114, 208, 279, 280, 653–8 TGI Friday 360 Thematic Apperception Test 486 Theory X and Theory Y 474, 490, 500 Thomas, A.B 29, 465 Thomas, D.C 126 Thompson, J 218 Thompson, M 492 Thompson, P 45, 93–4, 477 Tiefenbrun, I 584 Timms, H 460 Top Right Group 315 Topshop 376–7 Torrington, D 364 total quality management (TQM) 598, 600, 674 Toyota 421, 532 Tracey, J.B 464 trade agreements and trading blocs 123–4 trade unions 10, 47, 348, 349, 353 traits models of leadership/influence 450–2, 467–8 transaction processing systems (TPSs) 383–4, 675 transactional leaders 451, 675 transactions 275, 674–5 transformation process model of operations management 579–80, 675 transformational leaders 451, 467–8, 675 transnational companies 117, 675 Travers, T 202 Tregaskis, O 498 Trend Micro 118 Trevino, L.K 152 triple bottom line 30, 31, 675 Trist, E 60 Trompenaars, F 127 Trought, F 21, 360 Truss, C 354 Tsai, T 138 Tuckman, B 547 turnover, employee 349, 350 two-factor theory of motivation 487–9 uncertainty 216, 765 uncertainty avoidance 128, 129, 202, 675 Unilever 101–2, 292, 315, 340, 410, 412 unique resources 251, 675 Unison 10 unitary perspective 39 United States business system 132 corporate responsibility activity 163 unity of command 53 University of Michigan model of manager behaviour 453 unrealised strategy 244 Unsworth, K.L 406–7 user-generated content 285–6, 377, 675 utilitarianism 148, 149 Uzzi, B 61 valence 491, 675 validity 358, 675 value 9, 675 co-creation of 376–8 shared 146–7, 158–9, 163, 673 see also adding value value chain analysis 248, 253, 675 values and control process 615 and organisation culture 89–90 Van der Heijden, K 193 Van der Veer, J 455 variable costs 589 Vecchi, A 600 vertical integration 257 vertical specialisation 318, 675 videoconferencing 517 Virgin Group 240, 247, 273, 298–302, 314 virtual teams 541–2, 549–50, 558, 675 Vodafone 187 Vogel, D 144, 156–7, 160–1, 263, 264 Volkswagen 135, 145, 321, 639 voluntary sector 10, 274 voluntary turnover 349, 350 Volvo 23 Vroom, V.H 490 Vroom—Yetton decision model 227–9 Walmart 65, 258 Walsh, W 39–40, 446 Walton, R.E 627 Wanda 260 Wang, T 162 wants 274, 675 warranty claims 639 Waterman, D.H 93, 349 Watson, T 12 Weaver, G.R 152 Webber, A 156 Webber, S 467–8 Weber, M 50–2, 314, 335 Weill, P 397 Western Electric Company 56 Westphal, J.D 468 West’s Team Climate for Innovation 414 Wheelwright, S.C 586 Whetten, D.A 6, 200, 201, 222, 527–8 Whitley, R 131–2, 163 Whittington, R 247, 248 wholly-owned subsidiaries 117 Whyman, P.B 497 Wieder, H 388–9 wikinomics 377, 675 Williams, A.D 377 9/8/16 3:46 PM www.ebookslides.com INDEX Williams, C 216 Willoughny, K.A 49 Winterkorn, M 135 Wipro 161 Witt, L.A 450 Wolf, A 361 Wolff, H-G 21 women on boards of directors 365 in workforce 365 Wood, S 497 Woods, S.A 361 Woodward, J 60, 319, 332 Z03_BODD8594_07_SE_IDX.indd 703 Woodward, M 15 work breakdown structure 644, 675 work design, and motivation 494–7 work group norms 153 work specialisation 317–18, 322–5 work—life balance 475, 675 working groups 543, 675 World Trade Organization (WTO) 123 World Wildlife Fund (WWF) 240 Worley, C.G 339 Wozniak, S 70 Wright, J 37, 54 Wright, S 409–10 703 Yetton, P.W 227–9 Yip, G.S 133–4 Yorkshire Sculpture Park 10 Young-Soo, K 455 YouTube 286, 377 Yukl, G 463, 464, 467, 468 Zander, L 542, 558 Zappe, C.J 49 Zara 577, 578, 585, 590, 593, 597 Zenger, T 39 Zibarras, L.D 361 Zuckerburg, M 507, 519 9/8/16 3:46 PM ... Part An Introduction to? ?Management Introduction This Part considers why management exists and what it contributes to human wealth and well-being Management is both a universal human activity and... CHAPTER MANAGING IN ORGANISATIONS 4 Case study: Ryanair 5 1.0 Management knowledge and management skill 6 1.1 Introduction 7 1.2 Managing to add value to resources 8 1.3 Meanings of management 11... which managers changed the focus of the company and how it works 31/08/16 8:54 pm www.ebookslides.com Chapter 1  Managing in Organisations 1.0 Management knowledge and management skill Management